HomeMy WebLinkAbout07-22-2019 Council Work Session PacketOrono City Council
Work Session
Monday, July 22, 2019
Council Chambers 5:00 p.m.
AGENDA
1. Budget
2. Performance Review — Update
3. Communication Discussion
4. Docks as Principal Uses
5. Oversized Accessory Building Size
Annual:
• Budget: Part of June, All of July, August and October.
• City Administrator & Police Chief Update (3 times per year for 15 minutes)
Previous Work Session Topics
July 8, 2019
• Esinger Flats TIF Discussio
• Marina Licensing
June 24, 2019
• Budget
• Eisinger Flats TIF Discussion
• Performance Reviews
• City Owned Properties
May 28, 2019
• Heritage Preservation
• Budget Priorities
• HR Performance Review Update
• Fire Discussion
MEMORANDUM
To: Mayor Walsh and Orono City Council
From: Ron Olson, Finance Director
Subject: 2020 Budget
Date: July 22, 2019
Attachments:
1. 2020 Budget Information with Previous Memos
2. Fire Information
3. Code Enforcement Memo
4. Long Lake Fire Department's Information Packet
At work sessions in May and June, the Council provided staff with guidance on the budget. The
budget information included with this memo has incorporated that input. There are two items
that staff would like additional direction for the 2020 budget,
Fire Budget
Since the last work session, staff has received information from the Long Lake Fire Department
on the 2020 budget. The current budget draft has been prepared using version 1 of the LLFD
operating budget. There are additional items that the fire department would like to add to the
budget. Chief Van Eyll is here to present information on the fire department and the justification
for the additional spending. Staff is comfortable recommending that the following items be
added to the budget:
Global Door Code System
$ 6,500 (Total)
$ 5,555 (Orono)
The Navarre station access system has a failure
and needs to be replaced. A global system
allows access to both stations through one
system.
Upgraded Discharge from
$11,000 (T)
Improve water flow and increase compatibility
2.5 to 3 inch on El 1, E 12,
$ 9,400(0)
with surrounding departments
E22
Duty Uniforms
$15,000 (T)
Improves the professional image of the
$12,820(0)
department in the community.
2020 Budget — Page 1
Because the door code system and upgraded truck discharges involve capital purchases, Orono
could pay for our share of these purchases through the funds in the Improvement & Equipment
Outlay fund designated for Long Lake Fire. The duty uniforms would be an addition to the
General Fund budget.
Because the system at Station 2 is not functioning properly, staff would recommend that this
improvement be completed this year and not wait an additional six months.
Code Enforcement
Code enforcement has been an issue for a number of years. In staff's opinion, current code
enforcement efforts do not appear to be meeting the expectations of the Council, Orono
residents, or city staff. Staff feels that in order to meet these needs, additional staff is required.
Option 1 of the attached memo would add approximately $33,000 to both the Police and
Planning department budgets. Option 2 would add approximately $31,000 to just the Planning
budget.
2020 Budget — Page 2
MEMORANDUM
To: Mayor Walsh and Orono City Council
From: Ron Olson, Finance Director
Subject: 2019 Budget
Date: June 24, 2019
Attachments:
2020 Budget Information
At the May 27th work session, the Council provided staff with guidance on the budget. The
information being provided tonight has incorporated that input.
2020 Budget Factors
Revenues
1) According to the most recent numbers from Hennepin County (3/21/19), The City's
Taxable Market Value (TMB) has increased from $3,003,119,796 to $3,165,276,316.
This is an increase of 5.4%. As a result of the increased in valuation, the City's tax
capacity is estimated to increase from $34,672,468 to $36,356,331; an increase of
4.87%. This means that the City's tax levy can increase by 4.87% ($272,000) without
increasing the City's tax rate. At the work session, the Council indicated that they
would be comfortable with an additional $100,000 levy increase for road funding.
2) The property tax levy for the General Fund is increasing by $299,000. $80,000 of the
increase is to cover street maintenance costs that are being moved from the Pavement
Management Fund back to the General Fund. These costs had been moved into the
Pavement Management Fund a number of years ago. From an accounting and
operating perspective, having the maintenance cost in an operating budget versus a
construction fund the preferred way to track operating expenditures.
3) The Council also indicated at the May work session that budgets for building related
revenues could be increased by $40,000. This increase has been incorporated into the
revenue budget. The increase are: $25,000 for building permits, $3,000 for plumbing
permits, $10,000 for plan check fees, and $2,000 for variances.
4) Administrative charges are increasing by $38,310. This revenue is charged to the
Water, Sewer, and Storm Water funds and is based on the Administration and
Finance budgets.
2019 Budget — Page 1
5) Police service contract revenue is being increased by $39,570. The increases for
Minnetonka Beach and Spring Park are based on the wage increase for police
officers. The Mound increase is based on the CPI -U.
The revenues listed above account for the majority of the revenue increases. The overall increase
for all General Fund revenues is $416,600.
Expenditures:
1. The expenditure budget has been prepared with a 2.5% contractual increase for the
Local 12 and local 49 employees. The police budget includes 3% for wages. Non-
union employees are included with a 3% increase. This number may change based on
the police contract currently being negotiated. Total COLA increases add $155,000
to the budget. Scheduled step increases total an additional $40,000.
2. The City generally pays 50% of the increase in family insurance premiums — required
in the Local 12 and 49 contracts — this year the premium increase is $252/month so
the Cities contribution increase is $126/month. This totals an additional $35,000.
3. The City's contribution to the Public Employees' Retirement Association (PERA) for
police officers is increasing from 16.95% to 17.70%. This adds $18,000 to the police
budget.
4. 2020 is an election year. The 2020 budget will see an increase in election
expenditures of $69,000. Some of this increase is due to the reallocation of wages
from Administration to Elections and does not impact the overall budget. There is an
additional $31,000 for election judges and $6,900 in other expenses that does increase
the overall budget. This is a one year increase and 2021 will see a decrease.
5. The City's liability insurance is increase by $40,000 due to increased premiums for
police and a poor experience modification factor (1.35) due to recent land use law
suits.
6. As indicated in the Revenue section, the contracted street maintenance line item is
increasing $80,000 in the Public Works Department. This is not an increase in actual
spending; it is a reallocation of the fund that is spending the money. By having it
funded in the department budget, it presents a more accurate picture of the annual
operating costs of the city.
7. The 2019 budget included an amount of $100,000 in the Contingency Line Item.
This amount was reduced to $30,000.
8. The large increase in Professional Services is the result of a change in accounting for
IT related expenditures. Starting in 2019, IT expenditures are being paid by the IT
2019 Budget — Page 2
Services fund. In turn, each department is charge an IT Services fee. The individual
changes can be seen in the line item detail of each department.
Underfunded
1) As the Council is aware, long term funding for roads needs to be secured. To
adequately fund the projected 2020 projects, the Pavement levy was projected to
increase to $617,450. Combined with a shift of the maintenance cost ($80,000) to the
Public Works Department, the Pavement Management Fund will realize a net benefit
of $153,000.
2) Long -Term Funding of the CIP has not been identified. The current budget does
increase the General Fund Transfer to the Improvement & Equipment Outlay Fund by
$25,000. This is the result of a planned decrease in the transfer to the 2014 Debt
Service Fund of $25,000. The Transfers budget stays constant at $400,000.
3) The Planning Department is proposing to add a Code Enforcement Official that is
shared with the Police Department. Staff feels that this position is needed to meet the
Council's desire for improved code enforcement. This position would add $33,000 to
both the Police and Planning budgets.
Issues for discussion:
1. Staff is looking for Council's input on the General Fund Budget as currently presented.
Is the Council comfortable with the increase in the tax levy, the proposed expenditures,
and the projected revenues?
2. Is the Council in support of adding a Code Enforcement Officer/CSO to current staffing
levels?
3. Are there initiatives that the Council would like to see funded that are not currently
included in the budget?
2019 Budget — Page 3
MEMORANDUM
To: Mayor Walsh and Orono City Council
From: Ron Olson, Finance Director
Subject: 2019 Budget
Date: May 28, 2019
Attachments:
2020 Budget Timeline
This item is designed to give the Council a very high level view of the upcoming budget process.
At this time the Department Heads are working on their department budgets. Staff is aware of
some significant budget increases that are included in this memo. The Council's input at this
work session will be used to prepare a draft budget which will be discussed at the July work
session.
2020 Budget Factors
Taxes
1) According to the most recent numbers from Hennepin County (3/21/19), The City's
Taxable Market Value (TMB) has increased from $3,003,119,796 to $3,165,276,316.
This is an increase of 5.4%.
2) As a result of the increased in valuation, the City's tax capacity is estimated to
increase from $34,672,468 to $36,356,331; an increase of 4.87%. This means that the
City's tax levy can increase by 4.87% ($272,000) without increasing the City's tax
rate.
3) The Mound service contract includes an inflator based on the CPI -U from July 1,
2018 to June 30 of 2019. At this time the increase will be around 2.0% which is
equal to $35,000. Minnetonka Beaches and Spring Park's police service charges will
increase by the percentage of increase in officer's wages in 2020. The current
contract ends on 12/31/19 so the actual amount will not be known until the contract is
negotiated. A 2.5% increase in wages will increase the contract revenue by $14,300.
The overall increase for the revenues listed above totals $321,300. This is the amount that the
budget can be increased without increasing the tax rate. It is possible that the revenues for
building related revenues will again be over budget. In the past, these additional revenues were
not budgeted because they will eventually decrease to normal levels. However, the Council
2019 Budget — Page 1
could decide to budget for the expected revenues and then increase the amount transferred to the
Equipment Improvement Outlay Fund or the Pavement Management Fund.
Expenditures:
Tncrea�e�
1. A 2.5% COLA increase — which is the amount in the Local 12 and local 49 contracts
— totals $112,936. This number may change based on the police contract currently
being negotiated. Scheduled step increases total an additional $39,132
2. The City generally pays 50% of the increase in family insurance premiums — required
in the Local 12 and 49 contracts — this year the premium increase is $252/month so
the Cities contribution increase is $126/month. This totals an additional $35,000.
3. 2020 is an election year. The 2020 budget will see an increase in election
expenditures of around $22,000. This is a one year increase and 2021 will see a
decrease.
4. The City's liability insurance is increase by $40,000 due to increased premiums for
police and a poor experience modification factor (1.35) due to land use law suits.
5. The 2019 budget included an amount of $100,000 in the Contingency Line Item.
This amount can be reduced and used to cover some of the 2019 increases.
Underfunded
1) As the Council is aware, long term funding for roads needs to be secured. To
adequately fund the projected 2020 projects, the Pavement levy was projected to
increase to $750,000, which is an increase of $205,550.
2) Long -Term Funding of the CIP has not been identified.
Issues for discussion:
Tax Levy
Staff is requesting guidance on the amount that the Council is comfortable with for a tax levy
increase.
Wages
Staff is requesting guidance on the amount of the annual wage increase, if any that the Council
would like to see included in the draft budget for non-union wages. The total increase identified
above includes a 2.5% increase. The above information also includes an estimated 2.5%
increase for the police contracts.
2019 Budget — Page 2
Table of Content
Local Levy .................................... 2
Tax Capacity Rate ....................... 3
Levy 5% Increase ......................... 4
Levy No Change .......................... 5
Levy 5% Decrease ....................... 6
Revenue........................................7
Expenditure by Category .......... 9
Expenditure by Department ................................. 10
Mayor & Council .............................................. 11
Administration.................................................
13
Elections...........................................................
16
Assessing..........................................................
18
Finance Department ......................................
20
Law/Legal Service ...........................................
22
Central Service ................................................
24
Human Service ................................................
27
Police Department .........................................
29
Fire Protection .................................................
33
Building & Zoning ............................................
35
Engineering......................................................
38
Public Works ....................................................
40
Parks.................................................................
43
GolfCourse ......................................................
46
BrushSite .........................................................
50
Special Service — Consulting & Police ...........
52
Special Projects — Contingencies ...................
54
0
City of Orono
Local Levy
2020 Over / Under 2019
2019
2020
Amount
Percent
TAX LEVIES
General Fund
$4,380,000
$4,679,000
$299,000
6.83%
Pavement Management
544,450
617,450
$73,000
13.41%
GO Improvement 2010
132,725
132,725
$0
0.00%
GO Improvement 2014
165,300
165,300
$0
0.00%
GO Improvement 2016
412,975
412,975
$0
0.00%
Additional Pavement Management
$0
Total Local Tax Capacity Rate
$5,635,450
$6,007,450
$372,000
6.60%
Actual
TAX CAPACITY 2019
Net Tax Capacity (Adj Net Tax Capacity) $34,349,674
LOCAL LEVY
Total levy all funds $5,635,450
TAX CAPACITY RATES
General Revenue
Pavement Management
GO Improvement 2010
GO Improvement 2014
GO Improvement 2016
Additional Pavement Management
Total Local Tax Capacity Rate
Estimated
2020
$34,349,674
$6,007,450
2019 Over / Under 2020
Amount Percent
U U.UU /o
$372,000 6.60%
12.751%
13.622%
0.870
1.585%
1.798%
0.213
0.386%
0.386%
0.000
0.481%
0.481%
0.000
1.202%
1.202%
0.000
0.000%
0.000%
0.000
16.406%
17.489%
1.083
Levy Increase
Tax Capacity (N
Tax Capacity R
Net City Tax
$ Increase from
% Increase from
Effect of 2019 Tax Levy & Budget on Residential Properties
5.0% Increase in Value
m
Actual
Estimated
Actual
Estimated
Actual
Estimated
Actual
Estimated
2019
2020
2019
2020
2019
2020
2019
2020
Value
$250,000
$262,500
$500,000
$525,000
$1,000,000
$1,050,000
$2,000,000
$2,100,000
MVE
$14,740
$13,615
$0
$0
$0
Tax Value
$235,260
$248,885
$500,000
$525,000
$1,000,000
$1,050,000
$2,000,000
$2,100,000
4.49%
4.49%
4.49%
4.49%
et)
2,353
2,489
5,000
5,313
11,250
11,875
23,750
25,000
ate
16.406%
17.489%
16.406%
17.489%
16.406%
17.489%
16.406%
17.489%
$386.03
$435.30
$820.30
$929.10
$1,845.68
$2,076.82
$3,896.43
$4,372.25
2018
$49.27
$108.80
$231.14
$475.83
2018
12.76%
13.26%
12.52%
12.21%
Tax Capacity (net) = 1 % of first $500,000 market value, plus 1.25% of all value over $500,000
** Assumes a 5.0% Increase in value
Levy Increase
Tax Capacity (N
Tax Capacity R
Net City Tax
$ Increase from
% Increase from
Effect of 2019 Tax Levy & Budget on Residential Properties
No Change in Value
m
Actual
Estimated
Actual
Estimated
Actual
Estimated
Actual
Estimated
2019
2020
2019
2020
2019
2020
2019
2020
Value
$250,000
$250,000
$695,000
$695,000
$1,000,000
$1,000,000
$2,000,000
$2,000,000
MVE
$14,740
$14,740
$0
$0
$0
Tax Value
$235,260
$235,260
$695,000
$695,000
$1,000,000
$1,000,000
$2,000,000
$2,000,000
4.49%
4.49%
4.49%
4.49%
et)
2,353
2,353
7,438
7,438
11,250
11,250
23,750
23,750
ate
16.406%
17.489%
16.406%
17.489%
16.406%
17.489%
16.406%
17.489%
$386.03
$411.52
$1,220.20
$1,300.74
$1,845.68
$1,967.51
$3,896.43
$4,153.64
2018
$25.48
$80.55
$121.84
$257.21
2018
6.60%
6.60%
6.60%
6.60%
Tax Capacity (net) = 1 % of first $500,000 market value, plus 1.25% of all value over $500,000
** Assumes no change in value
Levy Increase
Tax Capacity (N
Tax Capacity R�
Net City Tax
$ Increase from
% Increase frorr
Effect of 2019 Tax Levy & Budget on Residential Properties
5.0% Decrease in Value
Tax Capacity (net) = 1 % of first $500,000 market value, plus 1.25% of all value over $500,000
** Assumes a 5.0% decrease in value
Actual
Estimated
Actual
Estimated
Actual
Estimated
Actual
Estimated
2019
2020
2019
2020
2019
2020
2019
2020
Value
$250,000
$237,500
$500,000
$475,000
$1,000,000
$950,000
$2,000,000
$1,900,000
MVE
$14,740
$15,865
$0
$0
$0
Tax Value
$235,260
$221,635
$500,000
$475,000
$1,000,000
$950,000
$2,000,000
$1,900,000
4.49%
4.49%
4.49%
4.49%
et)
2,353
2,271
5,000
4,688
11,250
10,625
23,750
22,500
ite
16.406%
17.489%
16.406%
17.489%
16.406%
17.489%
16.406%
17.489%
$386.03
$397.18
$820.30
$819.80
$1,845.68
$1,858.21
$3,896.43
$3,935.03
2018
$11.14
-$0.50
$12.53
$38.60
12018
2.89%
-0.06%
0.68%
0.99%
Tax Capacity (net) = 1 % of first $500,000 market value, plus 1.25% of all value over $500,000
** Assumes a 5.0% decrease in value
Revenue Source
Current Ad Valorem Taxes
Delinquent Ad Valorem Taxes
Fiscal Disparities
Personal Property Tax
Forfieted Tax Sale Apportionmt
Rent Credit
Penalties and Interest -Taxes
Property Taxes
Beer & Liquor Licenses
Cigarette Licenses
Garbage Haulers Licenses
Other Business License/Permit
Dog Licenses
Total Licenses
Building Permits
Zoning Permit
Mechanical/Septic/Other
Plumbing Permit
Total Permits
Federal Grant -other
Market Value Credit
Police State Aid
Police Training Reimbursement
PERA State Aid
State Grant -other
Total Intergovernmental
Administrative Charges for Svc
General Taxable Sales/Service
Assessments searches
Plan Check/Site Exam Fees
Cond Use-Variance-Dev Fees
Engineering & Legal Fees
Bldg Permits -mail in fees
On-site Septic Program fees
Coop Agreement -public works
InterDepartmental Services -PW
Brush Site Fees
Off Leash Annual Pass
Total Gen Govt Service Charges
Coop Agreement -inspection
Coop Agreement -police
Police Special Services
False Alarm Fees
Police Reports
Police Reserve Receipts
Total Public Safety Service Charges
Other Fines
Court Fines
Drug Task Force
Dog Impound Fees
Total Fines and Forfeits
Interest on investments
Interest -NOW account
Total Investment Revenue
Green Fees
Rental -Golf carts & Club
Beer Sales
Pop Sales
Concessions -taxable
Golf Ball Sales
Pro Shop -taxable
Pro Shop -nontaxable
Other Golf Course Receipts
Cash Over/Short
Total Golf Course Receipts
City of Orono
2020 Revenue Budget Summary
0.0%
7
Percentage
2018
Y -T -D
2019
2020
Increase
Increase
Actual
Jun 30,2019
Budget
Budget
(Decrease)
(Decrease)
4,243,334
-
4,380,000
4,679,000
299,000
6.8%
(36,921)
10,000
10,000
-
0.0%
34,614
-
-
N/A
19,534
N/A
-
N/A
-
N/A
831
-
-
-
N/A
4,261,392
4,390,000
4,689,000
299,000
6.8%
7,125
-
7,000
7,100
100
1.4%
280
750
400
500
100
25.0%
1,095
990
1,100
1,100
-
0.0%
11,275
6,061
6,500
10,000
3,500
53.8%
100
680
-
-
-
N/A
19,875
8,481
15,000
18,700
3,700
24.7%
577,582
288,343
400,000
425,000
25,000
6.3%
1,200
875
1,750
1,500
(250)
-14.3%
102,411
27,916
55,000
55,000
-
0.0%
39,972
14,937
25,000
28,000
3,000
12.0%
721,165
332,071
481,750
509,500
27,750
5.8%
-
-
-
-
-
N/A
392
-
-
-
N/A
234,178
220,000
225,000
5,000
2.3%
27,753
23,000
23,000
-
0.0%
7,219
-
7,220
7,200
(20)
-0.3%
18,183
4,655
20,000
145,000
125,000
625.0%
287,725
4,655
270,220
400,200
129,980
48.1%
69,000
138,325
245,170
283,500
38,330
15.6%
3,852
878
1,000
2,000
1,000
100.0%
200
100
300
200
(100)
-33.3%
320,621
171,509
190,000
200,000
10,000
5.3%
20,405
11,935
17,000
19,000
2,000
11.8%
95,817
26,565
40,000
45,000
5,000
12.5%
320
-
700
-
(700)
-100.0%
44,933
45,765
44,750
45,800
1,050
2.3%
1,241
-
3,000
1,500
(1,500)
-50.0%
-
-
-
-
N/A
-
394
-
-
-
N/A
16,790
12,115
12,000
15,000
3,000
25.0%
573,178
407,587
553,920
612,000
58,080
10.5%
18,841
21,694
20,000
15,000
(5,000)
-25.0%
2,307,980
2,060,677
2,370,830
2,410,400
39,570
1.7%
150,000
53,534
90,000
90,000
-
0.0%
900
650
2,000
1,000
(1,000)
-50.0%
1,431
389
850
900
50
5.9%
-
-
300
-
(300)
-100.0%
2,479,151
2,136,944
2,483,980
2,517,300
33,320
1.3%
-
-
-
-
-
N/A
70,820
35,238
80,000
80,000
0.0%
-
-
-
-
N/A
140
-
100
100
0.0%
70,960
35,238
80,100
80,100
0.0%
61,869
-
95,910
80,000
(15,910)
-16.6%
474
200
500
500
0.0%
62,343
200
96,410
80,500
(15,910)
-16.5%
109,792
56,732
110,000
110,000
0.0%
47,691
17,884
49,000
49,000
-
0.0%
10,152
3,784
8,000
10,000
2,000
25.0%
-
-
-
-
-
N/A
4,983
2,444
6,000
5,000
(1,000)
-16.7%
-
730
-
-
N/A
2,075
488
3,000
2,000
(1,000)
-33.3%
277
34
-
-
N/A
591
-
N/A
0.0%
7
City of Orono
2020 Revenue Budget Summary
8
Percentage
2018
Y -T -D
2019
2020
Increase
Increase
Revenue Source
Actual
Jun 30,2019
Budget
Budget
(Decrease)
(Decrease)
Utility Penalties
1,920
-
2,000
2,000
-
0.0%
Miscellaneous Revenue
4,488
3,138
3,000
4,600
1,600
53.3%
Rent Income
5,400
2,700
5,400
5,400
-
0.0%
Contributions & donations
2,517
2,500
-
-
N/A
Refunds & Reimbursements
20,376
1,979
500
500
-
0.0%
Sale of Equipment
33,097
25,577
15,000
20,000
5,000
33.3%
Cash Over/Short
-
(1)
-
-
-
N/A
Filing fees-elections/plats
1,056
-
4,000
3,000
(1,000)
-25.0%
Total Miscellaneous Revenue
68,855
35,892
29,900
35,500
5,600
18.7%
Total Revenue
8,720,255
3,043,171
8,577,280
9,118,800
541,520
6.3%
8
City of Orono
2020 General Fund Budget
Major Expenditure Categories
9
Dollar
2018
Y -T -D
2019
2020
Increase
Increase
Actual
Jun 30,2019
Budget
Recommended
(Decrease)
(Decrease)
Personal Services
5,366,865
2,634,562
5,469,740
5,761,400
291,660
5.33%
Supplies & Maintenance
688,297
285,578
625,110
627,100
1,990
0.32%
Insurances
98,846
61,405
122,810
160,300
37,490
30.53%
Professional Services
1,106,196
535,207
1,287,000
1,436,600
149,600
11.62%
Other Expenses
451,131
163,626
374,720
504,500
129,780
34.63%
Capital Outlay
197,547
160,917
184,000
185,000
1,000
0.54%
Transfers to Other Funds
837,703
200,000
400,000
400,000
-
0.00%
Contingencies
8,312
-
100,000
30,000
(70,000)
-70%
Purchases for Resale
8,909
4,351
13,900
13,900
-
0.00%
Total
8,763,805
4,045,646
8,577,280
9,118,800
541,520
6.31%
9
Mayor & Council
Administration
Elections
Assessing
Finance
Law/Legal Services
Central Services
Human Services
Police
Fire Protection Services
Building & Zoning
Engineering
Street Maintenance
Parks
Golf Course
Brush Site
Special Services
Special Projects -Contingencies
Transfers to Other Funds
Total General Fund Expenditures
City of Orono
2020 General Fund Budget
Departmental Budgets
2018
2018
2019
Y -T -D
2020
Budget
Actual
Budget
Jun 30,2019
Recommended
85,165
88,698
34,030
22,040
34,400
324,184
340,623
434,470
192,314
422,800
25,552
20,037
7,160
523
69,000
182,000
185,750
185,000
15,917
195,000
331,926
315,214
273,050
120,625
276,100
112,000
114,340
129,000
55,152
134,000
258,800
326,599
294,890
112,996
315,100
12,400
12,125
12,400
-
12,400
4,369,035
4,261,032
4,519,170
2,156,107
4,873,800
390,000
389,365
402,100
301,574
422,100
739,729
707,346
695,910
292,894
713,300
15,000
15,655
20,000
11,858
20,000
525,893
596,420
513,180
321,157
608,800
173,136
187,857
218,440
81,781
229,800
172,831
213,491
212,730
103,493
220,800
-
-
-
4,137
12,900
95,750
145,247
125,750
53,077
128,500
-
8,312
100,000
-
30,000
380,000
837,703
400,000
200,000
400,000
Dollar
Increase
Decrease
370
(11,670)
61,840
10,000
3,050
5,000
20,210
354,630
20,000
17,390
o�
Increase
Decrease
1.09%
-2.69%
863.69%
5.41%
1.12%
3.88%
6.85%
0.00%
7.85%
4.97%
2.50%
0.00%
95,620 18.63%
11,360 5.20%
8,070 3.79%
12,900 N/A
2,750
(70,000)
2.19%
-70.00%
0.00%
8,193,401 8,765,813 8,577,280 4,045,646 9,118,800 541,520 6.31%
IN
2020 General Fund Operating Budget
Departmental Summary
Mayor & Council
41110
PROGRAM DESCRIPTION & OBJECTIVES:
The City Council oversees the policies and procedures that govern the city in promoting the health, safety, and general welfare of
the citizens of Orono.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for City Council Representatives
*City-wide Memberships are as follows:
Suburban Rate Authority
League of Minnesota Cities
Metro Cities
*Other Expenses includes training and meeting expenses
Is
Dollar
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Budget
Jun 30, 2019
Recommended
(Decrease)
(Decrease)
Personal Services 19,348
19,665
19,690
9,836
19,700
10
0.05%
City Wide Memberships 64,621
67,976
12,090
11,565
12,400
310
2.56%
Other Expenses 1,928
1,056
2,250
639
2,300
50
2.22%
City Council Total 85,898
88,698
34,030
22,040
34,400
370
1.09%
PROGRAM DESCRIPTION & OBJECTIVES:
The City Council oversees the policies and procedures that govern the city in promoting the health, safety, and general welfare of
the citizens of Orono.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for City Council Representatives
*City-wide Memberships are as follows:
Suburban Rate Authority
League of Minnesota Cities
Metro Cities
*Other Expenses includes training and meeting expenses
Is
City of Orono
2020 Line Item Budget
Mayor & Council
41110
12
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
Full -Time Employees Regular
18,200
17,908
18,200
18,210
9,100
18,200
(10)
-0.05%
FICA
1,392
1,370
1,392
1,400
696
1,400
0
0.00%
Worker's Comp Insurance Prem
50
70
73
80
40
100
20
25.00%
Total Personal Services
19,642
19,348
19,665
19,690
9,836
19,700
10
0.05%
Other Expenses
IT Services
0
0
0
800
0
800
0
0.00%
Memberships
62,198
64,621
67,976
12,090
11,565
12,400
310
2.56%
Training & Development
267
325
66
250
225
300
50
20.00%
Meeting Expenses
1,332
1,134
990
1,200
414
1,200
0
0.00%
Other Miscellaneous Charges
0
469
0
0
0
0
0
N/A
Total Other Expenses
63,797
66,549
69,032
14,340
12,204
14,700
360
2.51%
City Council Total
83,440
85,898
88,698
34,030
22,040
34,400
370
1.09%
12
PROGRAM DESCRIPTION & OBJECTIVES:
The Administration Department includes the City Administrator who is responsible for meeting satatutory and legal obligations,
implementing policy established by the City Council and ensuring the successful management of all city operations. In addition
the City Administrator is responsible for overseeing the human resource function.
The City Clerk and Administrative Staff are also included in the Administration Department and perform various function such as
customer service, general administrative duties, permits and licensing, elections, data practices, and record management.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the City Administrator and Administration Staff (90%).
*Professional Services includes the city recorder for city council meetings.
*Other Expenses includes training and development, memberships in professional organizations for the Administrative Staff, and
the City Administrator's car allowance.
13
2020 General Fund Operating Budget
Departmental Summary
Administration
41300
Dollar
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
307,129
329,327 408,470
187,837
397,500
(10,970)
-2.69%
Supplies & Maintenance
183
207 300
165
300
0
0.00%
Professional Serivices
5,623
4,545 12,500
1,500
12,500
0
0.00%
Other Expenses
5,507
6,543 13,200
2,812
12,500
(700)
-5.30%
Administration Total
318,443
340,623 434,470
192,314
422,800
(11,670)
-2.69%
PROGRAM DESCRIPTION & OBJECTIVES:
The Administration Department includes the City Administrator who is responsible for meeting satatutory and legal obligations,
implementing policy established by the City Council and ensuring the successful management of all city operations. In addition
the City Administrator is responsible for overseeing the human resource function.
The City Clerk and Administrative Staff are also included in the Administration Department and perform various function such as
customer service, general administrative duties, permits and licensing, elections, data practices, and record management.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the City Administrator and Administration Staff (90%).
*Professional Services includes the city recorder for city council meetings.
*Other Expenses includes training and development, memberships in professional organizations for the Administrative Staff, and
the City Administrator's car allowance.
13
City of Orono
2020 Line Item Budget
Administration
41300
14
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
Full -Time Employees Regular
178,909
159,423
242,257
290,270
138,051
282,300
(7,970)
-2.75%
Full -Time Employees Overtime
1,098
149
434
1,300
0
1,300
0
0.00%
Part -Time Employees
0
60,720
0
0
0
0
0
N/A
Temporary/Seasonal Employees
9,182
8,787
8,910
10,500
5,159
10,500
0
0.00%
PERA
13,305
11,242
18,204
21,870
10,353
21,300
(570)
-2.61%
FICA
13,536
16,848
18,714
23,110
10,398
22,500
(610)
-2.64%
City Benefit Contribution
35,931
30,923
39,411
59,460
22,897
57,600
(1,860)
-3.13%
Unemployment Benefit Payments
0
17,758
0
0
0
0
0
N/A
Worker's Comp Insurance Prem
1,210
1,280
1,397
1,960
980
2,000
40
2.04%
Total Personal Services
253,171
307,129
329,327
408,470
187,837
397,500
(10,970)
-2.69%
Supplies & Maintenance
Books & Periodicals
44
183
207
300
165
300
0
0.00%
Total Supplies & Maintenance
44
183
207
300
165
300
0
0.00%
Professional Services
IT Services
0
0
0
6,500
0
6,500
0
0.00%
Professional Services
5,245
5,623
4,545
6,000
1,500
6,000
0
0.00%
Total Professional Serivices
5,245
5,623
4,545
12,500
1,500
12,500
0
0.00%
14
City of Orono
2020 Line Item Budget
Administration cont.
41300
15
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Other Expenses
Travel Expenses
3,600
1,044
750
4,000
209
3,500
(500)
-12.50%
General Advertising
0
0
0
0
0
0
0
N/A
Memberships
1,338
171
1,245
1,200
1,401
1,500
300
25.00%
Training & Development
4,338
722
1,444
4,500
1,013
4,000
(500)
-11.11%
Meeting Expenses
553
1,329
439
500
0
500
0
0.00%
Other Miscellaneous Charges
2,394
2,241
2,665
3,000
190
3,000
0
0.00%
Total Other Expenses
12,223
5,507
6,543
13,200
2,812
12,500
(700)
-5.30%
Administration Total
270,683
318,443
340,623
434,470
192,314
422,800
(11,670)
-2.69%
15
2020 General Fund Operating Budget
Departmental Summary
Elections
41410
2017
2018
2019
Y -T -D
Actual
Actual
Budget
Jun 30, 2019
Personal Services 0
12,692
1,160
0
Supplies & Maintenance 1,736
3,315
5,000
0
Other Expenses 657
4,030
1,000
523
Elections Total 2,393 20,037 7,160 523 69,000
PROGRAM DESCRIPTION & OBJECTIVES:
The Elections Department administers all federal, state, county, and municipal elections held in the city. Temporary election
judges are hired to provide the necessary staffing at polling locations, and for the operation of voting machines. The
Administrative Staff provides supervision to the election judges as needed and maintains election records.
OPERATING COST ACTIVITIES:
*Personal Services are the wages for the temporary election judges and Administration Staff (10%). 2020 is an election year.
*Other expenses include professional services, postage, travel expenses, advertising, building/equipment rental, training, meeting
expenses and other miscellaneous expenses.
44,240 617.88%
16
Dollar
2020
Increase
Increase
Recommended
Decrease
Decrease
57,700
38,940
3356.90%
3,400
(1,600)
-32.00%
7,900
6,900
690.00%
Elections Total 2,393 20,037 7,160 523 69,000
PROGRAM DESCRIPTION & OBJECTIVES:
The Elections Department administers all federal, state, county, and municipal elections held in the city. Temporary election
judges are hired to provide the necessary staffing at polling locations, and for the operation of voting machines. The
Administrative Staff provides supervision to the election judges as needed and maintains election records.
OPERATING COST ACTIVITIES:
*Personal Services are the wages for the temporary election judges and Administration Staff (10%). 2020 is an election year.
*Other expenses include professional services, postage, travel expenses, advertising, building/equipment rental, training, meeting
expenses and other miscellaneous expenses.
44,240 617.88%
16
Total Personal Services 12,414 0 12,692 1,160 0 57,700 38,940 3356.90%
Supplies & Maintenance
City of Orono
Books & Periodicals
0
0
0
2020 Line Item Budget
0 0
0
N/A
Equipment Parts & Accessories
3,763
1,736
2,725
5,000
Elections
(2,500)
-50.00%
Small Tools and Minor Equip
281
0
591
0
0 900
41410
N/A
0
500
500
N/A
General Advertising
325
Total Supplies & Maintenance
4,044
1,736
3,315
5,000
Dollar
%
-32.00%
2016
2017
2018 2019
0
Y -T -D
2020
Increase
Increase
Other Equipment Rentals
Actual
Actual
Actual Budget
0
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
0
0
67
0
0
500
500
N/A
Full -Time Employees Regular
0
0
0
0
0
17,600
17,600
N/A
Full -Time Employees Overtime
0
0
0 1,000
0
1,000
0
0.00%
Temporary/Seasonal Employees
12,330
0
12,556
0
0
31,300
31,300
N/A
PERA
0
0
0
80
0
1,400
1,320
1650.00%
FICA
84
0
137
80
0
1,400
1,320
1650.00%
City Benefit Contribution
0
0
0
0
0
4,600
4,600
N/A
Worker's Comp Insurance Prem
0
0
0
0
0
400
400
N/A
Total Personal Services 12,414 0 12,692 1,160 0 57,700 38,940 3356.90%
Supplies & Maintenance
Books & Periodicals
0
0
0
0
0 0
0
N/A
Equipment Parts & Accessories
3,763
1,736
2,725
5,000
0 2,500
(2,500)
-50.00%
Small Tools and Minor Equip
281
0
591
0
0 900
900
N/A
0
500
500
N/A
General Advertising
325
Total Supplies & Maintenance
4,044
1,736
3,315
5,000
0 3,400
(1,600)
-32.00%
Other Expenses
Professional Services
0
0
0
0
0
500
500
N/A
Postage
1,328
657
397
1,000
0
1,000
0
0.00%
Travel Expenses
89
0
352
0
0
500
500
N/A
General Advertising
325
0
226
0
0
400
400
N/A
Building Rentals
0
0
0
0
0
0
0
N/A
Other Equipment Rentals
0
0
0
0
0
0
0
N/A
Training & Development
0
0
67
0
0
500
500
N/A
Meeting Expenses
36
0
1,543
0
0
2,800
2,800
N/A
Other Miscellaneous Charges
488
0
1,443
0
523
2,200
2,200
N/A
Total Other Expenses
2,266
657
4,030
1,000
523
7,900
6,900
690.00%
Elections Total 18,725 2,393 20,037 7,160 523 69,000 44,240 617.88%
17
PROGRAM DESCRIPTION & OBJECTIVES:
The City maintains a renewable contract agreement with Hennepin County to provide Assessing services.
18
2020 General Fund Operating Budget
Departmental Summary
Assessing
41550
Dollar
%
2017
2018 2019 Y -T -D
2020
Increase
Increase
Actual
Actual Budget Jun 30, 2019
Recommended
Decrease
Decrease
Assessing Contract 176,166
185,750 185,000 15,917
195,000
10,000
5.41%
Assessing Total 176,166
185,750 185,000 15,917
195,000
10,000
5.41%
PROGRAM DESCRIPTION & OBJECTIVES:
The City maintains a renewable contract agreement with Hennepin County to provide Assessing services.
18
City of Orono
2020 Line Item Budget
Assessing
41550
2016 2017 2018 2019 Y -T -D
Actual Actual Actual Budget Jun 30, 2019
Assessing Services
Dollar %
2020 Increase Increase
Recommended Decrease Decrease
Assessing Services 161,831 176,166 185,750 185,000 15,917 195,000 10,000 5.41%
Total Assessing Service 161,831 176,166 185,750 185,000 15,917 195,000 10,000 5.41%
Assessing Total 161,831 176,166 185,750 185,000 15,917 195,000 10,000 5.41%
19
2020 General Fund Operating Budget
Departmental Summary
Finance Department
41500
Finance Total 300,229 311,760 273,050 120,625 276,100
PROGRAM DESCRIPTION & OBJECTIVES
The Finance Department oversees the City's financial operations, insurances, and employee benefits. It is responsible for
preparing the budget document and annual report in accordance with generally accepted accounting principles.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Finance Department Staff.
Staff includes: Finance Director (90%), Accountant and Payroll/Utility Billing Clerk (50%).
*Other Expenses includes training and development, and memberships in professional organizations for the Finance Staff.
3,050 1.12%
20
2017
2018
2019
Y -T -D
Increase
Actual
Actual
Budget
Jun 30, 2019
Personal Services
299,624
310,761
262,750
120,069
Supplies & Maintenance
0
0
0
0
Professional Services
0
293
4,900
0
Other Expenses
605
707
5,400
556
Finance Total 300,229 311,760 273,050 120,625 276,100
PROGRAM DESCRIPTION & OBJECTIVES
The Finance Department oversees the City's financial operations, insurances, and employee benefits. It is responsible for
preparing the budget document and annual report in accordance with generally accepted accounting principles.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Finance Department Staff.
Staff includes: Finance Director (90%), Accountant and Payroll/Utility Billing Clerk (50%).
*Other Expenses includes training and development, and memberships in professional organizations for the Finance Staff.
3,050 1.12%
20
Dollar
%
2020
Increase
Increase
Recommended
Decrease
Decrease
265,700
2,950
1.12%
0
0
N/A
5,000
100
2.04%
5,400
0
0.00%
Finance Total 300,229 311,760 273,050 120,625 276,100
PROGRAM DESCRIPTION & OBJECTIVES
The Finance Department oversees the City's financial operations, insurances, and employee benefits. It is responsible for
preparing the budget document and annual report in accordance with generally accepted accounting principles.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Finance Department Staff.
Staff includes: Finance Director (90%), Accountant and Payroll/Utility Billing Clerk (50%).
*Other Expenses includes training and development, and memberships in professional organizations for the Finance Staff.
3,050 1.12%
20
Personal Services
Full -Time Employees Regular
Full -Time Employees Overtime
Part -Time Employees
Temporary/Seasonal Employees
PERA
FICA
City Benefit Contribution
Worker's Comp Insurance Prem
Total Personal Services
City of Orono
2020 Line Item Budget
Finance Department
41500
Supplies & Maintenance
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
220,068
196,301
205,932
162,670
73,307
169,300
6,630
4.08%
0
1,186
0
200
0
200
0
0.00%
19,551
24,367
29,987
31,010
15,249
31,800
790
2.55%
0
0
1,164
0
0
0
0
N/A
17,225
16,594
17,408
14,530
6,378
15,100
570
3.92%
16,790
16,623
17,369
14,820
6,305
15,400
580
3.91%
39,731
42,943
37,278
38,120
18,130
32,400
(5,720)
-15.01%
1,330
1,610
1,623
1,400
700
1,500
100
7.14%
314,695
299,624
310,761
262,750
120,069
265,700
2,950
1.12%
Supplies & Maintenance
Books & Periodicals
0
0
0
0
0
0
0
N/A
Memberships
325
330
315
400
315
400
0
Total Supplies & Maintenance
0
0
0
0
0
0
0
N/A
0.00%
Professional Services
Total Other Expenses
3,448
605
4,161
5,400
556
5,400
0
Auditing and Acct'g Services
0
0
293
0
0
0
0
N/A
IT Services
0
0
0
4,900
0
5,000
100
2.04%
318,143
300,229
314,921
273,050
120,625
276,100
3,050
1.12%
Total Professional Services 0 0 0 4,900 0 5,000 100 2.04%
Other Expenses
Travel Expenses
0
175
392
1,500
121
1,500
0
0.00%
Memberships
325
330
315
400
315
400
0
0.00%
Training & Development
3,123
100
3,454
3,500
120
3,500
0
0.00%
Total Other Expenses
3,448
605
4,161
5,400
556
5,400
0
0.00%
Finance Total
318,143
300,229
314,921
273,050
120,625
276,100
3,050
1.12%
21
2020 General Fund Operating Budget
Departmental Summary
Law/Legal Services
41600
Dollar
2017 2018 2019 Y -T -D 2020
Increase
Increase
Actual Actual Budget Jun 30, 2019 Recommended
Decrease
Decrease
Professional Services 120,115 114,340 129,000 55,152 134,000
5,000
3.88%
Law/Legal Services Total 120,115 114,340 129,000 55,152 134,000
5,000
3.88%
PROGRAM DESCRIPTION & OBJECTIVES:
The City maintains a renewable contract agreement with two local legal firms to provide legal services. The Legal Department
provides professional representation and opinion on city services and operations.
OPERATING COST ACTIVITIES:
*Professional Services includes the costs associated with the contract with legal staff, prosecution costs, code enforcement, and
jail charges.
22
23
City of Orono
2020 Line Item Budget
Law/Legal Services
41600
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Professional Services
Legal -Retainer
0
0
0 0
0
0
0
N/A
Legal -Prosecution
42,478
35,271
35,762 40,000
31,743
40,000
0
0.00%
Legal -Consulting
51,793
72,055
72,928 75,000
21,538
80,000
5,000
6.67%
Code Enforcement
1,999
2,043
998 2,000
853
2,000
0
0.00%
Jail Charges
16,648
10,746
4,652 12,000
1,019
12,000
0
0.00%
Total Professional Services
112,918
120,115
114,340 129,000
55,152
134,000
5,000
3.88%
Law/Legal Services Total
112,918
120,115
114,340 129,000
55,152
134,000
5,000
3.88%
23
Central Services Total 296,496 326,599 294,890 112,996 315,100 20,210 6.85%
PROGRAM DESCRIPTION & OBJECTIVES:
The Central Services Department provides for those operating expenses that encompass all city departments. By consolidating
these expenditures, the City can more accurately determine the effectiveness of the costs and benefits provided. The City
maintains a renewable contract agreement with an outside janitorial service for general cleaning and upkeep of city facilities. The
Central Services Department also pays for a portion of the costs associated with the annual audit.
OPERATING COST ACTIVITIES:
*Supplies & Maintenance include the operating supplies and maintenance expenses on city equipment and facilities.
*Other Expenses includes utilities, publishing costs, copier leases, and other miscellaneous charges related to city operations.
*Insurance Expenses includes a portion of the City's general and liability insurance costs.
*Professional Services includes annual audit expenses and fees associated with administering city benefit plans.
24
2020 General Fund Operating Budget
Departmental Summary
Central Services
41900
Dollar
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Supplies & Maintenance
113,169
121,379
60,500
24,585
79,000
18,500
30.58%
Professional Services
39,421
40,896
89,000
15,117
89,000
0
0.00%
Insurances
30,200
30,200
38,290
19,145
44,800
6,510
17.00%
Other Expenses
113,706
134,124
107,100
54,149
102,300
(4,800)
-4.48%
Capital Outlay & Transfers
0
0
0
0
0
0
N/A
Central Services Total 296,496 326,599 294,890 112,996 315,100 20,210 6.85%
PROGRAM DESCRIPTION & OBJECTIVES:
The Central Services Department provides for those operating expenses that encompass all city departments. By consolidating
these expenditures, the City can more accurately determine the effectiveness of the costs and benefits provided. The City
maintains a renewable contract agreement with an outside janitorial service for general cleaning and upkeep of city facilities. The
Central Services Department also pays for a portion of the costs associated with the annual audit.
OPERATING COST ACTIVITIES:
*Supplies & Maintenance include the operating supplies and maintenance expenses on city equipment and facilities.
*Other Expenses includes utilities, publishing costs, copier leases, and other miscellaneous charges related to city operations.
*Insurance Expenses includes a portion of the City's general and liability insurance costs.
*Professional Services includes annual audit expenses and fees associated with administering city benefit plans.
24
Supplies & Maintenance
Office supplies
Equipment Parts & Accessories
Bldg/Grounds Maint. Supplies
Repairs/Maint-Office Equip
Repairs/Maint-Misc. Equip
Repai rs/Maint-Bldgs/Grounds
Janitorial Services
Software Licensing
Total Supplies & Maintenance
Professional Services
City of Orono
2020 Line Item Budget
20,000
21,250
20,250
22,000
12,575
25,000
Central Services
13.64%
Data Processing Communication
0
75
0
0
41900
0
0
N/A
IT Services
0
0
0
49,000
0
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
11,685
10,331
11,026 12,000
3,348
12,000
0
0.00%
970
4,490
6,411 500
274
1,000
500
100.00%
2,520
3,040
3,482 3,500
1,886
3,500
0
0.00%
9,949
10,208
6,839 500
170
500
0
0.00%
3,302
5,878
211 3,000
0
3,000
0
0.00%
20,699
38,841
29,337 22,000
10,396
40,000
18,000
81.82%
17,171
16,662
18,959 19,000
8,510
19,000
0
0.00%
24,385
23,720
45,115 0
0
0
0
N/A
90,681
113,169
121,379 60,500
24,585
79,000
18,500
30.58%
Professional Services
Auditing and Acct'g Services
20,000
21,250
20,250
22,000
12,575
25,000
3,000
13.64%
Data Processing Communication
0
75
0
0
0
0
0
N/A
IT Services
0
0
0
49,000
0
49,000
0
0.00%
Professional Services
26,501
18,096
20,646
18,000
2,542
15,000
(3,000)
-16.67%
Insurance Agent of Record
0
0
0
0
0
0
0
N/A
Equipment Floaters Ins
1,300
1,300
1,300
0
0
0
0
Total Professional Services
46,501
39,421
40,896
89,000
15,117
89,000
0
0.00%
Insurances
General Liability Ins
10,000
10,000
12,000
6,000
10,200
(1,800)
-15.00%
Umbrella Liability Ins
5,000
5,000
5,000
10,000
5,000
15,100
5,100
51.00%
Bonds Insurance
200
200
200
1,040
520
700
(340)
-32.69%
Boiler & Machinery Ins
1,300
1,300
1,300
0
0
0
0
N/A
Property Insurance
5,000
5,000
5,000
10,000
5,000
14,100
4,100
41.00%
Equipment Floaters Ins
1,300
1,300
1,300
0
0
0
0
N/A
Automotive Insurance
7,400
7,400
7,400
5,250
2,625
4,700
(550)
-10.48%
Total Insurances
20,200
30,200
30,200
38,290
19,145
44,800
6,510
17.00%
25
City of Orono
2020 Line Item Budget
Central Services cont.
41900
26
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Other Expenses
Bank Fees
6,181
8,685
18,503
20,000
10,729
23,000
3,000
15.00%
Telephone
11,343
9,817
12,724
10,000
6,551
12,000
2,000
20.00%
Postage
10,412
8,972
(845)
10,000
8,235
6,000
(4,000)
-40.00%
Internet/Other Communications
6,873
9,836
15,264
0
5,122
0
0
N/A
Printing & Publishing
15,373
24,294
21,853
16,000
6,913
22,000
6,000
37.50%
Gas & Electric
29,757
28,847
31,055
29,100
14,502
33,300
4,200
14.43%
Water Utilities
4,111
3,949
2,893
4,000
1,148
4,000
0
0.00%
Office Equipment Rental
16,685
18,862
20,591
17,500
753
1,500
(16,000)
-91.43%
Special Equipment Replacement
11
0
0
0
0
0
0
N/A
Other Miscellaneous Charges
307
444
12,086
500
196
500
0
0.00%
Total Other Expenses
101,054
113,706
134,124
107,100
54,149
102,300
(4,800)
-4.48%
Capital Outlay
Spec Assmts on Land & Int
0
0
0
0
0
0
0
N/A
Interest on Special Assmnts
0
0
0
0
0
0
0
N/A
Total Capital Outlay
0
0
0
0
0
0
0
N/A
Central Services Total
258,437
296,496
326,599
294,890
112,996
315,100
20,210
6.85%
26
PROGRAM DESCRIPTION & OBJECTIVES:
The Human Services Department is comprised of area organizations that provide equal opportunity in employment, housing,
public services, and education. The City maintains an affiliation with these organizations to ensure a strong relationship with
area communities and their citizens.
OPERATING COST ACTIVITIES:
*Contributions are the contributions made to Human Service Organizations in the Orono area. Organizations include:
The Gillespie Center 9,500
Orono Community Education 2,900
12,400
27
2020 General Fund Operating Budget
Departmental Summary
Human Services
41800
Dollar
2017
2018 2019 Y -T -D
2020 Increase
Increase
Actual
Actual Budget Jun 30, 2019
Recommended Decrease
Decrease
Contributions 11,099
12,125 12,400 0
12,400 0
0.00%
Human Services Total 11,099
12,125 12,400 0
12,400 0
0.00%
PROGRAM DESCRIPTION & OBJECTIVES:
The Human Services Department is comprised of area organizations that provide equal opportunity in employment, housing,
public services, and education. The City maintains an affiliation with these organizations to ensure a strong relationship with
area communities and their citizens.
OPERATING COST ACTIVITIES:
*Contributions are the contributions made to Human Service Organizations in the Orono area. Organizations include:
The Gillespie Center 9,500
Orono Community Education 2,900
12,400
27
City of Orono
2020 Line Item Budget
Human Services
41800
Dollar %
2016 2017 2018 2019 Y -T -D 2020 Increase Increase
Actual Actual Actual Budget Jun 30, 2019 Recommended Decrease Decrease
Other Expenses
Contributions to Civic Org's 12,426 11,099 12,125 12,400 0 12,400 0 0.00%
Total Other Expenses
12,426
11,099
12,125
12,400
Human Services Total
12,426
11,099
12,125
12,400
0 12,400 0 0.00%
0 12,400 0 0.00%
28
Police Total 4,041,833 4,261,032 4,519,170 2,156,107 4,873,800 354,630 7.85%
PROGRAM DESCRIPTION & OBJECTIVES:
The Police Department provides for the public safety within Orono and several surrounding communities. This is accomplished
through preventive patrol, traffic enforcement, education, criminal investigation and prosecution. Through renewable contract
agreements, the city provides police services to the communities of Spring Park, Minnetonka Beach, and Mound. Due to the
nature of these cooperative agreements, the Police Department operates, and is budgeted for as a 'cost center'. This enables the
City to accurately determine the portion of operating costs that pertain to each contract city.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Police Department.
Staff includes: Police Chief, Deputy Chief, Sergeant (4), Investigators (3), Patrol Officers (19), Community Service Officer,
Office Manager, Administrative Assistant (2)
*Supplies & Maintenance include the operating supplies and maintenance expenses on police equipment and facilities.
*Other Expenses includes utilities, fuel, publishing costs, copier leases, and other miscellaneous charges related to police operations.
*Insurance Expenses includes a portion of the City's general, liability, and auto insurance costs.
*Professional Services includes the police records system, internet, animal care, and medical and psychological evaluations for new officers.
29
2020 General Fund Operating Budget
Departmental Summary
Police Department
42110
Dollar
%
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
3,366,031
3,533,309
3,680,660
1,760,358
3,868,100
187,440
5.09%
Supplies & Maintenance
200,686
241,921
239,300
80,177
246,500
7,200
3.01%
Professional Services
105,269
105,067
212,630
59,205
218,500
5,870
2.76%
Insurances
55,000
55,000
71,000
35,500
102,100
31,100
43.80%
Other Expenses
111,350
128,188
131,580
59,950
253,600
122,020
92.73%
Capital Outlay
203,497
197,547
184,000
160,917
185,000
1,000
0.54%
Police Total 4,041,833 4,261,032 4,519,170 2,156,107 4,873,800 354,630 7.85%
PROGRAM DESCRIPTION & OBJECTIVES:
The Police Department provides for the public safety within Orono and several surrounding communities. This is accomplished
through preventive patrol, traffic enforcement, education, criminal investigation and prosecution. Through renewable contract
agreements, the city provides police services to the communities of Spring Park, Minnetonka Beach, and Mound. Due to the
nature of these cooperative agreements, the Police Department operates, and is budgeted for as a 'cost center'. This enables the
City to accurately determine the portion of operating costs that pertain to each contract city.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Police Department.
Staff includes: Police Chief, Deputy Chief, Sergeant (4), Investigators (3), Patrol Officers (19), Community Service Officer,
Office Manager, Administrative Assistant (2)
*Supplies & Maintenance include the operating supplies and maintenance expenses on police equipment and facilities.
*Other Expenses includes utilities, fuel, publishing costs, copier leases, and other miscellaneous charges related to police operations.
*Insurance Expenses includes a portion of the City's general, liability, and auto insurance costs.
*Professional Services includes the police records system, internet, animal care, and medical and psychological evaluations for new officers.
29
Personal Services
Full -Time Employees Regular
Full -Time Employees Overtime
Part -Time Employees
Temporary/Seasonal Employees
PERA
FICA
City Benefit Contribution
Unemployment Benefit Payments
Worker's Comp Insurance Prem
Total Personal Services 3,223,019 3,366,031 3,533,309 3,680,660 1,760,358 3,868,100 187,440 5.09%
Supplies & Maintenance
Office supplies
Books & Periodicals
Motor Fuels & Lubricants
Equipment Parts & Accessories
Bldg/Grounds Maint. Supplies
Clothing & personal equipment
Training Supplies
Explorers Program expenses
Small Tools and Minor Equip
Repairs/Maint-Office Equip
Repairs/Maint-Auto Equip
Repairs/Maint-Misc. Equip
Repairs/Maint-Bldgs/Grounds
Janitorial Services
Software Licensing
7,351
3,991
City of Orono
6,000
1,244
5,000
(1,000)
-16.67%
0
2020 Line Item Budget
462
1,000
0
1,000
0
0.00%
Police Department
78,568
80,560
100,000
32,325
100,000
0
42110
4,657
5,369
7,612
4,000
2,478
16,500
12,500
312.50%
393
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
2,299,446
2,399,855
2,506,424 2,580,810
1,220,246
2,675,900
95,090
3.68%
21,976
21,601
35,048 50,000
9,728
50,000
0
0.00%
71,395
46,258
67,358 56,000
46,791
60,000
4,000
7.14%
0
45
0 0
0
0
0
N/A
362,096
371,245
391,268 418,860
202,338
459,200
40,340
9.63%
44,316
46,062
50,590 52,040
23,977
54,000
1,960
3.77%
350,045
371,816
368,620 397,880
194,743
419,000
21,120
5.31%
2,914
0
0 0
0
0
0
N/A
70,830
109,150
114,000 125,070
62,535
150,000
24,930
19.93%
Total Personal Services 3,223,019 3,366,031 3,533,309 3,680,660 1,760,358 3,868,100 187,440 5.09%
Supplies & Maintenance
Office supplies
Books & Periodicals
Motor Fuels & Lubricants
Equipment Parts & Accessories
Bldg/Grounds Maint. Supplies
Clothing & personal equipment
Training Supplies
Explorers Program expenses
Small Tools and Minor Equip
Repairs/Maint-Office Equip
Repairs/Maint-Auto Equip
Repairs/Maint-Misc. Equip
Repairs/Maint-Bldgs/Grounds
Janitorial Services
Software Licensing
7,351
3,991
3,314
6,000
1,244
5,000
(1,000)
-16.67%
0
324
462
1,000
0
1,000
0
0.00%
44,913
78,568
80,560
100,000
32,325
100,000
0
0.00%
4,657
5,369
7,612
4,000
2,478
16,500
12,500
312.50%
393
178
202
1,300
235
1,000
(300)
-23.08%
31,783
24,535
52,820
27,000
5,968
27,000
0
0.00%
15,951
8,136
8,507
16,000
6,478
16,000
0
0.00%
412
150
3,337
4,000
238
4,000
0
0.00%
1,839
3,256
7,781
5,000
2,280
5,000
0
0.00%
6,228
6,675
3,413
500
156
1,000
500
100.00%
35,529
35,808
35,857
45,000
12,477
40,000
(5,000)
-11.11%
4,597
5,065
4,297
8,000
3,512
7,000
(1,000)
-12.50%
7,219
6,558
9,009
6,500
6,550
7,500
1,000
15.38%
12,434
12,132
14,649
15,000
6,237
15,500
500
3.33%
13,651
9,943
10,101
0
0
0
0
N/A
Total Supplies & Maintenance 186,955 200,686 241,921 239,300 80,177 246,500 7,200 3.01%
30
City of Orono
2020 Line Item Budget
Police Department cont
42110
31
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Professional Services
Engineering -Consulting
0
0
0
0
0
0
0
N/A
Legal -Consulting
7,301
5,021
6,233
8,000
1,178
8,000
0
0.00%
LOGIS-Applications
73,184
77,988
83,004
110,790
45,044
112,500
1,710
1.54%
Data Processing Communication
4,947
8,788
3,511
6,000
1,624
6,000
0
0.00%
IT Services
0
0
0
72,840
0
74,500
1,660
2.28%
Animal Care
424
190
1,132
500
772
3,000
2,500
500.00%
Professional Services
12,596
13,283
11,187
14,500
10,587
14,500
0
0.00%
Insurance Agent of Record
0
0
0
0
0
0
0
N/A
Total Professional Services
98,451
105,269
105,067
212,630
59,205
218,500
5,870
2.76%
Insurances
General Liability Ins
35,000
35,000
35,000
40,000
20,000
57,400
17,400
43.50%
Umbrella Liability Ins
10,000
10,000
10,000
15,000
7,500
24,900
9,900
66.00%
Property Insurance
1,000
1,000
1,000
1,000
500
1,100
100
10.00%
Equipment Floaters Ins
0
0
0
0
0
0
0
N/A
Automotive Insurance
9,000
9,000
9,000
15,000
7,500
18,700
3,700
24.67%
Insurance Deductibles
0
0
0
0
0
0
0
N/A
Total Insurances
55,000
55,000
55,000
71,000
35,500
102,100
31,100
43.80%
31
Other Expenses
Telephone
Postage
Internet/Other Communications
Travel Expenses
General Advertising
Printing & Publishing
Gas & Electric
Water Utilities
Office Equipment Rental
EDP/Communications Equip Rent
Memberships
Towing Charges
Training & Development
Distribution to Other Govmnts
Meeting Expenses
Special Equipment Replacement
Licenses & Taxes
Other Miscellaneous Charges
Total Other Expenses
Capital Outlay
Automotive Equipment
Furniture and Fixtures
Office Equip and Furnishings
IT Hardware & Applications
Other Equipment
122,635 111,350 128,188 131,580 59,950 253,600 122,020 92.73%
135,874
160,876
City of Orono
160,000
151,177
164,000
4,000
2.50%
0
2020 Line Item Budget
0
0
0
0
0
N/A
Police Department cont.
3,002
2,727
3,000
0
0
(3,000)
42110
5,378
18,632
7,223
0
5,618
0
0
N/A
30,038
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
21,229
21,155
20,333 23,230
9,887
24,000
770
3.31%
99
206
1,269 1,000
92
800
(200)
-20.00%
5,893
5,739
4,260 0
1,090
0
0
N/A
580
211
0 250
0
300
50
20.00%
290
346
0 0
0
0
0
N/A
2,220
710
1,947 1,800
815
1,500
(300)
-16.67%
18,100
17,650
17,842 20,000
7,276
20,000
0
0.00%
1,405
3,178
2,300 3,000
203
3,000
0
0.00%
4,133
4,492
5,478 4,500
0
3,000
(1,500)
-33.33%
23,211
21,621
26,320 23,000
11,192
26,000
3,000
13.04%
3,000
2,680
6,650 5,000
4,596
5,500
500
10.00%
157
752
515 0
810
0
0
N/A
30,254
30,146
23,876 38,000
18,407
38,000
0
0.00%
0
0
0 0
0
125,000
125,000
N/A
2,395
1,699
1,398 2,500
493
2,200
(300)
-12.00%
5,164
0
14,451 5,000
4,925
0
(5,000)
-100.00%
3,282
199
1,273 1,300
135
1,300
0
0.00%
1,222
567
276 3,000
29
3,000
0
0.00%
122,635 111,350 128,188 131,580 59,950 253,600 122,020 92.73%
135,874
160,876
144,220
160,000
151,177
164,000
4,000
2.50%
0
333
0
0
0
0
0
N/A
0
3,002
2,727
3,000
0
0
(3,000)
-100.00%
5,378
18,632
7,223
0
5,618
0
0
N/A
30,038
20,655
43,377
21,000
4,122
21,000
0
0.00%
Total Capital Outlay 171,290 203,497 197,547 184,000 160,917 185,000 1,000 0.54%
Police Total 3,857,350 4,041,833 4,261,032 4,519,170 2,156,107 4,873,800 354,630 7.85%
32
2020 General Fund Operating Budget
Departmental Summary
Fire Protection Services
42260
PROGRAM DESCRIPTION & OBJECTIVES:
The Fire Department is comprised of renewable contract agreements with the surrounding community of Long Lake for fire suppression services.
OPERATING COST ACTIVITIES:
*Professional Services are the costs associated with the contract agreements with Long Lake.
33
Dollar
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Professional Services 400,547
389,365
402,100
301,574
422,100
20,000
4.97%
Fire Protection Services Total 400,547
389,365
402,100
301,574
422,100
20,000
4.97%
PROGRAM DESCRIPTION & OBJECTIVES:
The Fire Department is comprised of renewable contract agreements with the surrounding community of Long Lake for fire suppression services.
OPERATING COST ACTIVITIES:
*Professional Services are the costs associated with the contract agreements with Long Lake.
33
City of Orono
2020 Line Item Budget
Fire Protection Services
42260
Dollar %
2016 2017 2018 2019 Y -T -D 2020 Increase Increase
Actual Actual Actual Budget Jun 30, 2019 Recommended Decrease Decrease
Professional Services
Fire Services 393,476 400,547 389,365 402,100 301,574 422,100 20,000 4.97%
Professional Services 0 0 0 0 0 0 0 N/A
Total Professional Services
393,476
400,547
389,365
402,100
301,574
422,100
Fire Protection Services Total
393,476
400,547
389,365
402,100
301,574
422,100
20,000
20,000
4.97%
4.97%
34
PROGRAM DESCRIPTION & OBJECTIVES:
The Planning & Zoning Department oversees the development and redevelopment within the City in accordance with established
policies and guidelines. The policies and guidelines have been created and are enforced to maintain the health, safety, and
welfare of the public, as well as the aesthetics of the community.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for Planning and Zoning Staff.
Staff includes: Director of Community Development, Planners (2), Planning Assistant and Building Officials.
*Professional Services include engineering, legal consulting services and contracted building inspections.
*Other Expenses includes training and development, and memberships in professional organizations for the Planning & Zoning Staff.
35
2020 General Fund Operating Budget
Departmental Summary
Building & Zoning
42400
Dollar
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
576,868
536,406
527,860
245,293
549,500
21,640
4.10%
Supplies & Maintenance
4,917
3,919
5,000
0
5,000
0
0.00%
Professional Services
131,510
160,394
139,180
45,999
131,200
(7,980)
-5.73%
Other Expenses
10,807
6,626
23,870
1,602
27,600
3,730
15.63%
Building & Zoning Total
724,102
707,346
695,910
292,894
713,300
17,390
2.50%
PROGRAM DESCRIPTION & OBJECTIVES:
The Planning & Zoning Department oversees the development and redevelopment within the City in accordance with established
policies and guidelines. The policies and guidelines have been created and are enforced to maintain the health, safety, and
welfare of the public, as well as the aesthetics of the community.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for Planning and Zoning Staff.
Staff includes: Director of Community Development, Planners (2), Planning Assistant and Building Officials.
*Professional Services include engineering, legal consulting services and contracted building inspections.
*Other Expenses includes training and development, and memberships in professional organizations for the Planning & Zoning Staff.
35
Personal Services
Full -Time Employees Regular
Full -Time Employees Overtime
Part -Time Employees
Temporary/Seasonal Employees
PERA
FICA
City Benefit Contribution
Unemployment Benefit Payments
Worker's Comp Insurance Prem
Total Personal Services
579,795 576,868 536,406 527,860 245,293 549,500 21,640 4.10%
Supplies & Maintenance
City of Orono
2020 Line Item Budget
142
0
255
500
0
500
Building & Zoning
0.00%
Motor Fuels & Lubricants
0
0
0
1,500
42400
1,500
0
0.00%
Equipment Parts & Accessories
22
4,814
3,534
3,000
0
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
453,753
444,881
417,978 399,530
191,826
415,400
15,870
3.97%
379
35
0 200
0
200
0
0.00%
0
0
0 0
0
0
0
N/A
0
0
0 0
0
0
0
N/A
33,690
31,662
30,430 29,980
14,387
31,200
1,220
4.07%
34,579
32,626
30,971 30,580
14,426
31,800
1,220
3.99%
54,774
65,204
54,608 65,260
23,499
68,300
3,040
4.66%
0
0
0 0
0
0
0
N/A
2,620
2,460
2,419 2,310
1,155
2,600
290
12.55%
579,795 576,868 536,406 527,860 245,293 549,500 21,640 4.10%
Supplies & Maintenance
Books & Periodicals
142
0
255
500
0
500
0
0.00%
Motor Fuels & Lubricants
0
0
0
1,500
0
1,500
0
0.00%
Equipment Parts & Accessories
22
4,814
3,534
3,000
0
3,000
0
0.00%
Clothing & personal equipment
50
0
0
0
0
0
0
N/A
Small Tools and Minor Equip
0
13
0
0
0
0
0
N/A
Repairs/Maint-Auto Equip
0
0
0
0
0
0
0
N/A
Repairs/Maint-Misc. Equip
0
90
130
0
0
0
0
N/A
Total Supplies & Maintenance
214
4,917
3,919
5,000
0
5,000
0
0.00%
Professional Services
Engineering -Consulting
0
3,266
18,194
5,000
960
5,000
0
0.00%
GIS/Mapping
0
0
0
0
1,741
3,000
3,000
N/A
Legal -Consulting
24,864
19,174
14,863
16,000
6,637
15,000
(1,000)
-6.25%
Inspection Services
85,065
84,509
116,250
90,000
35,686
90,000
0
0.00%
Bank Fees
0
0
4
0
0
0
0
N/A
IT Services
0
0
0
8,180
0
8,200
20
0.24%
Professional Services
3,175
24,562
11,085
20,000
975
10,000
(10,000)
-50.00%
Total Professional Services
113,104
131,510
160,394
139,180
45,999
131,200
(7,980)
-5.73%
36
Other Expenses
Telephone
Travel Expenses
General Advertising
Other Equipment Rentals
Software Licensing
Memberships
Training & Development
Meeting Expenses
Licenses & Taxes
Total Other Expenses
City of Orono
2020 Line Item Budget
Building & Zoning cont.
42400
Dollar %
2016 2017 2018 2019 Y -T -D 2020 Increase Increase
Actual Actual Actual Budget Jun 30, 2019 Recommended Decrease Decrease
0
162
458
0
350
500
500
N/A
468
286
1,296
2,250
247
2,000
(250)
-11.11%
0
921
1,057
500
367
500
0
0.00%
0
125
0
0
0
0
0
N/A
0
6,000
559
15,600
0
15,600
0
0.00%
875
675
859
1,200
0
1,600
400
33.33%
2,013
539
2,167
3,020
638
7,400
4,380
145.03%
139
600
178
1,200
0
0
(1,200)
-100.00%
32
1,500
52
100
0
0
(100)
-100.00%
3,526
10,807
6,626
23,870
1,602
27,600
3,730
15.63%
Building & Zoning Total 696,639 724,102 707,346 695,910 292,894 713,300 17,390 2.50%
37
2020 General Fund Operating Budget
Departmental Summary
Engineering
43170
2017
2018
2019
Y -T -D
2020
Actual
Actual
Budget
Jun 30, 2019
Recommended
Professional Services 54,476
15,655
20,000
11,858
20,000
Engineering Total 54,476
15,655
20,000
11,858
20,000
PROGRAM DESCRIPTION & OBJECTIVES:
The City maintains a renewable contract with a local firm to provide all engineering services. The Engineering Department
provides professional representation and opinion on city services and operations.
OPERATING COST ACTIVITIES:
*Professional Services are the costs associated with the contract agreement with the engineering firm.
Dollar
Increase
Decrease
0
Increase
Decrease
0.00%
0 0.00
38
39
City of Orono
2020 Line Item Budget
Engineering
43170
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Professional Services
Engineering -Retainer
0
0
0 0
0
0
0
N/A
Engineering -Consulting
9,893
54,476
15,655 20,000
2,609
5,000
(15,000)
-75.00%
GIS/Mapping
0
0
0 0
9,249
15,000
15,000
N/A
Total Professional Services
9,893
54,476
15,655 20,000
11,858
20,000
0
0.00%
Engineering Total
9,893
54,476
15,655 20,000
11,858
20,000
0
0.00%
39
2020 General Fund Operating Budget
Departmental Summary
Public Works Department
43000
Public Works Total 486,187 594,413 513,180 321,157 608,800 95,620 18.63%
PROGRAM DESCRIPTION & OBJECTIVES:
The Street Department provides for the maintainance of all city streets to ensure a safe and driveable condition. Standard
maintenance includes seal -coating, patching, snow plowing, and sweeping. Due to its excess storage capacity, the City maintains
cooperative agreements with surrounding communities for storage and sale of salt/sand supplies.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Public Works Department.
Staff includes: Director of Public Works/City Engineer (15%), Public Works Supervisors (25%), Maintenance Workers (40%)
*Supplies & Maintenance include general operating supplies for street repair/maintenance, and vehicle and equipment maintenance.
*Other Expenses include electricity costs for street lighting and employee development.
40
2017
2018
2019
Y -T -D
Increase
Actual
Actual
Budget
Jun 30, 2019
Personal Services
306,540
356,636
282,060
176,074
Supplies & Maintenance
126,658
192,913
184,370
126,003
Professional Services
10,442
697
3,270
505
Other Expenses
42,546
44,166
43,480
18,575
Public Works Total 486,187 594,413 513,180 321,157 608,800 95,620 18.63%
PROGRAM DESCRIPTION & OBJECTIVES:
The Street Department provides for the maintainance of all city streets to ensure a safe and driveable condition. Standard
maintenance includes seal -coating, patching, snow plowing, and sweeping. Due to its excess storage capacity, the City maintains
cooperative agreements with surrounding communities for storage and sale of salt/sand supplies.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Public Works Department.
Staff includes: Director of Public Works/City Engineer (15%), Public Works Supervisors (25%), Maintenance Workers (40%)
*Supplies & Maintenance include general operating supplies for street repair/maintenance, and vehicle and equipment maintenance.
*Other Expenses include electricity costs for street lighting and employee development.
40
Dollar
%
2020
Increase
Increase
Recommended
Decrease
Decrease
293,200
11,140
3.95%
176,300
(8,070)
-4.38%
96,600
93,330
2854.13%
42,700
(780)
-1.79%
Public Works Total 486,187 594,413 513,180 321,157 608,800 95,620 18.63%
PROGRAM DESCRIPTION & OBJECTIVES:
The Street Department provides for the maintainance of all city streets to ensure a safe and driveable condition. Standard
maintenance includes seal -coating, patching, snow plowing, and sweeping. Due to its excess storage capacity, the City maintains
cooperative agreements with surrounding communities for storage and sale of salt/sand supplies.
OPERATING COST ACTIVITIES:
*Personal Services include the wages and employment taxes for the Public Works Department.
Staff includes: Director of Public Works/City Engineer (15%), Public Works Supervisors (25%), Maintenance Workers (40%)
*Supplies & Maintenance include general operating supplies for street repair/maintenance, and vehicle and equipment maintenance.
*Other Expenses include electricity costs for street lighting and employee development.
40
Personal Services
Full -Time Employees Regular
Full -Time Employees Overtime
PERA
FICA
City Benefit Contribution
Unemployment Benefit Payments
Worker's Comp Insurance Prem
City of Orono
2020 Line Item Budget
Public Works Department
43000
2016 2017 2018 2019
Actual Actual Actual Budget
Dollar %
Y -T -D 2020 Increase Increase
Jun 30, 2019 Recommended Decrease Decrease
192,777
194,825
239,821
183,520
118,597
191,000
7,480
4.08%
11,317
6,738
14,024
11,000
7,734
11,000
0
0.00%
14,496
15,363
15,639
14,590
9,475
15,200
610
4.18%
14,195
15,425
15,631
14,890
9,364
15,400
510
3.43%
38,920
51,569
46,067
41,430
22,589
44,200
2,770
6.69%
0
3,819
6,157
0
0
0
0
N/A
12,680
18,800
19,296
16,630
8,315
16,400
(230)
-1.38%
Total Personal Services 284,386 306,540 356,636 282,060 176,074 293,200 11,140 3.95%
Supplies & Maintenance
Books & Periodicals
Motor Fuels & Lubricants
Equipment Parts & Accessories
Vehicle Equipment & Parts
Street Maint. Materials/Supply
Clothing & personal equipment
Small Tools and Minor Equip
Telephone
Repairs/Maint-Auto Equip
Repairs/Maint-Misc. Equip
Repairs/Maint-Bldgs/Grounds
Contracted Street Maint.
169
0
0
170
0
0
(170)
-100.00%
34,759
11,500
35,000
35,000
17,500
0
(35,000)
-100.00%
10,644
16,397
16,229
24,000
12,037
0
(24,000)
-100.00%
4,433
4,257
8,000
8,000
4,038
0
(8,000)
-100.00%
53,575
38,364
67,886
50,000
43,635
54,200
4,200
8.40%
3,915
7,960
6,484
4,000
3,007
7,400
3,400
85.00%
2,708
2,939
2,000
3,000
2,641
3,000
0
0.00%
0
157
678
200
700
1,700
1,500
750.00%
11,350
12,296
10,000
10,000
5,000
0
(10,000)
-100.00%
14,780
12,366
10,672
20,000
10,634
0
(20,000)
-100.00%
10,635
2,719
13,612
10,000
3,652
10,000
0
0.00%
10,779
17,703
22,351
20,000
23,158
100,000
80,000
400.00%
Total Supplies & Maintenance 157,747 126,658 192,913 184,370 126,003 176,300 (8,070) -4.38%
Professional Services
PW Engineering -Consulting
0
0
332
0
0
800
800
N/A
GIS/Mapping
0
0
0
0
468
800
800
N/A
IT Services
0
0
0
3,270
0
3,300
30
0.92%
Fleet Services
0
0
0
0
0
91,700
91,700
N/A
Professional Services
2,220
10,442
365
0
37
0
0
N/A
Total Professional Services 2,220 10,442 697 3,270 505 96,600 93,330 2854.13%
41
Other Expenses
Travel Expenses
Gas & Electric
Street Lighting
EDP/Communications Equip Rent
Other Equipment Rentals
Software Licensing
Memberships
Training & Development
Licenses & Taxes
Other Miscellaneous Charges
Total Other Expenses
Public Works Total
36,413 42,546 44,166 43,480 18,575 42,700 (780) -1.79%
480,765 486,187 594,413 513,180 321,157 608,800 95,620 18.63%
42
City of Orono
%
Y -T -D
2020 Line Item Budget
Increase
Increase
Public Works Department cont.
Recommended
Decrease
43000
2016
2017
2018 2019
Actual
Actual
Actual Budget
0
169
205 J
4,686
2,000
2,308 4,E
26,064
27,996
28,069 29,C
775
4,938
1,763 1,7
1,309
3,849
9,277 4,C
0
0
0
180
25
334
2,867
2,888
1,965 3,`
280
63
176 2
252
617
69 2
36,413 42,546 44,166 43,480 18,575 42,700 (780) -1.79%
480,765 486,187 594,413 513,180 321,157 608,800 95,620 18.63%
42
Dollar
%
Y -T -D
2020
Increase
Increase
Jun 30, 2019
Recommended
Decrease
Decrease
0
200
25
14.29%
893
2,700
(2,180)
-44.67%
11,685
29,000
0
0.00%
962
2,400
1,255
109.61%
3,954
4,000
0
0.00%
0
0
0
N/A
0
300
50
20.00%
1,082
3,500
0
0.00%
0
300
50
20.00%
0
300
20
7.14%
36,413 42,546 44,166 43,480 18,575 42,700 (780) -1.79%
480,765 486,187 594,413 513,180 321,157 608,800 95,620 18.63%
42
2020 General Fund Operating Budget
Departmental Summary
Parks
45200
Parks Total 119,627 187,857 218,440 81,781 229,800
PROGRAM DESCRIPTION & OBJECTIVES:
The Parks & Recreation Department provides for the maintainance of the City's parks. In addition, the city participates in a joint
recreation program with area organizations to ensure a community -wide effort in providing adequate recreational facilities.
OPERATING COST ACTIVITIES:
*Personal Services includes the wages and employment taxes for the Parks Department.
Staff includes: Director of Public Works (10%), Parks/Golf Supervisor (50%), Maintenance Workers (5%)
*Supplies & Maintenance includes the operating supplies and maintenance for all park facilities.
*Other Expenses includes the costs associated with equipment rental.
11,360 5.20
43
2017
2018
2019
Y -T -D
Increase
Actual
Actual
Budget
Jun 30, 2019
Personal Services
38,272
90,194
127,210
43,272
Supplies & Maintenance
64,094
82,296
80,400
35,100
Professional Services
9,450
4,950
1,980
430
Other Expenses
7,811
10,417
8,850
2,978
Parks Total 119,627 187,857 218,440 81,781 229,800
PROGRAM DESCRIPTION & OBJECTIVES:
The Parks & Recreation Department provides for the maintainance of the City's parks. In addition, the city participates in a joint
recreation program with area organizations to ensure a community -wide effort in providing adequate recreational facilities.
OPERATING COST ACTIVITIES:
*Personal Services includes the wages and employment taxes for the Parks Department.
Staff includes: Director of Public Works (10%), Parks/Golf Supervisor (50%), Maintenance Workers (5%)
*Supplies & Maintenance includes the operating supplies and maintenance for all park facilities.
*Other Expenses includes the costs associated with equipment rental.
11,360 5.20
43
Dollar
2020
Increase
Increase
Recommended
Decrease
Decrease
134,500
7,290
5.73%
78,000
(2,400)
-2.99%
8,200
6,220
314.14%
9,100
250
2.82%
Parks Total 119,627 187,857 218,440 81,781 229,800
PROGRAM DESCRIPTION & OBJECTIVES:
The Parks & Recreation Department provides for the maintainance of the City's parks. In addition, the city participates in a joint
recreation program with area organizations to ensure a community -wide effort in providing adequate recreational facilities.
OPERATING COST ACTIVITIES:
*Personal Services includes the wages and employment taxes for the Parks Department.
Staff includes: Director of Public Works (10%), Parks/Golf Supervisor (50%), Maintenance Workers (5%)
*Supplies & Maintenance includes the operating supplies and maintenance for all park facilities.
*Other Expenses includes the costs associated with equipment rental.
11,360 5.20
43
Personal Services
Full -Time Employees Regular
Full -Time Employees Overtime
Part -Time Employees
Temporary/Seasonal Employees
PERA
FICA
City Benefit Contribution
Worker's Comp Insurance Prem
Total Personal Services
36,133 38,272 90,194 127,210 43,272 134,500 7,290 5.73%
Supplies & Maintenance
City of Orono
2020 Line Item Budget
19
0
69
500
0
0
Parks
-100.00%
Equipment Parts & Accessories
908
1,407
1,984
500
45200
0
(500)
-100.00%
Bldg/Grounds Maint. Supplies
9,875
11,890
9,197
10,000
10,618
Dollar
%
2016
2017
2018 2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual Budget
Jun 30, 2019
Recommended
Decrease
Decrease
19,286
19,951
56,793 75,920
29,035
79,400
3,480
4.58%
231
465
534 0
658
0
0
N/A
10,023
0
0 0
0
0
0
N/A
0
10,082
9,252 14,650
0
15,700
1,050
7.17%
1,419
1,531
4,177 5,700
2,227
6,000
300
5.26%
1,593
1,734
4,333 6,930
2,152
7,300
370
5.34%
2,091
2,620
10,511 16,230
5,310
17,400
1,170
7.21%
1,490
1,890
4,594 7,780
3,890
8,700
920
11.83%
36,133 38,272 90,194 127,210 43,272 134,500 7,290 5.73%
Supplies & Maintenance
Motor Fuels & Lubricants
19
0
69
500
0
0
(500)
-100.00%
Equipment Parts & Accessories
908
1,407
1,984
500
1,553
0
(500)
-100.00%
Bldg/Grounds Maint. Supplies
9,875
11,890
9,197
10,000
10,618
10,000
0
0.00%
Park Initiatives
7,309
1,411
9,584
10,000
4,400
10,000
0
0.00%
Repairs/Maint-Auto Equip
20
1,044
474
200
657
0
(200)
-100.00%
Repairs/Maint-Misc. Equip
3,744
1,447
959
1,200
0
0
(1,200)
-100.00%
Repairs/Maint-Bldgs/Grounds
37,472
46,895
60,028
58,000
17,872
58,000
0
0.00%
Total Supplies & Maintenance
59,349
64,094
82,296
80,400
35,100
78,000
(2,400)
-2.99%
Professional Services
Engineering -Consulting
0
5,800
30
0
0
0
0
N/A
IT Services
0
0
0
840
0
800
(40)
-4.76%
Fleet Services
0
0
0
0
0
6,300
6,300
N/A
Professional Services
8,699
3,650
4,920
1,140
430
1,100
(40)
-3.51%
Total Professional Services
8,699
9,450
4,950
1,980
430
8,200
6,220
314.14%
44
City of Orono
2020 Line Item Budget
Parks cont.
45200
Total Other Expenses
5,725
7,811
10,417
8,850
2,978
9,100
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Other Expenses
187,857
218,440
81,781
229,800
11,360
5.20%
Telephone
0
0
245
0
175
400
400
N/A
Travel Expenses
0
0
0
0
0
0
0
N/A
Printing & Publishing
0
605
257
0
0
500
500
N/A
Gas & Electric
290
216
349
550
(105)
600
50
9.09%
Other Equipment Rentals
5,249
6,670
7,891
7,000
1,805
7,000
0
0.00%
Software Licensing
0
0
1,047
1,000
150
0
(1,000)
-100.00%
Meeting Expenses
0
0
0
0
0
0
0
N/A
Licenses & Taxes
0
290
581
300
113
500
200
66.67%
Other Miscellaneous Charges
186
30
46
0
841
100
100
N/A
Contributions to Civic Org's
0
0
0
0
0
0
0
N/A
Total Other Expenses
5,725
7,811
10,417
8,850
2,978
9,100
250
2.82%
Parks Total
109,906
119,627
187,857
218,440
81,781
229,800
11,360
5.20%
45
2020 General Fund Operating Budget
Departmental Summary
Golf Course
45210
Golf Course Total 184,709 213,491 212,730 103,493 220,800 8,070 3.79%
PROGRAM DESCRIPTION & OBJECTIVES:
The Golf Course provides a golfing opportunity for both residents and visitors to the City.
OPERATING COST ACTIVITIES:
Personal Services include the wages and employment taxes for the Golf Course.
Staff includes: Parks/Golf Supervisor (50%), Clubhouse Manager, Seasonal Golf Course Employees
Supplies & Maintenance include general operating supplies for the course and equipment repairs and maintenance.
Insurances include the golf courses share of the City's general, liability, liquor, and auto insurance polices.
Other Expenses include utilities, golf cart rental, and advertising.
Purchase for Resale are items that are food, beverage, clothing and golf supplies that are sold in the clubhouse.
46
2017
2018
2019
Y -T -D
Increase
Actual
Actual
Budget
Jun 30, 2019
Personal Services
94,561
116,089
119,130
62,408
Supplies & Maintenance
36,503
41,418
33,840
19,944
Insurances
14,020
13,646
13,520
6,760
Other Expenses
28,405
33,429
32,340
10,031
Purchases for Resale
11,220
8,909
13,900
4,351
Golf Course Total 184,709 213,491 212,730 103,493 220,800 8,070 3.79%
PROGRAM DESCRIPTION & OBJECTIVES:
The Golf Course provides a golfing opportunity for both residents and visitors to the City.
OPERATING COST ACTIVITIES:
Personal Services include the wages and employment taxes for the Golf Course.
Staff includes: Parks/Golf Supervisor (50%), Clubhouse Manager, Seasonal Golf Course Employees
Supplies & Maintenance include general operating supplies for the course and equipment repairs and maintenance.
Insurances include the golf courses share of the City's general, liability, liquor, and auto insurance polices.
Other Expenses include utilities, golf cart rental, and advertising.
Purchase for Resale are items that are food, beverage, clothing and golf supplies that are sold in the clubhouse.
46
Dollar
%
2020
Increase
Increase
Recommended
Decrease
Decrease
122,900
3,770
3.16%
23,900
(9,940)
-29.37%
13,300
(220)
-1.63%
46,800
14,460
44.71%
13,900
0
0.00%
Golf Course Total 184,709 213,491 212,730 103,493 220,800 8,070 3.79%
PROGRAM DESCRIPTION & OBJECTIVES:
The Golf Course provides a golfing opportunity for both residents and visitors to the City.
OPERATING COST ACTIVITIES:
Personal Services include the wages and employment taxes for the Golf Course.
Staff includes: Parks/Golf Supervisor (50%), Clubhouse Manager, Seasonal Golf Course Employees
Supplies & Maintenance include general operating supplies for the course and equipment repairs and maintenance.
Insurances include the golf courses share of the City's general, liability, liquor, and auto insurance polices.
Other Expenses include utilities, golf cart rental, and advertising.
Purchase for Resale are items that are food, beverage, clothing and golf supplies that are sold in the clubhouse.
46
Personal Services
Full -Time Employees Regular
Full -Time Employees Overtime
Part -Time Employees
Temporary/Seasonal Employees
PERA
FICA
City Benefit Contribution
Unemployment Benefit Payments
OPEB Expense
Worker's Comp Insurance Prem
City of Orono
2020 Line Item Budget
Golf Course
45210
2016 2017 2018 2019
Actual Actual Actual Budget
Dollar %
Y -T -D 2020 Increase Increase
Jun 30, 2019 Recommended Decrease Decrease
31,918
34,348
37,180
36,210
17,978
38,200
1,990
5.50%
0
0
344
0
182
0
0
N/A
49,914
42,581
0
0
1,923
0
0
N/A
880
10,085
56,480
57,040
30,536
58,200
1,160
2.03%
0
1,382
3,790
2,720
1,717
2,900
180
6.62%
3,171
4,416
4,347
7,140
2,062
7,400
260
3.64%
0
130
7,980
8,080
4,039
8,800
720
8.91%
0
0
75
0
0
0
0
N/A
0
0
0
0
0
0
0
N/A
1,790
1,620
5,893
7,940
3,970
7,400
(540)
-6.80%
Total Personal Services 87,672 94,561 116,089 119,130 62,408 122,900 3,770 3.16%
Supplies & Maintenance
Office supplies
239
213
262
0
211
300
300
N/A
Motor Fuels & Lubricants
2,716
0
1,068
3,500
81
0
(3,500)
-100.00%
Equipment Parts & Accessories
4,336
1,602
4,151
2,500
4,976
0
(2,500)
-100.00%
Bldg/Grounds Maint. Supplies
7,411
6,988
9,560
7,200
5,753
8,500
1,300
18.06%
Clothing & personal equipment
152
150
(128)
300
478
500
200
66.67%
Small Tools and Minor Equip
59
389
1,763
500
93
500
0
0.00%
Repairs/Maint-Office Equip
165
0
0
100
0
100
0
0.00%
Repairs/Maint-Auto Equip
185
382
2,000
300
0
0
(300)
-100.00%
Repairs/Maint-Misc. Equip
4,352
13,495
3,791
5,440
2,418
0
(5,440)
-100.00%
Repairs/Maint-Bldgs/Grounds
10,758
13,284
18,951
14,000
5,934
14,000
0
0.00%
Total Supplies & Maintenance 30,372 36,503 41,418 33,840 19,944 23,900 (9,940) -29.37%
47
Insurances
General Liability Ins
Umbrella Liability Ins
Boiler & Machinery Ins
Property Insurance
Equipment Floaters Ins
Automotive Insurance
Dram Shop Insurance
Total Insurances
Other Expenses
Engineering -Consulting
Bank Fees
IT Services
Fleet Services
Professional Services
Telephone
Travel Expenses
General Advertising
Printing & Publishing
Gas & Electric
Other Equipment Rentals
Memberships
Training & Development
Special Equipment Replacement
Licenses & Taxes
Other Miscellaneous Charges
City of Orono
2020 Line Item Budget
Golf Course cont.
45210
2016 2017 2018 2019
Actual Actual Actual Budget
Dollar %
Y -T -D 2020 Increase Increase
Jun 30, 2019 Recommended Decrease Decrease
7,500
8,000
7,500
7,500
3,750
7,400
(100)
-1.33%
1,500
1,500
1,500
1,500
750
1,500
0
0.00%
300
350
300
350
175
400
50
14.29%
2,300
2,650
2,300
2,650
1,325
2,700
50
1.89%
300
350
300
350
175
300
(50)
-14.29%
370
370
370
370
185
400
30
8.11%
613
800
1,376
800
400
600
(200)
-25.00%
500
500
859
1,750
0
1,800
50
2.86%
12,883
14,020
13,646
13,520
6,760
13,300
(220)
-1.63%
0
0
383
0
0
0
0
N/A
4,962
3,690
3,431
5,000
1,544
3,700
(1,300)
-26.00%
0
0
0
1,640
0
1,600
(40)
-2.44%
0
0
0
0
0
14,100
14,100
N/A
0
0
404
0
407
0
0
N/A
3,485
3,255
2,926
3,300
1,922
3,300
0
0.00%
0
0
0
0
0
0
0
N/A
500
500
859
1,750
0
1,800
50
2.86%
379
811
1,723
750
825
1,300
550
73.33%
8,152
7,959
8,313
8,500
1,820
8,700
200
2.35%
10,012
11,760
14,376
10,200
2,722
11,000
800
7.84%
270
120
150
300
165
300
0
0.00%
0
0
116
150
179
200
50
33.33%
0
0
0
0
0
0
0
N/A
535
294
325
550
332
600
50
9.09%
119
17
424
200
116
200
0
0.00%
Total Other Expenses 28,414 28,405 33,429 32,340 10,031 46,800 14,460 44.71%
48
Purchases for Resale
PURCHASES FOR RESALE
Beer For Resale
Soft Drinks For Resale
Concessions For Resale-Txbl
Concessions For Resale-NonTax
Pro Shop Items For Resale
Other For Resale
Total Purchases for Resale
City of Orono
2020 Line Item Budget
Golf Course cont.
45210
Golf Course Total 171,362 184,709 213,491 212,730 103,493 220,800
8,070 3.79%
49
Dollar
%
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
0
0
0
0
0
0
0
N/A
3,285
3,716
3,498
3,800
1,745
3,800
0
0.00%
3,867
3,353
2,860
3,600
1,273
3,600
0
0.00%
29
1,211
582
1,500
0
1,500
0
0.00%
2,085
1,132
1,037
2,500
716
2,500
0
0.00%
2,755
1,808
932
2,500
618
2,500
0
0.00%
0
0
0
0
0
0
0
N/A
12,020
11,220
8,909
13,900
4,351
13,900
0
0.00%
Golf Course Total 171,362 184,709 213,491 212,730 103,493 220,800
8,070 3.79%
49
PROGRAM DESCRIPTION & OBJECTIVES:
The Brush Site provides a place for residents and contractors to drop off tree branches and brush.
OPERATING COST ACTIVITIES:
Personal Services include the wages and employment taxes for the Brush Site.
Staff includes: Brush Site Attendant
Supplies & Maintenance include general operating supplies for repair and maintenance of the brush site.
Insurances include the brush site's share of the City's general insurance polices.
Other Expenses include convenience fee, IT services, insurance, gas/electricity, repairs/maintenance and equipment rental.
50
2020 General Fund Operating Budget
Departmental Summary
Brush Site
45220
Dollar
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
0
0
0
31881
11,600
11,600
N/A
Supplies & Maintenance
0
0
0
56
300
300
N/A
Insurances
0
0
0
0
100
100
N/A
Other Expenses
0
0
0
200
900
900
N/A
Brush Site Total
0
0
0
4,137
12,900
12,900
N/A
PROGRAM DESCRIPTION & OBJECTIVES:
The Brush Site provides a place for residents and contractors to drop off tree branches and brush.
OPERATING COST ACTIVITIES:
Personal Services include the wages and employment taxes for the Brush Site.
Staff includes: Brush Site Attendant
Supplies & Maintenance include general operating supplies for repair and maintenance of the brush site.
Insurances include the brush site's share of the City's general insurance polices.
Other Expenses include convenience fee, IT services, insurance, gas/electricity, repairs/maintenance and equipment rental.
50
City of Orono
2020 Line Item Budget
Brush Site
45220
51
Dollar
2016
2017
2018
2019
Y -T -D
2020
Increase
Increase
Actual
Actual
Actual
Budget
Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
Temporary/Seasonal Employees
0
0
0
0
3,790
10,800
10,800
N/A
FICA
0
0
0
0
92
800
800
N/A
Total Personal Services
0
0
0
0
3,881
11,600
19,670
N/A
Other Expenses
Bldg/Grounds Maint. Supplies
0
0
0
0
56
300
300
N/A
Bank Fees
0
0
0
0
9
0
0
N/A
IT Services
0
0
0
0
0
0
0
N/A
General Liability Ins
0
0
0
0
0
100
100
N/A
Gas & Electric
0
0
0
0
0
400
400
N/A
Repairs/Maint-Bldgs/Grounds
0
0
0
0
99
500
500
N/A
Other Equipment Rentals
0
0
0
0
93
0
0
N/A
Total Other Expenses
0
0
0
0
256
1,300
32,570
N/A
Brush Site Total
0
0
0
0
4,137
12,900
0
N/A
51
Special Services -Consulting & Police Total 138,345 145,247 125,750 53,077 128,500 2,750 2.19%
PROGRAM DESCRIPTION & OBJECTIVES:
The Special Services Department provides a separate 'cost center' for tracking city -provided consulting and Police special service
details. Orono residentswho apply for land use variations are subject to be billed for any additional staff, legal, and engineering
time that is spent reviewing their application. Thesecharges are recorded in this departmental budget, and the applicants are
subsequently billed for this additional time. Orono businesses or residentswho wish to contract with the city for Police security or
traffic control are billed for the officers time. The City's costs are recorded in this departmentalbudget, and are offset by the
revenues received from the requesting parties.
OPERATING COST ACTIVITIES (Reimbursed):
*Personal Services include Police Officer overtime wages for security work and/or traffic control.
*Professional Services include legal and engineering review expense for land use applications.
52
2020 General Fund Operating Budget
Departmental Summary
Special Services -Consulting & Police
43280
Dollar
2017
2018 2019 Y -T -D
2020
Increase
Increase
Actual
Actual Budget Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services 35,675
61,785 40,750 25,534
41,000
250
0.61%
Professional Services 102,670
83,462 85,000 27,543
87,500
2,500
2.94%
Special Services -Consulting & Police Total 138,345 145,247 125,750 53,077 128,500 2,750 2.19%
PROGRAM DESCRIPTION & OBJECTIVES:
The Special Services Department provides a separate 'cost center' for tracking city -provided consulting and Police special service
details. Orono residentswho apply for land use variations are subject to be billed for any additional staff, legal, and engineering
time that is spent reviewing their application. Thesecharges are recorded in this departmental budget, and the applicants are
subsequently billed for this additional time. Orono businesses or residentswho wish to contract with the city for Police security or
traffic control are billed for the officers time. The City's costs are recorded in this departmentalbudget, and are offset by the
revenues received from the requesting parties.
OPERATING COST ACTIVITIES (Reimbursed):
*Personal Services include Police Officer overtime wages for security work and/or traffic control.
*Professional Services include legal and engineering review expense for land use applications.
52
City of Orono
2020 Line Item Budget
Special Services -Consulting & Police
43280
Dollar %
2016 2017 2018 2019 Y -T -D 2020 Increase Increase
Actual Actual Actual Budget Jun 30, 2019 Recommended Decrease Decrease
Personal Services
Full -Time Employees Overtime
24,210
31,667
53,543
35,000
22,351
35,000
0
0.00%
PERA
2,252
3,607
7,555
5,250
2,910
2,600
(2,650)
-50.48%
FICA
319
401
687
500
272
2,700
2,200
440.00%
City Benefit Contribution
4
0
0
0
0
0
0
N/A
Worker's Comp Insurance Prem
0
0
0
0
0
700
700
N/A
Total Personal Services
26,784
35,675
61,785
40,750
25,534
41,000
250
0.61%
Professional Services
Engineering -Consulting
73,173
92,949
63,323
75,000
18,010
73,000
(2,000)
-2.67%
Legal -Consulting
23,061
9,721
19,885
10,000
7,835
14,500
4,500
45.00%
Professional Services
0
0
254
0
1,698
0
0
N/A
Special Projects, Contingency
0
0
0
0
0
0
0
N/A
Total Professional Services
96,234
102,670
83,462
85,000
27,543
87,500
2,500
2.94%
pecial Services -Consulting & Police Totz 123,018 138,345 145,247 125,750 53,077 128,500 2,750 2.19%
53
PROGRAM DESCRIPTION & OBJECTIVES:
The Special Projects & Contingencies Department includes funds allocated for planned projects or events that benefit the entire
city, and for any unforseen circumstances that produces additional expenses. This department also provides for operating
transfers to other funds.
OPERATING COST ACTIVITIES:
* Transfers are as follows:
Improvement and Equipment Outlay Fund 300,000
2014 Improvement Bond Debt Service Fund 100,000
400,000
*Contingency Items is an amount for unbudgeted and unforseen items that require action before the next budget cycle.
GENERAL FUND TOTAL 8.446.277 8.760.352 8.577.280 4.045.646
9,118,800 541,520 6.31%
54
2020 General Fund Operating Budget
Departmental Summary
Special Projects -Contingencies
43290
Dollar
2017
2018 2019 Y -T -D
2020
Increase
Increase
Actual
Actual Budget Jun 30, 2019
Recommended
Decrease
Decrease
Personal Services
0
0 0 0
0
0
N/A
Professional Services
408
0 0 0
0
0
N/A
Other Expenses
0
0 0 0
0
0
N/A
Capital & Transfers
927,281
837,703 400,000 200,000
400,000
0
0.00%
Contingency Items
57,924
8,312 100,000 0
30,000
(70,000)
-70.00%
Special Projects -Contingencies Total
985,613
846,015 500,000 200,000
430,000
(70,000)
-14.00%
PROGRAM DESCRIPTION & OBJECTIVES:
The Special Projects & Contingencies Department includes funds allocated for planned projects or events that benefit the entire
city, and for any unforseen circumstances that produces additional expenses. This department also provides for operating
transfers to other funds.
OPERATING COST ACTIVITIES:
* Transfers are as follows:
Improvement and Equipment Outlay Fund 300,000
2014 Improvement Bond Debt Service Fund 100,000
400,000
*Contingency Items is an amount for unbudgeted and unforseen items that require action before the next budget cycle.
GENERAL FUND TOTAL 8.446.277 8.760.352 8.577.280 4.045.646
9,118,800 541,520 6.31%
54
City of Orono
2020 Line Item Budget
Special Projects -Contingencies
43290
Dollar %
2016 2017 2018 2019 Y -T -D 2020 Increase Increase
Actual Actual Actual Budget Jun 30, 2019 Recommended Decrease Decrease
Personal Services
Full -Time Employees Regular
0
0
0
0
0
0
0
N/A
Total Personal Services
0
0
0
0
0
0
0
N/A
Professional Services
Engineering -Consulting
0
408
0
0
0
0
0
N/A
Professional Services
0
0
0
0
0
0
0
N/A
Total Professional Services
0
408
0
0
0
0
0
N/A
Other Expenses
Other Miscellaneous Charges
0
0
0
0
0
0
0
N/A
Total Other Expenses
0
0
0
0
0
0
0
N/A
Capital & Transfers
Land
0
639
0
0
0
0
0
N/A
Operating Transfers
865,000
926,642
837,703
400,000
200,000
400,000
0
0.00%
Total Capital & Transfers
865,000
927,281
837,703
400,000
200,000
400,000
0
0.00%
Contingency Items
Special Projects, Contingency
8,004
57,924
8,312
100,000
0
30,000
(70,000)
-70.00%
Total Contingency Items
8,004
57,924
8,312
100,000
0
30,000
(70,000)
-70.00%
Special Projects -Contingencies Total
873,004
985,613
846,015
500,000
200,000
430,000
(70,000)
-14.00%
GENERAL FUND TOTAL
7,952,016
8,446,277
8,763,513
8,577,280
4,045,646
9,118,800
541,520
6.31%
55
Attachment 2 - LL Fire Budget
City of Long Lake
Fire Contract Cost Allocation Formula
Fire Service Area Statistics
2020 Budget Process
Allocation
Factor
Year
2016
Total Hrs
w10 Mut Aid
5,283
Fire Department
Call Hours:
(excluding Mutual Aid)
(2018 mutual aid hours = 469)
Three Year Total
2017
5,335
2018
5,473
197
16,091
Annual Average
81.31%
5,364
2019 Call Pct Factor
232
100.00%
13,273
82.49%
2,197
Weighting Factor
621
30.00%
Pay 2018 Fire Service Area
R.E. Est. Market Values
in Millions
$ 3,492.25
Weighting Factor
207
70.00%
Combined 2020
82.49%
100.00%
Budget Alloc Pcts
(comparison to 2019 Pcts
3.86%
Total Prelim 2020 LL
FD Net Operating Budget - 4.56%
( Excluding CIP Items)
No Capital Expense
Prelim 2020 LLFD with CIP
Inc
$ 492,813
$ -
$ 492,813
Current Allocation
j& 06/18/2019
Orono
Total Hrs Pct Hrs
assume 315 in 2016 & 2017
more hours for remaining of Orono
4,400 1 83.29%1 691
Pct
Hrs
192
Pct
3.63%
13.08%
4,423
82.91%
715
13.40%
197
3.69%
4,450
81.31%
791
14.45%
232
4.24%
13,273
82.49%
2,197
13.65%
621
3.86%
4,424
732
207
82.49%
13.65%
3.86%
24.75%
4.10%
1.16%
$ 3,028.35
86.72%
$ 275.45
7.89%
$ 188.45
5.40%
60.70%
5.52%
3.78%
85.45%
9.62%
4.94%
85.31%
9.78%
4.91%
$ 421,097
$ 47,395
$ 24,321
$ 421,097
$ 47,395
$ 24,321
Comparison to 2019 Net Operating: $ 471,340 $ 402,100 $ 46,076 $ 22,994
2020 Bud et $ Change $ 21473 $ 18,997 $ 1,3191 $ 1,327
Pct Change '19 to '20 4.56% 4.72% 2.86% 5.77%
Attachment 2 - LL Fire Budget 2019 Draft 1 Operating Budget Current Draft Budget
City of Long Lake
LL Fire Department YTD Operating Expenses
2020 Operating Budget Draft 1
Account Account
Number Description
42280
Admin
42281 42282
Stn #1 Ops Stn
42285 42286
#1 Bldg Stn #2 Ops Stn
Minnetonka
#2 Bldg Beach
Draft
2020
Budget
1000 FT Chief Sal
$97,480
Printed Forms
$500
Auditing/Accounting Services for RA
$97,480
060/106 Fire Call Pay
$500
$35,020
$19,570
$5,150
$59,740
1075 Training Pay
Physicals Other Medical
$20,600
$15,450
$2,060
$38,110
1080 Fire Officer Pa
$16,000
$1,000
$10,000
$1,000
$17,000
1210 PERA
$16,000
$300
$ 240
$500
$16,500
1220 FICA
$2,833
$4,275
$2,833
$825
$10,766
1310 Employer Paid Health
$15,560
$900
3110
W.A.F.T.A. Dues
$15,560
1510 Work Comp Ins
$20,000
Uniforms
$500
$20,000
Subtotal Sal & Benefits
1 $167,8731
2190
$0 $37,8531
$0 $9,5351
$275,156
2010
Office Supplies
$900
$3,500
5800
$2,500
$900
2030
Printed Forms
$500
Auditing/Accounting Services for RA
$5,000
0%
$500
2080
Training/ Instruct Materials
$650
$5,000
3050
Physicals Other Medical
$650
2120
Motor Fuels
$5,000
$6,000
$3,000
$1,000
$10,000
2150
Shop Supplies
$ 1,000
$300
$300
$ 240
$600
2160
Chemicals / Foam
Computer Network Support
$250
$250
$ 4,000
$500
2175
Fire Prevention Materials
$900
3110
W.A.F.T.A. Dues
$2,000
$900
2180
Uniforms
$500
1
1
$500
2190
Medical Supplies
$ 1,600
$1,000
$1,000
$200
$2,200
2210
Equipment Parts
$1,000
$900
$100
$2,000
2215
SCBA Equipment Parts
3230
$500
$400
$100
$1,000
2230
Bldg & Grounds Maint Supp
$5,000
$1,000
$1,000
$2,000
2400
Small Tools
$2,500
$2,500
$1,000
$6,000
2410
Protective Gear/ Uniforms
$2,500
$2,500
$1,000
$6,000
2415
Turn Out Gear
Pagers /Radios (Ancom)
$7,500
$5,600
$2,300
$15,400
Subtotal Supplies
$3,450
$21,550
$1,000 $16,450
$1,000 $5,700
$49,150
3000
Prof Services Lexipol SOP Hose&Ladder Testing)
$2,000
$3,500
5800
$2,500
$2,000
$2,000
$8,000
3010
Auditing/Accounting Services for RA
$5,000
0%
Total LLFDO Budget
$220,373 $128,695 $40,878 $81,053
$30,462 $21,735 $523,196
0%
$5,000
3050
Physicals Other Medical
25%
$5,000
0%
$5,000
0%
0%
$10,000
3090
Computer Software Support
$500
$ 1,000
$
$ 15,000
$ 240
$ 2,500
$500
3090
Computer Network Support
$ 8,500
$ 6,500
$ 4,000
$ (1,000)
$ 19,000
$ (2,000)
$0
3110
W.A.F.T.A. Dues
$2,000
$ 4,500
$ (500)
$ 250
$ (250)
$2,000
3150
LL Administration Fee
$18,000
$ 300
$ 1,600
$ 400
$ 500
$ 250
$18,000
3210
Telephone (Land Lines)
$0
3230
Cell Phones Nextel/Sprint
$5,000
$5,000
3235
800 mHz Radio Admin Fee
$11,500
$1,000
$12,500
3275
Internet MediaCom
$6,500
$4,850
$11,350
3280
Pagers /Radios (Ancom)
$1,250
$1,250
$500
$3,000
3310
Travel / Mileage Reimb
$0
3350
Education/Conferences
$3,000
$10,000
$9,000
$1,000
$23,000
3610
General Liability Insurance
$8,000
$8,000
3700
Insurance Broker Fee
$1,000
$1,000
3810
Electricity Exp Excel
$8,128 1
$7,112
$15,240
3820
City Water/Sewer/Storm
$1,250
$1,500
$2,750
3830
Natural Gas CenterPoint
$4,500
$2,500
1
$7,000
3840
Custodial & Waste Removal
$8,500
$6,500
$15,000
3845
Lawn & Turf Maintenance
$2,000
$1,000
$3,000
4010
Bldg Maint & Repair
$9,000
$6,000
$2,000
$17,000
4030
Light TruckMaint/Repair
$2,250
$2,250
$500
$5,000
4035
Heavy TruckMaint/Repair
$7,000
$5,000
$1,000
$13,000
4040
Other Equip/Boat Maint
$1,750
$1,750
1
$500
$4,000
4045
Insurance Claim Expenses
$0
4125
Copier Operating Lease
$0
4135
Copier Maintenance
$500
$500
4300
Miscellaneous
$2,300
$2,300
4330
Dues & Subscriptions
$2,000
$2,000
4600
Recognition Expenditures
$750
$750
Subtotal Purchased Svcs
$45,050
$47,250
$39,878
$26,750
$29,462
$6,500
$194,890
5710
Computer/Printer Replac
$2,000
$2,000
5800
Other Equip
$2,000
$2,000
0%
Subtotal Capital
$4,000 $0 $0 $0
$0 $0 $4,000
0%
Total LLFDO Budget
$220,373 $128,695 $40,878 $81,053
$30,462 $21,735 $523,196
3%
$ 94,640 $ 2,840
$ 58,000 $ 1,740
$ 37,000 $ 1,110
$ 17,100 $ (100)
$ 15,500 $ 1,000
$ 10,475 $ 291
$ 13,000 $ 2,560
$ 20,000 $
$ 265,715 9,441
$ 900 $
$ 500 $
$ 650 $
$ 8,700 $ 1,300
$ 400 $ 200
$ 500 $
$ 900 $
$ 500 $
$ 2,200 $
$ 1,500 $ 500
$ 1,100 $ (100)
$ 2,000 $ -
$ 6,000 $
$ 6,000 $ -
$ 15,400 $
3%
3%
-1%
$ 2,000
-6%
3%
16%
0%
3 %
$ 2,000
0%
0%
0%
13%
33%
0%
0%
0%
0%
25%
-10%
0%
0%
0%
0%
49/o $ 47,250 400
$ 7,000
$ 1,000
$ 5,000
$
$ 8,000
$ 2,000
$ 200
$ 300
$ 2,000
$
$ 18,000
$
$ 4,500
$ 500
$ 11,000
$ 1,500
$ 11,100
$ 250
$ 3,000
$
$ 23,000
$
$ 9,000
$ (1,000)
$ 1,000
$
$ 15,000
$ 240
$ 2,500
$ 250
$ 6,000
$ 1,000
$ 8,500
$ 6,500
$ 4,000
$ (1,000)
$ 19,000
$ (2,000)
$ 5,700
$ (700)
$ 11,250
$ 1,750
$ 4,500
$ (500)
$ 250
$ (250)
$ 500
$
$ 2,000
$ 300
$ 1,600
$ 400
$ 500
$ 250
$ 184,100 10,790
0% $ 2,000 $ -
0% $ 2,000 $
0% $ 4,000
4% $ 501,065 $ 20,631
Attachment 2 - LL Fire Budget
City of Long Lake
Fire Contract Cost Allocation Formula
Fire Service Area Statistics
2020 Budget Process
Allocation
Factor
Year
2016
Total Hrs
w10 Mut Aid
5,283
Fire Department
Call Hours:
(excluding Mutual Aid)
(2018 mutual aid hours = 469)
Three Year Total
2017
5,335
2018
5,473
197
16,091
Annual Average
81.31%
5,364
2019 Call Pct Factor
232
100.00%
13,273
82.49%
2,197
Weighting Factor
621
30.00%
Pay 2018 Fire Service Area
R.E. Est. Market Values
in Millions
$ 3,492.25
Weighting Factor
207
70.00%
Combined 2020
82.49%
100.00%
Budget Alloc Pcts
(comparison to 2019 Pcts
3.86%
Total Prelim 2020 LL
FD Net Operating Budget - 85.40%
( Excluding CIP Items)
No Capital Expense
Prelim 2020 LLFD with CIP
Includes all options
Inc
as outlined
$ 873,874
$ -
$ 873,874
Allocation With all Additional Options
j& 06/18/2019
Orono
Total Hrs Pct Hrs
assume 315 in 2016 & 2017
more hours for remaining of Orono
4,400 1 83.29%1 691
Pct
Hrs
192
Pct
3.63%
13.08%
4,423
82.91%
715
13.40%
197
3.69%
4,450
81.31%
791
14.45%
232
4.24%
13,273
82.49%
2,197
13.65%
621
3.86%
4,424
732
207
82.49%
13.65%
3.86%
24.75%
4.10%
1.16%
$ 3,028.35
86.72%
$ 275.45
7.89%
$ 188.45
5.40%
60.70%
5.52%
3.78%
85.45%
9.62%
4.94%
85.31%
9.78%
4.91%
=ire Advisory ad
$ 746,704
$ 84,043
$ 43,127
$ 746,704
$ 84,043
$ 43,127
Comparison to 2019 Net Operating: $ 471,340 $ 402,100 $ 46,076 $ :22Z9942020 Bud et $ Chane $ 402534 $ 344604 $ 37967 $ 133Pct Chan a '19 to '20 85.40% 85.70% 82.40% .56%
2019 Draft 1 Operating Budget
Attachment 2 - LL Fire Budget Budget With All Additional Options
City of Long Lake
LL Fire Department YTD Operating Expenses
2020 Operating Budget Draft 1
Account
Number
Account
Description
42280
Admin
42281 42282
Sm #1 Ops Stn
42285 42286
#1 Bldg Stn #2 Ops Stn
Minnetonka
#2 Bldg Beach
Draft
2020
Budget
1000
FT Chief Sal
$96,541
Auditing/Accounting Services for RA
$5,000
$946
$97,487
2080
PT Admin Position @$20 per hour for 24 hours per
$30,000
$5,000
3050
Physicals Other Medical
$30,000
2120
Duty Crew Model based on staffing of 4 for 8 hours per day
$95,000
$95,000
$3,000
$190,000
$10,000
Inspector/Training Position with Benifets
$110,000
-$5,000
-$5,000
$300
$1;
060/106 Fire Call Pay
2160
$35,020
$19,570
$5,150
$59,740
1075
Training Pa
2175
$20,600
$15,450
$2,060
$38,110
1080
Fire Officer Pay
$16,000
Uniforms
Inspector Uniforms
Medical Supplies
$500
$1,000
$17,000
1210
PERA
$16,000
Equipment Parts
$ (1,000)
$500
$16,500
1220
FICA
$2,833
$4,275
$2,833
$825
$10,766
1310
Employer Paid Health
$15,560
Bldg & Grounds Maint Supp
3230
Cell Phones (Nextel/Sprint)
$15,560
1510
Work Comp Ins
$20,000
Small Tools
$ 184,100 28,790
$2,500
$20,000
$1,000
Subtotal Sal & Benefits
$306,934
$149,895
$0 $127,853
$0 $10,481
$595,163
2010
Office Supplies
$900
$3,500
$2,000
$2,500
$900
2030
Printed Forms
$500
Auditing/Accounting Services for RA
$5,000
$ 58,000
$500
2080
Training/ Instruct Materials
$650
$5,000
3050
Physicals Other Medical
$650
2120
Motor Fuels
$5,000
$6,000
$3,000
$1,000
$10,000
2150
Shop Supplies
$ 20,000
$300
$300
$ 4,500
$600
2160
Chemicals/Foam
Computer Network Support
$250
$250
$
$500
2175
Fire Prevention Materials
$900
3110
W.A.F.T.A. Dues
$2,000
$900
2180
2190
Uniforms
Inspector Uniforms
Medical Supplies
$500
$1,000
$1,000
$200
$500
$2,200
2210
Equipment Parts
$ (1,000)
$1,000
$900
$100
$2,000
2215
SCBA Equipment Parts
$ 4,500
$500
$400
$100
$1,000
2230
Bldg & Grounds Maint Supp
3230
Cell Phones (Nextel/Sprint)
$1,000
$1,000
$2,000
2400
Small Tools
$ 184,100 28,790
$2,500
$2,500
$1,000
$6,000
2410
Protective Gear/ Uniforms
Du Uniform
$12,50
$7,500
$1,000
$21,000
Internet(MediaCom)
Duty Crew Uniforms
$20,000
$4,00
$4,00
$4,850
$28,000
2415
Turn Out Gear
Pagers / Radios Ancom
$7,500
$5,600
$2,300 1
$15,400
Subtotal Supplies
$24,450 1
$35,550
$1,000 $25,450 1
$1,000 $5,700 1
$93,150
3000
Prof Services(Lexipol SOP Hose&Ladder Testing)
$2,000
$3,500
$2,000
$2,500
Subtotal Capital
$4,000 $0 $0
$8,000
3010
Auditing/Accounting Services for RA
$5,000
$ 58,000
$ 1,740
3%
$ 37,000
$ 1,110
$5,000
3050
Physicals Other Medical
6%
$5,000
$ 1,000
$5,000
$ 10,475
$ 291
$10,000
3090
Computer Software Support
$500
$ 20,000
$ -
-
$ 4,500
$ 500
$500
3090
Computer Network Support
$ 250
$ 3,000
$
$ 23,000
$0
3110
W.A.F.T.A. Dues
$2,000
$
$ 15,000
$ 240
$ 2,500
$ 250
$2,000
3150
LL Administration Fee
$18,000
$ 4,000
$ (1,000)
$ 19,000
$ 4,500
$ 5,700
$18,000
3210
Telephone Land Lines
$ 4,500
$ (500)
$ 250
$ (250)
$0
3230
Cell Phones (Nextel/Sprint)
$ 300
$5,000
$ 400
$ 500
$ 250
$ 184,100 28,790
$5,000
3235
800 mHz Radio Admin Fee
$11,000
$1,000
$12,000
3275
Internet(MediaCom)
$6,500
$4,850
$11,350
3280
Pagers / Radios Ancom
$1,250
$1,250
$500
$3,000
3310
Travel / Mileage Reimb
$0
3350
Education/Conferences
$3,000
$10,000
$9,000
$1,000
$23,000
3610
General Liability Insurance
$8,000
$8,000
3700
Insurance Broker Fee
$1,000
$1,000
3810
Electricity Exp (Excel)
$8,128
$7,112
$15,240
3820
City Water/Sewer/Storm
$1,250
$1,500
$2,750
3830
Natural Gas (CenterPoint)
$4,500
$2,500
$7,000
3840
Custodial & Waste Removal
$8,500
$6,500
$15,000
3845
Lawn & Turf Maintenance
$2,000
$1,000
$3,000
4010
Bldg Maint & Repair
door code 111P
2,250
$9,25
$2,000
$23,500
4030
Light Truck Maint/Repair
1 $2,250
$2,250
$500
$5,000
4035
Heavy Truck Maint/Repair
Upgrade dis
$16,000
$8,000
$1,000
$25,000
4040
Other Equip/Boat Maint
$1,750
$1,750
$500
$4,000
4045
Insurance Claim Expenses
$0
4125
Copier Operating Lease
$0
4135
Copier Maintenance
$500
$500
4300
Miscellaneous
$2,300
$2,300
4330
Dues & Subscriptions
$2,000
$2,000
4600
Recognition Expenditures
$750
$750
Subtotal Purchased Svcs
$45,050
1 $55,750 1
$43,128
$29,750
$32,712
$6,500
$212,890
5710 Computer/Printer Replac
$2,000
$2,000
5800 Other Equip
$2,000
$2,000
Subtotal Capital
$4,000 $0 $0
$0 $0 $0 $4,000
Total LLFD Op Budget
$380,434 $241,195 $44,128
####### $33,712 $22,681 $905,203
3%
$ 94,640
$ 2,847
100%
$ 30,000
100%
$
$ 190,000
100 %
$
$ 100,000
3%
$ 58,000
$ 1,740
3%
$ 37,000
$ 1,110
-1%
$ 17,100
$ (100)
6%
$
$ 1,000
3%
$ 10,475
$ 291
P15,500
16%
$ 13,000
$ 2,560
0%
$ 20,000
$ -
55 % $ 265,715 329,448
$ 900 $
$ 500 $
$ 650 $
$ 8,700
$ 400
$ 500
$ 900
$ 500
$ 1,300
$ 200
$ -
$
$
$ 2,200
$
$ 1,500
$ 500
$ 1,100
$ (100)
$ 2,000
$
$ 6,000
$
$ 6,000
e
$ 15,000
�
_
$ 15,400
$
$ 47,250 F 44,400
$ 7,000
$ 1,000
$ 5,000
$
$ 8,000
$ 2,000
$ 200
$ 300
$ 2,000
$
$ 18,000
$
-
$ 4,500
$ 500
$ 11,000
$ 1,000
$ 11,100
$ 250
$ 3,000
$
$ 23,000
$
$ 9,000
$ (1,000)
$ 1,000
$
$ 15,000
$ 240
$ 2,500
$ 250
$ 6,000
$ 1,000
$ 8,500
$ 6,500
$ 4,000
$ (1,000)
$ 19,000
$ 4,500
$ 5,700
$ (700)
$ 11,250
$ 13,750
$ 4,500
$ (500)
$ 250
$ (250)
500
$
$ 2,000
$ 300
$ 1,600
$ 400
$ 500
$ 250
$ 184,100 28,790
0% $ 2,000 $
0% $ 2,000 $
0% $ 4,0001
45% $ 501,065 $ 402,638
CITY OF ORONO MEMORANDUM
DATE: July 19, 2019
TO: Dustin Rief, City Administrator
FROM: Jeremy Barnhart, AICD, Community Development Director
RE: Code enforcement staffing request
Staff believes the level of code enforcement attention that we can provide is not meeting the
expectations of members of the city council and Orono residents. Residents' desire and demand rapid
response in the form of inspection, information to the offending property owner, and ultimately, the
correction of behavior. Lately, it seems that there has been more of a desire to see punishment in the
form of fines or similiar.
The City Council has established a policy of being complaint based, staff does not patrol, or look for
violations.
Our code enforcement process includes upon receipt of a complaint, an inspection to determine if a
violation exists, then research of the code and a letter sent to the property owner, which requires a
follow up inspection 3-10 days later. (The variance of time is based on code and statue requirements,
based on the infraction.) This follow up inspection either results in forwarding the case to the
prosecuting attorney, or a response to a request for more time, which in turn requires a follow up
inspection.
Staff has a goal of 8 hours per week between the Building Official and Community Development Director
for code enforcement activities. This goal is subject to work load influences. The three packet weeks per
month reduce the Community Development Director's available hours; summer weeks are historically
busy building permit review with heavy complaint periods. In May and June of this year, staff averaged
13.1 and 10.5 hours per week respectively on code enforcement.
While improving, the current model is not meeting the needs of Council members or Orono residents, or
goals of staff in terms of response times and ultimate resolution of a case. This perception is based on
the complaints I receive from aggrieved parties. During heavy work load periods, follow up inspections
or letter writing falls in priority, resulting in longer resolution times.
The Council is asked the following:
Is the complaint based code enforcement policy consistent with Council goals?
Are the current response and close time matrices (discussed below) meeting Council
expectations?
A summary of the code enforcement activity for the last 16 months:
Code Enforcement activity report
2018 2019
# Cases Cases # Cases Cases
added closed Inspections added closed Inspections
January
ND
2
10
6
6
15
February
5
2
11
4
3
7
March
7
3
13
8
6
19
April
6
3
9
15
17
41
May
20
27
40
17
17
40
June
21
11
40
12
5
25
July*
19
9
39
10
10
22
August
September
October
November
December
Totals
18
28
58
*July 2019 data through 7-17
72 64 169
7
15
19
5
5
16
2
5
11
3
6
3
113
116
269
The average close time of a code enforcement case in 2019 is 64 calendar days. In 2018 it was 82
calendar days. A case is "Closed" because it was unfounded, abated/ resolved (addressed), or sent to
the prosecuting attorney.
Computed in calendar days
In 2019, 68% of files were closed in 30 days or less; in 2018, that number was 49%.
2018
2019
Average response time
6.7
4.6
Average Days to close
82
64.75
Computed in calendar days
In 2019, 68% of files were closed in 30 days or less; in 2018, that number was 49%.
Close time report
2018
2019
Same Day
3
2
1 Day
5
2
2-7 Days
16
18
8-14 Days
10
11
15-30 Days
21
12
31-60 Days
19
6
61-90 Days
13
2
91-120 Days
4
1
120+ days
22
12
Available Resources
The Community Development Department is tasked with zoning code enforcement; the department
includes 2 planners, the Building Official, Planning Assistant, and the Director. All individuals tracked
their time in May and June, assigning each 30 minute increment to one of 6 categories:
■ General zoning (general zoning questions received via counter, phone, or email)
■ Land Use (Review of land use applications, development of information for City Council
or Planning Commission)
■ Building Permits (Review of building or zoning permits)
■ Inspections (Inspections not related to code enforcement)
■ Administration (Internal meetings, personnel, Citizen Serve review and development)
■ Code Enforcement (inspections, correspondence, documentation related to code
enforcement complaints)
3%
May
■ General Zoning ■ Land Use ■ Building Permits
■ Inspections ■ Admin ■ Code Enforcement
June
F
General Zoning ■ Land Use ■ Building Permits
S Inspections ■ Admin ■ Code Enforcement
Code enforcement activity is largely the responsibility of the Building Official and the Community
Development Director. Code enforcement tasks have not been assigned to the planners or the planning
assistant due to a desire to expedite permit reviews, respond to resident questions, or to focus on the
land use applications, all understood as higher priorities.
Use of Time by Employee
May
Building Official
Com Dev Dir
0% 20% 40% 60% 80% 100% 120%
■ Gen. Zoning/ Bldg ■ Admin ■ Land Use ■ Building Permits ■ Code Insp
Use of Time by Employee
June
Building Official
Com Dev Dir
0% 20% 40% 60% 80% 100% 120%
■ Gen. Zoning/ Bldg ■ Admin ■ Land Use ■ Building Permits ■ Code Insp
If one or both of Councils answers to the two questions above are "No", additional resources are
necessary.
Solution. Staff proposes hiring an individual who would split time between the Police Department's CSO
needs and Code enforcement. Dedicating 20 hours of code enforcement time per week would double
hours, but more importantly having a dedicated staff person whose primary responsibility is code
enforcement would alleviate the push/pull of responsibilities, where currently code enforcement tasks
are the 5t" priority for staff, without sacrificing current priorities:
With the proposed hire, the building official and inspectors would not do code enforcement, and the
Community Development Director would administer the program. This proposed solution assumes no
change in the Council policy of complaint based code enforcement. If the Council desires to change this
policy, response times and average days to close matrices will increase without additional resources,
provided either by adding individuals, or by pulling resources from other areas.
Alternative solution. An alternative to the year round time share with the Police Department could
include a % time share with the PD over the 6 heaviest months for both building and code enforcement,
approximately April 15 through October 1.
Long Lake Fire Department Update
July 22, 2019
70
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LLFD Frequency Reponse Charts for 2018
Rig/Apparatus Roll Time Frequency(Long Lake)
2018
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Long Lake Fire Department Update
July 22, 2019
Long Lake FF Responders by Weekday & Weekend 2018
❑ 00:00-04:00 ❑ 04:00-08:00 ❑ 08:00-12:00 ❑ 12:00-16:00 ❑ 16:00-20:00 ❑ 20:00-24:00
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Long Lake Rig Roll Time by Weekday & Weekends 2018
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Control Chart: Long Lake 2018 Incidents
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BUDGET WORK SESSION
JULY 9
James Van Eyll
Description
Administration
Stn #1 Operations (Willow)
Stn #1 Bldg Costs (Willow)
Subtotal Stn #1 Costs
Stn #2 Operations (Navarre)
Stn #2 Bldg Costs (Navarre)
Subtotal Stn #2 Costs
Minnetonka Beach
Subtotal Gross Ops Cost
Revenue
Net Ops Cost
U100WV1jM6W-K1V,491*511j1
Dept.
2018
YTD w/accruals
2019
Amount
Pct
2020
Amount
Pct
42280
$
204,400
$
202,726
$
212,480
$
8,080
3.95%
$
220,373
$
7,893
3.71%
42281
$
121,575
$
136,817
$
123,150
$
1,575
1.30%
$
128,695
$
5,545
4.50%
42282
$
34,000
$
37,443
$
36,250
$
2,250
6.62%
$
40,878
$
4,628
12.77%
$
155,575
$
174,260
$
159,400
$
3,825
2.46%
$
169,573
$
10,173
6.38%
42285
$
78,775
$
82,601
$
78,000
$
(775)
-0.98%
$
81,053
$
3,053
3.91%
42286
$
24,950
$
20,813
$
29,850
$
4,900
19.64%
$
30,462
$
612
2.05%
$
103,725
$
103,414
$
107,850
$
4,125
3.98%
$
111,515
$
3,665
3.40%
$
-
$
-
$
21,335
$
21,335
#DIV/0!
$
21,735
$
400
1.87%
$
463,700
$
480,399
$
501,065
$
37,365
8.06%
$
523,196
$
22,131
4.42%
$
(7,538)
$
(25,679)
$
(29,725)
$
(30,383)
$
456,162
$
454,720
$
471,340
$
492,813
Actual Operating Costs
Actual Revenue
Net Actual
Net Budget
Over/Under Budget
Long Lake's Share
Medina's Share
Orono's Share
$ 397.00
$ 206.00
$ 2,920.00
5 Year Total
$ 480,399.00
$ 25,679.00
$ 454, 720.00
$ 456,162.00
$ 1,442.00
$ 160.00
$ 84.00
$ 1,197.00
2017
$ 466,490.00
$ 21, 644.00
$ 444,846.00
$ 443,689.00
$ (1,157.00)
$ (129.00)
$ (68.00)
$ (960.00)
w
$ 484,959.00
$ 50,269.00
$ 434,690.00
$ 434,968.00
$ 278.00
$ 29.00
$ 16.00
$ 233.00
2015
$ 489,782.00
$ 63,489.00
$ 426,293.00
$ 426,700.00
$ 407.00
$ 46.00
$ 24.00
$ 337.00
2014
$ 437,787.00
$ 23,621.00
$ 414,166.00
$ 416, 720.00
$ 2,554.00
$ 291.00
$ 150.00
$ 2,1 13.00
A
Pay increases of 3% Insurance increases of Fuel increases
15%
2020 DRAFT
OPERATING
BUDGET
Physicals/Medical Station cleaning increases Reviewed the Last 3, 5
increases due to a change in the and 10 year averages for
company trends and rebalanced
the line items
• Moved out the replacement of U 1 to 2021
• Moving Old Ul 1 to Station 2 to replace U21
• Moving U21 to Station to replace U13
• Selling U13 at auction
'Combined the price of replacing Ulf and
2020 DRAFT
U13 which is whywe moved it out a year
CIP ' Replacing DO/CMD2 with a new CMDI
• Shifted old CMD 1 to the DO Vehicle and shifted
years
• Moved up E21 replacement to 2028, which is a
25 -year replacement schedule
2020 DRAFT CIP
Moved up replacement of T12 to 2031
which is a 30 -year replacement
schedule
1
2031
Moved out replacement of El 1 to
2032 which is a 28 -year replacement
2032
2020 BUDGET
OPTIONS FOR
CONSIDERATION
Purchasing a global door code system is
approximately $6,500. Ali
Upgrading our current 2 '/2 LDH dish
valve and piping to a 3 valve and pipin
to improve water flow is approximately
$1 1,000 for El 1, E21 and E22.
)uty Uniforms for all paid -on-call
irefighters is approximately $15,000
2020 BUDGET
OPTIONS FOR
CONSIDERATION
• Part-time admin person is approximately
$30,000. Maybe a shared person with another
City or Department inside Long Lake??
• Responds to calls for emergency service
• Answers and responds to public and firefighters
calls and emails.
• Maintains departments records, inventory and
PT supplies.
ADMINISTRATIVE ' Processes invoices, expense reports; tracks and
monitors invoices charged against purchase
ASSISTANT authorizations and purchase requests.
• Prepares payroll for City Hall, conducts follow-
up on payroll issues and coordinates
percentages for POC firefighters.
2020 BUDGET
OPTIONS FOR
CONSIDERATION
• Duty Crews - 4 firefighters for 8 hours per day 5
days per week is approximately $180,000. Initial
uniform cost of approximately $20,000 and
ongoing uniform allowance of approximately
$8,000.
• Please see handout of graphs for responders.
• We moved to day time all calls officially in
DAY TIME October of 2018 - it has helped.
' We need to evaluate other models than our
RESPONDERS
current one. 2 or 4 -person duty crews, hybrid
public safety model, full time day responders ...
WHAT DOES A DUTY CREW DO
• Reduces response times and provides
predictable staffing
• Shift fire inspections and preplans. This
could help us improve our ISO rating,
which would lower insurance premiums
for our business and residents.
• Community Risk Reduction plan and
implementation.
• Truck, SCBA and Equipment checks
• Increase training activities and expend
public safety initiatives.
2020 BUDGET
OPTIONS FOR
CONSIDERATION
Full-time Fire Inspector/Training Officer is
approximately $110,000 with benefits.
WHAT DOES A FIRE INSPECTOR DO?
• Inspects commercial, industrial and
residential complexes
• Performs plan reviews for all new
structures
• Performs plan reviews for remodel
/ additions to existing structures
• Conducts fire prevention education
for public, building owners, schools
and day cares
• Receives and responds to inquires
of from property owners, contractors
and insurance companies
• Performs plan reviews for change of
use of occupancy
• Inspections for permits of fireworks
sales or displays, tank removal and
tents
• Re -inspect after violations
• Works with other city departments
and inspectors on code
enforcement
• Creates fire pre -plans
• Maintains all records
COMMUNITY RISK REDUCTION /
FIRE INSPECTION PROGRAM
• Different options - use of "Paid -on -Call"
firefighters, contract position, part-time
position, full-time position and
complaint/permit basis by Fire Chief
• Each option has pros and cons
• Fee schedule should be implemented by each
city for inspections
• On average the initial inspection will consume
about 4 hours of time. This is not only
inspection time but also research, travel time,
documentation...
WHY IMPLEMENT THIS PROGRAM
We have the authority per Section It could reduce our ISO rating which It is listed in our Mission Statement
103 and 104 of the 2007 Minnesota would lower insurance premiums for
State Fire Code residents and businesses.
It is the mission of the Long Lake Fire
Department to minimize the loss of life and
property for its fire service recipients in the cities
of Long Lake, Medina and Orono from fires,
natural disasters and life-threatening situations.
WHY IMPLEMENT THIS PROGRAM
It is listed in our Goal Statement
It is the goal of the Long Lake Fire
Department to perform these services in a
professional and efficient manner by
maintaining effective training, fire
prevention, fire suppression and
emergency response.
Could be a revenue generator if
contracted out to other cities
COMPLAINT / PERMIT BASIS
Pros
• Currently in place
• Cheapest - no new costs
• Inspections occur only when a
complaint is received, an
incident occurs or a permit is
received
• Ability to generate some
revenue if fee schedule is
implemented
Cons
• Inspections occur only when a
complaint is received, an
incident occurs or a permit is
received
• Inspections, re -inspections ...
don't happen on a routine basis
• Few new programs implemented
for community risk reduction
USE OF "POC" FIREFIGHTERS
Pros
• Not that expensive when using POC
FF at $10.50 per hour
• Should be able perform more
inspections, re -inspections ...
• Already being used for fire
prevention education
• Ability to generate some revenue if
fee schedule is implemented
• Could be a job responsibility of the
"Duty Crew" response model
Cons
• Difficult to maintain consistency of
inspections and re -inspections
• Time of our POC FF is already
stretched thin
• Are LLFD firefighters interested
• Training is extra time and money
CONTRACT, PT OR FT INSPECTOR
Pros
• Inspections happen on a routine basis
• Most consistent for inspections, re -
inspections ...
• Can be a day time responder to calls
• Ability no do many inspections, activites,
pepa s,...
• Ability to generate the most revenue
• New programs for Community Risk
Reduction are easier to implement
• More local control if hired as fire
department employee
• Could be a duty of the "Duty Crew"
response model
Cons
• Most expensive of the options
First Inspection is done without a fee
COMMUNITY
RISK Re -inspection is done without a fee
REDUCTION /
FIRE Any re -inspections after the initial re -
INSPECTION FEE inspection should have a fee schedule
SCHEDULE associated with them.
IFees could be used to offset the costs of the
different options of the program.
QUESTIONS
CITY OF ORONO MEMORANDUM
DATE: July 22, 2019
TO: Mayor Walsh, City Council
FROM: Dustin Rief, City Administrator
RE: Performance Review update
City Goal:
3. To create a culture of continuous improvement by providing efficient and reliable government
services
4. To adopt best practices into city processes to ensure the high quality services are provided in an ever-
changing environment
The City Council has tasked the City Administrator to lead the redevelopment of the performance review
process and Human Resources functions. The city selected HRwize to facilitate moving HR functions into
a globally accessible platform that provides consistent formalized processes and digital performance
reviews.
Current Status - staff compiling and reviewing job specific position expectations to be submitted by July
31
Steps Remaining -some will be completed concurrently:
• HRwize will implement forms for all positions - 1 week
• City will review and provide changes - 1 week
• City to ensure employee list is up to date- 1 day
• HRwize/City develop training documents for supervisors and staff- 1 week
• HRwize to produce logins for employees — 1 day
• HRwize/City to introduce Supervisors to software — 1 day
• HRwize/City to conduct training session for supervisors — multiple offerings
• HRwize/City to conduct training session for employees — multiple offerings
• Implement for annual/year-end performance reviews
CITY OF ORONO MEMORANDUM
DATE:
July 22, 2019
TO:
Mayor Walsh, City Council
FROM:
Dustin Rief, City Administrator
RE:
Communications Discussion
A council member has asked for clarification on communications with staff and to have a discussion
about city code provision 2-101. Below is the code section that outlines communication flow to and from
elected officials and the original ordinance is attached.
Sec. 2-101. - General supervisory capacity.
SHARE LINK TO SECTIONPRINT SECTIONDOWNLOAD (DOCX) OF SECTIONSEMAIL
SECTIONCOMPARE VERSIONS
No member of the council shall in any manner interfere with or prevent the city administrator
from exercising the administrator's own judgment in the administration of the city. Except for the
purpose of inquiry, no member of the council shall deal with or exercise control over the
administration of the city; and no member shall give orders to any department head or employee of
the city, either publicly or privately, except through a majority vote of the council.
(1) If a councilmember receives information regarding a matter of concern related to the
administration of the city, the councilmember shall forward the information to the administrator at
the earliest possible time. The administrator shall then forward the information to the other
councilmembers.
(2) If an individual councilmember directly contacts a staff member for the purpose of obtaining
information, the information shall be provided to all councilmembers and to the administrator, if
the staff member contacted is other than the administrator.
(3) If the response to a councilmember's inquiry will require significant time and effort, the staff
person shall refer the councilmember to the administrator to determine whether the request can
be accommodated within the current workload priorities. If the request conflicts with other
workload priorities, the administrator may refer the request to the full council to determine
whether the request should displace other council priorities.
(4) Concerns raised by city employees regarding the administration of the city shall be addressed
through the chain of command. The city's administrative policy shall set out the process to be
used for addressing a concern through the chain of command.
(5) Concerns raised by city employees regarding pay, benefits, and other employment-related
matters shall be addressed through the grievance policy set out in the city's administrative policy.
(Code 1984, § 2.06(7); Ord. No. 182 2nd series, § 1(2.06(7)), 1-25-1999)
ORDINANCE NUMBER 182 , SECOND SERIES
AN ORDINANCE AMENDING SECTION 2.06
OF THE ORONO MUNICIPAL CODE
The City Council of the City of Orono ordains:
SECTION 1. Ordinance Amended. Ordinance Section 2.06 is hereby amended and the following
language substituted in its place:
SEC. 2.06. CITY ADMINISTRATOR.
Subd. 1. Position Established. The position of City Administrator is hereby
established.
Subd. 2. Appointment and Removal. The City Administrator shall be appointed
by the Council for an indefinite term. He shall not be removed except by affirmative action
taken by the Council twice at two regular meetings held within sixty days. The action taken
at the first such meeting shall be an expression of intent to vote thereon at the second such
regular meeting not to be held sooner than ten days thereafter. If, at any time after the
Administrator has completed six months of continuous service, the Council takes such
action, the City Administrator may within thirty days after written notice of removal, request
a public hearing which the Council must grant and which must be started within thirty days
after the request.
Subd. 3. Qualifications. The City Administrator shall be selected solely on the
basis of the person's executive and administrative qualifications with special reference both
to experience, formal education, as well as knowledge of accepted practices pertaining to the
duties of the office.
Subd. 4. Duties. The City Administrator shall be the chief administrative
officer of the City and shall be responsible to the Council for the proper administration of
all affairs to the City and to that end shall have the power and shall be required to:
A. Supervise the administration of all Departments, offices and
divisions of the City except as otherwise provided by law and carry out any other
responsibilities placed under the Administrator's jurisdiction by this Chapter or by
subsequent Council action. The Administrator shall interview and screen all prospective City
employees as permitted by law and may make recommendations to the Council before the
Council makes any appointment. The Administrator, with the concurrence of the Council,
shall appoint Department Heads who shall be responsible and accountable to the
Administrator. All personnel shall be responsible and accountable to the Administrator. The
City Administrator may suspend any employee until the next council meeting. If the City
Council does not act to modify or rescind the suspension, the suspension shall be deemed
ratified by the City Council.
B. Develop and issue all administrative policies, rules, regulations
and procedures necessary to insure the proper functioning of all departments and offices
under the Administrator's jurisdiction as permitted by law and Council approval.
C. Prepare and submit an annual budget to the Council and keep the
Council advised of the financial condition of the City and make such recommendations as
may from time to time be determined desirable and necessary.
D. Attend and participate in discussions at all meetings of the Council
and other official bodies as directed by the Council. The City Administrator shall also
represent the City at all official or semi-official functions as may be directed by the Council
and not in conflict with the prerogatives of the Mayor.
E. See that all laws and provisions of the City code are duly enforced.
F. Make or let purchases and contracts when the amount thereof does
not exceed $5,000.00 and to receive estimates, quotations, sealed bids, purchases or contracts
in excess of $5,000.00 and present them to the Council for official action.
G. Recommend from time to time the adoption of such measures as the
Administrator may deem necessary or expedient for the health, safety and welfare of the
community or for the improvement of the administration.
H. Perform such other duties as may be required by the Council and
consistent with Minnesota Statues and the City Code.
Subd. 5. Bond Required. The City Administrator shall furnish a surety bond
to be approved by the Council, said bond to be conditioned on the faithful performance of
those duties. The premium of the bond shall be paid by the City.
Subd. 6. Deputy City Clerk. The City Administrator shall, by virtue of that
position, be a Deputy City Clerk.
Subd. 7. General Supervisory Capacity. No member of the Council shall in any
manner interfere with, or prevent the City Administrator from exercising the Administrator's
own judgement in the administration of the City. Except for the purpose of inquiry, no
member of the Council shall deal with or exercise control over the administration of the City,
and no member shall give orders to any Department Head or employee of the City, either
publicly or privately except through a majority vote of the Council.
A. If a Council Member receives information regarding a matter of
concern related to the administration of the City, the Council Member shall forward the
information to the Administrator at the earliest possible time. The Administrator shall then
forward the information to the other Council Members.
B. If an individual Council Member directly contacts a staff member
for the purpose of obtaining information, the information shall be provided to all Council
Members (and to the Administrator if the staff member contacted is other than the
Administrator).
C. If the response to a Council Member's inquiry will require significant
time and effort, the staff person shall refer the Council Member to the Administrator to
determine whether the request can be accommodated within the current workload priorities.
If the request conflicts with other workload priorities, the Administrator may refer the
request to the full Council to determine whether the request should displace other Council
priorities.
D. Concerns raised by City employees regarding the administration of
the City shall be addressed through the chain of command. The City's Administrative Policy
shall set out the process to be used for addressing a concern through the chain of command.
E. Concerns raised by City employees regarding pay, benefits, and
other employment-related matters shall be addressed through the grievance policy set out in
the City's Administrative Policy.
SECTION 2. This Ordinance shall be published in THE PIONEER and THE LAKER newspapers
and shall be effective upon approval and publication.
Adopted by the City Council of Orono on this 25th day of January, 1999 by a vote of
4 ayes and o nays.
Jabbour, Mayor
ATTEST:
L' da S. Vee, City Clerk
Published in the Laker and Pioneer newspapers the week of February 6, 1999.
3
CITY OF ORONO MEMORANDUM
DATE: July 22, 2019
TO: Mayor Walsh, City Council members
Dustin Rief, City Administrator
FROM: Jeremy Barnhart, AICP, Community Development Director
RE: Docks as Principal Uses
At their meeting on June 10, 2019, after a request by Councilmember Johnson, the Council directed staff
to prepare information related to allowing docks as a permitted use; currently, the City of Orono allows
docks as an accessory use in lake oriented residential zoning districts.
Each zoning district lists permitted, conditional, and accessory uses. These are the uses that are allowed
in that district. Conditional uses are allowed with a permit issued by the City Council, and accessory uses
are allowed with a principal or conditional use. Accessory uses are defined:
Accessory use, building, or structure means a use, building, or structure subordinate to and
serving the principal use or building on the same lot and customarily incidental to the principal
use or building.
Sec. 78-1432. - Time of construction.
No accessory building or structure shall be constructed on any lot prior to the time of
construction of the principal building to which it is accessory.
Purpose. Allowing certain structures as accessory to principal uses is a basic land use principal. Staff
has not found an instance where accessory uses are allowed on property prior to the principal structure.
Principal uses establish and define the character of that district, and provide the land uses appropriate for
that area of the community, e.g. Residential uses in residential districts, commercial in commercial, etc.
These principal uses typically involve substantial investment. If the Council feels that docks are an
acceptable principal use in Orono, docks would be added as a principal or conditional use in the Lake
districts, rather than amend the code to allow accessory uses without a principal use.
Area community regulation. Staff researched other communities to understand their regulation, and all
require a principal structure prior to construction of an accessory structure. This comparison is attached
as Exhibit A.
History. There is significant history in the city that accessory structures, including docks, be located on a
lot already improved with a principal structure, though there have been some exceptions:
Joint Use Docks. The city licenses 10 joint use docks a year, 8 of these are the only structure on that
parcel. Joint use dock configurations are allowed by city code, starting in section 94-36, attached as
Exhibit B. These configurations often appear to be developed as part of the platting process. The last
"new" joint use dock was on the shared property line between lots 850 and 860 Windjammer known
as Pirates Cove, and that appeared to correct an existing condition. The 2014 staff report prepared for
this item is attached as Exhibit C.
Riedel Co. Stubbs Bay Addition. There are four lots on Eileen street that have dock privileges on
Stubbs Bay, though only two lots have `frontage' on Stubbs Bay. This subdivision was platted in
1975, and as part of the subdivision the city allowed dock rights to the 4 lots. The city does own a
land parcel and right of way in the immediate area, it does appear that storage of private property is
occurring on public property.
Crystal Bad The city owns 4 lake parcels on Crystal Bay Road. Based in aerial photography, it
appears that 2 private docks have been placed on public property over the years. There is no record
of approval, and there is no principal structure on the lot. Enforcement priority of this issue has
lowered pending Council's discussion of the city lot issue.
Gardens. Gardens are typically an accessory use, (recognizing the inherent differences between
gardens and farms/ agricultural fields). In 2011, the City Council approved an ordinance amendment
that allowed Gardens as a permitted principal use all residential zoning districts to allow the
Community Garden behind the Willow Drive Fire station. There are no other known gardens as a
principal use in the city.
Complaints. There are two open complaints about docks being the only structure on the lot, enforcement
on these complaints has dropped in priority pending Council decision on this issue.
Docks and demolitions. When demolishing a lake home where a dock is present, the demolition permit
typically includes a notation that a dock cannot be replaced until the framing of the replacement home has
been completed.
Recommendation. Staff does not recommend altering the zoning ordinance to allow docks as a principal
structure, because of the following concerns:
1. What is the incentive to build a structure, when a seasonal camper and dock can serve several of
the same purposes?
2. Unattended docks may be viewed as an attractive nuisance, enticing neighborhood children to the
lake.
3. With no principal structure, there would likely not be any off street paved parking; off street
parking would likely be replaced with either gravel parking, or on grass, creating muddy
conditions in wet seasons. Both could be considered hardcover.
4. The neighborhood would likely have to rely on the users to bring out trash.
5. Rest room services, how is this handled? Are neighbors expected to handle "emergencies"?
6. We anticipate an increase in "party" use of vacant lots. The city recently adopted a rental housing
code prohibiting short term rentals; The ability for patrons to pull up and access the lake and
associated shoreline with a similar effect is clear.
7. Maintenance of property. Without daily access, maintenance of the property may fall below
acceptable standards, as the yard and grounds may be "out of sight, out of mind". Where is the
mower/ other maintenance equipment stored?
If the Council desires a change, any proposed ordinance will be reviewed by the Planning
Commission and a public hearing prior to adoption.
Attachments
Exhibit A
Community Comparison
Exhibit B
Joint Use Dock Locations
Exhibit C
Pirates Cove staff report
City
Relevant code
Wayzata
917.05 Time of construction: No accessory building or structure shall be constructed
on any lot prior to the time of construction of the principal building to which it is
accessory
Minnetonka Beach
5.3 (A) (2) (f) It is necessary to have an allowed Principal Use on the same lot in
order to have one or more accessory uses on the lot;
Tonka Bay
1011.04 Subd. 2. Time of Construction. No accessory building or structure shall be
constructed on any lot prior to the time of construction of the principal building to
which it is accessory
Excelsior
Table 4 1. 1 Private rec, including docks listed as accessory use; 11-4 4. (a) (2) No
accessory structure shall be constructed prior to construction of the principal building
to which it is accessory.
Mound
129-194 (a) No accessory building or structure shall be constructed on any residential
lot prior to the time of construction of the principal building to which it is accessory.
129-99 Allowable uses: Accessory in R-1, R -IA, R-2, and R-3 zoning districts
Victoria
Section 22-2-10 C. Docks. Docks are permitted as an exception to the water -
oriented accessory structure and are permitted as accessory structures subject
to the following: Docks, whether permanent or floating structures, shall not be
built or used until the principal building is constructed and until a permit to use
the dock is first obtained from the city council, except as provided in section 109-
325. Docks shall be limited to one per lot of record or parcel and the docks shall be
operated and maintained solely for the use of the person to whom the use permit has
been issued, and not for the benefit of others in the commercial enterprise or for a
service charge, except as provided in section 109-325. 3. A multiple or commercial
dock shall be a conditional use within the shoreland area. 4. No dock facility or
permanent or floating structure shall be constructed or located within ten feet of the
side lot line projected into the lake. No dock facility shall extend into the lake a
distance greater than the width of a lot at the shoreline or 200 feet, whichever is the
lesser.
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REQUEST FOR COUNCIL ACTION
Date: May 7, 2014
Item No.:
Department Approval: Administrator Approval: Agenda Section:
Name: Michael P. Gaffron Planning Dept.
Title: Asst. City Admin. - Long Term Strategy
Item Description: New Joint Use Dock License Request - Pirates Cove
Proposed Dock Location: Lakeshore between 850 and 860 Windjammer Lane
Zoning District: LR -1B, One -family Lakeshore Residential District: 1.0 acre, 140' min. width
List of Exhibits:
Exhibit A. Joint Use Dock Application
Exhibit B. City Letter to Applicant 4/22/14
Exhibit C. Location / Plat Map
Exhibit D. 2012 Survey Indicating 6 Existing Slips
Exhibit E. Current Surveys showing Easements & Proposed Dock Layouts A and B
Exhibit F. Easement Documents
Exhibit G. 1968 and 1970 Surveys of Lots 6 and 7
Exhibit K City Code Excerpts
Exhibit L LMCD Letter to 850 Windjammer 2/23/12
Exhibit J. Original Plat Proposal, 1965
Exhibit K. Existing Plat as approved in 1965 and existing today
Exhibit L. Airphotos 1970, 1975, 1989, 2009
Summary:
The City is in receipt of a joint use dock license application for a shared dock that has not
previously been licensed. The dock is proposed to be located either side of the shared lot line
between 850 and 860 Windjammer Lane. The dock is proposed to serve four off -lake lots within
the subdivision Pirates Cove which was platted in 1965.
Background:
This joint use situation came to light while LMCD was inspecting docks on North Arm Bay in
2012. Boats not registered to the riparian landowners were being stored at the dock. Subsequent
investigation determined that the `excess' boats were owned by off -lake property owners in the
immediate neighborhood. Eventually this resulted in discussions between the City and LMCD,
and ultimately the City advised the applicants to apply for a joint use dock license. The City has
not previously issued (nor been requested for) a license for this joint dock.
The applicant is Carolyn Broghammer of 875 Windjammer Lane, one of the four off -lake lots.
See location map, Exhibit C. The properties involved in this application are shown in the
following table:
Joint Use Dock - Pirates Cove
May 7, 2014
Page 2
Address
Name
Lot Description
Status
865 Windjammer Lane
Gillis
Lot 1, Block 1, Pirates Cove
Off -lake, existing home
860 North Arm Dr.
Davisson
Lot 2, Block 1, Pirates Cove
Off -lake, existing home
875 Windjammer Lane
Bro hammer
Lot 3, Block 1, Pirates Cove
Off -lake, existing home
835 Windjammer Lane
Hanson
Lot 4, Block 1, Pirates Cove
Off -lake, existing home
850 Windjammer Lane
Khan
Lot 6, Block 1, Pirates Cove
Riparian
860 Windjammer Lane
Kelly
Lot 7, Block 1, Pirates Cove
Riparian
The City began regulating joint use docks via licensing in July 1963. As noted above, the plat of
Pirates Cove was approved by the City in 1965. The original plat layout for 23 lots proposed by
the developer (Exhibit I) was denied based on the lots being less than 1 acre and having to be
served by septic systems. That layout included two apparent outlots for lake access to inland lots.
The final layout approved by the City (Exhibit I) included 18 lots and the lake access outlots
were eliminated. There is only minimal information in City files regarding this subdivision, and
meeting minutes in 1965 only documented the final actions, not the discussion. Staff has found
no documentation as to whether lake access for the off -lake lots in Pirates Cove was discussed
during the 1965 subdivision review process, or why the outlots were eliminated in the final
approved layout.
An easement (Doc. #892991) was granted on October 31, 1967 over Lots 6 and 7 in favor of Lot
3, being 10' either side of the line between Lots 6 and 7, plus 20' either side of the line near the
lake, for "travel on foot, both ingress and egress, to Lake Minnetonka" and to "use that
portion ... for storage of only one boat along the shore of Lake Minnetonka in such a manner
which would not interfere with the use and enjoyment of the fee owners of Lots 6 and 7... ". The
easement also indicated the owners of Lots 6 and 7 may grant the same right to the owners of
Lots 1, 2, and 4. The shape of that easement matched the developer's originally proposed lake
access outlot.
As of this writing it is not clear if, how or when the 1967 easement may have been amended to
include Lots 1, 2, and 4, but surveys on file for the construction of new homes on Lot 6 in 1968
and on Lot 7 in 1970 both show the easement for "Lake Access for Lots 1, 2, 3, and 4". The
applicant's surveyor has indicated he will review the certificates of title at the County to
determine what documents are of record.
A second easement (Doc. #1007864) was granted over Lots 6 and 7 in favor of Lots 1 thru 4 in
August 1971. This new easement slightly restricted the width of the easement near the lake in
Lot 6, and contained additional language regarding liability and maintenance responsibilities. It
is not clear as of this writing whether the initial 1967 easement was extinguished; if it was, the
total shoreline width devoted to the use of all 4 off -lake lots is 30 feet.
City airphotos from 1970, 1975, 1989 and 2009 appear to indicate there was a dock or dock
system at the approximate location of the easements in these years, and that dock system appears
to have undergone a number of layout changes during that time. See Exhibit J.
Joint Use Dock - Pirates Cove
May 7, 2014
Page 3
Code Requirements
Orono codes regarding joint use of docks are intended to regulate the intensity of land use
associated with the docking of boats in a shared situation, as well as to reinforce and complement
the lake use provisions established by the Lake Minnetonka Conservation District (LMCD).
`Joint use of lake facilities' is addressed in Chapter 94 of the Orono Municipal Code. In
addition to defining the terms "Boat slip, land"; Boat slip, permanent"; and "Boat slip, transient",
Section 94-36 defines "Joint use' in relation to the current application as "more than two
adjacent riparian landowners joining for the purpose of using lakeshore property for swimming,
bathing, fishing, docking or mooring boats, or for any other purpose. Joint use includes the
following activities:
(2) An association of riparian and/or nonriparian landowners within a subdivision adjacent
to the lake sharing a dock or dock system providing permanent boat slips for the members. "
Section 94-37 states that joint use docks require an annual license, and that the City Council has
the discretion to call a public hearing regarding the license.
Section 94-38 establishes standards for joint use docks. The two standards applicable to the
current request are:
(1) Any association of riparian and/or nonriparian landowners within a subdivision adjacent
to the lake which initiates a new joint use shall adhere to Lake Minnetonka Conservation
District regulations, and no such use shall have more than one boat slip per 50 feet of
shoreline as measured by a straight line between the points at which the side lot lines
meet the ordinary high water line. Further, all such use shall adhere to the shoreland
management regulations of Chapter 78, Article IX (Shoreland Management).
(3) No joint use shall be approved which necessitates provision of parking stalls or which
creates the need for parking on any street right-of-way.
Section 78-329 of the Orono Zoning Code includes the following language regarding docks as
an accessory uses within the LR -1B zoning district:
Within any LR -113 one -family lakeshore residential district, the only permitted accessory
uses and structures are the following:
(5) Private docks, subject to this code and other applicable regulations, including boat
storage density requirements. The accessory use of a private dock shall not include
renting space.
Section 78-1222, Riparian access and rights from the Shoreland Management regulations,
reads as follows:
For properties which as a result of the designation of the OHWL are found to abut the
boundary of a lake, stream or tributary, no section of this chapter shall be construed as
obligating the city to approve variances to provisions of this chapter prohibiting physical
improvements, structures or land alteration within protected wetlands, floodplain areas or
shorelands. Nothing in this chapter shall be considered as establishing or increasing riparian
rights. This article is intended to regulate land use and establish building and zoning
restrictions only. (Ord. No. 101 2nd series, § 1(10.56(20)), 2-24-1992)
Joint Use Dock - Pirates Cove
May 7, 2014
Page 4
Section 82-255, the Lot Standards section of the Orono Subdivision Ordinance, prohibits the
granting of easements for lake access, and was first adopted in 1984. It reads as follows:
Sec. 82-255. Lakeshore lots.
The granting of easements which purport to grant access to the lake to any person for any
uses, including but not limited to docking, mooring, swimming and launching of boats, is
prohibited and shall be deemed a violation of this chapter and subject to all of the penalties
and proceedings as set forth in this chapter. (Code 1984, § 11.31(4))
Analysis of Joint Use Request
Preliminary discussions between staff and LMCD indicate that with the shoreline of Lots 6 and 7
totaling approximately 344 feet when measured in a straight line, a total of 6 boats would
potentially be allowed at the LMCD and City standard of 1 boat per 50 feet of shoreline. In
order for each of the four non -riparian lots to have a slip, the two riparian lots would each be
limited to one slip. We will need written confirmation that this situation is acceptable to the two
riparian owners.
The 1967 easement extended 20 feet either side of the lot line between Lots 6 and 7. If the 1971
easement is determined to have superseded the 1967 easement, then the shoreline length devoted
to the easement totals 30 feet. Based on the survey provided, LMCD has indicated a side setback
variance to the defined "authorized dock use area" is likely to be required.
Issues for Consideration
I. The proposed joint use dock appears to fall under the definition of "joint use" in that it
appears to be an association of (more than 2) nonriparian landowners within a
subdivision adjacent to the lake sharing a dock or dock system providing permanent boat
slips for the members. Based on the airphoto record, it is entirely possible that past use
of the shared dock system did not rise to the level of obviously needing a joint use
license. This site had not been noted by staff as appearing to be a joint use situation
during past annual lakeshore inspections by City staff.
2. If the owners of riparian Lots 6 and 7 each agree to be limited to one slip, it would be
reasonable to allow credit for their entire lakeshore length toward the total of 6 slips
serving 6 lots. On the other hand, if either owner does not agree to such a limitation,
then the `1 slip per 50 feet' standard of Section 94-38 would not be satisfied.
3. It is unknown at this time whether this easement would be considered as an existing site
under LMCD rules. The easements granted in 1967 and 1971 would appear to predate
the 1984 code and might be considered as creating a legal nonconforming situation.
4. If the joint use dock license is approved, it would be reasonable to add a stipulation that
each boat stored at the site must be registered to one of the non -riparian lot owners.
5. In addition to the 2012 survey (Exhibit D), the applicant has submitted two proposed
dock layouts, each containing 4 slips (see Exhibits E). It appears that both layouts would
require side setback variances from LMCD codes. Layout `A' extends approximately
115' into the lake, likely requiring an LMCD length variance, while layout `B' meets
LMCD's 100' length limit.
Joint Use Dock - Pirates Cove
May 7, 2014
Page 5
Planning Staff Recommendation
Council has the option of calling for a public hearing on this matter if it so desires. This memo
with attachments was mailed to all 6 involved property owners; it is anticipated that the applicant
and other owners will attend the Council meeting.
Pending confirmation that the owners of Lots 6 and 7 will agree to being limited to one slip at
their own property, staff would recommend approval of a 2014 Joint Use Dock License for the
Pirates Cove Dock Owners, to be renewed annually, subject to the following:
1. Either dock layout A or B is acceptable, subject to gaining appropriate approvals for the
dock system from LMCD.
2. No more than 4 slips shall be allowed, one for each of the 4 off -lake lots, to be installed
as a single 4 -slip dock system. The owners of Lots 6 and 7 shall additionally be limited
to one slip each, but are not required to have that slip be part of the joint dock.
3. Each boat stored at the shared dock must be registered to one of the four non -riparian lot
owners.
4. Rental of slips is not allowed, per City Code.
Council Action Requested
Council should review the proposed joint use with the applicants, determine whether a public
hearing is necessary, and either set a date for a hearing or direct staff to issue a 2014 Joint Use
Dock License to the Pirates Cove Dock Owners.
Maximum
Maximum Allowed
Ratios
5%
Total of All
Individual OAB
Lot Area
Accessory
Footprint
Max
Max
Building footprint
Max total to
Max total to
Resulting
Area (Sq ft)
individual to
Individual to
(Sq ft)
Min range
Max range
Sq.Ft.
Min range
Max range
Acres
S uare feet
0
1.99
-
86,684
1,000
2,000
1.15%
2.31%
4,334
2
3
87,120
130,680
1,200
2,400
1.38%
0.92%
2.8%
1.84%
6,534
3.01
3.5
131,116
152,460
1,400
2,800
1.07%
0.92%
2.1%
1.84%
7,623
3.51
4
152,896
174,240
1,600
3,200
1.05%
0.92%
2.1%
1.84%
8,712
4.01
4.5
174,676
196,020
1,800
3,600
1.03%
0.92%
2.1%
1.84%
9,801
4.51
5
196,456
217,800
2,000
4,000
1.02%
0.92%
2.0%
1.84%
10,890
5.01
6
218,236
261,360
2,200
4,400
1.01%
0.84%
2.0%
1.68%
13,068
6.01
7
261,796
304,920
2,400
4,800
0.92%
0.79%
1.8%
1.57%
15,246
7.01
8
305,356
348,480
2,600
5,200
0.85%
0.75%
1.7%
1.49%
17,424
8.01
9
348,916
392,040
2,800
5,600
0.80%
0.71%
1.6%
1.43%
19,602
9.01
10
392,476
435,600
3,000
6,000
0.76%
0.69%
1.5%
1.38%
21,780
10.01
11
436,036
479,160
3,200
6,400
0.73%
0.67%
1.5%
1.34%
23,958
11.01
12
479,596
522,720
3,400
6,800
0.71%
0.65%
1.4%
1.30%
26,136
12.01
13
523,156
566,280
3,600
7,000
0.69%
0.64%
1.3%
1.24%
28,314
13.01
14
566,716
609,840
3,800
8,000
0.67%
0.62%
1.4%
1.31%
30,492
14.01
610,276
-
4,000
8,000
0.66%
1.3%
Mound
Minnetonka Beach
Wayzata
Excelsior
Medina
Area Community Comparison
129-194 Accessory buildings. Accessory max 3000 or 15%, which ever is less. No single one large
than 1,200 sq. ft.
None
917.03 - Size. Except in the case of single family detached dwellings, accessory buildings shall not
exceed 30 percent of the gross floor area of the principal buildings. In those cases where the
standards are exceeded, a planned unit development conditional use permit shall be required. 952.06
lot coverage is 15%, Impervious 25%
11-1 . All garages and accessory buildings shall not exceed 800 sq. ft. Single garage not exceed 768
sq. ft. on a lot 12,0000 or greater, 624 sa. ft. if lot less than 12000 sq. ft.
Subd. 3. In residential districts, accessory buildings shall not be attached to, or erected, altered,
or mowed within 10 feel of the principal building. Accessory buildings in residential
districts shall be governed by the following regulations;
Lot Sire
Bldg. Si.cef
leo. Permitted
10,000 sq. ft. or less
1,000 sq. ft.
one
10,001 sq. ft. to 20,000 sq. ft.
1,200 sq. ft.
one
20,001 sq. ft. to 43,560 sq. ft.
1,500 sq. ft.
one
more than one and up to three
acres
2,000 sq. ft.
one
more than three and up to five
acres
4,000 sq. ft.
two
more than 5 acres
5,000 sq. ft.
two
* Building size shall be calculated by determining the footprint of the building.
Subd. 4. On residential properties more than five acres in area., the city council may grant a
conditional use permit to allow accessory buildings which exceed an aggregate of 5,(M
square feet in size or two in number. Conditional use permits shall be reviewed in
accordance with the requirements of sections 825.39, et seq. of'the city code and shall be
subject to the additional accessory building standards set forth in section 826.98, subdivision
2 (o) of the city code.
CITY OF ORONO MEMORANDUM
DATE: July 22, 2019
TO: Mayor Walsh, City Council members
Dustin Rief, City Administrator
FROM: Jeremy Barnhart, AICP, Community Development Director
RE: Oversized Accessory Building size
At their meeting on June 10, 2019, the City Council questioned the oversize accessory building
(OAB) to lot size ratios codified in section 78-1434 when reviewing a variance request for that
would have allowed an OAB to be larger than permitted by code.
The current ratio appears to have been introduced to the city code in June of 2013 (Ord 106 3rd
series). In December of 2018 an amendment was approved that expanded the ratios for lots
greater than 9 acres (Ord 222 3rd series). Exhibit A shows the current table and applies a ratio of
building size to lot area for illustrative purposes. As lots get larger, the percentage of allowable
accessory building coverage drops. Also included in the green column is the square footage if a
straight percentage (5%) was applied to the maximum lot area, for discussion purposes.
*Note that for lots 2.00 acres or less, the structural coverage limit of 15% applies, and for
lots within the Shoreland Overlay district, limits to impervious surface apply, based on that lot's
proximity to the lake.
Attached as Exhibit B is a comparison of accessory building regulations of area communities.
Most of the communities are lake communities with predominantly smaller lots, so the city of
Medinas experience may be most helpful.
The limits established by code were deemed to be the maximum acceptable to the City Council
at that time. The Council may change these ratios at any time. The Council should understand
that an attempt to set a limit to eliminate the need for a variance will not. The Council should
establish its limit based on what they feel is acceptable in residential zoning districts. The
setbacks for oversized accessory buildings (larger than 1,000 sq ft) generally follow the setbacks
for the principal structure.
Any change to the zoning ordinance will require review by the planning commission and a
public hearing.
Exhibits
Exhibit A Ratio Worksheet
Exhibit B City comparison