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2001 SLMPD Budget Proposal .. .. 2001 BUDGET PROPOSAL PREPARED BY CHIEF BRYAN LITSEY APPROVED BY COORDINATING COMMITTEE JULY 26,2000 SOUTH LAKE MINNETONKA POLICE DEPARTMENT OVERVIEW OF PROPOSED 2001 BUDGET By - Chief Bryan Litsey This is my second year of preparing a budget for our organization. I was pleased with the outcome of the 2000 budget I prepared last year and thus have used this as a model in preparing the 2001 budget this year. You will notice, however, that some of the line items have changed for 200 I in order to reflect the revisions made in the chart of accounts that occurred during our conversion from a manual to a computerized bookkeeping system. In some cases, therefore, the increase and decrease in categories are merely a regrouping of accounts. In preparing the 2001 budget, I have taken into account historical and future trends along with the needs of our organization in trying to accurately reflect the true costs. Included with my line item spreadsheets of anticipated expenses and revenues there is a corresponding narrative which summarizes each category. In addition, I have highlighted in the following paragraphs some comments I would like to make concerning this budget proposal. This budget, and the budget I prepared last year, reflect the need for increased staffing that went unresolved prior to my assuming the role of Chief of Police. In addition, the past practice at budget time has been to offset known operational increases in the budget using money in reserve. This practice, in the long-term, defeats the purpose of having a contingency fund and only delays future increases that will be much more sizeable once the reserves have been depleted. It also leaves the organization with few options in the event of needed capital improvements or unknown operational costs that cannot be absorbed in the budget. The 2000 and 2001 budget cycles, therefore, are catch up years in terms of helping to bring our organization up to adequate staffing and funding levels without a sizable reliance on reserve funds for known operational expenses in the budget. During the 2000 budget process, the need by all four cities for an additional officer was clearly demonstrated through the comparison chart that was prepared showing the ratio of residents to officers between our police department and neighboring law enforcement agencies. See attached documentation from 2000 budget. In addition, our number of Initial Complaint Reports (ICR's) were among the highest, although it is hard to compare these figures since each agency tracks them differently. When I prepared and presented the 2000 budget, there were discussions that it did not go far enough in terms of increased PAGE 2 - CHIEF'S NARRATIVE FOR 2001 BUDGET PROPOSAL staffmg. I felt at the time, however, it was a significant step forward that could be reevaluated when I prepared the 2001 budget. I have now done that and have concluded our staffmg levels could still use a boost based on an analysis of internal operations. Several factors which stand out in terms of justification are the ratio of residents to officers still being on the high side, ICR's surpassing the 20,000 mark and the ever increasing demands on our clerical staff. See attached historical chart offeR's. It is important to note that our organization not only has the traditional demands of other police departments, but also the added responsibilities that go with being a separate unit of government under a joint powers agreement. This means having to manage and absorb the costs associated with such things as finances, payroll, personnel and building maintenance, which for most police departments is handled by other divisions in city government. Therefore, when doing a staffing and cost comparison between our organization and other law enforcement agencies, these added responsibilities need to be taken into consideration. I feel a good way to continue my efforts in 2001 to lighten the load on our personnel, while minimizing the impact to the budget, is the addition of a part-time Community Service Officer (CSO) and possibly a Canine Unit (K-9). This would be a cost-effective way to help ease part of the workload on both the officers and clerical staff. I talk in more detail about both these proposals in ensuing paragraphs. This budget is no different from previous budgets in that the largest expense is for salaries and benefits for personnel. It is more difficult to determine these costs in a negotiation year for union employees, with 2001 being one of those years. The current union contract lasts until the end of 2000 and no substantive talks will likely get underway until late summer or early fall. In addition, none of the salaries and benefits for non-union employees have been finalized for 2001. Therefore, the calculations for salary and benefits in my 2001 budget proposal are based on projected increases. Any cost overruns will be absorbed by using the Contingency IUndesignated Fund. The full effect of rolling over the Shorewood Community Policing Officer into our regular complement of officers will be realized in 2001. This added cost to our regular budget has been eased somewhat by the departure of several longer-term employees and the lower pay rate of their replacements. Although this cost will eventually level out, it has helped lessen the initial impact. Another significant factor affecting this portion of the budget is the escalating cost of medical insurance for employees. Like many cities, our police department is part of the LOGIS Group for health insurance. In talking to our group representative, we have been told to budget for an increase of 15 percent in 2001. The need has existed for quite some time for a Community Service Officer (CSO) to be part of our civilian staff. In fact, our police department is the exception rather than the rule for not having such a position. Having a eso would lessen the workload on our PAGE 3 - CHIEF'S NARRATIVE FOR 2001 BUDGET PROPOSAL licensed police officers, who often times get bogged down in details that could be easily handled by civilian personnel. Some examples of this would be parking complaints, maintenance of equipment, crime prevention requests and public relations. In addition, a CSO could help the support staff with a variety of clerical duties. At the present time, we are relying on reserve officers and regular officers to perform some of these functions. The use of reserve officers is not a dependable source, since there is more of a turnover in their ranks and they have other jobs. I am proposing in my 2001 budget, therefore, the addition of a part-time civilian CSO position averaging 20 hours per week. There is the possibility that some additional funding could be obtained through a grant program to make this a full-time position. If this occurred, then the money set aside in the budget to fund this part-time position could be used to satisfy any local matching fund requirement of a grant. The job description for this position would be as previously stated. It would not include animal control, which if assumed by our agency at some point in time would require a much greater allocation of money, resources and personnel. The current arrangement for animal control through the Orono Police Department has been working out satisfactorily. I have been giving serious consideration to adding a canine program (K-9) in 2001. In a smaller police department such as ours the opportunity for an officer to specialize in one particular area is somewhat limited. Having a K-9 would certainly add ajob enrichment opportunity to our organization. Just as important, however, is the added dimension a K-9 would bring to our police department. It is quite amazing what a K-9 can contribute in terms of officer safety, tracking of suspects and lost children, building searches, drug interdictiop and public relations. K -9 programs are valuable in all size law enforcement agencies, but in some ways, smaller law enforcement agencies probably gain the most. The Mound Police Department, which is smaller than our organization, recently implemented a K-9 program with much community support. As in Mound, I am confident the initial start-up costs for the dog, training and equipment could be secured through outside funding sources. I am also hopeful that some of the ongoing costs will be covered through this manner as well. Therefore, the costs born by our police department would be minimal other than possibly having to retain an additional squad as part of our fleet and the time spent by the officer in training. I would not implement such a program if considerable outside funding could not be obtained. I have included additional money in this budget request for a third patrol sergeant position. This would not increase the number of overall officers, but would allow for another advancement opportunity within our organization. The benefits are numerous in that it would help with career development as well as the retention of officers, while at the same time give additional supervision in the field. It would also help free up the PAGE 4 - CHIEF'S NARRATIVE FOR 2001 BUDGET PROPOSAL Deputy ehief position for more administrative duties rather than the current situation of being sidetracked with routine patrol duties. This, in turn, would help free up some of my time for other matters and lessen my extensive workload. The cost of this organizational change would be minimal in terms of the budget. Space is at a premium right now at our police station. I have done an analysis of how our existing space can be better utilized. The short-term solution seems to be converting the exercise room to a work/storage area for the officers. I anticipate using money in reserve for accomplishing this remodeling project. The exercise room is not being utilized on a regular basis by the majority of officers, who have opted to maintain their fitness through other means. In addition, I have some safety and workers' compensation concerns with the exercise room being unsupervised. Taking all these factors into account, I feel this space could be put to better use at the present time. This is not to minimize the importance of officers being physically fit as evidenced by the department having an incentive program for physical fitness. The support of the department in this area can still be maintained by paying a portion of the membership fee to a health club for those officers committed to using such a facility on a regular basis. This could be one of the things negotiated with the officers in their next union contract or implemented separately as a matter of department policy. Either way, I would recommend that in order to be eligible for reimbursement the health club would have to be approved by the chief and there would be a minimum expectation as far as the number of times the participant would have to use the health club in a year. I will continue in 2001 to pursue outside sources of funding as well as to effectively manage our expenses and revenues to build upon my efforts begun in 2000 to upgrade our technology, equipment and facility. This has been a challenge when it comes to preparing a budget, since at the same time I have been trying to increase our staffing levels to meet the needs of the community and provide more competitive compensation in order to retain good personnel. This has meant having to fine-tune the budget in a number of areas in order to increase the budget in other areas. Even though the net effect has been increases above the rate of inflation, the costs have not been excessive given what has been and will be achieved. I feel my 2001 budget is a reasonable request and, in fact, probably errs on the side of being too lean. Nevertheless, I would feel comfortable with this budget proposal if left intact. SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED EXPENSES - 2001 BUDGET ITEM CATEGORY AMOUNT 50100 Salaries Full-time $793,000 50200 Salaries OVertime $57,500 50300 Salaries Part-time $69,000 50500 FICA/Medicare $13,000 50600 PERA Pension $80,000 50700 Insurance Benefits $80,000 51000 Contract Services $8,400 52100 Equipment leases $16,700 52200 Repairs & Maintenance $27,500 52300 Utilities $19,500 52400 Janitorial & Cleaning $5,700 52500 Printing & Publishing $5,200 52800 Care of Persons $100 53000 Supplies $34,500 54000 Uniforms & Gear $9,000 54500 Travel, Conferences & Schools $10,000 55000 Building Rent $38,400 56000 Insurance $40,000 56100 Subscriptions, Memberships & Police Ucense Fees $3,900 57000 Special Projects $9,650 58000 Capital Outlay $51,300 TOTAL EXPENSES $1,372,350 SOUTH LAKE MINNETONKA POLICE DEPARTMENT PROJECTED REVENUES - 2001 BUDGET (Excludes Cities Contributions) ITEM CATEGORY AMOUNT 40110 Court Overtime $5,000 40120 Excelsior Park Patrol - Dockmaster $19,000 40130 Shorewood Special Details $15,000 42100 State Peace Officer Aid $80,000 42200 State Training Reimbursement $4,400 42300 Emergency Preparedness $4,400 43100 Minnetonka School District $6,800 43200 Copies of Documents, Photos and Tapes - Fingerprint Requests $3,000 43400 Security Details $4,000 44000 Investment Income $12,500 45000 Medical Insurance Reimbursement $4,500 46100 Sale of Vehicles $10,000 46400 Forfeitures $1,000 TOTAL INCOME $169,600 COST TO CITIES (EXPENSES MINUS INCOME) $1,202,750 SOUTH LAKE MINNETONKA POLICE DEPARTMENT 2001 BUDGET REQUEST BY CITY CITY BUDGET PERCENTAGE TOTAL SHARE INCREASE OYER 2000 CHANGE EXCELSIOR $1,202,750.00 31.4% $377,663.50 $27,269.36 7.8% GREENWOOD $1,202,750.00 8.1% $97,422.75 $6,114.83 6.7% SHOREWOOD $1,202,750.00 44.8% $538,832.00 $19,518.21 3.8% TONKA BAY $1,202,750.00 15.7% $188,831.75 $8,498.61 4.7% TOTALS $1,202,750.00 $61,401.00 5.4% 2000 CONTRIBUTIONS BY CITY CITY BUDGET PERCENTAGE TOTAL SHARE INCREASE OYER 1999 CHANGE EXCELSIOR $1,141,349.00 30.7% $350,394.14 $24,785.94 7.6% GREENWOOD $1,141,349.00 8.0% $91,307.92 $10,437.91 12.9% SHOREWOOD $1,141,349.00 45.5% $519,313.80 $29,837.41 6.1% TONKA BAY $1,141,349.00 15.8% $180,333.14 $12,208.65 7.3% TOTAL $1,141,349.00 $77,269.91 7.3% SOUTH LAKE MINNETONKA POLICE DEPARTMENT LINE ITEM NARRATIVE FOR 2001 BUDGET REQUEST ANTICIPATED EXPENSES 50100 - SALARIES - FULL-TIME - $793,000 This line item includes full-time salaries for union and non-union positions. The costs in this category are based upon salaries in 2000 plus projected increases, since the salaries for 2001 have not been established. This category also reflects a cost carryover from the 2000 budget when the Shorewood Community Policing position was phased into our regular complement of officers. Any increases beyond these projections due to contract settlements will be absorbed through a transfer from the Contingency/Undesignated Fund. 50200 - SALARIES - OVERTIME - $57,500 This line item includes estimates for overtime incurred during the regular course of business as well as holidays, court appearances, school programs, security details and increased traffic enforcement in Shorewood. There is an offset in the anticipated income section for reimbursement from the cities for court overtime, reimbursement from the school district for school programs, reimbursement from varying sources for special policing requests and reimbursement from Shorewood for increased traffic enforcement. It should be noted Shorewood now allocates additional money in their budget to offset the impact of eliminating the Shorewood Community Policing Officer during the first quarter of 2000. 50300 - SALARIES - PART-TIME - $69,000 This line item includes salaries for part-time clerical personnel as well as the newly created position of Community Service Officer (CSO). It also includes the seasonal part-time positions in Excelsior for Park Patrol and Dockmaster. The ever increasing demand on our clerical staffhas made these part-time positions essential, with more and more responsibilities placed on them each year. The addition of a CSO position will lessen the workload on our police officers and aid the clerical staff. Our police PAGE 2 - ANTICIPATED EXPENSES FOR 2001 BUDGET department will continue to oversee the positions of Park Patrol and Dockmaster. These are seasonal part-time positions with reimbursement from Excelsior shown under anticipated income. 50500 - SOCIAL SECURITYIMEDICARE - $13,000 This line item includes the employer's contribution for those employees eligible for Social Security and Medicare. There is a partial offset in the anticipated income section from the City of Excelsior for Park Patrol and Dockmaster personnel. 50600 - PERA PENSION - $80,000 This line item includes the employer's contribution for those employees eligible for the Public Employees Retirement Fund (PERA). It should be noted the PERA Police & Fire Fund had a rate reduction for both the employee and employer as a result of the 1999 Minnesota Legislature. This went into effect as of July 1, 1999 and lowered the employee rate from 7.6% to 6.2% and lowered the employer rate from 11.4% to 9.3%. This has limited impact on the budget, since our police department receives State Aid to offset a portion of our contribution to the PERA Police & Fire Fund. The expected State Aid reimbursement is shown as a revenue item under anticipated income. There is also reimbursement from the cities for PERA paid out in court overtime. 50700 - INSURANCE BENEFITS - $80,000 This line item includes health and life insurance costs for qualifying 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 early stage what the increase will be in 2001, but a LOGIS representative recommended budgeting for an increase of 15 percent. More definitive rates will not be available until September of2000. There is a significant increase in this category. 51000 - CONTRACT SERVICES - $8,400 This line item includes the annual audit, legal counsel and interpreter service for the department. It also includes medical and psychological examinations as well as background checks for new hire(s). This category previously included an expense for outsourcing payroll, but payroll has been brought back in-house using a computer software program. The cost of the medical examinations for new officer hire(s) has increased due to rising medical costs and the recent addition of drug screening to our PAGE 3 - ANTICIPATED EXPENSES FOR 2001 BUDGET protocol. The only predictable expense under this category is the annual audit, with the other items subject to fluctuation depending on the need. Please note this is a volatile category, especially since unanticipated legal assistance could send costs soaring. 52100 - EQUIPMENT LEASES - $16,700 This line item covers the costs associated with lease/maintenance agreements for communications, criminal justice information system, pagers, copier/fax machine, postage meter and high speed Internet connection. The largest expense in this category is our lease/maintenance agreement with Hennepin County for communications equipment. The cost is based on an amortization schedule, with the billing done annually. This cost will increase dramatically when the new 800 MHz communications system and other upgrades are implemented in Hennepin County. These are projected to take place in 2002. Our department has a special fund set aside to help ease a portion of this financial impact. The other costs in this category reflect the charge assessed by the State of Minnesota for our computer link to the Criminal Justice Information System (CJIS), our lease of pagers through TSR Wireless, our recently renegotiated lease through Ikon Office Solutions for a state of the art copier/fax and our recently negotiated lease for a Y2K compliant postage meter through Francotyp-Postalia, Inc. In addition, a cost estimate has been included in this category for a high speed Internet connection. Several options are being considered through the state and private vendors. This cost estimate is based on a quote received through a private vendor for a DSL connection to our police station. This accounts for a majority of the increase in this category. 52200 - REPAIRS & MAINTENANCE - $27,500 This line item covers the repair of vehicles, repair/replacement of office equipment and furniture, building maintenance and computer maintenance contracts. It also includes miscellaneous expenses such as the calibration of truck scales and speed measuring devices, upkeep of security and fire systems and repairs of communication equipment (radios, pagers, cellular phones, etc.). The largest expense in this category is the maintenance of vehicles, which by the very nature of the job receive hard use. Other significant expenses in this category are the repair and replacement of inoperable or obsolete office furniture and equipment, computer services and repairs to our aging police station. One way of controlling costs in this category has been the implementation of regular maintenance programs. This category includes service agreements for our computer system, new record keeping software and building power plants (heating & cooling systems). PAGE 4 - ANTICIPATED EXPENSES FOR 2001 BUDGET 52300 - UTILITIES - $19,500 This line item includes office and cellular phones, electricity, natural gas, water and sewer, waste removal and alarm service. Rates associated with electricity and natural gas are expected to increase in 2001 based on preliminary projections. Cellular phone costs were reduced in 2000 due to some fine-tuning of our service plan. 52400 - JANITORIAL & CARPET CLEANING - $5,700 This line item includes janitorial services and carpet cleaning for the interior of the police station. There was a $25 per month rate increase in 2000 for janitorial services, which the provider guaranteed for three years. Therefore, there is no increase in janitorial . services. This category also includes cleaning of the carpet once a year, which is usually done after the winter season. 52500 - PRINTING AND PUBLISHING - $5,200 This line item covers the expenses associated with stationary, report forms, warnings, and citations as well as professional & legal publications. There is a continual need to update and create new forms due to various mandates and changes in the laws. There is also a need in our profession to purchase updated legal documents. 52800 - CARE OF PERSONS - $100 This line items covers the incidental expenses of caring for prisoners in police custody. This is rarely used, since most prisoners 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 cities. 53000 - SUPPLIES - $34,500 This comprehensive line item includes a variety of expenses for vehicle supplies and registration fees, motor fuel, 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 motor fuel, which remained fairly stable until prices started to escalate during the first half of 2000. Therefore, some additional expenses have been included in category . PAGE 5 - ANTICIPATED EXPENSES FOR 2001 BUDGET 54000 - UNIFORMS - $9,000 This line item includes uniforms and duty gear for department personnel. The cost of these items seems to escalate each year regardless of the vendor. In addition, this category was expanded in 2000 to include uniform expenses for the office staff, which gives them a more professional appearance and clearly identifies their police affiliation. This category is rather volatile in that unanticipated expenses to outfit new officer( s) can be quite costly. The outfitting of one new officer has been included for 2001. There is an offset in the anticipated income section for the costs of uniforms and gear for Park Patrol and Dockmaster, which is reimbursed by the City of Excelsior. 54500 - TRAINING AND CONFERENCES - $10,000 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 importance of providing quality training, however, cannot be underestimated in terms of enhancing the skill level and professionalism of employees as well as reducing the risk of libelist action 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. 55000 - BUILDING RENT - $38,400 This line item includes rent of the police station, which is actually a lease to own agreement with the City of Excelsior through a twenty-four year amortization schedule. The annual cost remains constant until 2013, when this obligation is paid in full. 56000 - INSURANCE - $40,000 This line item has remained fairly consistent over the past few years and covers insurance costs associated with workers' compensation, general liability , vehicles and professional liability. The amount allocated in this category will be transferred to the Designated Insurance Fund. There is a slight reduction in the amount being requested to help offset some of the other added increases in the budget. 56100 - SUBSCRIPTIONS & MEMBERSHIPS - $3,900 This line item includes subscriptions to journals as well as organizational and health club PAGE 6 - ANTICIPATED EXPENSES FOR 2001 BUDGET memberships. There was an added expense to this category starting in 2000 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. In addition, partial reimbursement to officers for health club memberships has been included for 2001. This reinforces the incentive for officers to stay physically fit. 57000 - SPECIAL PROJECTS - $9,650 This line item includes our annual contribution to the Southwest Metro Drug Task Force, which is funded by member law enforcement agencies along with federal grant money administered through the state. It also includes our subscriber fee for CornerHouse, which is a sexual abuse evaluation center for child victims. There is no anticipated increase forthcoming from either the Drug Task Force or CornerHouse. 58000 - CAPITAL OUTLAY - $51,300 This line item includes the anticipated cost of two police vehicles along with set up fees and equipment. This is part of the ongoing replacement schedule for our fleet. The amount allocated for this purpose will be transferred into the Designated Vehicle Fund. This category also supplements the Designated Furniture and Equipment Fund, which is used for major projects associated with the purchase and replacement of equipment. This fund was nearly depleted in 1999 in order to cover the costs associated with making our computer system and record keeping software Y2K compliant. Since that time, this fund has rebounded through internal fund transfers of favorable revenues. Therefore, only a minimal amount has been budgeted for this fund in 2001. This will be helpful in offsetting some of the other increased expenses requested in the budget. SOUTH LAKE MINNETONKA POLICE DEPARTMENT LINE ITEM NARRATIVE FOR 2001 BUDGET REQUEST ANTICIPATED REVENUES (Excluding Cities Contributions) 40110 - COURT OVERTIME - $5,000 Each of the four cities served by our police department pays the actual overtime costs 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 - $19,000 The above figure represents the anticipated amount budgeted by the City of Excelsior for the seasonal positions of Park Patrol and Dockmaster, which are administered through our police department. The actual amount used will vary, but there is no adverse impact on our budget since all the costs are covered by the City of Excelsior. 40130 - SHOREWOOD SPECIAL DETAILS - $15,000 This is a direct reimbursement from the City of Shorewood for costs associated with having officers work special details in Shorewood on an overtime basis. This fund was created by the City of Shorewood to offset the impact of the Shorewood Community Policing position being eliminated and rolled over into our regular complement of officers in 2000. This money is allocated primarily for increased levels of traffic enforcement, including snowmobile patrols. 42100 - STATE PEACE OFFICER AID - $80,000 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. There is no definitive answer at this point as to how the PERA rate reductions for both the employer and employee will affect PAGE 2 - ANTICIPATED REVENUES FOR 2001 BUDGET REQUEST the amount of this reimbursement. The suggestion in the past by the Department of Revenue was to go by the amount last received, which was $83,829 for 1999. I would like to take a more conservative approach, however, and have calculated this category slightly less. 42200 - STATE TRAINING REIMBURSEMENT - $4,400 The State of Minnesota provides partial reimbursement for the continuing education of police officers. In 2000, additional money was appropriated for the training of police officers in pursuit and emergency vehicle operations. The above figure represents an estimate of what our police department should receive based on 14 full-time officers. This can change, however, depending on legislative action from year to year. 42300 - EMERGENCY PREPAREDNESS - $4,400 There is a local aid program administered through Hennepin County that provides funding for emergency preparedness activities. The amount above reflects the anticipated portion our police department will receive in 2001, which has remained constant the past several years. 43100 - MINNETONKA SCHOOL DISTRICT - $6,800 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 fingerprint requests for employment purposes and other non-criminal matters. 43400 - SECURITY DETAILS - $4,000 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 PAGE 3 - ANTICIPATED REVENUES FOR 2001 BUDGET REQUEST to fluctuation, but there is no adverse effect on the budget since costs are reimbursed. 44000 - INVESTMENT INCOME - $12,500 The above figure is an estimate based upon the interest earned in 1999 and the first half of 2000. 45000 - MEDICAL INSURANCE REIMBURSEMENT - $4,500 This category is reimbursement from the State of Minnesota to recover the medical expenses paid by our police department for officers who have taken a medical retirement because of a work related disability. There is a one year lag in receiving compensation, so this figure represents what our police department should receive in 2000. 46100 - SALE OF VEHICLES - $10,000 This is the anticipated income from the sale of two squads in 2001. 46400 - FORFEITURES - $1,000 This includes unanticipated income, including forfeitures. This is subject to extreme fluctuations from year to year. SOUTH LAKE MINNETONKA POLICE DEPARTMENT BUDGET HISTORY - 1987 to 2001 DEPARTMENT BUDGET EXCELSIOR GREENWOOD SHOREWOOD TONKA BAY Total Percent Budget Percent Budget Percent Budget Percent Budget Percent Year Budget Change Amount Percent Change Amount Percent Change Amount Percent Change Amount Percent Change 1987 661,263.00 6.7% 190,753.64 26.0% 6.7% $61,313.67 9.0% 6.7% $306,566.35 45.0% 6.7% 122,627.34 16.0% 6.7% 1988 753,374.00 10.6% 219,231.63 29.1% 14.9% $67,050.29 6.9% 9.4% $334,496.06 44.4% 9.1% 132,593.62 17.6% 6.1% 1989 807,124.00 7.1% 245,365.70 30.4% 11.9% $71,026.91 6.6% 5.9% $350,291.62 43.4% 4.7% 140,439.56 17.4% 5.9% 1990 631,336.00 3.0% 264,365.46 31.6% 7.7% $73,157.74 6.6% 3.0% $354,149.99 42.6% 1.1% 139,664.76 16.6% -0.6% 1991 672,260.00 4.9% 261,746.44 32.3% 6.5% $77,632.92 6.9% 6.1% $366,102.16 42.2% 3.9% 144,796.46 16.6% 3.7% 1992 699,250.00 3.1% 294,054.75 32.7% 4.4% $60,033.25 6.9% 3.1% $376,765.75 41.9% 2.4% 146,376.25 16.5% 2.5% 1993 925,472.00 2.9% 296,927.46 32.3% 1.7% $61,441.51 6.6% 1.6% $369,623.71 42.1% 3.4% 155,479.30 16.6% 4.6% 1994 945,560.16 2.2% 300,694.49 31.6% 0.6% $60,374.31 6.5% -1.3% $406,490.63 43.2% 4.6% 156,020.73 16.5% 0.3% 1996 964,966.15 2.1% 303,000.00 31.4% 0.6% $76,162.42 6.1% -2.6% $423,621.02 43.9% 3.7% 160,164.71 16.6% 2.7% 1996 976,423.26 1.2% 307,573.33 31.5% 1.5% $76,161.02 7.6% -2.6% $432,555.51 44.3% 2.1% 160,133.42 16.4% -0.1% 1997 997,015.69 2.1% 313,062.99 31.4% 1.6% $72,762.16 7.3% -4.4% $449,654.17 45.1% 4.0% 161,516.16 16.2% 0.9% 1998 1,025,626.61 2.9% 316,006.69 31.0% 1.6% $75,911.32 7.4% 4.3% $470,655.09 45.9% 4.7% 161,055.09 15.7% -0.3% 1999 1,064,079.09 3.7% 325,606.20 30.6% 2.4% $60,670.01 7.6% 6.5% $469,476.36 46.0% 3.9% 166,124.50 15.6% 4.4% 2000 1,141,349.00 7.3% 350,394.14 30.7% 7.6% $91,307.92 6.0% 12.9% $519,313.60 45.5% 6.1% 160,333.14 15.6% 7.3% 2001 1,202,750.00 5.4% 377,663.50 31.4% 7.6% $97,422.75 6.1% 6.7% $536,632.00 44.6% 3.6% 166,631.75 15.7% 4.7% I 15 YEAR AVERAGE , 4.3% U$292.696.59 , 31.1% I 5.2% n $77,643.21 I 8.3% I 3.7% n $414,187.90' 44.0% I 4.3% U $154,678.60 ~ 16.6% , 3.4% , 25000 20000 15000 10000 5000 SOUTH LAKE MINNETONKA POLICE DEPARTMENT INITIAL COMPLAINT REPORTS (ICR'S) - 1983 to 1999 o 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 ICR's 6576 7079 8334 8263 9311 10881 12039 12230 13388 12876 15037 16237 18733 19087 18505 19672 20269 RATIO OF RESIDENTS PER OFFICER Information Obtained by Deputy Chief Nieling for 2000 Budget Proposal- Prepared Summer of 1999 * NUMBER OF ESTIMATED RESIDENTS LAW ENFORCEMENT AGENCY FULL-TIME OFFICERS POPULATION PER OFFICER Chaska Police Department 17 15,000 882 Deephaven Police Department 7 4,100 586 Mound Police Department 13 9,600 738 Orono Police Department 16 11,510 719 South Lake Minnetonka Police Department 13 12,000 923 St. Bonifacious-Minnetrista Public Safety Dept. 8 5,976 747 Shakopee Police Department 23 15,800 687 West Hennepin Public Safety Department 10 5,000 500 i.....--......................................................... ;: .~]5~~~~~~. ~~!?r~~.C?~~. ~~!!!~~~.i~. ~~I.i~i.'!p. 9!f!~~~ RATIO OF RESIDENTS PER OFFICER Information Obtained by Deputy Chief Nieting for 2000 Budget Proposal - Prepared Summer of 1999 * NUMBER OF ESTIMATED RESIDENTS LAW ENFORCEMENT AGENCY FULL-TIME OFFICERS POPULATION PER OFFICER Chaska Police Department 17 15,000 882 Deephaven Police Department 7 4,100 586 Mound Police Department 13 9,600 738 Orono Police Department 16 11,510 719 South Lake Minnetonka Police Department 14 12,000 857 St. Bonifacious-Minnetrista Public Safety Dept. 8 5,976 747 Shakopee Police Department 23 15,800 687 West Hennepin Public Safety Department 10 5,000 500 ,.---------------------------------------------------------------T :* Includes Additional Officer I ~------~--------------------------------------------------------.