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1995 04-12 FCA
c • AGENDA BROOKLYN CENTER FINANCIAL CONDMSION April 12, 1995 City Hall Council Chambers 1. Call to Order: 7:00 P.M. 2. Roll call. 3. Approval of Minutes: March 2, 1995 4. Introduction of New Members. 4b. af,,La,, X P a rig 7, Cq~,,~ I{v' '~o e~~ l C f ~ 5. Adequate Fund Balance Formula. 6. Examine Budget Process in Light of Potential State Cutbacks. 7. Discussion of Financial Commission / City Council interaction on 1996 budget process. • 8. Set Date of Next Meeting. 9. Adjournment: 9:00 P.M. 0 • MINUTES OF THE PROCEEDINGS OF THE FINANCIAL COMMISSION OF THE CITY OF BROOKLYN CENTER MARCH 2, 1995 EARLE BROWN HERITAGE CENTER, BLACKSMITH SHOP CALL TO ORDER Chair Donn Escher called the meeting to order at 7:00 P.M. in the Earle Brown Heritage Center, Blacksmith Shop. ROLL CALL Present at roll call were Chair Donn Escher, Commissioners: Lee Anderson, Ron Christensen, Ned Storla and Larry Peterson. Also present were Mayor Myrna Kragness, Council Liaison Kathleen Carmody, Councilmember Debra Hilstrom, City Manager Gerald Splinter, City Assessor Mark Parish and Finance Director Charlie Hansen. Matt Shands, Fiscal Analyst for the Tax Committee of the Minnesota House was present to represent House Majority Leader Phil Carruthers. Others present were Phil Roach, Nancy Carlson, Rod Snyder, and Phil Cohen. Meetina with Matt Shands Fiscal Analvst for the Tax Committee Mr Shands presented a letter from Phil Carruthers to the Financial Commission. The letter discussed the governor's budget proposal for $57,000,000 in cuts to local units in 1995 and another $20,000,000 in cuts in 1996. Sentiment in the legislature seems to be to moderate at least the 1995 cuts to some extent. • Discussion shifted to some of the questions which the Financial Commission had provided in advance to Representative Carruthers. 1. What is the future of L.G.A. and H.A.C.A? The Local Government Trust Fund has never worked as intended to support L.G.A. and H.A.C.A. The state has raided the fund in years when there were surpluses and propped it up in years of deficit. The entire system of state aids is being re-examined in the legislature. 2. What future revenue sources should cities count on? Cities may be turned to local sales or income taxes. This would create further disparities between "rich" and "poor" units of government. The state would then be forced into additional efforts such as fiscal disparities or the Orfield tax base sharing bill to even out the inequities. 3. Does the state intend to shift school and welfare funding away from the property tax and increase city reliance on the property tax? Such a shift did happen a couple of years ago. The state is • looking at ways to increase per pupil aid to schools and this may bring them back to another shift from the cities. It is too early in the session to predict the outcome of this issue. 4. Can the property tax appeals process be speeded up? . Commercial property owners now typically refuse to provide information to or seriously negotiate with the city assessor. They plan from the start to take the case to tax court. This process can easily take three or four years. If the tax court orders a reduction, it applies to multiple years. Our loss could be limited to one or two years if the process were speeded up. The city only collected 93 cents for each dollar of tax levied in 1993 and 1994. Discussion followed that it would be desirable to start legislation which would address this problem. Commissioner Ron Christensen moved that the staff prepare documents for the reform of the property tax appeals process to be placed before the City Council for endorsement and forwarded to the State Legislature. Commissioner Larry Peterson seconded the motion and all voted in its favor. Donn Escher asked if the City should be considering a hiring freeze or postponing bond issues in the light of state funding problems. Budget adjustments would need to be more severe if they don't start until the last six months instead of the last ten months of the budget year. Ron Christensen stated that staff should prepare some plan or process for these contingencies and present it at the next Financial Commission meeting. Jerry Splinter responded that the staff has started to examine this, but we don't want to overreact until it is known how realistic the $264,000 proposed cut is. It • . would be appropriate to resurrect the prioritization process the city went through about three years ago. Annroval of Minutes A motion was made by Commissioner Lee Anderson to approve the minutes of the September 1, 1994 meeting. Commissioner Larry Peterson seconded the motion and all members voted in its favor. Election of Officers for 1995 Commissioner Ron Christensen nominated Donn Escher to be Financial commission chair. All members voted in favor of the appointment. Chair Donn Escher appointed Commissioner Ned Storla to be Vice Chair. Oraanization Evaluation Process Jerry Splinter explained that this process began two years ago and that areas 1 & 2 have been completed. We now should begin area 3. This effort will require commitment from all levels of the city or it will fail. Donn Escher asked if this has been tried before in the Police Dept. and what the commission is asked to do tonight? Jerry Splinter responded that something like this has been done on a small scale in the Public Works and Police Departments for the • past several years. The Financial Commission should develop a plan for the process and identify the resources necessary to carry it out, possibly by July 1. Discussion of 1996 Budget Calendar • Jerry Splinter drew the Commission's attention to a draft of the 1996 Budget Calendar. The dates are still tentative. Donn Escher pointed out two dates that Commissioners should mark on their calendars. These were Thursday, May 4, 1995 for a preliminary discussion of the budget and Monday, August 21, 1995 for a joint meeting with the City Council. Undate the Adeauate Fund Balance Formula Donn Escher asked when the Financial Commission could take up the issue of updating the Adequate Fund Balance Formula. Charlie Hansen replied that this could be on the agenda for the next meeting. Next Meetina The next meeting will be Wednesday, April 12, 1995 at 7:00 P.M. ADJOURNMENT At 8:55 P.M. there was a motion by Commissioner Ned Storla and seconded by Commissioner Larry Peterson to adjourn the meeting. The motion passed unanimously. 0 0 • MEMORANDUM TO: Donn Escher, Financial Commission Chair, All Financial Commission Members FROM: Charlie Hansen, Finance Director C 9 DATE: April 6, 1995 SUBJECT: Adequate General Fund Balance Policy Formula. The City's Adequate General Fund Balance Policy Formula was originally adopted in 1980 and was revised and updated in 1990. Its purpose is to determine a fund balance level which should be maintained in the General Fund to provide working capital and a cushion against unforeseen events such as revenue shortfalls. For the last several years, the formula has indicated that the General Fund Balance was short of its desired level. The shortage was caused by operating deficits of $81,089 in 1989, $326,447 in 1990, $101,451 in 1991, and $67,923 in 1992. It was aggravated by transfers from the General Fund to the Central Garage Fund of $750,000 in 1993 and $200,000.in 1994. These transfers were needed to cover past year's depreciation for vehicles and equipment that the . Central Garage became responsible for replacing. Given the persistence of the shortages shown up by the Adequate General Fund Balance Policy Formula, it was suggested that the Financial Commission should revise the formula to give the General Fund some credit for cash in the Central Garage Fund which in the past would have resided in the General Fund. The following pages represent the Formula as it currently exists with actual year end balances from 1993 and 1994, and several alternative formulas I devised for the sake of discussion. A brief description of the assumptions behind each formula follows: 1. This is the existing formula using actual year end data from December 31, 1993. It shows a deficiency of $911,572 in the fund balance. 2. This is the existing formula using actual year end data from December 31, 1994. It shows a deficiency of $600,711 in the fund balance. 3. This is identified in the heading as Revision #1 and takes a different approach to the problem. I decided to try eliminating the item Uncollected Taxes, which I have always felt didn't belong in the line 2. "Less Items Not Readily Convertible to Cash". My reason for opposing this item is that a liability called Deferred Revenue has already been set up on the General Fund's balance sheet to offset Uncollected Taxes. By including it in the formula, we are actually deducting it from fund balance twice. This formula shows a deficiency of $362,715 in the fund balance as of December 31, 1994. 4. This is identified in the heading as Revision #2 and is a further development of Revision i #1. I have always felt the line 8. "Less Amounts to be Reserved for Other Purposes", over did the deduction for possible shortfalls in revenue estimates. This is more true now that we have begun to budget for a 3 % estimated uncollectible for property taxes. So I reduced this line to just 5 % of all revenues. The 3 % estimated uncollectible is a far more powerful tool for dealing with revenue shortfalls because it is levied anew each year. Reservation of the fund balance is less powerful because if those dollars are used once, they are gone. This formula shows a deficiency of $88,877 in the fund balance as of December 31, 1994. 5. This is identified in the heading as Revision #3 and finally gets around to the idea of giving the General Fund credit for some of the money in the Central Garage Fund. I returned to the original 1990 formula and added a new line 9. "Plus Share of Central Garage Fund Equity Attributable to the General Fund". I chose to use 25% of the Central Garage Fund Equity at the end of the year. Other methods of selecting an amount could be substituted. The important thing is to have an objective method set up and to consider how it will work over the years as conditions change. In my opinion, the Central Garage is still some what under funded now and will progress toward full funding over about the next five years. This formula shows a surplus of $584,810 in the fund balance as of December 31, 1994. My recommendation to the Financial Commission is Revision #2. I feel it has the following advantages: • 1. It corrects what I feel are two flaws in the current formula. 2. The concept of giving credit for balances in the Central Garage has the disadvantage of complexity. We will always have to explain why we are taking credit for the balance in another fund. We also have to worry about how the Central Garage will change over time. I expect its fund balance to grow, but much of that growth will be made up of fixed assets rather than cash. The formula shouldn't take credit for fixed assets. 3. I don't want to rush to a formula change just to show a surplus. If the formula shows a surplus, it may put upward pressure on the City Council to spend it. • adfdb193 CITY OF BROOKLYN CENTER ADEQUATE GENERAL FUND BALANCE POLICY FORMULA AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980 (AS SET FORTH IN M&C NO. 80-31 AND AMENDED FEBRUARY 26. 1990) 1. Latest Audited Total Fund Balance At December 31, 1993 $4,610,729 2. Less Items Not Readily Convertible to Cash: a. Uncollected Taxes 183987 b. Accounts Receivable 50;988 c. Advances to Other Funds 1051074 $340,049 3. Fund Balance Convertible to Cash $4,270,680 4. Less Amount Appropriated to the General Fund Current Year Budget: 1994 $0 5. Amount Available Before Deduction for Working Capital $4,270,680 6. Less Amounts to be Reserved for Working Capital: (40% of Total General Fund Current Year Budget) 40% of 10,913,445 = $4,365,378 7. Amount Available After Deduction for Working Capital ($94,698) 8. Less Amounts to be Reserved for Other Purposes: a. Reserve for Delinquent Taxes: (5% of Taxes Levied for General Fund in Current Year Budget) 5% of 5,489,414 = 274,471 b. Reserve for Overestimation of Other Revenues: (10% of General Fund Other Revenues in Current Year Budget) 10% of: 5,424,031 = 542,403 $816,874 9. Amount Available per Formula for Other Use ($911,572) • Formula 4/6/95 adfdbl94 CITY OF BROOKLYN CENTER ADEQUATE GENERAL FUND BALANCE POLICY FORMULA AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980 (AS SET FORTH IN M&C NO. 80-31 AND AMENDED FEBRUARY 26. 1990) 1. Latest Audited Total Fund Balance At December 31, 1994 $5,214,413 2. Less Items Not Readily Convertible to Cash: a. Uncollected Taxes 237,996 b. Accounts Receivable 42,151 c. Advances to Other Funds 105,074 $385,221 3. Fund Balance Convertible to Cash $4,829,192 4. Less Amount Appropriated to the General Fund Current Year Budget: 1995 $0 5. Amount Available Before Deduction for Working Capital $4,829,192 • 6. Less Amounts to be Reserved for Working Capital. (40% of Total General Fund Current Year Budget) 40% of $11,457,923 $4,583,169 7. Amount Available After Deduction for Working Capital $246,023 8. Less Amounts to be Reserved for Other Purposes: a. Reserve for Delinquent Taxes: (5% of Taxes Levied for General Fund in Current Year Budget) 5% of $5,981,165 = 299,058 b. Reserve for Overestimation of Other Revenues: (10% of General Fund Other Revenues in Current Year Budget) 10% of $5,476,758 = 547,676 $846,734 9. Amount Available per Formula for Other Use ($600,711) • 4/6/95 Formula adfdbl94 CITY OF BROOKLYN CENTER ADEQUATE GENERAL FUND BALANCE POLICY FORMULA AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980 (AS SET FORTH IN M&C NO. 80-31 AND AMENDED FEBRUARY 26. 1990) Revision #1 for Removal of Uncollected Taxes from Category #2 1. Latest Audited Total Fund Balance At December 31, 1994 2. Less Items Not Readily Convertible to Cash: a. Accounts Receivable b. Advances to Other Funds 3. Fund Balance Convertible to Cash 4. Less Amount Appropriated to the General Fund Current Year Budget: 1995 5. Amount Available Before Deduction for Working Capital • 6. Less Amounts to be Reserved for Working Capital: (40% of Total General Fund Current Year Budget) 40% of $11,457,923 7. Amount Available After Deduction for Working Capital 8. Less Amounts to be Reserved for Other Purposes: a. Reserve for Delinquent Taxes: (5% of Taxes Levied for General Fund in Current Year Budget) 5% of $5,981,165 = b. Reserve for Overestimation of Other Revenues: (10% of General Fund Other Revenues in Current Year Budget) 10% of $5,476,758 9. Amount Available per Formula for Other Use • $5,214,413 42,151 105,074 $147,225 $5,067,188 $0 $5,067,188 $4,583,169 $484,019 299,058 547,676 $846,734 ($362,715) Revisionl 4/6/95 adf&194 CITY OF BROOKLYN CENTER ADEQUATE GENERAL FUND BALANCE POLICY FORMULA AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980 (AS SET FORTH IN M&C NO. 80-31 AND AMENDED FEBRUARY 26. 1990) Revision #2 for Removal of Uncollected Taxes from Category #2 and Changing to the Revenues Reserve to 5% of all Revenues 1. Latest Audited Total Fund Balance At December 31, 1994 $5,214,413 2. Less Items Not Readily Convertible to Cash: a. Accounts Receivable 42,151 b. Advances to Other Funds 105,074 $147,225 3. Fund Balance Convertible to Cash $5,067,188 4. Less Amount Appropriated to the General Fund Current Year Budget: 1995 $0 • 5. Amount Available Before Deduction for Working Capital $5,067,188 6. Less Amounts to be Reserved for Working Capital: (40% of Total General Fund Current Year Budget) 40% of $11,457,923 = $4,583,169 7. Amount Available After Deduction for Working Capital $484,019 8. Less Amounts to be Reserved for Other Purposes: a. Reserve for Overestimation of Revenues: (5% of General Fund Revenues in Current Year Budget) 5% of: $11,457,923 = 572,896 9. Amount Available per Formula for Other Use ($88,877) • Revision2 4/6/95 adfdbl94 CITY OF BROOKLYN CENTER • ADEQUATE GENERAL FUND BALANCE POLICY FORMULA AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980 (AS SET FORTH IN M&C NO. 80-31 AND AMENDED FEBRUARY 26. 19901 Revision #3 for Adding 25% of Central Garage Retained Earnings 1. Latest Audited Total Fund Balance At December 31, 1994 $5,214,413 2. Less Items Not Readily Convertible to Cash: a. Uncollected Taxes 237,996 b. Accounts Receivable 42,151 c. Advances to Other Funds 105,074 $385,221 3. Fund Balance Convertible to Cash $4,829,192 4. Less Amount Appropriated to the General Fund Current Year Budget: 1995 $0 5. Amount Available Before Deduction for Working Capital $4,829,192 • 6. Less Amounts to be Reserved for Working Capital: (40% of Total General Fund Current Year Budget) 40% of $11,457,923 = $4,583,169 7. Amount Available After Deduction for Working Capital $246,023 8. Less Amounts to be Reserved for Other Purposes: a. Reserve for Delinquent Taxes: (5% of Taxes Levied for General Fund in Current Year Budget) 5% of $5,981,165 = 299,058 b. Reserve for Overestimation of Other Revenues: (10% of General Fund Other Revenues in Current Year Budget) 10% of. $5,476,758 = 547,676 $846,734 9. Plus Share of Central Garage Fund Equity Attributable to General Fund a. Fund Balance at Dec. 31, 1994 25% of $4,742,084 = $1,185,521 0 - 10. Amount Available per pe Formula for Other Use $584,810 ~ MEMORANDUM TO: Donn Escher, Financial Commission Chair, All Financial Commission Members FROM: Charlie Hansen, Finance Director C 14 DATE: April 7, 1995 SUBJECT: Budget Process Discussion. One of the decisions made at the March 2, 1995 Financial Commission meeting was that the budget process should be examined at this meeting. This should focus on possible effects for both the 1995 and the 1996 budgets. Both political parties are floating ideas that cut aid to cities. The Republicans are inclined to cut aid in 1995. The Democrats seem to be inclined to protect the aid promised for 1995, but cut the 1996 aid. A proposal is going through the Senate to freeze property taxes for 1996 at the 1995 levels and then allow only a 3 % increase for 1997. While that isn't likely to become law, we will likely see some new form of levy limitation. Jerry Splinter will update the Financial Commission on the latest developments from the State Legislature at the meeting. The following materials are provided for your background information: 1. Letter from Mayor Myrna Kragness to Chair Ann Rest of the House Tax Committee. 2. Recent articles from the League of Minnesota Cities Bulletin. 3. Summary of the General Fund Budget Prioritization Process, June 9, 1992. The City Council requested that we look at ways of providing more budget information to them earlier in the year. To do this, we need to discuss what information would be useful to the City Council and Financial Commission, the form to present it in, and when it is needed. A copy of the most current 1996 Budget Calendar is attached. City of Brooklyn Center A great place to start. A great place to stay. • March 7, 1995 The Honorable Ann Rest House of Representatives 443 State Office Building St. Paul, MN 55155 Dear Ms. Rest: I would again like to express my appreciation for the opportunity you gave me and my municipal colleagues to appear before the House Tax Committee in Brooklyn Center on February 14, 1995. I kept my remarks as brief as possible so as not to consume too much of the Tax Committee's time. However, I would now like to take this opportunity to provide you with some additional information regarding the value of Local Government Aids and Homestead and Agricultural Credit Aids to the City of Brooklyn Center. • FISCAL IMPACT. The Governor's proposal to cut LGA/HACA moneys to cities is estimated to affect Brooklyn Center in 1995 with a reduction of approximately $264,603 in State Aid funding. This proposed action, if finally adopted, would reduce our General Fund revenues after our 1995 levy and budget was adopted. If this onerous cut is implemented at this time, it would have some significant budget and service impacts for Brooklyn Center (see attached Table 1). BREACH OF PROMISE The State Aid Trust Fund was originally adopted by the State of Minnesota as a pool of sales and income tax revenue which cities could count on over time. Cities were to share in the decrease and increases in this fund. Over the past few years state government has basically dismantled this system and it seems we are back to a process in which everything is "up for grabs" each year. It's virtually impossible to do any type of responsible fiscal planning with this inconsistent commitment from the State of Minnesota. CRITICAL SERVICES Cities provide to its citizens basic and critical services such as public safety (police and fire), public works services (streets and parks), and housing services. All of these service areas are absolutely necessary and critical to sustaining a quality home life and business environment in Brooklyn Center and in other cities. I believe these services are as valuable as any services provided by the state, our schools, or other local government. The quality of these services provided directly affect the quality of the environment in a community. • 6301 Shingle Creek Pkwy, Brooklyn Center, MV 55430-2199 - City Hall & TDD Number (612) 569-3300 Recreation and Community Center Phone & TDD Number (612) 569-3400 - FAX (612) 569-3494 An Affirmative Action /Equal Opportunities Employer Honorable Ann Rest March 7, 1995 Over the last few years, the City of Brooklyn Center has created and used a Citizen's Advisory Financial Commission to assist the City Council in evaluating the effectiveness of delivering and financing needed City services. This commission, the City Council, and City staff have developed an activity based budget process which defines the cost of services to citizens and allows the City Council to make more effective policy judgments on budgeting. The Financial Commission has also conducted a prioritization process which, in conjunction with the City's staff and employees, evaluated and reviewed all City activities and made a series of recommendations relating to the effectiveness of our services and the use of our funds. In short, we believe we have been working very hard to be as effective as possible in the use of funds made available to us from all sources including State Aids. We participate in numerous Joint Powers Agreements and 35% of our 1994 General Fund and Enterprise Budgets was expended on contractual services either through joint powers agreements, private contracts, or arrangements with other units of government. • The City Council and the citizens of Brooklyn Center have perceived a need to strengthen our police department. During the last few years we have added additional police officers to address community crime concerns. As a result of this effort we have strengthened both the enforcement and prevention end of our activities through such programs as the DARE program, Domestic Abuse Intervention program, and a joint powers drug enforcement task force. At the time we were strengthening our police department, we have made cuts or held the line on virtually all other general government activities. These proposed cuts put our efforts in jeopardy. I have included for your information some of the presentation materials we made at our truth and taxation hearing in December of 1994 which further documents service costs and taxes. I believe Brooklyn Center will incur significant adverse affects if the Governor's proposal is implemented. Thanking you for your consideration, I am, Sincerely, ivivrna Kragness Mayor MK:sk enc. cc: Tax Committee Members 0 Table 1 SAMPLE Ili IPACTS OF LGA/HACA CUTS Estimated Total Aid Cut $264,603 If the Governor's proposed cuts of a little over a quarter million dollars to Brooklyn Center were implemented, the following is a listing of how much the loss of these dollars could impact our 1995 budget: • The annual cost of five Police Officers • 51% of our Fire Department budget • 31% of our Community Development Department budget - Planning, HRA, EDA, and Inspection Services • 31% of our Park Maintenance budget • 115% of the total of our Teen, Children's, and General Recreation program • • M \ ~ k i ~2£ s 3ri~,X Y '7~~ Brooklyn Center School District 10 i Hennepin County City of Brooklyn Center Other - Metro Mosquito Control, Metro Council, Solid Waste Bonds, Metro Transit, Hennepin Parks, Park Museum $562 $278 $227 $51 • "dotal Annual 8 p Pro`Pert _Y Tax ,Based oR typical $73T004 home J K ~ a • 'A :Lj w ' ~GlTY S ERVI CES AN OEM Monthly Annual Public Safety $ 9.34 $112.10 Police, Fire, Animal Control, Emergency Preparedness, Planning and Inspection, Health and Social Services Pub is Works $ 3.83 $45.99 Snow removal, Sealcoating, Street Sweeping, Engineering, .a, Street Lights and Traffic Signals, Gov't Buildings and Grounds Recreation $ 3.32 $ 39.89 Parks Maintenance, Recreation Programs, Community Center, ' Swimming Pool General Gov't $ 1.65 $19.81 Elections, Administration, Assessing, Finance, Legal, Council and Commissions, Audit Economic Dev. $ .60 $ 7.18 iv Housing and Apartment Rehab, Commercial/Industrial Dev Debt Retirement $ .14 $ 1.68 Principal and Interest on Bonds ~s {)f a Ost $18.89 $22s s4 Based on typical $73,000 home • League of Minnesota Cities -L Cities Bulletin Number 12 March 24, 1995 H.F. 1380 receives first hearing Gary Carlson On Thursday, the House Sales and Income Division of the Tax Committee heard H.F. 1380. The bill would eliminate the state income tax exemp- tion for interest earned on Minnesota state and local government bonds. A major concern of cities is the increased borrowing costs that could result from the elimination of the tax exempt status of their bonds. Accord- ing to estimates of several Minnesota public finance attorneys, cities could expect a 25 to 75 basis point increase in borrowing costs (one-quarter-of a percent to three quarters of a percent). This increased borrowing cost would 'be funded from increased tax revenues at a time when the state legislature is discussing property tax freezes or other mechanisms to limit the growth of property tax. The bill's author, Representative Ann Rest (DFL-New Hope), says the bill is intended to avoid a lawsuit similar to the Cambridge Bank case. Under that lawsuit, the state was forced to repay in excess of $300 million of state tax collections. A recent lawsuit challenged the constitutionality of an Ohio tax provision that is similar to the Minne- sota law. The lawsuit claimed that the tax disparity between Ohio state and local bonds and non-Ohio bonds resulted in a violation of the commerce clause. Although an Ohio court found the statute constitutional, there is a possibility that lawsuit could be appealed ultimately to the U.S. Supreme Court or that additional investor lawsuits could emerge. According to reports, between 25 and 40 other states have provisions similar to the Minnesota law. Each of the states with similar tax provisions could be affected if a court decision were to find the Ohio statutes or any of the other state statutes unconstitutional. Although Representative Rest suggests that the bill is intended to avoid a legal challenge, the real motivation may be increased state revenue. Under the bill, both the state and local governments would pay a higher interest on any debt issued. However, the state's general fund would actually benefit from this change. According to estimates prepared by the Department of Revenue, state personal income tax revenues would increase by $4.1 million in the 1996-97 Learn the latest about H.F. 1380 at the 1995 LMC Legislative Conference, See page 4 for a complete program and registration information. biennium and by $9.1 million in the 1998-99 biennium. The increase in state income revenue would be indirectly tied to the increased borrow- ing costs for state and local governments. A continuation hearing on the bill will be held on Thursday, March 30-- the day of our Legislative Conference. At that hearing, the League will testify in opposition to the provisions. 00 t i >t f 5 i5 " sw-k .y! a .:~~i.r.a Y#., ~ r rr~ Proposal would funnel LGA funds to metro revitalization effort Gary Carlson On Wednesday, March 22, three suburban Republican legislators announced a new initiative for urban revitalization. Representatives Todd Van Dellen (IR-Plymouth), Tim Pawlenty (IR-Eagan), and Ron Abrams (IR-Minnetonka) introduced the proposal that they say will help stem the decline of urban neighborhoods. According to the three representatives, the bill is primarily aimed at revitaliza- tion of the core cities. . From a city perspective, the funding for the proposal will be the Legislative session schedule Joel Jamnik Though it often appears disorga- nized, the legislature does have a schedule. By midnight on Friday, March 31, all bills are to be out of policy commit- tees in their house of origin. By midnight on Friday, April 7, the companion bills are to be out of committee in the second house. After this date, bills either must get an exemption from the Rules Committee or must be amended onto another bill that has met the deadline. The legislature will likely take off the Friday and Monday around Easter, April 16. The Easter break has been credited with working amazing political conversions, resulting in restored funding, reduced taxes, and renewed interest in dormant legislative proposals. All appropriations bills are due Friday, April 21, and conference committees and floor sessions will consume the remaining time to the Monday, May 22 (at midnight) adjournment. E most controversial aspects of the bill. The bill would reallocate current local government aid funds from throughout the state and place them into a special metropolitan revitalization fund. According to the authors, their plan would continue to use the current LGA formula for the distribution of the remaining aid. However, their proposal would siphon off approximately $S million in 1996 for the revitalization fund. The amount is estimated to grow to $12 million by 1999. Resources from the metropolitan revitalization fund would be available for projects that provide opportunities for jobs and job skills development, and projects that would provide commercial or industrial redevelop- ment opportunities in areas suffering from economic hardship. The funds could also be used to remove or rehabilitate blighted housing in fully developed areas and clean up contami- nated land for commercial and indus- trial redevelopment. The funding for the program is likely to be a very divisive method of addressing revitalization in the metro- politan area. The fireworks will begin shortly. The bill will likely be heard on Tuesday, March 28 at the 12:30 hearing of the House Metropolitan and Local Government Committee. The League will analyze the impacts of the bill. We will provide further analysis in next week's edition of Cities Bulletin. OM • Price. of government targets set 0 Gary Carlson The House and Senate have approved a resolution establishing targets for the price of government for Minnesota for the next four years. The concurrent resolution establishes a target percentage of Minnesota's total personal income that will be collected through state and local taxes and other govern- mental fees for the operation of government. Under the resolution, the percentage of the state's personal income collected as taxes and user fees will decline from an estimated 18.2 percent in fiscal year 1996 down to 17.8 percent in 1999. These percentages are identical to the estimates prepared by the Governor with his budget an- nouncement in January. The full impact of the price of government targets is unclear at this time. Although a 1994 law requires the establishment of the price of government targets, the targets have no binding effect on state or local governments. The local govern- ment revenues included in the targets are largely based on trend line estimates that have never before been estimated. Although the revenue increases projected for local governments appear to be modest, we are concerned that the estimates are lower than the actual revenue increases over the past several years. If actual city revenue increases exceed the modest estimates prepared by the governor's office and now included in the House and Senate resolution, city officials could be criticized for exceeding those targets. However, there is no enforcement mechanism in the price of government legisla- tion that could be used to constrain local revenue sources. RE • March 24, 1995 Page 5 • • The House and Senate DFL, have announced their budget targets for the upcoming 1996-97 biennium. Both would restore current year cuts in local government aid (LOA) and homestead and agricultural credit aid (HACA). The targets establish the basic param- eters for the DFLers and provide the first substantive glimpse at the direc- tion of the DFL priorities for the upcoming biennial budget. The targets are referenced relative to the Governor's proposed budget. In the Governor's supplemental budget released on February 28, he announced the creation of an expanded reserve of $220 million to cover potential federal legislative changes that could impact Minnesota. Most of &,a additional funds for education and property tax relief in both proposals come from not establishing the Goveor's proposed expanded budget reserve. Although the governor's reaction to the DFL strategy is unclear at this time, he will likely oppose any budget that does not increase the state's budget reserve. Senate targets The Senate targets include $265 million for schools as well as S65 million for various tax committee initiatives compared to the Governor's budget. These additional funds are the result of the elimination of the Governor's 5220 million expanded reserve and an additional $150 million in other cost savings. According to senate staff, a portion of the $65 million tax committee target will be used to restore the LOA and HACA cuts proposed by the governor. Al- though the details are in flux, the Senate may have the resources to fully restore the current year S57 million in LOA and HACA cuts as well as the $20 million in proposed cuts from the 1996 aid distributions. Unfortunately, the Senate targets currently assume that a property tax freeze is imposed. The freeze details have yet to be unveiled, but die basic concept is that an individual's tax bill in 1996 would be the same as in 1995. The freeze would apparently not cover new construction or improvements to property. The freeze is intended to spur a discussion of property tax reform. City officials and city residents would bear the burden of the freeze. One city official contacted the League and suggested that if they were planning to reduce their 1996 levy, would the freeze mean that they have to collect more taxes than they need. Page 3 - Cities conference Page 4 - Tort liability President Clinton and speaker A House subcommittee approved Gingrich spoke to city officials at a bill to increase municipal tort the NLC Congressional Cities liability. Conference. ~ League of Minnesota Cities &W ~ Cities bulletin Number 11 March 17,1995 House and Senate DFL announce budget targets Both would restore current year LGAMACA cuts Gary Carlson See Budget targets, page 9 The Lea&6sends. the Cities Sulledh to the mayor and to the administrator 'r clerk. Be sure to route It to your councilmembers and department heads. Budget targets, continued from page t Other officials are concerned about rising debt service requirements or union contract settlements and their bearing on the property tax levy. When the details are released, we will be able to answer these questions. House targets In comparison to the Governor's proposed budget, the House DFL targets include substantial increases in funding for education as well as funds to restore the $57 million in LGA and HACA cuts proposed by the governor. Although the targets appear to be good news for city officials and city resi- dents, they are far from becoming law. 4M Fund update according to Speaker Irv Ander- on (DFL-International Falls), the House will kx)k beyond Elie restoration of the $57 million in proposed governor's LGA and HACA cuts for ways to hold down future property tax increases. However, Speaker Anderson reaffirmed his position against the Governor's proposed current year aid cuts. "In the hearings we have held. dozens of local officials have told us that a slash in aid like the Governor proposed would force them to lay off police and other essential workers," Anderson said. "We need a long-term solution on property taxes, and will work to find one. But starving the cities and counties, as the Governor proposes, is not the solution to the problem." . What Is the 4M Fund? The 4M Fund is a short-term money market fund specifically designed to address the cash management needs of Minnesota cities and their instrumentalities. The Fund is comprised of the highest quality, short-term investments allowable under Minnesota Statute 475.66 and the Fund's objectives are safety, liquidity and a competitive yield.The short term nature of the Fund helps to insulate it from the effect of changes in interest rates.The Fund Is managed by Insight Investment Management and Dain Bosworth and served by MBIA - Municipal Investors Service Corporation. A fixed rate investment program for Fund participants, offering such alternatives as certificates of deposit and U.S. Treasury and Agency securities, is also available. Market update-Week of March 6.10, 1995 Economic reports on unemployment, retail sales, and the Producer Price index have led some analysts to believe that the Federal Reserve will not raise interest rates again until May. These indicators seem to show that economic growth and the rate of inflation are within the Fed's target levels for the time being. In the market, six to 12 month yields inched down six to eight basis points (.06 percent to .08 percent), while there is little change in the one to three month yields. Investors generally remain short, primarily holding maturities to under three months. Daily Rates-Week of March 6-10,1995 interest Average Maturity Date Rate' of Portfolio 3/6 5.670.10 22 days 317 5.68% 25 days 3/8 5.64% 25 days 3/9 5.600/0 22 days 3110 5.600/0 22 days 'Interest rates are net of ail applicable fees. Daily interest compounding, free checking, and Automated Clearing House (ACH) payment systems are among the conveniences offered by the Fund. For more information, please call Kathy Kardell of Insight Investment Management at (800) 333-0813 or Shirley Hogan at Dain Bosworth at (800) 388-7125. Page 4 The League and other city groups have worked hard timing lezislators to restore the current year LGA and HACA cuts. The budget targets are a step in the right direction and city officials should thank their representa- tive and senators. However, the House DFL targets do not appear to restore the $20 million in aid cuts proposed by the governor for the 1996 distribution. In addition, although the House DFL leadership mentioned property tax controls, they did not specifically identify or endorse any tax reform legislation. Alternatives could ulti- mately include a restructuring the state- local fiscal relationship, levy limits, reverse referenda, or the controversial Senate property tar freeze proposal. Many of these reform options could severely impact city government and could ultimately be more damaging than the governor's proposed cuts. EE Salary and benefit survey questionnaires still needed Paul Ness If you are still working on your city's 1995 salary and benefit question- naire, please complete and return it to the League as soon as possible. (Don't worry about having missed the dead- line). Remember, the survey is only as representative as the number of cities who participate. So, it is extremely important that we maintain participa- tion from year to year. I have heard from several cities that are still negoti- ating but would like to hear from others if salary and benefit information is pending. You can send a letter about the status of your questionnaire or contact me at (612) 490-5600. Also, give me a call if you have any ques- tions while completing your questionnaire. 9E LMC Cities Bulletin • • • GENERAL FUND BUDGET PRIORITIZATION PROCESS • 40 REPORT AND RECOMMENDATIONS OF THE BROOKLYN CENTER • FINANCIAL TASK FORCE JUNE 9, 1992 TO THE HONORABLE MAYOR AND CITY COUNCIL: The Brooklyn Center City Council established the Brooklyn Center Financial Task Force in the spring of 1991 with a scope of "advising the City Council regarding matters relevant to the City's financial status" and with the following duties and responsibilities: 1. Make recommendations to improve cost effectiveness of City services, programs, and functions. 2. Make recommendations on priorities for reducing or eliminating services should it become necessary. 3. Make recommendations on modifications, additions and/or deletions to short and long term City revenue sources. The Brooklyn Center Financial Task Force held its first meeting on July 29, 1991. Since its first meeting it has met 23 times (62 hours) reviewing all aspects of City finances, department operations and met with the City's Auditor. In January of 1992 the Financial Task Force • recommended, and the City Council adopted, a Financial and Service Prioritization Process whose purpose was to "provide options for the City Council to consider as a means to reduce and/or contain costs in 1992 and subsequent budgets." The Financial Task Force herewith respectfully submits their report and recommendations regarding the Financial and Service Prioritization Process. We wish to personally thank the employees of Brooklyn Center for their enthusiastic cooperation in support of this effort. The City's financial managers seem most willing to make decisions which are needed to maintain our budget within the resources available. The City auditor, Cliff Hoffman of Deloitte Touche, stated the financial operations of the City of Brooklyn Center are well managed and the present financial condition is very good. As a part of our initial review we found a need to recommend to the City Council for their consideration a comprehensive financial management policy for Brooklyn Center. The City Council has received and adopted this policy and they are' to be commended for their fiscal responsibility and foresight in this matter. The Financial and Service Prioritization Process Final Report as attached to this memorandum consists of the following tables: 1. Summary of Revenue Enhancements and Expenditure Reductions as Recommended by the Financial Task Force for the Prioritization Process. This table represents a summary presentation of the priorities by category and priority classification. At the bottom of this table are definitions of priorities one through four. 0 2. Revenue Enhancements and Expenditure Reductions as Recommended by the • Financial Task Force for the Prioritization Process. This table represents the same basic information contained in the previous summary table but in greater detail. It presents the information on the Prioritization Process by category, item by item and by priority. 3. Summary of Financial Service and Prioritization Items by Category. This table is the most detailed and is presented on yellow pages. It describes each individual priority item submitted to the Financial Task Force for consideration and indicates departmental, City Manager's and Financial Task Force recommendations and priorities. One of the major goals of the Financial and Service Prioritization Process was to "provide a plan which allows systematic and phased cost reductions and/or revenue enhancements which will result in permanent budget impact of approximately $1,000,000 in the general fund budget for 1993." The Task Force understands it may not be necessary for the City Council to implement all of the proposed priorities suggested in this report. However, should it become necessary because of fiscal pressure or good public policy making, the priorities itemized in this report should give you a blueprint and guideline to follow. We are recommending for your consideration and review, with the aforementioned discussion in mind, priorities totaling $1,723,011 (user fee and revenue enhancements $1,130,055 and expenditure reductions $592,946). Included in the user fee/revenue enhancements and expenditures reduction of $1,723,011 recommended by the Financial Task Force are approximately $47,000 of expenditure . reductions already implemented. In addition to the $47,000 of implemented expenditures reductions, approximately $198,000 in revenue enhancements and expenditures reductions were implemented in 1992 prior to the prioritization process. If the City Council chooses to implement certain of the priorities recommended in this report it will reduce the number of City employees financed through the general fund by seven. If the Council implements these or other staff reductions we strongly recommend the adoption and use of a thorough outplacement program for affected employees. At various times during the last ten months of our deliberations City Council members have made comments to the affect that the Task Force should be made a permanent committee of the City of Brooklyn Center. We have discussed the advisability of making this Task Force a permanent committee and believe there is merit in doing so. Should the Council create this Task Force as a permanent City committee, we believe the next phase of our consideration should involve the following: 1. Further evaluate the reorganization potential of City service delivery. 2. Examine further options for recommendation to the City Council in dealing with revenue enhancement contained in priority 4 recommendations in the Prioritization Process report. 0 -2- In addition to the attached prioritized recommendations, the Task Force was asked to make expanded comments and recommendations in a number of areas. First, City Council requested the Task Force to review a request for funding from the Brooklyn Center Hockey Booster program. It is our understanding the City Council wished to have us comment and make recommendations on how they should approach and consider this particular athletic group funding request and all others which may be proposed of a similar nature. We recommend for your consideration the following general rules. The potential for funding requests of this nature will intensify and continue into the future and should be reviewed as one priority among all other priorities considered in the annual general fund budget process. If the City Council chooses to allocate funding for this purpose we believe it should be directed to all athletic programs on an equal basis and should contain an element of participant need. We believe assistance to these programs should be directed to the individual participants, if possible, rather than to the organizing group. The City Council may want to consider working out a program or process in conjunction with school district community education programs and/or non-profit or local foundations such as the Brooklyn Center Foundation. Secondly, the City Council asked this Task Force to "consider the proposed Communications Coordinator's position as a part of the Prioritization Process." The Financial Task Force has reviewed the recommendation of the Communications Task Force for a part time position. The Financial Task Force believes the 1992 Budget is in delicate balance. A portion of fund balance was used ($300,000) to balance the 1992 Budget and the City could be impacted by State shortfalls and the extension of the 6.5 % sales tax to City purchases ($75,000). In addition, the adequate fund balance formula is not fully funded at this time. We believe the part time • Communications Coordinator position is not a high enough priority to warrant approval in 1992 given the "delicate" condition of the 1992 Budget. It is our unanimous recommendation that in 1993 the part time Communications Coordinator position, as recommended by the Communication Task Force, be implemented only if there is an equivalent reduction in other General Fund operating expenses. A Council member, as a part of the Prioritization Process, suggested consideration of a "voluntary reduction of City Council salaries by 5 % . " We reviewed current salaries and those approved for implementation on January 1, 1993. The approved increase for Mayor is from $7,000 to $11,500 plus a potential for $1,200 per year for per diem payment, a 79% increase including fringe benefit costs. For Council members the increase is from $5,000 to $7,500 plus a potential for $700 per diem payment, a 63 % increase including fringe benefit costs. Our review consisted of comparisons to similar salaries in the metropolitan suburban area. The data used was compiled by the Association of Metropolitan Municipalities and consisted of 29 members whose populations exceeded 20,000 residents. The survey was dated April, 1992 and included data for 1990, 1991, and 1992. Population counts were Metro Council figures from the 1990 census. • -3- Based on the data, we found Brooklyn Center's elected official's salaries are slightly below the • average in absolute terms, but slightly higher than average when based on cost per resident. Overall, not out of line with similar municipalities. However, when the increases scheduled for January 1 1993, are factored in, it would place them in the highest brackets in the Twin City Metropolitan area. When viewed from the perspective of the cuts being recommended in other City budgets, we find the salary increases to be egregious. The Financial Task Force is unanimous in recommending a roll back on the increase of salaries and the elimination of per diem pay which would result in a savings of approximately $19,946 in the 1993 Budget. This report is respectfully submitted for City Council consideration. The membership of your Task Force sincerely appreciates the opportunity to serve Brooklyn Center and stand ready to discuss with the City Council any and all details of this report at your convenience. Dennis Kelly, Chair Donn Escher Ulyssess Boyd Vi Kanatz • Pat Boran Gregg Peppin Ron Christensen 0 -4- E ppR THE PRSORITITO 10" PROCESS Al. INANCITASK FORC - TOTAL D gY T Vie F mill 4 AS RECOMMENDS Y 3 pR1 _ " REDUCTIONS pR1pR1T NCEMENT5 AND EXPENDITURE RjORitY 1 PRIORITY 2 - 0 S 42,910 SUMMARY OF REVENUE ENNA _ - P $ 16,150 1t13p,055 1,414:04 2r10 2 " 23,854 $ 4,404 2x040 IMPACTS 8,500 0 (EESPPRE~ SERVICE 103,355 0 0 0 REDUCTIONS W1TN MINIMAL 4 EXPENDITURE 2,000 0 45,204 CATEGORY A" ENts 0 1,200 ENNANGEM CATEGORY 6* REVENUE AGENCIES #OR SERVICES 0 62.882 OTHER DEPARTMENSSt .3x000 0 33x750 ; CHARGE TO TMENTS 41,004 2,750 91704 CATEGORY C OTHER pEPAR 17,652 0 REASSIGN DUTIES S 10 OM EMPLOYEES 8,730 0 36(,,393 CATEGORY D' E 1MPACT ON 1,200 132,633 E: REDUCTIONS WiTN THE PU8L1C 8,500 40,000 -3,382 CATEGORY E IMPACT COSTS 66,100 3,382 f: REDUCTIONS ITN 50M REDUCE OPERAT ING 127,660 0 60,485 CATEGORY CAPITAL pUTLAY i0 0 27,485 _ IIEMS JOUIR1NG 4 0 CATEGORY G• tERNAt1VE SERVICE ISSUES 0 0 S 1723,01= N; STAfFtNG ISSUESIAL 33,004 _ S. " 62,g00 1,212+65- _z CATEGORY T ISSUES 9 362 _ NEL MANAGEMEN ~ S 49r z=~- Cp1EGORY S; PERSON $ 348, CATEGORY OTHER ISSUES - - _ vice r TOTAL - be Impact on Quality of sex w'liinS to give up these items- impl to ement these -Cuts would have little o n level of service. Less We would ~ rst items cuts reluctant to be cut- have some a##ect o service- i t to would ha level of the verY last on pRIORITY and items to be cut- items as ....t could have substantia t i would hold on to these pRIORtTY 2; Sec rioritY itms to e cut PRIORITY 3: Lower p chames - to be cut. PRIORITY 4: Very last items considered. v ct on level of service. Cuts would have severe impa 0 we • • • (EE£PPR1) FOR THE PRIORITt2ATiON PROCESS RE REDUCTIONS AS RECOMMENDED BY THE FINANCIAL -TASK 'FORCE ENHANCEMENTS AND EX - REVENUE pEN01TU PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 Print Set: 123 - NDITURE.REDUCTIONS WITH MINIMAL SERVICE IMPACTS $ S CATEGORY A: EXPE CM S 2,500 S planning process expenses S, ------action of annual 500 CITY COUNCIL* Lump sun red advertising methods 400 CITY MANAGER Use alternative employment EMERGENCY PREP Reduce books and pamphtets 3,120 FIRE Discontinue CPR training 5,000 Reassess towing agreement charges 2,000 POLICE antity discounts through LOGIS 500 DATA PROCESSING Negotiate c}tt PLANNING & lNSP Send compliance orders through regular mail 1,300 Electric savings/Power capacitors 250 GOVT BUILDINGS lat paper and maps 350 ENGINEERING Reduce spec Send weed notice through regular malt 500 ENGINEERING STREET MAINT Dirt and seed instead of sod 100 VEHICLE MAINT Buy non-brand name tools 500 1,350 VEHICLE MAINT Use ABC extinguishers VEHICLE Mt protection on autos Don-t buy additional rust p 100 AINT Use zip code printing software 4,000 CITYWIDE 000 CM Amend Diseased Tree program 13,650 PARKS MAINT CITY MANAGER* Reduce amount allocated for labor relations service 2, CITY COUNCIL Drop League of Minnesota Cities membership 200 * Reduce printed forms 400 EMERGENCY PREP 210 EMERGENCY PREP* Reduce Safety supplies 2,000 EMERGENCY PREP* Reduce dues and subscriptions * Delay furniture replacement 150 FIRE ENGINEERING* Reduce Supplies 30 500 ENGINEERING* Minimize photo copying Reduce training and conferences 1,300 EMERGENCY PREP disPatchers 0 uniforms for the ..__xg,850 POLICE* Eliminate un 2,910 16,150 TOTAL CATEGORY A Page 1 TOTAL 2,500 500 400 3,120 5,000 2,000 500 1,300 250 350 500 100 500 1,350 100 4,000 2,000 13,650 200 400 210 2,000 150 30 500 1,300 42,910 TOIAt 3 pRiORITY 4 2 pR10RiTY - pR14R111 pRI0R11Y 1 1,200 1.200 7,000 3240 GM 1000 OE ENHANCEMENTS etc. 7,000 15,000 REVEN copes' tI etc. GATEGORY _ for maps' lishmen 1500 _ estab ease /add {ees{ees for food orders after 3 1,,O1,001D lncr 3,100 cost processing of change 3750 CITY MANAGER Increase licens MANAGER Lion meeting 15,000 175 CITY piscWti nue ualixa Impr projects 1500 Board of Eq fees 500 ASSESSING and B% eng fees an alt licen$e coon fee 3,100 Increase dog s gOD pOyiGE Charge full 2% admen intensnee rein Pe 3,750 .50 housing and ission fees 175 250 FINANCE Establish Comm 500 1NSp planning posit pIANNiNG & Increase b G a nan_re{undo & INSp GINEERING 'Double be plan x00 740 ptANN1N Charg far copes 250 EN 18,750 utilities 17,000 le fees for private 250 ENGINEERING permit charge 740 ;'000 implant final plat fee fee 20500 ation 1x,750 ENGINEERING easement vac D ENGINEERING Implement tree re9istratan k fee dropaff 17,00D ENGINEERING Charge tr Christmas tree a cents 16,040 3.000 CM 16,000 1 for twentY'fl" ENGINEERING Charge ~ slide fee by 500 CM - NR 8,560 STREET MICN1tt Raise uaterlags fees by ten player percent fees s2 20, GM 144,000 144+000 GSNITY Raise all onresident softball 'Z60,000 10N charges public utilities s'5 04 260,000 4,000 RECRE AT Raise n' at arm c14 ECREATION Increase false for City's Pub 577,D R 00 e franchise fee permits 4.000 577.0p0 1,800 pOt.1C£ * Char9 rental license fefar residential CM FINANCE INsp* Increase lan check fee 16,000 N1NG & 65% p utility CM 1b,000 5,000 PLAN R INsp* charges t street tight PLANNING coating in fee structure CM_ seal1,gD0 gTR£E1 t►GN1I9G* S ciai Assess processing casts gas, Gable 1,130,055 S MA1NT* pe data proce or electric* 1 p14,200 STR£ET CESSSNG include fnchise fee tables 5,000 4 pR ,000 ppTA O Charge ra icnic for sewer * rental for p en discount _ 8,500 Charge . or c ontinue es dent fee to all classes w 103,355 ARKS MAINT* * Disc P pt'a uT 14111£S Add Si non" r REGREA110N* " 101At CATEGORY 8 page 2 • 9 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL CATEGORY C: CHARGE TO OTHER DEPARTMENTS/AGENCIES FOR SERVICES PARKS MAINT Charge full cost for bandwagon 500 500 PARKS MAINT Charge Golf Course for utilities 1,500 1,500 TOTAL CATEGORY C 2,000 0 0 0 2,000 CATEGORY D: REASSIGN DUTIES TO OTHER DEPARTMENTS - ` 0 CATEGORY E: REDUCTIONS WITH SOME IMPACT ON EMPLOYEES CITY MANAGER Reduce purchase of books and pamphlets 250 250 UNALLOCATED Limit out-of-state conferences to department heads only 4,000 4,000 ASSESSING Reorganize staffing 12,158 12,158 POLICE Eliminate pickup and drop-off of resident officers 1,000 1,000 DATA PROCESSING Have employee take home data back-up instead of contract 300 300 PARKS MAINT Discontinue utilities to some shelters 3,000 3,000 CITY COUNCIL* Five percent voluntary reduction in City Council salaries 19,946 CM 19,946 CITY COUNCIL Reduction of training and conferences 1,000 1,000 CITY MANAGER* Reduce dues and subscriptions 350 350 UNALLOCATED* Cancet attendance at Municipals banquets 1,200 1,200 UNALLOCATED Limit out-of-state schools to only a select few employees - 2,000 2,000 TOTAL CATEGORY E - 41,004 3,000 0 1,200 45,204 Page 3 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL CATEGORY F: REDUCTIONS WITH SOME IMPACT ON THE PUBLIC r UNALLOCATED Find a replacement for newsletter publisher 4,000 4,000 POLICE Do not accept NSF checks if amount is under $200 2,800 2,800 GOVT BUILDINGS Reduce fertilizing service from 5 to 2 1,930 1,930 PARKS MAINT Reduce fertilizer service contract 4,425 4,425 STREETS MAINT Reduce preform pavement markings 2,750 2,750 SOCIAL SERVICES* Withdraw from Five Cities Senior Transportation Program 10,727 CM 10,727 PARKS MAINT Reduce trail repair to minimum 9,000 9,000 •UNALLOCATEO* Eliminate Earle Brown Days security costs 11,500 11,500 RECREATION* Eliminate childrens' Halloween party 750 750 PARKS MAINT* Reduce parks reforestation 2,500 2,500 PARKS MAINT* Eliminate goose control 2,100 2,100 PARKS MAINT* Reduce plaza plantings 2,400 2,400 PARKS MAINT Eliminate maintenance on tennis courts 81000 8,000 TOTAL CATEGORY F 8,730 17,652 2,750 33,750 62,882 CATEGORY G: ITEMS REWIRING CAPITAL OUTLAY TO REDUCE OPERATING COSTS VEHICLE MAINT Establish new vehicle maintenance computer program 8,000 8,000 VEHICLE MAINT Purchase wire feed welder 500 500 PARKS MAINT Accelerate replacement of mowers 1,200 1,200 TOTAL-CATEGORY G 8,500 1,200 0 0 9,700 Page 4 Is 40 PRIORITY 1 PRIORITY 2 PRIORITY 3 PRIORITY 4 TOTAL CATEGORY H: STAFFING ISSUES/ALTERNATIVE SERVICE ISSUES COMM DEVELOPMENT Reorganize staff 55,592 HEALTH Turn all health inspections/ticensing over to County 58,930 ENGINEERING Eliminate seasonal survey technician RECREATION Cut one program supervisor position PARKS MAINT* Reduce parks overtime by 50% ENGINEERING Eliminate two engineering technician positions COMM DEVELOPMENT* Reduce Planning & Inspect secretary position to part-time 13,138 ANIMAL CONTROL Eliminate all part-time Code Enforcement positions POLICE Eliminate all part-time Code Enforcement positions STREETS MAINT* Reduce street overtime by 50% VEHICLE MAINT* Reduce shop overtime by 50% STREETS MAINT Reduce part-time personnel by 50% POLICE* Reduce scheduled overtime STREETS MAINT* Eliminate one Maintenance 11 position PARKS MAINT* Eliminate one Maintenance 11 position PARKS MAINT Reduce part-time personnel by 50% 5,100 30,000 10,000 CM 40,000 CM 55,592 58,930 5,100 30,000 10,000 40,000 13,138 14,310 14,310 9,573 9,573 CM 10,000 CM 1,000 14,750 14,750 10,000 35,000 35,000 35,000 35,000 24,000 24,000 10,000 1,000 10,000 TOTAL CATEGORY H 127,660 66,100 40,000 CATEGORY I: PERSONNEL MANAGEMENT ISSUES * 132,633 366,393 CITY MANAGER Receptionist position to be fob shared 3,382 3,382 TOTAL CATEGORY I 0 0 0 3,382 3,382 Page 5 TOTAL pRidRtSY pttIM111 G . dRiSY PRIORITY 1 PRt ~ w 000 5, 0 3,000 25,000 5,000 9,G85 ISSUES 9.48 18,000 CATEGY OTHER 3,000 18.000 0 year ram 25.000 NR.CM4 - Eliminate Cantna 2-6 a. pro ram m. 12 months a wt prog arking truck enfor 60,485 POLICE Restrict a tra{f. and devices to dispatchers r _ cats back duties - .0 27,485 POLICE" 'Encourage Of home detention pOLtCE expan{esSAP/Senior Cttseencoat cycte POLICE Sr ee at - 1,723,011 year to str se debt ' 1212 33,000 ,650 S FFFmFFFS=~ POLICE one Y ive got' tour S EETS "Itil lAeve City forg - - • - 62.900 ; FFFFFFF~sF- RECREATtoo* ~,ORY"3G8.~9 99 b~2 S FFSSFaFF F TOTAL CATS $ FF FF I - _ =~FFFFFF to give up these items. e tES impact on quality of service* ALL CATEGOR Witting lenient these SOTAL FF=z=- td Kaye tittle or no Less to imp tevet of service. ue voutd be retuctent effect on tevet of service. tORITY 1: First items to be cut. Guts ri0uWou td hsve some on to be as the very last Second Items cut. Cuts substantial impact Cut Woutd have PRIVITY 2• to be cut. level Lte would hotel on to these it Lower priority Items of service• pRlOittSY ct on Cuts Woutd have severe imp changes. cut. to be G: Very last Items PRLORITY to be considered. Task force. Managers recome~ti on charged b Y F inancial Task force. « F City ndation• C F City Sanager's recotmm Task force. RR F Rot recool"nded by Financiat page 6 _ 0 7- . • TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY , COST MANAGER'S TASK FORCE - CITY COUNCIL SAVINGS/ RECOMMEND. RECOMMEN- RECOMMEN- # DIVISION ITEM' REVENUES -PRIORITY. COMMENTS t ATION DATION DATION CATE3ORY A: EXPENDITURE REDUCTIONS WITH Mlle IMA_L_ SERVICE IMPACTS Priority $ Priority $ 1 COUNCIL PROFESSIONAL SERVICES $2,500 3 1 $2,500 2 $2,500 S1 Lump sum reduction of annual D1 planning process expenses. 2 COUNCIL DUES AND SUBSCRIPTIONS Explore dropping LMC S1 Reduce membership fees: membership if it doesn't D1 Assoc. of Metro Municipalities $610 4 affect LMCIT membership NR $0 NR $0 North Metro Mayors Assoc. $1,000 4 -Task Force recommends NR $0 NR $0 i League of Minnesota Cities $2,048 4 eliminating LMC dues 3 $13,650 3 $13,650 unless insurance is threatened 3 CITY PROFESSIONAL SERVICES S2 MANAGER Reduce amount allocated for D2 labor relations services. 4 CITY EMPLOYMENT ADVERTISING S2 MANAGER Use alternative advertising D2 methods other than major newspapers, which are more expensive, to reach selective audiences. 5 UNALLOCATED OFFICE SUPPLIES S3 When doing agenda or copying, D3 duplex as much as possible to save paper. 6 UNALLOCATED Establish better controls for S3 distribution of office supplies. D3 7 UNALLOCATED POSTAGE S3 Encourage departments to D3 look at ways of reducing mailings or limiting the size of mailings by duplexing copies as much as possible. $2.000 1 $500 1 $500 3 $500 3 $500 2 This may save supply costs but increase labor costs. This may save supply costs but increase labor costs. This may save postage costs but increase labor costs. 2 $2,000 1 1 $500 1 $2,000 $500 NR $0 NR $0 NR $0 NR $0 NR $0 NR $0 C1 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZAT ION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE CITY COUNCIL SAVINGS[ RECOMMEN=: RECOMMEN:- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS RATION DATION DATION CATE a0RY A: EXPENDITURE REDUCTIONS WITH MIP IMAL SERVICE IMPACTS Priority $ Priority $ 8 UNALLOCATED Reduce Operating Supplies $550 3 Involves items such as NR $0 NR $0 S4 (Acct. # 4220)to a minimum. manuals, reference D4 Defer to 1993 wherever possible. items, and report materials. Can not be entirely eliminated, but lower priority items can be delayed or elminated. 9 EMER. Reduce entire object #4212; $200 2 NR $0 2 $200 S5 PREPARED. printed forms D5 10 EMER. Reduce entire object #4220; $1,792 4 NR $0 NR $0 S5 PREPARED. operating supplies D5 11 EMER. Reduce entire object #4227; $400 1 NR $0 1 $400 S5 PREPARED. safety supplies D5 12 EMER. Reduce entire object #4411;. $1,000 3 3 $500 3 $500 S5 PREPARED. training and conferences D5 13 EMER. Reduce partial object #4413; $210 2 NR $0 2 $210 S5 PREPARED. dues and subscriptions D5 14 EMER. Reduce entire object #4417; $400 1 1 $400 1 $400 S5 PREPARED. books and phamplets D5 15 FIRE Do Not install enclosed cab on $18,000 A 1 NR $0 NR $0 S6 Engine 2 D6 0 TABLE 2S OF FINANCIAL AND SER SUMMAR VICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FQRGE CITY COUNCIL SAVINGS/ RECOMMEN'-, RECOMMEN-- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATE30RYA: EXPENDITURE REDUCTIONS WITH MINIMAL SERVICE IMPACTS Priority $ Priority $ 16 FIRE Discontinue CPR Training $3,120 1 1 $3,120 1 $3,120 S6 D6 17 FIRE Reduce program of planned $16,000 2 NR $0 NR $0 S6 equipment replacement D6 18 FIRE Furniture, delay replacement $2,000 3 NR $0 3 $2,000 S6 D6 19 FIRE Reduce Clothing Replacement $1,000 4 NR $0 NR $0 S6 D6 20 FIRE Reduce Supplies $1,000 4 NR $0 NR $0 S6 D7 21 POLICE Reassess towing agreement $5,000 1 It appears two (2) other 1 $5,000 1 $5,000 S7 charges towing com pies use this D8 practice towing 22 POLICE Eliminate uniforms for the S7 dispatcher positions D8 23 POLICE Explore other available bid S7 processes to include front and D8 rear wheel drive vehicles $1,300 4 impounds for other cities Dispatchers no longer 4 greet the public and the majority no longer wear the offical issued uniform Review State of NR Minnesota and Hennepin County bids at time of purchase for possible savings $1,300 1 $1,300 $1,300 4 C3 $0 NR $0 ~TMEM ~g S ALL D~PA ' E Cli-f COUNCIL F CATEGORY CE r ~oR M04- ITEMS BY RE 's BASK tJMMEN pAnora ITIZA MANAGER Of SER~IC'E pR1oR '~EGOMMEN^ °A~~. - A l pA~GN NCIAL On RY QF TINA _ cosT GoMMEN csy $ priority $2 MA sA~~NGSt . v,ENUE-_ q_pR1~7R_-~ -~J P1iority $2,600 i I lTEM ' IMPAG~S 1 , MINIMAL sERVIGS i ptVl$10N- - - GT1ONS W $2,000 $0 NR A XPENDi_ - SRS R uantity discounts `Nhen 5 to 7 NR CA3Er0B'I Negotiate Q are and hardware RFp's every DATA ordering soltw 2 Seek 24 okocessING $540 S8 through LOCaIS $5,000 years $500 1 Dg from international to firm i FINANCE Switch endent audit 25 regional indep 1 $1,300 S8 ce $500 $1,300 i Dg all Compliance 1 Stop sending Bred Mail 26 P & i Orders via Regist i $0 S9 $1,300 $0 i p10 savingsEp°'~er GOV B capacitors 1 BLDG Electric NIA i $250 l 27 SAO counts $250 1 C)11 MSp,trattic 1 G Reduce non 28 EN $250 i $150 510 $0 i ce special paper & maps NR Dii ENG Redu 29 $150 i $30 S10 $0 i Di i lies NR Reduce supp 30 ENG $30 1 $350 S10 t $350 1 v Dii M'tnim~e photocopyin 1 ENG s 31 $350 1 _ t si 0 111 _ t p11 E. NG regular mail Weed notice reg y 32 SAO Dj _ Dii G4 0 • TABLE 2S 9 SUMMARY OF FINANCIAL AND SERV ICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY , COST MANAGER'S TASK.FORCE -CITY COUNCIL SAVINGS/ RECOMMEN- RECOMMEN- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS. DATION DATION DATION CATEGORY A: EXPENDITURE REDUCTIONS WITH MIIN I MAL SERVICE IMPACTS Priority $ Priority $ 33 STREET Dirt & seed instead of sod $500 1 1 $500 1 $500 S10 D11 34 STREET Do not repaint major equipment $1,000 1 NR $0 NR $0 S10 D12 35 VEHICLES Driver ed to improve car care N/A 1 1 $0 NR $0 S10 D12 36 VEHICLES Non-brand name tools $100 1 1 $100 1 $100 S10 D12 37 VEHICLES Incr service intervals for staff cars N/A 1 NR $0 NR $0 S10 D12 38 VEHICLES Increase oil change intervals $250 1 NR $0 NR $0 S10 D12 39 VEHICLES Use ABC extinguishers $500 1 Could cause computer 1 $500 1 $500 S10 equipment damage D12 40 VEHICLES No addl rust protection on cars $1,350 1 1 $1,350 1 $1,350 S10 D12 41 PARK Leave bandwagon in Central Park N/A 1 1 $0 1 $0 S10 D13 C5 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S . TASK FORCE CITY COUNCIL SAVINGS/ REGOMMEN-'. RECOMMEN, RECOMME.N-- # DIVISION ITEM REVENUES: PRIORITY COMMENTS - -DATION ` DATION . DATION CATEGORY A: EXPENDITURE REDUCTIONS WITH MIP IMAL SERVICE IMPACTS Priority $ Pr ioritv $ 42 PARK Adopt-a-Park program N/A 1 t $0 1 $0 S10 D13 43 PARK Permanently install picnic tables N/A 1 1 $0 1 $0 S10 D13 44 CITYWIDE Use zip-code printing software $100 1 1 $100 1 $100 S10 D14 45 CITYWIDE Establish wellness program Unknown 1 Needs further evaluation NR $0 N R $0 S10 D14 46 CITYWIDE More recognition for good service N/A 1 1 $0 1 $0 S10 D14 47 PARK Amend Diseased Tree program $4,000 2 1 $4,000 1 $4,000 S10 D13 CATEGORY A SUBTOTAL $80,810 $39,920 $42,910 - TEAS BY TIZRTION 1 SERVICE pRl©Ri 0 - I~ ~ 0 G$, M NTs - N ANCt p►L RN UNIMRRY 5AVf HUES` RR~1R1~ plVtsi~-`-~-- 8. EEVENUE Ese of dEd fees tot maps, CITY Increa and ordinanCes'12, 34, anc MANAGER cOp e . ally for Chapters ' esp well as the apartment D j 5 35, as directory se fees for food license Increa vehicles, refuse TY $1'2p0i $13,0 N Pools, etc. gi i M p,GER establrs sWirnming p s for Legal services p15 °ostor incteast fees RecoVer 3 UEGAI- SEL by chargingts (streetva cation 8, S12 GOUN for applican vial use perm royal, (j1s variances, spe final at app preliminary and ~ etc I, ' L acce uts de he tax supported, Gain 4 COONSI_ reeneral fund. S12 9 essing 016 ,,continue nO_cost pr°c ASSESSING ohange Orders afte he 5 of the Board of S13 meeting p17 Equalization. 1 pt_t_ pEppFtTM UNC1L. ~ Y EM~~ Tt-- CRTE~,pFt TA$K EQ~CE ~EcoMMEN.~ MANAC"ER•s FIECQMMEN- Dp~fo.N AE~4M'1`AEN"' DAB N $ pri_ $1,200 '~riorit $ 200 4 1 . i lenient a portion of 1 i Imp a$es (not in these mere the food area) 1 Implement howe er, no t possible- estimate is accurate 1 possible i 1 e i Would elirninanges and $3 240' i nuisance chacosts on the recover ouones We Will legitim n cases of true waive a made ship and if vie effol. hard Sher avenues (abatement or petition) remain available to the taxpayer. s-7,000 l $7 ,0001 ' t $p 1 $0 1 $3,240 1 $0 k $0 $3,240 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY ! COST . MANAGER'S TASK'FORCE CITY COUNCIL SAVINGS/ RECOMMEN RECOMMEN- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION . DATION DATION CATEGORY B: REVENUE ENHANCEMENTS Priority $ Priority $ 6 POLICE Cat and dog licensing $2,500 1 Several surrounding 1 $1,000 1 $1,000 S14 D18 7 POLICE Increase false alarm charges S14 D18 8 POLICE Research Grants to supplement S14 programs D18 9 PUBLIC Discontinue senior citizen S15 UTILITY sewer discount. D19 BILLING 10 FINANCE Charge fee for notary services. S15 AND OTHER D19 DEPARTMENTS • (incr. est) (G. Fund) $20,500 1 (incr. est) (G. Fund)" Unknown 4 $32,000 4 $200 4 departments have already increased their licensing fees. (Increase dog license only.) Original fee system 2 developed in meetings with the Chamber of Commerce; Increased estimate is based on actual 1991 alarms; Increase may cause better monitoring by businesses resulting in lowering the estimated increase; private homeowners should not be affected. Overtime revenues would fall because of better monitoring. 4 Does not affect General NR Fund. Not recommended because reduced rate is based on reduced usage. Implementation would NR cause more negative P.R. than dollars earned 0 C8 $20,500 1 $0 4 $20,500 $0 $0 4 $16,000 50% Reduction $0 NR $0 • • TABLE 2SO SUMMARY OF FINANCIAL AND SERV ICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY , COST MANAGER'S TASK FORCE CITY COUNCIL SAVINGS/ RECOMMEN'-. RECOMMEN= RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION< DATION DATION CATEGORY B: REVENUE ENHANCEMENTS Priority $ Priority $ 11 LIQUOR Increase bad check fee charge. $700 1 Does not affect General 1 $0 1 $0 S15 Fund D19 12 DATA Include data processing costs S15 PROCESSING in fee structure. D19 13 FINANCE Charge franchise fee for PU, S15 electric, gas, and cable TV. D19 D22 14 FINANCE Charge full 2% administration S15 and 8% engineering on all D19 improvement projects. 15 P & I Establish Housing Maintenance S16 Reinspection Fee D20 16 P & 1 Increase Rental License Fee S16 D20 17 P & I Increase Planning Commission S16 Fees D20 18 P & I Charge 65% Plan Check Fee for S16 Residential Permits D20 $4,000 3 3 $4,000 3 $600,000 1 Implementation for City 3 $577,000 4 utilities ruled illegal (Electric, Gas, cable) 2 $23,000 NR (Water, Sewer, Storm Sewer) $15,000 1 Savings affected if 1 $15,000 1 personnel reduction in Engineering occurs $1,500 1 $25 per reinspection 1 $1,500 1 $16,000 1 Double existing fee 2 $3,100 1 Double existing fee 1 $17,000 2 Based on 1991 permits 2 $16,000 4 $3,100 1 $4,000 $577,000 $0 $15,000 $1,500 $16,000 $3,100 $17,000 2 $8,500 Implement 1/2 plan checkfee C9 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY _ ALL DEPARTMENTS SUMMARY _ COST MANAGER'S TASK FORCr CITY COUNCIL SAVINGS/ RECOMMEIV-. RECOMMEN RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATEGORY B: REV ENUE ENHANCEMENTS Priority $ Pr iority $ 19 ENG Non-refundable plan deposit $3,750 1 1 $3,750 1 $3,750 S17 D21 20 ENG Double copy fee $175 1 1 $175 1 $175 S17 D21 21 ENG Permit charge for private utilities $500 1 1 $500 1 $500 S17 D21 22 ENG Implement final plat fee $800 1 1 $800 1 $800 S17 D21 23 ENG Implement easement vacation fee $250 1 1 $250 1 $250 S17 D21 24 ENG Tree registration fee $250 1 1 $250 1 $250 S17 D21 25 STREET Charge $1 for Xmas tree dropoff $740 1 1 $740 1 $740 S17 D22 26 PARK Charge rental for picnic tables $1,800 1 Charge will reduce use 3 $1,800 1 $1,800 S17 D22 27 VARIOUS Establish special service distr $6,000 2 NR $0 N R $0 S17 D22 • ~ • C10 T..• A9 F 2S 1 S SUMMARY - EGORY ALL DEPARTMENT N ITEMS BY CA.C C Tit couNCiL TASK FORCE PECOMME , _ EN ITIZAT14 MaNAGR B RECOMMEN RECOMM DA AI- pND SERVICE - PRIOR . 'DATLQN SUMMARY 01: ~tNpNCt COST rI~~N CTS priority SAV}NGSI $ Pg~tQRIT`I $ - $144,000 Priority $144,400 a ITEM--' 2 CEMENTS $144,100 ENHAN $260,000 CATEGORY B: REVEN_ Implement street light utility 4 $260,000 4 ST L{TE 28 4 S17 $260,000 D22 STREET Special assess sealcoating 29 S17 D22 COM CENTER Raise Water Slide $0.25 30 S18 D23 31 CC)M CENTER Raise Water Slide $o.50 S18 D23 monthly ADULT Charge seniors for m 32 RECREATION newsletter S18 D23 Raise all class fees 10/° 33 ALL REC S18 PROGRAMS 1)23 resident fee to all ALL REC Add a $1 non' 34 classes S18 PROGRAMS D23 resident softball playe ADULT Raise non- 35 fee $2 S18 RECREATION D23 $18,750 1 1 $37,500 $500 3 $17 ,000 $5,000 $3,000 $1 CATEGORY 8.803TOTAt- .230,055 $18,750 1 $18,750 1 $0 $0 NR NR $0 $0 NR NR $17,000 1 $17,0x0 1 Proposed Financial 1 requires review of policy 000 1993 registration fees $5, $5,000 1 4 4 $3,000 1 1 $3,000 1 $1,130,055 , ~ $1,145.555 C11 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZAT ION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE CITY COUNCIL SAVINGS/ RECOMMEN- RECOMMEN- RECOMMEN- # DIVISION- ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATE30RY C: CHAIGE TO OTHER DEPARTMENTS/AGENCIES FOR SERVICES Priority $ Priority $ 1 CITY SALARIES, FT EMPLOYEES $15,869 2 This does not really NR $0 NR $0 S19 MANAGER Move the EDA Coordinator's save the City money and D24 position and benefits to the EDA not all of the EDA budget (75% of this item is Coordinator's time is already charged to the EDA), spent on EDA matters. 2 ENG Charge other depts for supplies N/A 1 NR $0 NR $0 S20 D25 3 ENG Merlin machine to Div 80 N/A 1 NR S20 D25 4 VEHICLES Charge back vehicle costs N/A 1 NR S20 D25 5 PARK Charge full cost for bandwagon $500 1 1 S20 D25 6 PARK Elim or charge for band services N/A 1 NR S20 D25 7 PARK Elim or charge for Tues/Park N/A 1 NR S20 D25 8 PARK Charge Golf Course for utilities $1,500 1 1 S20 D26 9 PARK Charge for node maintenance $1,400 2 Cost of billing or NR S20 assessing may exceed D25 revenue CATEGORY C SUBTOTAL $19,269 • • C12 $0 NR $0 $0 NR $0 $500 1 $500 $0 NR $0 $0 NR $0 $1,500 1 $1,500 0 NR 0 $2,000 $2,000 is • TABLE 2S* SUM MARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE CITY COUNCIL SAYINGS/ RECOMMEN=- ; RECOMMEN- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DAMON DATION CATEGORY D: REASSIGN DUTIES TO OTHER DEPARTMENTS Priority $ Priority $ 1 FINANCE Allow liquor stores' manager $0 4 No effect on General 4 $0 4 $0 S22 AND LIQUOR direct inquiry access by Fund D29 STORES personal computer to inventory management system. _ 2 FINANCE Liquor stores employees to make $0 4 No effect on General NR $0 NR $0 S22 AND LIQUOR all transfers and adjustments Fund D29 STORES to the liquor inventory management system. 3 GOV BLDG Liquor store empl maint grounds N/A 1 Implemented 1 $0 1 $0 S23 D30 4 GOV BLDG Elim contract cleaning/Fire Stn $2,285 1 NR $0 NR $0 S23 D30 5 ECON DEVEL Transfer certain inspection/ 1 May improve since 1 $0 1 $0 S24 enforcement activities to the enforcement is often D31 police department, such as junk simultaneous by yards, junk vehicles, signs, and departments and other code violations. uncoordinated. CATEGORY D SUBTOTAL $2,285 $0 $0 C13 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S ! TASK FORCE CITY COUNCIL SAVINGS/. RECOMMEN RECOMMEN RECOMMEN- DIVISION ITEM - REVENUES PRIORITY COMMENTS DATION DATION<' nATION CATE 30RY E: REDUCTIONS WITH SOME IMPACT ON EMPLOYEES Priority $ Priority $ 1 COUNCIL SALARIES, PT EMPLOYEES $1,482 2 Suggested by Council 2 $1,482 1 $15,946 S25 a. Five percent voluntary member D33 reduction in city council salaries. b. Per Diem Compensation 1 $4,000 2 COUNCIL TRAINING AND CONFERENCES S25 Lump sum reduction. D33 3 CITY DUES AND SUBSCRIPTIONS S26 MANAGER Eliminate subscriptions to D34 various newspapers and newsletters (e.g., WALL STREET JOURNAL, STAR TRIBUNE, Manager's Legal Bulletin, etc.). 4 CITY BOOKS AND PAMPHLETS S26 MANAGER Reduce by purchasing fewer D34 items. 5 CITY S26 MANAGER D34 6 LEGAL S27 COUNSEL D35 Reevaluate the need for the employee newsletter, reduce the number of issues, and/or reduce the length of the newsletter. Modify or limit city attorney's attendance at staff meetings. $1,000 2 Suggested by Council 2 member $350 1 $250 1 NR 1 ? 2 This would be time NR saving to free up staff to work on other priorities. ? 3 NR $0 NR $1,000 2 $0 1 $250 1 $0 NR $1,000 $350 $250 $0 $0 C14 i • TABLE 2S 0 SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY , COST: MANAGER'S TASK FORCE`.: CITY COUNCIL SAVINGS/` RECOMMEN- RECOMMEN-RECOMMEN- # DIVISION ITEM REVENUE'S PRIORITY :COMMENTS DATION DATION' DATION CATEGORY E: REDUCTIONS WITH SOME IMPACT ON EMPLOYEES Priority $ Priority $ 7 LEGAL Modify or limit the city attorney's ? 1 NR $0 NR $0 S27 COUNSEL attendance at city council D35 meetings. This could be accomplished in a number of ways: a. shorten the meeting time b. move certain nonaction items to a "work session" which would not normally be attended by the attorney c. rearrange the agenda to finish the business for which the council wants the attorney present as early as possible so the attorney can be released. 8 LEGAL Increase risk management ? 1 1 $0 1 $0 S27 COUNSEL activities to reduce the likelihood D35 of litigation. 9 UNALLOCATED OFFICE FURNISHINGS & $28,200 2 The machine will have to NR $0 NR $0 S28 EQUIPMENT be replaced at some D36 Do not replace copy machine point in time. How long this year. can we afford to delay this purchase? C15 TABLE 28 ' SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE CITY*COUNCIL SAVINGS/ RECOMMEN'- RECOMMEN - . RECOMMEN # DIVISION_ ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATEGORY E: REDUCTIONS WITH SOME IMPACT ON EMPLOYEES Priority $ 'riority $ 10 UNALLOCATED OBJECT NO. 4411 -TRAINING S28 AND CONFERENCES D36 a. Limit attendance at out-of- $4,000 1 1 $4,000 1 $4,000 state conferences to depart- ment heads only. b. Limit attendance at out-of- $2,000 2 2 $2,000 2 $2,000 state schools to only a select few employees. c. Cancel attendance at $1,200 4 NR $0 4 $1,200 MUNICIPALS banquets. d. Do not purchase rolls for $100 2 NR $0 NR $0 meetings. e. Limit attendance at local $1,000 1 NR $0 NR $0 workshops and conferences. f. Place a dollar cap amount $500 4 NR $0 NR $0 on the tuition reimbursement program. 11 ASSESSING Reorganize Staffing rewrite $12,158 1 Approved by Council 1 $12,158 1 $12,158 S29 job description of Assessment Implemented at March 23rd meeting. D37 Technician, replace vacant Asmt. Allows us to use our Technician position with a lower full-time employees cost Assessing Secretay, and more effectively and not eliminate the use of Temporary or hire temporary help to Part-Time employees, supplement our staff. Takes us very close to a point where we can not meet our goals and state mandates. Reduces staffing flexibilty and cross-training options. Hoped to be a short term situation--no more than two years before budget constraints loosen or technology presents some options to lessen workload. C16 P • TABLE 2S 9 OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY SUMMAR ALL DEPARTMENTS SUMMARY COST MANAGER'S' TASK FORCE CITY COUNCIL SAVINGS/ RECOMMEN-' RECOMMEN-_ RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATE30RY E: RED UCTIONS WITH SOME IMPACT ON EMPLOYEES Priority $ Priority $ 12 POLICE Eliminate the pickup and drop-off $1,000 1 Would effect no more 1 $1,000 1 $1,000 S30 of officers who reside within city than 5-6 officers D38 limits 13 DATA Employee take home data back-up $300 1 1 $300 1 $300 PROCESSING for data processing as opposed D39 to contracting for the service. 14 PARK Discontinue utilities to some $3,000 1 1 $3,000 1 $3,000 S31 shelters D40 15 GOV BLDG Thermostats 76/68 S31 D40 Unknown 2 Investigating 4 $0 1 management system CATEGORY E SUBTOTAL $56,540 $25,190 $0 $45,204 C17 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY C ATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S.. - TASK FORCE.;: CITY COUNCIL SAVINGS/ RECOMMEN= RECOMMEN- RECOMMEN- # DIVISION ITEM REVENUES 'PRIORITY COMMENTS - DA-1ION `:DATION DATION CATEGORY F: REDUCTIONS WITH SOME IMPACT ON THE PUBLIC Priority $ Priority $ 1 SOCIAL SENIOR TRANSPORTATION $10,727 4 Joint powers agreement 4 $10,727 2 $10,727 S32 SERVICES PROGRAM may stand in way of Consider alternate D41 Withdraw from Five Cities withdrawing in 1992. program Senior Transportation Program. There's plenty of time to consider withdrawal in 1993. 2 UNALLOCATED POSTAGE $2,200 2 The City might save NR $0 NR $0 S33 Reduce number of City news- even more money by D42 letters from six to four. using the newspapers as its resource for running 3 UNALLOCATED PRINTING $4,000 2 regular press releases NR $0 NR $0 S33 Reduce number of City news- and completely abolish D42 letters from six to four. the City news- letter as we know it. 4 UNALLOCATED Find a replacement for Walker $4,000 1 (Park and rec could 1 $4,000 1 $4,000 S33 Enterprises to edit the City still publish their D42 newsletter. brochure with class/ registration information 5 UNALLOCATED SPECIAL EVENTS $11,500 3 NR $0 4 $11,500 S33 Eliminate the City's donation D42 of security costs for Earle Brown Days activities. 6 CHILDREN'S Eliminate Halloween Party $750 4 NR $0 4 $750 S34 RECREATION D43 • - 0 C18 • 0 TABLE 2S SUMMAR OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY , COST MANAGER'S TASK 'FORCE. CITY COUNCIL SAVINGS/ RECfOMMEN-. RECOM .MEN,-. RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION' DATION CATE aORY F: REDUCTIONS WITH SOME IMPACT ON T IE PUBLIC Priority $ Priority $ 7 PLANNING & Modify reinspection procedures unknown 1 Will potentially lower the 1 $0 1 $0 S35 INSPECTIONS and reduce the number of notices Will be accuracy of our data as D44 mailed to property owners. Implemente we will not reinspect the in 1992 interior of 100% of the work plan. properties, but we must modify in order to meet mandated goals. Will reduce the number of follow-up mailings sent in order to reduce costs and free-up staff. 8 POLICE Discontinue lockout services N/A 1 Currently unable to NR $0 NR $0 S36 except in emergency situations unlock electric door D45 locks which represent approximately 1/2 of calls received 9 POLICE Do not accept NSF/close account S36 checks if the amount is under D45 $200 $2,800 1 $2,800 represents the 1 estimate prosecution cost; majority of these checks have no leads; merchants still have the ability to utilize Conciliation Court $2,800 1 $2,800 10 UTILITY Bill property owners rather S37 BILLING the renters for utilities. D46 11 UTILITY Eliminate annual meter reading. S37 D46 $1,400 2 $0 1 Does not affect General NR Fund Does not affect General NR Fund C19 $0 Study further $0. Study further TABLE 2S SUMMARY OF FINANCIAL AND SERV ICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST. MANAGER'S - TASK E'ORCE CITY. COUNCIL SAVINGS/ REGOMMEN-:; RECOMMEN= :RECOMMEN-- DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATS 3ORY F: REDUCTIONS WITH SOME IMPACT ON THE PUBLIC Priority $ Priority $ 12 GOV BLDG Lockbox on Const Hall thermostat 1 NR $0 NR $0 S38 D47 13 GOV BLDG Elim kiln room or charge fee $100 1 NR $0 NR $0 S38 D47 14 STREET Elim hand delivery tree trim notice N/A 1 NR $0 NR $0 S38 D47 15 GOV BLDG Reduce Chem lawn from 5 to twice $1,930 2 1 $1,930 1 $1,930 S38 D47 16 GOV BLDG Reduce pool temp by 1-2 degr UNKNOWN 2 NR $0 Study further S38 D47 17 STREET Plow low prior sw on regular time N/A 2 2 $0 2 $0 S38 D47 18 STREET Reduce snow plowing OT by 50% N/A 2 NR $0 NR $0 S38 D48 19 STREET Reduce preform pvmnt markings $2,750 2 3 $2,750 3 $2,750 S38 D48 20 PARK Reduce fertilizer, Chemlawn $4,425 2 2 $4,425 2 $4,425 S38 more study--use D48 natural fertilizer & less chemical C20 • TABLE 2S SUMM AR OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE CITY COUNCIL SAVINGS/ . RECOMMEN. RECOMMEN- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS RATION.:.: : DATION DATION CATEGORY F: REDUCTIONS WITH SOME IMPACT ON THE PUBLIC Priority $ Priority $ 21 PARK Reschedule broom ball/skating N/A 2 2 $0 2 $0 S38 D48 22 PARK Reduce reforestation in parks $2,500 2 NR $0 2 $2,500 S38 D49 23 STREET Reduce sanding on res streets $1,000 3 Could cause accidents NR $0 NR $0 S38 D47 24 PARK Stop mowing county, state ROW N/A 3 NR $0 NR $0 S38 D48 25 PARK Eliminate goose control $2,100 3 NR $0 4 $2,100 S38 D49 - 26 PARK Reduce Plaza plantings $2,400 3 NR $0 4 $2,400 S38 D49 27 PARK Lengthen park mowing schedule N/A 3 4 $0 4 $0 S38 D49 28 PARK Reduce trail repair to minimum $9,000 4 4 $9,000 4 $9,000 S38 D48 29 PARK Elim maint on tennis courts $8,000 4 4 $8,000 4 $8,000 S38 D48 CATEGORY F SUBTOTAL' $71,582 $43,632 $62,882 C21 TABLE 2S SUMMARY OF FINANCIAL AND SERV ICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST - MANAGER'S TASK FORCE CITY COUNCIL SAVINGS/ RECOMMEN.- RECOMMEN- REGOMMEN- DIVISION ITEM REVENUES PRIORITY COMMENTS DA710N DATION : DATION CATEGORY G: ITEM S REQUIRING CAPITAL OUTLAY TO REDUCE OP ERATING COSTS Priority $ Pr iority $ 1 CITY Install a drop box for city hall UNKNOWN 2 This would be time 2 $0 2 $0 S39 MANAGER correspondence, water bills, saving to free up staff D50 homestead cards, etc. Reception- to work on other ist could "batch" her work rather priorities. Drop box cost than do it "one bill at a time" as $500. residents come in. 2 GOV BLDG Energy efficient lights throughout developing 1 CO=$developing 1 Developinc 1 Developing S40 D51 3 GOV BLDG Moisure gauges on sprkinlers unknown 1 C0=$600 @ 1 $0 1 $0 S40 D51 4 VEHICLES Vehicle maint computer program $8,000 1 CO=$5,000 1 $8,000 1 $8,000 S40 D51 5 VEHICLES Wire feed welder $500 1 CO=$2,700 1 $500 1 $500 S40 D51 6 PARK Replace bleachers w/aluminum $500 1 CO=$20,000/yr/3yrs NR $0 NR $0 S40 D51 7 PARK Energy audits @ shelters developing 1 CO=$developing 1 Developinc 1 Developing S40 D51 8 PARK Willow Lane/Evergreen fence N/A 1 CO=$4,000 Implemented 1 $0 Implemented S40 D52 0 C22C 0 r • • TABLE 2S ' SUMMARY OF FINANCIAL AND SERV ICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST = MANAGER'S TASK FORGE: CITY COUNCIL SAVINGS RECOMMEND RECOMMEN:- RECOMMEN- # DIVISION ITEM - REVENUES PRIORITY COMMENTS DATION DATION22 DATION CATEGORY G: ITEM S REQUIRING CAPITAL OUTLAY TO REDUCE OP ERATING COSTS Priority $ Priority $ 9 PARK Trailer for band equipment N/A 1 CO=$2,600 Implemented 1 $0 Implemented S40 D52 10 STREET Increase recycling of sweepings unknown 2 CO=$70,000 NR $0 NR $0 S40 D51 11 PARK Accelerate replacement of mower: $1,200 2 CO=$2,800 2 $1,200 2 $1,200 S40 D52 12 PARK Leave areas of parks natural unknown 3 CO=$unknown 3 $0 3 $0 S40 D52 13 PARK Small storage bldgs in 4 parks N/A 4 C0=$5,000 @ 4 $0 4 $0 S40 D52 CATEGORY G SUBTOTAL $10,200 $9,700 $9,700 C23 TABLE 2S SUM MARY OF FINANCIAL AND SER VICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S . TASK FORCE CITY COUNCIL SAVINGS/ RECOMMEN. RECOMMEN- RECOMMEN-- # .QIVISIOI~ ITEM REVENUES PRIORITY COMMENTS: - DATION DATION DATIUN CATE GORY H: STAFFING ISSUES/ALTERNATIVE SERVICE ISSUES Priority $ Priority $ 1 ASSESSING Staff Reorganization--see Implemented 1 $0 1 $0 S41 Category E. D55 2 ASSESSING Contract with Hennepin County $8,322 4 See attached memo for NR $0 NR $0 S41 for assessing services. disscussion of the issues. D55 In summary, costs given in initial pricing are felt to be low. If this option is taken, cost control should be negotiated. Savings are net of adjustments for services provided to other departments. Savings could be eliminated by changes in county charges. 3 ANIMAL Eliminate all part-time code $14,310 2 4 $14,310 4 $14,310 S43 CONTROL enforcement positions D56 4 POLICE Eliminate all part-time code $9,573 2 4 $9,573 4 $9,573 S44 enforcement positions D57 5 poucE Change Property Room N/A 1 The property room has 1 $0 1 $0 S44 Supervisor's duties to 1/2 time been completly reorganized D57 Property Room; 1/2 time CEO and computerized (ie. bar codes); no longer requires full-time position 6 POLICE Crime Prevention Officer/ Unknown 1 Position would have 1 $0 1 $0 S44 Brookdale Center Sub-Station flexibility of times assessed D57 to the two (2) duties • 1140 0 P • TABLE 2S 9 OF SUMMAR FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE CITY COUNCIL RAVINGS/ RECOMMEN- RECOMMEN . RECOMMEN- DIVISION ITEM -REVENUE-$- P RIORITY COMMENTS DAMN > DATI )L RATION CATE 3ORY H: STAF FING ISSUES/ALTERNATIVE SERVICE ISSUES Priority $ Priority $ 7 POLICE Reduce scheduled overtime Unknown 4 Reduces department 4 $0 2 $10,000 S44 detail assignments when possible flexibility in handling special D58 problems; could require the use of contingency funds 8 STREET Reduce street OT by 50% $10,000 2 4 $10,000 2 $10,000 S45 D59 9 VEHICLES Reduce shop OT by 50% $1,000 2 4 $1,000 2 $1,000 S45 D59 10 PARK Reduce park OT by 50% $10,000 2 3 $10,000 2 $10,000 S45 D60 11 ENG Elim two engineering techs $40,000 3 3 $40,000 3 $40,000 S45 D59 12 ENG Elim seasonal survey tech $5,100 3 2 $5,100 2 $5,100 S45 D59 13 STREET Reduce parttime 50% $14,750 3 4 $14,750 4 $14,750 S45 D59 14 PARK Reduce parttime 50% $24,000 3 4 $24,000 4 $24,000 S45 D60 15 STREET Elim one maintenance II's $35,000 4 NR $0 4 $35,000 S45 D59 C25 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY _ COST MANAGER'S TASK FORCE CITY COUNCIL :SAVINGS/ RECOMMEN . RECOMMEN RECOMMEN- # --DJVI N- ITEM' _ REVENUES R1ORLLY.-, COMMENTS DATQN 4A1ION Q"ON CATEGORY H: STAFFING ISSUES/ALTERNATIVE SERVICE ISSUES Priority $ Priority $ 16 PARK Elim one or two maintenance H's • $35,000 4 NR $0 4 $35,000 S45 each D60 17 RECREATION Cut one program supervisor $30,000 3 2 $30,000 2 $30,000 S46 ADMIN to D61 $40,000 18 ECON Eliminate the fallowing positions: $55,592 2 Operations for 1 $55,592 1 $55,592 S47 DEVLOPMENT Director of Planning and community development D62 Inspection, Planner, and EDA would become more Coordinator. New positions would effective and responsive. be: Community Development Director and Zoning Administrator. 19 ECON Reduce Planning & Inspection $13,138 3 3 $13,138 1 $13,138 S47 DEVLOPMENT Secretary postion from full-time D62 to part-time (24 hrs/week). 20 Reorganize joint health $28,930 2 Because of the joint NR $0 NR $0 S47 department with the City of powers agreement, this Crystal and hire one full-time phase of the reorgani- and one seasonal inspector. zation may not be completed until January OR OR 1994. 21 Turn all health inspections and $58,930 3 We would lose $25,000 1 $58,930 1 $58,930 S47 licensing over to the county, in license fees plus CATEGORY H SUBTOTAL $334,715 OR $374,71 5 $286,393 $366,393 4 0 • TABLE 2S SUMMAR OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER' S TASK FORCE : CITY COUNCIL SAVINGS/ RECOMMEN- RECOMMEN-= RECOMMEN- DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION DATION CATS 3ORY 1: PERSONNEL MANAGEMENT ISSUES Priority $ Priority $ 1 CITY SALARIES, FT EMPLOYEES $3,382 4 NR $0 4 $3,382 S48 MANAGER Turn receptionist position into D63 a job-share position with two people, with one morning position and one afternoon position OR an alternating schedule of M-W-F and Tu-Th: would also eliminate benefits for this position. 2 CITYWIDE Use comp time instead of OT N/A NR $0 NR $0 S49 D64 3 CITYWIDE Investigate job sharing N/A NR $0 4 $0 S49 D64 4 CITYWIDE Investigate benefits to full time PT N/A NR $0 NR $0 S49 D64 5 CITYWIDE Make all employees part time ? 4 NR $0 NR $0 S50 D65 6 CITYWIDE Full time employees should be ? 4 NR $0 4 $0 S50 given option of taking up to 40 D65 hours per year of time off without pay. (voluntary) CATEGORY I SUBTOTAL $3,382 $0 $3,382 C27 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK FORCE' CITY COUNCIL SAVINGS/ RECOMMEN-- RECC3MMEN,- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY COMMENTS DATION DATION - DATION CATS 3ORY J: OTH ER ISSUES Priority $ Priority $ 1 CITY FAXING S51 MANAGER a. Do not log faxes. It would save $0 1 These items would be 1 $0 1 $0 D67 about 45 minutes a day. The time saving to free up slips printed by the fax staff to work on other machine should be sufficient for priorities. tracking purposes. b. Move the fax machine closer to $0 1 1 $0 1 $0 the receptionist, and have her serve as backup instead of the ! PT secretary. c. Schedule faxing just twice a $0 3 3 $0 3 $0 day. This would reduce the need to constantly watch the fax basket. d. Encourage people to mail info $0 1 1 $0 1 $0 when it is nonessential to fax. 2 POLICE Eliminate Canine Program $5,000 1 Concur with committee 1 $5,000 1 $5,000 S52 recommending to leave D68 as is. Currently no canine program. 3 POLICE Replace Telephone Assurance $9,485 3 Because of employment 4 $9,485 4 $9,485 S52 Program (TAP) and Senior Citizen provided to handicapped D68 Call Back; transfer duties to the, . and senior citizens would dispatch function really like to see this program retained 4 POLICE Change Parking Ordinance; $2,000 1 Estimated increase fine 1 $2,000 NR $0 S52 restrict parking 12 months a year, revenue will probably D68 2-6 a.m. diminish after the first year is • C28 • i . TABLE 2 SUMMARY OF FINANCIAL AND SER VICE PRIORITIZATION ITEMS BY CATEGORY ALL DEPARTMENTS SUMMARY COST MANAGER'S. TASK FORCE CITY COUNCIL SAVINGS/ RECOMMEN- RECOMMEN- RECOMMEN- # DIVISION ITEM REVENUES PRIORITY_ COMMENTS DATION DATION DATION CATS aORY J: OTHER ISSUES Priority $ Priority $ 5 POLICE Traffic and Truck Enforcement $3,000 1 Would require judges to 1 $3,000 1 $3,000 S52 Program impose heavier fines; City D69 Attorney indicated he would assist 6 POLICE Explore cost effective training None 1 1 $0 1 $0 S52 D69 7 POLICE Board of Prisoners cost reduction $25,000 1 S52 due to expanded use of home D69 detention devices 8 STREET Add one year to sealcoat cycle $18,000 2 S53 D70 9 STREET Reduce capital outlay by $50,000 $50,000 3 S53 VEHICLES D70 PARK Because of overcrowding 1 $25,000 1 $25,000 at the work house more defendants have been released on home arrest and are required to pay the daily rental cost of the electric collar; County plans intense use of the program this year 4 $18,000 4 $18,000 NR $0 NR $0 C29 TABLE 2S SUMMARY OF FINANCIAL AND SERVICE PRIORITIZATION ITEMS BY CATEGORY _ ALL DEPARTMENTS SUMMARY COST MANAGER'S TASK 'FORCE CITY COUNCIL SAVINGS/ RECOMMEN-. RECOMMEW- RECOMMEN-- # _DIVISION- ITEM REVENUES PRIORITY COMMENTS QATION RATION RATION CATE aORY J: OTHER ISSUES Priority $ 10 REC GOLF Have city forgive golf course debt. $50,000 1 Put some of this money 4 $50,000 NR $0 S54 COURSE & to into the P & R Dept. POLICE DEP"' $80,000 Budget to help cover the cost of the subsidized programs, such as EIP, Holly Sunday, Skating Rinks, etc. Also give some of this money to the Police Dept. Budget to keep the outreach workers program going. CATEGORY J SUBTOTAL $162,485 ALL CATEGORIES TOTAL $1,971,323 OR $2,011,323 $112,485 $60,485 $1,664,885 $1,723,011 1 Coo Y • • f CITY OF BROOKLYN CENTER 1996 BUDGET CALENDAR May 2, 1995 Tuesday Preliminary 1996 Operating Budget conference for City Manager with city department and division heads. May 4, 1995 Thursday Financial Commission discusses 1996 Budget May 12, 1995 Friday Data processing capital outlay requests due. Vehicle capital outlay requests due. May 22, 1995 Monday City Council discusses elements of Capital Improvements Program (C.I.P.). City Manager presents 1996 Operating Budget issues. June 8, 1995 Thursday 1996 Operating Budget requests due from all departments for submission to the Finance Director. June 19, 1995 Monday Consolidated 1996 Operating Budget requests forwarded from the Finance Director to the City Manager. June 19 through June 30 Manager consults as necessary with department and division heads as 1996 Operating Budget document is shaped. June/July 1995 City Commissions make preliminary recommendations on Capital Improvements Program (C.I.P.) components. August 1, 1995 Department of Revenue is to certify Local Government Aid amounts. August 10, 1995 Thursday Preliminary 1996 Operating Budget is delivered to the City Council members. August 21, 1995 Monday Joint City Council/Finance Commission meeting. August 21, 1995 County must notify City of the public hearing dates selected by school districts. August 31, 1995 Department of Revenue is to certify Homestead and Agricultural Credit Aid (HACA). Sept 6, 1995 Wednesday City Council holds work session to review Proposed 1995 Operating Budget. 0 4 Sept 11, 1995 Monday Last day for adoption of the Preliminary 1996 Operating Budget and the Preliminary tax levy by the City Council. City must select initial truth in taxation hearing date and a date for a continuation hearing. Sept 15, 1995 Certify preliminary 1996 Operating Budget and preliminary tax levy to the County. City must also inform the County of City budget public hearing dates. Sept 18, 1995 Monday Utility Rate Study and Utility Funds budgets presented. Sept 25, 1995 Monday City Council adopts the Utility Rate Study. Sept 29, 1995 Friday Proposed 1996 Operating Budget is delivered to the City Council members. Oct 16, 1995 Monday City Council holds work session to review Capital Improvements Program (C.I.P.) and Enterprise Funds budgets. Oct 23, 1995 Monday City Council approves C.I.P and Enterprise Funds budgets. Nov 1995 County must mail Truth In Taxation notices to each property owner. Nov 20, 1995 Monday City Council holds work session to review Proposed 1996 Operating Budget. Nov 1995 Wednesday Notice of public hearing placed with Post Publishing December 1995 City Council holds original public hearing on the 1996 Operating Budget. December 12, 1995 Tuesday All counties to hold budget public hearings. December 1995 City Council holds reconvened public hearing on the 1996 Operating Budget. December 1995 City Council adopts the final 1996 tax levy and final 1996 Operating Budget at a subsequent public hearing held during the regular City Council meeting. December 27, 1995 Weds Last day to certify final tax levy and final 1996 Operating Budget to the County. • •