072009 CC WS Mtg AgP1. CONVENE CITE' COUNCIL WORK SESSION 6:15 p.m.
A. Roll Call
B. Review Agenda
Mayor Lizee
Bailey_
Turgeon
Woodruff
Zerby _
2. 2010 DRAFT BUDGET Administrator 75 minutes 6:15 p.m.
& Finance
Director's
memorandum
3. ADJOURN 7:30 p.m.
Memorandum
To: City Council
From: Brian Fleck, City Administrator
Bonnie Burton, Finance Director
Date: Thursday, July 16, 2009
SUBJECT: 2010 Draft Budget
BACKGROUND
The direction and stated goal from the Council is to keep the 2010 levy the same as it was in 2009. The
first draft of the budget kept the levy at the 2009 level. We also made adjustments to the revenue to
reflect current conditions. After all revenue, expenditures, transfers and use of fund balances are
considered, the first draft of the budget left a deficit of just over $107,000.
The City Council took their first look at the 2010 proposed budget a few weeks ago at a work session.
During the work session, Council member Woodruff began to go through the initial questions he had on
the budget and due to time was only able to get through the first few pages.
Councilor Woodruff made similar comments on the pages reviewed and commented that staff review
these same areas throughout the budget. The areas he mentioned were training, capital, and
memberships.
Council member Zerby asked what considerations were being made regarding staffing and if a staffing
analysis should be completed given the state of the economy. Staff responded that an analysis was
completed at the end of last year; however continually evaluating staffing levels and allocation is a good
suggestion and will be considered as part of this process.
ACTIVITIES
Since the last meeting, Bonnie and I met with the department heads and combed through their budgets
paying particular attention to the areas highlighted at the work session. We also discussed areas where
not enough resources are allocated.
The recommended adjustments are summarized in the table below. More detail on the adjustments is
provided on the attached spreadsheet.
Department
Adjustment
Mayor and Council
($4,127)
Administration
($2,500)
General Government
($10,800)
Elections
($600)
Finance
($2,500)
Professional Services
($8,000)
Planning and Zoning
($6,200)
Municipal Buildings
($4,500)
Public Works Services
($4,400)
Streets and Roadways
$12,000
Sanitation and Weeds
($649)
Parks
$3,900
Net Adjustments Recommended
($28,376)
These adjustments reduce the deficit from ($107,247) to ($78,871).
Staff also looked at possible personnel adjustment in addition to the ones recommended above. At this
point, staff has not made a solid recommendation on these possible adjustments and will continue to
evaluate staffing so that a sound recommendation can be provided to the Council.
The possible staffing related adjustments are provided in the table below and also included on the
spreadsheet attached.
Position
Time Adjustment
Department
Impact
All Non-Union
N/A- Merit Pool
Administration
($24,000)
Planning Assistant
(.1 hours)
Protective Inspections
($8,605)
Planning Assistant
(.1 hours }
Planning and Zoning
($8,605)
Park Secretary
(.05 hours)
Protective Inspections
($3,623)
Park Secretary
.05
Parks
$3,623
LEO
(.3 hours)
Public Works
($19,606)
LEO
(.45 hours)
Streets and Roads
($27,475)
LEO
(.14 hours)
Snow and Ice
($8,329)
LEO
(.08 hours)
Trees
($4,884)
Total Adjustments
(1.07)
($101,504)
The staffing affect would be for Protective Inspections to be at 1.0 FTE. Work done by the Planning
Assistant to support this function could be reallocated to the other Planning Assistant or to the
Administrative Assistant. This would eliminate all planning and protective inspection related activities
this position does and all time would be devoted to web site maintenance. If this action were taken, the
position description for this position would require alteration to reflect only website maintenance
activities and possible reclassification.
There would be no significant change in the overall time associated with the Park Secretary position.
Not filling the vacant LEO position leaves the department with seven full-time staff to maintain the
roads, parks, water, sewer, storm water, and equipment. This position has been vacant since December
of last year. I am not sure what the impact of not having this position filled is on the work load of the
department and if the vacancy is causing undue hardship on the crew. There are presently four
employees in the department who t` necessary certifications to work in the utility department
and all are capable and qualified to work in the general operations of the department.
The impact on planning and zoning would be to go from .9 FTE planning assistants to .8 FTE planning
assistants. It should be noted that .1 was taken from the planning department following the first
staffing assessment.
Consideration of these staffing adjustments takes the deficit position from ($78,871) to a positive
balance of $22,633.
One other consideration is to reduce the transfer from the General Fund to the Equipment Replacement
Fund. Our current balance in this fund is sufficient to cover equipment replacements planned for 2009
and 2010. As a result, we may not need a full $175,000 and could reduce this proposed transfer to
$100,000 to ensure there are adequate funds going forward. It should be noted that a standard single
axel dump truck runs in excess of $100,000.
Reducing this transfer by $75,000 brings our net balance to a positive $97,633.
OTHER CONSIDERATIONS
There are other considerations for the Council to contemplate. The biggest of these is the disposition of
the Liquor fund, consisting of over $800,000. In the past few budgets, the Council has used this fund to
supplement the General Fund by transferring the interest earned estimated at $40,000. The proposed
2010 budget includes this amount as well.
There are several possible uses of this fund and the Council will need to debate and decide how to use
these funds. One suggestion is to have the residents provide input on the use of these funds. While 1
understand the rationale behind this suggestion, I would suggest the Council steer away from this
method of decision making regarding these funds. My guess is that several people would suggest the
funds be used to "buy down" the levy to lessen the property tax burden this year. Some may suggest
hanging on to the funds as a cushion to the continuing economic conditions. I don't believe a solid
consensus could be achieved by using this method. I suggest the Council take a leadership role in
determining how the use of the liquor funds will best benefit and serve the greatest good for the City of
Shorewood.
The Council has identified several priorities, such as roadways, parks, water resources, etc., and should
look to these funds to provide resources toward these priorities.
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