HomeMy WebLinkAbout1994 11-21 CCP Work Session CITY COUNCIL AGENDA
CITY OF BROOKLYN CENTER
NOVEMBER 21, 1994
7 p.m.
Council Budget Work Session
CITY HALL COUNCIL CHAMBERS
1. Call to Order
2. Roll Call
3. Continuation of Proposed 1995 Budget
• Resume review of budget beginning with the police department budget
• Special request to approve MDT equipment for police department
• Request for budget consideration for funding Hwy. 100 Council
• Recommendations from advisory commission for funding certain service programs
4. Proposed 1995 Enterprise Fund Budgets
5. Discussion of Council Meeting Call -In Program
6. Adjournment
MEMORANDUM
TO: Mayor and Members of the City Council
FROM: Gerald G. Splinter, City Manager
Charles Hansen, Finance Director cti
DATE: November 8, 1994
SUBJECT: Questions Raised at Budget Work Session
There were a series of questions raised by the Mayor and City Council Members at the October
17, 1994 work session. The following is a list of those questions and staff's answers to them.
1. What is the breakdown of the budget increase?
• A breakdown of revenues can be found on the green page number 3.
• A breakdown by organizational unit can be found on the green page number 5.
• A breakdown by object classification can be found on the green page number 7.
• A breakdown by General Fd department can be found on white page number 4.
2. Are salary increases for the City Council in the budget?
Yes, the increases approved by the City Council are in the Personnel line in the City
Council budget on white page 1.
3. What makes u the Contractual Services for 1 in h nil budget?
p $56, 50 t e City Council
y
The major items are the following:
a. Northwest Cable TV to air City Council meetings. $3,500
b. Secretarial service to produce minutes for City Council meetings. 12,000
c. Cost of joint meeting of City Council & Advisory Commissions 750
d. Dues:
League of Minnesota Cities 13,500
Assoc of Metro Municipalities 6,900
LMC Labor Relations Consulting Service 4,000
U.S. Conference of Mayors 1,850
North Metro Mayors Association 9,000
National League of Cities 1,300
e. Expenses for City Council conferences & schools 3,000
f. Miscellaneous 350
4. Where is the money for the joint meeting of City Council & Advisory Commissions?
It is in the City Council budget under contractual services in the amount of $750.
5. Will the Human Rights Commission spend $8 in 1995?
Yes. As in the past, we plan to contribute $1,000 in 1995 to the Heritage Festival. This
leaves $7,000 to be spent on a comprehensive, city -wide cultural diversity training and
follow -up sessions. We expect to use outside consultants and agencies such as Northwest
Hennepin Human Services Council to do extensive training with our staff including staff
from city hall, the police department, Heritage Center, civic center, and maintenance
divisions as well as our liquor stores. At the present, no internal staff member is trained
in this specialized area of providing diversity training to our work force. Thus, we are
looking for outside agencies to help us with this program.
6. What is the cost of converting the City Manager /E.D.A. part-time secretary to full -time?
If the position remained part -time at 1,300 hours in 1995, the total cost would be
$15,460. If it is converted to full -time, the total cost would be $32,535. Either way,
the cost is split 40% City Manager and 60% E.D.A. The net increase is $6,830 for the
City Manager and $10,245 for the E.D.A.
The cost increase is driven by the following factors:
1. Total hours paid increase from 1,300 to 2,080.
Z. The hourly pay rate increases from $10.37 to $12.02.
3. Insurance benefits of $3,862 are included.
7. In the City Manager's Capital Outlay budget, why does the fax machine cost $3,900?
When the budget was put together in the spring of 1994, we used the state contract
purchasing documents to price out a plain -paper fax machine for city hall. As you know,
our current fax machine was the machine previously used in the police department. It
is a thermal -paper fax machine. The fax machine in the budget is for a plain -paper fax
which would eliminate the need to have staff make plain -paper copies on our copy
machine of faxes that come across on our thermal fax machine at present. In looking at
the current state bid, a plain -paper fax machine costs as follows:
Fax Machine $2,416
Toner 96
Master drum 240
Memory 324
Service 325
Total $3,401
Sales Tax at 6.5 % 221
Total for Plain Paper Fax Machine $3,622
We expect that cost estimates should be slightly lower by approximately $200 after the
first of the year based on new state bid and improvements and technology. The plain -
paper fax that was quoted is through Metro Sales and is on the current state bid. It has
additional memory which will allow us to feed in documents into the memory eliminating
unnecessary staff time waiting by the machine to send a fax if lines are busy. We need
to purchase a service contract for the machine. When you purchase the new fax
machine, it comes with a 90 -day service guarantee. After that time frame, a service
contract is needed. The price of a service contract is based on the number of faxes in
and out of the machine per year. This fax also comes standard with a printer interface
allowing for the future. For instance, if a computer is installed at the front receptionist
desk it could be hooked into the fax machine to be used as a standard printer for that PC.
All in all, the fax priced in this memo is a mid -line machine and price for a plain -paper
fax with memory.
8. In the Elections Budget, what is the incremental cost of each precinct? How much
money could be saved by combining precincts? Could our elections be combined with
school district elections to share costs?
a. The precincts with larger numbers of voters need more election judges to handle
the volume. Therefore, costs for larger precincts are higher due to salaries of
election judges.
b. None. The recincts must be divided so that approximately the same number f
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voters are in each precinct. Since Senate District 46 encompasses Precinct 8, we
are bound by having our other precincts approximately the same size. Also, there
is not enough room to maintain order if there is excessive numbers of voters for
one precinct.
C. State Law governs when school board elections are held. Recently, the uniform
election procedures law governed school districts to establish school board
elections in the fall of the even- or odd - numbered years. Most school districts
are choosing the odd - numbered years. Since the State and our City elections are
held in the even - numbered years, it would not be possible to combine elections
unless the school districts chose to do so. This year, Independent School District
No. 281 has its school board election on the ballot. We are working with the
school district to help defray costs to the City on a per voter basis.
9. How much training is included in the Data Processing budget and what is it for?
In the Contractual Services category, $17,260 out of the $26,238 is for training. It is
for the following purposes:
1. Training for users of desktop publishing (Pagemaker) software $1,900
2 Training for users of database management software $4,360
3. Training for all city staff to improve skills in using spreadsheet and
wordprocessing software. This was started in 1994 with an appropriation of
$10,000 and focused on spreadsheets since we purchased an upgrade to Excel that
year. The focus in 1995 will be on wordprocessing since it is budgeted to
purchase an upgrade to that software. The goal is to have all City employees
trained to a level of proficiency on the software they need to do their jobs by
1996. $11,000
10. Could money be saved in the Data Processing capital outlay budget by purchasing less
expensive personal computers and upgrading some older 286 computers to 486s instead
of buying all new computers?
Everyone keeps telling us that we should try to run the City more like a business. Like
business, we are purchasing the latest versions of wordprocessing, spreadsheet, and specialized
software. Current versions of wordprocessing and spreadsheet software don't run well unless
the PC is a 486 with 8 megs of ram.
Specialized software which we currently have includes ArcView, Hansen Utility Management,
Auto Cad, and Pavement Management. LOGIS is acquiring new recreation management and
vehicle management software which will do the processing on the PC instead of on the
mainframe. Suppliers of LOGIS's financial and payroll software are also coming out with new
versions which will do some processing on the PC rather than the mainframe. All of these
applications require at least a 486DX66 PC with 12 or 16 megs of ram and extra video ram in
order to perform well.
Also like a business, we try to instill in our employees the idea that efficiency and productivity
are important. That message is lost when the employee is forced to work on an obsolete PC
which is slow and frequently is broken down for days on end. The average secretary costs the
City about $138 in wages and fringe benefits for each day worked. If you assume that the
person's efficiency is cut by 50% on days when the PC is down, then there is a $69 productivity
loss for this person each day. Other employees have higher or lower compensation and may be
more or less dependant on the PC.
In 1990 and 1991, we bought state of the art PCs which were 386s and had a maximum of 4
megs of ram. Today, only 4 years later, these can't be expanded beyond 4 megs and are
obsolete. They don't even run the latest wordprocessing software efficiently. It is my
expectation that we will be able to get five years of service from the PCs we propose to buy.
The only enhancement they should need will be to expand the ram, which will be easy to do
since they have mother boards with slots for expanding the memory. My fear is that today's
economy model PC won't be adequate to handle the wordprocessing software of three years
from now.
We try to get as much mileage as possible out of our PCs. This is done by purchasing PCs
which are at or near state of the art. Today that would be a PC with a Pentium processor. We
are proposing 486s, which are a step below that. The powerful new PCs are placed with our
most knowledgeable users and those who run specialized programs requiring new PCs. After
a couple of years, these users again get new ones, and the old PCs are placed within the
organization with someone who does primarily wordprocessing. In this way, we are usually able
to get five years of service out of a PC before performance becomes too much of an issue. The
PCs we are proposing to retire in 1995 are all 8086s or 286s which are 5 to 8 years old and can
not run our current programs under Windows.
Attached is a memo from Barbara Gallo which gives more detail on the maintenance and
performance problems we have experienced.
11. How do we dispose of old PCs and other equipment?
If they are still in running condition, they are usually placed in the City's yearly auction
in the spring. An old PC may sell for $50 to $ 150. It is impossible to get any more in
view of the fact that a brand new economy model PC will do more and costs about
$1,000. In fact we have been debating the wisdom of selling the old PCs at all. They
have all had 5 to 8 years of service with us which means they are about to break down
if they haven't already. Selling a PC which disappoints the buyer with its poor
performance and soon breaks down, does nothing to help the City's image. PCs which
are broken are sent to a vendor who scraps them for the metals inside.
City of Brooklyn Center
A great place to start. A great place to stay.
MEMORANDUM
Date: November 2, 1994
To: Gerald Splinter and Charlie Hansen
From: Barbara A. Gallo
Subject: 1995 Data Processing Budget Request for Microcomputers
Per Charlie Hansen's request, I have prepared an evaluation and justification of our personal
computer purchases. Charlie informed me that a question as to why we purchase name
brand computers such as Hewlett Packard and Compaq over PC clones has arisen. In
addition, it has been suggested that we take the HP ES/ 12 computers and upgrade them to a
486 computer. In this time of tight budgets, it appears that buying new HP or Compaq may
be unwise because clone computers are less expensive to buy at the time of purchase and to
upgrade would be cheaper than buying new. I believe the following will justify why we are
planning to spend about $400 more per computer than a clone.
In August 1990 we purchased the first clone computer for the City of Brooklyn Center
offices. This computer was assigned to the city assessor. We were concerned about buying
clones because we did not know if they would be compatible and as reliable as the Hewlett
Packard computers we had been buying. This first computer worked well. No compatibility
problems surfaced. There was a small problem that needed service within the first 6 months.
A service technician was out within four hours. We were encouraged by this experiment.
Therefore, in 1991 we purchased ten PC Express machines, followed by nine in 1992 and
nine more in 1993. Until the beginning of 1993 the service provided by PC Express was
good. Starting in 1993, the service went from four hours and next day to two or more days.
Also the quality of the components do not seem to be as good. Five out of the 9 PC Express
machines purchased in 1993, had to have their mother - boards replaced in the first month
after delivery. The quality of service to date has not improved. Just recently I waited three
weeks for a replacement power supply for a computer. Just today, I received replacement
memory for a PC Express computer that I ordered two weeks ago. As a result of having to
use a computer with defective memory, the user estimates her productivity during that period
was down by 40 percent. With the defective memory, her applications did not run properly
and often locked up the computer which then has to be rebooted. We do not have PCs I can
keep out of use to use as spares.
The Hewlett Packard machines have performed better over time. Out of three HP's
purchased in 1993, none have had a problem with the CPU and its components. One did
need the CTX monitor purchased with the computer replaced within 90 days of purchase.
6301 Shingle Creek Pkwy, Brooklyn Center, YIN 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
The HP 386 computers we purchased in 1990 and 1991 have not needed repairs for the most
part. As I recall, one out of five PCs needed a new communications board. When service is
needed we can call OPM Information Systems and they will have a technician out in half a
day.
With PC Express we end up waiting days for parts or a technician. This results in the user
not being able to do the work needed to be done. It often requires a lot of my time to
diagnose the problem, order the parts or request a technician, and to follow up on delays.
Since I am the only person the City has to manage the computer operations and provide
technical support, my time spent dealing with down computers leaves me less time to work
on the many other tasks I am expected to do.
The clone alternatives I have looked at are PC Tailors and PC Express. They both offer five
limited warranties. PC Express and PC Tailors provides on -site service the first year. they
both provide carry in service after that period or on -site for a fee. It costs us $100 every
time a PC Express technician comes on -site to repair a computer. From our experience with
PC Express, it appears that the money saved initially is not really a savings. Over time we
loose money ecause of computer Q for on -site service or
down time waiting for arts paying Y ,
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my time to fix the computer.
The average savings per computer that I calculated if we purchased a PC Tailors or PC
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Express machine would be $400. The computer is a 486 DX 2/66 with 12 MB RAM, a
network card, 1 MB SVGA video, 14 inch monitor, 325 MB hard drive minimum and one
floppy drive. Multiplying $400 by 11 computers may seem significant, but it isn't when
You look at the long term. The life of a computer here at the City is running five -plus years
currently. When you purchase a HP or Compaq computer you know you can get service
from a variety of vendors. From our experience their computers need less repairs over time.
When we need repairs we can be sure they stand behind their product. That means savings
because users don't have to suffer long down time. It means savings because my time is not
taken up trouble - shooting, following -up, and repairing.
When a HP or Compaq computer that is under warranty needs service, I can call any
authorized HP or Compaq service center. They can provide service under the terms of the
warranty. Buying from a clone dealer means the service options are limited. This limitation
can mean the computer is out of service for days or weeks.
I strongly believe given our experience with PC Express and my personal experience with
PC Tailors that the $400 more we will spend initially will be money well spent. I believe
that it would be a mistake to sacrifice quality and experience to save some initial funds. I
feel the same for any other clone we might purchase.
In regards to upgrading the Hewlett Packard ES /12 computers to 486 computers, I believe
we would be disappointed. I met with Joe Oster, the MIS coordinator for the City of Maple
Grove. In 1993, he looked into having all their HP ES/ 12 computer upgraded to 486
computers. In fact, he did have one done to see how it would work.
Maple Grove found the upgraded PC to be unsatisfactory. Once into the upgrade the
company found they had to replace everything except the keyboard and the VGA monitor.
They replaced the motherboard, processor chip, hard drive, memory, power supply, VGA
card, communication ports card and case. All of these parts needed replacement because of
the architecture used in the ES /12 computers.
The upgraded PC is a 486SX 25 MHz computer with 4 MB RAM. I tested its access speed
with that of a HP 486 25N computer. This is a 486 DX 25 MHz computer with local bus
video and 4 MB RAM.
The upgraded ES /12 computer took 3 minutes from initial boot up to load Windows fully. In
comparison, the 486 25N took 1 minutes 9 seconds from initial boot up to load Windows
fully. The upgraded computer took 1 minute 10 seconds to load Windows from DOS. The
486 25N took 22 seconds to load Windows from DOS.
These tests demonstrate that there is little advantage with the upgraded ES /12. Yes, you can
run Windows, but the speed is very slow when compared to a true 486 computer. To give
users upgraded ES/ 12 computers will slow down the productivity of the users significantly.
They will have to wait long periods of time for programs to load, files to be saved, and
screens to paint.
The Windows environment is a graphically intensive one. A computer needs the video speed
and disk I/O speed, in addition to memory and the processor to work effectively in the
+� environment.
After upgrading the one ES/ 12, Maple Grove decided the upgrades were an unsatisfactory
solution. In fact they have given the upgraded PC to the nursery school for the children to
use.
Based on Maple Grove's experience and what I have heard and read, I do not believe
upgrading the ES /12 computers -
p� g p ters is a cost effective, viable alternative for us. I believe we
would spend the money and be terribly dissatisfied with the results. In the end, we would
end up buying replacements for them without receiving any pay -back on our upgrade
investment.
If you have any questions concerning my evaluation and justification, please feel free to ask
questions.
MEMORANDUM
TO: Mayor Todd Paulson
Mayor -elect Myrna Kragness
Councilmember Barb Kalligher
Councilmember Kristen Mann
Councilmember Dave Rosene
Councilmember Celia Svardal
Councilmember -elect Debra Hilstrom
Councilmember -elect Kathleen Carmody
FROM: Gerald G. Splinter, City Manager
Z �W
DATE: November 18, 1994
SUBJECT: 1995 Budget Request for Mobile Digital Terminals (MDTs)
In early November I contacted the City Council stating that I would be requesting on
Monday evening your consideration of a proposal to authorize Brooklyn Center to join the
cities of Eagan, St. Louis Park, and Golden Valley in a Mobile Digital Terminal (MDT)
system through LOGIS. To accomplish this request, the City Council is requested to pass
a motion authorizing the city manager to expend $32,049 in startup costs in 1994 and
authorize the 1995 budget request for $45,000 in funding for the lease and operational costs.
The four cities and LOGIS spent the first eight to nine months of 1994 evaluating options
for providing Mobile Digital Terminal service to the four cities. They evaluated five
different sources for this service and have chosen the RAM Mobile Data Services Solution
(see attached LOGIS recommendation report dated June 24, 1994). In July LOGIS Board
approved the recommendation and instructed its staff and the four cities to finalize all the
cost and technical details. That process was completed approximately a month ago, and the
costs and details for providing this service to the four cities has been finalized. The
recommendations in this report are based on these costs. The cities of Eagan, St. Louis
Park, and Golden Valley have approved this project, and they are now awaiting Brooklyn
Center's decision. The other cities have requested a decision in the affirmative or negative
from Brooklyn Center as soon as possible so they can proceed with ordering equipment and
the initial development stages of this project as soon as possible.
We believe the provision of Mobile Digital Terminals to ten of our squad cars would
provide our police department and its officers with significant added flexibility, safety, and
effectiveness. Because this type of system will allow our officers to bypass the dispatch
center and ao directly to information sources without using dispatchers, it will take an
i
k
Memo to Council -2- November 18, 1994
additional workload off the dispatchers and the dispatch system. The current dispatch
system is being taxed heavily by our current workloads and would be a significant relief to
that overworked system. The choice of the proposed system will allow for significantly
expanded initial capabilities with the option of easily adding additional capabilities. Initially
the system will provide for digital communications car to car, dispatch to car, executing
driver's license and vehicle registration checks, access to police information system, and an
on -line interface to information on the Computer Aided Dispatch (CAD) system and other
local databases. In other communities where the MDTs are used, it has been demonstrated
to improve the service delivery of the police department by cutting emergency response
time, providing critical data in real time as events unfold, and addressing the issue of officer
safety by providing additional and alternate methods of communication. It provides the
added ability in emergency situations of providing an alternate wireless data communication
network for officers and dispatchers which would allow them to maintain communications
in the event of a failure of our first line radio communication system. Once we have this
type of system installed, it will allow us the flexibility to add such features as magnetic strip
reading card systems to handle the new state driver's licenses, fingerprint scanning,
automated field report systems, photo imaging applications, automatic vehicle location
systems, and the datalink which could be used by other departments such as assessing and
inspections in the use of their field computers.
It is your staffs recommendation you pass a motion at your budget work session on
November 21, 1994, approving: 1) the expenditure of $32,049 from the 1994 police
department budget for MDT startup costs; 2) the proposed 1995 budget appropriation of
$45,000 for lease and operating costs of the MDT system; and 3) authorization for the city
manager to take the necessary steps to allow Brooklyn Center to join the LOGIS MDT
group implementing this system as soon as possible.
Attachments
LOGIS MDT /MCD COMMITTEE
Recommendation Report
June 24, 1994
Recommendation:
Of the MDT /MCD systems investigated by the committee, the RAM Mobile
Data solution appears to satisfy the selection criteria better than any of the
other systems.
Of the criteria, flexibility is the major outstanding factor that RAM provides.
All other systems investigated except the US WEST system are based on
proprietary equipment (that is, limited to one brand), and the cellular system
was considered by the committee to be a technology that is not adequate for
our needs. The RAM system is an open architecture design, meaning that
agencies are not tied to any one brand of hardware except for the special
multiple- frequency radio modem. In addition, RAM representatives have
indicated that adjusting the number of units on the system will be easy to
do, further enhancing flexibility.
The RAM Mobile Data network is compatible with our HP Computer -Aided
Dispatching (CAD) system, due in part to the strategic partnership agreement
between RAM and OCS Technologies. In addition, RAM Mobile has direct
experience in providing this service to public safety agencies; in fact, they
have experience in providing service to multiple- agency organizations, similar
to LOGIS. According to the information provided, the system will provide
excellent response times, and it has the reliability needed for public safety
applications. This combination of factors should allow us to bring the
benefits of using an integrated MDT /MCD system to the participating police
departments in an efficient, cost - effective way. There is also the possibility
for other city departments to make use of the system for data transmissions
to and from LOGIS, and RAM has indicated an interest in pursuing this
aspect. If this works out, it could provide some further help in sharing the
initial costs of setting up the system.
Page 9 Revised 6127194
i
t
LOGIS MDTIMCD COMMITTEE
Recommendation Report
June 24, 1994
Recommendation (continued):
Another important factor in our decision is that the system offered by RAM
is available and in place today. Besides Hennepin County and US WEST, it is
the only other choice we saw that could say this. RAM Mobile has a proven
record of system reliability (including disaster recovery planning), the ability
to keep their system capacity ahead of demand, and a 24' hour monitoring
and management system. These items have a cost that we pay for, but
relief from building, maintaining, and managing a network of our own
reduces other costs that we would incur. Even so, the rates that RAM is
likely to charge are in line with the service we would receive.
The last point to be made goes back to flexibility. If conditions in the
. Minneapolis /St. Paul metropolitan area change significantly in two or three
years, the RAM Mobile solution would make it easy to change equipment or
to move to a different system entirely. The LOGIS agencies would not have
a significant investment in antennas, transmitters and receivers, and the
resulting management structure to deal with. Since RAM Mobile Data meets
our other selection criteria, this ability to adapt quickly to changes in
technology and to the availability of other systems is a compelling argument
for this solution.
Estimated costs are outlined in the following section.
Page 10 Revised 6127194
Police LOGIS EA
Depts Ah —
LOGIS HP3000 DEC
CADS stem MS -100 MDT
System SNA MicroVAX Message Switch
Gateway
aL, iC l/ r
Dispatch OCS CAD Software OCS Externals rt `�
Terminals OCS Externals Software Software D S U Etectrocom
OCS CAD -MDT Software D S U MDT Software
OCS RMS - MDT Software` Eagan
MDT
System
I nk
Modem D S U Modem
Dispatch
Terminals
i
l
Land data lines
Modem ; j —1^ PC's with
Radio Modems
Modem
D S U :sr_s
Emulation Software
State Computer RAM Mobile Data
Police Car MDT's from MDT Vendor
BCA, St Paul With Radio Modems
Proposed LOGIS CAD to MDT Connections
City of Brooklyn Center
Memorandum
To: City Manager Gerald G. Splinter
Mayor Todd Paulson
Councilmember Barb Kalligher
Councilmember Kristen Mann
Councilmember Dave Rosene
Councilmember Celia Scott ������
F ROM: Nancy Gohman, Assistant City Manager �
DATE: November 1, 1994
SUBJECT: 1995 Budget Funding Request - North Metro Highway 100 Council
We have recently received a funding request from the North Metro Highway 100 Council for
the 1995 budget in the amount of $3,000. The information regarding this funding request is
attached in a letter dated October 24, 1994, from Duane Ostlund, President, North Metro
Highway 100 Council.
As you recall, the Brooklyn Center City Council has contributed to this ro'ect in the past,
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specifically in 1994 in the amount of $2,000. Since we are into the 1995 budget process, I ask
that you consider this item at the next budget work session on November 21, 1994.
Attachment
cc: Charlie Hansen
File
First Bank
Ro
bbinsdale
i 4000 West Broadway Duane C. Ostlund
Robbinsdale, Minnesota 55422 President
October 24, 1994
Mr. Jerry Splinter
City Manager
6301 Shingle Creek Parkway
Brooklyn Center, MIN 55430
Dear 1%1r. Splinter:
The North Nfetro Highway 100 Council respectfully requests inclusion in the city's 1995 budget,
the amount of $3,000. Attached is the Highway 100 Council's 1994 budget. The 1995 budget is
currently being drafted and will be forwarded to your attention following its approval. Please
note, the city contributed to the efforts of this Council last year in the amount of $2,000.
Promotional, marketing and governmental relations expenditures are expected to be significantly
higher in 1995. In 1995 efforts wig be channelled to secure financial support from the local
business corn- munities as welt.
The Highway 100 Council's goai is to expedite the upgrading and expansion of Hinhwa.v 100.
Cu=:ently, iriayors and city manaversradn- jinistrators from the communities of Ro "';iasdale, il.w
Hope, Brooklyn Center and Crystal have been active participants. Notable successes include.
• Successful production of a local cable special featuring comments from a variety --f ke;
individuals (i.e. corridor community representatives and MN/DOT). A copy of this video is
available per your request.
• The final drafts are being completed on a Position Statement. This document is compiled
with the assistance of MN/DOT and the Metropolitan Council for the purpose of outlining
key issues associated with the corridor i.e. schedule funding, ( etc.. A co
g design, ) PY of the
draft is attached for Y our review.
• On numerous occasions, the Council has had an opportunity to network with a variety of
individuals and entities. 'i'hese meetings have been very • .
ry ana encouraging
A presentation can be made to the City Council regarding this request and the current status the
roadway. To schedule, lease coat -
Y , p act me at 536 5329.
Sincerely,
Duane Ostlund
President, North Metro Highway 100 Council
President, First Bank Robbinsdale
Enclosures
Member First Bank System
North Metro Highway 100 Council
BUDGET
REVENUE 1994
Member Communities $8,000.00
Business Community -0-
NMMA 1,000.00
Hennepin County -0-
Total Revenue 9,000.00
OPERATING EXPENSES ]$7 4
Accounting 0.00
• Administration 1,500.00
Clerical
.300.00
Governmental Relations 2,500.00
Meeting Expense 500.00
Postage 250.00
Printing 900.00
Marketir�&'Promotional Materials 1,800.00
Total Operating Expenses $8,00.00
POSITION STATEMENT FOR
TRUNK HIGHWAY 100
September 29, 1994
PROJECT SCHEDULE
The Minnesota Department of Transportation (MN /DOT) is continuing the work on the
Trunk Highway 100 reconstruction project, The following is an estimate on the time
necessary to complete the Environmental Impact Statement (EIS) portion of the
project.
► Draft EIS Release Spring 1995
* Draft EiS /Public Hearing & Information Meeting Summer 1995
► Final EIS Spring 1997
► Final EIS Adequacy Determination Fell 1997
► Record of Decision Winter 1997 -1998
PROJECT LIMITS
• Trunk Highway 100 From Glenwood Avenue North to 50th Avenue North
Munlcipalltles: Brooklyn Center, Crystal, Golden Valley, and Robbinsdale
PROJECT ALTERNATIVES
MN /DOT proposes to reconstruct the above referenced section of TH 100 to freeway
standards. This work will result in the removal of all at -grade intersections and access
locations. Existing intersections at 38th Ave. N., County State Aid Highway 81
(CSAH 81), and France Ave. N. will be replaced with new interchanges. The existing
Interchanges at TH 55, Duluth Street (CSAH 66), and 42nd Ave. N. will be redesigned
to current standards. Direct access to TH 100 will be closed at Holiday Lane,
Thotland Road, Lindsay Street, Unity Ave., 29th Ave: N., 32nd Ave. N., 34th Ave. N.,
35th Ave. N., 39th Ave, N,, Indiana Ave., and 50th Ave. N. Overpass bridges at the
Chicago and Northwestern RR, the Burlington Northern RF1, Broadway Avenue (CSAH
8), and the Soo Line RR will be replaced,
Two mainline build alternatives are being considered: a Four -Lane Alternative (two
travel lanes in each direction) and the Six - /Four -Lane Alternative (three travel lanes in
each diroction south of CSAH 81 /two travel lanes in each direction north of CSAH
81). The six -lane section of the latter alternative could have all lanes dedicated to
mixed traffic or, as a subalternative, the two inside lanes (one lane In each direction)
could be dedicated to high occupancy vehicle (HOV) use. Under the subalternative
design, HOV vehicles transferring between TH 100 and 1 -394 would be required to
• SEGMENTS / COST ESTIMATE
The TH 100 project is currently divided into four segments, This numerical order is
for clarity in the development process, and is not a reflection of construction staging.
Estimated Costs'
Construction Right-of-Way
Segment 1 Glenwood Ave. to 29th Ave, N.
intarchange Reconstruction/arldge Replacements $20 $12
Segment 2 29th Ave. N. to 39th Ave. N.
interahange Construotion $ 9 $ 20
Segment 3 39th Ave. N. to Indiana Ave,
interchange c onstruction>3 ridg e Replacements $13 $3.5
Segment 4 Indiana Ave, to 50th Ave. N.
Interchange Construction/Bridge Replacements ALL $3,5
$39
` Millions of Dollars TOTAL $47
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JEFARTMENT ❑ New Interclwrize
OF TRANSPORTATION 40 Portion of TH 100 to be Recnnstructid
Primary Contact: Secondary Contact:
Tim Stahl Ron Erickson
• Project Manager Pre Design Engineer
582- 1305 582- 1285
IMemorandum
!To: Gerald Splinter, City Manager
Charlie Hansen, Finance Director
From: Nancy Gohman, Assistant City Manager!
i
Date: November 18 1994
jRe: Prioritization and recommendation from Human Rights and Resources Commission regarding funding
requests for contractual services.
i
Average 1 2 3 4 5 6 7 Funding Request
1 North Hennepin Mediation 96 92 71 91 71 77 94 77 $ 5,000
2 NW Hennepin Human Serv. '93 97 67 84 71 70 92 76 $ 15,136
3 CEAP 88 90 54 85 83 50 91 77 $ 9,000
4 Five Cities Transportation 79 70 82 36 75 83 59 69 $ 11,010
5 Brooklyn Peacemaker Ctr. 721 86 73 0 55 75 86 58 $ 10,000
$ 50,146 total funds requested
• $ 40,860 1995 proposed budget
funding limit
The Human Rights and Resources Commission evaluates funding requests made yearly from nonprofit organizations.'
The HRRC invites representatives from nonprofit contractual services agencies who request funding from the City to a
commission meeting to make a presentation regarding their program. In the fall of 1994, the HRRC interviewed North
Hennepin Mediation, NW Hennepin Human Services Council, CEAP, and Five Cities Transportation. The HRRC
ranked the funding and service requests as shown above, with 1 being the highest rating and 5 being the lowest.
The 1995 Manager Recommended City Budget shows funding limited to $40,860, which is lower than the total
requests for funding listed above. Therefore, a priority ranking by HRRC should help the Council in making its budget
funding decisions for 1995.
I
One final note, the City Manager does not recommend funding of CEAP. This service is more directly related to
Hennepin County services than services provided by the city.
I
s
i
e' MEMORANDUM
TO: Mayor and Members of the City Counci ?
FROM: Gerald G. Splinter, City Manager
DATE: November 18, 1994
SUBJECT: 1995 Enterprise Funds Budgets
Attached are proposed budgets for the City's enterprise funds. Formal budgets for
most of these funds have never been adopted before. This is not to say they have
been without any control. The City Council has annually adopted rate studies for
the Water, Sanitary Sewer, Storm Drainage, and Recycling Funds which amounted
to budgets. In fact, the budgets for those four funds draw their numbers from the
rate studies the City Council approved earlier this fall.
The Earle Brown Heritage Center has been controlled by a budget which was part
of the Economic Development Authority budget in the past. The Liquor Fund and
Centerbrook Golf Course Fund have not had officially adopted budgets but were
closely scrutinized by the City Manager.
This is part of an effort we are making this year to significantly improve our
overall budget process. One major focus has been the activity budget presented
for the General Fund. This is the other focus, to extend budgetary control over
all important City funds.
F
LIQUOR STORES
1995 Budget
POLICIES: + Assure and enforce state and local liquor laws to insure that
alcoholic products are not sold to minors and those who are
obviously intoxicated.
+ Identify the tastes and interests of the community and develop
products lines accordingly.
+ Provide a balance of products and services for a variety of
age groups.
+ Continue to review the trends of new and changing product lines.
It is our ultimate goal to maintain a safe community by dispensing alcoholic products to our citizens in a lawful
manner and still maintain a reasonable profit.
ACTIVITIES: Percent of Sales Budget STAFFING:
Humboldt Liquor Store 29% 1.00 Liquor Stores' Manager
Boulevard Liquor Store 34% 2.00 Liquor Store Supervisors
Northbrook Liquor Store 37% 0.85 Office Assistant
100% 11.40 Cashier /Clerk
15.25 Full -time Equivalents
Actual Actual Estimated Requested Manager
Budget 1992 1993 1994 1995 Recommend
REVENUES:
Liquor Sales $835,493 $860,914 $862,798 $875,000 $875,000
Wine Sales 286,302 265,333 266,891 267,000 267,000
Beer Sales 1,373,225 1,318,596 1,372,455 1,400,000 1,400,000
Other Sales 170,731 171,030 165,375 170,000 170,000
Investment Earnings 1,203 3,125 3,300 3,300 3,300
Total Revenues $2,666,954 $2,618,998 $2,670,819 $2,715,300 $2,715,300
Less: Cost of Sales $2,011,069 $1,975,491 $2,016,468 $2,047,561 $2,047,561
Gross Profit $655,885 $643,507 $654,351 $667,739 $667,739
EXPENDITURES:
Personnel $343,674 $356,468 $371,937 $362,256 $362,256
Supplies 8,357 6,481 5,098 8,500 8,500
Other Contractual Services 51,499 51,705 54,813 35,330 35,330
Building Rent 36,031 38,897 35,128 35,950 35,950
Insurance 30,550 31,534 12,266 13,220 13,220
Utilities 20,367 23 119 65 1
23, 5 23,8 0 23,810
Depreciation 28,765 29,043 10,215 25,895 25,895
Interest Expense 17,757 16,193 14,547 12,640 12,640
Capital Outlay 4,253 6,069 2,000 12,000 12,000
Contingency 0 0 0 9,050 9,050
Total Expenditures $541,253 $559,509 $529,659 $538,651 $538,651
Operating Income $114,632 $83,998 $124,692 $129,088 $129,088
General Fund Transfer $65,000 $100,000 $100,000 $100,000 $100,000
Net Income $49,632 ($16,002) $24,692 $29,088 $29,088
Staffing (FTE) 15.8 15.1 15.3 15.3 15.3
COMMENTS: The Liquor Stores experienced significant cash outflows in 1994 due to the purchase of a new cash
register /inventory control system. Profits in 1994 and 1995 are needed to get the fund back to the
cash position it held at the end of 1993.
FUND: LIQUOR FUND Activity: HUMBOLDT STORE
Activity Description
This activity accounts for the Humboldt Municipal Liquor Store located at 1500 69th Avenue North.
Percent of Total Sales Budget 29%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part -time staff.
4) Improve efficiency due to the new liquor inventory control system & cash registers.
Recommended 1995 Budget
REVENUES:
Liquor Sales $252,875
Wine Sales 77,163
Beer Sales 404,600
Other Sales 49,262
Investment Earnings 1,100
Total Revenues $785,000
Less: Cost of Sales $591,845
Gross Profit $193,155
EXPENDITURES: STAFFING:
Personnel $115,509 0.50 Liquor Stores' Manager
Supplies 3,000 0.85 Office Assistant
Other Contractual Services 11,800 3.80 Cashier /Clerk
Insurance 4,230
Utilities 9,280 5.15 Full -time Equivalents
Depreciation 11,105
Interest Expense 12,640
Capital Outlay 4,000
Contigency 2,800
Total Expenditures $174,364
Operating Income $18,791
Comments: This budget includes a capital outlay request for the purchase and
installation of surveillance equipment.
FUND: LIQUOR FUND Activity: BOULEVARD STORE
Activity Description
This activity accounts for the Boulevard Municipal Liquor Store located at 6250 Brooklyn Boulevard.
Percent of Total Sales Budget 34%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part-time staff.
4) Improve efficiency due to the new liquor inventory control system & cash registers.
Recommended 1995 Budget
REVENUES:
Liquor Sales $301,000
Wine Sales 91,848
Beer Sales 482,872
Other Sales 58,480
Investment Earnings 1,100
Total Revenues $935,300
Less: Cost of Sales $705,321
Gross Profit $229,979
EXPENDITURES: STAFFING:
Personnel $121,344 0.25 Liquor Stores' Manager
Supplies 3,000 1.00 Liquor Store Supervisors
Other Contractual Services 12,600 3.80 Cashier /Clerk
Insurance 4,540
Utilities 6,880 5.05 Full -time Equivalents
Depreciation 6,185
Capital Outlay 4,000
Contingency 3,000
Total Expenditures $161,549
Operating Income $68,430
Comments: This budget includes a capital outlay request for the purchase and
installation of surveillance equipment.
FUND: LIQUOR FUND Activity: NORTHBROOK STORE
Activity Description
This activity accounts for the Northbrook Municipal Liquor Store located at 1966 57th Avenue North.
Percent of Total Sales Budget 37%
1995 Objectives
1) To increase sales.
2) To decrease shoplifting.
3) To try and maintain a constant level of part-time staff.
4) Improve efficiency due to the new liquor inventory control system & cash registers.
Recommended 1995 Budget
REVENUES:
Liquor Sales $321,125
Wine Sales 97,989
Beer Sales 512,528
Other Sales 62,258
Investment Earnings 1,100
Total Revenues $995,000
Less: Cost of Sales $750,395
Gross Profit $244,605
EXPENDITURES: STAFFING:
Personnel $125,403 0.25 Liquor Stores' Manager
Supplies 2,500 1.00 Liquor Store Supervisors
Other Contractual Services 10,930 3.80 Cashier /Clerk
Building Rent 35,950
Insurance 4,450 5.05 Full -time Equivalents
Utilities 7,650
Depreciation 8,605
Capital Outlay 4,000
Contigency 3,250
Total Expenditures $202,738
Operating Income $41,867
Comments: This budget includes a capital outlay request for the purchase and
installation of surveillance equipment.
LIQUOR STORES
1995 Budget
Detail of Capital Outlay
Total
Manager
Description Store Cost Requested Recommended
1. Surveillance Equipment 3 @ 4000 $12,000 12,000
Total Capital Outlay $12,000 $12,000
CENTERBROOK GOLF COURSE
1995 Budget
POLICIES: + Continue to provide an outstanding par three golf course
which can be enjoyed to the utmost by the golfers of this area.
ACTIVITIES: Percent of Budget STAFFING:
Golf Operations 68% 1.00 Grounds Supervisor
Grounds Maintenance 32% 2.00 Club House
0.75 Course Rangers
100% 1.50 Course Maintenance
0.25 Golf Lessons
5.50 Full -time Equivalents
Actual Actual Adopted Department Manager
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Green Fees $216,491 $213,469 $241,400 $243,200 $243,200
Merchandise Sales 20,545 19,918 21,000 18,000 18,000
Concessions 18,599 17,348 18,000 18,000 18,000
Other Sales 29,288 29,298 29,600 29,500 29,500
Investment Earnings 3,633 2,332 0
Total Revenues $288,556 $282,365 $310,000 $308,700 $308,700
Less: Cost of Sales $28,102 $29,352 $30,000 $28,500 $28,500
Gross Profit $260,454 $253,013 $280,000 $280,200 $280,200
EXPENDITURES:
Personnel $119,645 $121,636 $125,800 $111,567 $111,567
Admin. Services Transfer 6,500 7,000 6,800 6,200 6,200
Supplies 13,883 16,061 16,900 17,800 17,800
Other Contractual Services 10,219 17,801 18,545 17,940 17,940
Insurance 3,769 3,767 8,000 8,150 8,150
Utilities 9,770 8,943 10,375 9,500 9,500
Vehicle /Equipment Charges 0 0 22,000 19,800 19,800
Depreciation 25,435 23,236 13,365 15,725 15,725
Interest Expense 56,000 54,000 54,000 54,000 54,000
Total Expenditures $245,221 $252,444 $275,785 $260,682 $260,682
Net Income $15,233 $569 $4,215 $19,518 $19,518
Staffing (FTE) 5.6 5.8 5.5 5.5 5.5
COMMENTS: The Golf Course experienced significant cash outflows in 1994 due to the reconstruction of the
pedestrian bridge and the need to transfer cash to the Central Garage Fund for past depreciation on
equipment. Profits in 1995 are needed to get the fund back to the cash position it held at the end
of 1993. Any excess cash is used to pay down the loan from the Capital Improvements Fund.
DEPTSUM.XLS,1 1 /17/94
DEPARTMENT: Golf Course ACTIVITY: Golf Operations
Activity Description
This activity provides for the people wishing to play golf at Centerbrook such as purchasing green fees,
buying golf equipment, and helping them to understand the rules and regulations of the course.
Percent of Total Dept. Budget 68%
1995 Objectives
1) Conduct a marketing study to increase the number of golfers and improve service.
2) Increase the number of people taking lessions.
3) Make sure that the golfers are able to play at a good pace.
Part -time Employees
Recommended 1995 Budget
Revenues Staff Allocation
Green Fees $184,420 Club House 2.00
Merchandise Sales 18,000 Course Rangers 0.75
Concessions 18,000 Golf Lessons 0.25
Other Sales 29,500 Total 3.00
Total Revenues $249,920
Less: Cost of Sales $28,500
Gross Profit $221,420
Expenditures
Personnel $50,471
Admin. Services Transfer 6,200
Supplies 7,100
Contractual Services 15,340
Insurance 8,150
Utilities 9,500
Depreciation 15,725
Interest Expense 54,000
Total $166,486
Comments:
DEPARTMENT: Golf Course ACTIVITY: Grounds Maintenance
Activity Description
This activity provides for the maintenance of the golf course.
Percent of Total Dept. Budget 32%
1995 Objectives
1) To improve the appearance of the course by adding more flowers and trees.
Part -time Employees
Recommended 1995 Budget
Revenues Staff Allocation
Green Fees $94,196 Grounds Supervisor 1.00
Course Maintenance 1.50
Total $94,196 Total 2.50
Expenditures
Personnel 61,096
Supplies 10,700
Other Contractual Servi 2,600
Vehicle /Equipment Cha 19,800
Total $94,196
Comments:
EARLE BROWN HERITAGE CENTER
1995 Budget
POLICIES: + To provide meeting facilities which will attract multiple day
events thereby providing revenue to area hotel, restaurant,
and retail facilities.
+ To provide the highest level of product and service in the
meeting industry.
+ To develop new corporate, social, and trade show clients
while retaining current users.
+ To preserve the historic redevelopment of Brooklyn Farm by
maintaining the physical plant and grounds.
Mission Statement: Earle Brown Heritage Center is dedicated to providing unique facilities for meetings,
conferences and special events with style, courtesy and superior service.
ACTIVITIES: Percent of Sales Budget STAFFING:
Convention Center 81% 1.00 Manager
Inn on the Farm 10% 1.00 Maintenance Supervisor
Earles Restaurant 5% 1.00 Sales Director
Office Rentals 4% 3.00 Sales Managers
100% 1.00 Maintenance Custodian
1.00 Secretary
1.00 Receptionist
1.00 Innkeeper
1.00 Asst. Innkeeper
8.00 Set -up Crew
1.45 Custodian
1.40 Maintenance Worker
0.72 Office Assistant
1.60 Night Auditor
2.60 Hostess/Cook
2.00 Housekeeping/Laundry
28.77 Full -time Equivalents
Actual Actual Adopted Estimated Budget
Budget 1992 1993 1994 1994 1995
REVENUES:
Room Rentals $ 484,003 $605,776 $654,400 $676,644 $795,000
Food & Liquor Sales 73,689 908,371 919,800 1,254,996 1,399,227
Equipment Rents 48,291 73,014 63,000 86,600 101,310
Office Rents 108,842 112,823 116,363 111,498 103,803
Other 80,332 112,111 125,735 120,854 137,899
Total Revenues $795,157 $1,812,095 $1,879,298 $2,250,592 $2,537,239
EXPENDITURES:
Personnel $550,601 $587,078 $617,425 $620,004 $722,727
Contract Personnel 0 291,289 309,764 396,521 456,863
Management Fees 0 75,271 94,150 109,372 122,500
Food & Liquor Costs 19,975 236,303 249,461 322,976 368,051
Supplies 60,577 127,029 160,858 136,991 146,588
Utilities 120,713 128,653 128,690 134,375 137,575
Other 252,096 331,158 308,653 367,370 336,245
Capital Outlay 38,862 30,824 22,537 35,581 82,656
Contigency 0 18,947 0 22,090
Total Expenditures $1,042.824 $1,807,605 $1,910,485 $2,123,190 $2,395,295
Operating Income ($247,667) $4,490 ($31,187) $127,402 $141,944
Administrative Services (54,240) (38,160) (42,192) (42,192) (51,916)
Property Taxes (62,541) (65,679) (71,800) (64,499) (67,196)
Interest Paid to the City (9,141) (14,298) (8,000) (20,711) (22,832)
Net Income (Loss) ($373,589) ($113,647) ($153,179) $0 $0
Staffing (FTE) 23.8 24.4 24.3 25.0 28.8
COMMENTS: See following page for budget comments.
EBHC
1995 BUDGET
ADDITIONAL COMMENTS
The 1995 budget is aggressive. The Heritage Center has the growth potential to
sustain this budget. The very high level of service provided to the clients does require
a commitment to staffing increases to meet the demand. However, current staff is
stretched and will not be able to support the additional sales volume development
without the additions requested.
The addition of Earle's to the Inn, while still in its first year start -up mode, is providing
the additional exposure we had hoped to see. Reservations are increasing and the
guest response to the concept has been overwhelming.
Area hotels, restaurants and shopping are benefiting from the Centers presence in the
community. The trickle down effect in 1994 should be close to half a million dollars.
The facility also has provided visibility and recognition to Brooklyn Center in terms of
uniqueness, product value, and service levels. These intangible assets are of great
value.
FUND: EARLE BROWN HERITAGE CENTER Activity: CONVENTION CENTER
Activity Description
The Convention Center provides a unique conference, social, and trade show environment where guest service and
client satisfaction build a solid base of repeat customers. Catering provides food and beverage services to the facility
as a whole while maintaining the highest service standards, exceptional food product, and consistent level of
profitability.
Percent of Total Sales Budget 81%
1995 Objectives
Convention Center
1) Continue to develop new clients through direct mail campaigns and on -site facility exposure.
2) Continue prior trends of yearly business increases by booking an additional 24% over 1994.
3) Continue ongoing maintenance & painting required to present the facility in the best
possible light.
Catering
1) Continue to provide the finest quality of food and beverage to Heritage Center clients.
2) Develop additional revenue by increasing some food prices and by creating new menus
to satisfy repeat clients.
3) Aggressively market and sell catering services to reflect a sales increase consistent with
the increased room rental budget.
1993 1994 1995
Actual Estimated Budget
REVENUES:
Room Rentals $408,456 $460,000 $585,000
Food & Liquor Sales 900,703 1,202,982 1,260,875 STAFFING:
Equipment Rentals 73,014 86,600 101,310 0.80 Manager
Other 100,254 100,498 111,102 0.73 Maint. Supervisor
Total Revenues $1,482,427 $1,850,080 $2,058,287 1.00 Sales Director
3.00 Sales Manager
EXPENDITURES: 0.73 Maint. Custodian
Personnel $384,872 $395,179 $500,166 1.00 Secretary
Contract Personnel 291,289 381,976 431,630 0.94 Receptionist
Management Fees 75,271 105,172 110,500 8.00 Set -up Crew
Food & Liquor Costs 218,127 274,020 305,885 1.05 Custodian
Supplies 102,850 111,667 116,307 1.05 Maint. Worker
Promotion/Advertising 69,984 54,825 57,053 0.72 Office Assistant
Repairs & Rentals 54,295 53,318 59,662 19.02 FTE's
Utilities 104,909 108,591 111,660
Other 121,423 123,620 130,409
Capital Outlay 29,530 34,374 70,808
Contingency 0 0 17,126
Total Expenditures $1,452,550 $1,642,742 $1,911,206
Operating Income (Loss) $29,877 $207,338 $147,081
Administrative Services (21,200) (26,370) (28,842)
Interest Paid to the City (7,820) (11,654) (12,157)
Net Income /(Loss) $857 $169,314 $106,082
Comments: See following pages for budget comments, capital outlay and personnel justifications.
CONVENTION CENTER
1995 BUDGET
ADDITIONAL COMMENTS
Revenues reflect the effect of a 24% increase in room rentals. This is a very
aggressive goal which requires the addition of one sales position and a half -time
clerical position. The Heritage Center has developed a solid customer - oriented service
reputation. Maintaining this reputation creates high staffing demands.
Capitol Outlay: Carpet in the Stable is worn, stained, has some burns and needs
replacing. We rent chairs too often due to higher occupancy and need to purchase
200 (minimum order for price break). Computers are six years old, technologicaly
outdated, and need upgrading to allow quicker response to clients and increased help
to staff.
Sales revenues have continued to grow at a pace of 12 -15% year to year for the last
three years.
Catering revenues reflect increased volume due to the anticipated higher level of
business in 1995 and due to a small (approximately 3 %) price increase over 1994
prices.
The following chart will clearly show the growth of activity in terms of number of
events held by year:
1990 (April to December) 135 events
1991 (Full year) 237 events +75.5%
1992 (Full year) 401 events +69%
1993 (Full year) *467 events + 16.4%
1994 (10 Month actual,2 month est.) *497 events +6.2%
*Increased booking of multiple day events.
CONVENTION CENTER
1995 Budget
Detail of Capital Out
i
Total Manager
Description Unit/Cost Requested Recommended
1. Remodel Loft Area $6,000 $6,000
2. Carpet - Captains /Estate 13,557 13,557
3. Action Stacker Chairs 200 @ 121 24,192 24,192
4. Sound System - C Barn 1,820 1,820
5. Hand -Held Microphone 1 @ 1086 1,086 1,086 *
6. Buhl Overhead & Cara 1 @ 902 902 902 *
7. 10 x 10 First Fold Screen 1 @ 602 602 602 "
8. Television & Cart 1 @ 771 771 771 *
9. Network Computer 1 @ 4500 4,500 4,500
10. Personal Computers 6 @ 2260 13,560 13,560
11. Mail Server Pack 1 @ 455 455 455
12. Microsoft Office Upgrade 3 @ 282 846 846
13. Microsoft Office 3 @ 479 1,437 1,437
14. Computer Training 1,080 1,080
Total Capital Outlay $70,808 $70,808
Comments:
The noted capital outlay items are supported by rental charges to clients.
Expected payback period for the microphone, overhead & cart, and
screen is less than one year.
FUND: EARLE BROWN HERITAGE CENTER Activity: INN ON THE FARM
Activity Description
The activity of the Inn is a two -fold process:
1. A historic preservation which serves as a showcase for much of the community's past; and
2. Serving as a working Country Inn serving social, corporate, and travel clientele who are visiting and /or doing
business in the North Metro Area.
Percent of Total Sales Budget 10%
1995 Objectives
1) To continue development of corporate clients who are the base of our repeat business.
2) To maintain the strong occupancy levels experienced during 1994.
3) To develop direct mail or other promotions to increase winter occupancy.
1993 1994 1995
Actual Estimated Budget
REVENUES:
Room Rentals $183,360 $203,244 $210,000
Meal Sales 7,668 19 ,975 25,200 STAFFING:
Facility Rentals 13,960 13,400 13,100 0.10 Manager
Other
6,635 15,527 8,533 0.10 Maint. Supervisor
Total Revenues $211,623 $252,146 $256,833 0.10 Maint. Custodian
0.80 Innkeeper
EXPENDITURES: 0.80 Asst. Innkeeper
Personnel $179,672 $186,068 $175,491 0.06 Receptionist
Supplies 18,299 19,182 21,915 1.60 Night Auditor
Food Costs 18,176 37,931 30,550 2.60 Hostess /Cook
Other Services 25,331 28,825 24,674 2.00 Housekeeper
Advertising 25,851 17,606 15,126
Repairs & Rentals 15,511 12,784 8,531 8.16 FTE's
Insurance 1,381 3,719 3,884
Utilities 17,023 18,528 18,572
Capital Outlay 740 1,207 8,726
Contingency 0 0 3,618
Total Expenditures $301,984 $325,850 $311,087
Operating Income (Loss) ($90,361) ($73,704) ($54,254)
Administrative Services ($12,720) ($10,548) ($14,421)
Property Taxes (29,133) (28,626) (29,816)
Interest Paid to the City (6,478) (9,057) (10,675)
Net Income /(Loss) ($138,692) $1� ($109,166)
Comments: See following pages for budget comments, capital outlay and personnel justifications.
i
INN ON THE FARM
1995 BUDGET
ADDITIONAL COMMENTS
Revenue from overnight accommodations reflects an occupancy rate of 68% at an
A.D.R. (average daily rate) of $85.00. Room prices have been raised up to $20.00
per room per night to create a unified single price structure (except for suite).
Corporate rate continues at $72.00 weekdays, $90.00 weekends.
Occupancy levels have grown from 16% in 1991 to approximately 65% for 1994,
and has averaged over 75% since June.
Seminar and retreat business has strongly developed in the last two years from 67 to
170 (est.), an increase of 253 %.
The high occupancy levels, increased corporate seminar business, and addition of a
restaurant require that the Innkeeper have an assistant trained in the management of
the Inn. Hours projected for this position are deleted from part -time hours. The
additional cost of the position is the benefits package which will aid in keeping that
trained staff person.
Capitol outlay requires purchase of 22 chairs for the Sunroom. Original chairs
purchased are worn out, unraveling and need to be replaced. New chairs speced are
similar in appearance but are far more durable and comfortable for day long seminar
use.
INN ON THE FARM
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommended
1. Commercial Washer
and Commercial Dryer 2 @700 $1,400 $1,400
2. Chairs for Sunroom 22 @ 333 7,326 7,326
Total Capital Outlay $8,726 $8,726
FUND: EARLE BROWN HERITAGE CENTER Activity: EARLES
Activity Description
Earles serves a complement to the Inn and the Heritage Center as a whole by offering the complete
package of overnight accommodations and a dining opportunity. Earles features Midwest cuisine of the
past and present which is in keeping with the spirit of a historic preservation.
Percent of Total Sales Budget 5%
1995 Objectives
1) Develop a minimum occupancy average of 32 covers.
2) Maintain exceptional food quality while promoting regional gourmet cuisine.
3) Provide unparalleled service to guests.
4) Increase exposure to the Inn through Earle's guests.
1994 1995
Estimated Budget
REVENUES:
Meal Sales $26,039 $96,512
Liquor Sales 6,000 16,640
Total Revenues $32,039 $113,152
EXPENDITURES: STAFFING:
Personnel $5,970 $18,316 0.05 Manager
Contract Personnel 14,545 25,233 0.02 Maintenance Supervisor
Management Fees 4,200 12,000 0.02 Maintenance Custodian
Supplies 768 985 0.20 Innkeeper
Food & Liquor Costs 11,025 31,616 0.20 Asst. Innkeeper
Other Services 1,396 10,904
Advertising 9,444 4,399 0.49 FTE's
Repairs S Rentals 0 1,028
Opening Costs 44,789 0
Contingency 0 287
Total Expenditures $92,137 $104,768
Operating Income (Loss) ($60,098) $8,384
Administrative Services $0 ($2,885)
Net Income /(Loss) ($60,098) $5,499
Comments: Food revenues are based on 32 reservations (covers) per night, two nights a week (104
nights for the year), at a per person cost of $28.50. Liquor revenues are based on the
same reservation basis at a $5.00 per person cost. Occupancy is figured at 40 %.
Earle's is still in its first year start up mode. The critic's reviews of food and concept have
been very complimentary. Guests continue to express delight at the concept and content.
Saturday reservations are running about 25 covers, with Friday at lower levels. As with
the Inn and Convention Center, growth will come with exposure.
FUND: EARLE BROWN HERITAGE CENTER Activity: OFFICE RENTALS
Activity Description
The H and D Barns provide commercial office rental space for a variety of tenants under leases to the Heritage
Center for specified terms.
Percent of Total Sales Budget 4%
1995 Objectives
1) To maintain 100% occupancy of the commercial office space.
2) To continue to provide appropriate maintenance to maintain current high standards.
3) To respond to tenant concerns, if any, in a timely manner.
1993 1994 1995
Actual Estimated Budget
REVENUES:
Office Rents $112,823 $111,498 $103,803
Cleaning Services 4,288 4,529 4,620
Other 934 300 544
Total Revenues $118,045 $116,327 $108,967
EXPENDITURES: STAFFING:
Personnel $22,534 $32,787 $28,754 0.05 Manager
Supplies 5,880 5,374 7,381 0.15 Maint. Supervisor
Other Services 7,322 7,782 14,634 0.15 Maint. Custodian
Repairs & Rentals 8,650 7,133 3,525 0.40 Custodian
Insurance 1,410 2,129 2,416 0.35 Maint. Worker
Utilities 6,721 7,256 7,343
Capital Outlay 554 0 3,122 1.10 FTE's
Contingency 0 0 1,059
Total Expenditures $53,071 $62,461 $68,234
Operating Income (Loss) $64,974 $53,866 $40,733
Administrative Services (4,240) (5,274) (5,768)
Property Taxes (36,546) (35,873) (37,380)
Net Income /(Loss) $24,188 $12,719 ($2,415)
Comments: Revenues reflect:
1. Loss of Farm Journal in "H" Barn.
2. Move of North Metro CVB from Stable to "H" Barn.
3. Use of former CVB space for Heritage Center Catering staff.
See following pages for capital outlay justifications.
OFFICE RENTALS
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommended
1. Paint Sprayer 1 @ 2024 $1,622 $1,622
2. Remove Office Walls 1,500 1,500
Total Capital Outlay $3,122 $3,122
WATER UTILITY FUND
1995 Budget
POLICIES: + Maintain a comprehensive system for water pumping,
storage and distribution
+ Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible while providing adequate revenue
This fund accounts for the provision of water to customers. Administration, wells, storage, and distribution are
included. The fund is managed by the Public Services Director and has been established as an enterprise fund.
Enterprise funds are self supporting activities of the city which render services on a user charge basis to the
general public
ACTIVITIES: Percent of Budget STAFFING:
Well Maintenance & Repair 18% 0.48 Public Utilities Supervisor
Tower Maintenance & Repair 1% 4.43 Maintenance II
General Maintenance & Repair 37% 0.58 Part Time
Work for Customers /Contractors 21% 5.49 Full -Time Equivalents
Water Quality /Safety 11 %
Administration & Billing 12%
100%
Actual Actual Estimated Department Manager
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $843,697 $772,401 $943,000 $1,032,000 $1,032,000
Meter Sales 18,401 30,346 20,000 19,000 19,000
Penalties 34,759 45,387 30,000 30,000 30,000
Investment Earnings 286,501 280,860 237,644 219,531 219,531
Special Assessments 28,283 30,101 19,000 20,000 20,000
Other Revenue 1,767 820 1,000 1,000 1,000
Total Revenues $1,213,408 $1,159,915 $1,250,644 $1,321,531 $1,321,531
EXPENDITURES:
Personnel $244,213 $228,702 $221,967 $215,193 $215,193
Supplies 105,388 68,699 90,312 92,700 92,700
Other Contractual Services 173,799 127,291 148,542 199,099 199,099
Utilities 134,905 128,901 135,346 142,113 142,113
Depreciation 233,447 267,279 246,500 260,000 260,000
Interest and Fiscal Fees 1,940 0 0 0 0
Capital Outlay 0 0 0 31,000 31,000
Total Expenditures $893,692 $820,872 $842,667 $940,105 $940,105
Operating Income $319,716 $339,043 $407,977 $381,426 $381,426
Vehicle Maint. Reimbursement $0 $16,925 $39,414 $43,218 $43,218
Admin. Services Transfer 104,100 88,581 102,635 115,652 115,652
Total Transfers $104,100 $105,506 $142,049 $158,870 $158,870
Net Income $215,616 $233,537 $265,928 $222,556 $222,556
Staffing (FTE) 5.5 5.5 5.5 5.5 5.5
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the attached utility rate study for a more complete picture
of the utility's financial condition. Substantial profits are needed to provide the cash flow for
construction projects.
WATER UTILITY RATE STUDY: 1995 OPTION 1:
Publutil \watrat95
08-Se p 95 .. i 1992 .. > ...
1999 1;994 ) 995 19'96 3'997 °.19$8
EXPENDITURES
1) Operations
Personal Service 348,313 317,283 324,083 330,845 344,079 357,842 368,577
Contractual 173,799 144,216 148,542 152,999 157,589 162,316 167,186
Supplies & Materials 105,388 68,699 90,000 92,700 95,481 98,345 101,296
Heat, Light & Power 134,905 128,901 135,346 142,113 149,219 156,680 164,514
Interest on Debt 1,855 0 0 0 0 0 0
Vehicle Operating Costs 39,414 43,218 45,000 49,000 54,000
State Connection Surcharge 0 0 46,100 46,100 46,100 46,000 46,000
Depreciation Expense 233,447 267,279 246,500 260,000 297,000 325,000 339,000
TOTAL EXPENDITURES $997,707 $926,378 $1,029,986 $1,067,975 $1,134,468 $1,195,184 $1,240,573
REVENUES
2) Billing Revenues $843,697 $772,401 $943,000 1,032,000 1,080,000 1,128,000 1,164,000
Water in MGAL 1,320,000 1,150,000 1,150,000 1,200,000 1,200,000 1,200,000 1,200,000
.. ..... ; :::..::.::.... .
::, RATE 113(10 {3/�L :: ,:.: >;il 64 �0 73 .::... , �� :..: ...:.::...;:...:...:....:.
3) Miscellaneous Operating 53,160 75,733 60,000 60,000 60,000 60,000 60,000
4) Miscellaneous Non- operating 30,050 30,921 10,000 10,000 10,000 10,000 10,000
5) 1/2 Interest Earnings (Phased Out By 1996) 114,600 84,258 47,529 21,953 0 1 0 0
TOTAL REVENUES $1,041,507 $963,313 $1,060,529 $1,123,953 $1,150,000 $1,198,000 $1,234,000
:;::> . $4 AQ: G 93.5.:: : �a4.3 S55 :978' ::.. .... t 532:..: < >" :::: ...
::> :: <: >:<'.... 57.3 )
PROJECTED 1NG OR 3 -0� . ....::. ,8 . . .:. : . .::::::.:.:::...::.< ..: • :..::.:::.:.:.:,.:.:... ! .3
... ....:. ...
: ....
6) 1/2 Interest Earnings (100% By 1996) 171,901 196,602 190,115 197,578 216,509 213,061 203,105
213 537 220 55J 253'556 $232` 1 X215 877':::: > >: >: > >:196'532
IVET.1fUGOI111E OF�LC55 ::: »:;;: <> >`:'. »::.;: .... :: ..5,7131: ::;:.::... .................... ::.... ...... ..::. ..::::.::..: :...
1392 :: 1X96 1994 1935 19.9.6.,
EFFECT ON CASH &
INVESTMENTS:
7) Start of Year Cash & Inv $4,450,204 $4,665,394 $4,752,886 $4,390,625 $4,330,181 $4,261,222 $4,062,100
8) Capital Outlay (188,958) (413,324) (829,420) (574,000) (598,000) (740,000) (200,000)
9) Net Income or Loss 215,701 233,537 220,659 253,556 232,041 215,877 196,532
10) Bond Debt Retired (45,000)
11) Depeciation Add -back 233,447 267,279 246,500 260,000 297,000 325,000 339,000
7.52 886 �4 . 9(1625 94 3303 1 >81 2"6 t 222 $�# 1162 141Q ....... 4 39763Z;:
1 €2 End: of Y.sar> Cash. & :Inv .....:.:......:::>: : >:`: > <:::+4,6C5,3..::..: ::..:� ... .,.... .... , ......:::::....:.R ... ....... .... .,. .
................ I .............:.:..: ;.:: ; >.::: >;:::.:.....................................::::.::.:.::.::::.::::::.::...:::::::.:.::.::::..:::::.:.....::...:..::...::::::.:...:...:.:....:....:.:.:.:.::.:..:.:.::.:..:..:..::.:...:.:.:.:.::...::...::::.::..:.::..:::.:.............:..::........::..:... .................:.::.:......:: .
Restricted Inv 3,700,000 3,700,000 3,700,0001 3,700,000 3,700,000 3,700,000 3,700,000
Unrestricted Inv 965,394 1,052,886 690,625 630,181 561,222 362,100 697,632
DEPARTMENT: Water (156) ACTIVITY: Well Maintenance
And Repair
Activity Description
This activity includes: 1) Maintenance of the city's nine wells, which includes buildings, equipment and
property. 2) Monitoring the Jordan Aquifer, which is the city's source of water.
Percent of Total Dept. Budget 18%
1995 Objectives
1) Continue six year maintenance cycle for wells. Pull, inspect and make necessary repairs.
2) Monitor static /pumping levels and well depths as required by the MN Dept. of Health.
3) Maintain chemical feed equipment. Repair, replace and continue preventative maintenance.
4) Make necessary emergency repairs in a timely fashion.
5) Preventative maintenance on electrical controls and SCADA telemetry system.
6) Building and grounds repair and maintenance.
7) New electric controls at wells 5, 6 and 7.
Requested 1995 Budget
Revenues
Property Tax/Misc $16,800
Service Charges 180,116
Total $196,916
Expenditures Staff Allocation FTE's
Personnel $51,647 Public Utilities Supervisor 0.04
Supplies $25 029 Maintenance II 0.99
PP ,
Utility Charges ges $38,371 Part -time 0.03
Contractual Services $0 FTEs, this activity 1.06
Vehicle Services $11,669
Depreciation $70,200
Total $196,916
Comment
DEPARTMENT: Water (156) ACTIVITY: Tower Maintenance
And Repair
Activity Description
This activity includes: Maintenance of the city's three elevated storage tanks, which have a combined
total of three million gallons.
Percent of Total Dept. Budget 1%
1995 Objectives
1) Routine inspections, interior and exterior, to maintain integrity.
2) Maintain tower coatings to insure structural integrity, complying with
all state and federal rules and regulations pertaining to application.
3) Maintain proper fluctuation during winter months to avoid possible damage to structures.
4) Maintain accurate calibration of all tower levels.
5) Landscape tower #1.
6) Paint tower #2
Requested 1995 Budget
Revenues
Property Tax/Misc $700
Service Charges 6,832
Total $7,532
Expenditures Staff Allocation FTE's
Personnel $2,152 Public Utilities Supervisor 0.01
Supplies $927 Maintenance II 0.01
Utility Charges $1,421 Part -time
Contractual Services $0 FTEs, this activity 0.02
Vehicle Services $432
Depreciation $2,600
Total $7,532
Comment
i
DEPARTMENT: Water (156) ACTIVITY: General Maintenance
And Repair
Activity Description
This activity includes : Maintenance and emergency repair of the water distribution system and its
appurtenances. The city has 115 miles of water main, 1,411 water valves and 837 fire hydrants.
Percent of Total Dept. Budget 37%
1995 Objectives
1) Routine maintenance and emergency repair of fire hydrants.
2) Routine maintenance and emergency repair of gate valves.
3) Repair of water main breaks.
4) Seasonal and routine flushing of water mains
5) Update SCADA hardware and software.
Requested 1995 Budget
Revenues
Property Tax/Misc $18,900
Service Charges 384,610
Total $403,510
Expenditures Staff Allocation FTE's
Personnel $58,102 Public Utilities Supervisor 0.06
Supplies $27,810 Maintenance II 0.94
Utility Charges $42,634 Part -time 0.20
Contractual Services $152,999 FTEs, this activity 1.20
Vehicle Services $12,965
Depreciation $78,000
Capital Outlay $31,000
Total $403,510
Comment
DEPARTMENT: Water (156) ACTIVITY: Work For Customers
And Contractors
Activity Description
This activity includes : Maintenance of meters, locating water mains and services and providing services
for customers and contractors. The city has 8,336 metered residential connections and 375 metered
commercial /industrial connections.
Percent of Total Dept. Budget 21%
1995 Objectives
1) Change, read and repair residential and commercial water meters.
2) Provide locating services as per Gopher State One Call.
3) Inspect new water services and mains and disconnects.
4) Provide field accounting such as red tags and shut offs.
5) Provide public information related to ordinances, rules and specifications.
6) Provide fire flow information and assist insurance companies in gathering
additional information as needed. i.e. assist with fire flow testing.
Requested 1995 Budget
Revenues
Property Tax/Misc $20,300
Service Charges 214,276
Total $234,576
Expenditures Staff Allocation FTE's
Personnel $62,406 Public Utilities Supervisor 0.02
Supplies $29,664 Maintenance II 1.14
Utility Charges $45,476 Part -time 0.11
Contractual Services $0 FTEs, this activity 1.27
Vehicle Services $13,830
Depreciation $83,200
Total $234,576
Comment
DEPARTMENT: Water (156) ACTIVITY: Water Quality
And Safety
Activity Description
This activity includes: 1) Testing of the municipal water supply as required, plus additional proactive
testing. 2) Training in chemical handling and safety, machine and work zone safety and other training
deemed necessary.
Percent of Total Dept. Budget 11%
1995 Objectives
1) Eight bacteria samples taken weekly, as required by the state health dept.
2) Daily flouride samples collected and tested in house. Monthly report to the state.
3) Lead /copper and other samples collected as required by the state health dept.
4) Proactive samples collected and tested in house and by contracted labs.
5) Training sponsored by the MN Dept. of Health
6) Yearly training by the city in right to know, confined space entry and work zone safety
and other training as deemed necessary.
Requested 1995 Budget
Revenues
Property Tax/Misc $6,300
Service Charges 112,970
Total $119,270
Expenditures Staff Allocation FTE's
Personnel $19,367 Public Utilities Supervisor 0.02
Supplies $9,270 Maintenance II 0.37
Other Contractual $46,100 Part -time 0.01
Utility Charges $14,211 FTEs, this activity 0.40
Depreciation $26,000
Vehicle Services $4,322
Total $119,270
Comment Capital outlay items include; a truck and truck mounted drill rig and a cut off saw.
•
DEPARTMENT: Water (156) ACTIVITY: Administration
& Billing
Activity Description
This activity includes : Administration of water department functions, practices, rules and procedures.
Percent of Total Dept. Budget 12%
1995 Objectives
1) Begin preparing public facilities plan as required by the metropolitan council.
Plan is due by January 1, 1996.
2) Maintain records and prepare regular and special reports as required.
3) Supervise operation and maintenance of the municipal water supply system.
4) Monitor operational budget and authorize expenditures in compliance with policies
and procedures.
5) Supervise programs to monitor water consumption and enforce policies related to
delinquent accounts, as well as work by others which may impact the public utilities
system.
6) Review and evaluate the performance of utility personnel and provide training, positive
reinforcement and constructive directives.
7) Enforce safety and environmental rules and regulations.
8) Keep divisional personnel currently informed of City polices /procedures and
accountable for their job responsibilities.
9) Evaluate and coordinate the appropriate response to emergency situations.
Requested 1995 Budget
Revenues
Property Tax/Misc $7,000
Service Charges 130,171
Total $137,171
Expenditures Staff Allocation FTE's
Personnel $21,519 Public Utilities Supervisor 0.33
Supplies $0 Maintenance II 0.13
Admin Services $115,652 Part -time 0.00
Contractual Services $0 FTEs, this activity 0.46
Capital Outlay $0
Total $137,171
Comment
WATER UTILITY FUND
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommende
1. Truck Mounted Drill Rig 1 @13,000 $13,000 $13,000
Z. Truck - replacement for existing 1 @ 17,000 17,000 17,000
truck, to be fitted with drill rig
3. Cut Off Saw 1 @1,000 1,000 1,000
Total Capital Outlay $31,000 $31,000
SANITARY SEWER FUND
1995 Budget
POLICIES: + Maintain a comprehensive system for collection and pumping of
sanitary sewage
+ Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible while providing adequate revenue
This fund accounts for the collection and pumping of sanitary sewage through a system of sewer lines and lift
stations. Sewage is treated by the Metropoiltan Council Wastewater Services, whose fees account for
approximately 72% of this fund's expenditures. The fund is managed by the Public Services Director and has
been established as an enterprise fund. Enterprise funds are self supporting activities of the city which render
services on a user charge basis to the general public
ACTIVITIES: Percent of Budget STAFFING:
Lift Station Maintenance 7% 0.42 Public Utilities Supervisor
General Maintenance 14% 2.20 Maintenance 11
Work for Customers 2% 0.20 Part Time
Administration & Billing 5% 2.82 Full -Time Equivalents
M.C.W.S. Charges 72%
100%
Actual Actual Estimated Department Manager
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $1,920,796 $2,114,429 $2,229,978 $2,237,415 $2,237,415
Investment Earnings 221,547 201,091 166,124 152,647 152,647
Other Revenue 560 921 1,000 1,000 1,000
Total Revenues $2,142,903 $2,316,441 $2,397,102 $2,391,062 $2,391,062
EXPENDITURES:
Personnel $95,890 $93,861 $112,680 $123,696 $123,696
Supplies 12,995 13,999 14,699 15,434 15,434
Other Contractual Services 71,898 58,315 79,002 82,952 82,952
M.C.W.S. Charges 1,411,582 1,364,719 1,341,382 1,394,964 1,394,964
Utilities 16,889 17,762 18,650 19,583 19,583
Depreciation 194,879 126,055 132,000 152,000 152,000
Capital Outlay 16,520 16,520
Total Expenditures $1,804,133 $1,674,711 $1,698,413 $1,805,149 $1,805,149
Operating Income $338,770 $641,730 $698,689 $585,913 $585,913
Vehicle Maint. Reimbursement $0 $16,925 $18,650 $68,237 $68,237
Admin. Services Transfer 104,100 88,569 82,450 77,102 77,102
Total Transfers $104,100 $105,494 $101,100 $145,339 $145,339
Net Income $234,670 $536,236 $597,589 $440,574 $440,574
• Staffing (FTE) 2.8 2.8 2.8 2.8 2.8
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the attached utility rate study for a more complete picture
of the utility's financial condition. Substantial profits are needed to provide the cash flow for
construction projects. SAN95.XLW,11 /18/94
SANITARY SEWER RATE STUDY: 1995 OPTIONI:
PURateslsewrat95
09-Sep-95
EXPENDITURES
1) Operations
Personal Service 199,990 182,430 187,903 200,798 206,822 213,027 219,417
Contractual Service 71,898 75,240 79,002 82,952 87,100 91,455 96,027
Supplies & Materials 12,995 13,999 14,699 15,434 16,206 17,016 17,867
Heat, Light, & Power 16,889 17,762 18,650 19,583 20,562 21,590 22,669
Vehicle Operating Costs 60,000 68,237 75,000 83,000 91,000
Depreciation Expense 194,879 126,055 133,000 152,000 198,000 244,000 259,000
Subtotal: City O &M Expense $496,651.00 $415,486.00 $493,253.95 $539,003.60 $603,688.97 $670,086.98 $705,980.80
MCWS Charges $1,411,582.00 $1,364,719.00 $1,341,312.00 $1,394,964.48 $1,450,763.06 $1,508,793.58 $1,569,145.32
TOTAL EXPENDITURES $1,908,233.00 $1,780,205.00 $1,834,565.95 $1,933,968,08 $2,054,452.03 $2,178,880.56 $2,275,126.12
REVENUES
2) Billing Revenues $1,920,796 $2,114,429 $2,229,978 $2,237,415 $2,340,541 $2,479,453 $2,539,945
Residential Accts 6,845 6,827 6,650 6,610 6,480 6,455 6,430
Etuatterf Char a $t3 75 ?fq0 $42::54
Y. ,., ,...9.. .. ; .. 511 ; S!i5;0i1 -_ .$4713Q , $49
Senior Accts 1,625 2,170 2,100 2,150 2,000 2,025 2,050
Ctuerferiy Chg►9 4 : ..:.::.. 9 G . 32� ov> sz3?ao s23 an :..... .....�a�s ...... ...: .:¢2s 93 ¢26s$:
................ .
Apartment Accts 3,523 3,545 3,515 3,515 3,510 3,510 3,500
Quarterly Charge $25.03 $28.00 $29.75 $29.75 $31.50 $33.25 $33.95
Non - residential Water 234,600 285,000 285,000 290,700 296,500 302,400 308,400
RATEYE 10q..OGAL........ $9:Q3 $1 BO $17A $1 7q : >.... .. $l :Bp .. ... ...:...$ .. $1,9d
3) Miscellaneous Operating 0 O 0 0 0 0 O
4) Miscellaneous Non- operating 560 921 1,000 1,000 1,000 1,000 1,000
5) Interest Earnings (Phased Out By 1996) 88,619 60,327 33,225 15,265
TOTAL REVENUES $2,009,975 $2,175,677 $2,264,202 $2,253,680 $2,341,541 $2,480,453 $2,540,945
0... $95 4721*29 '2
.... .: .. $.i ..... :.:. .:.:..: ...:.::. 36..............
6) Interest Earnings (100% By 1996) 132,928 140,764 132,899 137,382 190,401 211,521 206,889
::.L�5 :.:::::::::...::.:::.;; ::.::.,:.::::,...::.;< ..:..:23.. 6::0.. » >:53$ 236::: »::::.::::;:::56"..5.35::!.57 09 7: �$
5 ::::.:::.: :::::.:.;•...;..:.....:..:.:... ;.:•, ....<::......� ..: ..,..:..::..:::.:. :. : :...:.........:...:.:...::._ �..:,......::.::.:::.:.:.....:, !�.:::.::..:...��'�..,..... U ..::::.> �513,U93 :
1992 :...:: `c:..:.::. 7:993:; : >:< ^•: ;; . ...:.::1 994:... <:; :.::::: °;;....:1:995:. ' z . " . 5 :;:::<:::;.z<: _. <..• .>
... ::... .:9..99 1997:;.:. >•,:::.; ...... 1!98
EFFECT ON CASH &
INVESTMENTS
7) Start of Year Cash & Inv $3,566,312 $3,060,463 $3,322,469 $3,052,934 $3,808,028 $2,644,018 $2,586,111
8) Capital Outlay (935,398) (400,285) (965,070) (1,854,000) (1,579,500) (564,000) (630,000)
9) Net Income or Loss 234,670 536,236 562,535 457,094 477,490 513,093 472,708
10) Debt Service 2,000,000 (260,000) (251,000) (268,500)
11) Depreciation Add -back 194,879 126,055 133,000 152,000 198,000 244,000 259,000
1 # e < 3' 7
2l end a Y, arast1. &.lnv .....:::........:.......: $3 060x::.. .::..:...::.3,322.456 r848,OZ8.,::
_ :.:.... :.:..:.. :. .. _:.::.. ;::. ;.;...:.:....::... ........ ...............
Restricted Investments 300,000 300,000 300,000 300,000 300,000 300,000 300,000
Unrestricted Investments 2,760,463 3,022,469 2,752,934 3,508,028 2,344,018 2,286,111 2,119,319
DEPARTMENT: San. Sewer (157) ACTIVITY: Lift Station Maintenance
Activity Description
This activity includes : Maintenance of the city's ten lift stations, which includes buildings, equipment and
property.
Percent of Total Dept. Budget 7%
1995 Objectives
1) Continue established preventative maintenance program.
2) Monitor inflow and pump efficiency.
3) Preventative maintenance on electrical controls and Intrac alarm system.
4) Building and grounds repair and maintenance. Seal #2 lift, entire building.
5) Begin engineering /design phase for replacement of #1 lift and force main.
Requested 1995 Budget
Revenues
Property Tax/Misc $320
Service Charges 137,575
Total $137,895
Expenditures Staff Allocation FTE's
Personnel $38,346 Public Utilities Supervisor 0.01
Supplies $6,020 Maintenance II 0.60
Utility Charges $7,637 Part -time 0.06
Contractual Services $0 FTEs, this activity 0.67
Vehicle Services $26,612
Depreciation $59,280
Total $137,895
Comment
•
DEPARTMENT: San. Sewer (157) ACTIVITY: General Maintenance
And Repair
Activity Description
This activity includes : Maintenance and emergency repair of the city's sanitary sewer collection system
and its appurtenances. The city has approximately 105 miles of sanitary sewer ranging from 8" to 24"
in diameter and 8,798 service connections.
Percent of Total Dept. Budget 14%
1995 Objectives
1) Continue root sawing of approximately 20 miles of main and identify trouble spots on a yearly basis.
2) Step up routine line cleaning to remove grit, grease, and roots.
3) Televise all project areas and trouble spots as identified by city staff.
4) Establish repairs and or repair projects from information obtained in 1995.
5) Reline 24" cmp from 69th avenue to #1 lift.
6) Monitor inflow and infiltration. Take necessary action to eliminate or reduce.
Requested 1995 Budget
Revenues
Property Tax/Misc $380
Service Charges 268,618
Total $268,998
Expenditures Staff Allocation FTE's
Personnel $47,004 Public Utilities Supervisor 0.01
Supplies $7,408 Maintenance II 0.67
Utility Charges $9,400 Part -time 0.14
Contractual Services $82,952 FTEs, this activity 0.82
Vehicle Services $32,754
Capital Outlay $16,520
Depreciation $72,960
Total $268,998
Comment
DEPARTMENT: San. Sewer (157) ACTIVITY: M.C.W.S. Charges
Activity Description
This activity includes : Charges for sewage treated by the Metropoiltan Council Wastewater Services.
Percent of Total Dept Budget 72%
1995 Objectives
1) Develop financial plan to ensure sufficient funds to cover charges.
2) Maintain records and prepare regular and special reports as required.
Requested 1995 Budget
*Revenues
Property Tax/Misc $0
Service Charges 1,394,964
Total $1,394,964
Expenditures Staff Allocation FTE's
Personnel $0 Public Utilities Supervisor 0.00
MCWS Charges 1 394 964
9 $ . Maintenance II 0.00
Total $1,394,964 Part-time 0.00
FTEs, this activity 0.00
Comment
i
DEPARTMENT: San. Sewer (157) ACTIVITY: Work For Customers
and Contractors
Activity Description
This activity includes : Locating sanitary sewer mains and services and providing services for customers
and contractors. The city has 8,798 residential /commercial service connections.
Percent of Total Dept. Budget 2%
1995 Objectives
1) Provide locating services as per Gopher State One Call.
2) Inspect new installations as well as repairs on mains and services.
3) Provide public information related to ordinances, rules and specifications.
4) Continue to work with MCWS on a proactive basis.
Requested 1995 Budget
Revenues
Property Tax/Misc $110
Service Charges 46,680
Total $46,790
Expenditures Staff Allocation FTE's
Personnel $13,607 Public Utilities Supervisor 0.01
Supplies 2,006 Maintenance II 0.21
Utility Charges 2,546 Part -time 0.00
Vehicle Services 8,871 FTEs, this activity 0.22
Depreciation 19,760
Capital Outlay 0
Total $46,790
Comment
Depreciation $16,720
DEPARTMENT: San. Sewer (157) ACTIVITY: Administration
& Billing
Activity Description
This activity includes : Administration of sanitary sewer department functions, practices, rules and
procedures.
Percent of Total Dept. Budget 5%
1995 Objectives
1) Begin preparing public facilities plan as required by the metropolitan council.
Plan is due by January 1, 1996.
2) Maintain records and prepare regular and special reports as required.
3) Supervise operation and maintenance of the sanitary sewer collection system
and the city's ten lift stations.
4) Monitor operational budget and authorize expenditures in compliance with polices
and procedures.
5) Supervise and monitor preventative maintenance programs, as well as, work by others
which may impact the sanitary sewer system.
6) Review and evaluate the performance of utility maintenance personnel and provide
training, positive reinforcement and constructive directives.
7) Enforce safety and environmental rules and regulations.
• 8) Keep divisional personnel currently informed of City polices /procedures and
accountability of their job responsibilities.
9) Evaluate and coordinate the appropriate res onse to emergency situations.
P 9 Y
Requested 1995 Budget
Revenues
Property Tax/Misc $200
Service Charges 101,641
Total $101,841
Expenditures Staff Allocation FTE's
Personnel $24,739 Public Utilities Supervisor 0.32
Admin. Services $77,102 Maintenance II 0.11
Repair & Maint Services $0 Part -time 0.00
Contractual Services $0 FTEs, this activity 0.43
Total $101,841
Comment
SANITARY SEWER FUND
1995 Budget
Detail of Capital Outlay
Total Manager
Description Unit/Cost Requested Recommend
1. Air Compressor w /accessories 1 @13,600 $13,600 $13,600
additional equipment for Vactor
2. Air Knife I for excavating soil 1 @ 2,300 2,300 2,300
3. Two -Way hand held Radio 1@ 620 620 620
Total Capital Outlay $16,520 $16,520
i
STORM DRAINAGE FUND
• 1995 Budget
POLICIES: + To develop a proactive system for storm water drainage, while
keeping utility costs as affordable as possible
+ Identify infrastructure needs and develop funding mechanisms
which are fiscally responsible and provide adequate revenue
The storm drainage fund accounts for the operations and improvements of the storm drainage system. It incorporates
not only the storm sewer system, but also water structures such as holding ponds and facilities to improve water
quality. Fees are based on the amount of water running off a property and vary with both size and absorption
characteristics of the parcel. The fund is managed by the Director of Public Services and is established as an enterprise
fund. Enterprise funds are self supporting activities of the city which render services on a user charge basis to the
general public.
ACTIVITIES: Percent of Budget STAFFING:
Maintenance 67% 0.00
Watershed Districts 33% 0.00
100% 0.00
0.00 Full -time Equivalents
Actual Actual Estimated er Department Manager
9
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $494,456 $639,837 $702,000 $780,000 $780,000
Investment Earnings 14,030 28,138 16,035 21,365 21,365
Total Revenues $508,486 $667,975 $718,035 $801,365 $801,365
EXPENDITURES:
Supplies 3,481 0 0 0 0
Other Contractual Services 103,946 60,044 47,000 49,500 49,500
Vehicle Maint. Reimburse 7,000 9,728 9,728
Depreciation 0 6,685 7,000 29,000 29,000
Total Expenditures $107,427 $66,729 $61,000 $88,228 $88,228
Operating Income $401,059 $601,246 $657,035 $713,137 $713,137
Admin. Services Transfer 100,000 100,000 100,000 100,000 100,000
Net Income $301,059 $501,246 $557,035 $613,137 $613,137
Staffing (FTE) 0.0 0.0 0.0 0.0 0.0
COMMENTS: The above schedule does not include proposed substantial capital outlays associated with street or
utility improvement projects. Please see the attached utility rate study for a more complete picture
of the utility's financial condition. Substantial profits are needed to provide the cash flow for
construction projects.
SDU95.XLW,11/18/94
STORM DRAINAGE UTILITY RATE STUDY: 1995 OPTION 1:
PURATES:sdurat95
09-Se
. 1. 6 !1 . .
�............ 197 : .. : .. ::: ........ : .... : . : ... ::
EXPENDITURES
1) Operations $204,025 $166,729 $154,000 $159,228 $163,000 $164,000 $165,000
Storm Sewer Maintenance 62,388 60,000 60,000 60,000 60,000 60,000 60,000
Street Sweeping 40,000 40,000 40,000 40,000 40,000 40,000 40,000
Watershed District Dues 34,868 33,581 45,000 47,500 50,000 50,000 50,000
Local Plan 66,213 15,000 0 0 0 0 0
Vehicle Operating Costs 6,685 7,000 9,728 11,000 12,000 13,000
Public Education 556 2,000 2,000 2,000 2,000 2,000 2,000
Depreciation 29,000 114,000 121,000 136,000
2) Capital Outlay $3,402 $394,662 $1,177,500 $3,430,000 $275,000 $710,200 $525,000
Repair or Replace Defective Sections 0 10,000 100,000 550,000 100,000 300,000 200,000
Water Quality Improvement Projects 3,402 20,000 0 0 0 0 0
Facilities & Equipment 0 10,000 67,500 0 0 85,200 0
Improvement Projects 0 300,000 1,010,000 2,880,000 175,000 325,000 325,000
TOTAL EXPENDITURES $207,427 $561,391 $1,331,500 $3,618,228 $552,000 $995,200 $826,000
REVENUES
3) Billing Revenues $494,456 $639,837 $702,000 $780,000 $832,000 $858,000 $884,000
REF Acres 6,500 6,500 6,500 6,500 6,500 6,500 6,500
_ ..
ASfw RATE PEW ACA ..:.......... $4 QQ .::::..::;.��QQ. .:...::...:....:... $3Q >`[:: 4 t
:::.::::::.:....:...:...::.. ::........:..::::.::::::.:::::: ; :..:.. ,::::.::::.........................
::
Residential rate per lot $4.50 $6.00 $6.75 $7.50 $8.00 $8.25 $8.50
Schools & govt buildings per acre $22.50 $30.00 $33.75 $37.50 $40.00 $41.25 $42.50
Multiple family & churches per acre $54.00 $72.00 $81.00 $90.00 $96.00 $99.00 $102.00
Commercial and industrial per acre $90.00 $120.00 $135.00 $150.00 $160.00 $165.00 $170.00
4) Interest Earnings 14,030 28,138 16,035 21,365 82,191 27,757 91354
TOTAL REVENUES $508,486 $667,975 $718,035 $801,365 $914,191 $885,757 $893,354
......................:.::.::::..:.:................................:..::.:............................:..::::.::.:..:....................... ..........:.:..:.......:..::.::
- 0 R t3::>::::>:<<' ::««::.::: >:: >:::::;: >:::.:;':; ;;::<::::St1 (�;:: °:: >: >: >:<:: i.Q4:;;: >:::: >::::.:1* <:: >; >_ $``81 13 >::::: »< <: > <: 3 � 11: >:::: >:<<: >143 `<::[::::;;:;:: : ;. 6c;
�! � .....................:. t: �! ��.........................:..:' t. S94:....::::::::.:::.:.;::;.;::.;:.. 19�a.::::.:::....................... J; 16.................>::>::>:::::::;::; 1. �g...................::.::; :::: >:::::::1:�9$:::::: >::;<:::
EFFECT ON CASH & INVESTMENTS
5) Start of Year Cash & Inv $19,649 $320,708 $427,292 $1,643,827 $114,959 $346,965 $116,928
6) Net Income or Loss 301,059 106,584 (613,465) (2,816,863) 362,191 (109,443) 67,354
7) Debt Service 1,830,000 (241,005) (244,185) (241,595) (243,520)
8) Special Assessment /Other 1,500,000
9) Depreciation Add Back . 29,000 114,000 121,000 136,000
�:( .. rtd.c� #.:: fealr:: dash: &;It�> :;:::>::::>::> :: >:<::::....:: > <:<::::: >:< >:.....�. $! �� 3. 27. �4 X53........ � �6� ...............�.1.. ?tea ;��5...............
..................................................................................................................a................................................................... r.................................................... ............................... t....... ............................... r.................... ...................�...........
• DEPARTMENT: Storm Sewer (158) ACTIVITY: Watershed Districts
Activity Description
This activity includes the development of short and long range work plans, define necessary equipment
and manpower needs, list needed permits, pollution issues, government conformance, develop financing
plans for capital improvements
Percent of Total Dept. Budget 33 %,
1995 Objectives
1) Initiate preventive maintenance program
2) Establish revenue schedule for capital improvements
3) Assure compliance with current regulations
4) Develop 1996 work plan
Requested 1995 Budget
Revenues
Service Charges 62,550
Total $62,550
Staff Allocation FTE's
Public Utilities Supervisor 0.00
Maintenance II 0.00
Expenditures Part -time 0.00
Contractual Services $49,500 FTEs, this activity 0.00
Vehicle Services $0
Depreciation $13,050
Total $62,550
Comment
DEPARTMENT: Storm Sewer (158) ACTIVITY: Maintenance
Activity Description
This activity includes the initiation of a cleaning program beyond emergency needs, schedule and, repair
failing storm sewer structures (30 to 40 per year), prioritize and schedule future maintenance including
relining and replacement
Percent of Total Dept. Budget 67%
1995 Objectives
1) Clean 8000 feet of storm sewer line
2) Televise all storm sewer line in project areas, plus 2000 additional feet as needed
3) Rebuild 30 storm sewer structures (manholes or catch basins)
4) Additional repair of structures and lines as necessary
Requested 1995 Budget
• Revenues
Service Charges 125,678
Total $125,678
Staff Allocation FTE's
Public Utilities Supervisor 0.00
Maintenance II 0.00
Expenditures Part -time 0.00
Admin Services $100,000 FTEs, this activity 0.00
Vehicle Services $9,728
Depreciation $15,950
Total $125,678
Comment
•
RECYCLING FUND
Preliminary 1995 Budget
POLICIES: To continue an effective program of curbside recycling, while
keeping costs as affordable as possible
+ Identify program needs and develop funding mechanisms
which are fiscally responsible and provide adequate revenue
The recycling fund accounts for the operations and administration of the cities, state mandated, curbside recycling
program. It is primarily comprised of fees paid to the Hennepin Recycling Group (HRG) for recycling services and, the
charges to households to cover those costs. Fees are collected on a per household /per month basis. The fund is
managed by the Director of Public Services and is established as an enterprise fund. Enterprise funds are self
supporting activities of the city which render services on a user charge basis to the general public.
ACTIVITIES: Percent of Budget STAFFING:
0.00
Curbside Recycling 100% 0.00
100% 0.00
0.00
0.00 Full -time Equivalents
Actual Actual Estimated Department Manager
•
Budget 1992 1993 1994 Requested Recommend
REVENUES:
Service to Customers $103,862 $106,196 $108,000 $213,366 $213,366
Investment Earnings $4,792 $4,388 $4,100 $3,900 $3,900
Container Sales 399 567 600 600 600
Total Revenues $109,053 $111,151 $112,700 $217,866 $217,866
EXPENDITURES:
Supplies 399 567 600 600 600
Other Contractual Services 98,604 98,604 103,500 208,404 208,404
Logis Charges 4,930 4,923 6,000 6,000 6,000
Total Expenditures $103,933 $104,094 $110,100 $215,004 $215,004
Operating Income $5,120 $7,057 $2,600 $2,862 $2,862
Net Income $5,120 $7,057 $2,600 $2,862 $2,862
Staffing (FTE) 0.0 0.0 0.0 0.0 0.0
COMMENTS: The rates and expenses for recycling are increased substantially for 1995 due to the reduction in
reimbursements from Hennepin County. Collection costs increased by $1.00 per household per
month, but the rate increase was held to $.90 per month. This was accomplished by the addition of
the City of Brooklyn Park to the HRG, thereby allowing more efficient administration.
a
RECYCLE.XLS,11/18/94