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080904 CC WS AgP -~ _: CITY OF SHOREWOOD DRAFT 5755 COUNTRY CLUB ROAD. SHOREWOOD, MINNESOTA 55331-8927. (952) 474-3236 FAX (952) 474-0128. www.cLshorewood.mn.us. cityhall@ci.shorewood.mn.us CITY OF SIlOREWOOD, MINNESOTA CAPITAL IMPROVEMENT PROGRAM Calendar Years 2005 - 2009 ft \.: PRINTED ON RECYCLED PAPER August 2004 .-=/J= 2- if , I. INTRODUCTION This Capital Improvement Program (CIP) is a coordinated schedule of municipal capital projects, improvements, and purchases for the years 2005 through 2009. It identifies sources of revenue to pay for the planned capital project improvements and purchases. The Capital Improvement Plan consists of a project proposal that indicates the title of the project, year that the project or expenditure has been scheduled, and the appropriate funding sources for that expenditure. The Capital Improvement Program is an important element of the comprehensive planning process. See Step 4: "plans, projects, programs" of the Comprehensive Planning Process Chart on Page 2. It is the bridge between policy planning and implementation. It is the direction the City will take over the next five years and beyond in undertaking and financing capital improvements consistent with the City's Comprehensive Plan. With this Capital Improvement Program, the City Council is integrating the City's physical needs with financial resources. It is important to recognize that needs, resources, and projections change over the years. Therefore, the CIP needs to be a fluid program, with review and update annually. It is reviewed and updated based upon priorities established by the City Council each year. It is also a very important financial planning document as it projects the City's capital improvement needs and identifies financial resources to meet those needs. Each project, which is identified in this program, must be approved by the City Council under normal processes. 1 CAPITAL IMPROVEMENTS FISCAL POLICY . GENERAL POLICY Shorewood's Capital Improvements Program reflects an assessment of the community's needs and its ability to pay for major improvements. It is founded on the policy that reinvestment required for replacement, maintenance, or the increased efficiency of existing systems shall have priority over investments for expansion of existing systems or the provision of new services. FUNDING PRIORITIES Capital spending proposals will generally be funded on the following priority basis: 1. Those projects necessary for contributing to the public health and welfare. 2. Those projects which will help to maintain an existing system. 3. Those projects that will make an existing system more efficient. 4. Those projects representing the expansion of an existing system for new service or completely new public facility or service. FUNDING PRINCIPLES As a result, the following principles shall govern the implementation of the recommended Capital Improvements Program: 1. The City will make all capital improvements in accordance with the adopted Capital Improvements Program. 2. The City will develop a multi-year plan for Capital Improvements and update it annually. 3. The City will coordinate development of the Capital Improvements Program with development of the annual operating budget. Future optional costs associated with new capital improvements will be projected and included in operation budget forecasts. 2 I; ~ " Capital Improvement Program City of Shorewood, Minnesota DEPARTMENT SUMMARY 2005 thru 2009 'i Department 2005 2006 2007 2008 2009 Total Equipment Replacement 282,557 281,n8 105,522 53,533 136,654 860,044 Land & Open Space Acquisition 10,000 10,000 10,000 10,000 40,000 Local Roadways 650,800 483,000 243,000 311,000 161,000 1,848,800 Municipal State Aid Streets 5,152,200 5,152,200 Municipal Water System 937,600 91,000 648,400 22,000 44,545 1,743,545 Parks 10,000 10,000 10,000 10,000 40,000 Pub6c FacffilieslOffice Equip 757,400 1,927,250 10,000 10,000 2,704,650 Sanitary Sewer 196,800 131,000 123,000 116,000 566,800 Stormwater Management 296,300 30,000 30,000 30,000 386,300 Total 8,293,657 2,964,028 1,179,922 562,533 342,199 13,342,339 Thursday, AltglL~t 05, 2004 3 Capital Improvement Program ~ City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Equipment Replacement Ford 555 Backhoe E-Q2.22 0 64,459 64,459 Tennant 240 Floor Sweeper E-Q2-46 0 12,401 12,401 F350 4x4 Pickup w/plow E.Q2.53 0 30,285 30,285 F3504x4 Pickup wfplow E-Q2.55 0 30,285 30,285 F350 & Flatbed E-Q3-49 0 36,558 36,558 Pump - 4' Discharge E.03-50 0 24,336 24,336 Speed Awareness Display E-04-51 0 21,900 21,900 Asphalt Curb Machine E.Q5.01 0 13,000 13,000 Vactor Unit E.Q5-Q2 0 68,000 68,000 Dump w/PIow and SND E.Q5.54 0 121,485 121,485 Dump Truck - Ford L8000 E.Q6-33 0 123,735 123,735 Bobcat E.QB.63 0 19,307 19,307 Trail King Trailer . E.Q7.21 0 8,189 8,189 Water Truck E.Q7.45 0 97,344 97,344 Dump Truck E-07'65 0 136,654 136,654 Mower. Toro Groundsmasler 3250 E.Q7-70 0 20,473 20,473 Tractor- Ford 3910 E.Q8.35 0 31,633 31,633 Equipment Replacement Total 282,557 281,778 105,522 53,533 136,654 860,044 Land & Open Space Acquisition Land Conservation Easements LO-04.Q1 0 10,000 10,000 10,000 10,000 40,000 Land & Open Space Acquisition Total 10,000 10,000 10,000 10,000 40,000 Local Roadways Brand Circle Pavement Reclamation LR-01.04 0 57,000 57,000 Amlee Road Pavement Reclamation LR.01.Q6 0 85,800 85,800 Bituminous Overlays LR.Q3-04 0 95,000 95,000 95,000 95,000 95,000 475,000 Bituminous Sealcoaling LR.Q3-05 0 66,000 66,000 66,000 66,000 66,000 330,000 Wedgewood Drive Overlay & Reconstruction LR.Q4.01 0 240,500 240,500 Pavement Reclamation Wood Duck Circle LR.05.01 0 96,500 96,500 County Road 19 Entry (Gateway) LR.05.Q2 0 10,000 10,000 Star Circle Reconstruction LR.06.01 0 57,000 57,000 Star Lane Reconstruction LR-06-Q2 0 265,000 265,000 Beverly Dr Pavement Reclamation LR-07'01 0 82,000 82,000 Thursday, AI/gust 05, 2004 4 .,. ~ DepQtment Project# Priority 2005 2006 2007 2008 2009 Total Bracketts Rd Pavement Reclamation LR.08-01 0 150,000 150,000 Local Roadways Total 650,800 483,000 243,000 311,000 161,000 1,848,800 Municipal State Aid Streets Vine HiD Road. Mill and Overlay MSA.03-05 0 104,000 104,000 Yellowstone Trail- Bit Overlay MSA-04.() t 0 72,000 72,000 CR 19 Intersection Realignment MSA03-06 0 4,976,200 4,976,200 Municipal State Aid Streets Total 5,152,200 5,152,200 Municipal Water System Badger Field LineshaftWeU. pull & Inspect W.OS-01 0 23,500 23,500 Amesbury Building Repair W-OS.Q2 0 55,000 55,000 Badger Well House Reconstruction W.OS.OS 0 480,000 480,000 Woodhaven Well Interconnect W.03-05 0 174,500 174,500 Water Meter Radio Read Project W.03.Q6 0 70,000 70,000 140,000 Amesbury Submel'Slble Well- Pull & Inspect W-Q4.01 0 21,000 21,000 SE Area Water Tower - painting W.Q4-Q6 0 50,000 50,000 Amesbury Polyphosphate System W.Q4.08 0 12,100 12,100 Boulder Bridge Submersible Well- Pull & Inspect W.Q5.01 0 21,000 21,000 Amesbury Well Controls Replacement W.()5.02 0 75,000 75,000 S.E. Area Uneshaft Wen - Pull & Inspect W.()6.ot 0 22,000 22,000 Interconnection of Amesbury & SE Area Wells W.07.01 0 626,400 626,400 . Amesbury Uneshaft WeD - Pull & Inspect W.Q7.Q2 0 22,000 22,000 Boulder Bridge Well f2 - Pull & Inspect W-Q9.Q1 0 21,045 21,045 Municipal Water System Total 937,600 91,000 648,400 22,000 44,545 1,743,545 Parks Park Improvements P-04-03 0 10,000 10,000 10,000 10,000 40,000 Parks Total 10,000 10,000 10,000 10,000 40,000 Public Facilities/Office Equip Network (Computer) Upgrade PF.01.03 0 17,250 17,250 Computer Upgrades PF-03-Q6 0 10,000 10,000 10,000 10,000 40,000 Municipal Uquor Store PF-03.07 0 676,500 676,500 Public Works Building Remodel PF.Q4.03 0 15,000 15,000 Document Retrieval System PF.05-01 0 30,000 30,000 City Hall Building Repairs PF.Q5.Q2 0 15,000 15,000 Public Works Copier PF-05.03 0 900 900 City Hall Color Copier PF.05.Q4 0 10,000 10,000 New City Hall PF.()6-0t 0 1,500,000 1,500,000 Public Works Addition (Bay wllift) PF.06.()2 0 400,000 400,000 Public Facilities/Office Equip Total 757,400 1,927,250 10,000 10,000 2,704,650 Sanitary Sewer Infiltration and Inflow Reduction SS.OS.Q5 0 25.000 25,000 25,000 25,000 100,000 Thursday. August 05, 2004 5 Department Project# Priority 2005 2006 2007 2008 2009 ToW " Lilt Station 15 Rehabilitation SS-03-06 0 81,000 81,000 Lift Station 17 Rehabilitation SS-Q4.o1 0 22,000 81,000 103,000 Lift Station 16 Rehabilitation S5-Q5.o1 0 25,000 79,000 104,000 Portable Generator for Lilt Stations S5-05-02 0 68,800 68,800 Lift Station 12 Rehabilitation SS-07-o1 0 19,000 91,000 110,000 Sanitary Sewer Total 196,800 131,000 123,000 116,000 566,800 Stormwater Management Gideon Glen Improvements STM-Q4-o1 0 183,300 183,300 Glen Road Drainage STM-Q4-02 0 25,000 25,000 Boulder Bridge Lift Station STM-04-04 0 88,000 88,000 Mise Stormwater Projects STM-04-05 0 30,000 30,000 30,000 90,000 Stormwater Management Total 296,300 30,000 30,000 30,000 386,300 GRAND TOTAL 8,293,657 2,964,028 1,179,922 562.533 342,199 13,342,339 Thursday, AI/gust 05, 2004 6 or Capital Improvement Program City of Shorewood, Minnesota SOURCES OF REVENUE SUMMARY ~ 2005 thru 2009 Source 2005 2006 2007 2008 2009 Total Equipment Repiacement Fund 282,557 281,778 105,522 53,533 136,654 860,044 G.O. Bonds. 2006 1,900,000 1,900,000 General Fund 55,000 10,000 10,000 10,000 85,000 Henn County - Landscape 24,000 24,000 Hennepin County 3,737,200 3,737,200 Liquor Revenue Bonds 676,500 676,500 Local Roadway Fund 925,800 483,000 243,000 311,000 161,000 2,123,800 Minnehaha Creek Watershed Dist 158,300 158,300 MSA Advancel(Repay) 759,000 -181,000 -181.000 397,000 MSA Funding 176,000 176,000 Municipal Water Fund 163,100 21,000 22,000 22,000 44,545 272,645 Park Foundation Donations 10,000 10,000 10,000 10,000 40,000 PubHc FacllltieslOflice Equipment 35,900 27,250 10,000 10,000 83,150 Recycling Fund 25,000 25,000 Sanitary Sewer Fund 196,800 131,000 123,000 91,000 541,800 Special Assessments 88,000 88,000 Stormwater Management Fund 25,000 30,000 30,000 30,000 115,000 WaterRevenueBon~2004 774,500 70,000 626,500 1,471,000 Total 8,087,657 2,783,028 999,022 562,533 342,199 12,774,439 Thursday, Augusr 05, 2004 7 Capital Improvement Program 'i City of Shorewood, Minnesota PROJECTS BY DEPARTMENT AND FUNDING SOURCE 2005 thru 2009 Department Project# Priority .2005 2006 2007 2008 2009 Total Equipment Replacement Ford 555 Backhoe E-02-22 0 64,459 64,459 Equipment Replacement Fund 64,459 64,459 Tennant 240 Floor Sweeper E-02-46 0 12,401 12,401 Equipment Replscement Fund 12,401 12,401 F3504x4 Pickup w/plow E-D2-53 0 30,285 30,285 Equipment Replacement Fund 30,285 3O,2B5 F350 4x4 Pickup w/plow E-02-55 0 30,285 30,285 Equipment Replacement Fund 30,285 30,285 F350 & Flatbed E-03-49 0 36,558 36,558 Equipment Replacement Fund 36,558 36,558 Pump. 4' Discharge E-D3-50 0 24,336 24,336 Equipment Replacement Fund 24,336 24,336 Speed Awareness Display E-Q4-51 0 21,900 21,900 EquIpment Replacement Fund 21,900 21,900 Asphalt Curb Machine E-05-Dl 0 13,000 13,000 Equipment Replacement Fund 13,lKH1 13,000 Vactor Unit E-D5-02 0 68,000 68,000 equIpment Replacement Fund 68,000 68,000 Dump wlPlow and SND E-D5-54 0 121,485 121,485 equipment Replscement Fund 121,485 121,485 Dump Truck. Ford L8000 E-06-SS 0 123,735 123,735 Equipment Replacement Fund 123,735 123,735 Bobcat E-D6-63 0 19,307 19,307 equipment Replacement Fund 19,307 19,307 Trail King Trailer E-D7.21 0 8,189 8,189 Equipment Replacement Fund 1,189 1,189 Water Truck E-D7-45 0 97,344 97,344 equipment Replacement Fund 97,344 97,344 Dump Truck E.07-65 0 136,654 136,654 Equipment Replacement Fund 136,654 136,654 Mower. Taro Groundsmaster 3250 E-DHO 0 20,473 20,473 Equipment Replacement Fund 20,473 20,473 Tractor. Ford 3910 E-08-35 0 31,633 31,633 EquIpment Replacement Fund 31,633 31,633 Equipment Replacement Total 282,557 281,778 105,522 53,533 136,654 860,044 Land & Open Space Acquisition Land Conservation Easements LO-04.Q1 0 10,000 10,000 10,000 10,000 40,000 General Fund 10,000 10,000 10,000 10,000 40,000 Thursday, August 05. 2004 8 ~ , DepBrtment Project# Priority 2005 2006 2007 2008 2009 Total Land & Open Space Acquisition Total 10,000 10,000 10,000 10,000 40,000 Local Roadways Brand Circle Pavement Reclamation LR-01-04 0 57,000 57 ,000 Local Roadway Fund 57.000 57,000 Amlee Road Pavement Reclamation LR-01-06 0 85,800 85,800 Local Roadway Fund 85,800 85,BOO Bituminous Overlays LR-03-Q4 0 95,000 95,000 95,000 95,000 95,000 475,000 Local Roadway Fund 95,000 95,000 95,000 95,000 95,000 475,000 Bituminous Sealcoating LR-03-05 0 66,000 66,000 66,000 66,000 66,000 330,000 Local Roadway Fund 66,000 66,000 66,lKH1 66,000 66,000 330,000 Wedgewood Drive Overlay & Reconstruction LR-04.01 0 240,500 240,500 Local Roadway Fund 240,500 240,500 Pavement Reclamation Wood Ouck Circle LR-05-01 0 96,500 96,500 Local Roadway Fund 96,500 96,500 County Road 19 Entry (Gateway) LR-05.()2 0 10,000 10,000 Local Roadway Fund 10,000 10,000 Star Circle Reconstruction LR.06-01 0 57,000 57,000 Local Roadway Fund 57,000 57,011O Star Lane Reconstruction LR-06-02 0 265,000 265,000 Local Roadway Fund 265,000 265,000 Beverly Or Pavement Reclamation LR-07-01 0 82,000 82,000 Local Roadway Fund 82,000 82,000 Bracketts Rd Pavement Reclamation LR-OB-01 0 150,000 150,000 Local Roadway Fund 150,000 150,000 Local Roadways Total 650,800 483,000 243,000 311,000 161,000 1,848,800 Municipal State Aid Streets Vine Hill Road. Mill and Overlay MSA-D3-05 0 104,000 104,000 AlBA Funding 104,000 104,000 Yellowstone Trail - Bit OVerlay MSA-04-D1 0 72,000 72,000 AlBA FUnding 72,000 72,000 CR 19 Intersection Realignment MSA03-06 0 4,976,200 4,976,200 Hem County. Landscape 24,000 24,000 HennepIn County 3,737,200 3,737,200 Local Roadway Fund 275,000 275,000 AlBA Advancel(Repay) 759,000 -181,000 .181,000 397,011O Municipal State Aid Streets Total 5,152,200 5,152,200 Municipal Water System Badger Field Lineshaft Well. pull & inspect W-Q3-01 0 23,500 23,500 Alunlclpal Warer Fund 23,500 23,500 Amesbury Building Repair W-03-02 0 55,000 55,000 Alunlclpal Wafer Fund 55,000 55,000 Badger Well House Reconstruction W-D3-03 0 480,000 480,000 Wafer Revenue Bonds-2004 480,000 480,000 Woodhaven Well Interconnect W.03-0S 0 174,500 174,500 Water Revenue Bonds-2004 174,500 174,500 Water Meter Radio Read Project W.03-06 0 70,000 70,000 140,000 Warer Revenue Bonds-2004 70,000 70,000 140,000 Amesbury Submersible Well- Pull & Inspect W-04-01 0 21,000 21 ,000 Municipal Water Fund 21,000 21,000 Thursday, August 05. 2004 9 Department Project# Priority 2005 2006 2007 2008 2009 To6I or SE Area Water Tower. painting W-Q4.06 0 50,000 50,000 Wiler Revenue Sonds-2004 60,000 60,00/1 Amesbury Polyphosphate Systam W-04-oB 0 12,100 12,100 Municipal Wiler Fund 12,100 12,100 Boulder Bridge Submersible Weli- Pull & Inspect W-05-01 0 21,000 21,000 Alunic1pal Water Fund 21.000 21,000 Amesbury Well Controls Replacement W-05-02 0 75,000 75,000 Alunlclpal Water Fund 75,000 75,000 S.E. Area Lineshaft Well- Pull & Inspect W-Q6.01 0 22,000 22,000 Alunlclpal Water Fund 22,00/1 22,000 Interconnection of Amesbury & SE Area WeDs W.Q7.Q1 0 626,400 626,400 Water Revenue Bonds-2004 626,500 626,500 Amesbury Uneshaft Well- Pull & Inspect W.Q7-02 0 22,000 22,000 MunIcipal Wafer Fund 22,000 22,000 Boulder Bridge Well #2 . Pull & Inspect W.Q9-01 0 21,045 21,045 Municipal Waler Fund 21,045 21,045 Municipal Water System Total 937,600 91,000 648,400 22,000 44,545 1,743,545 Parks Park Improvements P.()4-Q3 0 10,000 10,000 10,000 10,000 40,000 Parle Foundation Donations 10,0/10 10,000 10.000 10,00/1 40,000 Parks Total 10,000 10,000 10,000 10,000 40,000 Public Facilities/Office Equip Network (Computer) Upgrade PF-01.03 0 17,250 17,250 Public Fac1IItlesIOffice EquIpment 17,250 17,250 Computer Upgrades PF-03-06 0 10,000 10,000 10,000 10,000 40,000 Public FaciI/liuIOffIce Equipment 10.000 10,0110 10,000 10,000 40,00/1 Municipal Liquor Store PF-D3-07 0 676,500 676,500 Uquor Revenue Bonds 616,500 616,500 Public Works Building Remodel PF-04-03 0 15,000 15,000 Puflllc FacilllIeslOfflce Equlpmenl 15,0/10 15,000 Document Retrieval System PF.05-01 0 30,000 30,000 General Fund 30,000 30,000 City Hall Building Repairs PF-05-02 0 15,000 15,000 General Fund 15.000 15,0011 Public Works Copier PF-05-03 0 900 900 Public FacIIIlieslOff/ce Equipment 900 900 City Hall Color Copier PF-05'04 0 10,000 W,OOO Public Fac1lilies1Offlce Equipmenl 10.000 10,000 New City Hall PF-Q6-01 0 1,500,000 1,500,000 G.O. Bonds. 2006 1,500,00/1 1,500,000 Public Works Addition (Baywllift) PF-06-02 0 400,000 400,000 G.O. Bonds - 2006 400,0011 400,000 Public Facilities/Office Equip Total 757,400 1,927,250 10,000 10,000 2,704,650 Sanitary Sewer Infiltration and Inflow Reduction SS-OS.QS 0 25,000 25,000 25,000 25,000 100,000 Recycling Fund 25,000 25,000 Sanitary Sewer Fund 25,000 25,0110 25,000 75,000 Lift Station 15 Rehabilitation SS.Q3-Q6 0 81,000 81,000 Thursday, Allgust 05. 2004 10 "t Depa'rtment Project# Priority 2005 2006 2007 2008 2009 Total Sanitary Sewer Fund B1,oo0 B1,ooo Lift Station 17 Rehabilitation SS-04001 0 22,000 81,000 103,000 Sanllary Sewer Fund 22,000 B1,000 103,000 Lilt Station 16 Rehabilitation SS-OSOO 1 0 25,000 79,000 104,000 Sanitary Sewer Fund 25,000 79,000 104,ooa Portable Generator for Lift Stations SS-OS002 0 68,800 68,800 Sanitary Sewer Fund BB,BOO BB,BOO Lift Station 12 Rehabilitation SS007001 0 19,000 91,000 110,OQO Sanitary Sewer Fund 19,000 91,000 110,000 Sanitary Sewer Total 196,800 131,000 123,000 116,000 566,800 Stormwater Mana~ement Gideon Glen Improvements STM.04.01 0 183,300 183.300 If/nnehaha Creek Watershed Dlst 15B,300 158,300 Glen Road Drainage STM-04-02 0 25,000 25,000 Sformwater Management Fund 25,000 25,000 Boulder Bridge Lilt Station STM-04-Q4 0 88,000 88,000 Special Assessments 88,000 88,000 Mise Slormwater Projects STM-04005 0 30,000 30,000 30,000 90,000 Sformwafer Management Fund 30,000 30,000 30,000 90,000 Stormwater Management Total 296,300 30,000 30,000 30,000 386,300 GRAND TOTAL 8,293,657 2,964,028 1,179,922 562,533 342,199 13,342,339 Thursday. August 05. 2004 11 Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY FUNDING SOURCE WITH BALANCES 2005 thru 2009 12 Thursday, AUgllst 05. 2004 " '!' l Sourge Pro.iect# Priority 2005 2006 2007 2008 2009 Total Henn County. Landscape Bealnnlna Balance CR 19 Intersection Realignment MSA03-06 0 24,000 24,000 Henn County - Landscape Total 24,000 24,000 Hennepin County Beainnlna Balance CR 191ntersecllon Realignment MSA03-06 0 3,737,200 3,737,200 Hennepin County Total 3,737,200 3,737,200 Liquor Revenue Bonds Bealnnina Balance Municipal liquor Store PF-03-07 0 676,500 676,500 Liquor Revenue Bonds Total 676,500 676,500 Local Roadway Fund Beainnina Balance $1,804,710 $878,910 $395,910 $152,910 ($158,090) ($319,090) Brand Circle Pavement Reclamation LR-01-04 0 57,000 57,000 Amlee Road Pavement Reclamation LR-D1-06 0 85,800 85,800 Bituminous Overlays LR.Q3-04 0 95,000 95,000 95,000 95.000 95,000 475,000 Bituminous Sealcoating LR.Q3-05 0 66,000 66,000 66,000 66,000 66,000 330,000 Wedgewoocl Drive Overlay & Reconstruction LR.Q4-01 0 240,500 240,500 Pavement Reclamation Wood Duck Circle LR..()5-01 0 96,500 96,500 County Road 19 Entry (Gateway) LR-05-02 0 10,000 10,000 Star Circle Reconstruction LR-06-01 0 57,000 57,000 Star Lane Reconstruction LR-06-Q2 0 265.000 265,000 Beverly Dr Pavement Reclametion LR-D7 -01 0 82,000 82,000 Bracketls Rd Pavement Reclamation LR-08-01 0 150,000 150,000 CR 19 Intersecllon Realignment MSA03-06 0 275,000 275,000 Local Roadway Fund Total 925,800 483,000 243,000 311,000 161,000 2,123,800 Minnehaha Creek Watershed Dist Beainnlna Balance Gideon Glen Improvements STM-Q4-D1 0 158,300 158,300 Minnehaha Creek Watershed Dist 158,300 158,300 Total MSA Advance/(Repay) Beainnina Balance CR 19 Intersection Realignment MSA03.()6 0 759,000 -181,000 -181,000 397,000 MSA Advancel(Repay) Total 759,000 -181,000 -181,000 397,000 Thursday. AugrlSt 05, 2004 13 Source Pro,ject# Priority 2005 2006 2007 2008 2009 Total ( MSA Fundin~ Bealnnlna Balance $83,974 ($92,026) ($92,026) ($92,026) ($92,026) ($92,026) YUle HiD Road - Mill and Overlay MSA-D3-05 0 104,000 104,000 Yellowstone Trail. Bit Overlay MSA-D4-01 0 72,000 72,000 MSA Funding Total 176,000 176,000 Municipal Water Fund Beainnlna Balance $2.366,325 $2,203,225 $2,182,225 $2.160,225 $2,138,225 $2.093,680 Badger Field L1neshaft Wen. pull & inspect W-03-01 0 23,500 23,500 Amesbury Building Repair W-D3-Q2 0 55,000 55,000 Amesbury Submersible Well. pun & Inspect W.Q4'()1 0 21,000 21,000 Amesbury Polyphosphate System W-Q4.()8 0 12,100 12,100 Boulder Bridge Submersible Well. Pull & Inspect W-D5.()1 0 21,000 21,000 Amesbury Well Controls Replacement W.()5.()2 0 75,000 75,000 S,E. Area Lineshaft Wen. Pull & Inspect W-06-01 0 22,000 22,000 Amesbury L1neshalt Well. Pull & Inspect W.()7-02 0 22,000 22,000 Boulder Bridge Well #2 . Pull & Inspect W-Q9-D1 0 21,045 21,045 Municipal Water Fund Total 163,100 21,000 22,000 22,000 44,545 272,645 Park Foundation Donations Bealnnlna Balance Park Improvements P-D4.()3 0 10,000 10,000 10,000 10,000 40,000 Park Foundation Donations Total 10,000 10,000 10,000 10,000 40,000 Public Facilities/Office Equipment Bealnnina Balance $104,666 $68,766 $41,516 $31,616 $21,516 $21,516 Network (Computer) Upgrade PF-01-D3 0 17,250 17,250 Computer Upgrades PF-D3-06 0 10,000 10,000 10.000 10,000 40,000 Public Works Building Remodel PF.Q4..Q3 0 15,000 15,000 Public Works Copier PF-05-D3 0 900 900 City Hall Color Copier PF.05-04 0 10,000 10,000 Public Facilities/Office Equipment 35,900 27,250 10,000 10,000 83,150 Total Recycling Fund Beainnina Balance $43,763 $43,763 $43,763 $43,763 $18,763 $18,763 Infiltration and Inflow Reduction SS.()3.()5 0 25,000 25,000 Recycling Fund Total 25,000 25,000 Sanitary Sewer Fund Beainnina Balance $3,104.580 $2.907,780 $2,776,780 $2,653.780 $2,562,780 $2.562,780 Infiltration and Inflow Reduction SS.()3.()5 0 25,000 25,000 25,000 75,000 Lilt Station 15 Rehabilitation SS.()3-06 0 81,000 81,000 Thursday, August 05. 2004 14 t Source Project# Priority 2005 2006 2007 2008 2009 Total Lift Station 17 RehabDitaUon SS-04-o1 0 22,000 81,000 103,000 Lift Station 16 RehabUitation Ss-os-o1 0 25,000 . 79,000 104,000 Porlabie Generator for Lift Stations SS-05-02 0 68,800 68,800 Lift Station 12 Rehabilitation SS-07-o1 0 19,000 91,000 110,000 Sanitary Sewer Fund Total 196,800 131,000 123,000 91,000 541,800 Special Assessments Bealnnlna Balance Boulder Bridge Lift Station STM-D4-04 0 88,000 88,000 Special Assessments Total 88,000 88,000 Stormwater Mana~ement Fund Beainnlna Balance $276,017 $250,017 $220,017 $190,017 $160,017 $160,017 Glen Road Drainage STM-04-o2 0 25,000 25,000 Mise Stormwater Projects STM.Q4..05 0 30,000 30,000 30,000 90,000 Stormwater Management Fund Total 25,000 30,000 30,000 30,000 115,000 Water Revenue Bonds.2004 Beainnlna Balance $0 ($774,500) ($844,500) ($1,471,000) ($1,471,000) ($1,471,000) BadgerWeO House Reconstruction W.03-03 0 480,000 480,000 Woodhaven Well Interconnect W-03-o5 0 174,500 174,500 Water Meter Radio Read Project W.03-06 0 70,000 70,000 140,000 SE Area Water Tower - painting W-D4-06 0 50,000 50,000 Interconnection of Amesbury & SE Area Wells W-07-o1 0 626,500 626,500 Water Revenue Bonds-2004 Total 774,500 70,000 626,500 1,471,000 GRAND TOTAL 8,087,657 2,783,028 999,022 562,533 342,199 12,774,439 Thursday. August 05. 2004 15 Capital Improvement Program .- City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Equipment Replacement Ford 555 Backhoe E.Q2-22 0 64,459 64,459 Tennant 240 Floor Sweeper E-02-46 0 12,401 12,401 F3504x4 Pickup w/plow E-02-53 0 30,285 30,285 F3504x4 Pickup w/pJow E.Q2-55 0 30,285 30,285 F350 & Aatbed E.Q3-49 0 36,558 36,558 Pump-4' Diseharge E-03-50 0 24,336 24,336 Speed Awareness Display E-04-51 0 21,900 21,900 Asphalt Curb Machine E-05-01 0 13,000 13,000 Vaclor Unit E.05.Q2 0 68,000 68,000 Dump w/Plow and SND E-05-54 0 121,485 121 ,485 Dump Truck. Ford LBooo E.Q6-33 0 123,735 123,735 Bobcat E-06-63 0 19,307 19,307 TraD King TraDer E.Q7-21 0 8,189 8,189 Water Truck E-07-45 0 97,344 97,344 Dump Truck E.07-65 0 136,654 136,654 Mower. Toro Groundsmaster 325D E-07-70 0 20,473 20,473 Tractor- Ford 3910 E.Q8-35 0 31,633 31,633 Equipment Replacement Total 282,557 281,778 105,522 53,533 136,654 860,044 GRAND TOTAL 282,557 281,778 105,522 53,533 136,654 860,044 TJutrsday, August 05, 2004 16 ~ , . ',':'I) Percent Inflation of Cost Basis assumed per year Acq ute Yeer of Cost Date IYral RDlmt Basis UnI Model No Yesr-IDescrlotlon ~ ~'-Trail Kino ~~-FOrd555 33 1988 Ourno Truck - Ford L8000 35 1988 Tractor - Ford 3910 38 1990 Air Comoressor - Inoersall Rand 185 40 1990 AMT. John Deere 622 45 1989 Water Truck - Ford 7000 46 1982 Floor b'W88Der . Tennant 240 471992 PlckuD.4x2FordFl50 49 1993 Flatbed. 4 x 2 Ford F350 50 1970 PumD . 4' Disohame 51 1993 Sceed Awareness OiAnlau ~I~~~O'''__ ~ 1 uD-4x4FordF350 ~ Truck. Ford 8000 ~ .4x4FordF350 56 1 . Cat 1T28F 57 1995 Mower-ToroGroundsmaster3250 58 1996 Grader - Cat 140H 80 1987 Sewer Jatler. Sereco Trailer mount 77 2005 van. 63 1998 Skid r. Bobcat 753 64 1997 San 3000 65 1998 Ourno ruck - Ford 671998 Mower.ToroGroundsmaster:l250 68 1998 Oumo Truck. Ford ~ .- Toro Groundsmaster 3250 71 2 or - Generac 200 K!N "i2 20 um Truck - FriechUlner FL80 ""f3 2000 RoUer. BeuthHno 82000 Static 74 2ooolSweeoer. AtheY M9-0 2000 Trailer 12' . Felllno FT ~ 41 1990 Trailer 12'. TDDIl 59 1998 Trailer 18' - FeUina FT 18WO 76 2003 Truck . Ford F450 w/crane, tool box 2003 Generator. Cat 35 K!N 1995 Mower - Toro Walk Behind Proline 44 1985 Atlach . Cabs for Groundsmaster 1985 Attach . Cabs lor Groundsmaster 2000 AUach . Blower Groundsmaster 1970 Snow Tnrower. John Oeere 826 1972 snow. 1988 Attach e mower 1988 Attach mower 2003 Oumo Tru Box Reolacament & Uoh 2003 Enoinell"ransmission AnalYsis SlaUon 78 2003 Plckuo. 4 x 4 Ford F150 2005 AschaU Curb Machine 2005 Gen Set Waste Water 2005 Vector Unit ITOTALS 1987 20 1987 20 1988 11 1988 20 1990 20 1990 10 1992 20 1992 15 1992 10 1993 12 1965 20 1993 15 1994 20 1995 10 1995 11 1995 10 1995 20 1995 7 1996 20 1996 20 2004 10 1996 7 1997 15 1998 11 1998 7 1998 11 2000 7 2000 20 2000 11 2000 20 2000 20 2000 20 1990 20 1998 20 2003 12 2003 20 1995 15 1965 14 1965 14 2000 15 1970 25 1972 25 1988 15 1988 15 2003 15 2003 20 2003 10 2005 20 2005 20 2005 20 2007 $ 2007 $ 1999 $ 2008 5 2010 $ 2000 $ 2012 $ 2007 $ 2002 $ 2005 $ 2005 $ 2008 $ 2014 $ 2005 $ 2008 $ 2005 $ 2015 $ 2002 $ 2016 $ 2016 $ 2014 $ 2003 $ 2012 5 2009 $ 2005 $ 2009 $ 2007 $ 2020 $ 2011 $ 2020 $ 2020 $ 2020 $ 2010 $ 2016 $ 2015 $ 2023 $ 2010 $ 1999 $ 1999 $ 2015 $ 1995 $ 1997 $ 2003 $ 2003 $ 2018 $ 2023 $ 2013 $ 2025 $ 2025 $ 2025 I $ o o o o o o o 2005 ',,,N$ 7,000 "i"'1 $ 55 100 "'L $ IS: $ $ S $ 15 $ 97,344 $ $ 110000 26 000 10,950 12500 90,000 1 22,500 , 18000"" 36,000 28 000 108 000 28 000 102,500 17500 177,400 36,500 19100 17,850 8500 108,000 17500 108 000 17500 50 000 108,000 24,850 149,415 2,300 2300 10,200 57 000 35 000 2200 4,000 4,000 :'tf!' $ 4580 N $ 750 $ 750 $ 12800 $ 6,400 $ 8750 $ 4,000 $ 26,000 $ 13000 $ 68 800 !IS, $ 88,000 $ $ $ IS: $ $ $ $ Notes: (1) A 'b' Indicates a purchase for thai given equipment and year, (2) This item Is funded by a 25 % transfer from the water fund, and a 75% transfer from the sewer fund Cash Flow Anal 1M Balance neraJ Fund Transfer In and Water Fund Transfer In Intarast Income E nt Purchases Net Fund Balance General Fund Tranafer in equates 10 Percent Increase to General Fund Transfer Interest on balance of fund assumed at I $ $ $ is S $ $ ,lI: s: $ $ $ $ $ 2 1 I 2006 . I"',d $ - ,S: . $ 24,336 $ 'iD$ $ $ IS $ $ $ $ $ $ ~ $ $ $ $ $ $ ,$ $ $ $ IS $ $ $ $ IT $ $ $ "'~, $ IS $ $ $ $ $ $ $ $ $ 30.285 30,285 $ 19,307 4326 $ $ $ 13000 $ 68,800" $ 68,000 . ,~',d $ :,"~: . $ - $ $ 355,683 $ 2006 364 428 8910 355 683 9 714 I T 2007 . $ - $ 8189 . $ 64,459 . IgYd $ 123 735 I~""~ $ - tB",,1 $ . "'i:;' $ - $ $ 36 558 $ 1$ $ $ $ $ $ $ $ $ T $ $ $ $ $ $ 20,473 1$ $ $ $ IT Ill: $ $ $ IS: $ $ $ $ $ $ ":!~; $ $ '$ - $ . ",r,~ . $ - $ . $ - $ .. ~"<;j $ . $ - $ . 'if';;;' $ . . Il&tN $ . 281.7781 $ 105,521 121,485 3 4 2006 98714 2007 92 623 92 804 i"i;; ;t'c;'O,,~'i'.;:;^:";" 4 105521 1 3709 281 778 T 1 2008 IS $ $ $ $ $ 12401 $ 1$ $ $ $ 1$ 1$ $ $ $ $ ,I S .. ~$ . 1'0"'" $ ~~$ $ .' $ $ $ $ $- $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ~'$ . ~lH$ $ $ $ $ $ $ $ $ $ "T I I 2009 . I'il $ . 1.';01 $ : :iW: 31,633 1>2,/ $ . ['Z:I$ :ttt .. - l\\\:if) $ . $ 21900 15 - $ - !Ii $ .. -= $ '$ $ $ 15 $ $ $ 1$ $ 136654 'k $ $ 136,654 5 $ $ $ $ $ $ $ $ $ $ ; 5 $ $ $ $ $ $ $ $ $ $ . ~$ $ $ $ $ $ $ $ $ $ $ $ 53,533 $ 273,309 5 6 2009 59 689 106252 V~:~;:iX;~;~RCf 'JjY08i~2 931 273 309 225815 I 2010 $ $ $ $ $ $ $ $ $ $ $ 15 $ $ 15 $ $ $ H $ $ 23 029 5 $ $ $ i$ $ $, $ $ $ $ 15 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1$ $ $ $ $ I I 2011 . I","" $ . t"i\~1 $ . 1$ - 1$ . $ . $ 14,409 I $ - $ - $ . $ . $ ?.;)~I :Ii 8 _ WI/017 c _ L",: $2018 . $ - 1'"e;J $ . $ _ FBT$ "": ~r : ~r .... - 11:;;;1$ ~ Ii 19~43::~~::i , $ . $ $ . $ 'I $ - $ 38488 IS: . IS: $ $ 1$ . IS ,'15 _ $ $ 55420 1$ $ . $ S _ $ $ 43105 $ $ . $ $ - $ - $ .' $ I 2012 I I ~~,,:J $ I;",ij $ "'i'; $ $ $ $ $ $ $ ,,I 5 . ~$ - r.~~tllI $ . 1".1$ . 1'iI1!%1 $ . 1.;$ . $ $ $ i1<" s: $ ,j $ $ $ $ $ 25,408 $ 12098 $ $ 1$ $ '" $ $ $ $ $ $ $ $ $ $ . n;!;.']s $ $ $ $ $ $ $ iiXl;,' $ ; $ , $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 23950 147,805 $ 171.7551 9 - ,",';;1$ I>'.'A$ - 1'",';1 $ . lPiiiJ $ $ $ $ $ IS $ $ $ $ $ $ $ IS: $ $ $ $ IS: $ $ $ ,$ $ $ $ $ $ 1$ 1$ $ $ $ $ $ 15 $ $ , $ $ $ $ $ $ $ $ $ $ 1$ IS $ $ $ $ $ . $ .. tf:#ii $ 37,5041 $ $ 10 $ $ $ IS $ $ $ $ $ IS 3,027 $ - $ - $ . $ TI . !!li, 5 - $ - $ - $ $ $ $ $ $ $ 15 $ $ $ is $ $ 43,380 1 7 $ $ $ 1$ $ $ $ $ 1$ $ $ $ $ $ $ $ S 5 S $ IZb:;( $ $ $ $ S $ $ $ $ $ $ $ $ $ $ 1$ $ 38 486 11 29 404 $ $ $ Ill: $ $ $ $ $ $ :ui $ $ $ $ $ ili": $ $ $ $ $ $ s: $ $ 26,940 1155 40 026 $ 215,293 2014 16242 149 024 '~;~;:fJ~:+;i-:. 2656 21 293 9 IS $ $ $ IS: 1$ $ $ I I 2016 : =1Ii :In'l .. -,., $ . I!Ii'RI S .. '^ $ ,S $ 44 829 $ . S - $ 164,106 , 5 - $ . $ . IS 60,n5 . $ - $ . Ill: - ' $ . $ . $ - $ . S _. $ . $ - $ - $ . $ . $ 16,984 91,259 $ . f;l"d $ - IWi',1 $ . $ . $ 7 301,; $ - $ 1,201 $ , $ S lI: $ $ IS 1$ IS $ $ Ill: $ $ $ $ $ 308,695 $ 12 13 . 1;::,'1 $ -~$ $ $ .$ $ IS $ IT 1$ $ $ $ , ",",IT Ill: $ $ $ $ $ $ $ $ $ IS $ $ $ $ $ $ $ $ $ $ 1$ $ $ 1$ S $ $ $ $ $ $ IT IS: $ $ $ $ 77,759 $ 414.737 . I':,i:ia $ 190,484 $ Ill: $ $ IS ~ ~_ s: $ fT 187 021 3Cl304 6,927 $ rT $ $ $ $ $ [;,;;'1 $ lI: $ $ $ $ $ $ $ $ IS $ 1$ $ $ $ 19:- $ $ $ $ $ 14 58531 IS: ,,15 $ $ IS $ $ $ IT $ $ $ $ $ $ $ 31517 Ol! "" $ S $ 1$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ""i, $ $ $ $ ,.,;, $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2016 2017 227 504 65 807 170617 182 580 '?::\:.\'iVS8\800;i;:';=~',~-:i'; ~::,:.-4..: :if:j;i.~~013\<~.::;;i;1 :ii\ 238 2 339 n 759 41473 445 2019 226 733 209 013 '-~f;.:':x,:~-~t:Oai;,~Ld'M 354 40 925 23,052 11526 $ 124,625 15 $ $ $ $ , $ $ 1$ $ $ 1$ $ $ $ 16 : 1:2020 - . $ . . 1$ - - $ . - $ . $ . $ - $ . ,$ . $ - $ . $ . $ - $ . $ - $ . $ . 1$ - $ . $ . $ - 15 - $ 33,433 $ . 5 . $ 210.373 . $ . $ 210373 $ $ 97 395 1$ $ 15 $ $ $ $ 1$ 5 $ $ $ $ $ $ $ $ $ $ $ $ $ - , $ - $ . . $ - . $ - - $ - . $ . . 1%';;%1$ - ~c 40,9251 $ 518,1421 7,492 17 DRAFT I I 2021 Li;,1 $ 1"',",,1 $ 1,,;;,;1 $ 1.1"'''1 $ $ $ $ $ $ $ 1$ $ $ :1 $ $ 1$ $ ;, $ $ $ $ $ $ $ 1$ 1$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ .5 $ $ $ $ 5 $ $ -$ $ $ $ $ $ IS $ $ $ 18 S-!:~';Y):'2":'~~O.~'!:~22i':/{:j I I 2022 1',':,'1 $ . 1\;;;''1 $ . I,"",lll $ . IWm$ . :.5; $ - $ . 1$ . :,i" $ .~U . $ . " $ 22333 . '$ . $ . $ - $ . $ . ,$ - $ - $ - $ . $ - $ - $ . 1$ . 15 - IS . $ - ,- $ . $ 35,452 $ 227 540 $ 52 355 '$ 314,795 '$ 4846 $ . $ . $ . 1$ . $ . $ . 1$ $ $ $ $ $ $ $ $ $ $ $ $ IS $ $ $ $ 35 452 $ 621 868 19 2021 350 203 239 299 2218 35 452 1 4 ~ Capital Improvement Program City of Shorewood, Minnesota I. Po-ol"" E-02-22 . Project Name Ford 555 Backhoe Fund # Description Expenditures 2005 EquipNehlcleslFumishings Total Funding Sources 2005 Equipment Replacement Fund Total 2006 2006 2005 thru 2009 2007 64,459 64,459 2007 64,459 64,459 17 2008 2008 Contact Bngineer Department Bquipment Replacement Type Equipment Useful Life Category PW: Vehicles Priority nla Total Project Cost $64,459 2009 Total 64,459 64,459 2009 Total 64,459 64,459 Thursday, August 05,2004 Capital Improvement Program City of Shorewood, Minnesota Project # E-02-46 Project Name Tennant 240 Floor Sweeper Fund # Description Expenditures 2005 EqulpNehlclesIFumlshings Total 2006 Funding Sources 2005 Equipment Replacement Fund Total .. , 2005 thru 2009 Contact Bngineer Department Equipment Replacement Type Bquipment Useful Life Category PW: Vehicles Priority nla Total Project Cost $1Z,401 2006 2007 12,401 12,401 2007 12,401 12,401 18 2008 2009 Total 12,401 12,401 2008 2009 Total 12,401 12,401 Tllursday, August 05. 2004 · Capital Improvement Program City of Shorewood, Minnesota Project # E-02-53 Project Name F350 4x4 Pickup w/plow Fund # Description Prior I Total Prior Total Expenditures o I EquipNehicleslFumishings Total Funding Sources o I Equipment Replacement Fund Total 2005 30,285 30,285 2005 30,285 30,285 2006 2006 2005 thru 2009 2007 2008 2007 2008 19 Contact Engineer Department Equipment Replacement Type Equipment Useful Life Category PW: Vehicles Priority nla Total Project Cost $75,114 2009 2009 Total 30,285 30,285 Total 30,285 30,285 Future I 44,8291 Total Future I 44,8291 Total Thursday, August 05. 2004 Capital Improvement Program City of Shorewood, Minnesota Project # E-02-55 Project Name F350 4x4 Pickup w/plow Fund # Description Prior Total Prior I Total Expenditures o I EquipNehlcleslFurnishings Total Funding Sources o I Equipment Replacement Fund Total 2005 30,285 30,285 2005 30,285 30,285 2006 2005 thru 2009 2007 2008 2006 2008 2007 20 ~ Contact Engineer Department Equipment Replacement Type Equipment Useful Life Category PW: Vehicles Priority nla Total Project Cost $73,390 2009 Total 30,285 30,285 2009 Total 30,285 30,285 Future 43,1051 Total F~ture I 43,1051 Total Thursday, Allgust 05. 2004 · Capital Improvement Program City of Shorewood, Minnesota I """"'. E-03-49 Project Name F350 & Flatbed Description Fund # Expenditures EquipNehicles/Fumishings Total 2005 Funding Sources 2005 Equipment Replacement Fund Total 2006 36,558 36,558 2006 36,558 36,558 2005 thru 2009 2007 2007 21 2008 2008 Contact Engineer Department Equipment Replacement Type Equipment Useful Life Category PW: Vehicles Priority nla Total Project Cost $95,089 2009 2009 Total 36,558 36,558 Future I 58,531 I Total Total Future 36,558 I 58,5311 36,558 Total Thursday. AUgllst05. 2004 Capital Improvement Program 2005 thru 2009 , . Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement Project # E-03-S0 Type Equipment Useful Life Project Name Pump - 4' Discharge Category Facilities/equipment Fund # Priority nla Total Project Cost $24,336 Description I Expenditures 2005 2006 2007 2008 2009 Total EquipNehicleslFumishings 24,336 24,336 Total 24,336 24,336 Funding Sources 2005 2006 2007 2008 2009 Total Equipment Replacement Fund 24,336 24,336 Total 24,336 24,336 Thursday, Allgust OS, 2004 22 I . '. 2005 thru 2009 CapItal Improvement Program Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement Project # E-04-S1 Type Equipment Useful Life Project Name Speed Awareness Display Category PW: Vehicles Fund # Priority oIa Total Project Cost $21,900 Description I Prior Expenditures 2005 2006 2007 2008 2009 Total I o I EquipNehicleslFumishings 21,900 21,900 Total Total 21,900 21,900 Funding Sources 2005 2006 2007 2008 2009 Total Equipment Replacement Fund 21,900 21,900 Total 21,900 21,900 Thursday, August 05. 2004 23 \ . Capital Improvement Program 2005 thru 2009 Contact Finance City of Shorewood, Minnesota Department Equipment Replacement Project # E-OS-Ol Type Equipment Useful Life Project Name Asphalt Curb Machine Category Facilities/equipment Fund # Priority ola Total Project Cost $13,000 Description I Expenditures 2005 2006 2007 2008 2009 Total EquipNehlcles/Fumishings 13,000 13,000 Total 13,000 13,000 Funding Sources 2005 2006 2007 2008 2009 Total Equipment Replacement Fund 13,000 13,000 Total 13,000 13,000 Thursda)l, August 05. 2004 24 t , CapItal Improvement Program City of Shorewood, Minnesota I "">I"" E-OS-02 Project Name Vactor Unit Fund # Description I Total Project Cost $68,000 2005 thru 2009 Contact Engineer Department Equipment Replacement Type Equipment Userul Life Category Facilities/equipment Priority nla Expenditures EqulpNehicleslFumlshings Total 2005 6B,000 68,000 2006 2007 2008 2009 Total 68,000 68,000 Funding Sources Equipment Replacement Fund Total 2005 6B,ooo 68,000 2006 2007 2009 Total 68,000 68,000 2008 Thursday, August 05. 2004 25 - --- '. . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement Project I/: E-05-54 Type Equipment Useful Life Project Name Dump wlPlow and SND Category PW: Vehicles Fund I/: Priority nla Total Project Cost $308,506 Description 1 Expenditures 2005 2006 2007 2008 2009 Total Future EqulpNehicleslFumishings 121,485 121,485 I 187,021 I Total 121,485 121,485 Total Funding Sources 2005 2006 2007 2008 2009 Total Future Equipment Replacement Fund 121,485 121,485 I 187,021 I Total 121,485 121,485 Total Thursday, AI/gllst 05. 2004 28 · Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement Project If: E-06-33 Type Equipment Useful Life Project Name Dump Truck - Ford L8000 Category Facilities/equipment Fund I/: Priority nla Total Project Cost $314,219 Description I Expenditures 2005 2006 2007 2008 2009 Total Future EqulpNehlcleslFumishlngs 123,735 123,735 I 190,4841 Total 123,735 123,735 Total Funding Sources 2005 2006 2007 2008 2009 Total Future Equipment Replacement Fund 123,735 123.735 I 190,4841 Total 123,735 123,735 Total Thursday, August 05. 2004 27 Capital Improvement Program 2005 thru 2009 . . Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement I~' FM-63 I Type Equipment Useful Life. Project Name Bobcat Category PW: Vehicles Fund # Priority Dla Total Project Cost $78,146 Description I Prior Expenditures 2005 2006 2007 2008 2009 Total Future I 01 EqulpNehicleslFumishlngs 19,307 19.307 I 58.8391 Total Total 19,307 19,307 Total Prior Funding Sources 2005 2006 2007 2008 2009 Total Future I 01 Equipment Replacement Fund 19,307 19.307 I 58,8391 Total Total 19,307 19,307 Total Thursday, August 05. 2004 28 · Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Depnl"tment Equipment Replacement Project # E-07 -21 Type Equipment Useful Life Project Name Trail King Trailer Category PW: Vehicles Fund # Priority oJa Total Project Cost $8,189 Description I Expenditures 2005 2006 2007 2008 2009 Total EqulpNehicles/Fumishin9s 8,189 8,189 Total 8,189 8,189 Funding Sources 2005 2006 2007 2008 2009 Total Equipment Replacement Fund 8,189 8,189 Total 8,189 8,189 17lursday, Allgllst 05. 2004 29 . . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement I PNJ<<t' E-07-45 I Type Equipment Useful LiCe ProjectName Water Truck Category PW: Vehicles Fund # Priority n1a Total Project Cost $97,344 Description I Expenditures 2005 2006 2007 2008 2009 Total EquipNehicles/Fumishings 97,344 97,344 Total 97,344 97,344 Funding Sources 2005 2006 2007 2008 2009 Total Equipment Replacement Fund 97,344 97,344 Total 97,344 97,344 17lursday, Allgllst 05. 2004- 30 ~ Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement I ProJocl' E-07 -65 I Type Equipment Useful Life Project Name Dump Truck Category PW: Vehicles Fund I Priority nla Total Project Cost $347,027 Description I Expenditures 2005 2006 2007 2008 2009 Total Future EquipNehicles/Fumlshings 136,654 136,654 I 210,3731 Total 136,654 136,654 Total Funding Sources 2005 2006 2007 2008 2009 Total Future Equipment Replacement Fund 136,654 136,654 I 210,3731 Total 136,654 136,654 Total Thursday, August 05.2004 31 Capital Improvement Program 2005 thru 2009 ., > Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement Project # E-07-70 Type Equipment Useful Life Project Name Mower - Toro Groundsmaster 32SD Category Facilities/equipment Fund # Priority n1a Total Project Cost $82,865 Description I Expenditures 2005 2006 2007 2008 2009 Total Future EquipNehicles/Fumishings 20,473 20,473 I 62,3921 Total 20,473 20,473 Total Funding Sources 2005 2006 2007 2008 2009 Total Future Equipment Replacement Fund 20,473 20,473 I 62,3921 Total 20,473 20,473 Total '. Thursday, August 05. 2004 32 . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Equipment Replacement . Type Equipment Project # E-08-35 Useful Life Project Name Tractor - Ford 3910 Category PW: Vehicles Fund # Priority Dla Total Project Cost $31,633 Description I Expenditures 200S 2006 2007 2008 2009 Total EquipN ehicles/Fumishings 31,633 31,633 Total 31,633 31,633 Funding Sources 2005 2006 2007 2008 2009 Total Equipment Replacement Fund 31,633 31,633 Total 31,633 31,633 17lursday, August 05. 2004 33 Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Land & Open Space Acquisition Land Conservation Easements LO-04-01 0 10,000 10.000 10.000 10.000 40,000 Land & Open Space Acquisition Total 10,000 10,000 10,000 10,000 40,000 GRAND TOTAL 10,000 10,000 10,000 10,000 40,000 Thursday, August 05, 2004 34 --~ . Capital Improvement Program 2005 thru 2009 Contact Finance City of Shorewood, Minnesota Department bnd & Open Space Acquisitio Project ## LO-04-01 Type Improvement Useful Life Project Name Land Conservation Easements Category Land &. Open Space Acquisitio Fund ## Priority nla Total Project Cost $45,000 Description I Annual appropriation for land acquisition or conservation easements. Prior Expenditures 2005 2006 2007 2008 2009 Total I 5,0001 Land Acquisition & Easements 10,000 10,000 10,000 10,000 40,000 Total Total 10,000 10,000 10,000 10,000 40,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 5,0001 General Fund 10,000 10,000 10,000 10,000 40,000 Total Total 10,000 10,000 10,000 10,000 40,000 17lursday, August 05. 2004 35 Capital Improvement Program , . City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Local Roadways Brand Circle Pavement Reclamation LR-01-()4 0 57,000 57,000 Amlee Road Pavement Reclamation LR-01-06 0 85,800 85,800 Bituminous Overlays LR-Q3-04 0 95,000 95,000 95,000 95,000 95,000 475,000 Bituminous Sealcoatlng LR-D3-05 0 66,000 66,000 68,000 66,000 68,000 330,000 Wedgewood Drive Overlay & Reconstruction LR-04-D1 0 240,500 240,500 Pavement Reclamation Wood Duck Circle LR-05-01 0 96,500 96,500 County Road 19 Entry (Gateway) LR-05-02 0 10,000 10,000 SmrCWcleR~n~rudron LR-Q6-01 0 57,000 57,000 Smr Lane Reconstruction LR-06-D2 0 265,000 265,000 Beverly Dr Pavement Reclamation LR-D7-01 0 82,000 82,000 Bracketts Rd Pavement Reclamation LR-oa-D1 0 150,000 150,000 Local Roadways Total 650,800 483,000 243,000 311,000 161,000 1,848,800 GRAND TOTAL 650,800 483,000 243,000 311,000 161,000 1,848,800 Thursday, August 05, 2004 36 . . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project # LR-OI-04 Type Improvement Useful Life Project Name Brand Circle Pavement Reclamation Category Roadways/streets Fund # Priority n1a Total Project Cost $57,000 Description I This project includes reclamation of Brand Circle from Mill Street to the cul-de-sac. Expenditures 2005 2006 2007 2008 2009 Total PlanningIDeslgn/Survey 7,000 7,000 Construction/lnspection 43,475 43,475 Contingencies 6,525 6,525 Total 57,000 57,000 Funding Sources 2005 2006 2007 2008 2009 Total Local Roadway Fund 57,000 57 ,000 Total 57,000 57,000 T1lursday, August 05. 2004 37 . . Capital Improvement Program 2005 thru 2009 Contact Bngineer City of Shorewood, Minnesota Department Local Roadways Project # LR-OI-06 Type Improvement Useful Life Project Name Amlee Road Pavement Reclamation Category Roadways/streets Fund # Priority n1a Total Project Cost $91,800 Description I This project includes Pavement Reclamation from Manitou Lane to the cul-de-sac. Prior Expenditures 2005 2006 2007 2008 2009 Total I 6,0001 Construction/Inspection 75,600 75,600 Total Contingencies 10,200 10,200 Total 85,800 85,800 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 6,0001 Local Roadway Fund 85,800 85,800 Total Total 85,800 85,800 17IUrsda)', AUgllst 05. 2004 38 . , Capital Improvement Program 2005 thru 2009 Contact Bngineer City of Shorewood, Minnesota Department Local Roadways Project # LR-03-04 Type Improvement Useful Life Project Name Bituminous Overlays Category Roadways/streets Fund # Priority nJa Total Project Cost $655,000 Description I The City has traditionally allocated $80,000 per year towards bituminous overlay projects. It is recommended that this amount be increased to $90,000 per year. . Prior Expenditures 2005 2006 2007 2008 2009 Total I 180,000 I Construction/Inspection 83,750 83,750 83,750 83,750 83,750 418,750 Total Contingencies 11,250 11,250 11,250 11,250 11,250 56,250 Total 95,000 95,000 95,000 95,000 95,000 475,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 180,000 I Local Roadway Fund 95,000 95,000 95,000 95,000 95,000 475,000 Total Total 95,000 95,000 95,000 95,000 95,000 475,000 17IUrsda)', Allgllst 05. 2004 39 . . Capital Improvement Program 2005 thru 2009 Contact Bngineer City of Shorewood, Minnesota Department Local Roadways Project # LR-03-0S Type Improvement Useful Life Project Name Bituminous Sealcoating Category Roadways/streets Fund # Priority nla Total Project Cost $445,000 Description I The City has traditionally allocated $55,000 per year towards bituminous sea1coating. Prior Expenditures 2005 2006 2007 2008 2009 Total I 115,000 I Construction/Inspection 80,500 80,500 80,500 80,500 60,500 302,500 Total Contingencies 5,500 5,500 5,500 5,500 5,500 27,500 Total 66,000 66,000 66,000 66,000 66,000 330,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 115,000 I Local Roadway Fund 68,000 68,000 68,000 66,000 66,000 330,000 Total Total 66,000 66,000 66,000 66,000 66,000 330,000 17lursda)', August 05. 2004 40 . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project # LR-04-01 Type Improvement Useful Life Project Name Wedgewood Drive Overlay & Reconstruction Category Roadways/streets Fund # Priority nla Total Project Cost $252,500 Description I Includes overlay from Smithtown to Mallard Lane and reconstruction from Mallard Lane to the cul-de-sac. Prior Expenditures 200S 2006 2007 2008 2009 Total I 12,000 I Construction/lnspection 212,450 212,450 Total Contingencies 28,050 28,050 Total 240,500 240,500 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 12,000 I Local Roadway Fund 240,500 240,500 Total Total 240,500 240,500 17lursday. AI/gust 05. 2004 41 Capital Improvement Program 2005 thru 2009 , . Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project # LR-05-01 Type Improvement Useful Life Project Name Pavement Reclamation Wood Duck Circle Category Roadways/streets Fund # Priority nla Total Project Cost $96,500 Description I This project includes pavement reclamation from County Road 19 to the cul-de-sac. Expenditures 200S 2006 2007 2008 2009 Total Planning/Design/Survey 7,000 7,000 Constructionllnspection 78,700 78,700 Contingencies 10,800 10,800 Total 96,500 96,500 Funding Sources 200S 2006 2007 2008 2009 Total Local Roadway Fund 96,500 96,500 Total 96,500 96,500 17lursday, AI/gllst 05. 2004 42 . Capttal Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project ## LR-05-02 Type Improvement Useful Life Project Name County Road 19 Entry (Gateway) Category Roadways/streets Fund ## Priority 1I1a Total Project Cost $10,000 Description I North end sign and landscape for County Road 19 improvement. Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 10,000 10,000 Total 10,000 10,000 Funding Sources 2005 2006 2007 2008 2009 Total Local Roadway Fund 10,000 10,000 Total 10,000 10,000 Thursdny, August 05. 2004 43 -------- , . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project # LR-06-01 Type Improvement Useful Life Project Name Star Circle Reconstruction Category Roadways/streets Fund # Priority nla Total Project Cost $57,000 Description I Reconstruction Expenditures 2005 2006 2007 2008 2009 Total Constructionllnspaction 50,700 50,700 Contingencies 6,300 6,300 Total 01,000 01,000 Funding Sources 2005 2006 2007 2008 2009 Total Local Roadway Fund 01,000 57,000 Total 57,000 57,000 , Thursday. August 05. 2004 44 . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project # LR-06-02 Type hnprovement Useful Life Project Name Star Lane Reconstruction Category Roadways/streets Fund # Priority n1a Total Project Cost $265,000 Description I Reconstruction Expenditures , 2005 2006 2007 2008 2009 Total Construction/Inspection 235,000 235,000 Contingencies 30,000 30,000 Total 265,000 265,000 Funding Sources 2005 2006 2007 2008 2009 Total Local Roadway Fund 265,000 265,000 Total 265,000 265,000 11111rSday, August 05. 2004 45 ------------ - ---- -----..- - _________m__________ -- - Capital Improvement Program 2005 thru 2009 , . Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project # LR-07-01 Type hnprovement Useful Life Project Name Beverly Dr Pavement Reclamation Category Roadways/streets Fund # Priority nla Total Project Cost $82,000 Description I This project includes pavement reclamation from Cathcart Drive to the cul-de-sac. . Expenditures 2005 2006 2007 2008 2009 Total Plannlng!Design/Survey 8,000 8,000 Construction/Inspection 74,000 74,000 Total 82,000 82,000 Funding Sources 2005 2006 2007 2008 2009 Total Local Roadway Fund 82,000 82,000 Total 82,000 82,000 11Iursda)', August 05. 2004 46 . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Local Roadways Project #; LR-08-01 Type Improvement Useful Life ProJect Name Bracketts Rd Pavement Reclamation Category Roadways/streets Fund # Priority Dla Total Project Cost $150,000 Description I This project includes pavement reclamation from Mill Street to the cul-de-sac. Expenditures 2005 2006 2007 2008 2009 Total PlanningfDesign/Survey 11,000 11 ,000 Construction/Inspection 139,000 139,000 Total 150,000 150,000 Funding Sources 2005 2006 2007 2008 2009 Total Local Roadway Fund 150,000 150,000 Total 150,000 150,000 Thursday, August 05. 2004 47 Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Municipal State Aid Streets Vine HiD Road. Mill and Overlay MSA.()3-05 0 104,000 104,000 Yellowstone Trail- Bit Overlay MSA-04-01 0 72,000 72,000 CR 19 Intersection Realignment MSA03-06 0 4,976,200 4,976,200 Municipal State Aid Streets Total 5,152,200 5,152,200 GRAND TOTAL 5,152,200 5,152,200 Thursday, AlIgust 05. 2004 48 . . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal State Aid Streets Project it MSA-03-05 Type Improvement Useful Life Project Name Vine Hill Road - Mill and Overlay Category Stale Aid Roadways Fund it Priority n1a Total Project Cost $104,000 Description I The City of Minnetonka has indicated that they would like to enter into a cooperative MSA project to mill and overlay Vine Hill Road. Both Cities share Vine Hill Road as a common corporate boundary. Expenditures 2005 2006 2007 2008 2009 Total Planning/DesignlSurvey 3,000 3,000 Constructionllnspection 86,000 68,000 Contingencies 13,000 13,000 Total 104,000 104,000 Funding Sources 2005 2006 2007 2008 2009 Total MSA Funding 104,000 104,000 Total 104,000 104,000 Thursday, August 05, 2004 49 . . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Stale Aid Streets Project it MSA-04-01 Type Improvement Useful Life Project Name Yellowstone Trail - Bit Overlay Category State Aid Roadways Fund it Priority nla Total Project Cost $72,000 Description I This project includes the overlay of Yellowstone Trail from Minnetonka Drive to Lake Linden, due to waterrnain construction. Expenditures 2005 2006 2007 2008 2009 Total Plannlng/Design/Survey 1,000 1,000 Construction/Inspection 1,000 1,000 Right-of-way 70,000 70,000 Total 72,000 72,000 Funding Sources 2005 2006 2007 2008 2009 Total MSA Funding 72,000 72,000 Total 72,000 72,000 Thursday, August 05.2004 50 . , Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal State Aid Streets Project # MSA03-06 Type Improvement Useful Life Project Name CR 19 Intersection Realignment Category State Aid Roadways Fund # Priority nla Total Project Cost $4,976,200 Description I This project includes right of way acquisition, realignment of the County Road 19 intersection, stormwater design, and streetscape construction. Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 160,000 160,000 Land Acquisition & Easements 1,100,000 1,100,000 Construction/Inspection 2,823,000 2,823,000 Contingencies 650,000 850,000 Stremscapeimprovements 143,200 143,200 Landscape Improvements 100,000 100,000 Total 4,976,200 4,976,200 Funding Sources 2005 2006 2007 2008 2009 Total Henn County - Landscape 24,000 24,000 Hennepin County 3,737,200 3,737,200 Local-Roadway Fund 275,000 275,000 MSA Advance/(Repay) 759,000 -181,000 -181,000 397,000 Total 4,795,200 -181,000 -181,000 4,433,200 . 17lUrsday, August 05. 2004 51 Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Municipal Water System Badger Field Uneshaft Well- pull & inspect W-03-01 0 23,500 23,500 Amesbury Building Repair W-Q3-02 0 55,000 55,000 Badger Well House Reconstruction W-Q3-03 0 480,000 480,000 Woodhaven Well Interconnect W-Q3-05 0 174,500 174,500 Water Meter Radio Read Project W..Q3-06 0 70,000 70,000 140,000 Amesbury Submerslble Well- Pull & Inspect W..()4..()1 0 21,000 21,000 SE Area Water Tower - painting W-Q4-06 0 50,000 50,000 Amesbury Polyphosphate System W-04..()B 0 12,100 12,100 Boulder Bridge Submersible Well- Pull & Inspect W..Q5-01 0 21,000 21,000 Amesbury Well Controls Replacement W..()5..()2 0 75,000 75,000 S.E. Area Uneshaft Well- Pull & Inspect W-Q6-01 0 22,000 22,000 Interconnection of Amesbury & SE Area Wells W..Q7..Q1 0 626,400 626,400 Amesbury Uneshaft Wen. Pull & Inspect W..Q7.02 0 22,000 22,000 Boulder Bridge Well 4#2 - Pull & Inspect W..()9..()1 0 21,045 21,045 Municipal Water System Total 937,600 91,000 648,400 22,000 44,545 1,743,545 GRAND TOTAL 937,600 91,000 648,400 22,000 44,545 1,743,545 Thursday, August 05, 2004 52 . Capital Improvement Program City of Shorewood, Minnesota Project I W -03-01 Project Name Badger Field Lineshaft Well - pull & inspect Fundi 601 2005 thru 2009 Contact Engineer Department Municipal Water System Type Improvement UsefulLife 5 yrs Category Water: Wells Priority nla Total Project Cost $23,500 Description I project includes pulling, inspection and repair of the Badger lineshaft pump. Pumps are to be pulled and inspected on a 5-year rotation. Expenditures 2005 Construction/Inspection 2006 2007 2008 2009 23,500 23,500 Total 23,500 23,500 Total Funding Sources MuniCipal Water Fund 2005 2006 2007 2008 2009 23,500 23,500 Total 23,500 23,500 Total Thursday, August 05. 2004 53 t . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W-03-02 Type Improvement Useful Life Syrs Project Name Amesbury Building Repair Category Water: Wells Fund # 601 Priority nla Total Project Cost $55,000 Description I Project includes siding, roof and eaves of well building. Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 50,000 50,000 Contingencies 5,000 5,000 Total 55,000 55,000 Funding Sources 2005 2006 2007 2008 2009 Total Municipal Water Fund 55,000 55,000 Total 55,000 55,000 17lursday, August 05. 2004 54 .. Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Mul'1icipal Water System Project 1# W -03-03 Type Improvement Useful Life Syrs Project Name Badger Well House Reconstruction Category Water: Wells Fund 1# 601 Priority n1a Total Project Cost $480,000 Description I This project includes reconstruction of the Badger well house. A feasibility report has been completed in July, 1998 for this project Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 45,000 45,000 Construction/Inspection 376,000 376,000 Contingencies 59,000 59,000 Total 480,000 480,000 Funding Sources 2005 2006 2007 2008 2009 Total Water Revenue Bonds-2004 480,000 480,000 Total 480,000 11 480,000 17lUrsday, AlIg/lst 05. 2004 55 << . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Deparbnent Municipal Water System Project # W -03-05 Type Improvement Useful Life Project Name Woodhaven Well Interconnect Category Water: Wells Fund # 601 PrIority n/a Total Project Cost $174,500 Description 1 This project proposes to interconnect the Woodhaven Well with the City of Excelsior's water system. The City ofChanhassen's system was co~idered, however Chanhassen denied the request. Expenditures 200S 2006 2007 2008 2009 Total Planning/Design/Survey 20,000 20,000 Land Acquisltlon & Easements 10,000 10,000 Construction/Inspection 126,500 126,500 Contingencies 18,000 18,000 Total 174,500 174,500 Funding Sources 2005 2006 2007 2008 2009 Total Water Revenue Bonds-2004 174,500 174,500 Total 174,500 174,500 Thursday, August 05. 2004 56 . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Deparbnent Municipal Water System Project # W -03-06 Type Improvement Useful Life Project Name Water Meter Radio Read Project Category Water: Distribution Fund # 601 Priority nla Total Project Cost $210,000 Description I This project includes conversion of one third of the water meters each year to a radio read system. Prior Expenditures 2005 2006 2007 2008 2009 Total I 70,000 I Water System Improvement 70,000 70,000 140,000 Total Total 70,000 70,000 140,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 70,000 I Water Revenue Bonds-2004 70,000 70,000 140,000 Total Total 70,000 70,000 140,000 Thllrsday, Allgllst 05. 2004 57 Capital Improvement Program 2005 thru 2009 , .. Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W-04-01 Type Improvement Useful Life Syrs Project Name Amesbury Submersible Well- Pull & Inspect Category Water: Wells Fund # 601 Priority nJa Total Project Cost $21,000 Description 1 This project includes pulling, inspection and repair of the Amesbury submersible well. Pumps are to be pulled and inspected on a 5- year rotation. Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 18,000 18,000 Contingencies 3,000 3.000 Total 21,000 21,000 Funding Sources 2005 2006 2007 2008 2009 Total Municipal Water Fund 21,000 21,000 Total 21,000 21,000 Thursday, August 05, 2004 58 . , Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W -04-06 Type Improvement Useful Life Project Name SE Area Water Tower - painting Category Water: Towers Fund # 601 Priority nla Total Project Cost $57,700 Description I This project includes preparation and painting of the exterior surface and painting of the S.B. Area Water tower. This structure has not been painted since construction was completed. Prior Expenditures 2005 2006 2007 2008 2009 Total I 7,700 I Construction/Inspection 50,000 50,000 Total Total 50,000 50,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 7,700 I Water Revenue Bonds-2004 50,000 50,000 Total Total 50,000 50.000 Thursda)', August 05, 2004 59 , >> Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project 1# W -04-08 Type Improvement Useful Life Project Name Amesbury Polyphosphate System Category Water: Wells Fund 1# 601 Priority nla Total Project Cost $12,100 Description I The Minnesota Department of Health is mandating the addition of polyphosphates to the Amesbury system to sequester the lead in the home piping. . Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 12,100 12,100 Total 12,100 12,100 Funding Sources 2005 2006 2007 2008 2009 Total Municipal Water Fund 12,100 12,100 Total 12,100 12,100 171U rsday, Allgllsr 05. 2004 60 "' Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W-OS-Ol Type Improvement Useful Life Syrs Project Name Boulder Bridge Submersible Well- Pull & Inspect Category Water: Wells Fund # 601 Priority nla Total Project Cost $21,000 Description I This project includes pulling, inspection and repair of the Boulder Bridge Well # llineshaft well. Pumps are to be pulled and inspected on a 5-year rotation. Expenditures 200S 2006 2007 2008 2009 Total Construction/Inspection 18,000 18,000 ContingencIes 3,000 3,000 Total 21,000 21,000 Funding Sources 2005 2006 2007 2008 2009 Total Municipal Water Fund 21,000 21,000 Total 21,000 21,000 Thursday, August 05. 2004 61 , ~ Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W -05-02 Type bnprovernent Useful Life Project Name Amesbury Well Controls Replacement Category Water: Wells Fund # Priority nla Total Project Cost $75,000 Description I Replace controls for Amesbury Well facility Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 75,000 75,000 Total 75,000 75,000 Funding Sources 2005 2006 2007 2008 2009 Total Munlcipai Water Fund 75,000 75,000 Total 75,000 75,000 17lursday, Augflst 05. 2004 62 . , Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W-06-01 Type Improvement Useful LiCe 5yrs Project Name S.E. Area Lineshaft Well - Pull & Inspect Category Water: Wells Fund II 601 Priority nla Total Project Cost $22,000 Description I This project includes pulling, inspection and repair of the SE Area lineshaft pump. Pumps are to be pulled and inspected on as-year rotation. Expenditures 2005 2006 2007 2008 2009 Total Constructionllnspection 19,000 19,000 Contingencies 3,000 3,000 Total 22,000 22,000 Funding Sources 2005 2006 2007 2008 2009 Total Municipal Water Fund 22,000 22,000 Total 22,000 22,000 17lursda)', A/lgflsf 05. 2004 63 --- , . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project it W-07-01 Type Improvement Useful LiCe Project Name Interconnection of Amesbury & SE Area Wells Category Water: Wells Fund it Priority nla Total Project Cost $626,400 Description I Extend a 12-inch main along St. Alban's Bay Road and Manor Road approx 3200 feet. Assume a cost of $145 per lineal foot = $464,000 Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 556,800 556,800 Contingencies 69,600 69,600 Total 626,400 626,400 Funding Sources 2005 2006 2007 2008 2009 Total Water Revenue Bonds-2004 626,500 626,500 Total 626,500 626,500 -- Thursday, August 05, 2004 64 . CapItal Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project it W-07-02 Type Improvement Useful Life Project Name Amesbury Lineshaft Well- Pull & Inspect Category Water: Wells Fund it Priority nla Total Project Cost $22,000 Description I Project includes pulling, inspection and repair of the Amesbury lineshaft pump. Pumps are to be pulled and inspected on a 5-year rotation. Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 19,000 19,000 ContingencIes 3,000 3,000 Total 22,000 22,000 Funding Sources 2005 2006 2007 2008 2009 Total MunIcipal Water Fund 22,000 22,000 Total 22,000 . 22,000 Thursday, August 05. 2004 65 , . Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Municipal Water System Project # W-09-01 Type hnprovement Useful Life Syrs Project Name Boulder Bridge Well #2 - Pull & Inspect Water: Wells Category Fund # 601 Priority nla Total Project Cost $21,045 Description I project includes pulling, inspection and repair of Boulder Bridge well #2lineshaft pump. Pumps are to be pulled and inspected on a 5-year rotation. Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 18,300 18,300 Contingencies 2,745 2,745 . Total 21,045 21,045 Funding Sources 2005 2006 2007 2008 2009 Total Municipal Water Fund 21,045 21,045 Total 21,045 21,045 TIumday. August 05. 2004 66 .. Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project#: Priority 2005 2006 2007 2008 2009 Total Parks Park Improvements P-()4-Q3 0 10,000 10,000 10,000 10,000 40,000 Parks Total 10,000 10,000 10,000 10,000 40,000 GRAND TOTAL 10,000 10,000 10,000 10,000 40,000 Thursday, AI/gust 05, 2004 67 Capital Improvement Program City of Shorewood, Minnesota I. Proj"" P-04-03 . Project Name Park Improvements Fund # Description I Expenditures Constructionnnspection Total Funding Sources Park Foundation Donations Total 2005 10,000 10,000 2005 10,000 10,000 t .. 2005 thru 2009 Contact Engineer Department Parks I Type Improvement Useful Life Category Park improvements Priority ula Total Project Cost $40,000 2006 10,000 10,000 2006 10,000 10,000 2007 10,000 10,000 2007 10,000 10,000 68 2008 10,000 10,000 2009 Total 40,000 40,000 2008 10,000 10,000 2009 Total 40,000 40,000 Thursday, August 05, 2004 2005 thru 2009 Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT Department Project# Priority 2005 2006 2007 2008 2009 Total Public Facilities/Office Equip Network (Computer) Upgrade PF.()1.03 0 17,250 17,250 Computer Upgrades PF.03.06 0 10,000 10,000 10,000 10,000 40,000 Municipal Liquor Store PF.()3.07 0 676,500 676,500 PubflC Works Building Remodel PF-04-03 0 15,000 15,000 Document Retrieval System PF.()5.()1 0 30,000 30,000 City Hall Building Repairs PF-05.()2 0 15,000 15,000 Public Works Copier PF-OS,03 0 900 900 City Hall Color Copier PF.05-04 0 10,000 10,000 New City Hall PF.()6.01 0 1,500,000 1 ,500,000 Public Works Addition (Bay wllift) PF.()6.()2 0 400,000 400,000 Public Facilities/Office Equip Total 757,400 1,927,250 10,000 10,000 2,704,650 GRAND TOTAL 757,400 1,927,250 10,000 10,000 2,704,650 Draft TllItrsday, August 05, 2004 69 Capital Improvement Program City of Shorewood, Minnesota Project # PF-OI-03 ProjectName Network (Computer) Upgrade Fund# 401 Description This project proposes to replace the computer network on a 5 year basis. Expenditures o I Computer workstations Prior 2005 I Total Total Funding Sources 2005 Public Facilities/Office Equipm Total Draft 2006 17,250 17,250 2006 17,250 17,250 70 2005 thru 2009 2007 2008 2007 2008 Contact Engineer Department Public Facilities/Office Equip Type Improvement Useful Life Category Facilities/equipment Priority nla Total Project Cost $17,250 2009 2009 Total 17,250 17,250 Total 17,250 17,250 Tllursday, August 05.2004 . CapItal Improvement Program City of Shorewood, Minnesota Project # PF -03-06 Project Name Computer Upgrades Fund# 401 2005 thru 2009 Contact Finance Department Public Facilities/Office Equip Type Equipment Useful Life S yrs Category Facilities/equipment Priority nla Total Project Cost $50,000 Description This project proposes to replace obsolete computer hardware and software systems (approximately three workstations per year). Prior I 10,000 I Total Expenditures Computer workstations Total Prior I 10,000 I Total Funding Sources Public Facilities/Office Equipm Total Draft 2005 10,000 10,000 2005 10,000 10,000 2006 10,000 10,000 2006 10,000 10.,000 2007 10,000 10,000 2007 10,000 10,000 71 2008 10,000 10,000 2008 10,000 10,000 2009 Total 40,000 40,000 2009 Total 40,000 40,000 Thursday, AlIgllst 05. 2004 Capital Improvement Program City of Shorewood, Minnesota Project # PF -03-07 Project Name Municipal Liquor Store Fund# 641 2005 thru 2009 Contact Engineer Department Public Facilities/Office Equip Type hnprovetnent Useful Life Category Facilities/equipment Priority nla Total Project Cost $696,500 Description This project proposes a space needs study in the year 2004 with anticipated construction in the year 2005. Prior Expenditures 2005 2006 2007 2008 2009 Total 20,000 I Planning/Design/Survey 75,000 75,000 Total Construction/Inspection 540,000 540,000 Contingencies 61,500 61,500 Total 676,500 676,500 Prior I 20,000 I Total Funding Sources Uquor Revenue Bonds 2005 676,500 676,500 2006 2007 2008 2009 Total 676,500 676,500 Total Draft Thursday, AlIgllst 05. 2004 72 I Capital Improvement Program City of Shorewood, Minnesota Project # PF -04-03 Project Name Public Works Building Remodel 2005 thru 2009 Contact Engineer Department Public Facilities/Office Equip Type hnprovement Useful LiCe Category Facilities/equipment Priority n1a Fund# 401 Total Project Cost $15,000 Description This project proposes reconstruction of interior walls of the Public Works Facility, furniture and audio visual improvements. Expenditures Construction/lnspection 2008 2009 Total 15,000 15,000 Total 2005 15,000 15,000 2006 2007 Funding Sources Public Facilities/Office Equipm Total 2009 Total 15,000 15,000 2008 2005 15,000 15,000 2006 2007 Dmft 77lursday, August 05. 2004 73 Capital Improvement Program City of Shorewood, Minnesota Project # PF -05-01 Project Name Document Retrieval System Fund # Description Document storage and retrieval system Expenditures Document Storage & retrieval Total Funding Sources General Fund Draft 200S 30,000 Total 30,000 2005 30,000 30,000 2006 2006 2005 thru 2009 2007 2008 2007 2008 74 Contact Department Public Facilities/Office Equip Type Equipment Useful Life Category Facilities/equipment Priority n1a Total Project Cost $30,000 2009 Total 30,000 30,000 2009 Total 30,000 30,000 Thursday, August 05. 2004 · CapItal Improvement Program City of Shorewood, Minnesota Project # PF -05-02 Project Name City Hall Building Repairs Fund # Description Expenditures repairs and re-shlngle Total Funding Sources General Fund Total praft 2005 15,000 15,000 2005 15,000 15,000 2006 2006 2005 thru 2009 Contact Finance Total 15,000 15,000 Department Public Facilities/Office Equip Type Improvement Useful Life Category Facilities/equipment Priority nla Total Project Cost $15,000 2007 2008 2009 2007 2008 2009 75 Total 15,000 15,000 Thursday, AIIgl/st 05. 2004 Capital Improvement Program City of Shorewood, Minnesota Project ## PF -05-03 Project Name Public Works Copier Fund## Description Expenditures EqulpNehicles/Fumishlngs Total Funding Sources Public Facilities/Office Equipm Total Drcift 2005 900 900 2005 900 900 2006 2005 thru 2009 2007 2008 2006 2007 2008 76 f , Contact Engineer Department Public Facilities/Office Equip Type Equipment Useful Life Category Facilities/equipment Priority n1a Total Project Cost $900 2009 Total 900 900 2009 Total 900 900 17lUrsday, Allgllst 05. 2004 -- -- --- ~ \ . Capital Improvement Program 2005 thru 2009 Contact Finance City of Shorewood, Minnesota Department Public Facilities/Office Equip Project # PF -05-04 Type Equipment Useful LiCe Project Name City Hall Color Copier Category Facilities/equipment Fund # Priority nla Total Project Cost $10,000 Description I Expenditures 2005 2006 2007 2008 2009 Total EqulpN ehicleslFumishings 10,000 10,000 Total 10,000 10,000 Funding Sources 2005 2006 2007 2008 2009 Total Public Facilities/Office Equipm 10,000 10,000 Total 10,000 10,000 Droft 17lUrsday, August 05. 2004 77 - I ~ Capital Improvement Program 2005 thru 2009 Contact Finance City of Shorewood, Minnesota Department Public Facilities/Office Equip I ""'J"" PF-06-01 I Type Improvement Useful Life Project Name New City Hall Category Facilities/equipment Fund it Priority nla Total Project Cost $1,500,000 Description 1 Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 1,500,000 1,500,000 Total 1,500,000 1,500,000 Funding Sources 2005 2006 2007 2008 2009 Total G.O. Bonds - 2006 1,500,000 1,500,000 Total 1,500,000 1,500,000 Droft Thursday, August 05. 2004- 78 .---------------.- - -- - # capital Improvement Program 200S thru 2009 Contact Engineer City of Shorewood, Minnesota Department Public Facilities/Office Equip Project# PF -06-02 Type Improvement Useful Life Project Name Public Works Addition (Bay wllift) Category Facilities/equipment Fund # Priority nla Total Project Cost $400,000 Description I Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 400,000 400,000 Total 400,000 400,000 Funding Sources 2005 2006 2007 2008 2009 Total G.O. Bonds - 2006 400,000 400,000 Total 400,000 400,000 Draft Thursday, August 05. 2004- 79 <;J (; Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT 2005 thru 2009 Department Project# Priority 2005 2006 2007 2008 2009 Total Sanitary Sewer Infiltration and Inflow Reduction SS-03-05 0 25,000 25,000 25,000 25,000 100,000 Lilt Station 15 Rehabilitation SS-Q3.06 0 81,000 81,000 UftStation 17 Rehabilitation SS.()4-Q1 0 22,000 81,000 103,000 Uft Station 16 Rehabilitation SS-05-01 0 25,000 79,000 104,000 Portable Generator for Uft Stations SS..Q5..()2 0 68,800 68,800 Lilt Station 12 Rehabilitation SS..Q7..Q1 0 19,000 91,000 110,000 Sanitary Sewer Total 196,800 131,000 123,000 116,000 566,800 GRAND TOTAL 196,800 131,000 123,000 116,000 566,800 Thursday, August 05, 2004 80 4 Capital Improvement Program 2005 thru 2009 Contact Bngineer City of Shorewood, Minnesota Department Sanitary Sewer Project 1# 88-03-05 Type Improvement Useful Life Syrs Project Name Infiltration and Inflow Reduction Category Sanitary Sewer Fund 1# 611 Priority nla Total Project Cost $125,000 Description I This item is an annual project to reduce the costs of infiltration and inflow. Prior Expenditures 2005 2006 2007 2008 2009 Total I 25,000 I Planning/Design/Survey 4,000 4,000 4,000 4,000 16,000 Total Construction/Inspection 21,000 21,000 21,000 21,000 84,000 Contingencies 0 0 0 0 0 Total 25,000 25,000 25,000 25,000 100,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 25,000 I Recycling Fund 25,000 25,000 Total Sanitary Sewer Fund 25,000 25,000 25,000 75,000 Total 25,000 25,000 25,000 25,000 100,000 111ursday, August 05. 2004 81 -- .. ( . .. Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Deparhnent Sanitary Sewer Project 1# 88-03-06 Type Improvement Useful Life Syrs Project Name Lift 8tation 15 Rehabilitation Category Sanitary Sewer Fund 1# 611 Priority nla Total Project Cost $99,000 Description I This project involves reconstruction of the wet well, control panels, and installation of an autodialer system. Prior Expenditures 2005 2006 2007 2008 2009 Total I 18,000 I Construction/Inspection 72,000 72,000 Total Contingencies 9,000 9,000 Total 81,000 81,000 Prior Funding Sources 2005 2006 2007 2008 2009 Total I 18,000 I Sanitary Sewer Fund 81,000 81,000 Total Total 81,000 81,000 11lursday, August 05. 2004 82 , I \ .. Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Sanitary Sewer Project if 88-04-01 Type Improvement Useful Life Syrs Project Name Lift 8tation 17 Rehabilitation Category Sanitary Sewer Fund if 611 Priority nla Total Project Cost $103,000 Description I This project involves reconstruction of the wet well, control panels. Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 22,000 22,000 Construction/Inspection 72,000 72,000 Contingencies 9,000 9,000 Total 22,000 81,000 103,000 Funding Sources 2005 2006 2007 2008 2009 Total Sanitary Sewer Fund 22,000 81,000 103,000 Total 22,000 81,000 103,000 171ursda)', August 05. 2004 83 ------...- -.-------- .... , 1 , Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Sanitary Sewer Project It 88-05-01 Type Improvement Useful Life Syrs Project Name Lift 8tation 16 Rehabilitation Ca~egory Sanitary Sewer Fund It 611 Priority n1a Total Project Cost $104,000 Description I This project involves reconstruction of the wet well and control panels. Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 25,000 25,000 Construction/Inspection 69,500 69,500 Contingencies 9,500 9,500 Total 25,000 79,000 104,000 Funding Sources 2005 2006 2007 2008 2009 Total Sanitary Sewer Fund 25,000 79,000 104,000 Total 25,000 79,000 104,000 Thursday, August 05. 2004 84 .. <', oJ Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Sanitary Sewer Project # SS-05-02 Type Unassigned Useful Life Project Name Portable Generator for Lift Stations Category Sanitary Sewer Fund # Priority nla Total Project Cost $68,800 Description I Portable generator set for lift stations. Expenditures 2005 2006 2007 2008 2009 Total EqulpNehicieslFumishings 62,900 62,900 Contingencies 5,900 5,900 Total 68,800 68,800 Funding Sources 2005 2006 2007 2008 2009 Total Sanitary Sewer Fund 68,800 68,800 Total 68,800 68,800 Thursday, August 05. 2004 85 - ------------ ---- "'- ;V ,> .. Capital Improvement Program 2005 thru 2009 Contact Bngineer City of Shorewood, Minnesota Department Sanitary Sewer Project # SS-07-01 Type Improvement Useful Life Project Name Lift Station 12 Rehabilitation Category Sanitary Sewer Fund # 611 Priority nla Total Project Cost $110,000 Description I This project involves reconstruction of the wet well and control panels. Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 19,000 19,000 Constructionllnspection 81,000 81,000 Contingencies 10,000 10,000 Total 19,000 91,000 110,000 Funding Sources 2005 2006 2007 2008 2009 Total Sanitary Sewer Fund 19.000 91,000 110,000 Total 19,000 91.000 110,000 17umday, Augnst 05. 2004 86 2005 thru 2009 .., . '- l...) Capital Improvement Program City of Shorewood, Minnesota PROJECTS BY DEPARTMENT Department Project# Priority 2005 2006 2007 2008 2009 Total Stormwater Management Gideon Glen Improvements STM.Q4-01 0 183,300 183,300 Glen Road Drainage STM.()4-02 0 25,000 25,000 Boulder Bridge Lift Station STM.()4.04 0 88,000 88,000 Mise Stonnwater Projects STM.04-Q5 0 30,000 30,000 30,000 90,000 Stormwater Management Total 296,300 30,000 30,000 30,000 386,300 GRAND TOTAL 296,300 30,000 30,000 30,000 386,300 Thursday, August 05, 2004 87 Capital Improvement Program City of Shorewood, Minnesota Project # STM-04-01 Project Name Gideon Glen Improvements Fund# 631 \,.~ f .. ."", 2005 thru 2009 Contact Engineer Department Stormwater Management Type Improvement Useful Life Category Stormwater Management Priority nla Total Project Cost $183,300 Description The Gideon Glen project involves enhancement of an existing wetland, potential construction of storm water management facilities and creating a public education program to study water quality and runoff characteristics. The City of Shorewood has key individuals seeking additional financial support for the project. Funding will be a combined effort from such organizations as Minnehaha Creek Watershed District, Hennepin County Environmental Services, the Metropolitan Council and the City of Shorewood. Expenditures 2005 2006 2007 2008 2009 Total PlanningIDesign/Survey 30,000 30,000 Construction/Inspection 138,300 138,300 Contingencies 15,000 15,000 Total 183,300 183,300 Funding Sources Minnehaha Creek Watershed Total 2005 158,300 158,300 2006 2007 2008 2009 Total 158,300 158,300 Thursday, August 05. 2004 88 ""'. ., ~ ,~ Capital Improvement Program 2005 thru 2009 Contact City of Shorewood, Minnesota Department Stormwater Management Project # STM-04-02 Type Improvement Useful Life Project Name Glen Road Drainage Category Fund # 631 Priority Dla Total Project Cost $25,000 Description I Involves installation of tile lines, catch basin structure and cross culvert across Glen Road. In addition, a swale will be constructed to the north. Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 5,000 5,000 Construction/Inspection 20,000 20,000 Total 25,000 25,000 Funding Sources 2005 2006 2007 2008 2009 Total Stormwater Management Fund 25,000 25,000 Total 25,000 25,000 Thursday, August 05. 2004 89 ". \.,.i ~ .. ~ Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Stormwater Management Project # STM-04-04 Type Improvement Useful Life Project Name Boulder Bridge Lift Station Category Stonnwater Management Fund # Priority nla Total Project Cost $88,000 Description I This project includes installation of a small lift station and pipe discharge from the pond in Boulder Bridge. Currently, this pond does not have an outlet. Expenditures 2005 2006 2007 2008 2009 Total Planning/Design/Survey 12,000 12,000 Construction/Inspection 66,250 66,250 Contingencies 9,750 9,750 Total 88,000 88,000 Funding Sources 2005 2006 2007 2008 2009 Total Special Assessments 88,000 88,000 Total 88,000 88,000 Thursday, August 05. 2004 90 '-' . -, '-' Capital Improvement Program 2005 thru 2009 Contact Engineer City of Shorewood, Minnesota Department Stormwater Management Project # STM-04-05 Type hnprovement Useful Life Project Name Misc Stormwater Projects Category Stormwater Management Fund # 631 Priority nla Total Project Cost $90,000 Description I Specific projects to be determined. Expenditures 2005 2006 2007 2008 2009 Total Construction/Inspection 30,000 30,000 30,000 90,000 Total 30,000 30,000 30,000 90,000 Funding Sources 2005 2006 2007 2008 2009 Total Stormwater Management Fund 30,000 30,000 30,000 90,000 Total 30,000 30,000 30,000 90,000 T7zursday, Allgllst 05. 2004 91 '" .. CITY OF SHOREWOOD 5755 COUNTRY CLUB ROAD · SHOREWOOD, MINNESOTA 55331-8927 · (952) 474-3236 FAX (952) 474-0128. www.cLshorewood.mn.us. cityhall@cLshorewood.mn.us MEMORANDUM Date: AugustS, 2004 From: Honorable Mayor and City Council Members . ".. Bonnie Burton, Finance Directorrrreasure; ~t.fl./ Craig Dawson, City Administrator To: Re: 2005 General Fund Operating Budget Work Session The proposed 2005 General Fund Operating Budget is attached for your review. This document will be the basis for discussion at the budget work-session scheduled for Monday, August 9, 2004 following the City Council meeting. INTRODUCTION The general approach to the proposed budget has been to restore funding to traditional levels, to address matters that have been deferred, and to make additions that will enhance productivity and effectiveness. The budget requests included are the result of careful consideration by staff, guided by the direction provided by the City Council atits budget work-session in June. Shorewood provides essential services at a very reasonable cost, with a very lean budget and small staff. Staff members perform at a high level with economy and efficiency; professional staff consistently spends extra hours to meet and exceed the ~gh expectations of performance. TRUTH-IN-TAXATION The truth-in-taxation process will follow the timetable and procedures in place priorlast year. This includes City Council approval of a Pay2005 Proposed Tax Levy to be certified no later than September 15 (the last Council meeting prior to this is September 13); final preparation of all City budgets, including utility and non-tax supported budgets in the fall; holding special public hearings on the proposed budget and levy; and adoption and certification of the final budget and levy before year end. #. ~~ PRINTED ON RECYCLED PAPER -:#3 A 2005 Budget Work Session Page 2 of 4 2005 BUDGET REVENUE HIGHLIGHTS Action bv the 2004 Lesdslature: The Legislature failed to act in ways that provided cities with greater revenue flexibility in preparing their 2005 budgets. Two items stand out: . Levy Limits: The Legislature did NOT approve a bill setting property tax levy limits. If past behavior of the Legislature is any guide, levy limits may be quickly re-instituted, and the base for the limited levy will be the current-year levy. . Market Value Homestead Credit: The MVHC returns in 2005 after being retained by the State for its own budget fixes in calendar 2003 and 2004. The City's MVHC revenue scheduled for 2003 was approximately $85,000. However, there have been estimates of significant budget shortfalls in the State's 2006-07 bi-ennui. Therefore, MVHC may be a candidate for the State cuts to local governments. Levy Limits As previously discussed, the City is not subject to levy limits for Pay2005. Therefore, a portion of the 2005 levy will include the debt service payments that are made annually to fund the new public safety buildings. For 2005, Shorewood's share of this special levy amount is estimated to be $486,000. Fund Transfers . Transfers to Capital Improvement Funds: With the severe levy limits in place for 2004, the Council reduced the revenue transfers to the capital funds. The proposed 2005 budget includes the following transfers, which are contemplated at 2001 levels: 2005 2004 2003 Equipment Replacement 116,000 50,000 70,000 Street Reconstruction 367,000 183,500 200,000 Park Capital Improvement 10,000 10,000 30,000 Trail Capital Improvement 0 0 28,650 Public Facilities 50,000 50,000 35,000 Land & Open Space 5,000 5,000 0 Stormwater Management 25.000 25.000 30.000 573,000 323,500 393,650 Other Funding Sources In addition to the levy, the 2005 budget also contemplates other sources of funding such as fees, licenses, and permits. For Pay2005, these amounts are expected to remain stable from last year. :3005 Budget Work Session .. Page 3 of 4 2005 BUDGET EXPENDITURE HIGHLIGHTS Most of the changes in the 2005 budget will be incremental for the continuing cost of doing business. Significant changes in the proposed 2005 budget include: Police Preliminary budget scenarios from the South Lake Minnetonka Police Department suggest the highest level of contribution from Shorewood would be just under $700,000 and this is the amount used in the proposed budget. Police Chief Bryan Litsey will present his budget in detail at the budget work-session. Fire The budget for the Excelsior Fire District has been approved by the majority of cities and Shorewood's resulting contribution will be $470,025, which includes $240,358 for operations and $229,667 for the facility lease payments. Preliminary estimates for services from the Mound Fire Department are $23,685 -- $16,060 for operations, and $7,625 for facilities. Park & Recreation The Park & Recreation proposed 2005 budget includes the following: a $30,000 allocation again for a contract Park Coordinator position; $6,500 for Senior Community Services; $2,000 for summer outdoor concerts; and a transfer of $10,000 to the Park Capital Improvement Fund. Public WorkslEngineering A major change in the Public Works department is proposed, and has already been discussed by Council. The function of the Director of Public W orks/City Engineer would be restructured to have a separate City Engineer position reporting to the Director of Public Works. The combination of the City taking responsibility for the water and sewer utilities in-house, Homeland Security and NPDES Phase II requirements, and the ever-increasing federal and state mandates that the City must perform, has created a span of responsibility that is beyond what one position can handle effectively. When the City assumed responsibility for services formerly provided by Munitech, Inc., one position was added in public works maintenance for about the same cost. The position of public works superintendent has been vacant for the past few years. Essentially, the proposed separate City Engineer position brings the total number of positions in the Public Works Department to what existed in 2001. While the proposed budget includes approximately $90,000 for salary and benefits for this position, this same amount would be needed under a contract engineer arrangement if such a decision were made. Employee Pay Plan and Benefits The proposed Employee Pay Plan provides for 2.00% salary adjustments in January and July, Several employees are scheduled to receive "step" increases. Health insurance premiums are estimated to increase 12% for 2005. In addition, staff has budgeted funds to upgrade the " ~5 Budget Work Session ? Page 4 of 4 employee sholt-term disability benefit and life insurance benefits. Therefore, for budget purposes, the City's monthly maximum contribution for insurance costs would increase from $600/month to $680/month per employee. Information Technology The 2005 proposed budget includes funds for technology and communications, including needed replacement of three (3) computers based on a computer equipment replacement schedule. There are funds designated for computer software upgrades. This budget continues the regular monthly maintenance visits from Techies, Inc., for routine maintenance of the network computer system. Document Retrieval System Staff has been reviewing information technology that will bring a paper-less office closer to reality. This system would allow all of the City's documents to be stored in an archival approved digital form. The transition to this form will take a few years of scanning documents, but there is an initial investment to set up the system in the right way. An amount of $30,000 is included in the proposed 2005 budget. City Council The City Council will have at least two new members in 2005 as a result of changing to a ward system of representation. Funds have been budgeted for all council-members to attend training for elected officials put on by the League of Minnesota Cities. Funds are also included for a Council/staff retreat with a facilitator. Lastly, the 2005 budget contemplates a pay adjustment for the Mayor and Council-members. The '2004 Elected Officials Salary Survey' , provided by the AMM, shows the average salary for cities with less than 10,000 population to be about $3,000 annually for council-members and $3,600 annually for the Mayor. Accordingly, funds were budgeted at this level. The City Council would need to adopt an ordinance to set the new salary level prior to the November 2, 2004 general election. CONCLUSION The staff has presented proposals that are consistent with the needs to provide and improve services. We look forward to working with the Council to review the 2005 General Fund budget at this work session. If additional work sessions are desired, Monday, August 23 would be a suitable time. Mter the work sessions, changes will be incorporated into a final draft that will be presented to the Council for approval at the September 13 meeting, prior to certification by September 15. . CITY OF . SHOREWOOD 5755 COUNTRYCLUB ROAD · SHOREWOOD, MINNESOTA 55331-8927. (952) 474-3236 FAX (952) 474-0128. www.cLshorewood;mn.us. cityhall@cLshorewood.mn.us MEMORANDUM TO: FROM: DATE: SUBJECT: City Council Craig W. Dawson ~ August 5, 2004 '. SLMPD Proposed 2005 Budget - Work Session Item . The SLMPD Coordinating Committee met August 4 and by consensus forwarded a proposed budget that would increase the cities' contributions by 4.1 %, compared to the budget it recommended for 2004 (''the budget 'made whole"'). Not to belabor the numbers too much, but the proposal technically calls for a 10.6% increase from the required ("basic", or "Levell") service contributions for 2004. For the three cities opting to pay for additional ("enhanced", or "Level II") service contributions, they would pay an additional 4.1 %. 1}1e $59,00P increase to the "made whole" budget provides for ongoing operations and would restore: . 0.4 of a 0.6-time staff support position; . the $8,400 payment to remain in the Southwest Drug Task Force; . $10,500 (approximately one-half vehicle) to the schedule in the Equipment Replacement Fund. The proposed budget does not address the lower-than-recommended level ofundesignated funds in the department's operating balance, or the establishment of a long-term capital maintenance fund. . Imulications for Shorewood: I've attached an update of a spreadsheet that Council requested of the scenarios presented for the SLMPD budget. Although Chief Litsey has relabeled the scenarios as they appear in what he's presented, I'm using the same ones you've seen for ease of continuity. . Under the proposed budget, Shorewood's required contribution would be $690,092. This is $27,140, or 4.1%, more than the City is paying for SLMPD services in 2004. . Two scenarios illustrate what would result if Excelsior would not increase its contribution for 2005, and the other member cities would continue the enhanced, or Level II, service. To maintain the current service level, Shorewood's contribution would become $697,762, or 5.0% more than 2004. If the three cities chose to contribute to the Coordinating Committee's consensus budget-Le., making the three restorations listed above---'-Shorewood's contribution would be $717,861, or 8.3% more than 2004. The draft of the proposed 2005 City budget pre~ented this evening includes $700,000 for SLMPD. City Council Action: The City Council will need take action regarding its 2005 contribution by August 31. The Council may, for example, decide its contribution will be $690,092, per the SLMPD proposed budget. The Council could budget a higher amount if it were necessary to pay for Level II ("enhanced") services in 2005. The Council's last regularly scheduled meeting prior to the deadline is August 23. . o PRINTED ON RECYCLED PAPER #38 . " SLMPD 1005 Budget Scenarios Per August 4 Revisions 10 Preliminary Drafts Present'" atJuly 21 Coordinating Cotmnittee MeetiDg 2004 Recommended Cont~butions - 6.3% Increase 2004 Ooeratlna Budoet Contributions ~ ~ Il1.!il Excelsior $ 425,154 Excelsior $ 400,000 $ 400,000 Greenwood $ 122,502 Greenwood $ 115.254 $ 7,248 $ 122,502 Sharewaod $ 662,952 Sharewood $ 623,729 $ 39,223 $ 662,952 Tanka Bay $ 230,592 Tanka Bay $ 216,949 $ 13,643 $ 230.592 Total $1,441,200 Total $1,355,932 $ 60,114 $1,416,046 2005 Bud..t Scenarios A) No change In stall or services for 2004 (assumes antlclpaled Increases needed for salaries, Insurance, utilities, supplies and services) B) Fills vacant part-time clerical position at reduced haurs (adds $11,200) C) Funds participation In Southwest Dru9 Task Force (adds $8,400; paid by C~me Fund for 2004) 0) Restores schedule of funding replacement vehicles (adds $11,500; schedule reduced In 2004) .Makfna the Budae! Whole. $Change fron %Change from ~ 2005 A ~~ ~ ~ Excelsior $ 425,154 $ 433,532 $ 8,738 2.0 $ 33.532 8.4 Greenwood $ 122,502 $ 124,918 $ 2,414 2.0 Shorewood $ 662,952 $ 678,018 $ 13,064 2.0 Tanka Bay $ 230,592 $ 235,136 $ 4,544 2.0 $1,441,200 $1,469,600 $ 28,400 2.0 $Change fron %Change from . ~ 2005 B ~~ ~ ~ Excelsior $ 425.154 $ 436,964 $ 11,830 2.6 $ 38,984 9.2 Greenwood $ 122,502 $ 125,911 $ 3,409 2.8 Shorewood $ 662,952 $ 661,398 $ 18,446 2.8 Tanka Bay $ 230,592 $ 237,008 $ 6,418 2.8 $1,441,200 $1,481,300 $ 40,100 2.8 $Change fron %Change from 2004 2005 C ~~ ~ ~ Excelsior $ 425,154 $ 439,462 $ 14,308 3.4 $ 39,462 9.7 Greenwood $ 122,501 $ 126,825 $ 4,123 3.4 Sharewood $ 662,952 $ 685,262 $ 22,310 3.4 Tanka Bay $ 230,592 $ 238,352 $ 7,780 3.4 $1,441,200 $1,489,700 $ 48.500 3.4 $Change fron %Change from ~ ~ ~ 5 Chanoe ~ ~ ~ Excelsior $ 425,154 $ 442,559 $ 17,405 4.1 $ 42,559 10.6 Greenwood $ 122,501 $ 127,517 $ 5,015 4.1 Shorewood $ 862,952 $ 690,092 $ 27,140 4.1 Tanka Bay $ 230,592 $ 240,032 $ 9,440 4.1 $1,441,200 $1,500,200 $ 59,000 4.1 .Baslc & Enhanced Service - No Chanae In Service Levels for 20115. 2005 Base 2005 Co~b 2005 Contrlb 2004 Basic 2005 Basic A ~ ~ ~ ~ ~ ~ UIl!l&I! ~ ~ Excelsior $ 400,000 $ 415,089 $ 15,089 3.8 . $ 415,089 $ 15,089 3.8 Greenwood $ 115,254 $ 119,802 $ 4,348 3.8 $ 7,248 $ 7,538 $ 290 4.0 $ 127,140 $ 4,838 4.0 . Sharewood $ 823,729 $ 647,257 $ 23.529 3.8 $ 39,223 $ 40,792 $ 1.569 4.0 $ 888,049 $ 25,098 4.0 Tanka Bay $ 218,949 $ 225,133 $ 8,184 3.8 $ 13,643 $ 14,189 $ 548 4.0 $ 239,322 $ 8,730 4.0 $1,355,932 $1.407.081 $ 51,149 3.8 $ 80,114 $ 82,519 $ 2,405 4,0 $1,469,800 $ 53,555 3,8 2005 Base 2005 Contrib 2005 Contrib ~ 2005 BaslcB ~ ~ ~ ~ ~~ UIl!l&I! ~ ~ Excelsior $ 400,000 $ 418,383 $ 18,383 4.8 . $ 418,363 $ 18,383 4.8 Greenwood $ 115,254 $ 120,545 $ 5,291 4.6 $ 7,248 $ 7,610 $ 362 5.0 $ 128,155 $ 5,853 5.0 Sharewood $ 623,729 $ 652,363 $ 28,635 4.6 $ 39,223 $ 41,184 $ 1,961 5,0 $ 693,547 $ 30,596 5.0 Tanka Bay $ 216,949 $ 226,909 $ 9,980 4.6 $ 13.843 $ 14,325 $ 882 5.0 $ 241.234 $ 1o.s42 5.0 $1,355,932 $1,418,181 $ 62.249 4.8 $ 60,114 $ 83,119 $ 3,005 5.0 $1,481,299 $ 65.254 4,61 .Saslc & Enhanced Service - No Increase In Basic Service Fundtna for 2005- 2005 Base 2005 Contrib 2005 Contrlb ~ 2005 Basic A ~ ~ ~ ~ ~ ~ UJmI ~ ~ Excelsior $ 400,000 $ 400,000 $ - 0 . $ 400,000 $ 0.0 Greenwood $ 115,254 $ 115,254 $ - 0 $ 7,248 $ 13,675 $ 6,427 5.0 $ 128,929 $ 8,427 5.0 Sharewood $ 823,729 $ 623,729 $ - 0 $ 39,223 $ 74,033 $ 34,810 5.0 $ 697,762 $ 34,810 5.0 Tanka Bay $ 216,949 $ 218,949 $ - 0 $ 13,643 $ 25,960 $ 12,317 5.0 $ 242,909 $ 12,317 5.0 $1,355,932 $1,355,932 $ - 0 $ 60,114 $ 113,888 $ 53,554 5.0 $1,469,800 $ 53,554 3.78 2005 Base 2005 Cant~ 2005 Contrib ~ 2005 Basic 0 U<!l!!!!lII ~ ~ ~ ~~ Ull!Wl ~ ~ Excelsior $ 400,000 $ 400,000 $ - 0 $ 400,000 $ 0.0 Greenwood $ 115,254 $ 115,254 $ - 0 $ 7,248 $ 17,394 $ 10,148 5.0 $ 132.648 $ 10,146 8.3 Sharewood $ 823,729 $ 623,729 $ 0 $ 39,223 $ 94,132 $ 54,909 5.0 $ 717,861 $ 54,909 8.3 Tanka Bay $ 218,949 $ 216.949 $ - 0 $ 13,643 $ 32,742 $ 19,099 5.0 $ 249,691 $ 19,099 8.3 $1,355,932 $1,355,932 $ 0 $ 80,114 $ 144,268 $ 64,154 5.0 $1,500,200 $ 64,154 5.94 . No enhanced service In Excelsior South Lake Minnetonka Police Department Proudly Serving the Cities of Excelsior, Greenwood, Shorewood & Tonka Bay 2005 Operating Budget Prepared by . Police Chief Bryan Litsey . . Proposed Budget and Contingency Options A & B Preliminary Spreadsheets Distributed to Coordinating Committee Members Tuesday, August 3, 2004 SOUTH LAKE MINNETONKA POLICE DEPARTMENT 2005 OPERATING BUDGET RECOMMENDED PROPOSAL Based on Making the Budget Whole for 2005 . . SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET EXPENSES BASED ON MAKING THE BUDGET WHOLE FOR 2005 ITEM 50100 Salaries Full-time CATEGORY AMOUNT 50500 $16,000 . . 50600 PERA Pension $97,000 50700 Insurance Benefits $139,500 51000 Contract Services $8,500 52100 Equipment Leases $23,600 52200 Repairs & Maintenance $32,000 52300 Utilities $52,800 52400 Janitorial & Cleaning $11,000 52500 Printing & Publishing $4,500 52800 Care of Persons $100 53000 Supplies $36,500 . 54000 Uniforms & Gear $9,500 54500 Travel, Conferences & Schools $9,000 56000 Insurance $50,000 56100 Subscriptions, Memberships & Police License Fees $2,300 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET REVENUES BASED ON MAKING THE BUDGET WHOLE FOR 2005 (Does Not Include Obligatory Contributions From Each Member City) CATEGORY AMOUNT . 43100 Minnetonka School District $7,000 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $5.000 44000 Investment Income $5,000 46400 Forfeitures $1,000 . 46500 Misc. State Reimbursement $8,500 TOTAL PROJECTEDINCOME $125,500 Expenses in Excess of Revenues $1,500,200 Carryover of Existing Fund Balance N/A PROJECTED COST TO CITIES $1,500,200 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROPOSED 2005 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES . CITY '.~~IIfr~J~~;", ;,."',' GREENWOOD ~~~~~~:~i:f,~.';c:. TONKA BAY . BASED ON MAKING THE BUDGET WHOLE FOR 2005 ~ FOURTH YEAR OF FUNDING FORMUl.A CHANGE" " , BUDGET , p'ERCENTAGE TOTAL SHARE INCREA~EOVeR20C)4 CHANGE $1,500,200.00 29.5% $442,559 $17,405 4.1% $1,500,200.00 8.5% $127,517 $5,015 4.1% $1,500,200.00 46.0% $690,092 $27,140 4.1% $1,500,200.00 16.0% $240,032 $9,440 4.1% TOTALS $1,500,200 $59,000 '", 4.1% BASELINE CONTRIBUTIONS FROM MEMBER CITIES RESTORED Recommended Operating Budget Contributions for 2004 CITY ~~i~~~'~~-...',:,:::,":." GREENWOOD ,~ij~~~Yt,g~I:)'.."". TONKA BAY BUDGET, $1,441.200.00 $1,441,200.00 $1,441,200.00 $1,441,200.00 'PERCENTAGE 29.5% 8.5% 46.0% 16.0% 6.3% 6.3% 6.3% 6.3% 6:3% CHANGE TOTAL SHARE $425,154 $122,502 $662,952 $230,592 $1,441,200 INCREASE OVER 2003 $25,154 $7,248 $39,223 $13,643 $85,268 TOTAL For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA PO'LICE DEPARTMENT . 2005 OPERATING BUDGET CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior . . . SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION A SUMMARY SHEET 2005 OPERATING BUDGET PROPOSAL Recommended Proposal Without Additional Contribution from the City of Excelsior 2005 Basic Service , Enhanced Service ,', Total Dollar Percentage Increase Member Cities ObUgatoryContributions Contributions Contributions Over Same as 2003-2004 , , '2005 " 2005 2004 Contribtions Excelsior $400,000 $0 $400,000 0.0% Greenwood $115,254 $17,394 $132,648 8.3% Shorewood $623,729 $94,132 $717,861 8.3% Tonka Bay $216,949 $32,742 $249,691 8.3% , ,,' " " TOTAL $1,355;932 .. $144,268 $1,500,200 5.9% , For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION A DATA SHEET-1 2005 OPERATING BUDGET PROPOSAL Recommended Proposal Without Additional Contribution from the City of Excelsior Basic Service - 2004 Enhanced Service Total Dollar "'Enhanceci Service Percentage Member Cities Obligatory Contributions Contributions Contributions Percentages , Increases Same as 2003 " 2004 2004 2004 Over 2003 Excelsior $400,000 $0 $400,000 0% 0.0% Greenwood $115,254 $7,248 $122,502 12.1% 6.3% Shorewood $623,729 $39,223 $662,952 65.2% 6.3% T onka Bay $216,949 $13,643 $230,592 22.7% 6.3% , TOTAL $1,355,932 $60,114 $1,416,046 100% 4.4% , , For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey . . . . SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION A DATA SHEET- 2 2005 OPERATING BUDGET PROPOSAL Recommended Proposal Without Additional Contribution from the City of Excelsior . . . . . Basic Service - 2005 Enhanced Service TotalOollar .. Enhanced Service Total Dollar Percentage Member Cities Obligatory Contributions Contributions Contributions Percentages Contributions Increases Same as 2003 8. 2004 ... 2005 2005 ....2005 Over 2004 Over 2004 . . Excelsior $400,000 $0 $400,000 0.0% $0 0.0% Greenwood $115,254 $17,394 $132,648 12.1% $10,146 8.3% Shorewood $623,729 $94,132 $717,861 65.2% $54,909 8.3% T onka Bay $216,949 $32,742 $249,691 22.7% $19,099 8.3% . TOTAL $1,355,932 $144,268 $1,500,200 100% $84,154 5,9% . . For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET EXPENSES CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior ITEM 50100 Salaries Full-time 50200 Salaries Overtime CATEGORY . . AMOUNT $1,004,000 $51,000 50500 50600 50700 51000 52100 52200 52300 52400 52500 52800 53000 54000 54500 56000 56100 "iWi1:~~i~~!~~~~~~1 FICA/Medicare PERA Pension Insurance $16,000 $97,000 $139,500 $8,500 $23,600 $32,000 $52,800 $11,000 $4,500 $100 $36,500 $9,500 $9,000 $50,000 $2,300 . . Insurance Benefits Contract Services Equipment Leases Repairs & Maintenance Utilities Janitorial & Cleaning Printing & Publishing Care of Persons Supplies Uniforms & Gear Travel, Conferences & Schools Subscriptions, Memberships & Police License Fees ~~~~~I,~~t~l~d~J~N~c~,' g~pii~~l~~~J'~t,;l~~w~l!f:r . TOTAL PROJECTED EXPENSES $1,625,700 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET REVENUES CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior (Does Not Include Obligatory Contributions From Each Member City) ITEM CATEGORY AMOUNT . 40150 Enhanced Service - Excelsior (Declined) $0 40160 Enhanced Service - Greenwood (12. 1 % of Enhanced Service Cost) $17,394 40170 Enhanced Service - Shorewood (65.2% of Enhanced Service Cost) $94,132 40180 Enhanced Service - Tonka Bay (22.7% of Enhanced Service Cost) $32,742 42100 State Peace Officer Aid $86,000 42200 State Training Reimbursement $5,000 43100 Minnetonka School District $7,000 . 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $5,000 44000 Investment Income $5,000 46400 Forfeitures $1,000 46500 Misc. State Reimbursement $8,500 TOTAL PROJECTED INCOME $269,768 Expenses in Excess of Revenues $1,355,932 Carryover of Existing Fund Balance PROJECTED COST TO CITIES $1,355,932 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROPOSED 2005 OBUGA TORY CONTRIBUTIONS FROM MEMBER CITIES CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior GREENWOOD ~~~im9;~R){';:< TONKA BAY ~ FOURTH YEAR Of FUNDING FORMULA CHANGE - BUDGET $1,355,932.00 $1,355,932.00 $1,355,932.00 $1,355,932.00 PERCENTAGE TOTAL SHARE $400,000 $115,254 $623,729 $216,949 $1,355,932 - INCREASE OVER 20()4 $0 $0 $0 $0 $0 CHANGE 29.5% 8.5% 46.0% 16.0% 0.0% 0.0% 0.0% 0.0% 0.0% - TOTALS 2004 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES -CITY '~*,~~~l~~:j;;..-;;:'; GREENWOOD ~Q~~~9&~~S\:,; TONKA BAY BUDGET $1,355,932.00 $1,355,932.00 $1,355,932.00 $1,355,932.00 PERCENTAGE TOTAL SHARE INCREASE OVER 2003 29.5% $400,000 $0 8.5% $115,254 $0 46.0% $623,729 $0 16.0% $216,949 $0 TOTAL $1,355,932 $0 CHANGE 0.0% 0.0% 0.0% 0.0% 0.0% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey . . SOUTH LAKE MINNETONKA POLICE DEPARTMENT 2005 OPERATING BUDGET PROPOSAL CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION B SUMMARY SHEET 2005 OPERATING BUDGET PROPOSAL No Funding and/or Position Restored - No Additional Contribution from the City of Excelsior 2005 Basic Service EnhimcedServlce. Total. Dollar Percentage Increase Member Cities Obligatory Contributions Contributions Contributions Over Same as 2003-2004 2005 2004Contribtions Excelsior $400,000 $0 $400,000 0.0% Greenwood $115,254 $13,728 $128,982 5.3% Shorewood $623,729 $74,140 $697,869 5.3% Tonka Bay $216,949 $25,800 $242,749 5.3% TOTAL $1,355,932 $113,668 $1,469,600 3.8% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey . . . . SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION B DA TA SHEET - 1 2005 OPERATING BUDGET PROPOSAL No Funding and/or Position Restored - No Additional Contribution from the City of Excelsior . . . Basic Service - 2004 EnhclncedService.. Total Doliar Enhanced Service ... Percentage Member Cities Obligatory Contributions Contributions Contributions Percentages Increase Same as 2003 2004 2004... 2004 Over 2003 Excelsior $400,000 $0 $400,000 0% 0.0% Greenwood $115,254 $7,248 $122,502 12.1% 6.3% Shorewood $623,729 $39,223 $662,952 65.2% 6.3% T onka Bay $216,949 $13,643 $230,592 22.7% 6.3% ... TOTAL $1,355,932 $60,114 $1,416,046 .. 100% 4.4% .. ... .. For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION B DA TA SHEET - 2 2005 OPERATING BUDGET PROPOSAL No Funding and/or Position Restored - No Additional Contribution from the City of Excelsior Basic Service -2005 Enhanced Service Total Dollar Enhance.dService Total Doliar Percentage Member Cities Obligatory Contributions Contributions Contributions Pt:trc,entages Contributions Increases , Same as 2003 &2004 , " 2005 .. , 2005 2005', " O"er2004 Over 2004 Excelsior $400,000 $0 $400,000 0.0% $0 0.0% Greenwood $115,254 $13,728 $128,982 12.1% $6,480 5.3% Shorewood $623,729 $74,140 $697,869 65.2% $34,917 5.3% T onka Bay $216,949 $25,800 $242,749 22.7% $12,157 5.3% , , " TOTAL $1,355,932 $113,668 $1,469,600 ',' 100% $53,554 3.8% , , ' For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey . . SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET EXPENSES CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior ITEM 50100 Salaries Full-time CATEGORY AMOUNT . 50500 50600 50700 51000 52100 52200 52300 52400 52500 52800 53000 54000 54500 56000 56100 . FICA/Medicare PERA Pension $15,500 $97,000 $139,500 $8,500 $23,600 $32,000 $52,800 $11,000 $4,500 $100 $36,500 $9,500 $9,000 $50,000 $2,300 Insurance Benefits Contract Services Equipment Leases Repairs & Maintenance Utilities Janitorial & Cleaning Printing & Publishing Care of Persons Supplies Uniforms & Gear Travel, Conferences & Schools Insurance Subscriptions, Memberships & Police License Fees ~~~p,~I;:~: .. ".~;<~~J14~~tgrJ!~mN?lH.' ~~~~~t~Htl~~:'i~~'~~~~l~\~~ii~~~j~t?~~l;' TOTAL PROJECTED EXPENSES $1,595,100 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET REVENUES CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior (Does Not Include Obligatory Contributions From Each Member City) ITEM ..CATEGORY . 40150 Enhanced Service - Excelsior (Declined) $0 40160 Enhanced Service - Greenwood (12.1% of Enhanced Service Cost) $13,728 40170 Enhanced Service - Shorewood (65.2% of Enhanced Service Cost) $74,140 40180 Enhanced Service - Tonka Bay (22.7% of Enhanced Service Cost) $25,800 42100 State Peace Officer Aid $86,000 42200 State Training Reimbursement $5,000 43100 Minnetonka School District $7,000 . 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $5,000 44000 Investment Income $5,000 46400 Forfeitures $1,000 46500 Misc. State Reimbursement $8,500 TOTAL PROJECTED INCOME $239,168 Expenses in Excess of Revenues $1,355,932 Carryover of Existing Fund Balance NIA PROJECTED COST TO CITIES $1,355,932 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROPOSED 2005 OBUGA TORY CONTRIBUTIONS FROM MEMBER CITIES . GREENWOOD ~~g~~~~~;:~;;, TONKA BAY CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior - FOURTH YEAR OF FUNDING FORMULA CHANGE - BUDGET $1,355,932.00 $1,355,932.00 $1,355,932.00 $1,355,932.00 PER.CEftIl.TAGETOT~L SHAREINCREASE.OVER 2004 . 29.5% $400,000 8.5% $115,254 46.0% $623,729 16.0% $216,949 TOTALS $1,355,932 0.0% 0.0% 0.0% 0.0% CHANGE 2004 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES BUDGET $1,355,932.00 $1,355,932.00 $1,355,932.00 $1,355,932.00 . PERCENTAGE . TOTAL SHARE 29.5% $400,000 8.5% $115,254 46.0% $623,729 16.0% $216,949 TOTAL $1,355,932 INCREASE OVER 2003 $0 $0 $0 $0 $0 0.0% 0.0% 0.0% 0.0% 0.0% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey . . FULL-TIME (SWORN) POLICE OFFICERS. POLICE DEPARTMENTS IN LAKE MINNETONKA AREA Information for 2005 Budget Proposal (Updated July of 2004) .... ......;~~.I~f~~;.(;. .. ..... 'PerOffleer ....Rat~'Pertl'lollsand Residents Deephaven Police Department Also Serving Woodland Minnetrista Public Safety Department Also Serving St. Bonifacius 7 4,333 619 1.6 10 6,773 677 1.5 Mound Police Department 13 9,435 726 1.4 Orono Police Department Also Serving Long Lake, Minnetonka Beach & Spring Park 19 11,848 624 1.6 Wayzata Police Department 9 4,119 458 2.2 Note: Source of Data - Pollee Departments Listed FULL-TIME (SWORN) POLICE OFFICERS POLICE DEPARTMENTS IN MINNESOTA Information for 2005 Budget Proposal .;.." - ",. ',-.",'. .. ....._'...'.....',; . " '". .:"',' ":r'o "FuU-Til'l1e'O.ffie,r'$/'.' .. ':':. '\Re~jd~rit$> .. .".,'",. - ;'~.y' ":: ~,.: ;'-.A:'~' ,:.:.;-"-;" { ......... ,O:>NtifilbjI,Bf"!':;i..E.;< ,- .. ,.,' ..",' ".. ,-' .. , "" . . ..--" _.. ", 'dO' '-,' ,--".' - ~ ". Minnes6ta'.PoliceOepartmer1t~..BY:Gr()ilp Per Officer Ratlir'Per-Tflousand Residents Note: Source of Data - 2003 Minnesota Crime Information Report . . . . SALE OF ALCOHOL - LAKE MINNETONKA COMMUNITIES Cities Surveyed , "Qn..Sale Off-Sale , ,'Qn~ale Off-Sale Total Lake MlnnetonkahAi'ea " " " LlQu,or ',,' ',' 'L1Ciuot "',."" , Beer and/orWlhe "Beer ' Number Deephaven 0 0 0 0 0 Excelsior 5 2 4 0 11 Greenwood 2 0 0 1 3 Long Lake 5 2 1 1 9 Minnetonka Beach 1 0 0 0 1 Minnetrista 0 0 2 1 3 Mound 4 1 4 2 11 Orono 4 1 3 2 10 Shorewood 2 2 0 1 5 Spring Park 3 4 6 0 13 St. Bonifacius 3 4 0 1 8 Tonka Bay 1 0 4 1 6 Wayzata 8 1 5 1 15 Woodland 0 0 0 0 0 TOTAL , I ' '38 , '17 " ; . ,.,,'29 ,,' 11 95 " ' " , , Police Jurisdictions '" " On..sale '" Off..Sale . On-Sale Off-Sale Total .' ." -. ", L.lauor ' , 'B.el'andlol'Wlne LakeMlnnetonka. Area ". " L1C1uor '" Beer Number Deephaven Police Department 0 0 0 0 0 Also Servina Woodland Minnetrista Police Department 3 4 2 2 11 Also Servina St. Bonifacius Mound Police Department 4 1 4 2 11 Orono Police Department 13 7 10 3 33 Also Serving Long Lake, Minnetonka Beach & Spring Park South Lake Minnet0nka Police Department 10 4 8 3 25 Servina Excelsior, Greenwood, Shorewood and Tonka Bay Wayzata Police Department 8 1 5 1 15 TOTAL , , ',' ""38 ,'\ ""17' 29 '. ' ",11 95 " ',' , " ,", , ',', Charter Boats - Excelsior has issued 11 charter boat permits for dockage at the Excelsior Municipal Docks. Of these, 3 have full liquor licenses which are not reflected in the above tables. Other charter boats can purchase a one-day permit. Source of Data - Provided by Cities Surveyed (July-August 2004) CRIME RATES IN THE LAKE MINNETONKA AREA 2003 Part 1 & Part 2 Offenses i';~~pAr~tlq'fi: '~;r';;:iPiid:~>"',':.; ';:'!';'.Cft"!+'~~t~::. ;,;.piit'2i:'. ,.,.>....~tirne~ate.."..," . "i'$~~~d" .;()ff~h~es' "..'l;'~d'1.bffel1$~$/ {qifiris~~i.', "Part20ffenses Crime Rate Combined Deephaven Police Department Also Serving Woodland Minnetrista Public Safety Department Also Serving St. Bonifacius 4,421 33 746 141 3,189 3,935 6,358 136 2,139 366 5,757 7,896 Mound Police Department 9,627 261 2,711 647 6,721 9,432 Orono Police Department Also Serving Long Lake, Minnetonka Beach & Spring Park 11,949 185 1,548 431 3,607 5,155 Wayzata Police Department 4,196 172 4,099 218 5,195 9,294 Crime Rate - The number of offenses reported for each unit of population, generally per 100,000 persons. Crime rates are computed for communities with varying populations by dividing the number of offenses by the population and multiplying the answer by 100,000 (Example: 500 Offenses divided by 10,000 population x 100,000 = 5,000 Crime Rate). Part 1 Offenses - murder, forcible rape, aggravated assault, robbery, burglary, larceny-theft, motor vehicle theft and arson. Part 2 Offenses - other assaults, forgery-counterfeiting, fraud, embezzlement, stolen property, vandalism, weapons, prostitution, sex offenses, drugs, gambling, offenses against family and children, driving under the influence, liquor laws, disorderly conduct, vagrancy and other criminal offenses. Source of Data. 2003 Minnesota Crime Information Report SLMPD is the only police department In this group to have a reported homicide In 2003 . . . . CRIME CLEARANCE RATES IN THE LAKE MINNETONKA AREA 2003 Part 1 & Part 2 Offenses 'r~"~~~~~~~i;,;';~!,i. 'i'TotidOffel'ls.es<,Offenses Cleared, :"..-.;,;,-..",...-.-.,-:....-_-:---,. ',.', -.. P~rt'1'&P~rt2 "fotalPercentage Deephaven Police Department Also Serving Woodland Minnetrista Public Safety Department Also Serving St. Bonifacius 4,421 33 141 174 54% 6,358 136 366 502 64% Mound Police Department 9,627 261 647 908 56% Orono Police Department Also Serving Long Lake, Minnetonka Beach & Spring Park 11,949 185 431 616 53% Wayzata Police Department 4,196 172 218 390 37% Part 1 Offenses. murder, forcible rape, aggravated assault, robbery, burglary, larceny-theft, motor vehicle theft and arson. Part 2 Offenses. other assaults, forgery-counterfeiting, fraud, embezzlement, stolen property, vandalism, weapons, prostitution, sex offenses, drugs, gambling, offenses against family ,and children, driving under the influence, liquor laws, disorderly conduct, vagrancy and other criminal offenses. Source of Data. 2003 Minnesota Crime Information Report SLMPD is the only police department in this group to have a reported homicide In 2003 ... CITY OF SHOREWOOD 5755 COUNTRY CLUB ROAD. SHOREWOOD, MINNESOTA 55331-8927 · (952) 474-3236 FAX (952) 474-0128. www.cLshorewood.mn,us. cityhall@cLshorewood,mn.us MEMORANDUM DATE: City Council .; Craig W. Dawson, City Administrator ~ Larry Brown, Director of Public Works/City Engineer J9"'" August 5, 2004 TO: FROM: SUBJECT: Restructuring within Public Works Department Public works is one of the City's major areas of expenditure from year to year, and the scope and value of that infrastructure is the City's largest corporate asset~ As the system has grown in size and complexity over the years, the City's organizational approach to public works has also evolved. Staff strongly believes that it is time to make another major change in the structure of the Public Works Department, in order to provide effective service to residents and the system of public works. This major change is to separate the responsibilities of Director of Public Works and City Engineer. The work level and resulting span of control are difficult for one position to perform both functions " effectively. ,. The Public Works Department currently functions with three divisions: Streets/Parks Maintenance, Utilities, and Engineering. Under the proposed restructuring, the Director of Public Works (DPW) will be responsible for all three divisions and focus most of his /her time in public works maintenance and utilities. The City Engineer will report to the DPW, and haveday-to-day responsibility for the Engineering Division. As the engineering and public works functions are intertwined, the DPW and City Engineer will closely work together. The position currently held by Larry Brown has evolved from City Engineer/Director ofPq'hli9 Works, to Director of Public Works/City Engineer. The progression to separate the two functions and place the City Engineer under the DPW is a common hierarchy among cities. Changes that have occurred under this evolution include: 1) The plan to end a long-standing relationship with Munitech, Inc., and bring maintenance of the City's utility systems in-house. For the same expenditure that the City was paying Munitech, we were able to hire a new public works/utility maintenance position and provide a pay differential for staff in the utility division. Bringing the utility function in-house has significantly added the management effort needed in public works. {) PRINTED ON RECYCLED PAPER :/f3C Public Works Restructuring August 9, 2004, City Council Work Session Page 2 , 2) The Supervisor of Operations and Maintenance (hereafter, PW Supervisor) position has been vacant since the former incumbent resigned in Fall 2001. The DPW assumed more direct involvement with the public works maintenance operations, especially knowing the importance to make preparations for taking back utility operations within 15 months. The DPW office has since moved to the Public Works Maintenance building. 3) In Fall 2001, the Council approved hiring for an authorized but unfilled engineering technician position. This position has been focused on development of engineering plans and converting records to a digital format, in a manner that is consistent with organization-wide needs and information systems platforms. This effort is an ongoing one, and the major component in developing this engineering system is not quite one-half completed. The engineering technician position is also responsible for coordination of utility permits, a portion of construction inspection, compilation of specifications and details under direction of the City Engineer, and initial contact with a portion of customer concerns. 4) In Winter 2004, one of the Utility Division personnel was promoted to Utility Lead Worker. Cost reductions from the former Munitech contract covers this added expense. By eliminating the PW Supervisor position, and viewing the one new staff member as a replacement for a formerly contracted service, the number of positions in the Public Works Department would remain the same as was authorized in 2001. The differential in salary between the proposed City Engineer and the vacant PW Supervisor positions would be less than $5,000 in 2005. Positions and Division ResDonsibilities: The attachment to this memorandum provides a more detailed listing of responsibilities of the DPW and City Engineer. Below is a summary. City EntrineerlEntrineerinl! Division The Engineering Division, with ultimate oversight by the DPW, would be responsible for the following areas: · Contract Management including contract documents for public works documents, permits, bonds and warranties, review of payment requests . Construction Management, including inspection of public and private development, development and adherence to standards · Development Review, including development proposals, plats, development agreements · Consultant Management, including direction of preparation of all feasibility reports, designs, bidding documents · Right-of-wav Management, including administration of the right-of-way ordinance, all utility permits (i.e., cable, telephone, electric, gas, water, sewer) in r-o-w and fee revenue for the City, records system Public Works Restructuring August 9, 2004, City Council Work Session Page 3 . Municipal State Aid (MSA) Program Matlagement, including annual State reports and field analyses, administration of contract documents and funding requests . City Street System Management, including all infrastructure design, standards and specifications, and scheduling of improvements . Stormwater Plan and System Management including planning, NPDES I & II reporting, development review, Code enforcement . Water System Reporting and Records . Sanitary Sewer System Reporting and Records . City Council and City support, as representative to the public for all infrastructure services. The City Engineer would also supervise the Engineering Technician position. The Engineering Technician would continue to perform, for example: . Organizing infrastructure records, with special attention to as-built plans . Converting and compiling of engineering plans and records to digital format, and compatible with City's GIS . Compiling specifications, details, and bidding/contract documents under direction of City Engineer . Coordinating utility permits · Inspecting construction projects and other in-field activities · Acting as initial public contact for a variety of engineering- and public works-related customer concerns Director of Public WorkslPublic Works Maintenance Divisions There are two divisions in public works maintenance, with several areas of overlap. The Streets. Parks. and Facilities Division is responsible for the maintaining the City's street system, parks system, City-owned buildings and facilities. It also performs snow and ice removal, as well as maintenance in the City's stormwater system, including maintenance of pipes and ditches, wetland systems, and sweeping the City's streets and parking lots. There are five light-equipment operator (LEO) positions within this division. The Utility Division is responsible for the operation and maintenance of the City's drinking water and sanitary sewer systems. There are three LEO/Utility positions within this division, one of which is vacant and should be filled shortly. The DPW would continue to office at the Public Works building, and work more closely with the day-to-dayoperations and projects of these divisions. Major areas of responsibility of the DPW would include: . Management of Public Works Maintenance Staff. including scheduling and supervision, ensuring licensure, training and certifications . Management of Employee Safety Programs, including mandated OSHA training and certification, equipment safety inspections, development and documentation of standard operating procedures Public Works Restructuring August 9,2004, City Council Work Session Page 4 . Management of the Engineering Division . Intergovernmental Matters in Public Works, including MnDOT, Hennepin County, watershed districts . Provide Staff Liaison and Support for Park Commission . Budget Preparation and Management for the Public Works Department . Preparation of the Public Works Items for the Capital Improvement Pro~am . Infrastructure Inventory Maintenance, including evaluation and recording of roadways, utilities, stormwater systems, parks . Roadway Maintenance Management, including schedule of patching, sealcoating, bituminous overlays, roadway restrictions, snow and ice removal materials and operations . Maintenance of Traffic Signal Systems . Management of Drinking Water System and Operations, including major maintenance (e.g., water tower painting) and major renovation (e.g., replacement of pumps) . Management of Sanitary Sewer System Overations, including lift station systems, inflow/infiltration control, database management of the system . Management of Stormwater System Operations, including inspection and capacity evaluation of ponds (NPDES and MCWD requirements) . Technical Communications Systems. including telemetrics for water and wastewater systems, alarm systems and responses, Gopher One locates (3000 requests/year) . Emergency Preparedness Communications, including emergency generators, radios, and alarm telephony, civil defense sirens . Park Maintenance and Safety Management . Maintenance of City Facilities and Grounds . Management of City's Hazardous Wastes, in terms of disposal arrangements and reporting The DPW and City Engineer responsibilities are two full-time positions. Despite the hue and cry about unfunded mandates from higher levels of government, it is a reality that they continue. The City's responsibilities in terms of planning, designing, constructing, installing, performing, documenting, reporting have had two recent major additions - homeland security and NPDES II - and will continue to grow in the area of stormwater and environmental quality. The City is also transitioning from a developing mode to a maintenance-and-rehabilitation phase, and more effort will be needed in both public works maintenance and engineering to extend the life of existing infrastructure and replace that which has worn out. A greater focus in each area will improve the ability of staff to respond to residents' concerns more promptly and effectively. This proposal has been included in the draft of the proposed budget for the August 9 City Council work session. For a number of reasons, it is timely to implement the 9hanges within the Public VI orks Department in the 2005 budget. CURENT JOB TASKS PER POSITION DIRECTOR OF PUBLIC WORKS Department Administration and Resources . Personnel Scheduling and Administration . Personnel Projections . Worker Comp Documentation . Scheduling and supervising daily work tasks for the department . Scheduling of On Call Personnel . Interviewing and hiring of new personnel . Equipment Training and Certifications for Safety Operations . Union / grievance resolution . Certification, training, and tracking of licenses for water and waste water facilities Budgets . Draft Specs and proposal forms for quotes and standards . Budget Preparation Capital Improvement Proe:ram . Inventory of Infrastructure . Program for each asset depreciation, issues and replacement schedules . Prepare CIP for all infrastructure and equipment Employee Safety Administration . Mandated OSHA Training and Certification, tracking, and registration . Confined Space Entry Chlorine Room Procedures and handling of chemicals Manhole and Lift Station operations Utility Vaults and Rooms . Electrical Operations, SOPs and OSHA compliance . Equipment Safety Inspections . Chemical interactions, handling and precautions . Crane Certifications both stationary and portable . Standard Operating Procedures and Documentation Hazardous Waste Generation and Plannine: . Hazardous Waste Licensing and documentation . Records retention and manifest program . Submit reports and inspections to the County for certification DIRECTOR OF PUBLIC WORKS continued Information Technical Systems . SCADA systems for water facilities . SCADA systems for Wastewater facilities . Alarm system operations and response . Network Public Works Facility . Gopher One Locating Services for 3000 locate requests per year Stormwater Systems . Inspection and Maintenance Programs - New NPDES Requirements Annual inspection and certification for every storm structure within the City . Ponding Facilities -Inspection and Volume Documentation; New MCWD Requirements Sanitary Sewer Systems . Control Panels and Lift Station operation and Maintenance . Wastewater Collection System Inspection and Maintenance . Database management for every structure . Infiltration and Inflow Control Investigations and Rehabilitation Roadways . Pavement Inventory . Patching . Sealcoating of l/5th of Shorewood Roadways . Bituminous Overlay Program . Sign Maintenance and documentation . Seasonal weight restrictions programs and enforcement Watermain Systems . Water quality testing and certifications to the State . Infrastructure inventory . Maintenance of Wells . Maintenance of Buildings . Water Tower maintenance and Operation . Maintain asbuilt Information . Sewer Service record upkeep ? DIRECTOR OF PUBLIC WORKS continued Parks and Recreation . Facility Maintenance . Monthly Inspection Programs Mandated playground and Skate Park documentation . Document and process insurance claims . Grounds maintenance . Music in the Park Emen~encv Preuaredness . Civil Defense sirens maintenance and operations for Shorewood, Tonka Bay, Excelsior, and Greenwood . Emergency Power Generation System Checks and Ops Emergency Pumps and gear System Checks and Ops Communications Equipment VHF and 800 MGHZ Systems Telephony - Alarm Systems Facility Maintenance and Grounds . Buildings City Hall Public Works Public Works Salt Storage SE Area Well Building and Filter Plant Badger Well Building W oodhavenWell Building Boulder Bridge Well Building Amesbury Well Building Badger Warming House Eddy Station Cathcart Warming House Si2llal Systems . Relamping & Painting of 4 Signal Systems EQuiument . State Contract Purchasing . Maintenance Programs . Capital Improvement Programs . Inspections and Licensing renewals 1 DIRECTOR OF PUBLIC WORKS continued Snow & Ice Removal . Material Contracts . Weather monitoring and on call management . Purchasing materials and supplies . Address customer complaints Infrastructure Plannine: . Water Facilities . Storm Facilities . Wastewater collection system . Lift Stations CITY ENGINEER Contract Manae:ement . Draft and review contracts for public works improvement projects . Contracts, bonds, and permit review and record maintenance . Warranty period and warranty bond reviews and administration . Request for payment claims . Liaison to the City in court cases, depositions, and support Municiual State Aid Proe:ram . Inventory Management and mapping . Annual MSA Needs Reporting . Monitor and Program Fund Balances . Traffic Counts & Reports . Project Finances and Reporting . Pay Vouchers, Bonds and Contracts Storm Water . Comprehensive Stormwater Management Plan . NPDES documentation and reporting . Review of all developments for impacts of stormwater . Site review post construction for conformance to drainage plans 4. . CITY ENGINEER continued Review and Administration of Comprehensive Plans . Comprehensive Surface Water Management Plan . City Code reviews and enforcement Construction . Construction Inspection Programs of New Development - Private . Construction Inspection Public Works Improvement Projects . Standards - Details and Specifications for Standard Construction . Asbuilt review and record retention systems . Review of Building permits . Warranty construction review and resolution Staff Support City Council . Design review of all Infrastructure proposals . Research, compilation of reports to City Council . Representative to the public for all infrastructure services Staff Support Park Commission . Park master planning . Park inventory and analysis . Research, compilation of report to the Park Commission Rie:ht of Way Manal!ement . Records retention for right of way needs . Acquisition of right of way and easement for public improvements . Review all utility permits for installation of cable TV, telephone and power installations . Review all utility permits for installation of sewer and water services Feasibility Reports and Desie:ns . Administration of Consultant Services . Guide and direct preparations of all feasibility reports and designs Sanitary Sewer Systems . Monthly wastewater volume reports to Met Council " . ~ . "', CITY OF SHOREWOOD 5755 COUNTRY CLUB ROAD · SHOREWOOD, MINNESOTA 55331-8927 · (952) 474-3236 FAX (952) 474-0128 . www.cLshorewood.mn.us · cityhall@cLshorewood.mn.us CITY OF SHOREWOOD, MINNESOTA 2005 PROPOSED ANNUAL OPERATING BUDGET AUGUST 9, 2004 DRAFT o PRINTED ON RECYCLED PAPER d63]J CITY OF SHOREWOOD , ~ . GENERAL FUND REVENUE AND EXPENDITURE SUMMARY 2005 PROPOSED BUDGET Actual Adopted YTD June Requested Proposed Adopted $$ % 2003 2004 2004 2005 2005 2005 Change Change Revenues and Other Sources Property Taxes 3,071,853 3,420,229 1,172,600 3,874,921 454,692 13.29% Ucenses and Permits 334,424 191,967 97,055 196,100 4,133 2.15% Intergovernmental 65,782 59,751 33,368 65,000 5,249 8.78% Fines and Forfeitures 88,949 60,000 32,481 62,000 2,000 3.33% Charges for Service 48,689 35,000 39,601 43,000 8,000 22.86% Miscellaneous Revenue 89,343 125,000 39,944 125,000 0 0.00% Total Revenues 3,699,040 3,891,947 1,415,050 4,366,021 0 0 474,074 12.18% Expenditures General Government Mayor and Council 93,693 103,664 19,611 113,493 9,829 9.48% Administration 104,539 133,723 50,053 144,444 10,721 8.02% General Government 173,689 189,647 61 ,686 233,235 43,588 22.98% Elections 6,006 32,094 190 600 (31,494) 100.00% Finance 127,064 165,686 67,900 194,684 28,998 17.50% Professional Services 169,394 190,000 95,157 192,000 2,000 1.05% Planning and Zoning 146.953 149,740 59.718 161,853 12,113 8.09% Municipal Building 128,146 166,350 40.317 170,015 3,665 2.20% Total General Government 949.484 1.130.904 394.632 1,210,324 0 0 79,420 7.02% Public Safety Police 609,992 947,102 520,421 963,550 16,448 1.74% Fire Protection 293,029 481,629 245,199 493,710 12,081 2.51% Protective Inspection 86.958 108,146 37,722 111 ,303 3.157 2.92% Animal Control 19,900 23,500 10,441 24,000 500 2.13% Total Public Safety 1,009,879 1.560,377 813,783 1.592,563 0 0 32.186 2.06% Public Works City Engineer 101,582 120,467 41.264 140.941 20,474 17.00% Public Works Services 225,940 281,516 104,067 379,195 97,679 34.70% Streets and Roadways 104,045 164,959 25,810 174.000 9,041 5.48% Snow and Ice Removal 40,013 63.392 29,427 64,817 1 ,425 2.25% Traffic Control/Street Ughts 34,478 40,250 11 ,378 40,000 (250) -0.62% SanitationlWaste Removal 3.993 5,167 2,876 5.133 (34) .0.66% Tree Maintenance 20,715 25,378 9,831 26,546 1,168 4.60% Total Public Works 530,766 701,129 224,653 830,632 0 0 129,503 18.47% Culture and Recreation Parks and Recreation 451,793 206,037 67,813 209,502 3,465 1.68% Total Culture and Recreation 451,793 206,037 67,813 209,502 0 0 3,465 1.68% Total Expenditures 2,941,922 3,598,447 1,500,881 3,843,021 0 0 244,574 6.80% Total Revenues Over (Under) Expenditures 757,118 293,500 (85,831 ) 523,000 0 0 1 CITY OF SHOREWOOD GENERAL FUND REVENUE AND EXPENDITURE SUMMARY 2005 PROPOSED BUDGET Actual Adopted YTD June Requested Proposed Adopted $$ % 2003 2004 2004 2005 2005 2005 Change Change Fund Transfers In Uquor Fund 30,000 30,000 0 50,000 0 0 0 0.00% Street Reconstr Fund 0 0 0 0 0 0 0 Trail Fund 0 0 0 0 0 0 0 Sewer Fund 25,000 0 0 0 0 0 0 Water Fund 0 0 0 0 0 0 0 Total Transfers In 55,000 30,000 0 50,000 0 0 20,000 66.67% Fund Transfers Out Equip Replacemt Fund (PW) 70,800 50,000 0 116,000 66,000 132.00% Street Reconstr Fund 200,000 183,500 0 367,000 183,500 100.00% Park Capital Imp Fund 185,000 10,000 0 10,000 0 0.00% Trail Capitallmprvment Fnd 28,700 0 0 0 0 0.00% Public Facilities Fund 89,600 50,000 0 50,000 0 0.00% Land & Open Space Fund 0 5,000 0 5,000 0 0.00% Stormwater Mgmt Fund 35,000 25,000 0 25,000 0 0.00% Total Fund Transfers Out 609,100 323,500 0 573,000 0 0 249,500 77.13% Excess (Deficiency) of Revenues and Other Financing Sources Over Expenditures and Other Uses 203,018 0 (85.831) 0 0 0 0 0.00% Amounts to be Provided from General Fund Balance 0 0 85,831 0 0 0 0 General Fund Balance January 1 2,157,978 2,546,472 2,546,472 2,546,472 2,546,472 2,546,472 General Fund Balance December 31 2,546,472 2,546,472 2,460,641 2,546,472 2,546,472 2,546,472 2 CITY OF SHOREWOOD GENERAL FUND SUMMARY OF ESTIMATED REVENUES 2005 PROPOSED BUDGET TAXES: Iaxas - The City levies property taxes to finance the general operating fund which provides municipal governmental services Fiscal Disparities - Received with taxes above. In 1971, the legislature enacted this law to allow municipalities to share in metropolitan commerciallindustrial growth. A percentage of commercial/industrial taxes are pooled and distributed and distributed to communities in the metrololitan area. Special Levy - In addition to levy limits, this special levy is for Shorewood's share of the debt service for the public safety bldg LICENSE/PERMIT FEES: Rental Housing license Fees - License fees for rental housing units. License is valid for a term of three (3) years. liquor License Fees Other Business Licenses - Fees for refuse hauler and tree trimming licenses. Building Permits - Permit fee based upon valuation of structure according to Uniform Building Code Schedule. Dog Licenses Other Non-business - Horse permit and alarm permit fees. INTERGOVERNMENTAL REVENUE: Local Govemment Aid - the continuance of the discontinued Local Performance Aid. LGA is discontinued as of 2003. Homestead and Agriculture Credit Aid (HACA)- A State credit which reduces the tax levy. HACA is discontinued as of 2003. Local Performance Aid (LPA) - A State aid passed in the 1996 legislature which is given to jurisdictions which certify that they are either developing or have already incorporated the use of performance measurements in their budgeting process. This aid is discontinued for 2000. PERA Aid - A State aid approved in the 1997 legislature to fund an mandated increase of 0.70% in the MSA Road Aid - Aid provided by the State of Minnesota to cities over 5,000 in population to maintain designated MSA roads. CHARGES FOR SERVICES: General Government The City provides services to the public for which a charge is collected such as assessment searches, map sale, planning fees. Engineering - Fees charged to other City funds and developers for engineering services. Recreation. Fees charged to Freeman Park Foundation for park maintenance and Crescent Beach charges. FINES & FORFEITS - Fines imposed for traffic & ordinance violations. MISC. REVENUES. Revenue from a variety of sources such as interest income, dry hydrant charges, cellular antenna rental and other miscellaneous revenues. TRANSFERS FROM OTHER FUNDS - For 2005, transfers from liquor funds. FUND BALANCE - Fund Balance allocated for 2005 budget purposes. 3 . . - . CITY OF SHOREWOOD GENERAL FUND SUMII1ARY OF ESTIMATED REVENUES 2005 PF OPOSED BUDGET Actual I ctual Budget YTD June Proposed Adopted $ % REVENUES: 2002 2003 2004 2004 2005 2005 Chanoe Chanoe TAXES: General Property 2,558,366 2,96E ,830 2,907,997 1,172,600 3,874,921 966,924 33.25% Fiscal Disparities 100,297 10E ,023 0 0 0 0 - Special Levy 0 0 512232 0 0 . (512232\ -100.00% TOTAL TAXES 2 658 662 307 853 3.420 229 1.172600 3874921 0 454 692 13.29% LICENSE/PERMIT: Rental Housing 210 130 100 100 0 0.00% Tobacco 2,500 ,250 2,500 2,500 0 0.00% Alcoholic Beverages 8,150 ,450 8,150 8,200 8,200 50 0.61% Others-Business 2,669 ,394 2,000 785 2,000 0 0.00% Building Permits 210,386 31 ,684 175,000 85,502 180,000 5,000- 2.86% Tree Trimming Licenses 330 510 300 30 300 0 0.00% Dog Licenses 3,164 ,306 2,500 2,439 2,500 0 0.00% Others-Misc. 1825 700 1 417 100 500 (917\ -64.71 % TOTAL LICENSE/PERMIT 229 234 33 424 191 967 97 055 196.100 0 4.133 2.15% INTER-GOVERNMENTAL REVENUES STATE AIDS Local Govemment Aid 8,417 0 0 0 0 #DIV/Ol HACA 0 0 0 0 0 - Mid Value Credit Aid 96,244 0 0 0 0 . PERA Aid 4,751 ),173 4,751 0 5,000 249 5.24% MSA Road Aid 62.371 6 ).609 55 000 33 368 60 000 5000 9.09% Total State Aids 171,783 6 ),782 59,751 33,368 65,000 0 5,249 TOTAL INTERGOVERNMENTAL .171 ,783 65.782 59,751 33.368 65,000 0 5.249 8.78% CHARGES FOR SERVICE: General Government 8,635 20,367 8,000 10,732 8,000 0 0.00% Engineering 19,540 (8,012) 10,000 5,136 10,000 0 0.00% Recreation 17.904 36,334 17.000 23,733 25,000 8,000 47.06% TOTAL CHARGES FOR SERVICE 46,079 48,689 35,000 39.601 43.000 0 8.000 22.86% FINES & FORFEITS 89,632 88.949 60.000 32.481 62.000 2.000 3.33% MISC REVENUES 434,743 89,343 125.000 39.944 125,000 0 0.00% TRANSFERS From Other Funds 25,000 0 0 0 0 0 0 . From Liquor Stores 30,000 30,000 30.000 0 50,000 20,000 66.67% TOTAL TRANSFERS 55,000 30,000 30,000 0 50,000 0 20,000 66.67% TOTAL REVENUES 3.685,132 3.729.039 3,921.941 1.415.050 4.416,021 0 494,074 12.60% OTHER FUNDING SOURCES: 0 0 0 0 0 0 0 TOTAL REVENUES $3,685.132 $3,729.039 $3.921.947 $1.415.050 $4.416.021 $0 494.074 12.60% 4 CITY OF SHOREWOOD GENERAL FUND SUMMARY OF EXPENDITURES & TRANSFERS OUT 2005 PROPOSED BUDGET Actual Adopted YTD June Requested Proposed Adopted $$ % 2003 2004 2004 2005 2005 2005 Change Change Expenditures General Government Mayor and Council 93,693 103,664 19,611 113,493 9,829 9.48% Administration 104,539 133,723 50,053 144,444 10,721 8.02% General Government 173,689 189,647 61,686 233,235 43,588 22.98% Elections 6,006 32,094 190 600 (31,494) 100.00% Finance 127,064 165,686 67,900 194,684 28,998 17.50% Professional Services 169,394 190,000 95,157 192,000 2,000 1.05% Planning and Zoning 146,953 149,740 59,718 161,853 12,113 8.09% Municipal Building 128,146 166,350 40,317 170,015 3,665 2.20% - Capital Tsfr: Offc. Equip. 89,600 50,000 0 50,000 0 0.00% Total General Government 1,039,084 1,180,904 394,632 1,260,324 0 0 79,420 6.73% Public Safety Police 609,992 947,102 520,421 963,550 16,448 1.74% Fire Protection 293,029 481,629 245,199 493,710 12,081 2.51% Protective Inspection 86,958 108,146 . 37,722 111 ,303 3,157 2.92% Animal Control 19,900 23,500 10,441 24,000 500 2.13% Total Public Safety 1,009,879 1,560,377 813,783 1,592,563 0 0 32,186 2.06% Public Works City Engineer 101,582 120,467 41,264 140,941 20,474 17.00% Public Works Services 225,940 281,516 104,067 379,195 97,679 34.70% -Capital Tsfr: Equip/Strmwtr 105,000 75,000 0 141,000 66,000 88.00% Streets and Roadways 104,045 164,959 25,810 174,000 9,041 5.48% -Capital Tsfr: Street Imprvs. 200,000 183,500 0 367,000 183,500 100.00% Snow and Ice Removal 40,013 63,392 29,427 64,817 1,425 2.25% Traffic ControVStreet Ughts 34,478 40,250 11,378 40,000 (250) -0.62% Sanitation/Waste Removal 3,993 5,167 2,876 5,133 (34) -0.66% Tree Maintenance 20,715 25,378 9,831 26,546 1,168 4.60% Total Public Works 835,766 959,629 224,652 1,338,632 0 0 379,003 39.49% Culture and Recreation Parks and Recreation 451,793 206,037 67,813 209,502 3,465 1.68% -Cap Tsfr: Pk Imprv/Land 213,700 15,000 0 15,000 0 0.00% Total Culture and Recreation 665,493 221,037 67,813 224,502 0 0 3,465 1.57% Total Expenditures 3,550,222 3,921,947 1,500,881 4,416,021 0 0 494,074 12.60% 6 FUND: 101 General DEPARTMENT MISSION: The Mayor and City Council set policy for the City and provide general direction to the Administrator in policy implementation. The department budget supports council development, information efforts and special City associations and programs. DEPARTMENT: Mayor and Council OEPT NO: 41110 DESCRIPTION OF ACTIVITY: The City Council meets twice montly and in periodic special worksessions to consider and adopt legislative and administrtive policies that pertain to the services provided to residents. The City Council also sits as the Board of Review for property valuations and as the Board of the Shorewood Economic Development Authority. OBJECTIVES: - Establish annual work program of goals and priorities for the City - Meet at least annually with advisory commissions. - Strategic planning and direction HIGHLIGHTS/COMMENTS: Staffing: City Council Salaries Supplies/Materials: Awards and misc. supplies Support Services: Conferences and Seminars Appreciation Function for City Volunteers/Staff Special Brochures Lake Minnetonka Conservation District (LMCD) Assn of Metro Municipalities League of MN Cities Excelsior Chamber of Commerce July 4th Celebration Charges, Fees & Other: Council Contingency 7 FUND: 101 DEPARTMENT: Mayor and Council DEPT41110 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 13,564 13,564 13,564 5,652 16,793 0 0 SupplieslMaterials 544 526 1,200 437 1,200 0 0 Support Services 77,282 46,n9 58,900 13,522 65,500 0 0 Charges, Fees & Other 2,303 18 30,000 0 30,000 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 93.693 60.887 103.664 19.611 113.493 0 0 SERVICE INDICATORS: Seminars, Conferences & Schools Attended 5 5 5 5 5 5 Newsletters Published 12 12 12 12 12 12 No. of Council Mtgs. 24 24 24 24 24 24 No. of Workshops/Special 24 24 24 24 24 24 Agenda Items 500 500 500 500 500 500 Ordinances & Resolutions Adopted 113 122 130 130 130 130 COST INDICATORS: Expenditures 93,693 60,887 103,664 19,611 113,493 0 0 - Program Revenues = Levy Dollars 93,693 60,887 103,664 19,611 113,493 0 0 STAFFING: Part time: Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Councilmembers 4.00 4.00 4.00 4.00 4.00 4.00 4.00 8 FUND: 101 General DEPARTMENT MISSION: To implement policy established by the City Council; offer staff support to the City Council in its policy making role; and manage day-to-day operations of the City in a manner consistent with established City values to effectively anc efficiently meet set Qoals & obiectives. DEPARTMENT: Administration DEPT NO: 41300 DESCRIPTION OF ACTIVITY' The City Administrator directs City departmental operations to ensure compliance with policies established by the City Council and with state and federal laws. The department supports the City Council by managing Council agendas, directing the flow of information and requests for action to the Council. OBJECTIVES: - Take a leadership role in intergovernmental cooperative efforts in the Lake Minnetonka area - Participate actively in joint powers organizations - Participate actively in legislative and policy activities of municipal associations - Actively monitor legislation and communicate with legislators HIGHLIGHTS/COMMENTS: Staffing: Includes step increases Supplies/Materials: Miscellaneous books & supplies Support Services: Labor Relations Associates Contract Conference, mileage, meetings & seminars Memberships to ICMA, MCMA, MAMA 9 FUND: 101 DEPARTMENT: Administration DEPT 41300 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted , ITEM 2002 2002 2004 2004 2005 2005 2005 Staffing 98,716 103,766 122,273 42,423 129,344 0 0 SupplieslMaterials 0 0 200 0 400 0 0 Support Services 5,823 6,587 11 ,250 7,630 12,700 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 2,000 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 104.539 110.353 133.723 50.053 144.444 0 0 SERVICE INDICATORS: Council Mtgs/Work Sessions 48 48 0 0 Council Agenda Items 500 500 0 0 Public Safety Board Meetings 20 20 0 0 Public Safety Staff Meetings 14 14 0 0 Staff Meetings 52 52 0 0 COST INDICATORS: Expenditures 104,539 110,353 133,723 50,053 144,444 0 0 - Program Revenues 0 0 0 0 0 0 0 = Levy Dollars 104,539 110,353 133,723 50,053 144,444 0 0 STAFFING: Full Time: Admistrator/Clk 1,00 1.00 1.00 1,00 1.00 1,00 1.00 Exec SeclDep Clk .33 ,33 ,33 ,33 .33 ,33 ,33 10 FUND: 101 General DEPARTMENT MISSION' Provide staff support for the City Council including preparation of agendas and meeting packets. Responsible for City Clerk functions including records retention, notices and licenses. DEPARTMENT: City Clerk OEPT NO: 41400 DESCRIPTION OF ACTIVITY: This department provides for general reception and secretarial duties in the City offices, as well as the recording secretary for City Council meetings. The Deputy Clerk is the official recordkeeper of minutes and permanent records, and supervises all staff in this area. This department is responsible for all licensing functions. It also oversees implementation of the City communications plan. OBJECTIVES: -Continue to improve web site, allowing visitors to communicate better with City Hall . Improve City newsletter through the addition of community articles & pictures, council & commission articles, & project updates - Improve response time to residents making general inquiries through various communications tools - Monitor and report on effectiveness of communications plan - Develop orientation package for new council members. commission members and staff HIGHLIGHTS/COMMENTS' Staffing: Includes step increases for full time employees, part-time communications tech part-time. temporary, general office support part-time Web developer Supplies/Materials: Newsletter supplies & postage Office supplies & postage Software upgrades Office equipment supplies Support Services: Conference, mileage and Seminars Publication of legal notices for all General Fund Oepts Council Recording Secretary Computer Consulting and Training Memberships to IIMC, MCFOA & Municipals Capital Outlay: Computers (3) (Pat, Twila, Jean) 11 FUND: 101 DEPARTMENT: City Clerk DEPT 41400 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 128,277 126,512 130,772 50,695 141,875 0 0 Supplies/Materials 17,404 24,436 31,725 10,272 27,350 0 0 Support Services 25,044 20,741 22,350 -3,749 23,710 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 2.964 3,456 4,800 4,467 40,300 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 173.689 175.145 189.647 61.686 233.235 0 0 SERVICE INDICATORS: No. of Elections held 0 0 0 No. of Ordinances 10 10 10 No. of Resolutions 120 120 120 Dog licenses issued 450 450 450 Other licenses issued 30 50 50 Council Agendas 48 48 48 COST INDICATORS: Expenditures 173,689 175,145 189,647 61,686 233,235 0 0 . Program Revenues = Levy Dollars 173,689 175,145 189,647 61,686 233,235 0 0 STAFFING: Full time: Exec SeclDep Clk .67 .67 .67 .67 .60 Parks Secretary .70 .70 .70 .70 .70 Secretary/Receptionist 0.25 0.25 0.25 0.25 0.25 Accounting Clerk I 0.25 0.25 0.25 Part time: Communications Tech. 1.00 0.66 0.66 0.66 0..37 Website Maint. (Plan.Asst) 0.20 0.20 0.20 Temporary Receptionist 12 FUND: 101 General DEPARTMENT MISSION: Responsible for Election functions. DEPARTMENT: Elections DEPT NO: 41410 DESCRIPTION OF ACTIVITY: This department provides for the preparation for and supervision of StatelFederal Primary City General and Special elections by the Deputy City Clerk. OB..JECTIVES' . Increase youth awareness of local government issues through active involvement with school officials and instructors through programs such as student election judges HIGHLIGHTS/COMMENTS: Staffing: Election Clerks Supplies/Materials: Election supplies & materials Support Services: Capital Outlay: 13 FUND: 101 DEPARTMENT: Elections DEPT 41410 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 0 0 0 0 Supplies/Materials 181 600 0 0 Support Services 9 0 0 0 Charges & Fees 0 0 0 0 Capital Outlay 0 0 0 0 Transfers 0 0 0 0 TOTAL 0 0 0 190 600 0 0 SERVICE INDICATORS' No. of Elections held 0 2 2 2 No. of Ordinances No. of Resolutions Dog licenses issued Other licenses issued Council Agendas COST INDICATORS' Expenditures 0 0 0 190 600 0 0 . Program Revenues = Levy Dollars 0 0 0 190 600 0 0 STAFFING' Full time: Exec SeclDep Clk 0.20 0.20 0.20 Part time: Election Judges 35.00 35.00 35.00 14 FUND: 101 General DEPARTMENT MISSION' To administer financial policies of the City; perform accounting functions for all fund types; invest available funds in accordance with State Statutes; oversee City insurance policies; and provide for timely reporting of financial matters to City Council staff and the public. DEPARTMENT: Finance DEPT NO: 41500 DESCRIPTION OF ACTIVITY' Finance is responsible for processing all financial transactions of the City in accordance with Federal, State and Local laws, and in compliance with Generally Accepted Accounting Principles. Transactions include accounts payable, accounts receivable, payroll, investments, utility billing, special assessments, risk management, personnel benefits and financial reporting. The Finance Director is responsible for the preparation and administration of the City budget. OBJECTIVES' - Prepare annual budget document - Prepare CAFR for submittal to GFOA Certificate of Achievement Program - Review debt issues and make recommendations on debt structure - Review and update financial pOlicies and procedures - Coordinate the transition to GASB 34 financial reporting HIGHLIGHTS/COMMENTS: Staffing: Includes step increases SupplieslMateria\s: Computer checks & budget supplies Finance software support and maintenance Miscellaneous supplies Support Services: Conferences, Mileage, Meetings, Education & Seminars Publication of Financial Statements & Budgets Memberships to GFOA & MGFOA Subscription to GFOA periodicals Submittal fee - GFOA Certificate of Excellence Program Submittal fee - GFOA Distinguished Budget Award Program Bank & Broker service charges Capital Outlay: 15 FUND: 101 DEPARTMENT: Finance DEPT 41500 BUDGET Actual Actual Budget YTD June Requested . Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 117,031 137,883 135,636 58,983 163,684 0 0 SupplieslMaterials 1,090 5,176 18,350 4,513 18,000 0 0 Support Services 7,888 5,359 9,700 3,872 10,500 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 1,055 3,098 2,000 533 2,500 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 127.064 151.517 165.686 67.900 194.684 0 0 SERVICE INDICATORS: No, Monthly Statements 12 12 12 12 12 12 12 No. Accounts Payable Checks Issued 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Utility Bills Sent 11,000 11,000 11,000 11,500 11,500 11,500 11,500 No. of Payroll Checks Issued 1,100 1,100 1,100 1,250 1,250 1,250 1,250 No. of Sp. Assess. Rolls Maintained 23 23 23 23 23 23 23 COST INDICATORS: Expenditures 127,064 165,686 67,900 194,684 0 0 - Program Revenues Interest Earnings 99,370 105,000 Sp. Assess. Searches 415 300 = Levy Dollars 27,279 60,386 67,900 194,684 0 0 STAFFING: Full time: Finance Dir 1.00 1,00 1.00 1.00 1,00 1.00 Sr Acctg Clerk ,60 ,60 ,60 .60 .60 ,60 Aoctg. Clerk .25 .25 .25 .25 .25 16 FUND: 101 General DEPARTMENT MISSION: Provide contracted professional services to the City including general legal, prosecution, financial audit and property assessment. DEPARTMENT: Professional Services DEPT NO: 41600 DESCRIPTION OF ACTIVITY: This department provides for contracted legal, assessing and auditing services for the City. Legal services include general counsel to the City Council, litigation and prosecution of criminal misdemeanors. Assessing services provide property valuation information for tax purposes. Audit services provide for the annual financial audit required by Minnesota State Statutes. OBJECTIVES: - Contain costs on contracted professional services - Attempt to utilize mediation services to avoid litigation HIGHLIGHTS/COMMENTS: SupplieslMaterials: Supplies for City Assessor Support Services: Includes generallega( fees and prosecutions, mediation services, assessing contract, annual audit services Charges and Fees: 17 FUND: 101 DEPARTMENT: Professional Services DEPT 41600 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 0 0 0 0 0 0 0 Supplies/Materials 0 0 0 0 0 0 0 Support Services 169,394 169,144 190,000 95,157 192,000 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 169.394 169.144 190.000 95.157 . 192.000 0 0 SERVICE INDICATORS: No. of parcels 3,050 3,050 3,050 3,050 3,050 3,050 No. of litigations 5 5 5 5 5 5 No. of City Funds 22 22 22 22 22 22 COST INDICATORS: Expenditures 169,394 169,144 190,000 95,157 192,000 0 0 - Program Revenues Fines 18,100 19,300 19,300 0 0 = Levy Dollars 151,294 149.844 170,700 95,157 192,000 0 0 Other Dollars STAFFING: 18 FUND: 101 General DEPARTMENT MISSION: Guide and control the physical development of the community. Coordinate and implement long range city-wide and area planning activities. DEPARTMENT: Planning & Zoning DEPT NO: 41910 DESCRIPTION OF ACTIVITY: This department is responsible for the review of development proposals, preparing and updating the City's Comprehensive Plan, and other long range planning activities. It provides for administration and enforcement of the City's zoning codes, and preparation and upkeep of zoning, subdivision, floodplain and other planning and zoning related ordinances. OBJECTIVES: - Establish an action plan to implement Comprehensive Plan - Complete GIS parcel data base - Update/enhance city maps - Update/enhance procedure handouts HIGHLIGHTS/COMMENTS: Staffing: Includes step increases Supplies/Materials: Maintenance contracts for computer & office equipment Miscellaneous supplies Support Services: Recording Secretary for Planning Commission Meetings Air time for cellular phone Conferences, mileage, meetings & seminars Memberships to APA. MN APA, Sensible Land Use Coalition Subscriptions to APA Journal & Zoning News Charges & Fees: Capital Outlay: 19 FUND: 101 DEPARTMENT: Planning & Zoning DEPT 41910 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 128,405 141,216 135,040 54,752 . 143,468 O. 0 Supplies/Materials 842 994 975 691 1,475 0 0 Support Services 16,961 10,819 13,175 4,274 . 14,510 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 745 2,076 550 0 2,400 0 0 Transfers 0 0 0 '0 0 0 0 TOTAL 146.953 155.105 149.740 59.718 161.853 0 0 SERVICE INDICATORS: No. of zoning apps. 20 20 20 20 No. of zoning complnts 20 25 25 25 Planning Comm. Meetings 12 12 12 12 Planning Comm. Work Sessions 12 12 12 12 COST INDICATORS: Expenditures 146,953 155,105 149,740 59,718 161,853 0 0 - Program Revenues Zoning Appl. Fees Bldg. Permit Carryover (from Prollnspection> = levy Dollars 146,953 155,105 149,740 59,718 161,853 0 O. STAFFING: Full time: Planning Oir .95 .95 .95 .95 .95 .95 .95 Planning Assl .70 .70 1.00 1.00 1.00 1.00 1.00 Part Time: Clerical 20 FUND: 101 General DEPARTMENT MISSION: Provide for the physical operation of City Hall: utilities; maintenance of office equipment and the building structure; and provide for the City's general liability, property, auto and workers' compensation insurance. DEPARTMENT: Municipal Bldg - City Hall DEPT NO: 41940 DESCRIPTION OF ACTIVITY: The Municipal Building department provides for maintenance of all equipment located in the City Hall, and for janitorial services to furnish a clean environment in which to conduct City business. General Liability, Property and Casualty insurance coverages are also provided under this department. OBJECTIVES: - Identify maintenance needs to avoid major investments in the future - Identify options for maximum utilization of office space to avoid future additions - Maintain existing facilities at current level or better utilizing staff to reduce maintenance costs - Continue to dispose of outdated documentation in storage area - Continue to promote community programs to enhance public facilities, such as "Adopt a Garden." HIGHLIGHTS/COMMENTS: SupplieslMaterials: Maintenance contracts for copiers, telephones and office equipment Maintenance to city hall building City Hall supplies Support Services: City Hall janitorial, rug services, & pest control Utilities and phone service for City Hall Insurance coverage for all city depts except enterprise funds Rental of postage meter Special Assessments on City owned property Sales and Use Tax Payments Charges & Fees: Capital Outlay: Senior Community Center Payment Transfers: Public Facilities Fund - Office Equipment 21 FUND: 101 DEPARTMENT: Municipal Building - City Hall DEPT 41940 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 0 0 0 0 0 0 0 Supplies/Materials 7,332 13,197 16,500 7,276 15,865 0 0 Support Services 82,228 98,160 107,300 14,269 115,600 0 0 Charges & Fees 0 37,544 0 0 0 0 0 Capital Outlay 38,586 1,938 42,550 18,772 38,550 0 0 Transfers 89.600 35.000 50.000 0 50.000 0 0 TOTAL 217.746 185.840 216.350 40.317 220.015 0 0 SERVICE INDICATORS: COST INDICATORS: Expenditures 217,746 185,840 216,350 40,317 220,015 0 0 - Program Revenues 0 0 = Levy Dollars 217,746 185,840 216,350 40,317 220,015 0 0 Other Dollars STAFFING: 22 FUND: 101 General DEPARTMENT MISSION: To provide a modern, flexible, full-service criminal justice agency which is responsive to community- needs. DEPARTMENT: Police DEPT NO: 42100 DESCRIPTION OF ACTIVITY: The South Lake Minnetonka Police Department is a cooperative joint venture between the cities of Excelsior, Greenwood, Shorewood and Tonka Bay. Through this venue, the department provides for the protection of the safety and well-being of citizens in the community, the prevention and detection of crime, and the enforcement of all local, state and federal laws in a cost-efficient manner. Costs and staff are allocated to each of the participating cities on a set percentage basis. The pro-rata share of costs and staff time for City of Shorewood is at 46.0% A separate obligation is required to finance the new SLMPD station. The cost is apportioned on an ad valorem basis among four cities. The City of Shorewood's pro-rata share of the 2005 payment is $259,400, which is approximately 58% of the total payment due. OBJECTIVES: HIGHLIGHTS/COMMENTS: Supplies/Materials: Upgrade civil defense sirens (two sirens. 2005) Support Services: Police services contract for 2005 Prisoner expense, court officer expense, & booking fees Annual Police Reserve Dinner 23 FUND: 101 DEPARTMENT: Police DEPT 42100 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 - 2004 2004 2005 2005 2005 Staffing 0 0 0 0 0 0 0 Supplies/Materials 0 0 0 0 0 0 0 Support Services 609,193 630,909 670,502 387,621 704,050 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 152,052 276,600 132,800 259,500 0 0 Transfers 800 0 0 0 0 0 0 TOTAL 609,993 782.961 947.102 520.421 963,550 0 0 SERVICE INDICATORS: Initial complaint reports 6,611 6,174 3,008 Clearance rate - ICR's 100% 100% Part I crimes (serious) 204 189 110 Part II crimes (other) 634 717 220 Clearance rate (Parts I & II) 67% 58% Statewide clearance rate 45% 46% Citations issued 6,924 5,591 2,206 Police vehicles 9 9 Shorewood demand COST INDICATORS: Expenditures 609,993 782,961 947,102 520,421 963,550 0 0 ": Program Revenues Fines 75,700 0 0 = Levy Dollars 551 ,753 782,961 871.402 520,421 963,550 0 0 STAFFING: Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Sergeant 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Investigator * 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Patrol Officer 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Office Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Office Specialist (part time) ** 2.00 2.00 2.00 1.00 2.00 2.00 2.00 Community Service Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 * 1 Juvenile Specialist 24 FUND: 101 General DEPARTMENT MISSION: Provide the highest possible quality of fire suppression, prevention and eduction services, and First Responder emergency medical services. DEPARTMENT: Fire Protection DEPT NO: 42200 DESCRIPTION OF ACTIVITY: Fire services are contracted by the City through the Excelsior Fire District and the City of Mound. This department provides for the protection of life and property of the citizens of the community through fire prevention and suppression, fire inspection, building inspection, fire code enforcement and emergency medical services. A separate obligation is made toward the financing of new facilities for the Excelsior Fire District. This cost is apportioned on the same allocation for the operating budget. The City of Shorewood's pro-rata share of the 2005 debt service payment is $229,667. OBJECTIVES: HIGHLIGHTS/COMMENTS: Support Services: Fire contracts with Mound and Excelsior Fire District 25 FUND: 101 DEPARTMENT: Fire Protection DEPT 42200 BUDGET . Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 0 0 0 0 0 0 0 Supplies/Materials 0 0 0 0 0 0 0 Support Services . 293,029 251,912 234,997 120,647 256,418 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 147,008 246,632 124,552 237,292 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 293,029 398,920 481.629 245.199 493.710 .0 0 SERVICE INDICATORS: Fire calls 125 135 125 Rescue calls 179 125 180 Inspection hours 25 25 Investigation hours 35 35 Other hours ... 400 400 Cost of emergency response 463,758 Cost of inspection! investigation 17,871 17,871 ... includes plan review, paper work, complaint investigation, tank removals, burning permits, etc. COST INDICATORS: Expenditures 293,029 398,920 481,629 245,199 493,710 0 0 - Program Revenues 0 0 0 0 0 0 0 = Levy Dollars 293,029 398,920 481,629 245,199 493,710 0 0 EFD STAFFING: Chief (FIT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Asst. Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Dist. Chief 2.00 2.00 2.00 2.00 2.00 Captain 2.00 2.00 3.00 3.00 3.00 3.00 3.00 Ueutenants 4.00 4.00 0.00 0.00 0.00 0.00 0.00 Fire Marshal (FIT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Training Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Firefighters 37.00 37.00 41.00 41.00 41.00 41.00 41.00 26 FUND: 101 General DEPARTMENT MISSION: Enforce construction safety and related building codes through plan review and inspections. Enforce animal control ordinances. DEPARTMENT: Protective Inspection DEPT NO: 42400 DESCRIPTION OF ACTIVITY: This department provides for the issuance building and construction permits, review of construction plans and specifications, enforcement of all building codes under the Uniform Building Code, inspection of rental housing units, and inspection of zoning violations. The department also provides for contractual animal control, which includes patrol, detention and disposition of stray domestic animals. OBJECTIVES: - Increase and enhance public information through the development of at least two handouts relative to building codes - Explore joint inspection possibilities with adjoining communities - Enhance environmental inspections . HIGHLIGHTS/COMMENTS: Staffing: Includes step increases Supplies/Materials: Maintenance contracts on computer and office equipment Miscellaneous supplies Support Services: Contractual inspections during vacations, sick leave Conferences, mileage, meetings & seminars Printing of application forms Membership to leBO Charges & Fees: Remittances to state of permit surcharges collected Capital Outlay: 27 FUND: 101 DEPARTMENT: Protective Inspection OEPT 42400 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 77 ,595 89,528 95,676 35,591 99,783 0 0 Supplies/Materials 361 89 850 109 300 0 0 Support Services 8,715 7,114 10,270 2,022 10,820 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 287 2,129 1,350 0 400 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 86.958 98.860 108.146 37.722 111.303 0 0 SERVICE INDICATORS: No. of permits issued New Homes 10 50 50 50 50 Additions/Other 475 600 600 600 600 Avg inspections/permit New Homes 8-10 8-10 8-10 8-10 8-10 Additions/Other 2-8 2-8 2-8 2-8 2-8 Commercial/Industrial: 1 2 2 2 COST INDICATORS: Expenditures 86,958 98,860 108,146 37,722 111,303 0 0 - Program Revenues Building Permits 175,000 82,898 State Surcharges 500 Rental Housing Licenses 3,500 = Levy Dollars 86,958 98,860 (70,854) (45,176) 111,303 0 0 STAFFING: Full time: Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Planning Dir .05 .05 .05 .05 .05 .05 .05 Planning Asst .30 .30 .30 .30 .20 .20 .20 Secretary/Recept .10 .10 .10 .10 .10 .10 .10 28 FUND: 101 General DEPARTMENT MISSION: Enforce animal control ordinances. DEPARTMENT: Animal Control DEPT NO: 42700 DESCRIPTION OF ACTIVITY: The department provides for contractual animal control, which includes patrol, detention and disposition of stray domestic animals. OBJECTIVES: HIGHLIGHTS/COMMENTS: Staffing: Supplies/Materials: Support Services: Animal control contracts with City of Orono and Claws, Paws & Hooves Charges & Fees: Capital Outlay: 29 FUND: 101 DEPARTMENT: Animal Control DEPT 42700 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 0 0 0 0 0 0 0 SupplieslMaterials 0 0 0 0 0 0 0 Support Services 19,900 19,495 23,500 10,441 24,000 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 19.900 19.495 23.500 10.441 24.000 0 0 SERVICE INDICATORS: No. of Animal Complaints 47 50 42 50 50 50 COST INDICATORS: Expenditures 19,900 19,495 23,500 10,441 24,000 0 0 - Program Revenues = Levy Dollars STAFFING: Full time: 19,900 19,495 23,500 10,441 24,000 o o 30 FUND: 101 General DEPARTMENT MISSION: DEPARTMENT: City Engineer Provide engineering and construction management services for the City. DEPT NO: 43010 DESRIPTION OF ACTIVITY: This department is responsible for general engineering services in the City, as well as preparation of feasibility studies, plans and specifications, and on-site inspection of City projects. The City Engineer also reviews all development proposals and plans. , OBJECTIVES: - Assist the City in determining right-of-way needs . Keep construction project files up-to-date and accurate . Communicate in written form.to affected residents at least two (2) times during a construction project . Provide in-house engineering where feasible . Provide good public relations with property owners adjacent to construction projects - Resolve construction issues promptly. HIGHLIGHTS/COMMENTS: Staffing: 1.00 City Engineer .50 FIT Engineer Technician .25 FIT Clerical Supplies/Materials: Computer maintainancelUpgrade Books, Materials and Software Support Services: Contractual engineering for 2004 Contractual engineering technical assistance Cellular phone Airtime & Pager Conferences and mileage Subscriptions and Memberships Charges & Fees: Capital Outlay: 31 FUND: 101 DEPARTMENT: City Engineer DEPT 43010 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 94,212 108,273 106,167 39,953 122,891 0 0 SupplieslMaterials 196 420 1,100 248 1,350 0 0 Support Services 1,380 5,339 12,200 1,063 13,550 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 5,795 219 1,000 0 3,150 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 101.582 114.251 120.467 41 .264 140.941 0 0 SERVICE INDICATORS: City Engineer Hrs spent on City Projects Hrs charged to developers COST INDICATORS: Expenditures 101,582 114,251 . 120,461 41,264 140,941 0 0 . Program Revenues Public Projects Private Projects Other = Levy Dollars 101,582 114,251 120,461 41,264 140,941 0 0 STAFFING: Full time: City Engineer 1.00 1.00 0.65 0.65 0.65 0.65 0.65 Eng Technician 0.25 0.50 0.50 0.50 0.50 Clerical 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Part time: Clerical 32 FUND: 101 General DEPARTMENT MISSION: DEPT NO: 43050 Provide supervision and support for all public works functions; provides for public works utilities, shop and equipment maintenance and fuels DEPARTMENT: Public Works Service DESCRIPTION OF ACTIVITY: The Public Works Service department is responsible for all general public works duties, maintenance of all public works equipment, and maintenance of the public works facility. OBJECTIVES: _ Perform preventative maintenance on all equipment within 100 miles or 10 hours of scheduled service - Perform 90% of City building repairs and preventative maintenance using City personnel HIGHLIGHTS/COMMENTS: Staffing: Includes step increases Supplies/Materials: Includes motor fuel, maintenance of equipment and buildings, and inventory supply items Support Services: Uniforms for crew Janitorial Services Utilities and telephone service for public works building Conference, mileage, meetings & seminars Miscellaneous - damage to private property (mailboxes, etc) Hazardous Waste Licenses Miscellaneous equipment rentals Memberships Charges & Fees: Capital Outlay: Replacement Radios Transfers: Transfer to Equipment Replacement Fund 33 FUND: 101 DEPARTMENT: Public Works Service DEPT 43050 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 166,852 165,723 206,666 68,064 281,335 0 0 Supplies/Materials 34,320 32,707 43,500 17,325 44,500 0 0 Support Services 24,112 29,048 27,600 16,050 29,950 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 655 2,926 3,750 2,628 23,410 0 0 Transfers 105.000 100.000 75.000 0 141 ,000 0 0 TOTAL 330.940 330.403 356.516 104.067 520.195 0 0 SERVICE INOICATORS: No of Gopher One calls 2,800 2,800 2,940 2,940 2,940 2,940 No of vehicle repairs 110 110 110 110 110 110 COST INDICATORS: Expenditures 330,940 330,403 356,516 104,067 520,195 0 0 - Program Revenues = Levy Dollars 330,940 330,403 356,516 104,067 520,195 0 0 STAFFING: Full time: City EngineerlPub Wks Oir 0.10 0.10 0.10 0.10 0.10 Supervisor of Oper. & Maint. 1.00 1.00 1.00 .00 .00 .00 .00 Lt Equip Oper 1.90 1.90 2.50 2.50 2.50 2.50 2.50 Clerical 0.25 0.25 0.05 0.05 0.05 0.05 0.05 Utility Maint. Operators .00 .00 .33 .33 .33 34 FUND: 101 General DEPARTMENT MISSION: DEPARTMENT: Streets & Roadways DEPT NO: 43100 To maintain and upgrade City streets, parking areas and storm water control systems in an efficient and economical manner DESCRIPTION OF ACTIVITY: Includes ongoing maintenance consisting of street patching, street sweeping, roadside mowing, painting of lane markings, and minor storm sewer repair. OBJECTIVES: - Maintain the pavement management system to aid in scheduling of street projects - Paint lane markings on all designated streets - Sweep each City street at least once annually - Mow roadsides at least twice annually - Visually inspect storm drainage grates annually and repair as needed HIGHLIGHTS/COMMENTS: Staffing: 2.0 LEO 0.33 Util. Maint. Ops. Supplies/Materials: Rock, gravel & bituminous for street & road repair Support Services: Safety training Contracted road striping Transfers: Transfer to Street Replac~ment Fund 35 FUND: 101 DEPARTMENT: Streets & Roadways DEPT 431 00 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 62,839 55,335 119,159 18,088 122,000 0 0 Supplies/Materials 32,277 29,235 38,000 7,396 43,000 0 0 Support Services 8,930 7,546 7,800 326 9,000 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 200.000 200,000 183.500 0 367,000 0 0 TOTAL 304,045 292,117 348.459 25.810 541.000 0 0 SERVICE INDICATORS: Miles of street State 3 3 3 3 3 3 County 2 2 2 2 2 2 City - MSA 9 9 9 9 9 9 City - Local 49 49 49 49 49 49 Miles Sealcoated 5 5 5 5 5 5 Tons of patch material 1,380 1,380 1,380 1,380 1,380 1,380 COST INDICATORS: Expenditures 304,045 292,117 348,459 25,810 541,000 0 0 - Program Revenues MSA Maintenance 13,750 13,750 13,750 Transfer from Street Fund Budgeted Reserve = Levy Dollars 290,295 278,367 334,709 25,810 541,000 0 0 STAFFING: Full time: Lt Equip Operators 2.20 2.20 2.20 2.00 2.00 2.00 2.00 Util. Maint. Operators 0.33 0.33 0.33 36 FUND: 101 General DEPARTMENT MISSION: DEPT NO: 43125 Provide snow and ice control for public streets and City owned parking lots to ensure the safe and efficient movement of traffic DEPARTMENT: Snow & Ice Removal DESCRIPTION OF ACTIVITY: This department is reponsible for the plowing and removal of snow after a 2-inch or greater snowfall has occured. Street sanding with a salt/sand mixture is used as a measure of ice control, and is performed as needed. OBJECTIVES: - Remove snow and ice and complete salt/sand operations within 14 hours after the end of a snow event - Complete widening and clean up functions within 48 hours of a snow event HIGHLIGHTS/COMMENTS: Staffing: .5 LEO Supplies/Materials: Sand and salt for ice control 37 FUND: 101 DEPARTMENT: Snow & Ice Removal DEPT 43125 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 14,655 18,792 34,192 19,517 34,817 0 0 Supplies/Materials 25,358 21,629 26,000 9,911 30,000 0 0 Support Services 0 0 0 0 0 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 3,200 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 40.013 40.421 63.392 29.427 64.817 0 0 SERVICE INDICATORS: Miles of street plowed 51 51 51 51 51 Tons of salt used 250 250 250 250 250 Tons of sand used 1,200 1,200 1,200 1,200 1,200 Manhours spent 1,000 1,000 1,000 1,000 1,000 No. of cul-de-sacs 88 88 88 88 88 plowed COST INDICATOR$: Expenditures 40,013 40,421 63,392 29,427 64,817 0 0 - Program Revenues MN Snow Removal Aid 0 0 0 0 0 0 0 = Levy Dollars 40,013 40,421 63,392 29,427 64,817 0 0 STAFFING: Full time: Lt Equip Oper .50 .50 .50 .50 .50 .50 .50 38 FUND: 101 General DEPARTMENT MISSION: Provide for street lighting and traffic signals at intersections and other locations throughout the City for the safety of pedestrians and vehicular traffic DEPARTMENT: Traffic ControllSt Lights DEPT NO: 43160 DESCRIPTION OF ACTIVITY: Includes maintenence of semaphores and traffic control devices, and maintenance/replacement of regulatory and informational road signs. Provides for electricity for street lights and traffic control devices. OBJECTIVES: HIGHLIGHTS/COMMENTS: Supplies/Materials: Maintenance to semaphores and Hwy 7 & Vine Hill Road, Christmas Lake Road, County Road 19, Hwy 41 and Old Market Road Street signs & posts Support Services: 39 FUND: 101 DEPARTMENT: Traffic Control/Street Lighting DEPT 43160 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 0 0 0 0 0 0 0 Supplies/Materials 1,249 2,750 5,050 711 6,000 0 0 Support Services 33,229 33,914 35,200 10,667 34,000 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 34.478 36.665 40.250 11.378 40.000 0 0 SERVICE INDICATORS: No of street lights 190 190 190 190 No of traffic signals 5 5 5 5 COST INDICATORS: Expenditures 34,478 36,665 40,250 11,378 40,000 0 0 - Program Revenues = Levy Dollars 34,478 36,665 40,250 11,378 40,000 0 0 STAFFING: 40 FUND: 101 General DEPARTMENT MISSION: DEPARTMENT: Sanitation/Waste Rmv/Weeds DEPT NO: 43200 Provide for the general sanitation and cleanliness of the City and provide for the treatment of noxious weeds on City properties. DESCRIPTION OF ACTIVITY: Activities include spraying of boulevards and roadways for weed control, and clean-up of properties in violation of City zoning and sanitation codes, as necessary. OBJECTIVES: - Aid in private property cleanup complaints - Resolve 100% of weed complaints HIGHLIGHTS/COMMENTS: Staffing: Miscellaneous staff time for property clean-ups Support Services: Miscellaneous property clean-ups Contracted weed spraying services 41 FUND: 101 DEPARTMENT: Sanitation/Waste Removal/Weeds DEPT 43200 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffing 1,138 362 1,267 0 633 0 0 SupplieslMaterials 0 0 0 0 400 0 0 Support Services 2,854 6,163 3,900 2,876 4,100 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 3.993 6.525 5.167 2.876 5.133 0 0 . SERVICE INDICATORS: No of weed complaints 2 2 2 2 2 2 No of notices served 1 1 1 1 1 1 No of parcels sprayed 0 0 0 0 0 0 Miles/roadside sprayed 10 10 10 10 10 10 Spraying in Dollars 3,000 3,000 3,000 3,000 3,000 3,000 COST INDICATORS: Expenditures 3,993 6,525 5,167 2,876 5,133 0 0 - Program Revenues Fed Disaster Aid = Levy Dollars 3,993 6,525 5,167 2,876 5,133 0 0 STAFFING: 42 DEPT NO: 43250 DEPARTMENT MISSION: To provide diseased tree inspection services to residents; to remove diseased trees located on City property; and to maintain and trim trees located on City rights-of-way and other property FUND: 101 General DEPARTMENT: Tree Maintenance DESCRIPTION OF ACTIVITY: This department is responsible for detection and removal of diseased and unsafe trees on City rights-of-way and other properties, and pruning of trees on city property. Tree inspection services are provided to citizens on an on-call basis. OBJECTIVES: - Remove 100% of diseased trees on public property - Respond to all property owner requests to identify diseased trees - Maintain and trim trees on City property which present a hazard to public HIGHLIGHTS/COMMENTS: Staffing: Includes step increases Supplies/Materials: Small Tools Paint for tree marking Support Services: Contracted tree and brush removal Tree inspection certification 43 FUND: 101 DEPARTMENT: Tree Maintenance DEPT 43250 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 . 2005 2005 2005 Staffing 14,912 14,929 11,128 5,902 11,396 O. 0 SupplieslMaterials 369 206 900 284 1,800 0 0 Support Services 5,435 2,265 13,350 3,645 13,350 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 0 0 0 0 0 0 0 Transfers 0 0 0 0 0 0 0 TOTAL 20.715 17.400 25.378 9.831 26.546 0 0 SERVICE INDICATORS: No of trees removed 20 20 20 20 Yards of brush hauled 700 700 700 700 COST INDICATORS: Expenditures 20,715 17 ,400 25,378 9,831 26,546 - Program Revenues = Levy Dollars 20,715 17,400 25,378 9,831 26,546 STAFFING: Lt Equip Oper/Foreman .20 .20 .20 .20 .20 .20 .20 44 DEPARTMENT: Parks & Recreation DEPARTMENT MISSION: Maintain City parks, trails & beaches to ensure safe and enjoyable recreational amenities, and coordinate recreational opportunities for City residents of all ages and physical abilities FUND: 101 General DEPT NO: 45200 DESCRIPTION OF ACTIVITY The department is responsible for the maintenance of all City parks, including playgrounds, ballfields, trails, ice rinks, buildings and other play areas. Winter ice skating, and summer recreation programs are coordinated within this department. OBJECTIVES: _ Continue promoting the benefits of investing in Shorewood parks, and develop support for funding operation and park improvements _ Identify needs and assist the Shorewood Parks Foundation in coordination of fundraising efforts (to replace. diminishing park dedication fees). HIGHLIGHTS/COMMENTS: Staffing: Includes step increases Part time includes Park Commission Secretarial . Seasonal includes Summer employees and Winter Rink Attendants Supplies/Materials: Small tools Maintenance to park equipment and buildings Rock, black dirt, gravel, sand, fertilizers, seed for parks Support Services: Park Coordinating Services Contracted weed control in parks Park utility and telephone charges Rental of portable toilets Contribution to Senior Recreational Program Services Charaes & Fees: Capital Outlay: Transfers: 45 FUND: 101 DEPARTMENT: Parks & Recreation DEPT 45200 BUDGET Actual Actual Budget YTD June Requested Proposed Adopted ITEM 2002 2003 2004 2004 2005 2005 2005 Staffin.g 110,551 109,453 120,862 38,512 130,527 0 0 Supplies/Materials 10,367 9,273 20,600 5,255 14,600 0 0 Support Services 39,197 45.814 64,200 25,461 64,000 0 0 Charges & Fees 0 0 0 0 0 0 0 Capital Outlay 291,678 0 375 (1,415) 375 0 0 Transfers 213,700 30.000 15.000 0 15.000 0 0 TOTAL 665.493 194.539 221.037 67.813 224.502 0 0 SERVICE INDICATORS: Acres of maint park 95.80 95.80 95.80 95.80 No. of ballfields Softball 3 3 3 3 Baseball 5 5 5 5 No. of shelters 4 4 4 4 No. of hockey rinks 2 2 2 2 No. of skating rinks 3 3 3 3 Miles of Trails 2.75 2.75 2.75 2.75 Cost of maint per acre 1,327 1,316 1,392 1,493 No. of times rinks are cleaned & resurfaced 80 80 80 80 No. of picnic tables 45 45 45 45 No. of Tennis Courts 4 4 4 4 COST INDICATORS: Expenditures 665,493 194,539 221,037 67,813 224,502 0 0 - Program Revenues Sports Organizations 12,000 Tonka Bay - Beach 500 Transfer from Trail Fund 3,000 Capital Levy 10,000 - LevY Dollars - Maint. 665,493 194,539 195,537 67,813 224,502 0 0 STAFFING: Full time: Lt Equip Oper/Foreman 1.60 1.60 1.50 1.50 1.50 Clerical .25 .25 .25 .25 .33 Part time: Clerical Seasonal: Summer 2.00 2.00 2.00 2.00 1.00 Winter (rinks) 10.00 10.00 10.00 10.00 10.00 46 SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. LITSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 MEMORANDUM TO: City Council Members Excelsior, Greenwood, Shorewood and Tonka Bay FROM: Bryan Litsey, Chief of Police DATE: August 7, 2004 - Saturday RE: Executive Summary 2005 OperatingBudgetPiolo~al ,.._.-..... ._c',","','-',_' ." '..:._', .'- -..... C"-,-:;":.:-"_:':,__",_,, I have prepared this executi~esulIunaryasanintrq<Juction tollly operating budget proposal for 2005. It is nQ~.it)t~n4ed~asu~stit;Ute,hQ}V~v~~;fQr reviewing the entire proposal, which is my mostcgplprel).ensiye>tQ4ate. This is my sixth year of pre:pg.in.g<~~! 9g~tm my capacity as police chief for the SLMPD. Thi dl>!.<< "'<' ..ar~~~"~i1ted challenge with all that has transl>ired in adol>ting tlle!p04tiD~l)na~tl~tl.m~~pl>le effect this has on trying to prepare a prol>osal fOl"A~Q5:C()lllplicatiI1gthe~~~,tion is the uncertainty of whether or not the Excelsior CityC()~~il~ill~~e~ci~~~eir absolute veto l>ower for a third consecutive year over the full~ingpfpolice ()J:?~r~tions in 2005. Because of this, I have sJ>ent a great deal more timea.Il~~~~q~s~~J:?~e~~g numerous "what if' budget scenarios trying to anticipate what ditt~ctip~t~.~~~~elSior City Council might take in 2005. These budget scenarios, which also contain ol>tions within the scenarios, were presented to the SLMPD Coordinating Corrnnittee at their budget work session on July 21,2004. The l>rincil>al categories were as follows: making the budget whole for 2005 thus restoring one level of policing; maintaining the same levels of basic and enhanced service for 2005; and no increase in basic service funding for 2005 which would mean further unavoidable reductions in the level of basic service. I received direction at this work session on narrowing down the scenarios and options so that a proposal could be considered at their next quarterly meeting scheduled for August 4, 2004. I then set about the difficult task of finalizing an operating budget proposal taking into account the direction I received from the SLMPD Coordinating Committee. I also considered the input I had received from the city administrators. I presented my proposal Serving the South Lake Minnetonka Communities of Excelsior, Greenwood, Shorewood and Tanka Bay City Council Members Executive Summary - 2005 Operating Budget Proposal Page 2 ." to the SLMPD Coordinating Committee at their quarterly meeting on August 4,2004. After being discussed, it was accepted without any changes. It includes filling the vacant part-time c1ericall>osition at a reduced number of hours, restoring funding in order to maintain our membership in the drug task force and restoring funding over a two-year period so that our vehicle replacement schedule can get back on track. This proposal also contemplates that the baseline figures going into 2005 would be as if the ol>erating budget had been made whole for 2004. This brings all the member cities up to parity at the beginning of2005, while resJ>ecting Excelsior's funding decision in 2004. It allows Excelsior to realize up to $25,154 in savings during 2004 depending on how many months it ultimately receives basic service. The increase under this prol>osal would be a moderate 4.1 percent, but more importantly would do away with two levels of service and go back to l>olicing as usual. This is a win-win situation for all involved. It is also recommended that the cities of Greenwood, Shorewood and Toilka Bay still include within their own resJ>ective city budgets additional funds in the event the City of Excelsior does not come "back into the fold" and there is a continuation of two tiers of police service. The difficulty this presents in terms of budgeting is not knowing at this juncture how much, if any, additional funds the Excelsior City Council might approve for 2005. The most prudent approach, therefore, is assuming the worse case scenario whereby Excelsior al>l>roves no additional contribution for 2005. I have calculated this out as part of my proposal. I sincerely hOl>e that the remainder of the budget l>rocess for 2005 is one of reconciling differences so that we can resume one level of l>olice service as soon as l>ossible. To do so, however, it is imJ>erative that the funding of j)Olice ol>erations be viewed independently of the broader-based policy and j)Olitical issues. Such has not been the case the last two budget cycles where the two have become enmeshed. As l>artners to a joint powers agreement, there is a responsibility that all parties to the agreement contribute adequate funding to sUl>j)Ort the infrastructure of the organization. This needs to be paramount when it comes to determining funding needs for our annual operating budget. It has been frustrating in my administrative role to on one hand be commended for presenting fiscally responsible budgets, while on the other hand have funding reduced by one partner to the agreement for reasons other than the apl>rol>riateness of the budget itself. This puts me in the middle of a quandary from which there is no resolution unless consideration of the budget can be isolated from all the other comJ>eting interests. It is imperative, therefore, that the proposed 2005 operating budget be considered at face value in order to avoid a rel>eat of the last two years. SOUTH LAKE MINNETONKA POLICE DEPARTMENT BUDGET HISTORY SUMMARY 1994 - 2004 1994 $945,580 N/A $300,694 31.8% N/A $80,374 8.5% N/A $408,491 43.2% N/A $156,021 16.5% N/A 1995 $964,968 2.1% $303,000 31.4% 0.8% $78,162 8.1% -1.3% $423,621 43.9% 4.8% $160,185 16.6% 0.3% 1996 $976,423 1.2% $307,573 31.5% 1.5% $76,161 7.8% -2.6% $432,556 44.3% 2.1% $160,133 16.4% -0.1% 1997 $997,016 2.1% $313,063 31.4% 1.8% $72,782 7.3% -4.4% $449,654 45.1% 4.0% $161,516 16.2% 0.9% 1998 $1,025,829 2.9% $318,007 31.0% 1.6% $75,911 7.4% 4.3% $470,855 45.9% 4.7% $161,055 15.7% -0.3% 1999 $1,064,079 3.7% $325,608 30.6% 2.4% $80,870 7.6% 6.5% $489,476 46.0% 3.9% $168,125 15.8% 4.4% 2000 $1,141,349 7.3% $350,394 30.7% 7.6% $91,308 8.0% 12.9% $519,314 45.5% 6.1% $180,333 15.8% 7.3% 2001 $1,202,750 5.4% $377,664 31.4% 7.8% $97,423 8.1% 6.7% $538,832 44.8% 3.8% $188,832 15.7% 4.7% Funding Formula Change Funding Formula Change Funding Formula Change Funding Formula Change Funding Formula Change 2002 $1,302,050 8.3% $384,105 29.5% 1.7% $110,674 8.5% 13.6% $598,943 46.0% 11.2% $208,328 16.0% 10.3% 2003 $1,355,932 4.1% $400,000 29.5% 4.1% $115,254 8.5% 4.1% $623,729 46.0% 4.1% $216,949 16.0% 4.1% Basic Service Basic Service Basic Service Basic Service Basic Service Obligatory Contributions Obligatory Contributions Obligatory Contributions Obligatory Contributions Obligatory Contributions 2004 $1,355,932 0.0% $400,000 0.0% $115,254 0.0% $623,729 0.0% $216,949 0.0% Enhanced Service Declined Enhanced Service Enhanced Service Enhanced Service (Dollars/Percentages) (Dollars/Percentages) (Dollars/Percentages) (Dollars/Percentages) $60,114 $0 N/A $7,248 N/A $39,223 N/A $13,643 N/A l. .. 2005 OPERATING BUDGET CONSIDERATIONS CHIEF'S NARRATIVE By - Police Chief Bryan Litsey INTRODUCTION The overall budget for the South Lake Minnetonka Police Department (SLMPD) consists of both the annual operating budget and debt service obligation for the recently completed public safety facility occupied by the SLMPD on January 12,2004. These financial matters are addressed independently in the Joint Powers Agreement (JPA). The police portion of the public safety facility is a long-term debt obligation to each member city based upon ad valorem (tax capacity). This is subject to annual adjustments due to changing property values. I have prepared a separate document for the debt service obligation to each member city in 2005. This document concerns the operating budget for 2005. The funding of the operating budget is approved annually and is proportioned between the member cities using fixed percentages based primarily on historical funding formula data. These fixed percentages were adopted in 2002 as the result of a change to the Joint Powers Agreementthat was ratified by all four member City Councils. They are as follows: 29.5 percent for Excelsior; 8.5 percent for Greenwood; 46 percent for Shorewood; and 16 percent for Tonka Bay. BACKGROUND INFORMATION This is my sixth year of preparing an annual operating budget in my capacity as police chief for the SLMPD. This time around presents an unprecedented challenge with all that has transpired in adopting the 2004 operating budget and the ripple effect this has on trying to prepare a proposal for 2005. In moving forward, therefore, it is important to understand the unique makeup of the SLMPD as a joint powers organization and how it currently operates in terms of funding and services provided. Such a document was produced for a public forum on policing matters that was hosted by the SLMPD Coordinating Committee on June 23, 2004. This document was a collaborative effort ~ . Chief's Narrative 2005 Operating Budget Considerations Page 2 between the administrators for the member cities and myself and has been reformatted for inclusion as part of this budget narrative. See Appendix A. My ability to prepare an operating budget for 2005 is being tested by what seems like a "never-ending story" with the 2004 budget process. In looking forward to 2005, therefore, it is important to understand the dynamics surrounding the 2004 budget process, which has been anything but orthodox and has put a real strain on police operations. The initial budget proposal I brought before the SLMPD Coordinating Committee on July 23, 2003 was viewed as too lean, especially with the anticipated move to a new public safety building at the beginning of 2004 and not knowing the actual costs associated with operating this much larger facility until occupied. Reliance on the reserve fund as a hedge against this unknown was not seen as a reliable option since it was already being drawn down to cover an anticipated revenue shortfall in the 2003 operating budget. This was brought about when a majority on the Excelsior City Council went against the will of their partners to the Joint Powers Agreement (JP A) as the only member city not to fund their portion of the 2003 operating budget as proposed. They approved a lesser amount, which needed to be made up with money in reserve in order to maintain the same level of police service for all the member cities. Given the aforementioned factors, the SLMPD Coordinating Committee wisely recognized going into the 2004 budget process that it would be prudent to set aside some contingency. This was not to be used indiscriminately, but rather, earmarked for specific expense categories that I deemed to be volatile. This led to a revision being made to the operating budget, which was then presented to the member cities for funding approval during August of 2003. Once again, the majority on the Excelsior City Council went against the will of their partners to the JP A as the only member city not to fund their portion of the 2004 operating budget as proposed. This time around, however, they took it a step further by approving no increase over the previous year's budget. Since the JP A gives any member city absolute veto power over annual increases to the operating budget, none of the other member cities were obligated to make additional contributions to the 2004 operating budget. Thus, the minority position among the JP A partners had the ripple effect of creating a revenue shortfall of$85,OOO in the proposed operating budget for 2004. It then came back to the SLMPD Coordinating Committee to address this quagmire in terms of what levels of policing could be provided to the member cities in 2004 based upon the available funding. The JP A indicates that once the member cities approve their Chief's Narrative 2005 Operating Budget Considerations Page 3 .. respective contributions it is the responsibility of the SLMPD Coordinating Committee to determine through a majority vote the standards of law enforcement for all parties to the agreement. This was the issue before the SLMPD Coordinating Committee and I was asked as the chief administrator of the police department to come up with some options for consideration in a public forum. This process, which spanned several months, was very much in the public eye and even included a joint work session of all the member City Councils. When all was said and done, it was the responsibility of the SLMPD Coordinating Committee to come up with a course of action. The plan adopted by a majority vote of the SLMPD Coordinating Committee sought to make the best out of an undesirable situation by establishing two tiers of policing deemed basic and enhanced service. These were based on the funding commitments of the member cities for 2004. By taking this approach, it respected the resolution passed by the Excelsior City Council rejecting the proposed SLMPD operating budget for 2004 and insisting that Excelsior's contribution not exceed $400,000, the same amount paid in 2003. It also respected the unanimous decree of the City Councils for Greenwood, Shorewood and Tonka Bay in support of the 2004 operating budget as proposed. The net effect was that the Excelsior resolution, in accordance with the JP A, established the minimum contribution each of the member cities was obligated to pay for 2004. This translated into a deficit of approximately $85,000 from what was proposed for 2004, meaning an unavoidable reduction in police services for those member cities only contributing the obligatory amount. This became the criterion for basic service with Excelsior becoming the only member city to take this direction. The other three member cities of Greenwood, Shorewood and Tonka Bay reaffirmed their additional funding commitments for 2004 in order to maintain as much as possible their current levels of police service. This became the criterion for enhanced service. This is explained in more detail in the implementation plan put into effect in January of 2004. See Appendix B. Since that time, exhaustive efforts have been ongoing by the SLMPD Coordinating Committee and myself to bring Excelsior "back into the fold" with the other member cities. A great deal of time and resources have been expended on trying to resolve the outstanding issues in order to make this happen. At their meeting on April 28, 2004, the SLMPD Coordinating Committee offered a compromise position to the Excelsior City Council which has three key components: it makes the budget whole for 2004 so that all the member cities are at the same base funding levels going into 2005; it extends financial consideration to Excelsior for the time period in which it only received basic service; and Chief's Narrative 2005 Operating Budget Considerations Page 4 it restores enhanced service to Excelsior for the remainder of the year. This was put in the form of a motion, which passed unanimously. It was forwarded to the Excelsior City Council in the memorandum I sent to them on May 3, 2004. This was followed by a letter-to-the editor being submitted to the local media on May 5, 2004. It was signed by Chair Woody Love outlining the position of the SLMPD Coordinating Committee in trying to resolve this matter. See Appendix C. Although it was not well received at the time by the majority on the Excelsior City Council, it still remains on the table as a standing offer. 2005 OPERATING BUDGET PROPOSAL Needing to move forward, I have worked on putting together an operating budget proposal for 2005 even though there are still outstanding issues concerning the 2004 operating budget. Complicating the situation is the uncertainty of whether or not the Excelsior City Council will exercise their absolute veto power for a third consecutive year over the funding of police operations in 2005. Because of this, I have spent a great deal more time and resources preparing numerous "what if' budget scenarios trying to anticipate what direction the Excelsior City Council might take in 2005. These budget scenarios, which also contain options within the scenarios, were presented to the SLMPD Coordinating Committee at their budget work session on July 21, 2004. The principal categories were as follows: making the budget whole for 2005 thus restoring one level of policing; maintaining the same levels of basic and enhanced service for 2005; and no increase in basic service funding for 2005. The latter of these would mean unavoidable further reductions in the level of basic service. Shorewood City Administrator Craig Dawson summarized these budget scenarios and options for his City Council in both a narrative and one page spreadsheet. I have included this as reference material to help illustrate the enormous challenge of preparing a budget proposal for 2005. See Appendix D. At the aforementioned budget work session, I received direction from the SLMPD Coordinating Committee on narrowing down the scenarios and options therein so that a proposal could be accepted at their next regular meeting scheduled for August 4, 2004. My operating budget proposal included as part of this document is a product of that discussion. It includes filling the vacant part-time clerical position at a reduced number of hours, restoring funding in order to maintain our membership in the drug task force and restoring funding over a two-year period so that our vehicle replacement schedule can get back on track. This proposal also contemplates that the baseline figures going into 2005 Chief's Narrative 2005 Operating Budget Considerations Page 5 would be as if the operating budget had been made whole for 2004. This brings all the member cities up to parity at the start of2005, while respecting Excelsior's funding decision in 2004. It allows Excelsior to realize up to $25,154 in savings during 2004 depending on how many months it ultimately receives basic service. The increase under this proposal would be a modest 4.1 percent, but more importantly would do away with two levels of service and go back to policing as usual. This is a win-win situation for all involved. On the flip-side, I am suggesting that the cities of Greenwood, Shorewood and Tonka Bay still include within their own respective city budgets additional funds in the event the City of Excelsior does not come "back into the fold" and there is a continuation of two tiers of police service. The difficulty this presents in terms of budgeting is not knowing at this juncture how much, if any, additional funds the Excelsior City Council might approve for 2005. The most prudent approach, therefore, is assuming the worse case scenario whereby Excelsior approves no additional contribution for 2005. I have calculated this out as part of my proposal included with this document. ADDITIONAL BUDGETARY CONSIDERATIONS There are some key factors that need to be taken into consideration when evaluating the funding of our organization. I have highlighted some of these below, but this is by no means intended to be all-inclusive. Budget Preparation and Presentation My approach in preparing annual operating budgets has been consistent during my tenure as police chief. I do not subscribe to the practice of purposely preparing a budget on the high side in order to give the false impression later on in the process that significant concessions are being made. This type of charade can lead to mistrust among all parties involved. I have a history of presenting budget proposals that are a realistic assessment of our funding requirements in order to maintain the high standards of policing in the South Lake Minnetonka communities served by our organization. An exception was my initial budget proposal for 2004, which was rightfully seen as too lean in my attempt to meet some unrealistic expectations by a select few elected officials. Even my revised budget, which added back some much needed contingency, remained extremely lean and still included a reduction in support staff hours, a reduction in certain line item expenditures, withdrawing from the drug task force and shortchanging some capital funds for Chief's Narrative 2005 Operating Budget Considerations Page 6 technology and vehicle replacement. In many respects, it still mortgaged the future with less than a two (2) percent increase in operating expenses between 2003 and 2004. This was not the last of it, however, due to the majority position on the Excelsior City Council not to contribute any additional funding for 2004. This resulted in my having to make another revision to the operating budget which resulted in operating expenses for 2004 actually dropping below what was approved for 2003. Personnel Overview - Our police department is not unlike most service organizations in that the greatest expense is personnel related. In the latest revision to the 2004 operating budget, employee salaries and benefits alone account for nearly eighty-four (84) percent of operating expenses. There is little margin for this percentage to change in 2005, especially with the majority of our personnel being classified as "essential employees" without the right to strike. This means both the employee and employer are subject to binding arbitration to settle disputes over compensation. One of the prevailing documents used as a benchmark for determining equitable compensation for union personnel is the Stanton survey, which groups similar law enforcement agencies in the metropolitan area. It is also my belief, as well as that of the SLMPD Coordinating Committee, that in order to recruit and retain quality people they need to be compensated fairly. There has been a concerted effort the past several contract negotiations, therefore, to bring our personnel into parity in regard to compensation. After all, our most important organizational asset is people and it is important to have the best so that the public trust is not breached. 2005 Salaries and Benefits - The current two-year labor agreement with the officers union (patrol officers, investigators and sergeants) expires at the end of2004. It is in the preliminary stages of being renegotiated, but these discussions will undoubtedly extend well beyond the deadline for cities to approve funding for the SLMPD in 2005. The protocol followed in recent years is to have two administrators from the member cities represent the SLMPD Coordinating Committee in negotiations with the union. I serve in an advisory role to the administrators, but am not directly involved in the negotiations. This has worked well during my tenure as police chief with the SLMPD Coordinating Committee having the final say. It is anticipated that this time around Shorewood City Administrator Craig Dawson and Tonka Bay City Administrator Sara Irvine will serve as negotiators for the SLMPD Coordinating Committee. In regard to compensation for non- union personnel, other than myself, this is determined through an internal assessment along with input from city administrators before a recommendation is forwarded to the Chief's Narrative 2005 Operating Budget Considerations Page 7 SLMPD Coordinating Committee. The SLMPD Coordinating Committee deals directly with me on my own compensation. Given the above-mentioned considerations, my calculations for 2005 are estimates based upon the best available information at this time. This includes analyzing trends, existing and pending settlements that include 2005 and conversations with knowledgeable administrative and union personnel. Other internal factors affect compensation, such as step increases within our existing wage structure, educational and physical fitness incentives and longevity. Also having a significant impact are the unrelenting costs associated with offering quality heath insurance benefits to our personnel. As a smaller organization, we are doing our best to control these costs through our membership in the LOGIS Group Health and Life Insurance Program. This is a consortium of local government agencies which have joined forces to increase their bargaining position with insurance providers. Even so, we have been advised by LOGIS representatives to budget for a ten (10) percent increase, although the actual cost for 2005 is still being negotiated and will not be known for several more months. Staffing Shortages - It would be ill-advised to consider personnel reductions given the fact that our current staffmg levels are marginal at best. For example, we continue to have the least number of full-time police officers per capita than any of the surrounding law enforcement agencies in the Lake Minnetonka area. Our ratio of 1.1 full-time police officers per thousand residents is by far the lowest, with the second lowest being Mound at 1.4 and the highest being Wayzata at 2.2. The cumulative average among the Lake Minnetonka group is 1.5. This means we would have to increase our complement of full- time police officers from 14 to 18 just to keep pace with this group. See Appendix E. We also stack up poorly when looking at comparable data in the 2003 Minnesota Crime Information Report. Our organization comes under Group V of urban police departments, which serve a population base of between 10,000 and 25,000. The cumulative average in this group is 1.3 full-time police officers per thousand residents. This means we would have to increase our complement of full-time police officers from 14 to 16 just to keep pace with this group. Our showing is even more dismal when compared to the average for all groups of urban and rural police departments, which comes to 1.5 full-time police officers per thousand residents. This means once again that we would have to increase our complement of full-time police officers from 14 to 18 just to keep pace with this group. See Appendix F. Add to this the fact that we are a busy police department due, in part, to the following factors: recreational appeal of Lake Minnetonka situated within a major metropolitan area; downtown district in Excelsior that serves as a hub for a Chief's Narrative 2005 Operating Budget Considerations Page 8 variety of activities; major arterial roadways that crisscross through the South Lake Minnetonka communities and significant regional growth in the southwest quadrant of the metropolitan area. The illustrations I have included on crime statistics bear this out as does other pertinent data such as the number of liquor licenses issued in the South Lake Minnetonka communities, which correlates to additional policing needs. See Appendixes 6, U and I. We also have a shortage of personnel when it comes to our support staff. Not only must they handle the numerous clerical responsibilities that go with being a police department, but the added administrative and fiscal responsibilities that go with being a joint powers organization. This sets us apart from other police departments, where many of these duties are handled by city, not police personnel. This situation has became even more dire since last year when we had to leave a part-time office specialist position unfilled in anticipation of the budget crunch of 2004. This now leaves only one full-time office administrator and one part-time office specialist to handle the ever increasing and overlapping span of responsibilities delegated to these positions. As a stopgap measure, our community service officer is being used to help out, but he is being pulled in so many directions and can only do so much. At a minimum, the unfilled part-time office specialist position needs to be restored in 2005. The ripple effect from all these staffing shortages is widening and is starting to impact core operations. A saving grace is that the highly dedicated and professional personnel who work for our organization have been able to cushion the impact in the short-term. This is reflected in the most recent crime statistics compiled in the 2003 Minnesota Crime Information Report. We did a respectable job of not only keeping the crime rate in check, but in clearing the nearly one thousand (1,000) criminal offenses reported in the South Lake Minnetonka area during 2003. See Appendixes U and I. It is especially impressive that we were able to do so while in the midst of a lengthy and complex homicide investigation in Excelsior that diverted and drained many of our available resources. This is a real credit to our personnel, who not only went above and beyond the call-of-duty so that the focus could remain on the homicide investigation, but for also making sure all the other public safety needs were met. Current Situation - All the turmoil surrounding the funding of our organization for 2004 and beyond is certainly having an adverse effect on all our personnel. It has intetjected far too much politics into the daily operations of our organization and detracted from our being able to concentrate on law enforcement matters. This is obviously not conducive to . Chief's Narrative 2005 Operating Budget Considerations Page 9 a healthy work environment and is starting to wear on our personnel. There would have been more organizational fallout if not for the support and guidance of the mayors who serve on our governing body (Coordinating Committee) as well as the vast majority of city council members representing our member cities and the public at large. This has helped mitigate some of the rhetoric, misinformation and down right nastiness that has been unjustly directed toward our organization caught in the middle of political, not organizational issues. If this continues, however, the consequences could be more far reaching both in terms of personnel retention and the delivery of services. New Public Safety Facility On January 12,2004, we officially moved into the police section of the new public safety facility located at 24150 Smithtown Road in Shorewood. This provides us with significantly more space and for the fIrst time in the history of our organization provides us with a state-of-the-art facility specifically designed for law enforcement use. It was anticipated that there would be a significant increase in cost to operate and maintain this larger and more specialized building, even with the savings derived from this being a shared facility with the Excelsior Fire District (EFD). The margin of error was greater in calculating what these expenses would be in 2004, since we had not yet moved into the new facility. We had no experience factors to consider and were not as well-versed on what equipment in the building would need ongoing maintenance. In addition, the building basically comes with an all-inclusive warranty for one year, meaning many of the ongoing maintenance costs did not become an added expense until 2005. This is not to say, however, that calculating these costs for 2005 still does not present some unknowns, since the experience factors being used are not based on a full year of occupancy. Here are some of the most noteworthy ones. Electricity and Natural Gas - To help me determine these costs for the 2004 operating budget, the architectural firm ofTSP (building project architecturalfirm) did a preliminary estimate in March of2003. This cost, when proportioned between the SLMPD and EFD, came to an estimated $27,500 for our organization. These calculations were based on some assumptions concerning energy consumption along with the then current pricing structure for these utilities. Since that time, natural gas prices have soared as articulated in a recent article that appeared in the Star Tribune. See Appendix J. The estimate for the 2005 operating budget is based, in part, on experience factors of six months extrapolated out to an estimated annual figure for the SLMPD of $38,000. This represents a difference of $1 0,500 (thirty-eight percent increase) over the estimate used Chief's Narrative 2005 Operating Budget Considerations Page 10 in the 2004 budget. This validates the wisdom of the SLMPD Coordinating Committee in recommending there be contingency set aside in the 2004 operating budget for such an event. For another perspective on how electricity and natural gas costs have impacted the operating budget, one need only look back to 2003 when we were still operating out of our previous police station. The annual cost for electricity and natural gas that year came to approximately $8,000, which, when compared to the estimated cost of$38,000 for 2005, is more than three and a halftimes greater. This, in and of itself, virtually wipes out the entire savings realized in the operating budget since 2004 when the previous building rent of $3 8,400 was phased out. See Appendix K. Sewer and Water - Even though this is a shared cost with the EFD, it is still considerably more than what we previously paid at our old police station. The estimate for the 2005 operating budget is based, in part, on experience factors of six months extrapolated out to an estimated annual figure of$I,500 for police. To put this into context, the cost of sewer and water the last full year at our old police station came to $336 in 2003. Janitorial Services - The SLMPD and EFD are responsible for this expense in their respective areas, which includes twice weekly interior cleaning and periodical carpet shampooing. The shared areas are a 50/50 split. The estimate for 2005 is based upon the known cost of these services now that we have moved into the new facility. Such was not the case when preparing the 2004 operating budget. This cost is obviously considerably more in our new facility given the size and specialized areas. To put this into context, the last full year we were in the old police station this line expense was $5,700 in 2003. For 2005, this line expense is nearly double the cost at $11,000. Ongoing Equipment Maintenance - As previously indicated, during the fIrSt year of operation in our new public safety facility most of the routine maintenance is covered as part of the construction agreement. In 2005, however, this is no longer the case. We have thus gone through an internal assessment to identify what equipment needs to be maintained on a regular basis, not only to protect the investment, but to help ensure the building remains operational at all times. This includes such things as the heating/cooling system, emergency back-up power generator, bulb replacement in light fixtures, etc. Although most are shared costs with the EFD, this expense is still considerably more than what was budgeted for at our previous police station. Thanks to the crew at Shorewood Public Works, however, we have not had to incur the expense of caring for the building Chief's Narrative 2005 Operating Budget Considerations Page 11 grounds such as snow removal in the winter and lawn care in the summer. They have graciously taken on this responsibility and have been excellent neighbors with their maintenance building right next door. PhonelData Communications - The SLMPD and EFD share the expense of maintaining a high speed T -I line connection to our public safety facility to handle voice and data communications (Internet, e-mail, phones, local and long distance service, etc.). This is not only important to the daily operations of both organizations, but more importantly, is an essential component of the Emergency Operations Center (EOC). In addition, we are required by code to maintain three separate analog phone lines for the elevator and fire alarms. Although our portion of the cost for all of this is more than at our old police station, the capabilities are considerably more at the new public safety facility. In 2005, this cost is estimated to be in the $7,000 range compared to the last full year we were in our old police station when this cost was in the $4,000 range. Capital Maintenance Fund - As a sound fiscal practice it is important to maintain an escrow account for the long-term care of our new public safety facility. This is prudent not only to preserve this wonderful community asset, but to avoid spikes in the operating budget from year-to-year. A designated building fund is already in place, which was first established under my watch to fund capital maintenance projects for what was then our aging police station in Excelsior. The use of this fund was then expanded to include exploring options for a new building and eventually the transition into what is now our new public safety facility. The fund is already positioned, therefore, to serve as a capital account for maintaining this building into the future. The budgets to date have not included annual contributions from the operating budget to build up this escrow account. Although this is once again the case for 2005, we have an opportunity to increase the fund balance through compensation that is forthcoming from Hennepin County as part of the County Road 19 upgrade project. We have been given notice that the county plans on acquiring land in front of the public safety facility for which both the SLMPD and the EFD will be compensated accordingly as joint tenants of the property. The preliminary estimates place the value of this land at $42,000, which would be divided equally between both organizations. Vehicle Fleet Replacement - The purchase, set up and equipping of vehicles is managed through our designated vehicle fund, which receives an annual appropriation from the operating ., Chief's Narrative 2005 Operating Budget Considerations Page 12 budget. In the past, this capital fund has allowed for a uniform replacement schedule for our fleet of vehicles. The contribution from the operating budget was cut drastically in 2004 as a temporary cost savings measure to help get us through our budget woes. This is obviously not a good long-term strategy since it will dramatically impact future budget years if extended beyond 2005. My recommended operating budget proposal for 2005 partially restores this fund balance, with the remainder being made up in 2006. To help mitigate the impact, however, we are converting our fleet of vehicles from the Ford Crown Victoria to the Chevrolet Impala police cruisers. We are able to obtain both of these vehicles at state bid pricing, but the Chevrolet Impala is approximately $1,500 dollars less, has better fuel economy and seems to be more durable. The drawback is that it does not offer as much interior room for occupants and equipment. We have also looked at owning versus leasing vehicles, but the latter option does not appear to be cost effective given the number of miles put on patrol vehicles each year. Fuel - This is one of the more difficult expenses to manage with the pricing uncertainty of this commodity on the world market. Due to budget constraints, however, there is no additional increase factored into this line item expense for 2005. Instead, we are addressing this volatility in a number of ways, realizing that streets still need to be patrolled and calls still need to be answered regardless of the price of fuel. By switching over to the Chevrolet Impala, we are saving an approximate fIve miles per gallon over the Ford Crown Victoria based on EPA mileage estimates for city driving. Dealer provided information indicates that assuming a squad car is driven 30,000 miles per year, this translates into an annual savings of approximately $1,000. We have also been diligent in trying to fInd the best deal for fueling our fleet of vehicles. The Citgo Station in Excelsior extends us a three cent discount on each gallon of gas purchased along with free deluxe car washes. To illustrate these cost savings. I will use as an example the approximate 12,500 gallons of gasoline our fleet of vehicles consumed in 2003. Based on this number, each one cent increase in the cost of gasoline represents $125 annually. This means each ten cent increase averaged over the course of a year represents an additional burden to the operating budget of$I,250. Communications Our police department is dispatched through the Hennepin County Sheriffs Communication Division. This is the most economical way to go since we are not in a fInancial position to support our own dispatch center. There currently is no cost for being dispatched through Hennepin County in terms of personnel, etc. There is, however, a Chief's Narrative 2005 Operating Budget Considerations Page 13 considerable cost for the equipment needed to be part of their system, which took a significant increase with the implementation of the new 800 MHz radio system. In addition, there are other technological upgrades on the horizon that will significantly increase our costs. I have expounded on these categories below. Conversion to 800 MHz Radio System - In November of 2002, our much anticipated switch over to the new 800 MHz radio system occurred. As a subscriber to the system we were required to upgrade our equipment in order to be compatible. This came with a hefty price tag for new portable and squad radios as well as training, service agreements, etc. We made the decision at the time to go with the lease-to-own option in order to preserve some of our capital for future technological upgrades through the Hennepin County system. In order to ease the impact on our operating budget, a designated radio fund was wisely established some years back to help spread out the full impact. The amortization schedule established for phasing in this expense to the operating budget was included as part of my 2002 operating budget proposal and includes yearly increases of $2,000 through 2008. So far, this line item expense has more than doubled, which in 2001 was budgeted at $6,500 and in 2005 is budgeted for $14,000. When this amortization schedule is fully realized in 2008 the annual cost could be as much as $20,000. In 2005, there will be an additional draw on this fund with the requested ten (10) percent increase in fleet support fees being assessed by Hennepin County. This translates into an additional expense to our organization of $500. 800 MHz Radio System Grants - It was cost prohibitive in our budget to obtain all the equipment we desired when converting to the new 800 MHz radio system in the latter half of 2002. Consequently, we searched for alternative sources of funding to make up the difference. In 2003, such a funding source was identified in a Homeland Security Grant being administered through the Metropolitan Radio Board. We applied for and received $25,200 in funding through this grant to be used toward the purchase of additional portable radios for the officers, base radios for the police side of the new public safety facility and additional accessories. See Appendix L. This equipment was delivered earlier this year and has since been put into service. Not covered under the grant, however, are the monthly administrative and user fees assessed by Hennepin County on the portable and base radios. Over the course of a year, this adds another $1,683 in communication expenses which must be absorbed by the designated radio fund. As previously mentioned, this is anticipated to go up another $500 in 2005. Another significant expense that was partially offset through a grant was the installation Chief's Narrative 2005 Operating Budget Considerations Page 14 of an in-building antenna system in the new public safety facility. This was needed by both police and fire to boost the signal for both transmitting and receiving over the 800 MHz radios. This unanticipated expense during the initial planning of the building was later added into the project budget once the need became apparent for public safety reasons. The final cost, which came to $27,949, was reduced by twenty-five (25) percent through our efforts to secure a grant through the Metropolitan Radio Board. See Appendix M. The remaining balance was absorbed through project funds, although this could have easily become an operating budget expense if not for the foresight of our staff in recognizing this need before the building project was completed. 911/Computer-Aided Dispatch (CAD) - The Hennepin County Sheriffs Communication Division is in the midst of some major upgrades to the infrastructure of their antiquated computer-aided dispatch system. In conjunction with this effort, equipment in the patrol vehicles will need to be upgraded for compatibility reasons as well as to maximize what this latest in technology has to offer in the field in terms of officer safety, access to data, suspect identification, etc. As a subscriber on the system, our police department is looking at a considerable cost to make these changes in patrol vehicles. We are still several months away from being provided with more defmitive information on what the options will be along with the costs. I suspect it will be similar to the 800 MHz conversion in which Hennepin County will offer both lease and purchase options. The preliminary estimates suggest the cost to purchase the equipment outright could be as much as $10,000 per squad. Phasing in this equipment is expected to begin toward the latter part of2005 with the goal of having everyone onboard in 2006. The designated radio fund being used for the 800 MHz radio system may be able to absorb some of the cost, but it will likely require an additional annual contribution from the operating budget to make up the difference. The 2005 operating budget does not include an additional contribution earmarked for this purpose. Insurance Our police department utilizes the League of Minnesota Cities Insurance Trust (LMCIT) for our professional liability, property/casualty and workers' compensation insurance. Even though we are a joint powers agency, we are akin to a municipality when it comes to receiving coverage through the LMCIT. We are fortunate to be affiliated with the LMCIT, which has served us well over the years. In spite ofthe fact that they are a well- run organization that does a good job of risk management, the insurance industry is a volatile market that can cause havoc to an operating budget. This is especially true when - Chief's Narrative 2005 Operating Budget Considerations Page 15 it comes to providing workers' compensation coverage for an occupation that is prone to injuries due to the very nature of police work. That is why we maintain a designated insurance fund as a hedge against rate fluctuations from year-to-year. This fund, which receives an annual appropriation from the operating budget, is carefully managed so there is a sufficient balance on hand at any given time. One of the driving forces behind escalating costs in the insurance industry is that we live in a litigious society. Specific to our profession, plaintiffs are increasingly bringing civil actions against police under federal law since it does not have the indemnification and monetary limits of state law. It is prudent, therefore, for us to have an umbrella policy to limit the fmancial exposure to our organization and the member cities even though this adds nearly $5,000 to our annual insurance costs. One bit of good news is that the cost to insure our new public safety facility was less than anticipated due, in part, to the quality of construction along with having a fire suppression system in the building. We share this particular cost with the EFD. In addition, during the process of securing insurance on the new public safety facility, we came across an insurance broker that could offer us a lower commission without compromising service. It should be noted that the LMCIT requires an insurance broker as a go-between to service the policy. We have taken a number of proactive measures to help control our insurance costs. Officers are given an incentive to be physically fit by providing them with top notch exercise equipment in our new public safety facility along with a financial reward for meeting certain weight and fitness standards. New employees are required to sign a no use of tobacco pledge, which has helped us reach the eligibly requirements for a substantial discount on our workers' compensation premium with more than ninety (90) percent of our employees now being nonsmokers. In conjunction with this, we have good policies, procedures and training in place not only to help mitigate our liability exposure, but to promote the well-being of our personnel working in one of the more hazardous professions. Professional Development (Trainine) Providing adequate training for our department personnel is a critical component of maintaining a professional organization. I cannot overstate how important this is in terms of personnel retention, quality of service to the public, officer safety and protection against legal action for failure to adequately train personnel. There is a considerable amount of mandated training and critical skills training for police officers that need to be Chief's Narrative 2005 Operating Budget Considerations Page 16 provided regardless of budgetary concerns. In addition, elective training is also important to keep our personnel proficient in their positions and to promote their professional development. The partial reimbursement we receive from the state for training is being reduced at a time when the cost of providing this training to our personnel is on the rise. We have mitigated some of these costs by providing more in-house training when feasible, but the bulk of our specialized training still needs to be outsourced. I have personally taken steps to preserve our training budget for other personnel by not attending several training conferences for law enforcement executives and emergency managers. When I do go, I usually commute rather than incur lodging expenses and personally pick up the tab for some of the related expenses. In my nearly six years as police chief, I have only attended one out-of-state training conference and even then personally paid for some of the expenses. Southwest Metro Dru~ Task Force (Special Projects) - Our police department spawned what is now known as the Southwest Metro Drug Task Force. It started out in the 1980's as a drug interdiction project undertaken solely by our organization, but has since grown into a multi-jurisdictional task force spanning four counties and consisting of numerous law enforcement agencies. The mission ofthe Task Force is to target street- level drug dealers in collaboration with member law enforcement agencies. The majority of funding for the Task Force comes from a grant administered through the state with the remaining balance being covered through membership fees assessed to participating law enforcement agencies. The matching contribution for a member agency our size has remained a very reasonable $8,400 annually. This is one of the better values when you consider all the resources at our disposal to combat illegal drug activity by virtue of being a member of the Task Force. I had to deal with a number of financial woes as part of the budget process for 2004. This made for some tough choices in having to lean out operating expenses. I reluctantly made the recommendation that we withdraw from the Task Force in order to preserve internal operations as much as possible. As fortune would have it, however, I was able to secure some interim funding through the South Lake Minnetonka Crime Prevention Fund that allowed us to remain members of the Task Force. This short-term funding was not to exceed one year and was subject to a six-month review before being renewed for the remainder of 2004. It was only meant as a stopgap measure to help us through our budget woes with the hope that funding for the Task Force would be restored in the 2005 operating budget. I am recommending as part of my budget proposal for 2005 that funding for the Task Force be restored. I have included with this narrative some related information about this topic. See Appendix N. Chief's Narrative 2005 Operating Budget Considerations Page 17 Line Item Expenses Last year, I painstakingly went through each expense category with a "fme tooth comb" looking for potential reductions to help offset the revenue shortfalls that needed to be made up as part of the 2004 budget. This was not an easy task with operating expenses already on the lean side. Nevertheless, some significant reductions were made as validated by the fact that the fmal budget which was adopted actually represented a decrease in operating expenses from those of2003. This is significant when considering employee salaries and benefits alone account for nearly eighty-four (84) percent of operating expenses. This year, I once again went through each expense category and made some adjustments, but everything was already so lean that any further reductions would cut to the core of our operations. Operations There has been a major emphasis during my tenure as police chief to streamline operations in order to achieve the greatest value for the buck. Early on in my administration a significant change occurred in the fiscal management of our organization that took us from a manual to a computerized bookkeeping system. As part of this transition, we outsourced payroll for a year during which time there was a change in personnel that allowed us to take this responsibility back in-house using a low cost, but very adequate, financial software program. This financial package has worked well for us and is more cost-effective and easier to administer than outsourcing payroll. This was once again validated through a more recent analysis that was done of payroll practices. We have also made great strides with other technological advancements that have allowed us to become more effective and efficient in our jobs. Our organization is committed to looking for supplemental sources of funding to take care of our needs while helping to reduce the burden on our operating budget. We have funded thousands of dollars worth of training and equipment needs through grants, donations, etc. We are continually looking at ways to save money, such as switching to Office Depot for miscellaneous supplies. They have the county bid and offer free delivery. The list goes on and on, but suffice it to say that our staff is encouraged to think "outside the box" when it comes to innovative ideas with an eye toward efficiency and cost savings. Chief's Narrative 2005 Operating Budget Considerations Page 18 CONCLUDING REMARKS I sincerely hope that the remainder of the budget process for 2005 is one of reconciling differences so that we can resume one level of police service as soon as possible. To do so, it is imperative that the funding of police operations be viewed independently of the broader-based policy and political issues. Such has not been the case the last two budget cycles where the two have become enmeshed. As partners to a joint powers agreement, there is a responsibility that all parties to the agreement contribute adequate funding to support the infrastructure of the organization. This needs to be paramount when it comes to determining funding needs for our annual operating budget. It has been frustrating in my administrative role to on one hand be commended for presenting fiscally responsible budgets, while on the other hand have funds withheld by one partner to the agreement for reasons other than the appropriateness of the budget itself. This puts me in the middle of a quandary from which there is no resolution unless consideration of the budget can be isolated from all the other competing interests. It is imperative, therefore, that the proposed 2005 operating budget be considered at face value in order to avoid a repeat of the last two years. Chief's Narrative 2005 Operating Budget Considerations Appendix A . SLMPD COORDINATING COMMITTEE PUBLIC FORUM - JUNE 23, 2004 Enabling Authority: The South Lake Minnetonka Police Department (SLMPD) was formed in 1973 through ajoint powers agreement (JPA) of the cities of Excelsior, Greenwood~ Shorewood, and Tonka Bay. In a JPA, the four member cities are partners- they "own" the organization and provide services to themselves. Minnesota law allows cities to enter JP As in order to provide services more effectively and economically than they could deliver individually. As a JP A is a contract, it may not be changed without the consent of all parties to the agreement. Consequently, there have been few amendments to the JP A during the 30+ years of its existence. Duration of Agreement: The JP A has always had a date at which the agreement would expire. Typically, the agreement would be renewed every five years or so. As the deadline for renewal approached, changes might be proposed and considered, and the city councils would decide whether to approve any. Given the relatively short duration of the agreements, no provision was put in the JP A for a member city to withdraw from the agreement. In order to proceed with construction of the new SLMPD station, the cities amended the agreement so that it would stay in effect until the financing for the facility was retired. The key part of this amendment process was a deliberate decision to retain the lack of a withdrawal provision. Each city also agreed to pay its annual share of the building's fmancing on an ad valorem, or "tax capacity," basis that would not be subject to approval of their individual councils. Essentially, the JPA was extended 20 years, as the current fmancing schedule runs to 2024. Governance: The JP A designates the Coordinating Committee as the governing board of the SLMPD. Coordinating Committee members must be mayors of the member cities. The Coordinating Committee is responsible for determining the services to be provided with the resources made available to it. The Coordinating Committee employs a Police Chief as the administrative officer of the SLMPD. Funding: Several factors have been used over the years to determine each city's share of payments for police services. In general, the percentages for each city have been in a relatively narrow range, and have been correlated with the use of police services within each city. In order to provide stability for budget planning as well as administrative ease for SLMPD officers, at the end of2000 the cities agreed to fixed percentages that started in 2002. Of the amounts the cities pay for SLMPD operating services, Excelsior contributes 29.5%; Greenwood, 8.5%; Shorewood, 46.0%; and Tonka Bay 16.0%. SLMPD COORDINATING COMMITTEE PUBLIC FORUM PAGE 2 Under the JPA, the annual amount of the cities' contributions is the least percentage increase approved by a member city by September I for the following year's operations. In actuality, a city council approves its level of funding; it does not approve the SLMPD budget. That "least percentage" amount establishes the revenue that the Coordinating Committee has available and the services it decides to provide. While the Committee recommends a budget and each city's resulting contribution, it needs to decide what changes are necessary if the revenue approved by the city councils is less than recommended. Service To Be Provided: For the 2004 operating budget, the Committee recommended a 6.3% ($85~000) increase in the cities' contributions. Three cities approved the recommended increase. One city chose not to increase the dollar amount it contributed to SLMPD in 2003; thus there was a 0.0% increase in the cities' overall required contributions for 2004. As no member city may be provided less service, the Committee needed to decide the services it would be able to provide all of the cities without the additional $85,000 available in 2004. This has been termed "basic services," although in reality it is a lower level and array of services than the SLMPD has provided in recent years. The JP A is silent whether member cities can arrange and pay for additional services from SLMPD. Individual cities have done this from time to time over the 30-year history of SLMPD. For 2004, the three city councils that approved 6.3% increases are paying those amounts for "enhanced services~" which is essentially a continuation of the level and array of services they have received in recent years. Prepared by: Ed Shukle, Excelsior Interim City Manager; Nancy Kelm, Greenwood City Administrator; Craig Dawson, Shorewood City Administrator; Sara Irvine, Tonka Bay City Administrator; Bryan Litsey, SLMPD Police Chief . Chief's Narrative 2005 Operating Budget Considerations Appendix B y 2004 POLICE OPERATIONS IMPLEMENTATION PLAN Prepared by - Chief Bryan Litsey (January 2004) PRELUDE This implementation plan is in response to the majority of the SLMPD Coordinating Committee directing me to proceed with instituting basic and enhanced tiers of police service in 2004 to address the funding differences between member cities. The Joint Powers Agreement (JP A) gives the Coordinating Committee the authority to establish standards of policing once the financial contributions from individual member cities have been adopted. This implementation plan culminates what has been a difficult budget process over the past ten months. During this time, I have attended 18 public meetings and/or work sessions in which the SLMPD operating budget was a discussion item. In addition, a phenomenal amount of administrative time has been devoted to the process with my preparing more than 100 pages of new budget documents and executive summaries, not to mention the countless staff and executive level meetings. The majority of this effort has been to develop a reasonable and fair approach for providing police service to member cities. Throughout this entire ordeal there has been no disputing the fact that the proposed operating budget endorsed by the Coordinating Committee and subsequently advanced to member City Councils for approval was extremely lean. In addition, the appropriateness of the proposed operating budget has not been questioned from an operational standpoint. A joint powers organization such as ours is predicated on joint ownership meaning all parties to the agreement need to share in supporting the infrastructure of the police department to make it operate and function effectively. For two consecutive budget years, the Excelsior City Council has limited their contribution to the SLMPD operating budget as endorsed by the Coordinating Committee and unanimously approved by the other member cities. This was remedied for 2003 through the authorized use of reserve funds which were of sufficient balance to make up the difference. In 2004, however, the projected revenue shortfall cannot be absorbed by using existing fund balances. This leaves a cumulative shortfall of approximately $85,000 from what member cities contributed in 2003 to what was proposed for 2004. This obligatory threshold (2003 funding levels) has been deemed basic service, which only the City of . PAGE 2 - IMPLEMENTATION PLAN FOR POLICE OPERATIONS IN 2004 Excelsior has opted to receive. The other member cities of Greenwood, Shorewood and Tonka Bay have opted to contribute beyond the obligatory amount as proposed in the 2004 operating budget and will receive enhanced service. Their approval of enhanced service reduces the cumulative shortfall under this implementation plan to approximately $25,000. SERVICE OPTIONS - (Basic and Enhanced) Basic service is predicated on the cumulative effect of an operating budget in which there are no additional contributions from any of the member cities over what was paid in 2003. This becomes the obligatory amount of each member city and establishes the level of basic service. Under this scenario police service cannot remain status quo given the additional expenses and reduced revenue factored into the proposed operating budget for 2004. This means that a City Council opting for basic service is making the conscious decision to accept a lesser array of law enforcement services for residents, businesses and visitors within their respective communities. Enhanced service is predicated on the cumulative effect of an operating budget in which there are additional contributions from member cities over the obligatory amount. In 2004 the obligatory amount is the same as what each member city paid in 2003. . Enhanced service pools the additional contributions from those member cities wanting to take part in a level of policing beyond basic service for residents, businesses and visitors within their respective communities. Under this scenario police service comes closer to being status quo for 2004. Patrol The protocol followed for patrol operations will continue as in the past other than for certain discretionary items which will only be available under enhanced service unless circumstances warrant otherwise. They include: · Extra patrol requests. . Increased traffic enforcement in perceived problem areas. . Homeland security countermeasures - (i.e., monitoring water treatmentfacilities, public buildings, community events, etc.). · Parking complaints/enforcement. PAGE 3 - IMPLEMENTATION PLAN FOR POLICE OPERATIONS IN 2004 . Civil disputes. . Nuisance complaints. . Motorist assists (i.e., vehicle lock outs, disabled vehicle, etc.). . Lost pets. . Vacation house checks. Investil:ations The protocol followed for investigations will continue as in the past other than for lower level property crimes and proactive measures to deter and thwart criminal activity. These will only be provided under enhanced service unless circumstances warrant otherwise. They include: . Follow-up investigation of misdemeanor property crimes (i.e., theft, shoplifting, financial fraud, criminal damage to property, nuisance complaints, etc.). . Countermeasures to deter and detect criminal activity through surveillance, search warrants, informants and other investigative techniques in conjunction with neighborhood canvassing and posting of flyers. . Proactive drug interdiction with an emphasis on street level dealers. Community Service Officer/Crime Prevention Specialist - (CSO/CPS) The protocol for the CSO/CPS position will differ from past practices. The duties common between basic and enhanced service include some administrative matters and equipment maintenance as well as helping to coordinate the reserve officer program. Enhanced service will receive the remainder of the CSO/CPS time unless circumstances warrant otherwise. They include: Patrol . Respond to medical calls and traffic accidents. . Provide additional law enforcement presence within the community. - PAGE 4 - IMPLEMENTATION PLAN FOR POLICE OPERATIONS IN 2004 . Assist with traffic control at special events, etc. . Handle nuisance complaints. . Enforce parking regulations and respond to parking complaints. . Bike patrol on the trails and in the parks. . Answer calls for service such as vehicle lock outs, motorist assists, etc. . Vacation house and business checks. . Transport arrested individuals to a detention or treatment facility. Crime Prevention - Community Education - Other Services . Educate residents along with business owners and their employees on ways to reduce being victimized by crime. This includes conducting security premise surveys and establishing neighborhood and business watch groups. . Provide seminars for community organizations, schools and city staff on a number of law enforcement topics including personal safety. . Coordinate Crime Alert Network for local businesses. . Organize annual National Night Out events. . Analyze crime data and develop strategies to address problem areas. . Inspect and provide guidance to care givers on the proper installation of child safety seats in vehicles. . Instruct CPR to local community members. . Fingerprint residents along with business owners and their employees for employment/certification purposes. . Prepare crime prevention articles and other relevant information pertaining to SLMPD for city newsletters and the local media. PAGE 5 - IMPLEMENTATION PLAN FOR POLICE OPERATIONS IN 2004 Investigations · Assist with case preparation. · Catalog and transport evidence to the crime lab. · Increase public awareness of local crimes by preparing media releases and canvassing neighborhoods and business areas with crime alert flyers. Footnote It is important to understand that the CSO/CPS position was implemented as a less costly alternative to addressing the staffing deficiency in the number of licensed police officers employed by the SLMPD in comparison to other neighboring law enforcement agencies. The CSO/CPS position alleviates some of the workload when it comes to patrol, investigative and administrative duties that does not require the response of a licensed police officer. Under basic service, much of this falls back on licensed police officers necessitating the need for them to prioritize and forgo some of their other duties. Administrative Requests The protocol will change under basic service since there is less support staff personnel to handle the tremendous amount of clerical responsibilities of a police department coupled with the added responsibilities of being a joint powers organization. The areas included under enhanced service will only be available under basic service for a fee and as staffing permits. They include: · Background checks of applicants for city employment. · Background checks of solicitors, etc. · Liquor license investigations for new and renewal applicants. Footnote Less support staff means adding to the already demanding workload of other personnel such as administrators, investigators, etc. Under basic service many of the administrative requests our police department has accommodated in the past will be delayed or not addressed depending on available staffing. PAGE 6 - IMPLEMENT A TION PLAN FOR POLICE OPERATIONS IN 2004 Compliance Checks Under enhanced service, compliance checks at business establishments selling alcoholic beverages and/or tobacco products would be conducted at least annually along with awareness training. Under basic service, this would only be available for a fee and as staffing permits. OTHER CONSIDERATIONS The downsizing and restructuring of police operations in 2004 impedes the SLMPD from taking on additional responsibilities. This means that we can no longer be administrating, supervising and staffing for the City of Excelsior the seasonal part-time positions of Dockmaster and Park Patrol. Although the City of Excelsior provides financial reimbursement to the SLMPD for these positions, we will no longer have the capabilities to handle this added contracted service without shortchanging other core operations. With less clerical help to process all the paperwork along with the thousands of citations resulting from these positions it is not feasible to provide this service. It is also not prudent for the SLMPD to take on the added burden of filling these positions, providing ongoing training and supervision, assuming the liability risks and administrating employee benefits at a time when our organization is being downsized and asked to do more with less. Furthermore, the scheduling, ordering of uniforms, etc. for these positions is currently done by the CSO/CPS and this is no longer part of his duties. There will be much closer scrutiny of special event requests both from a financial and staffing perspective before deciding whether or not to approve the permit. It will be contingent on having enough personnel available to handle the size of the event and the event sponsors paying the contracted fee to adequately staff the event as determined by the SLMPD. Although some of the event sponsors currently pay for additional policing, most do not and this will have to change. In addition, with this proposed restructuring of our police department the availability of personnel to staff special events will become increasingly limited and permits may be denied on that criteria alone. CONCLUDING COMMENTS As previously stated, this implementation plan is an attempt to make the best out of an undesirable situation by minimizing the adverse impact of the aforementioned direction taken by the Excelsior City Council regarding funding for the SLMPD in 2004. It represents a just and balanced approach for providing police service in consideration of . PAGE 7 - IMPLEMENTATION PLAN FOR POLICE OPERATIONS IN 2004 the current budget difficulties. I sincerely hope that in subsequent budget years the Excelsior City Council will not only recognize the exceptional value derived from being part of the SLMPD, but the importance of adequately funding the infrastructure of the organization to maintain a consistent level of service among all member cities. Chief's Narrative 2005 Operating Budget Considerations Appendix C . SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. LITSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 MEMORANDUM TO: Excelsior City Council Members FROM: Bryan Litsey, Chief of Police DATE: May 3, 2004 - Monday RE: ---... ,.. "'- -~~-_. ...._.-:. _..-..'-',".,";-.. ":'." __'_._' _::,__:_,__ ..--.:._.:,..'.,_ --.- --c. SLMPD Coordinating~'()""ID~Y;~~~~Qng "... ,," :...., ..--, ,-P,' '. ;. This memorandum pertains t{)the$LMJ.?tJ:f2p()t'dmf'tin,g;;,(5U~ittee Meeting held on April 28, 2004. At that meeting, Mayor:L~J()~p.las ~e.~xcelsior representative requested an addition to thea~ell<iain~r<i~tt{).'~rip~i~Q~'. . .~MPD budget discussion that took place at the ExcelsiQt CityCoW!~i!)y~t1(.!$~~~io~,.... pri126, 2004. "'"--""--:-. .-.-.--., -' ,---', When this item came up on~~;a e discussion with input from Excelsior City Council;:' in attendance. After much dialogue, the SLMPD . sly passed a motion encouraging the majority on .>. ......... .' '.' .' .... .ii ..' ..' . ......... ............... ..' . e the budget whole for 2004 ($425,154.00) with consi ..rat~?~'~~*~~~~llitoabaSic service credit from January 1,2004 to May 15,2004. By mye~lctl.l~tioilsmi .' Id'pe approximately $9,432.00. .,:' __c..." .:,.c;:;:..oc..-: -',',.:;.., -,_ . :--c_,_ : .",- ,:,::"':::":'_ . .~: '_',_ ...N'-'. -_.___ . _ _, .... .... _ ....,,- . By this motion, the SLMPD Coordfu~tttlgg~riini~~~~gives [mancial consideration to the ..:..............-.....................-:...'.............................................,'............,....' City of Excelsior for receiving basic serVicef6i>part of the year. It also stresses the importance of making the budget ''whole'' so that all the member cities are at the same starting point for purposes of the 2005 budget process. If this occurs, the SLMPD Coordinating Committee was receptive to discussions about other issues as long as these do not become intertwined in the 2005 budget approval process. The SLMPD Coordinating Committee is prepared to meet on short notice to provide enhanced service to the City of Excelsior as of May 15,2004 if the Excelsior City Council approves this proposal. cc: SLMPD Coordinating Committee Members & Staff Serving the South Lake Minnetonka Communities of Excelsior. Greenwood. Shorewood and Tonka Bay SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. UTSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 May 5, 2004 Mike Hanks Shorewood-Exce/sior Sun Sailor 10917 Valley View Road Eden Prairie, Minnesota 55344 Brett Stursa Lakeshore Weekly News 10001 Wayzata Boulevard Minnetonka, Minnesota 55305 To the Editors: .- ',' -- . .... As Chair of the Coordinating CoIUIJ;Iitt~Qf .,. "'~~~etonka Police Department, I would like to review the latest proposa.1~~gaI'dmg;ttJ~/< ....~peratifigl>~get of the Police Department and the level of service that the City;pf EXoel~ior has choseqto fun& . :",', .u.: '-'-..-':" ..................'...........................:........'. ...........-:.......-.:::.:.,-....'.......... .............................." After much dialogue and in order iQJ>t~"i&~ actew'r~PQ~ to Excelsior's concept, the SLMPD Coordinating Committee unanimousl~'Rt? ' .!1..~~ti~nertcouraging the Excelsior City; Council to make the budget "whole" for 2004, with.l~~g~'~ayng been provided basic-level services from January I to May 15,2004. Making the budget Wb.olewould require that Excelsior affirm its contribution to SLMPD in 2004 would be $425,154, rather than the $400,000 amount it approved for this year. The credit would be $9,433; Excelsior's costs for enhanced-level services in 2004 thus would be $415,721. elsior's representative, Mayor at a work session on April 26. e Coordinating Committee shed to put forth the concept of of the police organization since wanted some feedback from the At the April 28 meeting of the ' Lynn Johnson, related a ma' . Excelsior City Councilmem, meeting and participated in t paying for the enhanced leve .... January I are paying more to f'. ....t.f Coordinating Committee abouftlllst>ptiQJ}. The SLMPD Coordinating Committee believes that its proposal is a very fair one. It gives financial consideration to the City of Excelsior for receiving basic service for part of the year. It also stresses the importance of making the budget "whole" so that all the member cities are at the same starting point for purposes of the 2005 budget process. If Excelsior were to come in after-the-fact to purchase enhanced services for simply a monthly fee, without adjusting its official budget, it would not provide the predictability needed for responsible budget and organizational planning for the SLMPD. It thus would not be fair to all four cities that own the police department. Serving the South Lake Minnetonka Communities of Excelsior, Greenwood. Shorewood and Tonka Bay Letter to the Editors May 5, 2004 Page Two During consideration of this matter, the SLMPD Coordinating Committee reiterated that it remained receptive to discussions about other issues. It also stressed that these discussions and issues must not become intertwined in the 2005 budget approval process. The SLMPD Coordinating Committee also' notified the Excelsior City Council that it would be prepared to meet on short notice to provide enhanced service as of May 15,2004, if Excelsior approved this proposal. At its May 3 meeting, the Excelsior City Council decided to take no action on the proposal that started as its own concept. The Coordinating Committee made a very difficult decision in determining the basic services that would be provided to the four SLMPD cities in 2004. The basic service level puts police services in more of a reactive mode, rather than the preventive mode that we have been able to develop over the 30 years of the joint powers agreement. The Coordinating Committee encourages the Excelsior City Council to respond positively to the proposal that has been put on the table, so that all residents and businesses of the South Lake Minnetonka community may be provided the level of services they have come to expect. aY' Woody Love Chair, Coordinating Committee South Lake Minnetonka Police Department . Chief's Narrative 2005 Operating Budget Considerations Appendix D MEMORANDUM TO: FROM: DATE: SUBJECT: Shorewood City Council Craig W. Dawson, Shorewood City Administrator July 22, 2004 Proposed 2005 Budget, South Lake Minnetonka Police Department The Coordinating Committee of the South Lake Minnetonka Police Department (SLMPD) met in work session on July 21 to review budget scenarios for 2005 that had been prepared by Police Chief Litsey. Committee members preferred to have an opportunity to gain some feedback from their city councils before they met at a regular meeting to recommend a budget and the resulting contributions from the member cities. Three budget scenarios were discussed, each with some variation within them. This approach is designed to identify what array and levels of services can be expected as a city council considers what its contribution will be for 2005. In this manner, the Coordinating Committee would not have to wait for the councils to set their funding levels, and then decide what services could be provided. The scenarios show ranges of increases based upon (and are referred to by A-D later in this memo): A) no change in staff levels or programs; B) filling the vacancy in the part-time administrative support system, which is the most critical addition to the budget ($11,200); C) restoring funding for the Southwest Drug Task Force ($8,400); D) restoring funding for the vehicle replacement schedule ($21,000). "Making the Budget Whole" This is the ideal budget, in that it assumes the cities' contributions would be increased from what the Coordinating Committee recommended, but did not have available, for 2004. The distinction between "basic" and "enhanced" service would be erased, and the "basic" level of service is what is being provided at the "enhanced" level for 2004. The recommended 2004 budget called for a 6.3% increase. Increases for this scenario in 2005 would range between 2.0% and 4.8% (A through D), so the average annual increase over the two years would range from 4.15% to 5.55%. The cities' increase in contributions for 2005 (based on the Committee's recommended 2004 budget) would be between $28,400 and $69,500. In 2004, Shorewood is contributing $663,000 for enhanced services. The contributions fer 2005 would range between from $676,000 to $695,000, or increases of $13,000 to $32,000. The remaining two sets of scenarios were prepared with assumptions based on the history encountered with the 2004 budget--that Excelsior would provide funding less than the Committee would recommend, and that the other three member cities would pay for enhanced services. SLMPD 2005 Budget Scenarios July 26,2004, City Council Meeting Page Two "Basic and Enhanced Service - No Change in Service Levels" To continue with the current levels of basic and enhanced service, the basic level of service would need to increase 3.8% and the enhanced level of service would increase 4.0% (A through B). Filling the vacant administrative support position would increase basic service to 4.6%, and enhanced service to 5.0%. The increase in member cities' contributions for basic service would total $51,000 to $62,000. The additional 4.0% increase to the three cities combining for enhanced service would cost $62,500 to $63,100. Under these scenarios, Shorewood's contributions would range between $688,000 to $693,500 in 2005, or increases of $25,000 to $30,000 when compared to the $663,000 paid for enhanced service in 2004. "Basic and Enhanced Service - No Change in Basic Service Funding" This scenario assumes that there is no increase in the required funding level (i.e., that any City decides to make a 0% increase in its contribution to SLMPD). For the cities ofOreenwood, Shorewood, and Tonka Bay to continue their enhanced level of service, they would need to contribute $113,700 (or 7.7%) above the basic service level, or $51,000 more than the enhanced service level for 2004. Shorewood's contribution would be $698,000, or $35,000 greater than for 2004. The Coordinating Committee has not yet reviewed which services would need to be curtailed if the $51,000 required to continue basic service in 2005 was not available. This scenario (A only) would not have the vacant administrative support position filled. To recap the implications for Shorewood to retain its 2004 service level: Making the Budget Whole (A-D): $13,000 to $32,000 increases in 2005 BasiclEnhanced-No Change in Services (A-B): $25,000 to $30,000 increases in 2005 BasiclEnhanced-No Change in Required Revenue (A): $35,000 increase in 2005 These scenarios do not address the level of the SLMPD's undesignated fund balance. It is projected to be $33,000 atyear-end 2004; SLMPD's auditor recommends that the minimum level be $50,000. Schedule: The Coordinating Committee will meet on August 4 to take official action on its recommended budget and the resulting cities' contributions. There was some discussion about the compression of time for the Committee and city councils to act on the 2005 budget/funding levels. The councils must act on any increase in funding by September 1. It would take all city councils to agree on extending that deadline. And cities must set their not-to-exceed proposed tax levy by September 15. (Shorewood would make this decision on September 13.) SLMPD 2005 Budget Scenarios Per Preliminary Drafts Presented at July 21 Coordinating Committee Meeting 2004 Recommended Contributions - 6.3% Incre 2004 Operatina Budaet Contributions Basic Enhanced Total Excelsior $ 425,154 Excelsior $ 400,000 $ 400,000 Greenwood $ 122,502 Greenwood $ 115,254 $ 7,248 $ 122,502 Shorewood $ 662,952 Shorewood $ 623,729 $ 39,223 $ 662,952 Tonka Bay $ 230,592 Tonka Bay $ 216,949 $ 13,643 $ 230,592 Total $1,441,200 Total $ 1,355,932 $ 60,114 $1,416,046 2005 Budaet Scenarios A) No change in staff or services for 2004 (assumes anticipated increases needed for salaries, insurance, utilities, supplies and services) B) Fills vacant part-time clerical position at reduced hours (adds $11,200) C) Funds participation in Southwest Drug Task Force (adds $8,400; paid by Crime Fund for 2004) 0) Restores schedule of funding replacement vehicles (adds $21,000; schedule reduced in 2004) -Makino the Budaet Whole- 2004 2005 A $ Chanae ~ Excelsior $ 425,154 $ 433,532 $ 8,738 2.0 Greenwood $ 122,502 $ 124,916 $ 2,414 2.0 Shorewood $ 662,952 $ 676,016 $ 13,064 2.0 Tanka Bay $ 230,592 $ 235,136 $ 4,544 2.0 $1,441,200 $ 1,469,600 $ 28,400 2.0 2004 2005 B ~ ~ Excelsior $ 425,154 $ 436,984 $ 11,830 2.8 Greenwood $ 122,502 $ 125,911 $ 3,409 2.8 Shorewood $ 662,952 $ 681,398 $ 18,446 2.8 Tanka Bay $ 230,592 $ 237,008 $ 6,416 2.8 $1,441,200 $ 1,481,300 $ 40,100 2.8 2004 2005 C ~ % Chanoe Excelsior $ 425,154 $ 439,462 $ 14,308 3.4 Greenwood $ 122,502 $ 126,625 $ 4,123 3.4 Shorewood $ 662,952 $ 685,262 $ 22,310 3.4 Tanka Bay $ 230,592 $ 238,352 $ 7,760 3.4 $1,441,200 $ 1,489,700 $ 48,500 3.4 2004 ~ ~ ~ Excelsior $ 425,154 $ 445,657 $ 20,503 4.8 Greenwood $ 122,502 $ 128,410 $ 5,908 4.8 Shorewood $ 662,952 $ 694,922 $ 31.970 4.8 Tanka Bay $ 230,592 $ 241,712 $ 11,120 4.8 $1,441,200 $ 1,510,700 $ 69,500 4.8 $Change from %Change from 2004 Basic 2004 Basic $ 33,532 8.4 $Change from %Change from 2004 Basic 2004 Basic $ 36,984 9.2 $Change from %Change from 2004 Basic 2004 Basic $ 39,462 9.7 $Change from %Change from 2004 Basic 2004 Basic $ 445,657 11.4 -Basic & Enhanced Service - No Chanae in Service Levels for 2005- 2005 Base 2005 Contrib 2005 Contrib 2004 Basic 2005 Basic A $ Chanae % Chanae 2004 Enhcd 2005 Enhcd $ Chanae % Chanae & Enhcd ~ % Chanae Excelsior $ 400,000 $ 415,089 $ 15,089 3.8 * $ 415,089 $ 15,089 3.8 Greenwood $ 115,254 $ 119,602 $ 4,348 3.8 $ 7,248 $ 7,538 $ 290 4.0 $ 127,140 $ 4,638 4.0 Shorewood $ 623,729 $ 647,257 $ 23,529 3.8 $ 39,223 $ 40,792 $ 1,569 4.0 $ 688,049 $ 25,098 4.0 Tanka Bay $ 216,949 $ 225,133 $ 8,184 3.8 $ 13,643 $ 14,189 $ 546 4.0 $ 239,322 $ 8,730 4.0 $1,355,932 $ 1,407,081 $ 51,149 3.8 $ 60,114 $ 62,519 $ 2,405 4.0 $1,469,600 $ 53,555 3.8 2005 Base 2005 Contrib 2005 Contrib 2004 Basic 2005 Basic B $ Chanae % Chanae 2004 Enhcd 2005 Enhcd $ Chanae % Chanae & Enhcd $ Chanae % Chanae Excelsior $ 400,000 $ 418,363 $ 18,363 4.6 * $ 418,363 $ 18,363 4.6 Greenwood $ 115,254 $ 120,545 $ 5,291 4.6 $ 7,248 $ 7,610 $ 362 5.0 $ 128,155 $ 5,653 5.0 Shorewood $ 623,729 $ 652,363 $ 28,635 4.6 $ 39,223 $ 41,184 $ 1,961 5.0 $ 693,547 $ 30,596 5.0 Tonka Bay $ 216,949 $ 226,909 $ 9,960 4.6 $ 13,643 $ 14,325 $ 682 5.0 $ 241,234 $ 10,642 5.0 $1,355,932 $ 1,418,181 $ 62,249 4.6 $ 60,114 $ 63,119 $ 3,005 5.0 $1,481.299 $ 65,254 4.61 -Basic & Enhanced Service - No Increase in Basic Service Fundino for 2005- 2005 Base 2005 Contrib 2005 Contrib 2004 Basic 2005 Basic A ~ %Chanae 2004 Enhcd 2005 Enhcd $ Chanae % Chanae & Enhcd $ Chanae % Chanae Excelsior $ 400,000 $ 400,000 $ 0 . $ 400,000 $ 0.0 Greenwood $ 115,254 $ 115,254 $ 0 $ 7,248 $ 13,675 $ 6,427 5.0 $ 128,929 $ 6,427 5.0 Shorewood $ 623,729 $ 623.729 $ 0 $ 39,223 $ 74,033 $ 34,810 5.0 $ 697,762 $ 34,810 5.0 Tonka Bay $ 216,949 $ 216,949 $ 0 $ 13,643 $ 25,960 $ 12,317 5.0 $ 242,909 $ 12,317 5.0 $1,355,932 $ 1,355,932 $ 0 $ 60,114 $ 113,668 $ 53,554 5.0 $1,469,600 $ 53,554 3.78 * No Enhanced service in Excelsior Chief's Narrative 2005 Operating Budget Considerations Appendix E - FULL-TIME (SWORN) POLICE OFFICERS POLICE DEPARTMENTS IN LAKE MINNETONKA AREA Information for 2005 Budget Proposal (Updated July of 2004) Deephaven Police Department 7 4,333 619 1.6 Also Serving Woodland Minnetrista Public Safety Department 10 6.773 677 1.5 Also Serving St. Bonifacius Mound Police Department 13 9,435 726 1.4 Orono Police Department 19 11,848 624 1.6 Also Serving Long Lake, Minnetonka Beach & Spring Park 9 4.119 458 2.2 Note: Source of Data - Police Departments Listed Chief's Narrative 2005 Operating Budget Considerations Appendix F FULL-TIME (SWORN) POLICE OFFICERS POLICE DEPARTMENTS IN MINNESOTA Information for 2005 Budget Proposal Note: Source of Data. 2003 Minnesota Crime Information Report Chief's Narrative 2005 Operating Budget Considerations Appendix G SALE OF ALCOHOL - LAKE MINNETONKA COMMUNITIES Deephaven Police Department 0 0 0 0 0 Also SefVin Woodland Minnetrista Police Department 3 4 2 2 11 Also SetVin St. Bon/fae/us Mound Police Department 4 1 4 2 11 Orono Police Department 13 7 10 3 33 Also SetVin Lon Lake, . M/nnetonka Beach & S rin Park South Lake Minnetonka Police Department 10 4 8 3 25 SetVin Excelsior, Greenwood, Shore wood and Tonka Ba Wayzata Police Department 8 1 5 1 15 Charter Boats - Excelsior has issued 11 charter boat permits for dockage at the Excelsior Municipal Docks. Of these, 3 have full liquor licenses which are not reflected in the above tables. Other charter boats can purchase a one-day permit. Source of Data - Provided by Cities Surveyed (July-August 2004) Chief's Narrative 2005 Operating Budget Considerations Appendix U CRIME RATES IN THE LAKE MINNETONKA AREA 2003 Part 1 & Part 2 Offenses Deephaven Police Department 4,421 33 746 141 3,189 3,935 Also Serving Woodland Minnetrista Public Safety Department 6,358 136 2,139 366 5,757 7,896 Also Serving St. Bonifacius Mound Police Department 9,627 261 2,711 647 6,721 9,432 Orono Police Department 11,949 185 1,548 431 3,607 5,155 Also Serving Long Lake, Minnetonka Beach & Spring Park Wayzata Police Department 4,196 172 4,099 218 5,195 9,294 Crime Rate - The number of offenses reported for each unit of population, generally per 100,000 persons. Crime rates are computed for communities with varying populations by dividing the number of offenses by the population and multiplying the answer by 100,000 (Example: 500 Offenses divided by 10,000 population x 100,000 = 5,000 Crime Rate). Part 1 Offenses. murder, forcible rape, aggravated assault, robbery, burglary, larceny-theft, motor vehicle theft and arson. Part 2 Offenses. other assaults, forgery-counterfeiting, fraud, embezzlement, stolen property, vandalism, weapons, prostitution, sex offenses, drugs, gambling, offenses against family and children, driving under the influence, liquor laws, disorderly conduct, vagrancy and other criminal offenses. Source of Data. 2003 Minnesota Crime Information Report I SLMPD is the only police department in this group to have. a reported homicide In 2003 Chief's Narrative 2005 Operating Budget Considerations Appendix I CRIME CLEARANCE RATES IN THE LAKE MINNETONKA AREA 2003 Part 1 & Part 2 Offenses Deephaven Police Department 4,421 33 141 174 54% Also Serving Woodland Minnetrista Public Safety Department 6,358 136 366 502 64% Also Serving St. Bonifacius Mound Police Department 9,627 261 647 908 56% Orono Police Department 11,949 185 431 616 53% Also Serving Long Lake, Minnetonka Beach & Spring Park Wayzata Police Department 4,196 172 218 390 37% Part 1 Offenses. murder, forcible rape, aggravated assault, robbery, burglary, larceny-theft, motor vehicle theft and arson. Part 2 Offenses. other assaults, forgery-counterfeiting, fraud, embezzlement, stolen property, vandalism, weapons, prostitution, sex offenses, drugs, gambling, offenses against family and children, driving under the influence, liquor laws, disorderly conduct, vagrancy and other criminal offenses. Source of Data. 2003 Minnesota Crime Information Report SLMPD is the only police department in this group to have a reported homicide in 2003 - Chief's Narrative 2005 Operating Budget Considerations Appendix J - Starltlbune ess .".,:" , 'l'hursday, July 15,2004- Section Ii] Minnegasco seeks to raise gas rates Base increase would be frrst in. nine years By Chris $erres Star Tribune StaffWriter The 745,000 custom- ers of CenterPoint Energy Minnegasco, alreadysqueEf~ed by sQaring naturalga$ PItcel;, could face even higher he;:hing bills this winter. The Minneapolis utility filed an application Wednesday with the state Public Utilities' Com- 'mission to increase its natural . gas base rate, which covers the cost of distributing natural gas, by 4.1 percent. If approved, Min- negasco's typical resid,ential cus- tomers would see anrt\uilheating bills increase to $964 frolll $9?6, or by $3.17 per month. .The increase follows tWo years of increases iniMinne- gasco's gas cost rate, which the utility charges to recover cost of buying natural gas fJ.:om , ,producers. Wholesale gas prices have soared because of dwin- dlingsupplies and increased demand from commercialcus- tomers. As a result, Minnegasco customers are paying 67 per- cent more for gas than they did in July 2002. "Given that the cost of gas is already going up, any increase is a concern - especially for low-income people," said Janet Gonzalez, energy ~t manager at the Public UtilitiesCommis~ sion. "Obviously, we will scruti- nize this [application] very, very carefully." And M1nnegascocustomers clay llQtbe alone~ Xcel Energy Inc., which supplies natural gas to 400,000 people in the state, said Wednesday it is considering plans to :fjle a base rate increase application later this summer, though the company declined to be more specific. Any rate increase would not apply to the more than 1 million people who buy electricity from Xcel; as part of its merger with New Century Energies of Denver, the com- pany cannot seek an electricity rate increase before 2006. GAS continues on D2: - Decision by PUG is not expected until May 2005. - Upgrades cost millions. - GAS froin D1 pue not expectetJto decide on request until next year Executives. at both compa- nies say a rate increase is long overdue. Nine years have passed since Minnegasco last increased . its natural gas base rate, and Xcellast raised its base rate in 1998. Both companies say they have spent millions of dollars upgrading their equipment, and almost every time state and lo- cal governments launch a new road protect, they must move their gas pipes. . All told, Minnegasco has spent more than $300 million, upgrading and extending its gas pipeline network in Minne- sota since 1995. . To make matters worse for the utilities, consumer demand is actually declining. As natu- ral gas prices rose, a growing number of Minnesota families began turning off their heat at night and buying more efficient furnaces. Yet the fixed costs of delivering gas to many of these homes continued to rise, resUlt- ing in tighter profit margins. Though Minnegasco is still profitable, the company said it no longer earns enough from its customers to cover the cost of distributing its natural gas. This year, the utility expects a distribution shortfall of$21.77 million, which is the amount the company expects to recover through the rate increase. . "The fact is, we've spent tens of millions of dollars helping to improve the infrastructure of Minnesota," said Tracy Bridge, the company's director of gov- ernment and public relations. "All these costs we've incurred have been sitting on our bal- ance sheet waiting to be recov- ered. ... [The rate increase) is very modest in light of what's happening." Minnegasco will make that argument to the Public Utili- ties Commission, which has 10 months to make adeci: sion on whether to accept the rate request. On Wednesday, Minnegasco delivered 25 boxes of documents, all defending the company's rate case, to the com-' mission's offices in St. Paul. Though a decision is not expected until May 2005, Minnegasco has asked the com- mission for a 1.6 percent interim rate increase that woUld go into effect Oct. 1. The interim rate in- crease would stay in effect until the commission's decision. Minnegasco, a subsidiary of CenterPoint Bnergy of Houston, made $25.5 million in operating income last year on total reve- nue of about $1 billion. Chris Serres is at cserres@staTtribune.com. - Chief's Narrative 2005 Operating Budget Considerations Appendix K SOUTH LAKE MINNETONKA POLICE DEPARTMENT New Public Safety Building Utility Expense - Electricity/Natural Gas Electricity and Natural Gas $8,053 $27,500 $38,000 $29,947 372% 3.72 x Notation. Data reflects SLMPD portion of cost Chief's Narrative 2005 Operating Budget Considerations Appendix L SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. LITSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 MEMORANDUM TO: SLMPD Coordinating Committee Members FROM: Bryan Litsey, Chief9f'~olice DATE: ,.'-'_'_'_ ,",' .-_. --0' . . "'_._ '_ _' ':"--,- n._. ":_-.-'- .: :"_".: , ..;c.; February 11, 2004""Wetli'~U~y RE: .--:.',....-...'- .........'-.... .... .'. . '-,- . ,", .'. . . . ",_.., _ . _ -':'-',,';::-":, _," _':.'-'"-.-:,'.--:\'.::"-,_,--. -'.:::'--t:."::."':'-' ;. - -' -,--.-" .-,': :....-.- '.' ,. --, ,'-'," .;,-.-- - " - . "-. -- '-':'",' ............... '.' . - .... . . - '. .. '. COPS Grant:,800 MHzColtl~..nj~aijon EqUipment ""--:'. .-. '.'" .:.,c.'_ , " ,___'..... .-" - - . . ,'~.. "',_:' ,'.' ,'-." .- -. ...;:."-.,:' ;:-..-. .. .... -". .. - ,.-. -:.':; :. .,.",. --. ':, ",' - .'." ".--- C"_ .'. .;.".,:, I am pleased to report that()~~lic~(d~R~u~!!~r~et}tly'~i" 800 MHz communication ~lPm.eq "~l~~mg .. '.' tat station, additional portablet~910~;~ mounting brackets, microp . v funding for this equipment ....... ... ....... ,..... fiscal agent and coordinator ";;'CO /'~~ Justice. The grant is specificalI){"~Y!~gnat,~~~~t.~ conjunction with the region-wide8~O~ ra~io department is a subscriber to that. sY$temi.:Wr'Q~gIi; the Metropolitan Radio Board. .... . Tedjust over $25,000 in or our new police s such as antennas, plied for and received .... ...... ...... d (MRB), which is the ard~,.ugh the U.S. Department of . 'm~nt.~ 'at can be used in Jinications system. Our police ;~nDepin County. See attachment from " ". .-_.. ---" This is another example of my commitment to'iseek outside sources of funding whenever possible to lessen the financial impact to both our building project and operating budget. I want to thank Deputy ChiefNieling for processing the administrative paperwork associated with this grant and arranging for the delivery of equipment. Serving the South Lake Minnetonka Communities of Excelsior; Greenwood. Shorewood and Tonka Bay www.MetroRadioBoard.org Dave McCauley, Chair dave.mccauley@co.anoka.mn.us 763-323-5700 Bill Dean, Executive Director biLl.dean@metroradioboard.org 651-643-8395 Jill Rohret. Assistant Director jilL.rohret@metroradioboard.org 651-643-8394 Board Members Marvin Johnson, Vice Chair Veidols Muiznieks, Secreta/)' Dick Stafford, Treasurer Richard Aguilar Patrice Bataglia Tony Bennett Dan Bostrom Del Haag Natalie Johnson Lee Pat McGowan Steve Peterson Penny Steele Andy Terry Kent Therkelsen Bob Vogel Tom Workman Roger Laurence, Ex offido Metropolitan Radio Board Metropolitan Counties Government Center 2099 University Avenue Saint Paul, MN 55104 651-643-8395 · 651-645-3246 (fax) September 30, 2003 ~E C F \''1 t=n u C, ..., illll) Deputy Chief John Nieling South Lake Minnetonka Police Department 810 Excelsior Boulevard Excelsior, MN 55331-1913 Dear Deputy ChiefNieling, On September 29111 the Metropolitan Radio Boardmet and approved the second round of grant awards to local units of government. These awards are funded by the COPS grant the Board received from the U.S. Department of Justice. I am pleased to officially inform you that you have been approved for an award of $25,200. Your award was based on a formula that took into account the number of subscriber radios you requested as well as the population served by your department. You may spend up to the amount of the award on any eligible pieces of equipment. Funds should be spent prior to February 19, 2004, although extensions may be possible. To be eligible, the equipment must be intended for use on the region-wide 800MHz digital radio communi'Cations system. The Board will actually make the purchase and have the equipment shipped to your location. You may choose to have us purchase any combination of subscriber equipment (mobiles or portables) from the manufacturer of your choice. Thr~e manufacturers offer radios that are certified for use on the system: E. F. Johnson, Kenwood, and Motorola. Prices and models differ significantly, so we strongly suggest you consider all available alternatives. Both Johnson and Kenwood have indicated plans to offer customers upgrades to equipment that will work on both 800 MHz and 700 MHz, although the Board is unlikely to move to 700 MHz anytime soon. In some cases equipment other than subscriber radios may be purchased. If your highest priority use of the award is for equipment other than subscriber radios, please contact me or Jill Rohret to determine eligibility. Our numbers and e-mail addresses are on this letterhead. Thank you for your participation in the Board's grant program. We look forward to working with you and your staff. Si6nCCel' ~? ' ,/ ~2!~- Bill Dean Executive Director Metropolitan Radio Board - Minnesota's Metro Public Safety Communication System Chief's Narrative 2005 Operating Budget Considerations Appendix 1'1 SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. LITSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 MEMORANDUM TO: Bill Dean, Executive Director Metropolitan Radio Board (MRB) FROM: Bryan Litsey, Chief of Police DATE: February 10, 2004 7:rile~d.ay'\ As you are aware, the Metropoli4ID ~~iO B()~a(MRB)~pr~~~partially funding the cost of installing an in-building 8oq~radiR~~~~S}'~ewilloUJ'.;A~~\Public safety facility. The amount authorized was caPIJe4at~~per9 '.' "".gtto~0g~d$7,'l;4l,!;f'?. An agreement was entered into with Andrew CorporatiOlJ,f~r mat. 'andinSt8Inof .... tern. I am pleased to inform you new public safety facility (pol~ ........ ,......... invoices from Andrew Corporat,lgP-\,!>r a t reimbursable from the MRB. l:w~~l Lake Minnetonka Police Departm~~~" attached copy of the memorandunit{)\,... noted that the EDA is the fiscal agenfitl.,.. I want to thank the MRB for helping to deWYi!Jl. .... st of installing this much needed equipment in our new public safety facility. Please give mea call if you have any questions concerning this reimbursement request. cc: Fire Chief Mark DuCharme, Exceslior Fire District Executive Director Craig DawsolJ" Shorewood EDA Finance Director Bonnie BurtolJ" Shorewood EDA SLMPD Coordinating Committee and Staff Serving the South Lake Minnetonka Communities of Excelsior; Greenwood, Shore wood and Tonka Bay Check Date: 02/26/04 CHECK NO. 1074399 Inv Number PARTIAL COST Inv Date 2/20/04 Origin RA Memo Comments Paid Amount PARTIAL COST RADIO BD SYSTM 6,987.16 ORlJER OF ~- ~ i' :. YOlb OVER $6,987.16 II- 1.0 'j'~ :iqql" .:Oq I. 2 I. Sq 2 'j'.: I. S 2 1.0000b 2 2qll- Chief's Narrative 2005 Operating Budget Considerations Appendix N SOUTH lAKE MINNETONKA POLICE DEPARTMENT BRYAN T. LITSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 MEMORANDUM TO: SLMPD Coordinating Committee Members FROM: Bryan Litsey, ChiefofPolice DATE: February 19, 2004 - ThurSd~y RE: 2004 Membe~hip in S()uthwestMetro Drug Task Force Courtesy oftheSouthL(J/{e Miirnetonka.Cl'itt1:itPl'evention Fund One of the tough choices I had to m~~t() leaIlout~~pefiSes~part of the 2004 budget process was recommending~lI~t~~~i~~opti~u~Qur~~~~i~tio~with the SW Metro Drug Task Force. The quandary~j~af~d'~lJ1~kit)~tb!s d~~$i~n~~J1lagnified by the fact that the current multi-jurisdicti()nal$Wl\IIetJ:~DrugTas~Forc~s"me into existence after a very successful drug-interdiction projecttllattheSLMPDWIdertook back in the 1980's. Several of us who are still on thedepMtm~r)tweredirectlyinvolved in that effort and now having to abandon our commitment totlIeSW Metro Drug Task Force as the founding member is difficult at best. This wqsalsop9t~.po:p\dardecision among some ofthe elected officials representing our membe,tc1ties~dJ was encouraged to seek other sources of funding to continue our affiliation with the SW Metro Drug Task Force. I decided to present this funding request to the Board of Directors for the South Lake Minnetonka Crime Prevention Fund (non-profit community-based organization) with some reluctance knowing they try to stay away from taking on reoccurring operating expenses. This presented a dilemma for the board members, who on one hand very much support the efforts of the SW Metro Drug Task Force, but do not want to assume this ongoing expense year-after-year on behalf of the SLMPD. The board members took into account, however, the current budget woes facing the SLMPD and were receptive to bridging the funding gap for the short-term until this expense could be reabsorbed into the operating budget. With this in mind, the board members agreed to fund our membership fee of$8,400 for the calender year 2004, subject to a six-month review. Serving the South Lake Minnetonka Communities of Excelsior. Greenwood. Shore wood and Tonka Bay Memorandum to SLMPD Coordinating Committee Southwest Metro Drug Task Force - South Lake Minnetonka Crime Fund Page 2 What keeps the membership fee so reasonable is that a significant amount of the cost to operate the SW Metro Drug Task Force is offset by a federal grant disbursed through the state for this very purpose. A movement is afoot at the state level, however, that might redirect some of this grant money leaving uncertainty as to how drug task forces might be funded in future years. Nevertheless, it is certainly a benefit to be part of the SW Metro Drug Task Force as long as possible given the adverse effects that increased illicit drug activity has on the quality of life for any given community. I have attached some articles that recently appeared in the local media that expound on both the SW Metro Drug Task Force and the South Lake Minnetonka Crime Prevention Fund. I thought you might find these of interest. In conclusion, I would like to recommend that a thank-you letter on behalf of the SLMPD Coordinating Committee and signed by the Chair be sent to the Board of Directors for the South Lake Minnetonka Crime Prevention Fund. This letter would not only thank them for providing the funding for the SLMPD to remain in the SW Metro Drug Task Force in 2004, but also the many other equipment purchases they have recently funded for our police department. .. .~ o ~, ~ c .~ .~ . ~ ....c.rJ...... '. ..' ". ~ . ~ . 'oJ . . c .'. ~ .'fI]~ Z~. . .:.-., ..' c . .~ ::J............:..~. . ~ .~ ~ CrJ Q. .- .c en =-- G.J .a E <II E '. 'G.J .u .=-- o .... .:.= en .ra ... bO ::s ,~=- i "Q . ,.. :- '.' . . . ~",;.- , ' .:c~1 '.... . .~ . .f!U(" .LC" '.i'. ._ Ara ..C (r-. ~8 ~wt M ~ u.. .. 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Crime Fund: Organization aims to increase its visibility From Page lA for the department, supports community education and promotional eventS of the department and provides reward money for information that leads to apprehension' , 'T':l!lg,.pm:3,%iThtic;mp~l&t4~\tq,J~d{,t;ilnl:lS. h~ organization operat~indepehdent of theSLMPD. , ' L~tsey asked the Crime Fund bOard for its assistance in funding the 'departmenfs ' ~embershipin the Drug Task Force this year, an $8,400 expense that has tradition- ally been financed through the' depart- menfs annual operating budget. Litsey's ' 2004 operating budget proposal called for the departmenfs withdrawal from the or-, ganization as a cost-cutting measUre to counter increased operational costS., The recommendation was also made reluctant~ ly. , , The Drug Task Force, which was creat- ed in the mid-1980s, originated with the SLMPD, accordlllg to Litsey. The orgalliza- tion wollis with law enforcemimtagencies in four counties of the southwest'metro- politan area to Coordinate illegal drug traf- fickitlg investig&tlons, he explained. "Drug enforcement i,s a speciali.Zed area," he said, ,noting that the investigations asSociated with illegal drugs can require many hours of work,and often extend beyond the boundaries of anyone jurisdiction. "Drug activity knows no boundaries," he added. ' "We're much'better served by beinga part of t.lJ.e Task Force." 'WhJle Litsey makes recommendations -;<<tR!tOO&f!~~dd>$9.-~~~is not involved in its decisions on how. ItS money is alloca.ted, The CrimeFund'sas~' sistance, with funding the.SLMPD'sDrug Task ForCe membership, is atypical of the allocations it makes to the departnient, as the organization doesn't typically fund on- going operating costs of the department; , Litsey explained. ' , But it agreed to fund the department's' Task Force membership for one year, in ari~ ticipation that the departmenfs budget will be able to support the membership again in 2005, Litsey noted. The depart- ment is funded by itS member cities, Excel': sior, Greenwood, Shorewood and Tonka Bay. . , The Crime Fund's decision to fund the Task Force membership for one year is part of itS effort to increase the organiza- , tion's visibility in the community this year, according to ShorewoodresidentBob, Weiss, the Crime Fund's president. , ' The orgallization's 'activities and efforts have fluctuated since the organization's in: cept1on, Weiss said ItS most visible effort inrecentyears was the reward it offeredfor , information in the 2002 hit-and-run death of Danny Peterson of Deephaven, Weiss noted. Posters noting the reward wel"l:ll"e- sp6nsible for the tip South Lake Police> needed for a conviction in the case. ' Although not always visible, the Crime Fund's efforts were resPonsible for more, than $20,000 in fundingfor various initia- tiveSlaStyear, Weiss said. The organization is non-profit, iax-exempt and run by volun- teers, so every dollar donated to 'the orga-' nization is used to assist law enforcement, " Litsey noted. ' The Crime Fund'is composed of about . 15 members,including representatives of community orgallizations, who are plan~," ninga fund-raising event to increase,the ()r~ 'gai1izil.tion's visibility thisYeai;'$riIDig , to Weiss. , ' " The organization all"l:lady hasil new logo, provided by Geoffrey Carlson Gage, an Excelsior-based marketing agency whose owner, Geoff Gage, is a board mem- ber. Donations to the Crime Fund are tax de- ductible and may be mailed to P.O. Box461, Exce~ior, MN 55331. '" .~ . ..,.... .00 't '<1J .0. ......~ ..~. ~ oo::t o >;0 (UN "0- fl)oo::t Q) .~ c (U "O::s CD '- ~..Q CD LL By John Mugford , EDITOR .'. After loCal' resident Danny Pe- terson was killed by a hit-and-run . driv,er: as he walked home from Haskell 'searly one morning in the summer of 2002, detectives with the South Lake Minnetonka Po- lice Department searcheJ for the , motorist. Even though investigators had plenty ofleads, police department officials ciedit a $10,000 reward as the final piece of the pUzzle that led to solving the case. As it turned out, the wife of the driver turned him in: . The'reward was comprised of $2,000 from a private donation, and $8,000 from the South Lake Minnetonka Crime Fund. Years ago, hearing that a reward was being offered by the local crime fund was somewhat com- monplace, as the organization had quite a high profile in the com- munity. Not only did it offer re- wards, but the organization, which started in the1ate 1970s, also do- nated equipment that the depart- ment could not afford. In recent years, however, the crime fund faded from the local scene. That is until recently" when several local residents, inclu.ding Nina Stark, Kay' Thomson, and Jan Gray, got the momentwn go- ing to. revitalize the crime fund, which is a separate entity from the police department. "One of the things that got it going again was the Danny Peter- son case, no doubt," said Bob Weiss, president of Beacon Bank and president of the crime fund's executive committee. "In addition to offering rewards, we're hoping to raise funds for other donations to help fight crime in the area. The whole idea is to help our fine po- lice department make this a safer community." Weiss said the crime fund is needed beca\lse t~C?polic(:.~epart~. SO.ulhlake Minnetonka - C"'R'" '. '>I.....M"'. E' """p" ""d.." ,.,....:".::<N'...... '6" ". - - ' ", .,. - '. "; : " ',. . _ .' _ .' '~,- '. ::':7~;_':' _ ..;.: '::' .: . _.: :'.; .. ..........-" ':-."". .". "." . ..."""<'- . .'~- .' -'.: . .....,.. ,-:' '. "'- <~._'. :.- -~ "~ _::_~._:. -'". - . -'.' " . " , '. .' - . " .' - -.- ~ - -" .'.'.' '---' ,',. -' ." - . -:. . .- '-..' :' ..' .' -.' <;~ntributing to a ~~~er co(n!11imity;" . '.< ~....;!.. . . The South Ulke 'Minfle1QnkaCri.me Fund'is~leirig'fej~ve- nated by local residentsandbusinesspeop_le~ Apip~rt of the re-introduction,a,marketing and adVertisingJimfhead- ed by GeoffreyCarsloriGage, who is a member of the fund's orga~ization, designed a new logo. . . ment cannot offer cash rewards for information that leads to the arrest of suspects. Plus; Weiss said even though the police department recently moved intoits newspace at the 55,OOO-square-foot South Lake MinnetonkaPublic Safety buil<ij.ng on Smithtown Road, it . faces a budget crunch for certain items, including some equipment and materials. Since the crime fund haS been revitalized, it has raised' money and donated several items to the police department, Weiss said. For example, crime fund dona- tions have either purchased or helped the department buy digital recording equipment used in in- terviews, public relations materi- als used to' educate students, lap- top computers used by officers, including a mobile unit that allows officers to print up search warrants while in their squad car (the offi- cer must still get the ,warrant signed bya judge before execut- .ing it), as well as other items. It also donated money to help the police department stay involved in the Southwest Metro prug Task Force, which was started in the South Lake area years ago. , "We just really appreciate hav- ing the crime. fund 'active once again," said South Lake Police Chief Brya)1 Litsey. "The money and items they donate don't go toward our operating budget, but they help us with equipment or materials that yve might not other- wise be able to afford becaMe of our budget constraints. And the good thiIlg for people to know is that 100 percent of what they donate goes right back into the community's police department because all of their time is do- nated." Litsey added that rewards of- fered for information concerning crimes is often one of the keys to solving cases. "We can't do that without the crime fund," the chief added. The crime fund, which h;lS 10 people on the committee; plans to announce a fundraisingcampaign. in the near future, weiss said. "We're trying to figure out what our fundraising goals are and how to go about raising that money,-" . Weiss said. ''The orgariization was a sleeper for a while,but now people are really enthuSed about getting it going again." . Years ago, the crime fund. spon- sored widely publicized fundrais- ing events. As an example, Weiss said, Dick Wak~eld, thelongtime owner of the former Copper Stein restaurant, used to donate a day's worth of sale receipts once a year to the crime fund. , "We're trying to elevate the _ crime fund to the status it once had in the community," Weiss' said, "And the reaSon for that is be~ f::ause we think it's really impor- tant and a cause worth people's time and money!' . All donations to the criIne fund . are tax deduc~ible, Weiss said, as ,it is an'officially registered 501- e3 organizati01~, For more information about the crime fund or to make a donation, call Beacon Bank at (952) 474- 7309. Or, donations can be sent to: South Lake MinnetonIca Crime Fund,' P.O. Box 461, Ex.celsior, MN 55331. .. .' SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. UTSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD, MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 April 14, 2004 Board of Directors South Lake Minnetonka Crime Prevention Fund P.O. Box 461 Excelsior, Minnesota 55331 Dear Board of Directors: The governance of the Soutb,Lake Minnetonka Police Depil:rtll1ent (SLMPD) is conducted by the "Coordinating Committe~"in which each member city is equally represented by its respectivell1flyor...~tl1..2004,>tb,e slfl.t~ofm,aYQrs is Lynn Johnson - City of Excelsior; Terry Nagel-~it)r()f.~re~n~(}O<l~W~YI0oye:'City of Shorewood; and Doug Keller - City ofT on1(...a...........~.a..... y.... ...:i...~.t.... t.....h. ....e......i.la~.f.fu........~.etm........... g..........>o. t.... tn..........eC.:..oordinating Committee, all the mayors enthusiastically.eIUlJraced a suggestion by Chief Bryan Litsey that a letter of recognition and thanks be senttothetnembershipofthe $9uth Lake Minnetonka Crime Prevention Fund. The Crime Fund is undoubtedly onegftne p1()~fnighlYrespected institutions in the South Lake Minnetonka area and serves asa poweJ."tulsymbol of community involvement in the fight against crime. Much of its success can be attributed to being a locally based non-profit organization with broad based support and representation from service clubs and community activists. More recently, the revitalization of the Crime Fund has resulted in an'even greater partnership with the SLMPD toward the common goal of keeping the community safe. The Crime Fund has been instrumental in promoting public awareness and providing financial support for specific non-political purposes that have increased the effectiveness of the SLMPD. These included the offering of rewards leading to the arrest and conviction of offenders along with the fmancing of crime fighting technology and crime prevention initiatives. Throughout the years, the Crime Fund has also been a strong proponent of efforts to combat illicit drug activity in the community. A recent example is the Crime Fund helping the SLMPD through a lean budget year by funding on an interim basis its continued membership with the Southwest Metro Drug Task Force. The list goes Serving the South Lake Minnetonka Communities of Excelsior, Greenwood, Shorewood and Tonka Bay ,~ .," Board of Directors South Lake Minnetonka Crime Prevention Fund April 14, 2004 on and on, but the bottom line is that the Crime Fund plays a key role in enhancing the livability of the greater South Lake Minnetonka area. Please accept this heartfelt thanks from all of us on the Coordinating Committee and the communities we represent. We want you to know that your individual and collective contributions toward this noble cause have not gone unnoticed. Sincerely, Mayor Woody Love Coordinating Committee Chair J. SOUTH LAKE MINNETONKA POLICE DEPARTMENT 2005 OPERATING BUDGET RECOMMENDED PROPOSAL Based on Making the Budget Whole for 2005 ... r--'" I SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET EXPENSES BASED ON MAKING THE BUDGET WHOLE FOR 2005 50500 FICNMedicare $16,000 50600 PERA Pension $97,000 50700 Insurance Benefits $139,500 51000 Contract Services $8,500 52100 Equipment Leases $23,600 52200 Repairs & Maintenance $32,000 52300 Utilities $52,800 52400 Janitorial & Cleaning $11,000 52500 Printing & Publishing $4,500 52800 Care of Persons $100 53000 Supplies $36,500 54000 Uniforms & Gear $9,500 54500 Travel, Conferences & Schools $9,000 56000 Insurance $50,000 56100 Subscriptions, Memberships & Police License Fees $2,300 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET REVENUES BASED ON MAKING THE BUDGET WHOLE FOR 2005 (Does Not Include Obligatory Contributions From Each Member City) 43100 Minnetonka School District $7,000 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $5,000 44000 Investment Income $5,000 46400 Forfeitures $1,000 46500 Misc. State Reimbursement $8,500 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey r' \ SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROPOSED 2005 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES BASED ON MAKING THE BUDGET WHOLE FOR 2005 - FOURTH YEAR OF FUNDING FORMULA CHANGE - $1,500,200.00 $442,559 $17,405 $1,500,200.00 8.5% $127,517 $5,015 4.1% $1,500,200.00 46.0% $690,092 $27,140 4.1% $1,500,200.00 16.0% $240,032 $9,440 4.1% BASELINE CONTRIBUTIONS FROM MEMBER CITIES RESTORED Recommended Operating Budget Contributions for 2004 $1,441,200.00 $425,154 $25,154 $1,441,200.00 8.5% $122,502 $7,248 6.3% $1,441,200.00 46.0% $662,952 $39,223 6.3% $1,441 ,200.00 16.0% $230,592 $13,643 6.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey " , SOUTH LAKE MINNETONKA POLICE DEPARTMENT 2005 OPERATING BUDGET CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior ~ ~ SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION A SUMMARY SHEET 2005 OPERATING BUDGET PROPOSAL Recommended Proposal Without Additional Contribution from the City of Excelsior Excelsior $400,000 $0 $400,000 0.0% $216,949 $17,394 $94,132 $32,742 $132,648 $717,861 $249,691 8.3% Greenwood $115,254 Shorewood $623,729 8.3% T onka Bay 8.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey ~ ~ SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION A DATA SHEET-1 2005 OPERATING BUDGET PROPOSAL Recommended Proposal Without Additional Contribution from the City of Excelsior Greenwood $400,000 $115,254 $0 $400,000 $122,502 0% 0.0% Excelsior $7,248 12.1% 6.3% T onka Bay $623,729 $216,949 $39,223 $662,952 65.2% 6.3% Shorewood $13,643 $230,592 22.7% 6.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey ,. SOUTH LAKE MINNETONKA POLICE DEPARTMENT ~ CONTINGENCY OPTION A DATA SHEET- 2 2005 OPERATING BUDGET PROPOSAL Recommended Proposal Without Additional Contribution from the City of Excelsior Excelsior $400,000 $0 $400,000 0.0% $0 0.0% Greenwood $115,254 $17,394 $132,648 12.1% $10,146 8.3% $216,949 $94,132 $32,742 $717,861 $249,691 65.2% $54,909 8.3% Shorewood $623,729 Tonka Bay 22.7% $19,099 8.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET EXPENSES CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior 50500 FICA/Medicare $16,000 50600 PERA Pension $97,000 50700 Insurance Benefits $139,500 51000 Contract Services $8,500 52100 Equipment Leases $23,600 52200 Repairs & Maintenance $32,000 52300 Utilities $52,800 52400 Janitorial & Cleaning $11,000 52500 Printing & Publishing $4,500 52800 Care of Persons $100 53000 Supplies $36,500 54000 Uniforms & Gear $9,500 54500 Travel, Conferences & Schools $9,000 56000 Insurance $50,000 56100 Subscriptions, Memberships & Police License Fees $2,300 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET REVENUES CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior (Does Not Include Obligatory Contributions From Each Member City) 40150 Enhanced Service - Excelsior (Declined) $0 40160 Enhanced Service - Greenwood (12.1% of Enhanced Service Cost) $17,394 40170 Enhanced Service - Shorewood (65.2% of Enhanced Service Cost) $94,132 40180 Enhanced Service - Tonka Bay (22.7% of Enhanced Service Cost) $32,742 42100 State Peace Officer Aid $86,000 42200 State Training Reimbursement $5,000 43100 Minnetonka School District $7,000 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $5,000 44000 Investment Income $5,000 46400 Forfeitures $1,000 46500 Misc. State Reimbursement $8,500 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey - SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROPOSED 2005 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES CONTINGENCY OPTION A Recommended Proposal Without Additional Contribution from the City of Excelsior _ FOURTH YEAR OF FUNDING FORMULA CHANGE - $1,355,932.00 $400,000 $1,355,932.00 8.5% $115,254 0.0% $1,355,932.00 46.0% $623,729 0.0% $1,355,932.00 16.0% $216,949 0.0% 2004 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES $1,355,932.00 $400,000 $1,355,932.00 8.5% $115,254 0.0% $1,355,932.00 46.0% $623,729 0.0% $1,355,932.00 16.0% $216,949 0.0% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT 2005 OPERATING BUDGET PROPOSAL CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION B SUMMARY SHEET 2005 OPERATING BUDGET PROPOSAL No Funding and/or Position Restored - No Additional Contribution from the City of Excelsior Excelsior $400,000 $115,254 $623,729 $216,949 $0 $400,000 0.0% Greenwood $13,728 $74,140 $128,982 $697,869 $242,749 5.3% Shorewood 5.3% Tonka Bay $25,800 5.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION B DATA SHEET-1 2005 OPERATING BUDGET PROPOSAL No Funding and/or Position Restored - No Additional Contribution from the City of Excelsior Excelsior $400,000 $0 $400,000 0% 0.0% Greenwood $115,254 $7,248 $122,502 12.1% 6.3% Tonka Bay $623,729 $216,949 $39,223 $13,643 $662,952 $230,592 65.2% 6.3% Shorewood 22.7% 6.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT CONTINGENCY OPTION B DATA SHEET- 2 2005 OPERATING BUDGET PROPOSAL No Funding and/or Position Restored - No Additional Contribution from the City of Excelsior Shorewood $400,000 $115,254 $623,729 $0 $400,000 0.0% $0 0.0% Excelsior Greenwood $13,728 $128,982 12.1% $6,480 5.3% Tonka Bay $25,800 22.7% $34,917 $12,157 5.3% $74,140 $697,869 65.2% $216,949 $242,749 5.3% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET EXPENSES CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior 50500 FICA/Medicare $15,500 50600 PERA Pension $97,000 50700 Insurance Benefits $139,500 51000 Contract Services $8,500 52100 Equipment Leases $23,600 52200 Repairs & Maintenance $32,000 52300 Utilities $52,800 52400 Janitorial & Cleaning $11,000 52500 Printing & Publishing $4,500 52800 Care of Persons $100 53000 Supplies $36,500 54000 Uniforms & Gear $9,500 54500 Travel, Conferences & Schools $9,000 56000 Insurance $50,000 56100 Subscriptions, Memberships & Police License Fees $2,300 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED 2005 OPERATING BUDGET REVENUES CONTINGENCY OPTION B No Funding and/or Position Restored No Additional Contribution from the City of Excelsior (Does Not Include Obligatory Contributions From Each Member City) 40150 Enhanced Service - Excelsior (Declined) $0 40160 Enhanced Service - Greenwood (12.1% of Enhanced Service Cost) $13,728 40170 Enhanced Service - Shorewood (65.2% of Enhanced Service Cost) $74,140 40180 Enhanced Service - Tonka Bay (22.7% of Enhanced Service Cost) $25,800 42100 State Peace Officer Aid $86,000 42200 State Training Reimbursement $5,000 43100 Minnetonka School District $7,000 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $5,000 44000 Investment Income $5,000 46400 Forfeitures $1,000 46500 Misc. State Reimbursement $8,500 For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROPOSED 2005 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES CONTINGENCY OPTION 8 No Funding and/or Position Restored No Additional Contribution from the City of Excelsior - FOURTH YEAR OF FUNDING FORMULA CHANGE - $1,355,932.00 $400,000 $1,355,932.00 8.5% $115,254 0.0% $1,355,932.00 46.0% $623,729 0.0% $1,355,932.00 16.0% $216,949 0.0% 2004 OBLIGATORY CONTRIBUTIONS FROM MEMBER CITIES $1,355,932.00 $400,000 $1,355,932;00 8.5% $115,254 0.0% $1,355,932.00 46.0% $623,729 0.0% $1,355,932.00 16.0% $216,949 0.0% For consideration at the SLMPD Coordinating Committee Meeting on August 4, 2004 Prepared by Chief Bryan Litsey SOUTH LAKE MINNETONKA POLICE DEPARTMENT LINE ITEM NARRATIVE 2005 OPERATING BUDGET PROPOSAL PROJECTED EXPENSES 50100 - SALARIES - FULL-TIME - $1,004,000 This line item includes full-time salaries in 2005 for union and non-union personnel. The current collective bargaining agreement with the officers union expires at the end of 2004 and is still in the preliminary stages of being renegotiated for 2005. The compensation included in this category, therefore, is based on what the projected increase will likely be in 2005. The projected compensation for non-union personnel, which has yet to be determined, has been reflected in this budget as a modest increase. It is important to keep in mind that there are other considerations that impact this category in addition to economic adjustments. These include a maturing payroll in terms of step and incentive pay increases for employees as well as making sure compensation is competitive in order to recruit and retain the best personnel. No increases in full-time staffing have been requested for 2005. 50200 - SALARIES - OVERTIME - $51,000 This line item includes projected overtime costs paid to personnel as part of their normal course of duties as well as on holidays. There are also reimbursable overtime costs that are reflected in the anticipated income section for scheduled court appearances, school programs and security details. This category previously included special policing details for the City of Shorewood, but they have opted to discontinue funding this program. In addition, the airport security detail has also been discontinued. 50300 - SALARIES - PART-TIME - $37,200 This line item includes projected salaries for part-time clerical personnel in 2005. It reflects restoring the part-time clerical position that has been left unfilled since around the middle of 2003 as a temporary cost-savings measure. The number of days per week, however, has been reduced from three to two as a continued cost-savings measure. No longer included in this category are the seasonal part-time positions of Park Patrol and Dockmaster at the Excelsior Commons Park. In 2004, the City of Excelsior entered into 2005 Operating Budget Proposal Page 2 - Projected Expenses an agreement with the Deephaven Police Department to provide these services. There has been no formal indication at this point that the City of Excelsior would like us to resume providing this service in 2005. 50500 - SOCIAL SECURITYIMEDICARE - $16,000 This line item includes the employer contribution for those employees covered under the Social Security and Medicare programs. 50600 - PERA PENSION - $97,000 This line item includes the' employer contribution to the Public Employees Retirement Association (PERA). This has a limited impact on the budget, since our police department receives State Peace Officer Aid to offset a portion of our contribution to the PERA Police & Fire Fund. This anticipated reimbursement through the state is shown as a revenue item. There is also reimbursement from the other details listed in the overtime category . 50700 - INSURANCE BENEFITS - $139,500 This line item includes projected health and life insurance costs for eligible personnel. The most significant cost in this category is for medical insurance obtained through the LOGIS Health Care Group. It is hard to determine at this point what the increase will be in 2005, but early indications suggest it will probably reach ten (10) percent. More definitive rates for 2005 will not be available until after this budget proposal is prepared. In addition, a proposal may be forthcoming from the officers as part of contract negotiations for 2005 advocating a move toward a "cafeteria style plan." This generally means eligible personnel, whether single or with dependent(s), receive the same dollar amount that can be applied to medical, dental and/or other approved benefits. It is not known at this time what the financial implications might be on the budget, but it would likely be an increase. 51000 - CONTRACT SERVICES - $8,500 This line item includes such professional services as the annual audit, legal counsel and interpreter fees. It also includes costs related for hiring new personnel such as medical and psychological examinations. Please note this is a volatile category, especially since unanticipated legal assistance could send costs soaring. 2005 Operating Budget Proposal Page 3 - Projected Expenses 52100 - EQUIPMENT LEASES - $23,600 This line item covers the costs associated with lease/maintenance agreements for communications, criminal justice information system, pagers, copier/fax machine and postage meter. The major expense in this category is for communications, which has seen a significant increase due to the changeover in the Hennepin County radio system to 800 MHz. User agencies such as ours had to acquire all new equipment in order to be compatible with the new system. Our agency had the foresight to set up a special fund to help ease the fmancial impact by supplementing the operating budget each year until fully absorbed as an operating expense. The other costs in this category reflect the fees assessed by the state for our computer link to the Criminal Justice Information System (CnS), the lease of pagers, the lease of a copier/fax machine and the lease of a postage meter. 52200 - REPAIRS & MAINTENANCE - $32,000 This line item covers the repair of vehicles, repair and replacement of office equipment and furniture, ongoing building maintenance and computer maintenance. There is an increased cost for ongoing maintenance needs in the new public safety facility. Also included in this category are miscellaneous expenses such as the calibration of truck scales and speed measuring devices, upkeep of security and fire alarm systems and repairs of communication equipment (radios, pagers, cellular phones, etc.). The major expense in this category is the maintenance of vehicles, which by the very nature of the job receive demanding use. In addition, with the squad rotation being extended it is anticipated more repairs will be needed on a more aged fleet. One way of controlling costs in this category has been the implementation of regular maintenance programs. 52300 - UTILITIES - $52,800 This line item includes office and cellular phones, electricity, natural gas, water and sewer, waste removal and alarm service. There is an increase in this category to cover the cost of utilities in our new public safety facility. It is important to note, however, this is a volatile category with future energy costs being hard to predict. 52400 - JANITORIAL & CARPET CLEANING - $11,000 This line item includes janitorial services and carpet cleaning for the interior of the police and shared areas of the new public safety facility. There is an increase in this category as 2005 Operating Budget Proposal Page 4 - Projected Expenses a result of this being a much larger building to clean. 52500 - PRINTING & PUBLISHING - $4,500 This line item covers expenses associated with stationary, report forms, warnings and citations as well as professional & legal publications and advertising for personnel vacancies. There is a continual need to update and create new forms due to various mandates and changes in the laws. 52800 - CARE OF PERSONS - $100 This line items covers the incidental expenses of caring for detainees in police custody. This is a minimal expense since most detainees are usually booked in jail or released relatively quickly. This category is also used to track booking fees which are offset through reimbursement from the member cities. 53000 - SUPPLIES - $36,500 This comprehensive line item includes a variety of expenses for vehicle supplies and registration fees, fuel for vehicles, school educational materials, ammunition, first aid supplies, batteries, video/cassette tapes, film, drug testing kits, hardware, office supplies and other miscellaneous items required for department operations. The most significant cost item in this category is fuel for vehicles, which is rather difficult to predict due to the volatility of the market as seen in recent years. In addition, there will be a need to purchase diesel fuel to power the auxiliary generator at our new public safety facility. There is an offset in the projected revenue section for the materials used in our CounterAct Program. 54000 - UNIFORMS - $9,500 This line item includes uniforms, duty gear and allowances for department personnel. The cost of these items seems to escalate each year regardless of the vendor. This category was expanded in recent years to include uniform expenses for the office staff and the newly created community service officer position. These additions, coupled with the unanticipated expenses associated with outfitting new officer(s), puts a real strain on this volatile category. There are also state and federal funds available to law enforcement agencies purchasing bullet proof vests for their officers. Our agency taps into this funding source when making such purchases. 2005 Operating Budget Proposal Page 5 - Projected Expenses 54500 - TRAINING AND CONFERENCES -$9,000 This line item covers the costs associated with sending department personnel to mandated and elective training as well as law enforcement conferences. The cost is even more when new officers are hired, since they need additional training the first several years. The state also continues to require more and more mandated training in response to directives from the legislature. The importance of providing quality training, however, cannot be overestimated in terms of enhancing the skill level and professionalism of employees as well as reducing the risk of litigation against the department. Although the cost of training is significant, this amount is minimal in comparison to a civil suit. There is a partial offset in the anticipated income section for training reimbursement received through the state. 56000 - INSURANCE - $50,000 This line item covers insurance costs associated with workers' compensation, general liability, vehicles and professional liability. There is an increase in this category to cover the added expense of insuring our new public safety facility. The amount allocated in this category will be transferred to the Designated Insurance Fund. 56100 - SUBSCRIPTIONS & MEMBERSHIPS - $2,300 This line item includes subscriptions to journals as well as organizational memberships. There was an added expense to this category several years ago due to the contractual requirement that the department pay for Peace Officer Licenses, which is done on a three- year cycle depending on the last name of the officer. No longer proposed as part of this category is partial reimbursement to officers for health club memberships, since the new public safety facility has excellent exercise accommodations. 57000 - SPECIAL PROJECTS - $9,700 This line item includes restoring funding for our membership in the Southwest Metro Drug Task Force, which is funded by member law enforcement agencies along with federal grant money administered through the state. This cost was picked up on an interim basis in 2004 by the South Lake Minnetonka Crime Prevention Fund to help us through some budget woes. Also included in this category is our subscriber fee for using the services provided by CornerHouse, which is a sexual abuse evaluation center for child victims. The goal of CornerHouse is to provide outstanding forensic interviews that 2005 Operating Budget Proposal Page 6 - Projected Expenses result in the best possible outcome for children. CornerHouse is highly recognized by the criminal justice system and our organization is fortunate to have the availability of this most important service. There is a nominal increase expected for 2005. 58000 - CAPITAL OUTLAY - $31,500 This line item supplements the cost of purchasing vehicles in accordance with our replacement schedule. Also included are the costs associated with tearing down the equipment in old police vehicles and setting up the equipment in new police vehicles along with any needed replacement of equipment. The amount allocated for vehicle related expenses will be transferred into the Designated Vehicle Fund. This amount was significantly reduced in 2004 to help offset operating expenses. It will be partially restored in 2005, with the remaining shortfall being made up in 2006. The Designated Vehicle Fund has a sufficient balance to help us through this temporary funding shortage. This category also supplements the Designated Equipment Fund. It is used for capital projects associated with keeping our technology current as well as various equipment needs. There should be a contribution from the operating budget each year for this stated purpose, but due to budgetary considerations none will be made in 2005. SOUTH LAKE MINNETONKA POLICE DEPARTMENT LINE ITEM NARRATIVE 2005 OPERATING BUDGET PROPOSAL PROJECTED REVENUES (Excluding Cities Contributions) 40110 - COURT OVERTIME - $5,000 Each of the four cities served by our police department pay the actual overtime cost of an officer having to make a court appearance for an incident that occurred in their respective city. This varies from year-to-year and thus the above figure is only an estimate based upon an historical average. 40120 - EXCELSIOR PARK PATROL & DOCKMASTER Funding discontinued. 40130 - SHOREWOOD SPECIAL DETAILS Funding discontinued. 42100 - STATE PEACE OFFICER AID - $86,000 This reimbursement through the Minnesota Department of Revenue lags one year behind and is designated to offset the employer's contribution to the Public Employment Retirement Association (PERA) Police & Fire Fund. This is an estimate, since the actual amount received can vary depending on a multitude of factors. 42200 - STATE TRAINING REIMBURSEMENT - $5,000 The State of Minnesota provides partial reimbursement for the continuing education of police officers, which has been reduced in recent years due to the state budget crisis. The above figure represents an estimate of what our police department should receive based on 14 full-time officers. . 2005 Operating Budget Proposal Page 2 - Projected Revenues 42300 - EMERGENCY PREPAREDNESS GRANT - $0 This grant is no longer available. 43100 - MINNETONKA SCHOOL DISTRICT - $7,000 The Minnetonka School District provides these funds for police liaison and educational services in the schools. The majority of this money is used to fund our CounterAct Program in the Elementary Schools. 43200 - COPIES OF DOCUMENTS, PHOTOS & TAPES - $3,000 This is the anticipated revenue from public data requests for copies of documents as well as audio and video tapes. This category also includes revenue from fmgerprint requests for employment purposes and other non-criminal matters. 43400 - SECURITY DETAILS - $5,000 This category includes requests for security details over and above our normal level of service. These requests are administered by our police department at a set fee and officers working these details are paid on an overtime basis. The number of requests vary from year-to-year, but have been on the increase. The amount in this category is subject to fluctuation, but there is no adverse effect on the budget since costs are reimbursed. 44000 -INVESTMENT INCOME - $5,000 The above figure is an estimate based upon historical trends and anticipated future earnings. This revenue source has been reduced due to the current low rate of return on prudent investments. 46400 - FORFEITURES - $1,000 This includes unanticipated income, including forfeitures. This is subject to extreme fluctuations from year-to-year. 46500 - MISCELLANEOUS STATE REIMBURSEMENT - $8,500 This category is reimbursement from the State of Minnesota for such things as health r 2005 Operating Budget Proposal Page 3 - Projected Revenues insurance for disabled officer(s), liquor compliance checks, bullet proof vest purchase(s) and other miscellaneous grants, etc. It should be noted that there is a one year lag in receiving medical insurance reimbursement, so the amount received this budget cycle is based on costs in 2004. In addition, the state no longer provides full reimbursement as in past years. SOUTH LAKE MINNETONKA POLICE DEPARTMENT BUDGET HISTORY 2005 - 2003 LINE ITEM EXPENSES ...- .(....."....ic }c ./2 Approved Budget Actual .....>1'..'7...1;; ;.;;..<:>;tT';S 2004 2004 50100 Salaries Full-time $1,004,000 $969,000 Full-tIme Community Service OffIcer $943,886 $928,000 Airport security detail for a portion 50200 Salaries Overtime $51,000 $50,000 $55,000 of the year $59,294 Fill vacant part.tlme clerical position Vacant part..tlme clerical position Community Service OffIcer pos~lon Part-time clerical position left vacant 50300 Salaries Part-time left unfilled no longer part-tIme for part of the year $37,200 $24,500 $60,000 $44,408 50500 FICA/Medicare $16,000 $15,500 $18,000 $14,435 50600 PERA Pension $97,000 $94,300 $91,000 $90,573 50700 Insurance Benefits $139,500 $128,000 $114,000 $111,504 51000 Contract Services $8,500 $8,000 $8,950 $10,186 52100 Equipment Leases Additional 800 MHz radio expenses Additional BOO MHz radio expenses Conversion to 800 MHz radio system $18,731 $23,600 $21 ,400 $19,400 52200 Repairs & Maintenance $32,000 $29,500 $27,700 $31,023 52300 Utilities New pUblic safety facility New public safety facll~y $19,298 $52,800 $43,500 $21,100 52400 Janitorial & Cleaning New public safely facility New public safety facility $5,700 $4,250 $11,000 $9,000 52500 Printing & Publishing $4,500 $4,600 $5,200 $5,052 52800 Care of Persons $100 $100 $100 $0 53000 Supplies $36,500 $36,500 $36,900 $41,026 54000 Uniforms & Gear $9,500 $9,500 $11,000 $8,805 54500 Travel, Conferences & Schools $9,000 $9,000 $10,500 $6,962 One month only. Move to new 55000 Building Rent N/A public safety facility $38,400 $38,400 $3,200 56000 Insurance New public safety facility New publiC safety facility $40,000 $40,000 $50,000 $50,000 56100 Subscriptions & Memberships $2,300 $1,600 $2,600 $3,046 Restore funding for SW Metro Drug Wlthdrawsl from SW Metro Drug 57000 SpeCial Projects Task Force Task Force $9,750 $9,623 $9,700 $1,300 Partially restore funding for vehicle Reduced contribution to vehicle 58000 Capital Outlay replacement schedule fund. None to equipment fund $48,000 $48,000 $31,500 $18,000 Contingency Designated primerlly for utility costs N/A at new pUblic safely fsclllty N/A N/A (Added Category for 2004) $9,046 ~- cc...c ,<}t $1,535,546 ....... SOUTH LAKE MINNETONKA POLICE DEPARTMENT DETAILED BUDGET HISTORY 2002 - 2000 LINE ITEM EXPENSES I'l'\!~~~;tt; ',""",. Approved Budget ~ Actual ft:". 2002 2002 2000 2000 Phase In of full-time Community Salary Increases After Budget Set Phase in of additional full-tIme 50100 Salaries Full-time Service Officer $881,691 $799,725 officer $718,961 $861,300 $793,000 $760,454 50200 Salaries Overtime $60,500 Airport Security Detail $57,500 $36,590 $77,000 $71,106 $94,631 Trans~lon from part-tIme to full- Addition of part-time Community 50300 Salaries Part-time time Commun~y Service Officer $50,877 Service Officer $46,905 $57,596 $46,748 $63,000 $69,000 50500 FICA/Medicare $16,500 $14,493 $13,000 $11,147 $10,500 $10,160 50600 PERA Pension $85,300 $88,632 $80,000 $74,947 $75,500 $73,620 50700 Insurance Benefits $102,000 $97,312 $80,000 $80,063 $68,000 $68,159 51000 Contract Services $8,450 $6,637 $8,400 $9,747 $7,500 $9,435 52100 Equipment Leases $16,900 $17,674 $16,700 $14,827 $14,550 $15,327 52200 Repairs & Maintenance $27,700 $25,291 $27,500 $21,394 $26,000 $25,421 52300 Utilities $21,100 $18,015 $19,500 $19,433 $18,750 $16,824 52400 Janitorial & Cleaning $5,700 $5,205 $5,700 $5,516 $5,580 $5,304 52500 Printing & Publishing $5,200 $4,040 $5,200 $5,371 $4,500 $2,233 52800 Care of Persons $100 $0 $100 $0 $100 $0 53000 Supplies $36,900 $37,304 $34,500 $36,759 $33,750 $33,377 54000 Uniforms & Gear $11,000 $7,814 $9,000 $12,409 $8,500 $9,672 54500 Travel, Conferences & Schools $10,500 $8,988 $10,000 $10,734 $10,000 $7,835 55000 Building Rent $38,400 $38,400 $38,400 $38,400 $38,400 $38,400 56000 Insurance $40,000 $40,000 $40,000 $40,000 $43,000 $43,000 56100 Subscriptions & Memberships $3,850 $3,062 $3,900 $2,318 $2,000 $2,670 57000 Special Projects $9,650 $9,588 $9,650 $7,588 $9,650 $10,047 58000 Capital Outlay $52,000 $52,000 $51,300 $51,300 $48,700 $48,700 -- $1,476,050 $1,501,654 $1,320,030 $1,256,999 Note. The chart of accounts were revised in 2000 to accommodate the changeover from a manual to a computerized bookkeeping system. While the overall budget remained the same, some of the categories were adjusted during the course of the year. CPA Stuart Bonniwell was involved in this process. SOUTH LAKE MINNETONKA POLICE DEPARTMENT DETAILED BUDGET HISTORY 2005 - 2003 LINE ITEM REVENUES Approved Budget 2004 $5,000 40110 Court Overtime $5,000 40120 Excelsior Park Patrol - Dockmaster Funding Dlscontlnulld $0 40130 Shorewood Special Details Funding Dlscontlnulld $0 40150 Enhanced Service - Excelsior N/A N/A N/A 40180 N/A 42100 State Peace Officer Aid $86,000 42200 State Training Reimbursement $5,000 42300 Emergency Preparedness Grant Funding DllIcontlnulld $0 43100 Minnetonka School District $7,000 43200 Copies of Documents, Photos & Tapes $3,000 43400 Security Details Airport Dlltall DllIcontlnued $5,000 44000 Investment Income $5,000 Reallocated 46100 Sale of Vehicles $0 46400 Forfeitures $1,000 46500 Misc. State Reimbursement $8,500 $125,500 N/A Funding Discontinued $0 Funding Discontinued $0 Declined $0 $80,000 $5,000 Funding Discontinued $0 $7,000 $3,000 Airport Dlltall Dlscontlnulld $5,000 $5,000 Rllallocated $0 $1,000 $8,500 $179,614 N/A Carryover of Existing Fund Balance - Undesignated (Reserve) Funds to cover projected revenue shortfall from the member cities in 2003. .. $5,000 $4,003 $19,000 $14,406 Funding ReduClld $276 $7,500 N/A N/A N/A N/A N/A N/A N/A N/A $80,000 $82,987 $6,000 $5,935 Funding Dillcontlnulld $0.00 $0 $7,000 $6,838 $3,000 $2,642 $5,000 Airport Dlltalllncludlld $48,533 $10,000 $3,179 $12,000 $0 $1,000 $3,760 $8,500 $6,531 Enhanced Service - Two tiers of police service (basic and enhanced) were established in 2004 based on funding considerations from the member cities. .. . SOUTH LAKE MINNETONKA POLICE DEPARTMENT DETAILED BUDGET HISTORY 2002 - 2000 LINE ITEM REVENUES Approved Budget 2002 40110 Court Overtime $5,000 $3,317 $5,000 $2,693 $7,800 $3,885 40120 Excelsior Park Patrol - Dockmaster $19,000 $15,174 $19,000 $11,635 $19,000 $10,429 40130 Shorewood Special Details $15,000 $3,551 $15,000 $1,514 $30,981 $13,893 42100 State Peace Officer Aid $81,500 $71,134 $80,000 $70,063 $80,000 $77 ,326 42200 State Training Reimbursement $5,500 $5,939 $4,400 $5,806 $4,400 $5,068 42300 Emergency Preparedness Grant $0 $0 $4,400 $3,394 $4,000 $4,297 43100 Minnetonka School District $7,000 $6,838 $6,800 $6,838 $6,800 $6,838 43200 Copies of Documents, Photos & Tapes $2,500 $2,554 $3,000 $2,044 $2,200 $2,013 Airport Sllcurlty Dlltall 43400 Security Details $5,000 $79,873 $4,000 $5,350 N/A $7,716 44000 Investment Income $13,000 $5,063 $12,500 $12,618 $11,500 $16,232 46100 Sale of Vehicles $12,000 $9,090 $10,000 $12,685 $10,000 $6,250 46400 Forfeitures $1,000 $1,339 $1,000 $1,983 N/A $280 46500 Misc. State Reimbursement $7,500 $1,995 $4,500 $8,993 $2,000 $12,705 $174,000 $205,867 $178,681 $166,932 Note. The chart of accounts were revised In 2000 to accommodate the changeover from a manual to a computerized bookkeeping system. While the overall budget remained the same, some of the categories were adjusted during the course of the year. CPA Stuart Bonniwell was involved In this process. SOUTH LAKE MINNETONKA POLICE DEPARTMENT TEN YEAR BUDGET HISTORY 1995 - 2004 1995 $964,968 2.1% $303,000 31.4% 0.8% $78,162 8.1% -2.8% $423,621 43.9% 3.7% 160,185 16.6% 2.7% 1996 $976,423 1.2% $307,573 31.5% 1.5% $76,161 7.8% -2.6% $432,556 44.3% 2.1% 160,133 16.4% -0.1% 1997 $997,016 2.1% $313,063 31.4% 1.8% $72,782 7.3% -4.4% $449,654 45.1% 4.0% 161,516 16.2% 0.9% 1998 $1,025,829 2.9% $318,007 31.0% 1.6% $75,911 7.4% 4.3% $470,855 45.9% 4.7% 161,055 15.7% -0.3% 1999 $1,064,079 3.7% $325,608 30.6% 2.4% $80,870 7.6% 6.5% $489,476 46.0% 3.9% 168,125 15.8% 4.4% 2000 $1,141,349 7.3% $350,394 30.7% 7.6% $91,308 8.0% 12.9% $519,314 45.5% 6.1% 180,333 15.8% 7.3% 2001 $1,202,750 5.4% $377,664 31.4% 7.8% $97,423 8.1% 6.7% $538,832 44.8% 3.8% 188,832 15.7% 4.7% 2002 $1,302,050 8.3% $384,105 29.5% 1.7% $110,674 8.5% 13.6% $598,943 46.0% 11.2% 208,328 16.0% 10.3% 2003 $1,355,932 4.1% $400,000 29.5% 4.1% $115,254 8.5% 4.1% $623,729 46.0% 4.1% 216,949 16.0% 4.1% Basic Service Basic Service Basic Service Basic Service Basic Service Obligatory Contributions Obligatory Contributions Obligatory Contributions Obligatory Contributions Obligatory Contributions 2004 $1,355,932 0.0% $400,000 0.0% $115,254 0.0% $623,729 0.0% 216,949 0.0% Enhanced Service Declined Enhanced Service Enhanced Service Enhanced Service (Dollars/Percentages) (Dollars/Percentages) (Dollars/Percentages) (Dollars/Percentages) 2004 $60,114 N/A $0 N/A $7,248 $13,643 2004 $1,416,046 4.4% 400,000.00 6.3% SOUTH LAKE MINNETONKA POLICE DEPARTMENT AUDITED FUND BALANCES (As of December 31, 2003) Undesignated-Reserve Fund - (See Notation Below) Notation: The Undesignated-Reserve Fund has fallen below the recommended balance of approximately $50,000. This occurred after being used to offset the anticipated revenue shortfall in the 2003 operating budget. There is nothing factored into the 2005 operating budget proposal to help restore this fund balance. * SEE ATTACHED NARRA riVE EXPLAINING EACH CATEGORY * EXPLANATION OF FUNDS Prepared by Chief Bryan Litsey INTRODUCTION It is important to understand that as a joint powers organization our police department operates as a separate unit of government as allowed for by state statute. This means we need to be more financially self-reliant by maintaining funds in support of the operating budget. This is atypical of what would normally be the case for a police department operating under the structure of city government. We maintain a number of funds as a hedge against uncertainties that might otherwise lead to spikes in the operating budget from year-to-year. I have summarized each of these funds below and have also included a spreadsheet showing the balances at the end of fiscal year 2003. Many of these funds are subject to variances throughout the year depending on when transfers are made. DESIGNATED FUNDS Insurance Fund - This account is utilized for workers' compensation, professional liability and property/casualty insurance. It helps guard against the volatility in the insurance industry as well as provide a method for self-insuring against smaller claims in order to maintain a larger deductible. The annual contribution to this fund from the operating budget has not always kept pace with expenses and the balance in this fund has been drawn down in recent years due to increased workers' compensation premiums, the need for more professional liability coverage and the cost of insuring the new public safety facility. A bit of good news is that our workers' compensation experience factor is coming down, although some recent claims in 2004 may cause this to go back up again. In addition, the cost of insuring the new public safety facility is less than anticipated due to the quality of construction along with a state-of-the-art fire suppression system in the building. The contribution to this fund from the proposed 2005 operating budget should help stabilize the fund balance. Vehicle Fund - This account is utilized to purchase, equip and set-up vehicles. It provides for a uniform replacement schedule for our fleet of vehicles. The sale of vehicles was previously reported as a revenue item as part of the operating budget, but was changed in 2004 so the proceeds go directly into the fund to even out the variance in revenue generated from the sale of vehicles. The vehicles in the patrol fleet are replaced .. .. It PAGE 2 - EXPLANATION OF SLMPD FUNDS more often than the other vehicles used by the support staff. This occurs for obvious reasons given the high and rigorous number of miles put on patrol vehicles and their need to be in good condition for safety and reliability. The very nature of police work is hard on vehicles; therefore, they need to be in good condition for the safety of the officers and the public. In addition, it is important that the vehicles are reliable given the dependence placed on them in emergency situations. There are times when only one officer is available and not being able to respond because of a broken down vehicle in the field could make the difference between life and death. The contribution from the operating budget to this fund was drastically reduced in 2004 as a temporary cost savings measure to help get us through some budget woes. This is obviously not a good long-term strategy since it will dramatically impact future budget years if extended beyond 2005. The proposed 2005 operating budget partially restores this fund balance, with the remainder being made up in 2006. To help mitigate the impact on this fund we are converting our fleet of vehicles from the Ford Crown Victoria to the Chevrolet Impala police cruisers. Weare able to obtain both of these vehicles at state bid pricing, but the Chevrolet is less expensive, has better fuel economy and seems to be more durable. The drawback is that it does not offer as much interior room for occupants and equipment. We have also looked at owning versus leasing vehicles, but the latter option does not appear to be cost effective given the number of miles put on patrol vehicles each year. Equipment Fund - In recent years this fund has primarily been used for technology enhancements that are quickly becoming the backbone of any effective crime fighting strategy. It is crucial for a law enforcement agency to keep pace with technology in order to better serve the public. We have been able to make some significant inroads with upgrading our technology due to some favorable revenues in previous budgets, technology grants and contributions from private sources such as the South Lake Minnetonka Crime Prevention Fund (a nonprofit community-based organization). Nevertheless, this fund is not adequately being replenished from the operating budget since we cannot rely on the availability of supplemental funding to fill in the gap. This fund needs an infusion from the operating budget, although none is factored into the proposed 2005 operating budget. Radio Fund - This account was established a number of years ago in anticipation of the changeover in the Hennepin County Radio System to 800 MHz. The switch-over for our organization occurred in the fall of 2002 and this fund is currently being used to help ease the impact on our operating budget. A schedule has been set up to absorb this entire cost in the operating budget over a number of years. This fund will be drawn down even faster as Hennepin County follows through with plans to upgrade its dispatch capabilities and technology in the squad cars over 2005-2006. It is doubtful there will be enough .. PAGE 3 - EXPLANATION OF SLMPD FUNDS money in this fund to allow for the same orderly transition to the operating budget that has occurred with the conversion to 800 MHz. Building Fund - This fund was initially established during my tenure as police chief to assist with capital expenses to maintain our aging police station and to provide some financial support for exploring the option of a new public safety facility. It has since been re-designated to serve as an escrow account to cover capital maintenance costs for the new public safety facility. It has also been used for some of the costs associated with moving into the new facility. The fund balance was established through some past operating budget surpluses, but will need an annual infusion in future budget years to maintain an adequate escrow amount. To date, there has been no annual contribution from the operating budget to build up this escrow account. Although this is once again the case for 2005, we have an excellent opportunity to increase the fund balance through compensation that is forthcoming from Hennepin County as part of the County Road 19 upgrade project. We have been given notice that the county plans on acquiring land in front of the public safety facility for which both the EFD and the SLMPD will be compensated accordingly as joint tenants ofthe property. The preliminary estimates place the value of this land at $42,000, which would be divided equally between both organizations. Reserve Officer Fund - This fund has traditionally been used to provide an annual appreciation banquet for volunteer reserve officers. The authorized use of this fund has been expanded during my tenure as police chief to provide volunteer reserve officers with equipment, training, etc. This fund receives no contribution from the operating budget, but rather, receives revenues generated from our poHce auctions along with annual contributions directly from each member city. It is important to note reserve officers are true volunteers and receive no financial incentives such as those afforded frrefighters with the Excelsior Fire District. Expanding the use of this fund as stated has been a nice gesture to the volunteer reserve officers who in the past have personally incurred equipment and training costs in addition to donating their time. DWI Forfeiture Fund - The money realized from the sale of vehicles pursuant to the DWI forfeiture law must be distributed in accordance with state statute. The portion that goes to our police department must be maintained in a special fund. The authorized expenditures from this special fund are also restricted by state statute to DWI-related uses, such as the purchase of equipment that can aid in the detection, apprehension and prosecution of people who are driving while impaired. This is a supplement to the operating budget and not a revenue offset. . - A u PAGE 4 - EXPLANATION OF SLMPD FUNDS OTHER FUNDS Accrued Liabilities Fund - Our police department keeps enough funds on hand to cover our accrued compensated absences, which are owed to personnel upon their departure from our organization. These include their accumulated vacation and compensatory time as well as severance pay based on a percentage of their accumulated sick leave. We have a long-standing practice of making sure our organization can handle this liability internally without passing it along to the member cities. As a joint powers organization, we run a greater risk of being dissolved than a municipality. It is important, therefore, for this liability to be fully funded. Undesignated-Reserve Fund - This provides a cushion to the operating budget for unanticipated expenses. It is recommended by our financial consultant that we maintain a minimum reserve balance equal to 3 percent of operating budget expenditures. The reason a larger reserve fund balance is not required is that unlike a city, which must maintain its cash flow between tax collections, our joint powers organization receives monthly payments from the member cities which accounts for the majority of our revenue. It should be noted this fund balance has been drawn down to an unacceptable level due to an anticipated revenue shortfall in 2003. Nothing is factored into the proposed 2005 operating budget to help restore this fund balance to an acceptable level. .. SOUTH LAKE MINNETONKA PUBLIC SAFETY FACILITY 24100 - 24150 Smithtown Road, Shorewood .rP$~~~~!K~~~" South Lake Minnetonka Police Department 2005 Financial Obligation (July of 2004) Cities of Excelsior, Greenwood, Shorewood & T onka Bay .. 2005 FINANCIAL OBLIGATION NEW PUBLIC SAFETY FACILITY By - Chief Bryan Litsey DEBT SERVICE PAYMENTS The Shorewood Economic Development Authority (EDA) is the fiscal manager of the costs associated with the construction of the new public safety building located in Shorewood. This serves as headquarters for both the South Lake Minnetonka Police Department (SLMPD) and the Excelsior Fire District (EFD). The first issuance of lease- revenue bonds to finance the project took place in September of 2002. The second issuance of lease-revenue bonds for the "clean up" financing took place in April of2003. In accordance with the SLMPD Joint Powers Agreement, as amended in February of 2002, each member city is obligated for its annual share of the debt service on an ad valorem (tax capacity) basis. The debt service owed by the member cities commenced in 2003 as interest only payments. This schedule changed in 2004 to include principal payments for the remainder of the term. The attached spreadsheets are a computation of what the annual debt service will be to each member city in 2005, which will be collected by SLMPD and remitted to the Shorewood EDA prior to the due dates. The sources for the data used on the spreadsheets are so noted. See Appendix A. It is important to note that the SLMPD operating budget is separate from the debt service obligation owed by the member cities for the police portion of the new public safety facility. Unlike the building, funding for the SLMPD operating budget is subject to annual approval, which is proportioned between the member cities based on fix percentages pursuant to the Joint Powers Agreement as amended in December of 2000. The proposed SLMPD operating budget for 2005 is a separate document. SUPPLEMENTAL SOURCES OF FUNDING During my tenure as Chief of Police, I have been committed to seeking out supplemental sources of funding through government grants, endowments from nonprofit organizations, etc. I renewed this pledge when construction of the new public safety facility got underway and a number of desirable items were in limbo due to fiscal constraints. I sought out other revenue sources to help remedy this situation, which 2005 Financial Obligation - New Public Safety Facility Page 2 included establishing a corporate partnership program. These efforts have been a success and we recently surpassed the $100,000 mark. Although all these funds were raised by the SLMPD, some ofthe acquisitions from these funds have also benefitted the EFD. I have included a spreadsheet which provides a breakdown of each item, beneficiary (SLMPD and/or EFD), intended use, funding source and amount of the contribution. See Appendix B. SLMPD MOVING DAY On Monday, January 12,2004, we officially moved our headquarters to the new public safety facility located at 24100-24150 Smithtown Road in Shorewood. The Excelsior Fire District (EFD) had made the transition several weeks earlier and was already operating out of the building. This culminated what started out as a vision at the turn of the century (2000) followed by several years of planning, preparation and actual construction. It is truly a remarkable accomplishment when considering all the things that needed to come together both organizationally and politically to make this happen. It is also a testament to what can be accomplished when communities work together toward the greater public good. I have included the memorandum and attachments that I previously provided to the SLMPD Coordinating Committee regarding this momentousooccasion. I think it sums it up pretty well. See Appendix C. SOUTH LAKE MINNETONKA PUBLIC SAFETY FACILITY Appendix A SOUTH LAKE MINNETONKA POLICE DEPARTMENT PUBLIC SAFETY BUILDING COSTS - POLICE PORTION DEBT SERVICE PAYMENTS IN 2005 Amount Due to the Shorewood Economic Development Authority (EDA) - $447,448 $3,093,763 $2,091,701 $12,579,733 $3,933,646 9.64% 57.97% $63,796 $43,133 $259,404 $81,115 Tax capacity figures from the Hennepin County Assessor's Office as of June 16, 2004 (Source - City of Excelsior) Percentages based upon tax capacity (ad valorem) formula Debt service figure provided by Shorewood EDA - (Includes anticipated Fiscal Agent Fees) F acUity debt obligation independent of the pOlice operating budget Prepared by Chief Bryan Litsey (07-26-04) SOUTH LAKE MINNETONKA POLICE DEPARTMENT PUBLIC SAFETY FACILITY COSTS - POLICE PORTION Prepared by - Chief Bryan Litsey Excelsior $63,796 $15,950 $15,950 $15,950 $15,950 Greenwood $43,133 $10,784 $10,784 $10,784 $10,784 Shorewood $259,404 $64,851 $64,851 $64,851 $64,851 $20,280 $20,280 $20,280 $20,280 * Allocation of debt service based on tax capacity information provided by the City of Excelsior. Total debt service requirement based on information provided by the Shore wood EDA. ** Quarterly payment figures rounded for consistency of payment amounts. SOUTH LAKE MINNETONKA PUBLIC SAFETY FACILITY Appendix B SOUTH LAKE MINNETONKA POLICE DEPARTMENT NEW PUBLIC SAFETY FACILITY 24100 (fire) and 24150 (police) Smithtown Road, City of Shorewood SUPPLEMENTAL FUNDING OBTAINED IN 2003 & 2004 (As of July 2004) 800 MHz Radio Antenna System X X In-Building Booster Antenna Grant Administered by Metropolitan $6,987 Radio Board 800 MHz Radio System Equipment X Base Stations for Front Office Area and Grant Administered by Metropolitan $25,200 Squad Room - Additional Portable Radios Radio Board Live Scan Fingerprint Equipment X Booking/Detention Area Federal/State Grant Administered by $35,000 (Includes three-year maintenance agreement) BeA Technology Enhancements X Computer Network, Etc. Grant Administered by Hennepin $6,365 County Emergency Preparedness Digital Video/Audio Recording Equipment X Front Interview Rooms and South Lake Minnetonka Crime $6,287 Detention/Booking Area Prevention Fund Donation Multimedia Projector X X Roll Call/Training Room South Lake Minnetonka Crime $2,550 Prevention Fund Donation Inlayed Ceramic Tile Logos X X Main Lobby Corporate Partnership Donation $7,734 SLMPD - EFD Patch Designs Beacon Bank Technology Enhancements X Computer Network, Etc. Corporate Partnership Donation $2,000 Lyman Lumber Technology Enhancements X Computer Network, Etc. Corporate Partnership Donation $1,000 Xcel Energy SUPPLEMENTAL FUNDING OBTAINED IN 2003 & 2004 - CONTINUED Outdoor Signs X X Organizational/Directional Signs Corporate Partnership Donation $2,000 Tonka Bay Marina Outdoor Signs X X Organizational/Directional Signs Corporate Partnership Donation $5,000 Maynard's Restaurant Outdoor Signs X X Organizational/Directional Signs Unsolicited Contribution $300 Lake Minnetonka Rotary Club Notation: Although these funds were raised by the SLMPD, some of the acquisitions from these funds also benefited the Excelsior Fire District (EFD) SOUTH LAKE MINNETONKA PUBLIC SAFETY FACILITY Appendix C SOUTH LAKE MINNETONKA POLICE DEPARTMENT BRYAN T. LITSEY Chief of Police 24150 SMITHTOWN ROAD SHOREWOOD. MN 55331-8598 Office (952) 474-3261 Fax (952) 474-4477 MEMORANDUM TO: SLMPD Coordinating Committee Members FROM: Bryan Litsey, Chief of Police DATE: February 21, 2004 ..,~atllrday RE: Transition to New PubUc~3fe'ty:Facility Monday, January 12,2004 was the official day that we started operating from the new public safety facility. ThiSntomentou~oPf(lSipn'ras~pt~~l~Urreal for me after what seemed like insurmounta,ble {)dd~~~~J~i~j~iI1tveIl~:~with the Excelsior Fire District was first discussed~(;fveral~~~a~{)...~ri~~pit al~~~fether is nothing short of remarkable and is a testam(;fl),ttowl'l:a.tc~h~a.~biev;~CI",h,~nl1.e focus remains on the greater public good. It cet1;~i!ll~potaI~~~sea.s>e.. ....ed enormous resolve on the part of many dedicatediJj<ii~i .... ~~~tl1iil<eit;~~lJ~n.........> ........... is truly an outstanding facility that will serve the puhlif~ellfo~d~ad~~to CO~~:i'\Ve as an organization are extremely appreciative of thisin'Y~s~e~t.~~~!~H~~~fet5';which has already helped us better serve the community. I ha~~atta.fhe<i99pi~~.()flocal newspaper articles about our organization moving into the new publif~a,fety(a.pility. Making the transition from our old po!icestatiQnOf fifteen years to our new headquarters was not an easy task, especially since as a police department we can not simply shut down for a period of time. Since it took weeks before and after the official move date to get everything moved, it turned out to be a good decision to rent the old police station through the end of January to ensure an orderly transition. It also allowed us to tidy up the old police station so it was in good condition when officially turned over to the City of Excelsior the first business day in February. In fact, Excelsior Mayor Lynn Johnson made it a point to thank us for turning over the building in such excellent condition. It was anticipated that most of the furnishings in the new public safety facility would also be new in order to make efficient use of the space with durable products that would last for years as part of the overall functionality of the building. Even so, some of the Serving the South Lake Minnetonka Communities of Excelsior. Greenwood, Shorewood and Tonka Bay Memorandum to SLMPD Coordinating Committee Transition to New Public Safety Facility Page 2 furnishings at the old police station were brought over to the new facility, such as shelving, cabinets, etc. The remaining items had little dollar value because the used furniture market is so undervalued. The best remaining furniture was the front office workstations, matching chairs and cabinets, etc. We were able to sell these items for a combined total of $2,200 which has been placed in our designated furniture.and equipment fund. In consideration of our member cities, the remaining furniture was offered to them at no cost to be used at their workplaces. All four cities took advantage of this offer and ended up with desks, chairs, file cabinets, etc. I would like to conclude this memorandum by thanking our regular and volunteer staff for all their hard work during this transition period. This laborious work was done out of pride in the new building, a sense of responsibility to vacate the old police station in respectable condition and to lessen the fmancial impact on the department by not having to hire out the move. Members of our organization virtually worked around the clock cleaning, repairing, sorting and moving. They offered the use of their personal vehicles and equipment to help facilitate the move. The amount of time donated toward this effort easily totaled in the hundreds of hours. It is a perfect illustration of the dedication and team spirit that exists within our organization that is hard to place a value on. I feel it would be a nice gesture if the SLMPD Coordinating Committee would formally recognize this effort at their upcoming meeting. L Building features ample office space, firing range, gym and garage By Brett Stursa Staff Reporter In a cooperative effort among the South Lake Min- netonka Police Department (SLMPD), the Excelsior Fire District, the four city councils that govern tqe poli~e depart- ment and the five city councils that govern the fire district, the new South Lake Minnetonka Public Safety Facility is opera- tional. As of Jan. 12, the SLMPD began operating out of its new Shorewood facilities.. The fire district has been operating out of the building since Decem- ber. "There isn't really anything . Volume 22 Number 19 · January 27,2004. Both the South Lake Minnetonka Police D~partment and the Excelsior Fire District hav.moved into the new South Lake Minn.tonka Public Safety F.cility, inShorewood. we've seen that we would The building, which is over department's needs. change," said Police Chief' 50,000 square feet, features The new building has ample Bryan Litsey. amenities unique to the police office and stotagespace, desig~ liated areas for patrol opera- ,tions, a detention area, shooting range and fitness center. . The building not only meets the department's current n~eds, but is expected to meet the, dep~ent's needs in 50 years, according to Litsey. Currently, the bUilding has the ability tohol<;i three ci.etaineesfor up to 16 hours. It has the capabilities of holding more detainees for longer '<!mounts of time if needed. . The, building ~, t:unction as an emergenCy' operations cen- ter, equipped with . redundant systems to maintain sel:vices to it. ' , 'Its emergency power is designed so' that seamless power will be provided to the building by battery back-up and a generator. The building also offers an indoor four-lane firing range. The range can handle ,most any firearm" and its computer pro- gramming allows officers to Moving day takes SLMPDintol11l1lti-million dollar facility test therrskills in multiple cir- cumstances.. ' Litsey. expects that training for the department will be increased from quarterly to mOlithlybecause of the range's , convenience. He also said that the firing range maybe rented out to other law. enforcement agen- cies and he may consider rent- ing it out for youth fiiearm or conceal and. carry training. A waiting room off the main entrance provides privacy . for people who will be inter- viewed abo).1t. sensitive. sub- jects. There are two interviewing rooms with digital recording capabilities. There is an addi- tional interview room near the detention area. There are two built-in ken. nels for holding run-away ani- mals before they are brought to a shelter. SLMPD to page 3 SLMPD Continued from page 1 The building also features indoor parking for nine squads. Squads will not have to be left running and officers won't be delayed when responding to a call because of a needto remove snow from their vehi~ 'cles. There' is also an area to wash the cars. Many of the features enhance police officers' safety. For instance, the area where detainees are brought to the detention area is separated from the general indoor park- ing. The separation of space reduces the risks to officers. The department's current building far exceeds the capa- bilities of the department's for- mer Excelsior building, which was designed for typical office use. "It didn't give people a sense of security;" said Litsey. Along with the structural elements that set this building apart from the department's previous one, the shared space with the fire district encour- ages camaraderie, according to Litsey. "To me, the neat thing about . this building is that it helps the lines of communication," said Litsey. He already has seen the benefits of the centralized loca- tion. In a recent arson investi- gation the. fire. district f and 'the police department did j9int surveillance. together. In addition, the new facili- ties has helped the morale of the department, according to Litsey. "It makes us feel valued It really is the nicest in the area," said Litsey. The department's facility will house. 16 full-time employ- ees and its volunteer reserves. The move itself has taken several weeks, and Litsey expects that the department won't be settled for several months. Officers. donated their time to help with the move, which went relatively smooth, accord- ing to Litsey. "It's like moving into a new home, only worse," said Litsey. The department is continu~ ing to rent the former police department building in Excel- sior, until Jan. 31. Funding the $afety facility , Total public funding for the building was $10 million; The amount includes not only con- struction, but also things like the architectural design, proF ect oversight and bonci financ- ing. In order to qualify for the bonds, . the joint powers. agree- ment, which includes Excel- sior, Tonka Bay, Greenwood and Shorewood, was signed for 20 years to fun concurrent with the bond payments. The building w~s funded using a. tax capacity formula for each citY- In addition to the $10 mil- lion, over $100,000 has been raised through grants, the South Lake Minnetonka Com- munity Police. F~nd ami corpo- r . .......shi.'" ...,....' ., ic .... . ..... .."" ~ye':';'1gU$messeS"liKr~1a:""" coti"Bank, . Ma~ards,. Tonka. Bay Marina, L}tman 'Lumber and Xcel Energy donated money that will be used , tdwards. new technology and signage. From the response. Litsey has received. from the. public, many think it was a wise investment of public money. "The public' comment has been great," said Litsey. Excelsior Wednesday, February,4,2004 '.,- . . " Police, firedepts. move into new public safety building Facility helps officers, firefighters do their jobs better,/chiefs say By John Mugford EDITOR A" ',',', SP,o,'licechiefB,ryan Litseyand fire chief Mark DuCharme led a visitor on a tour of the new South Lake Minnetonka Public Safety facility one recent morning, they could not hide their excitement. Their enthusiasm, it was, evi- dent, has ,to do with all of the new meeting spaces and training , , rooms, conununications systems, and other features in this 55,000- square- fOQtfacilityt!1~tin recent weeks ,bec~el1oJJie t6both the SouthLak~\Minnetorika Police .t>'ep~en(andthe we$t,side st!ltiQ~ofthe Exc~lsior Fire Dis- trict. Local citiesbouded for $10.3 million to pay for the facil~ ity. The debt is expected to' be paid off in 20 years, at which time , the police and fire' departments will buy the facility for $1. The two departments have separate spaces in the facility, but. also share some features, such as a fitness workout arell, a main entrance, training'rooms, and several conference rooms; , As the two chiefs walked through the. facility, they often compared thenewbuildingwith the department's two;former buildings. The Fire' District re- cently moved out of ~pacecon- . nected to Excelsior City Hail, and the police department. moved , froma stand-alone structure built in 1988 just off Highway 7. For .exainple, DuCharme, the fire chief, pointed out that the district's six new trucking bays ., ,l.with 12 do ins ,a.re large ,. enough, at 8S,feet long; for the. fire trucks to be driven in and out without haYing to move other trucks around; There's also . plenty of room to maintain. the , trucks and, their equipIOent. "The situation atth,eold' fire stationjust,~asn't safe/'I)uChar. me said;"~The ,fire trucks were jaromeditt there andweoften:had to pull out other trucks to get to specific trucks that we would need for certain calls'. This lets US get out of here much more quickly, andniore saIely. It'sjust a veryefficieJ;lt set-up." . Police Chief Litsey also showed how the new police station pro- vides saferconditionsalld abetter , working environment for the department's J6'llcensedofficers, such as a ~tate.;of~the~art shooting rang~,.in:terview rooms, evidence ~, 'PUblic safety to page 11 ~ Public safety I New facility is up and running From page 1- holding areas, and a well-designed holding cell area. Included in the jail area is a secure garage-like structqre, called a sally port, where officers can transfer. sus- pects from their squad cars to the booking ~nd interview rooms, and, eventually, into one of the three jail cells that will allow stays of up to 16 hours. The department can add a fourth jail cell ifneed- ed. "The main difference is that this new station is designed as a police and public saferyfacility, with attention paid to tile details of rwining this type of operation - 24 hours a day,"Litsey said. "The old station was designed as an interim , facility that could one. day be used for offices. We made due with it, but parts of the design of that former station put officers in un- safe situations. The facility was not as conducive to letting them do their jobs as best they caD.. This facility changes that." . , The joint facility, which was designed by the local architec- tural and engineering firm ofTSP , One, is already fostering a closer relationship between police offi- cers and firefighters, according to the chiefs. The two departments snare the workoutfacility as well as several other areas. ' "Ireally think we're going to see more collaboration," Litsey said. "We recently had a few cases of arson in local parks, and the police officers and firefighters worked out a surveillance plan together. There are definitely some in- stances when having the two de- partments physically close to each other is going to pay off." The new facility, according to the chiefs, is also set up to be the area's emergency operationscen- ter in the caSe of a natural disaster, or some other catastrophe, such as a terrorist attack. The whole facil- ity can be run by a diesel-fueled backup generator if the local power system shuts down. The, facility also has a conununications system that will keep functioning in emergencies. "As far as Ican say, the public will definitely be well-served by this building for decades to come," Litsey said. "There's room for growth and technological ad- vancements. And because it was built for both the police and fire, and by local cities, there are effi- ciencies in having this facility." The Excelsior Fire District, , which has groWn from 28 fire- fighters to 47 in recent years, will open. its new east side station in Deephaven in coming weeks. The fire district will have about 12 firefighters working out of that station, DuCharme said. The fire and police departments, as well as the local cities fuvo1ved, will have a public grand opening of the new public safety building in coming weeks. Area residents are asked to watch for upcoming announcements conc,eming the . .. G South Lake Mlnnetonka PoliCe Chief Bryan Litsey and excelsior Fire District Chief Mark DuCharme stood In the fire truck bay area of the new South Lake Mlnnetonka Public Safety building on Sl11lthtown Road. Below is a view of the bul~dlng from Smithtown Road. .