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Home My WebLink About08-22-2016 Council Work Session PacketCity Council Work Session Monday, August 22, 2016 Orono City Hall 5:00 p.m. AGENDA 1. Long Lake Fire Department Update (30 Minutes) 2. 2017 Preliminary Budget (45 Minutes) 3. Met Council Reform Discussion (15 Minutes) 4. Future Work Session Topics or Requests (5 Minutes) Previous Work Session Topics July 25, 2016 • 2017 Budget • Future Work Session Topics or Requests • Sex Offenders and Treatment Centers June 27, 2016 • Prosecuting Attorney Interviews • 2017 Budget Priorities May 23, 2016 • Hennepin County Assessing Contract • City Administrator Verbal Update • 2017 Budget Goals • Road Funding and Planning 0 Planning Packet Information MEMORANDUM TO: ORONO CITY COUNCIL FROM: JESSICA LOFTUS, CITY ADMINISTRATOR SUBJECT: LONG LAKE FIRE DEPARTMENT DATE: AUGUST 22, 2016 Long Lake Fire Chief James Van Eyll will attend the work session to present information regarding their boat and fire service to Big Island. A copy of his memo is attached for your background information. Chief Van Eyll will also provide an update on department issues including a committee working on the fire contract that expires in 2020 (attached). Memo Serving the Communities of Orono, Long Lake and Medina With pride and professionalism To: Orono City Council From: Fire Chief James Van Eyll CC: Jessica Loftus, City Administrator of Orono and Scott Weske, City Administrator Date: 8/19/2016 Re: Big Island Response without B11 docked on the Lake The question was raised at the Fire Advisory Board Meeting July 13 about the response to Big Island now that the boat is no longer docked on Lake Minnetonka. I will explain the response to a medical event and an active fire event such as a structure fire on the island. Big Island is considered an ISO Class 10 or unprotected due to issue with responding during times of thin ice. Insurance underwriters use ISO Class ratings to determine insurance rates. I will also discuss how our boat is different from the other fireboats in the Lake Minnetonka area. First the Medical Event on Big Island during boating season. We are only dispatched to certain medical events unless requested to respond per Orono PD or Water Patrol. If we have a medical emergency that requires our services, we page both stations to respond. Our Duty Officer goes to Maxwell Bay Landing to prep the area for launching the boat. If we have not been assigned a talk -group to communicate with Water Patrol, they request one. This talk -group is used for command only all other communication is done on our Ops talk -group or we are assigned HFIRE talk -groups, if there are other fire agencies involved. Station 1 utilizes U11 to trailer B11 to the landing and Station 2 responds to the same landing with R21. Before U11 leaves the station the officer in charge makes sure that there is a qualified crew and boat driver and the officer in charge of R21 makes sure that we have a qualified crew before responding. The crew assemblies and launches the boat at the landing. We then proceed to the medical event on the island or anywhere else on the lake in our response area. All of our firefighters respond with their turnout gear in hand and put it on the boat. We don't make them wear it unless they are responding to a fire event. We do this to save time in case we have a call for a fire event that they need to respond to while on the water. They are required to wear a PDF at all times on the boat. Our medical response to Big Island changes when we have ice conditions. We utilize Hennepin County Water Patrol to move us to and from the island during thin ice conditions with their airboats. When given the clear to use ATVs on the ice we utilize U12, which would be trailered to a safe location to gain access to the ice. This response has not changed from our past response. Second the Fire Event such as a structure fire on Big Island during boating season. This type of event triggers an All Call, which means that both stations are paged. We also have auto -aid set up through Hennepin County Dispatch with Wayzata, Excelsior and Mound. This basically means that those departments are paged when we are paged. Our Duty Officer goes to Maxwell Bay Landing to prep the area for launching the boat. If we have not been assigned a talk -group to communicate with Water Patrol, they request one. This talk -group is used for command only all other communication on an assigned HFIRE talk -groups. Station 1 utilizes U11 to trailer B11 to the landing and Station 2 responds to the same landing with R21. Before U11 leaves the station the officer in charge makes sure that there is a qualified crew and boat driver. They also gather up our Big Island equipment, which is kept on a trailer. They place the equipment into the boat before leaving. The Big Island equipment consists of ice auger, 2 portable pumps, 3 sections of hard suction with strainers, 200' of 3" supply hose, 300' of 1 3/4' attack hose and miscellaneous nozzles, adapters, gated wyes and wrenches. The officer in charge of R21 makes sure that we have a qualified crew before responding. The crew assemblies and launches the boat at the landing. The other fireboats are going to the address and the first arriving unit will give an initial radio report, which paints a picture for all other incoming units as to what is going on and how it will be mitigated. Usually that first arriving unit will be assigned operations. Our Duty Officer will pick a good location for unified command and staging for all other incoming units. Once our boat arrives, we can almost beach the boat and offload all of the equipment with the front plank down. Our boat will then come back to the staging area and shuttle firefighters out to the scene. The initial boat crew will set up the two portable pumps to either pump separately or relay pump this will all depend on the situation. We use the hard suction hoses to pull water from the lake. The 3" hoses are used to either supply the 1 %" attack lines or a master stream device. If more hose is needed then in the Big Island Pack, we have more supply hose in the compartments on the boat. The other fireboats from the surrounding fire departments are set up to use their master stream devices to make initial hits on the fire, if they can reach it with them. If they cannot reach the fire with the master stream device then we will utilize them to shuttle firefighters and equipment to the scene also. Our fire response to Big Island changes when we have ice conditions. We utilize Hennepin County Water Patrol to move us to and from the island during thin ice conditions with their airboats. When given the clear to use ATVs on the ice we utilize U12, which would be trailered to a safe location to gain access to the ice. The ATV will then trailer the equipment out the island where we would cut a hole in the ice for access to the water. This response has not changed from our past response. Our boat is set up different then the other fireboats in our area. We have our pump pre -connected to 2 attack lines for better control and accuracy to attack a fire. We can change over to a master stream device if needed. The unique aspect of our boat is the design of the hull and the front plank. It is more of a flat bottom boat that has pros and cons. The cons are that it is harder to control in rough water and/or high winds. The pros are that loading a patient who is in the water is easier sliding them in with the front plank down then hoisting them over the side of the boat. It is also easier to offload and load equipment with the boat almost beached then bringing them over the side of the boat. Our boat is roomier then others which helps when working on a patient. We have had this boat since 2006 and originally it was docked on Tanager Lake. Sam and Joyce Marfield donated the boat, trailer and U13. It was moved shortly after I was hired to Smiths Bay with the help of Gabriel Jabbour and others. We had our dock donated and the installation and removal of the dock was also donated. Since July of 2015 the boat is housed at Station 1. Before we had this boat, the Long Lake Fire Department used a 17' Lund Fishing boat that was modified for our use. The Orono Lions donated the boat. It was always housed at Station 1 or the Fire Station on Park Ave. I decommissioned this boat for safety reasons and mechanical issues back in 2010. We didn't purchased another boat for Long Lake since there are very few calls for emergency service on this lake, in fact only one since 2008 where we needed the boat. Our response time is much longer going out to Big Island and responding to lake emergencies since our boat is no longer docked on Tanager Lake or Smiths Bay. Since July of 2006 to July of 2015, the Long Lake Fire Department has responded to 66 calls for service where we had B11 in service or on scene. Our average time to put the boat in service was 8 minutes and the average on scene response time was 13 minutes. We only arrived on scene 43 times. The remaining 23 times we were cancelled before 0 Page 2 arriving on scene. Since our boat has not been docked on Lake Minnetonka, we responded to 5 calls where we have put our boat in the water and all 5 times we arrived on scene without being cancelled. The average response time to go into service was 17 minutes and our average on scene time was 32 minutes. For a medical emergency, you hear of the "golden hour". It refers to a time period lasting one hour or less following a traumatic injury being sustained by a casualty or medical emergency, during which there is the highest likelihood that prompt medical treatment, will prevent death. There were two studies in the 1990's that showed an increase in pre -hospital time increased the odds of mortality. For a fire event, we were taught that a fire doubles in size every minute without an intervention. Underwriters Laboratories, a not-for-profit product safety testing and certification organization, found that an averaged sized room furnished with modern products is fully engulfed in flames in three minutes. The same room, furnished with items 50 years of age took 30 minutes to do the same. You can view this comparison at hftps://youtu.be/MhBo8-8JNGk Big Island is considered an IOS Protection Class 10 due to the difficulty in responding to incidents on the island during spring, fall and winter months when we rely on Water Patrol or our utility vehicles to transport firefighters and the equipment out to the island. Whether the boat is docked on Lake Minnetonka doesn't improve it protection class. In either instance, we are mitigating damage to surrounding structures rather than saving the structure of origin. Thanks James Van Eyll Chief, Long Lake Fire Department 0 Page 3 :•. •• -• • - • .•- - • :. 7/7/2006 0000137 311 Medical assist, assist EMS crew Big Island Orono Orono 12 20 7/15/2006 0000143 311 Medical assist, assist EMS crew Big Island Orono Orono77,,7 7 5/26/2007 0000169 511 Lock-out Big Island Orono Orono 12 18 6/11/2007 0000192 361 Swimming/recreational water areas rescue Coffee Orono Orono B11 6 16 7/5/2007 0000240 361 Swimming/recreational water areas rescue Big Island Orono Orono B11 10 34 7/15/2007 0000258 510 Person in distress, other Big Island Orono Orono B11 16 11 8/25/2007 0000325 300 Rescue, EMS incident, other Big Island Orono Orono B11 7 9/15/2007 0000349 365 Watercraft rescue Browns Bay Orono Orono B11 12 7/4/2008 0000231 611 Dispatched and cancelled en route West Arm Bay Orono Orono B11 1 7 7/13/2008 0000243 342 Search for person in water Casco PT Orono Orono B11 20 47 8/1/2008 0000272 134 Water vehicle fire Big Island Orono Orono B11 13 5 8/16/2008 0000284 141 Forest, woods or wildland fire Big Island Orono Orono B11 15 10 8/17/2008 0000287 361 Swimming/recreational water areas rescue Big Island Orono Orono B11 7 16 7/13/2009 0900194 365 Watercraft rescue Wayzata blvd Orono Orono B11 8 12 7/26/2009 0900201 611 Dispatched and cancelled en route Big Island Orono Orono B11 4 8/8/2009 0900227 311 Medical assist, assist EMS crew Big Orono Orono B11 11 8/23/2009 0900250 442 Overheated motor Crystal Bay Orono Orono B11 13 5/1/2010 1000129 611 Dispatched and cancelled en route Big Island Orono Orono B11 8 5/23/2010 1000155 361 Swimming/recreational water areas rescue North Drive Orono Orono B11 9 6/19/2010 1000186 341 Search for person on land Big Island Orono Orono B11 16 23 7/4/2010 1000210 311 Medical assist, assist EMS crew Big Island Orono Orono B11 1 2 7/4/2010 1000210 311 Medical assist, assist EMS crew Big Island Orono Orono B11 1 3 7/4/2010 1000210 311 Medical assist, assist EMS crew Big Island Orono Orono B11 8 8 7/4/2010 1000210 311 Medical assist, assist EMS crew Big Island Orono Orono B11 7 7/4/2010 1000210 311 Medical assist, assist EMS crew Big Island Orono Orono B11 5 7/17/2010 1000220 311 Medical assist, assist EMS crew Big Island Orono Orono B11 14 16 7/29/2010 1000234 622 No incident found on arrival at dispatch address Wayzata Bay Orono Orono B11 5 7 8/11/2010 1000252 311 Medical assist, assist EMS crew Big Island Orono Orono B11 12 15 8/27/2010 1000279 365 Watercraft rescue Smiths bay Orono Orono B11 9 5/30/2011 1100164 140 Natural vegetation fire, other Big Island Orono Orono B11 9 14 7/4/2011 1100218 311 Medical assist, assist EMS crew Big Island (Cruisers Cove) Orono Orono B11 1 3 7/4/2011 1100219 311 Medical assist, assist EMS crew Big Island (Cruisers Cove) Orono Orono B11 1 2 7/20/2011 1100248 365 Watercraft rescue Crystal Bay Orono Orono B11 12 7/23/2011 1100252 365 Watercraft rescue West Arm Bay Orono Orono B11 13 21 7/26/2011 1100256 365 Watercraft rescue North Arm Landing Orono Orono B11 10 7/30/2011 1100260 342 Search for person in water Bracketts Point Orono Orono B11 8 9 7/31/2011 11100261 1551 Assist police or other governmental agency Bracketts Point Orono Orono B11 6 7 8/9/2011 1100274 611 Dispatched and cancelled en route Maxwell Bay Orono Orono B11 10 6/10/2012 1200155 342 Search for person in water Crystal Bay Orono Orono B11 12 15 6/11/2012 1200159 365 Watercraft rescue Carmens Bay Orono Orono B11 8 6/17/2012 1200167 365 Watercraft rescue Crystal Bay Orono Orono B11 6 6/26/2012 1200177 342 Search for person in water Lake Minnetonka Orono Orono B11 12 15 6/27/2012 1200181 342 Search for person in water Bracketts Point Orono Orono B11 5 15 6/30/2012 1200184 651 Smoke scare, odor of smoke Big Island Orono Orono B11 15 7/31/2012 1200217 442 Overheated motor Layette Club Orono Orono B11 11 13 5/15/2013 1300123 118 Trash or rubbish fire, contained Big Island Orono Orono B11 6 16 5/29/2013 1300144 561 Unauthorized burning Big Island Orono Orono B11 12 17 7/4/2013 1300214 311 Medical assist, assist EMS crew Lower Lake North Orono Orono B11 2 5 7/4/2013 1300215 311 Medical assist, assist EMS crew Big Island Orono Orono B11 1 3 7/4/2013 1300216 600 Good intent call, other Big Island Orono Orono B11 1 7/4/2013 1300217 311 Medical assist, assist EMS crew Big Island Orono Orono B11 1 3 7/4/2013 1300218 311 Medical assist, assist EMS crew Big Island Orono Orono B11 2 6 7/4/2013 1300219 311 Medical assist, assist EMS crew Big Island Orono Orono B11 1 3 8/3/2013 1300252 611 Dispatched and cancelled en route Big Island Orono Orono B11 4 8/23/2013 1300292 611 Dispatched and cancelled en route Big Island Orono Orono B11 4 6/8/2014 1400144 365 Watercraft rescue Shoreline Orono Orono B11 13 6/14/2014 1400150 365 Watercraft rescue Smiths Bay Orono Orono B11 15 28 6/14/2014 1400151 365 Watercraft rescue Browns Bay Orono Orono B11 1 3 6/27/2014 1400174 365 Watercraft rescue Robbinson's Bay Orono Orono B11 11 8/3/2014 1400207 445 Arcing, shorted electrical equipment Browns Bay Orono Orono B11 17 21 8/9/2014 1400216 611 Dispatched and cancelled en route Big Island Orono Orono B11 12 16 8/10/2014 1400221 360 Water & ice -related rescue, other west arm Bay Orono Mutual Aid B11 6 15 8/17/2014 1400235 611 Dispatched and cancelled en route Big Island Orono Orono B11 11 9/1/2014 1400256 632 Prescribed fire Big island Orono Orono B11 14 22 7/4/2015 1 1500197 1 311 Medical assist, assist EMS crew Smiths Bay Orono Orono B11 3 3 7/4/2015 1 1500198 1 365 Watercraft rescue Big Island Orono Orono B11 1 15 Total Time 546 560 Average 8 13 7/18/2015 1500225 445 Arcing, shorted electrical equipment Big Island Orono Orono B11 13 33 8/1/2015 1500242 134 Water vehicle fire Crystal Bay Orono Orono B11 17 30 6/29/2016 1600194 150 Outside rubbish fire, other Big Island Orono Orono B11 20 32 7/30/2016 1600250 361 Swimming/recreational water areas rescue Long Lake Orono Orono B11 13 25 8/3/2016 1600260 745 Alarm system activation, no fire - unintentional Big Island Orono Orono B11 24 42 Total Time 87 162 Average 1 17 32 L THIS AGREEMENT AND CONTRACT made and entered into this day of 2002 by and between the City of Long Lake a municipal corporation of the County of Hennepin and State of Minnesota (hereinafter referred to as Long Lake), the City of Orono, a municipal corporation of the County of Hennepin and State of Minnesota (hereinafter referred to as the Contracting City), and the City of Medina, a municipal corporation of the County of Hennepin and State of Minnesota (hereinafter referred to as the Contracting City), and witnesseth: WHEREAS, the City of Long Lake has the facilities and equipment and is willing and able to provide fire protection service to the Contracting City, and WHEREAS, the Contracting City does desire to have fire protection service furnished by the City of Long Lake Fire Department. NOW, THEREFORE in consideration of the covenants herein contained the parties hereto agree as follows: Definitions A. The term Contracting City or the Contracting Cities means any city which is a party to this Agreement or similar Agreement which by its terms is interrelated with this Agreement for the purposes of sharing the costs and the services of fire protection provided by the Long Lake Fire Department. The Contracting Cities are Orono, Medina and Long Lake. B. City Fire Service Area is the area within a Contracting City receiving fire protection from the Long Lake Fire Department. (City Fire Service areas are shown in Appendix A. attached.) The Total Fire Service Area is the sum of all City Fire Service Areas. 2. Services to be Rendered During the term of this agreement Long Lake shall furnish all the fire fighting services, rescue/medical rescue services, and related fire protection services to the Contracting Cities for the Total Fire Service Area outlined in red on the attached map marked Exhibit A hereinafter referred to as "The Total Fire Service Area." All of said Total Fire Service Area is located within the corporate limits of the Contracting Cities. 3. Level of Service Long Lake through its fire department shall endeavor to provide the services listed in paragraph 2 above, including but not limited to, protecting and saving life and property from destruction by fire in the City Fire Service Area of each Contracting City to the same extent as it does within the City Fire Service Area of Long Lake. In the event of two fire calls received within the same time frame, the call first received shall have priority and the second call shall be answered as soon as possible. Long Lake will furnish sufficient staff to each call to safely, legally and effectively operate all necessary vehicles and equipment and provide all necessary services. 4. Command Responsibilitv Subject to the terms of this agreement, the Fire Chief of Long Lake or the Chief's designee shall have the sole and exclusive right and responsibility to prescribe the manner and method of giving the alarm for fire within the Total Fire Service Area and to prescribe the manner and method of responding to calls and rendering the services contemplated. The said Fire Chief or designee shall immediately upon arriving at the scene of any alarm or fire emergency have the sole and exclusive responsibility and authority to direct and control any and all fire fighting and the emergency operations at such scene or scenes. 5. Volunteer Fire Fi ters of the Ci1y of Long Lake Personnel assigned to provide fire protection services in the Contracting Cities shall be volunteer firefighters of the City of Long Lake, which City shall assume all obligations with regard to Worker's Compensation, Firemen's Relief Association, withholding tax, insurance, etc. for such volunteer firefighters, if any. The cost of such obligations shall be a part of the costs attributed to the operation of the Long Lake Fire Department and will be included in the Annual Fire Services Budget Package. 6. Nature of Long Lake Undertakin In no event shall this agreement be construed to fix upon Long Lake any responsibility or liability to the Contracting Cities or to third parties which are greater or different in kind than the responsibilities and liabilities borne by the Contracting Cities if they were providing such seivices through their own fire departments. 7. Liabilily insurance Long Lake shall carry liability insurance in an amount no less than $1,800,000.00 protecting itself and the other Contracting Cities against damage claims of its fire fighters for personal injury sustained while in service within the said limits of the Contracting Cities as hereto set forth. The amount of the insurance coverage shall be reviewed annually and if determined to be inadequate the amount of the coverage shall be adjusted accordingly. And further, Long Lake shall carry liability insurance in an amount no less than $1,800,000.00 saving the contracting cities harmless so far as acts of the City of Long Lake, its fire department and its fire fighters are concerned. The City of Long Lake shall review the amount of the coverage annually and if determined to be inadequate, the 2 amount of the coverage shall be adjusted accordingly. The cost of such insurance shall be a part of the costs attributed to the operation of the Long Lake Fire Department and will be included in the Annual Operating Budget. Nothing in this contract shall be construed as waiving the statutory liability limits of any city, which is a party to this contract. S. Long Lake Operational Responsibility The City of Long Lake shall be responsible for managing the operation of the Long Lake Fire Department, and for managing tie on-going operation and maintenance of the Long Lake fire station. This includes carrying builders risk insurance during construction of the new Fire Station and carrying hazard insurance on the Fire Station thereafter. Long Lake shall charge an annual Administrative Fee for these services. The Administrative Fee of $17,200 for 2002 includes Long Lake's administrative overhead expenses. The Administrative Fees may be adjusted from year to year through the Annual Fire Services Operating Budget review and approval process. The costs related to the operation of the Fire Department, including the on-going operation and maintenance of the Fire Station, shall be included in the Annual Fire Services Operating Budget. 9. Budget Package The Long Lake Fire Department's annual operating expenditures will be controlled through an Annual Fire Services Operating Budget. When the Annual Fire Services Operating Budget is approved, the expenditures may not exceed the level set in the Budget without the approval of all parties to the contract. If, during the 20 -year term of the agreement, a Contracting City chooses not to approve a proposed Annual Fire Services Operating Budget, the Annual Fire Service Operating Budget increase will be limited to the average annual General Fund Budget increase of the Contracting Cities, until a new Annual Fire Services Operating Budget is approved by all Contracting Cities. 9.1 Definitions A. The Annual Fire Services Operating Budget refers to the calendar year operating budget of the Long Lake Fire Department. This budget will become the official Annual Fire Services Operating Budget upon ratification by the Contracting Cities. The Annual Fire Services Operating Budget incorporates all costs of departmental operations including, but not limited to, the costs of the on-going operation and maintenance of the fire station, Long Lake's Administrative Fee as defined in Section S of this Agreement, and annual contributions to the Long Lake Volunteer Fire Relief Association Retirement Fund. B. The Annual Fire Services Capital Budget refers to the calendar year capital budget of the Long Lake Fire Department. The Annual Fire Services Capital Budget includes Major Equipment items and major repairs/rehabilitation of the Fire Station. 3 9.2 Budget Process By August 15 of each year during which this agreement remains in effect, the City of Long Lake will provide an Annual Fire Services Operating Budget and an Annual Fire Services Capital Budget covering the costs related to the provision of fire protection for the next year. The budgets presented to the Contracting cities must have been presented to the Joint Advisory Committee prior to August 1 for discussion and review. Although it is expected that the Annual Fire Services Operating and Capital Budgets which are provided to the Contracting Cities by the City of Long Lake will have the consensus support of the Joint Advisory Committee, that is not a requirement since each Contracting City has the opportunity for final ratification or rejection. 10. Term of this A eern This Agreement covers the period January 1, 2002 through December 31, 2020. A contract year covers the period January 1 through December 31 of a calendar year. This Agreement will become effective upon ratification by the Contracting Cities. The term of this agreement will be extended for a period of five years unless this Agreement is terminated as provided in Section 20 of the Agreement. 11. Capital Expenditures Capital expenditures include major equipment and major maintenance, repair, or rehabilitation to the fire station. Major equipment is defined as "rolling stock" or similar major equipment assets required for performing the fire department mission in the Fire Protection Area. To qualify as major equipment, such assets must have an initial purchase value of at least $10,000. To qualify as major maintenance, repair, or rehabilitation, the cost must be at least $10,000. The City of Long Lake and the Long Lake Fire Department shall prepare a 15 -year major equipment replacement plan, and a I5 -year plan for major maintenance, repair, or rehabilitation items related to the fire station. These 15 -year plans will be the basis for the preparation of an annual capital budget. Neither the approval nor lack of disapproval of the 15 -year plans by the Contract Cities creates any obligation for final approval or funding of any specific capital expenditure. Final approval of capital expenditures occurs as part of the Annual Fire Services Capital Budget approval process. Capital expenditures must be approved by a minimum of two cities and the combined funding shares of the two cities must be greater than 60%. Once this level of approval is obtained, all Contract Cities are obligated to fund their share of the expenditures. The final approval of capital expenditures occurs as part of the Annual Fire Services Capital Budget approval process. When a city approves the Annual Fire Services Capital Budget, the city is also agreeing to pay its share of the cost of capital expenditures 4 included in the Annual Fire Services Capital Budget up to the budgeted amount, for the items budgeted. Each Contracting City agrees to maintain its own fund for capital expenditures. When a capital expenditure is to be made, the following process for sharing the funding will be used: A. Long Lake will have the option of funding any percentage of the total, which is equal to or greater than the average of its last three City Budget Percentages including the current calendar year. B. Orono will have the option of funding the remaining amount. If Medina does not wish to fund the total of the remaining amount, it must fund at least the average of its last three City Budget Percentages including the current calendar year and may fund more if it chooses. C. Medina will fund the balance remaining to be funded after Long Lake and Orono have specified their funding amounts. 11.1. Disposition of Major Equipment Upon Termination In the event that this Agreement is terminated as provided in section 20 of this Agreement, Long Lake will have the right to purchase each Contracting City's ownership share of each Major Equipment item for cash at the original amount funded by that city. In the event Long Lake does not exercise its right to acquire the major equipment items within sixty (60) days of termination, it will have waived its right to acquire full title to the equipment. If Long Lake waives its right to acquire full title to a particular Major Equipment item, the Contracting City with the largest ownership share of that item shall have the right to acquire full title to the item by paying the amount funded by each of the other Contracting Cities. If that City declines to acquire full title, the remaining Contracting City may acquire title on the same terms. In the event that no Contracting City wishes to acquire full title to a particular Major Equipment item, it shall be sold and the proceeds of the sale divided between the Contracting Cities pro -rata to their original funding. All Major Equipment items funded during the term of the contract, including extensions, will be covered by this terminating procedure. The dissolution language applies to all equipment purchased, and fund balances accrued, since January 1 of 1993. This language is not intended to address any claim cities may have regarding equipment purchased prior to January 1, 1993. No contracting city shall have the right to transfer or encumber any major equipment purchased after January 1, 1993. 5 12. Emergency Expenditures When there is a need for emergency major equipment repair or emergency building repair, or other emergency need that will have a substantial negative impact on the operational capabilities and/or safety of the firefighters or of the fire station if not immediately addressed, the emergency expenditures may be authorized by the Long Lake City Administrator and the Long Lake Fire Chief, or their designees. If these costs exceed the approved budget amounts, the Long Lake City Administrator and/or the Fire Chief will, within thirty days of the expenditures, notify the Contracting Cities of the expenditure, including an explanation of the emergency need. Emergency expenditures will be shared according to the cost sharing formula set out in this contract. Any reimbursement of the emergency expenditures through insurance, emergency/disaster assistance funding, or other sources will be credited to the Contract Cities in the same manner as the costs were shared. 13. Annual Audit of Actual Costs The Contracting City understands and agrees that it is impossible to project with complete accuracy the actual costs of labor and equipment as well as the service to be required by each Contracting City for the forthcoming contract year and thereby hereby agrees to a yearly audit to adjust the prior year's estimated cost of service as set forth above to the actual costs incurred by the City of Long Lake. On or before April 30th.of each year the City of Long Lake will tabulate the actual cost of the fire department budget for the prior contract year and will submit to the Contracting Cities a summary of the actual costs. The actual costs set forth for the prior contract year may result in either a surplus or deficit with respect to that year's Annual Operating Budget. Any surplus shall be refunded to the contract cities in the same ratio as the cost allocation formula. Any deficit shall be funded by the contract cities in the same ratio as the cost allocation formula. It is expected that expenditures will remain within the Annual Operating Budget amounts and will only exceed such budget amounts in the case of an emergency expenditure as provided in Section 12 or when mutually agreed to by the Contracting Cities as provided in Section 14 of this Agreement. 14. Unforecasted Expenditures Notwithstanding any of the above, the Contracting Cities shall have the right to be heard regarding any proposed expenditures which are not identified in the Annual Operating Budget and which exceed $5,000. Notice of such proposed, non -budgeted expenditures shall be given in writing to the Contracting Cities prior to actual expenditures for such items and the Contracting cities shall thereafter have 21 days in which to approve or disapprove the same in writing and if there is no response which disapproves the expenditure, it is agreed that such proposed expenditures may be made and the cost thereof shall be included in the Annual Operating Budget as if ratified originally. C 15. Contract Payments The City Budget Share (See Section 16.2) of each Contracting City shall be paid in equal quarterly installments on January 1, April 1, July 1 and October 1 of the next contract year by the Contracting City to the City of Long Lake. Long Lake agrees to provide each Contracting City with reasonably detailed information relating to the actual expenditures against the Annual Operating Budget at its request and on a quarterly basis and agrees to make its records available to the Contracting City for inspection for the purpose of determining the basis for the allocation of costs to fire protection. 16. Arbitration If a Contracting City is aggrieved by the determination of the City of Long Lake as to the allocation of the actual costs of the prior year's service, the Contracting City may appeal said determination within 30 days after receipt of the City of Long Lake's audit. Said appeal shall be in writing and shall be addressed to the City of Long Lake asking for arbitration by a board of arbitration. The Board of Arbitration shall consist of three persons; one to be appointed by the City of Long Lake, one to be appointed by the appealing Contracting City, and the third to be appointed by the two so selected. The name of each arbitrator shall be submitted in writing to the other parry. In the event that the two arbitrators so selected do not appoint the third arbitrator within 15 days after receipt of written notice of appointment of either of the first two arbitrator's, the Chief Judge of the District Court of Hennepin County shall have jurisdiction to appoint, upon application of either the Contracting Cities or the appealing Contracting City, the third arbitrator to the Board. The third arbitrator selected shall not be a resident of either Contracting City, and shall be a city manager or administrator. The arbitrator's expenses, not including counsel fees, incurred in the conduct of the arbitration, shall be divided equally between the parties to the arbitration. Arbitration shall be conducted in accordance with the Uniform Arbitration act, Chapter 572 of the Minnesota Statutes, and any decision shall be rendered within 60 days of appointment of the third arbitrator. Said arbitration shall b6 binding on both parties. 17_ Special Fire Funds In order to facilitate the accounting and reporting of all fire funds associated with the Annual Operating Budget, a Fire Operating Fund will be maintained by the City of Long Lake. No Major Equipment Fund will be maintained by the City of Long Lake on behalf of the Contracting Cities as a part of this agreement since under the provisions of Section 11 each Contracting City agrees to maintain an Equipment Fund on its own. 7 1 S. Fire Services Joint Advisory Committee Each Contracting City may appoint two volunteer members to a Fire Services Joint Advisory Committee and the name of such appointees shall be furnished to Long Lake. The Fire Services Joint Advisory Committee shall meet no less than four times per year to discuss and make recommendations regarding concerns or problems identified regarding the provision of fire service, and to periodically review budget updates. The Fire Services Joint Advisory Committee shall have the specific task of reviewing the Fire Department's operating and capital budget proposals for the next calendar year and arriving at a consensus Annual Fire Services Operating Budget and Annual Fire Services Capital Budget by August 15 of each calendar year. 19. Cost Sharing Formula Each of the Contracting Cities receiving fire service from the Long Lake Fire Department shall pay a share of the costs of the Annual Fire Services Operating and Capital Budgets. The City's Budget Share will be based upon a formula, which takes into account the Market Value of the protected property and the fire department staff resources utilized to protect the property. The objective is to fairly allocate "insurance" type costs and "effort and variable" type costs. The Contracting Cities have agreed that 70% of the share allocation will be based upon Market Value and 30% upon fire department hours expended on calls to the City Fire Service Area. 19.1 Definitions: A. City Fire Service Area is the area within a Contracting City provided fire protection under this contract. The City Fire Service Area for each Contracting City is shown in Appendix A (attached). B. City Fire Service Area Market Value is the assessed market value of the property in the City Fire Service Area and is based upon the assessed market value for the year immediately preceding the budget year. The source of the assessed market value data shall be the Hennepin County Assessor's Office. C. Total Service Area Market Value is the sum of the City Fire Service Area Market Values of all contracting cities. D. City Market Percent is the percentage computed by dividing the City Fire Service Area Market Value by the Total Service Area Market Value and multiplying by 100. E. City Call Hours is the total number of fire fighter hours expended in responding to calls in the City Fire Service Area as recorded by The Long E OTO Lake Fire Department during the preceding three year period measured from January 1 through December 31. F. Total Call Hours is the total number of fire fighter hours expended in responding to calls in all contracting cities during the previous three-year period measured from January 1 through December 31. G. Call Percent is the percentage computed by dividing the City Call Hours by the Total Call Hours and multiplying by 100. H. City Budget Percentage is the percentage derived from the sum of the City Market Percent multiplied by 0.7 and the City Call Percent multiplied by 0.3. 19.2 Budget Share Com utation: City Budget Share is the City Budget Percentage multiplied by the Annual Fire Services Operating Budget and the resulting product divided by 100. 19.3 Formulae for Calculations A. City Market Percent (B x 100) / (C) percent Where B = City Fire Service Area Market Value C = Total Fire Service Area Market Value B. Call Percent = (E x 100) / (F) percent Where E = City Call Hours F = Total Call Hours C. City Budget Percentage [(City Market Percent x 0.70) + (Call Percent x 0.30)1 D. City Budget Share = (City Budget Percentage 1100) x (Annual Operating Budget less Major Equipment expenditures) E. The City Budget Share of capital expenditures is determined under the provision of Section 11. Termination of this Agreement This Agreement shall be terminable only as follows: 1. For "Good Cause" by any city that desires to terminate its participation in the Agreement provided that such termination is preceded by a minimum of 36- �fl months notice. "Good Cause" shall mean, but is not limited to, a pattern of inadequate service quality; including inadequate response to call, inadequate training, and inadequate handling of calls; and/or a pattern of budget overruns. 2. For breach of contract; 3. By mutual agreement of all cities covered by the agreement. 4. City of Medina may terminate its participation in this Agreement without cause, subject to providing a twenty-four month notice of termination. 5. This agreement may be renegotiated or terminated by the cities to enable participation in a fire district or similar organizational arrangement. 21. Provision to adjust City Fire Service Area During the period of this agreement a Contracting City may request that its City Fire Service Area be reduced or increased in size. Such a request must be made prior to July 1 of the Contract Year to allow time for preparing the Annual Fire Services Budget for the succeeding Contract Year. In the event that a Contracting City proposes an increase to its City Fire Service Area, the City of Long Lake in consultation with the Long Lake Fire Department shall have the right to limit the increase to assure that coverage at the service level provided under this agreement can be achieved by the Fire Department. The service area shall not be increased to the extent that it requires the purchase of additional equipment unless all parties to the contract agree. In the event that a Contracting City wishes to decrease and/or alter the location of its City Fire Service Area it may do so by specifying those changes in writing by July 1 of the year prior to the contract year with respect to which such change is to be effective. 10 Approved by the Cities of Long Lake, Orono, and Medina on the date first written above. CITY OF LONG LAKE CITY OF ORONO CITY OF MEDINA " I � jiw MAYOR ATTEST CITY ADMINISTRATOR ATTEST CITY ADMINISTRATOR ATTEST CITY ADMINISTRATOR�� 11 MEMORANDUM To: Mayor McMillan and Orono City Council From: Ron Olson, Finance Director Subject: 2017 Budget Date: August 22, 2016 Attachments: A) Revenue Budget B) Expenditure Budget C) Street Funding Memo D) Bonding Information E) General Fund/Tax Levy Stats F) Tax Capacity Rate G) Current Debt Service H) Budget Decisions I) COLA Information J) Golf Course Plan This is the third budget work session for the 2017 budget. By law, the preliminary budget and tax levy must be adopted by September 30th. Based on the Council's input at tonight's work session, the preliminary budget will be updated and presented to the public at the September 12 meeting. The preliminary budget and tax levy will be adopted at the September 26th meeting. Expenditures The draft expenditure budget has been updated from the budget presented in July. The biggest change ($30,000) was to add a 2% COLA to the non-union wages. This was done based on the Council's direction at the July work session. The Public Works budget was increased by $15,000 to reflect the wage and benefits of hiring an experienced Public Works supervisor. The position was started at step 3 and is receiving the family insurance contribution. An additional $10,000 has been added to the transfer to the Improvement and Equipment Outlay Fund that has not been increased since 2008. There are some additional minor changes to other line items like fire services and memberships as final numbers became available. The current budget represents an increase of $279,294 (3.62%) over the 2016 expenditure budget. This increase can be funded while maintaining the tax rate at 17.325% Revenues As discussed in July, revenue line items are projected to be relatively flat for 2017. Of the revenue amounts that are increasing, the largest is an increase of $61,000 for contracted police services. Plan Check fees are being increased by $15,000; with the related Variance and 2017 Budget — Page 1 Engineering & Legal fees increasing by a total of $10,000. To fund the current expenditure budget, the property tax levy for the General Fund would require an increase of $180,744 (4.5%). This increase can be accomplished while maintaining the tax rate at 17.325%. Historical information on the General Fund and the tax levy can be found in attachment C. Tax Lew As discussed in July, the total levy can be increased by $399,250 without increasing the tax rate. The City's tax levy is made up of three parts: General Fund Operating, Debt Service, and the Pavement Management levy. As presented, the current budget would increase the tax levy $399,250. The increase is split between the General Fund ($180,744) and the Pavement Management Fund ($218,506). The levy could be increased by this amount and the tax rate will remain at 17.325. Bonding During the street funding discussion at the July work session, the possibility of issuing bonds was discussed briefly. See attachment C for street funding needs. Staff contacted Ehlers and Associates to obtain an estimate on expected interest rates and required debt payments. Based on the current bond market, a bond sale of $1,000,000 with a 10 year payment schedule, would have a 1.75% interest rate and increase the debt service levy by approximately $110,000. If the Council is interested in bonding for roads, the Council may wish to discuss if the size of the bond sale should be increased to fund additional years of road projects. Staff also discussed the possibility of refunding some of our current bonds. Based on the current bond market, the City could save an average of $29,100 annually (203,740) in interest between 2017 and 2023, if the 2008 Street Reconstruction Bonds were refunded. Staff is requesting direction on pursuing a refunding of this bond issue. If the Council is interested in a bond sale for roads, it would make sense to combine the refunding of the 2008 bonds with the new road bonds. Non -Union Wages As indicated above, the draft budget has been prepared with a 2% COLA included. Information on historical wage increases can be found in attachment H. Also included is a survey of anticipated COLA increases for other Cities. This survey includes cities of various sizes and locations within the State. Decisions Needed The primary decision that needs to be made is the size of the preliminary tax levy that will be approved on September 26. Once the preliminary levy is approved, it cannot be increased. Other items for discussion can be found in attachment H. 2017 Budget — Page 2 City of Orono 2017 Revenue Budget Summary Orono Budget - 2017 Attachment A Percentage 2015 Y -T -D 2015 2016 Increase Increase Revenue Source Actual Jun 30,2016 Budget Budget (Decrease) (Decrease) Property Taxes 4,004,169 - 4,016,500 4,197,244 180,744 4.5% Total Licenses 14,765 5,204 17,900 17,900 - 0.0% Total Permits 520,778 212,060 451,750 451,750 0.0% Total Intergovernmental 252,013 5,184 227,220 227,220 0.0% Total Gen Govt Service Charges 460,665 272,533 374,500 399,500 25,000 6.7% Total Public Safety Service Charges 2,278,365 1,963,284 2,317,800 2,379,350 61,550 2.7% Total Fines and Forfeits 94,275 28,398 80,500 80,500 - 0.0% Total Investment Revenue 72,947 207 35,500 35,500 - 0.0% Total Miscellaneous Revenue 224,928 149,392 171,900 183,900 12,000 7.0% Total Revenue 7,922,906 2,636,262 7,693,570 7,972,864 279,294 3.6% Orono Budget - 2017 Attachment A City of Orono 2017 Revenue Budget Summary 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 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 Utility Penalties Green Fees Rental -Golf carts & Club Beer Sales Pop Sales Concessions -taxable Golf Ball Sales Orono Budget - 2017 Increase (Decrease) 180,744 Percentage Increase (Decrease) 4.5% 4,550 2015 Y -T -D 2015 2016 Revenue Source Actual Jun 30,2016 Budget Budget Current Ad Valorem Taxes 3,946,275 - 4,016,500 Delinquent Ad Valorem Taxes 7,736 - Fiscal Disparities 34,074 1,100 Personal Property Tax 15,874 0.0% Forfieted Tax Sale Apportionmt - 5,400 Rent Credit - 0.0% Penalties and Interest -Taxes 209 - Property Taxes 4,004,169 4,016,500 4,197,244 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 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 Utility Penalties Green Fees Rental -Golf carts & Club Beer Sales Pop Sales Concessions -taxable Golf Ball Sales Orono Budget - 2017 Increase (Decrease) 180,744 Percentage Increase (Decrease) 4.5% 4,550 - 7,000 7,000 4,750 0.0% 1,000 125 400 400 2,278,365 0.0% 1,140 1,080 1,100 1,100 94,275 0.0% 5,892 3,537 5,400 5,400 72,947 0.0% 2,183 462 4,000 4,000 43,263 0.0% 14,765 5,204 17,900 17,900 3,220 0.0% 413,188 166,581 375,000 375,000 0.0% 2,718 979 1,750 1,750 0.0% 72,857 28,173 50,000 50,000 0.0% 32,015 16,326 25,000 25,000 0.0% 520,778 212,060 451,750 451,750 0.0% - - - - N/A 474 - - N/A 211,354 200,000 200,000 0.0% 9,662 10,000 10,000 0.0% 7,219 - 7,220 7,220 0.0% 23,305 5,184 10,000 10,000 0.0% 252,013 5,184 227,220 227,220 0.0% 81,600 42,650 80,000 80,000 0.0% 1,300 462 1,000 1,000 0.0% 700 240 300 300 - 0.0% 221,993 120,898 175,000 190,000 15,000 8.6% 49,282 24,985 35,000 40,000 5,000 14.3% 59,349 34,847 35,000 40,000 5,000 14.3% 867 439 700 700 - 0.0% 44,640 44,550 44,500 44,500 0.0% 933 3,463 3,000 3,000 0.0% - - - - - N/A 460,665 272,533 374,500 399,500 25,000 6.7% 2,149,555 1,949,484 93,641 5,975 4,750 750 956 342 1,600 - 2,278,365 1,963,284 93,975 28,398 300 - 94,275 28,398 72,359 - 588 207 72,947 207 1,460 120 101,587 56,236 43,263 20,822 9,103 2,696 4,497 1,980 3,220 1,222 2,150 540 111- 2,222,500 111- 2,283,500 75,000 75,000 4,000 4,500 800 850 500 500 2,317,800 2,379,350 80,000 80,000 500 500 80,500 80,500 35,000 35,000 500 500 35,500 35,500 1,500 1,500 90,000 - 32,000 7,000 3,200 2,100 1,700 61,000 500 50 61,550 Attachment A 2.7% 0.0% 12.5% 6.3% 0.0% 2.7% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% City of Orono 2017 Revenue Budget Summary Orono Budget - 2017 Attachment A Percentage 2015 Y -T -D 2015 2016 Increase Increase Revenue Source Actual Jun 30,2016 Budget Budget (Decrease) (Decrease) Pro Shop -taxable 658 248 1,000 Pro Shop -nontaxable 950 592 1,000 Other Golf Course Receipts 22,894 7,590 - Cash Over/Short (155) 4 - - Total Golf Course Receipts 188,166 91,928 138,000 150,000 12,000 8.7% Miscellaneous Revenue 3,586 988 3,000 3,000 0.0% Rent Income 4,950 3,150 5,400 5,400 0.0% Contributions & donations 628 - - - N/A Refunds & Reimbursements 1,544 1,851 - - N/A Sale of Equipment 17,610 44,116 20,000 20,000 0.0% Filing fees-elections/plats 6,985 7,240 4,000 4,000 0.0% Total Miscellaneous Revenue 224,928 149,392 171,900 183,900 12,000 7.0% Total Revenue 7,922,906 2,636,262 7,693,570 7,972,864 279,294 3.6% Orono Budget - 2017 Attachment A 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 Special Services Special Projects -Contingencies Transfers to Other Funds Total General Fund Expenditures City of Orono 2017 General Fund Budget Departmental Budgets Orono Budget - 2017 1 of 54 Attachment B 2017 Dollar % 2015 2015 2016 Draft Increase Increase Budget Actual Budget Budget (Decrease) (Decrease) 91,700 91,446 83,240 85,150 1,910 2.29% 280,560 269,268 291,120 296,150 5,030 1.73% 2,400 316 18,130 3,160 (14,970) -82.57% 160,000 166,074 180,000 180,000 - 0.00% 318,620 307,892 322,320 323,670 1,350 0.42% 97,500 96,581 102,500 104,000 1,500 1.46% 239,050 240,555 244,470 265,900 21,430 8.77% 12,400 11,997 12,400 12,400 - 0.00% 3,971,675 3,737,312 4,076,850 4,178,250 101,400 2.49% 387,000 383,856 395,150 397,000 1,850 0.47% 686,500 670,933 707,050 762,470 55,420 7.84% 25,000 17,080 20,000 20,000 - 0.00% 554,440 496,239 493,830 499,825 5,995 1.21% 105,100 109,375 108,120 116,469 8,349 7.72% 147,995 159,454 152,640 172,670 20,030 13.12% 69,930 103,456 95,750 95,750 - 0.00% 40,000 24,500 40,000 100,000 60,000 150.00% 390,000 679,000 365,000 375,000 10,000 2.74% 7,579,870 7,565,334 7,708,570 7,987,864 279,294 3.62% Orono Budget - 2017 1 of 54 Attachment B City of Orono 2017 General Fund Budget Major Expenditure Categories Orono Budget - 2017 2 of 54 Attachment B 2017 Increase % 2015 2015 Y -T -D 2016 Draft (Decrease) Increase Budget Actual Jun 30,2016 Binet Budget 2015 to 2016 (Decrease) Personal Services 4,834,770 4,684,658 2,170,860 4,951,340 5,096,600 145,260 2.93% Supplies & Maintenance 676,675 544,398 246,313 636,510 618,804 (17,706) -2.78% Insurances 98,030 98,593 49,348 97,470 99,220 1,750 1.80% Professional Services 952,150 982,028 403,614 1,023,400 1,081,950 58,550 5.72% Other Expenses 381,945 365,002 177,615 383,350 401,590 18,240 4.76% Capital Outlay 198,300 174,048 127,417 202,000 204,000 2,000 0.99% Transfers to Other Funds 390,000 679,000 - 365,000 375,000 10,000 2.74% Contingencies 40,000 24,500 1,356 40,000 100,000 60,000 150.00% Purchases for Resale 8,000 13,107 5,751 9,500 10,700 1,200 12.63% Total 7,579,870 7,565,334 3,182,275 7,708,570 7,987,864 279,294 3.62% Orono Budget - 2017 2 of 54 Attachment B City of Orono 2017 Line Item Budget Mayor & Council 41110 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) City Council Total 91,700 91,446 83,240 46,263 85,150 1,910 2.29% Orono Budget - 2017 3 of 54 Attachment B Personal Services 101 Full -Time Employees Regular 18,200 18,200 18,200 9,100 18,200 0 0.00% 122 FICA 1,390 1,392 1,390 696 1,390 0 0.00% 151 Worker's Comp Insurance Prem 0 90 50 25 70 20 40.00% Total Personal Services 19,590 19,682 19,640 9,821 19,660 20 0.10% Other Expenses 433 Memberships 70,810 70,387 62,100 36,042 63,990 1,890 3.04% 437 Training & Development 500 540 500 0 500 0 0.00% 439 Meeting Expenses 800 836 1,000 401 1,000 0 0.00% 489 Other Miscellaneous Charges 0 0 0 0 0 0 N/A Total Other Expenses 72,110 71,763 63,600 36,442 65,490 1,890 2.97% City Council Total 91,700 91,446 83,240 46,263 85,150 1,910 2.29% Orono Budget - 2017 3 of 54 Attachment B City of Orono 2017 Line Item Budget Administration 41300 Orono Budget - 2017 4 of 54 Attachment B Dollar 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) Personal Services 101 Full -Time Employees Regular 192,950 189,820 192,350 86,426 197,790 5,440 2.83% 102 Full -Time Employees Overtime 1,300 0 1,300 0 1,300 0 0.00% 103 Part -Time Employees 0 0 0 0 0 0 N/A 104 Temporary Employees Regular 450 7,653 10,500 5,253 10,500 0 0.00% 121 PERA 14,570 13,545 14,520 6,300 14,930 410 2.82% 122 FICA 14,900 14,083 15,620 6,502 16,030 410 2.62% 135 City Benefit Contribution 35,940 24,960 37,020 16,223 37,020 0 0.00% 142 Unemployment Benefit Payments 0 0 0 0 0 0 N/A 151 Worker's Comp Insurance Prem 1,150 1,150 1,210 605 1,280 70 5.79% Total Personal Services 261,260 251,211 272,520 121,308 278,850 6,330 2.32% Supplies & Maintenance 208 Books & Periodicals 300 286 300 0 300 0 0.00% Total Supplies & Maintenance 300 286 300 0 300 0 0.00% Professional Services 319 Professional Services 6,000 5,485 6,000 2,250 6,000 0 0.00% Total Professional Serivices 6,000 5,485 6,000 2,250 6,000 0 0.00% Orono Budget - 2017 4 of 54 Attachment B City of Orono 2017 Line Item Budget Administration cont. 41300 Orono Budget - 2017 5 of 54 Attachment B Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease Other Expenses 331 Travel Expenses 5,000 4,623 4,000 1,800 4,000 0 0.00% 340 General Advertising 0 0 0 0 0 0 N/A 433 Memberships 1,500 1,396 1,300 1,195 500 (800) -61.54% 437 Training & Development 3,500 2,162 3,500 2,488 3,500 0 0.00% 439 Meeting Expenses 500 1,246 500 205 0 (500) -100.00% 489 Other Miscellaneous Charges 2,500 2,860 3,000 244 3,000 0 0.00% Total Other Expenses 13,000 12,286 12,300 5,932 11,000 (1,300) -10.57% Administration Total 280,560 269,268 291,120 129,490 296,150 5,030 1.73% Orono Budget - 2017 5 of 54 Attachment B Total Personal Services 0 0 12,960 0 1,160 (11,800) -91.05% SUDDIIes & Maintenance 208 Books & Periodicals 221 Equipment Parts & Accessories 240 Small Tools and Minor Equip Total Supplies & Maintenance 0 0 0 City of Orono 0 0 N/A 21000 0 2,200 1,832 2017 Line Item Budget (200) -9.09% 0 0 300 0 0 Elections -100.00% 316 800 0 0 (800) -100.00% 41410 Travel Expenses 0 0 100 0 0 (100) -100.00% 340 General Advertising Dollar % 220 0 2015 2015 2016 Y -T -D 2017 Increase Increase 0 0 Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) 0 Personal Services 0 0 0 0 N/A 437 102 Full -Time Employees Overtime 0 0 1,000 0 1,000 0 0.00% 104 Temporary Employees Regular 0 0 11,800 0 0 (11,800) -100.00% 121 PERA 0 0 80 0 80 0 0.00% 122 FICA 0 0 80 0 80 0 0.00% Total Personal Services 0 0 12,960 0 1,160 (11,800) -91.05% SUDDIIes & Maintenance 208 Books & Periodicals 221 Equipment Parts & Accessories 240 Small Tools and Minor Equip Total Supplies & Maintenance 0 0 0 0 0 0 N/A 21000 0 2,200 1,832 2,000 (200) -9.09% 0 0 300 0 0 (300) -100.00% 2,000 0 2,500 1,832 2,000 (500) -20.00% Elections Total 2,400 316 18,130 1,832 3,160 (14,970) -82.57% Orono Budget - 2017 6 of 54 Attachment B Other Expenses 319 Professional Services 0 0 0 0 0 0 N/A 322 Postage 400 316 800 0 0 (800) -100.00% 331 Travel Expenses 0 0 100 0 0 (100) -100.00% 340 General Advertising 0 0 220 0 0 (220) -100.00% 412 Building Rentals 0 0 0 0 0 0 N/A 415 Other Equipment Rentals 0 0 0 0 0 0 N/A 437 Training & Development 0 0 100 0 0 (100) -100.00% 439 Meeting Expenses 0 0 600 0 0 (600) -100.00% 489 Other Miscellaneous Charges 0 0 850 0 0 (850) -100.00% Total Other Expenses 400 316 2,670 0 0 (2,670) -100.00% Elections Total 2,400 316 18,130 1,832 3,160 (14,970) -82.57% Orono Budget - 2017 6 of 54 Attachment B City of Orono 2017 Line Item Budget Assessing 41550 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease Assessing Services 302 Assessing Services 160,000 166,074 180,000 0 180,000 0 0.00% Total Assessing Service 160,000 166,074 Assessing Total 160,000 166,074 180,000 0 180,000 0 0.00% 180,000 0 180,000 0 0.00% Orono Budget - 2017 7 of 54 Attachment B City of Orono 2017 Line Item Budget Finance Department 41500 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) Personal Services 101 Full -Time Employees Regular 207,160 208,801 211,380 105,009 210,430 (950) -0.45% 102 Full -Time Employees Overtime 200 0 200 0 200 0 0.00% 103 Part -Time Employees 21,040 21,368 21,400 8,999 22,520 1,120 5.23% 104 Temporary Employees Regular 0 0 0 0 0 0 N/A 121 PERA 17,110 17,271 17,030 8,451 17,470 440 2.58% 122 FICA 17,460 16,647 17,370 8,081 17,820 450 2.59% 135 City Benefit Contribution 52,920 41,207 52,080 19,651 52,080 0 0.00% 151 Worker's Comp Insurance Prem 1,250 1,250 1,330 665 1,610 280 21.05% Total Personal Services 317,140 306,544 320,790 150,856 322,130 1,340 0.42% Supplies & Maintenance 208 Books & Periodicals 0 0 0 0 0 0 N/A Total Supplies & Maintenance 0 0 0 0 0 0 N/A Professional Services 301 Auditing and Acct'g Services 0 0 0 0 0 0 N/A Total Professional Services 0 0 0 0 0 0 N/A Other Expenses 331 Travel Expenses 150 190 200 0 200 0 0.00% 433 Memberships 330 325 330 325 340 10 3.03% 437 Training & Development 11000 833 1,000 0 1,000 0 0.00% Total Other Expenses 1,480 1,347 1,530 325 1,540 10 0.65% Finance Total 318,620 307,892 322,320 151,181 323,670 1,350 0.42% Orono Budget - 2017 8 of 54 Attachment B Orono Budget - 2017 9 of 54 Attachment B City of Orono 2017 Line Item Budget Law/Legal Services 41600 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease Professional Services 305 Legal -Retainer 0 0 0 0 0 0 N/A 306 Legal -Prosecution 38,500 38,500 38,500 18,759 40,000 1,500 3.90% 307 Legal -Consulting 45,000 46,988 50,000 21,004 50,000 0 0.00% 308 Code Enforcement 4,000 2,054 4,000 450 4,000 0 0.00% 309 Jail Charges 10,000 9,040 10,000 6,906 10,000 0 0.00% Total Professional Services 97,500 96,581 102,500 47,119 104,000 1,500 1.46% Law/Legal Services Total 97,500 96,581 102,500 47,119 104,000 1,500 1.46% Orono Budget - 2017 9 of 54 Attachment B City of Orono 2017 Line Item Budget Central Services 41900 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) Total Insurances 10,000 Supplies & Maintenance 361 General Liability Ins 362 Umbrella Liability Ins 363 Bonds Insurance 365 201 Office supplies 14,000 13,130 14,570 5,012 14,000 (570) -3.91% 221 Equipment Parts & Accessories 31000 3,838 3,000 476 3,000 0 0.00% 223 Bldg/Grounds Maint. Supplies 3,500 3,357 3,500 785 3,500 0 0.00% 401 Repairs/Maint-Office Equip 24,000 15,249 16,000 4,166 16,000 0 0.00% 403 Repairs/Maint-Misc. Equip 700 570 700 136 700 0 0.00% 404 Repairs/Maint-Bldgs/Grounds 15,000 23,870 15,000 7,172 20,000 5,000 33.33% 407 Janitorial Services 19,000 18,557 19,000 8,558 19,000 0 0.00% 416 Software Licensing 0 10,941 12,000 19,326 20,000 8,000 66.67% Total Supplies & Maintenance 79,200 89,511 83,770 45,632 96,200 12,430 14.84% Professional Services 301 Auditing and Acct'g Services 20,000 20,000 20,000 20,000 20,000 0 0.00% 311 Data Processing Communication 0 0 0 0 0 0 N/A 319 Professional Services 15,000 11,690 12,000 7,147 18,000 6,000 50.00% 370 Insurance Agent of Record 0 0 0 0 0 0 N/A Total Professional Services 35,000 31,690 32,000 27,147 38,000 6,000 18.75% Total Insurances 10,000 Insurances 361 General Liability Ins 362 Umbrella Liability Ins 363 Bonds Insurance 365 Boiler & Machinery Ins 366 Property Insurance 367 Equipment Floaters Ins 368 Automotive Insurance Total Insurances 10,000 10,000 10,000 5,000 10,000 0 0.00% 51000 5,000 5,000 2,500 5,000 0 0.00% 200 200 200 100 200 0 0.00% 1,300 1,300 1,300 650 1,300 0 0.00% 5,000 5,000 5,000 2,500 5,000 0 0.00% 11300 1,300 1,300 650 1,300 0 0.00% 7,400 7,400 7,400 3,700 7,400 0 0.00% 30,200 30,200 30,200 15,100 30,200 0 0.00% Orono Budget - 2017 10 of 54 Attachment B Other Expenses 312 Bank Fees 321 Telephone 322 Postage 329 Internet/Other Communications 352 Printing & Publishing 381 Gas & Electric 382 Water Utilities 413 Office Equipment Rental 440 Special Equipment Replacement 489 Other Miscellaneous Charges Total Other Expenses 94,650 89,154 98,500 52,287 101,500 3,000 3.05% Capital Outlay 512 Spec Assmts on Land & Int 0 0 0 0 0 0 N/A 750 Interest on Special Assmnts 0 0 0 0 0 0 N/A Total Capital Outlay 0 0 0 0 0 0 N/A Central Services Total 239,050 240,555 244,470 140,165 265,900 21,430 8.77% Orono Budget - 2017 11 of 54 Attachment B City of Orono 2017 Line Item Budget Central Services cont. 41900 Dollar 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease 4,000 4,408 4,000 2,540 4,500 500 12.50% 7,500 8,331 8,000 5,257 10,000 2,000 25.00% 11,000 10,739 11,000 9,972 11,000 0 0.00% 4,650 3,863 8,000 3,539 8,000 0 0.00% 15,500 15,182 15,000 6,552 15,000 0 0.00% 29,000 25,621 29,000 14,597 29,000 0 0.00% 2,500 3,046 2,500 1,149 3,000 500 20.00% 20,000 17,045 20,000 8,420 20,000 0 0.00% 0 0 0 11 0 0 N/A 500 919 1,000 250 1,000 0 0.00% 94,650 89,154 98,500 52,287 101,500 3,000 3.05% Capital Outlay 512 Spec Assmts on Land & Int 0 0 0 0 0 0 N/A 750 Interest on Special Assmnts 0 0 0 0 0 0 N/A Total Capital Outlay 0 0 0 0 0 0 N/A Central Services Total 239,050 240,555 244,470 140,165 265,900 21,430 8.77% Orono Budget - 2017 11 of 54 Attachment B Other Expenses 490 Contributions to Civic Org's Total Other Expenses Human Services Total City of Orono 2017 Line Item Budget Human Services 41800 Dollar 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) 12,400 11,997 12,400 0 12,400 0 0.00% 12,400 11,997 12,400 0 12,400 0 0.00% 12,400 11,997 12,400 0 12,400 0 0.00% Orono Budget - 2017 12 of 54 Attachment B City of Orono 2017 Line Item Budget Police Department 42110 Total Personal Services Suoolies & Maintenance 201 Office supplies 208 Books & Periodicals 212 Motor Fuels & Lubricants 221 Equipment Parts & Accessories 223 Bldg/Grounds Maint. Supplies 226 Clothing & personal equipment 228 Training Supplies 229 Explorers Program expenses 240 Small Tools and Minor Equip 401 Repairs/Maint-Office Equip 402 Repairs/Maint-Auto Equip 403 Repairs/Maint-Misc. Equip 404 Repairs/Maint-Bldgs/Grounds 407 Janitorial Services 416 Software Licensing 3,197,850 3,120,780 3,296,420 1,434,325 3,387,560 91,140 2.76% 17,000 6,835 15,000 5,218 12,000 (3,000) -20.00% Dollar % 1,000 0 2015 2015 2016 Y -T -D 2017 Increase Increase 115,000 0 Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) 0.00% Personal Services 911 1,300 20 1,300 0 0.00% 26,000 101 Full -Time Employees Regular 2,255,040 2,226,744 2,315,280 1,025,981 2,361,800 46,520 2.01% 102 Full -Time Employees Overtime 60,000 18,608 50,000 9,033 50,000 0 0.00% 103 Part -Time Employees 43,000 98,356 53,000 14,515 53,530 530 1.00% 104 Temporary Employees Regular 0 423 0 0 0 0 N/A 121 PERA 347,720 351,635 359,730 159,798 366,650 6,920 1.92% 122 FICA 44,440 44,327 46,000 19,826 47,120 1,120 2.43% 135 City Benefit Contribution 382,380 315,013 401,580 166,842 401,580 0 0.00% 142 Unemployment Benefit Payments 0 404 0 2,914 0 0 N/A 151 Worker's Comp Insurance Prem 65,270 65,270 70,830 35,415 106,880 36,050 50.90% Total Personal Services Suoolies & Maintenance 201 Office supplies 208 Books & Periodicals 212 Motor Fuels & Lubricants 221 Equipment Parts & Accessories 223 Bldg/Grounds Maint. Supplies 226 Clothing & personal equipment 228 Training Supplies 229 Explorers Program expenses 240 Small Tools and Minor Equip 401 Repairs/Maint-Office Equip 402 Repairs/Maint-Auto Equip 403 Repairs/Maint-Misc. Equip 404 Repairs/Maint-Bldgs/Grounds 407 Janitorial Services 416 Software Licensing 3,197,850 3,120,780 3,296,420 1,434,325 3,387,560 91,140 2.76% 17,000 6,835 15,000 5,218 12,000 (3,000) -20.00% 1,000 0 1,000 0 1,000 0 0.00% 115,000 48,008 115,000 25,725 115,000 0 0.00% 61000 6,690 6,000 2,591 6,000 0 0.00% 1,300 911 1,300 20 1,300 0 0.00% 26,000 27,738 25,000 21,410 25,000 0 0.00% 16,000 18,512 16,000 322 16,000 0 0.00% 4,000 3,456 4,000 99 4,000 0 0.00% 7,000 2,642 6,000 214 6,000 0 0.00% 14,500 7,601 5,000 2,361 5,000 0 0.00% 54,000 35,045 50,000 21,863 50,000 0 0.00% 81000 4,840 8,000 2,686 8,000 0 0.00% 7,500 7,678 6,500 3,296 6,500 0 0.00% 15,000 12,918 15,000 6,197 15,000 0 0.00% 0 9,987 10,000 12,785 11,500 1,500 15.00% Total Supplies & Maintenance 292,300 192,860 283,800 104,786 282,300 (1,500) -0.53% Orono Budget - 2017 13 of 54 Attachment B City of Orono 2017 Line Item Budget Police Department cont. 42110 2015 2015 2016 Budget Actual Budget Professional Services Dollar % Y -T -D 2017 Increase Increase Jun 30, 2016 Draft Budget Decrease (Decrease) 304 Engineering -Consulting 0 0 0 0 0 0 N/A 307 Legal -Consulting 6,500 3,736 8,000 3,038 8,000 0 0.00% 310 LOGIS-Applications 76,950 64,164 82,250 25,048 90,310 8,060 9.80% 311 Data Processing Communication 5,000 4,115 5,000 2,936 6,000 1,000 20.00% 317 Animal Care 1,700 85 1,000 0 1,000 0 0.00% 319 Professional Services 12,000 12,091 14,500 11,288 14,500 0 0.00% 370 Insurance Agent of Record 0 0 0 0 0 0 N/A Total Professional Services 102,150 84,190 110,750 42,310 119,810 9,060 8.18% Total Insurances 55,000 55,000 55,000 27,500 55,000 0 0.00% Orono Budget - 2017 14 of 54 Attachment B Insurances 361 General Liability Ins 35,000 35,000 35,000 17,500 35,000 0 0.00% 362 Umbrella Liability Ins 10,000 10,000 10,000 5,000 10,000 0 0.00% 366 Property Insurance 1,000 1,000 1,000 500 1,000 0 0.00% 367 Equipment Floaters Ins 0 0 0 0 0 0 N/A 368 Automotive Insurance 9,000 9,000 9,000 4,500 9,000 0 0.00% 379 Insurance Deductibles 0 0 0 0 0 0 N/A Total Insurances 55,000 55,000 55,000 27,500 55,000 0 0.00% Orono Budget - 2017 14 of 54 Attachment B City of Orono 2017 Line Item Budget Police Department cont. 42110 Total Other Expenses 126,075 110,434 128,880 59,972 129,580 700 0.54% Capital Outlay Dollar % 550 Automotive Equipment 2015 2015 2016 Y -T -D 2017 Increase Increase 560 Furniture and Fixtures Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease 570 Other Expenses 7,300 6,176 7,000 0 7,000 0 0.00% 321 Telephone 23,225 19,166 23,230 10,542 23,230 0 0.00% 322 Postage 1,600 114 1,200 99 1,200 0 0.00% 329 Internet/Other Communications 6,070 3,598 6,100 2,559 6,300 200 3.28% 331 Travel Expenses 280 28 250 26 250 0 0.00% 340 General Advertising 0 55 0 0 0 0 N/A 352 Printing & Publishing 1,800 1,972 1,800 1,445 1,800 0 0.00% 381 Gas & Electric 18,000 24,965 20,000 8,227 20,000 0 0.00% 382 Water Utilities 1,500 1,634 1,200 402 1,200 0 0.00% 413 Office Equipment Rental 2,800 4,106 2,800 2,327 3,300 500 17.86% 414 EDP/Communications Equip Rent 20,000 23,443 20,000 9,620 20,000 0 0.00% 433 Memberships 3,000 2,770 5,500 2,640 5,500 0 0.00% 436 Towing Charges 0 147 0 157 0 0 N/A 437 Training & Development 35,000 20,356 35,000 17,380 35,000 0 0.00% 439 Meeting Expenses 2,500 2,142 2,500 1,378 2,500 0 0.00% 440 Special Equipment Replacement 5,000 3,668 5,000 0 5,000 0 0.00% 441 Licenses & Taxes 1,300 2,040 1,300 3,140 1,300 0 0.00% 489 Other Miscellaneous Charges 4,000 232 3,000 30 3,000 0 0.00% Total Other Expenses 126,075 110,434 128,880 59,972 129,580 700 0.54% Orono Budget - 2017 15 of 54 Attachment B Capital Outlay 550 Automotive Equipment 145,000 149,338 151,000 109,593 153,000 2,000 1.32% 560 Furniture and Fixtures 0 0 0 0 0 0 N/A 570 Office Equip and Furnishings 7,300 6,176 7,000 0 7,000 0 0.00% 575 IT Hardware & Applications 25,000 8,951 23,000 5,378 23,000 0 0.00% 580 Other Equipment 21,000 9,583 21,000 12,446 21,000 0 0.00% Total Capital Outlay 198,300 174,048 202,000 127,417 204,000 2,000 0.99% Police Total 3,971,675 3,737,312 4,076,850 1,796,309 4,178,250 101,400 2.49% Orono Budget - 2017 15 of 54 Attachment B Professional Services 318 Fire Services 319 Professional Services Total Professional Services Fire Protection Services Total City of Orono 2017 Line Item Budget Fire Protection Services 42260 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) 387,000 383,856 395,150 211,166 397,000 1,850 0.47% 0 0 0 0 0 0 N/A 387,000 383,856 395,150 211,166 397,000 1,850 0.47% 387,000 383,856 395,150 211,166 397,000 1,850 0.47% Orono Budget - 2017 16 of 54 Attachment B Personal Services 101 Full -Time Employees Regular 102 Full -Time Employees Overtime 103 Part -Time Employees 104 Temporary Employees Regular 121 PERA 122 FICA 135 City Benefit Contribution 142 Unemployment Benefit Payments 151 Worker's Comp Insurance Prem Total Personal Services Supplies & Maintenance 208 Books & Periodicals 212 Motor Fuels & Lubricants 221 Equipment Parts & Accessories 226 Clothing & personal equipment 240 Small Tools and Minor Equip 402 Repairs/Maint-Auto Equip 403 Repairs/Maint-Misc. Equip City of Orono 2017 Line Item Budget Building & Zoning 42400 2015 2015 2016 Budget Actual Budget Dollar % Y -T -D 2017 Increase Increase Jun 30, 2016 Draft Budget Decrease (Decrease) 444,180 428,200 435,010 209,108 438,290 3,280 0.75% 200 115 200 0 200 0 0.00% 0 0 0 0 0 0 N/A 0 0 0 0 0 0 N/A 33,330 31,784 32,640 15,452 32,890 250 0.77% 34,000 33,318 33,290 15,837 33,540 250 0.75% 71,880 52,105 74,040 24,435 74,040 0 0.00% 0 0 0 0 0 0 N/A 2,510 2,510 2,620 1,310 2,460 (160) -6.11% 586,100 548,032 577,800 266,141 581,420 3,620 0.63% 0 262 600 142 500 (100) -16.67% 1,500 1,876 1,500 0 1,500 0 0.00% 0 449 0 0 0 0 N/A 0 0 0 0 0 0 N/A 0 0 0 0 3,200 3,200 N/A 1,000 0 1,000 0 1,000 0 0.00% 0 0 0 0 0 0 N/A Total Supplies & Maintenance 2,500 2,587 3,100 142 6,200 3,100 100.00% Orono Budget - 2017 17 of 54 Attachment B Professional Services 304 Engineering -Consulting 2,500 104 2,500 0 12,500 10,000 400.00% 307 Legal -Consulting 16,000 23,886 16,000 11,393 16,000 0 0.00% 310 Inspection Services 72,000 89,226 100,000 32,887 100,000 0 0.00% 319 Professional Services 3,000 3,100 2,500 1,885 32,500 30,000 1200.00% Total Professional Services 93,500 116,315 121,000 46,164 161,000 40,000 33.06% Orono Budget - 2017 17 of 54 Attachment B City of Orono 2017 Line Item Budget Building & Zoning cont. 42400 Orono Budget - 2017 18 of 54 Attachment B Dollar 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease Other Expenses 331 Travel Expenses 1,500 402 1,500 92 1,500 0 0.00% 340 General Advertising 0 0 0 0 0 0 N/A 415 Other Equipment Rentals 0 0 0 0 0 0 N/A 433 Memberships 500 1,330 750 710 800 50 6.67% 437 Training & Development 21000 1,386 2,000 1,046 2,000 0 0.00% 439 Meeting Expenses 250 881 750 32 9,450 8,700 1160.00% 441 Licenses & Taxes 150 0 150 32 100 (50) -33.33% Total Other Expenses 4,400 4,000 5,150 1,911 13,850 8,700 168.93% Building & Zoning Total 686,500 670,933 707,050 314,358 762,470 55,420 7.84% Orono Budget - 2017 18 of 54 Attachment B Professional Services 303 Engineering -Retainer 304 Engineering -Consulting Total Professional Services Engineering Total City of Orono 2017 Line Item Budget Engineering 43170 Orono Budget - 2017 19 of 54 Attachment B Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) 0 0 0 0 0 0 N/A 25,000 17,080 20,000 4,413 20,000 0 0.00% 25,000 17,080 20,000 4,413 20,000 0 0.00% 25,000 17,080 20,000 4,413 20,000 0 0.00% Orono Budget - 2017 19 of 54 Attachment B Total Personal Services 304,310 290,179 289,550 125,057 331,500 41,950 14.49% Supplies & Maintenance 208 Books & Periodicals 212 Motor Fuels & Lubricants 221 Equipment Parts & Accessories 222 Vehicle Equipment & Parts 224 Street Maint. Materials/Supply 226 Clothing & personal equipment 240 Small Tools and Minor Equip 402 Repairs/Maint-Auto Equip 403 Repairs/Maint-Misc. Equip 404 Repairs/Maint-Bldgs/Grounds 408 Contracted Street Maint. 0 169 170 City of Orono 170 0 0.00% 45,600 14,504 45,600 5,124 2017 Line Item Budget (5,600) -12.28% 16,000 16,882 16,000 6,590 16,000 Public Works Department 0.00% 8,000 5,286 8,000 1,571 8,000 0 43000 65,800 47,419 40,980 18,849 44,525 3,545 8.65% 3,500 4,109 3,500 Dollar % 0 0.00% 2015 2015 2016 Y -T -D 2017 Increase Increase 0.00% 5,000 Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease 5,000 Personal Services 3,000 3,640 3,000 0 0.00% 0 101 Full -Time Employees Regular 207,220 200,530 187,680 88,731 215,250 27,570 14.69% 102 Full -Time Employees Overtime 11,000 6,008 11,000 2,650 11,000 0 0.00% 121 PERA 16,370 15,135 14,900 6,172 16,970 2,070 13.89% 122 FICA 16,690 15,143 15,200 6,086 17,310 2,110 13.88% 135 City Benefit Contribution 39,300 39,633 48,090 15,078 52,170 4,080 8.48% 142 Unemployment Benefit Payments 0 0 0 0 0 0 N/A 151 Worker's Comp Insurance Prem 13,730 13,730 12,680 6,340 18,800 6,120 48.26% Total Personal Services 304,310 290,179 289,550 125,057 331,500 41,950 14.49% Supplies & Maintenance 208 Books & Periodicals 212 Motor Fuels & Lubricants 221 Equipment Parts & Accessories 222 Vehicle Equipment & Parts 224 Street Maint. Materials/Supply 226 Clothing & personal equipment 240 Small Tools and Minor Equip 402 Repairs/Maint-Auto Equip 403 Repairs/Maint-Misc. Equip 404 Repairs/Maint-Bldgs/Grounds 408 Contracted Street Maint. 0 169 170 169 170 0 0.00% 45,600 14,504 45,600 5,124 40,000 (5,600) -12.28% 16,000 16,882 16,000 6,590 16,000 0 0.00% 8,000 5,286 8,000 1,571 8,000 0 0.00% 65,800 47,419 40,980 18,849 44,525 3,545 8.65% 3,500 4,109 3,500 1,311 3,500 0 0.00% 850 1,377 1,000 923 1,000 0 0.00% 5,000 11,185 7,000 5,540 10,000 3,000 42.86% 5,000 5,855 3,000 3,640 3,000 0 0.00% 0 1,982 0 7,252 0 0 N/A 69,700 63,927 47,810 903 7,500 (40,310) -84.31% Total Supplies & Maintenance 219,450 172,695 173,060 51,873 133,695 (39,365) -22.75% Professional Services 304 PW Engineering -Consulting 319 Professional Services 0 641 0 0 0 0 N/A 0 0 0 0 0 0 N/A Total Professional Services 0 641 0 0 0 0 N/A Orono Budget - 2017 20 of 54 Attachment B Total Other Expenses Public Works Total Other Expenses 331 Travel Expenses 381 Gas & Electric 386 Street Lighting 415 Other Equipment Rentals 433 Memberships 437 Training & Development 441 Licenses & Taxes 489 Other Miscellaneous Charges Total Other Expenses Public Works Total 30,680 City of Orono 31,220 12,394 34,630 3,410 10.92% 2017 Line Item Budget Public Works Department cont. 43000 554,440 496,239 493,830 189,323 499,825 5,995 1.21% Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) 0 352 0 0 0 0 N/A 4,880 3,027 4,880 1,274 4,880 0 0.00% 21,690 24,612 21,690 10,389 25,000 3,310 15.26% 960 254 960 83 960 0 0.00% 430 284 430 0 0 (430) -100.00% 21500 3,498 3,000 406 3,500 500 16.67% 220 50 220 236 250 30 13.64% 0 647 40 7 40 0 0.00% 30,680 32,724 31,220 12,394 34,630 3,410 10.92% 554,440 496,239 493,830 189,323 499,825 5,995 1.21% Orono Budget - 2017 21 of 54 Attachment B City of Orono 2017 Line Item Budget Parks 45200 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) Total Supplies & Maintenance 54,000 57,453 64,000 21,674 71,379 7,379 11.53% Professional Services 319 Professional Services Total Professional Services 11,000 9,645 1,000 495 1,140 140 14.00% 11,000 9,645 1,000 495 1,140 140 14.00% Orono Budget - 2017 22 of 54 Attachment B Personal Services 101 Full -Time Employees Regular 18,600 21,368 20,070 9,857 20,270 200 1.00% 102 Full -Time Employees Overtime 0 0 0 160 0 0 N/A 103 Part -Time Employees 0 0 0 3,788 0 0 N/A 104 Temporary Employees Regular 10,000 8,713 10,000 0 10,000 0 0.00% 121 PERA 1,390 1,420 1,510 735 1,520 10 0.66% 122 FICA 1,420 1,589 2,300 769 2,320 20 0.87% 135 City Benefit Contribution 31900 2,701 3,600 1,010 3,600 0 0.00% 151 Worker's Comp Insurance Prem 740 740 1,490 745 1,890 400 26.85% Total Personal Services 36,050 36,530 38,970 17,063 39,600 630 1.62% Supplies & Maintenance 212 Motor Fuels & Lubricants 0 0 0 19 0 0 N/A 221 Equipment Parts & Accessories 500 1,629 500 589 0 (500) -100.00% 223 Bldg/Grounds Maint. Supplies 1,500 3,163 1,500 4,187 7,600 6,100 406.67% 225 Misc Park Supplies 10,000 6,573 10,000 354 10,000 0 0.00% 403 Repairs/Maint-Misc. Equip 0 0 0 147 0 0 N/A 404 Repairs/Maint-Bldgs/Grounds 42,000 46,088 52,000 16,379 53,779 1,779 3.42% Total Supplies & Maintenance 54,000 57,453 64,000 21,674 71,379 7,379 11.53% Professional Services 319 Professional Services Total Professional Services 11,000 9,645 1,000 495 1,140 140 14.00% 11,000 9,645 1,000 495 1,140 140 14.00% Orono Budget - 2017 22 of 54 Attachment B City of Orono 2017 Line Item Budget Parks cont. 45200 Orono Budget - 2017 23 of 54 Attachment B Dollar 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease Other Expenses 331 Travel Expenses 0 0 0 0 0 0 N/A 381 Gas & Electric 550 416 550 164 550 0 0.00% 415 Other Equipment Rentals 3,200 4,750 3,300 1,087 3,500 200 6.06% 439 Meeting Expenses 0 0 0 0 0 0 N/A 441 Licenses & Taxes 300 580 300 0 300 0 0.00% 489 Other Miscellaneous Charges 0 0 0 0 0 0 N/A 490 Contributions to Civic Org's 0 0 0 0 0 0 N/A Total Other Expenses 4,050 5,746 4,150 1,251 4,350 200 4.82% Parks Total 105,100 109,375 108,120 40,484 116,469 8,349 7.72% Orono Budget - 2017 23 of 54 Attachment B Personal Services 101 Full -Time Employees Regular 103 Part -Time Employees 104 Temporary Employees Regular 121 PERA 122 FICA 135 City Benefit Contribution 142 Unemployment Benefit Payments 143 OPEB Expense 151 Worker's Comp Insurance Prem Total Personal Services Suoolies & Maintenance 201 Office supplies 212 Motor Fuels & Lubricants 221 Equipment Parts & Accessories 223 Bldg/Grounds Maint. Supplies 226 Clothing & personal equipment 240 Small Tools and Minor Equip 401 Repairs/Maint-Office Equip 402 Repairs/Maint-Auto Equip 403 Repairs/Maint-Misc. Equip 404 Repairs/Maint-Bldgs/Grounds City of Orono 2017 Line Item Budget Golf Course 45210 2015 2015 2016 Budget Actual Budget Dollar % Y -T -D 2017 Increase Increase Jun 30, 2016 Draft Budget Decrease (Decrease) 32,910 31,809 32,690 14,747 32,450 (240) -0.73% 35,660 41,073 37,160 20,167 53,340 16,180 43.54% 0 960 0 395 0 0 N/A 3,640 0 3,640 0 0 (3,640) -100.00% 4,000 3,042 6,660 1,427 6,560 (100) -1.50% 0 0 0 0 0 0 N/A 0 0 0 0 0 0 N/A 0 0 0 0 0 0 N/A 1,330 1,330 1,790 895 1,620 (170) -9.50% 77,540 78,214 81,940 37,632 93,970 12,030 14.68% 300 416 300 166 300 0 0.00% 3,500 2,745 5,000 1,291 5,000 0 0.00% 11500 659 1,500 1,761 1,500 0 0.00% 3,500 6,044 4,500 3,961 4,500 0 0.00% 125 0 180 152 180 0 0.00% 100 195 0 5 500 500 N/A 0 53 0 0 0 0 N/A 400 267 0 185 250 250 N/A 21500 2,170 2,500 3,764 2,500 0 0.00% 15,000 16,458 12,000 9,070 12,000 0 0.00% Total Supplies & Maintenance 26,925 29,006 25,980 20,355 26,730 750 2.89% Orono Budget - 2017 24 of 54 Attachment B Total Insurances 12,830 13,393 12,270 6,748 14,020 1,750 14.26% Other Expenses 312 Bank Fees 319 Professional Services 321 Telephone 331 Travel Expenses 340 General Advertising 352 Printing & Publishing 381 Gas & Electric 415 Other Equipment Rentals 433 Memberships 437 Training & Development 440 Special Equipment Replacement 441 Licenses & Taxes 489 Other Miscellaneous Charges 1,000 4,365 1,000 City of Orono 4,000 3,000 300.00% 0 500 0 0 2017 Line Item Budget 0 N/A 2,000 2,952 2,200 1,216 2,500 Golf Course cont. 13.64% 0 0 0 0 0 0 45210 1,000 1,519 1,000 500 1,750 750 75.00% 0 0 0 Dollar % 0 N/A 2015 2015 2016 Y -T -D 2017 Increase Increase 2.41% 9,500 Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease 250 Insurances 250 270 300 50 20.00% 150 361 General Liability Ins 7,500 7,500 7,500 3,750 8,000 500 6.67% 362 Umbrella Liability Ins 11500 1,500 1,500 750 1,500 0 0.00% 365 Boiler & Machinery Ins 300 300 300 150 350 50 16.67% 366 Property Insurance 2,300 2,300 2,300 1,150 2,650 350 15.22% 367 Equipment Floaters Ins 300 300 300 150 350 50 16.67% 368 Automotive Insurance 370 370 370 185 370 0 0.00% 369 Dram Shop Insurance 560 1,123 0 613 800 800 N/A Total Insurances 12,830 13,393 12,270 6,748 14,020 1,750 14.26% Other Expenses 312 Bank Fees 319 Professional Services 321 Telephone 331 Travel Expenses 340 General Advertising 352 Printing & Publishing 381 Gas & Electric 415 Other Equipment Rentals 433 Memberships 437 Training & Development 440 Special Equipment Replacement 441 Licenses & Taxes 489 Other Miscellaneous Charges 1,000 4,365 1,000 1,326 4,000 3,000 300.00% 0 500 0 0 0 0 N/A 2,000 2,952 2,200 1,216 2,500 300 13.64% 0 0 0 0 0 0 N/A 1,000 1,519 1,000 500 1,750 750 75.00% 0 0 0 370 0 0 N/A 8,300 8,025 8,300 2,848 8,500 200 2.41% 9,500 7,529 9,500 133 9,500 0 0.00% 250 150 250 270 300 50 20.00% 150 19 150 0 150 0 0.00% 0 0 0 0 0 0 N/A 500 675 550 319 550 0 0.00% 0 0 0 119 0 0 N/A Total Other Expenses 22,700 25,733 22,950 7,100 27,250 4,300 18.74% Orono Budget - 2017 25 of 54 Attachment B City of Orono 2017 Line Item Budget Golf Course cont. 45210 Orono Budget - 2017 26 of 54 Attachment B Dollar 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease Decrease Purchases for Resale 090 PURCHASES FOR RESALE 0 (696) 0 0 0 0 N/A 091 Beer For Resale 2,000 4,440 3,000 1,880 3,000 0 0.00% 092 Soft Drinks For Resale 3,000 3,355 4,000 2,352 3,200 (800) -20.00% 093 Concessions For Resale-Txbl 1,500 0 1,500 0 1,500 0 0.00% 094 Concessions For Resale-NonTax 0 2,821 1,000 1,367 1,000 0 0.00% 095 Pro Shop Items For Resale 1,500 3,187 0 153 2,000 2,000 N/A 099 Other For Resale 0 0 0 0 0 0 N/A Total Purchases for Resale 81000 13,107 9,500 5,751 10,700 1,200 12.63% Golf Course Total 147,995 159,454 152,640 77,586 172,670 20,030 13.12% Orono Budget - 2017 26 of 54 Attachment B City of Orono 2017 Line Item Budget Special Services -Consulting & Police 43280 2015 2015 2016 Budget Actual Budget Dollar Y -T -D 2017 Increase Increase Jun 30, 2016 Draft Budget Decrease (Decrease) Special Services -Consulting & Police Total 69,930 103,456 95,750 31,209 95,750 0 0.00% Orono Budget - 2017 27 of 54 Attachment B Personal Services 102 Full -Time Employees Overtime 30,000 29,115 35,000 7,712 35,000 0 0.00% 121 PERA 4,500 3,989 5,250 840 5,250 0 0.00% 122 FICA 430 376 500 102 500 0 0.00% 135 City Benefit Contribution 0 4 0 3 0 0 N/A Total Personal Services 34,930 33,485 40,750 8,658 40,750 0 0.00% Professional Services 304 Engineering -Consulting 25,000 48,859 43,000 18,921 45,000 2,000 4.65% 307 Legal -Consulting 10,000 21,112 12,000 3,630 10,000 (2,000) -16.67% 319 Professional Services 0 0 0 0 0 0 N/A 800 Special Projects, Contingency 0 0 0 0 0 0 N/A Total Professional Services 35,000 69,971 55,000 22,551 55,000 0 0.00% Special Services -Consulting & Police Total 69,930 103,456 95,750 31,209 95,750 0 0.00% Orono Budget - 2017 27 of 54 Attachment B City of Orono 2017 Line Item Budget Special Projects -Contingencies 43290 Dollar % 2015 2015 2016 Y -T -D 2017 Increase Increase Budget Actual Budget Jun 30, 2016 Draft Budget Decrease (Decrease) Personal Services 101 Full -Time Employees Regular 0 0 0 0 0 0 N/A Total Personal Services 0 0 0 0 0 0 N/A Professional Services 304 Engineering -Consulting 0 0 0 0 0 0 N/A 319 Professional Services 0 0 0 0 0 0 N/A Total Professional Services 0 0 0 0 0 0 N/A Other Expenses 489 Other Miscellaneous Charges 0 0 0 0 0 0 N/A Total Other Expenses 0 0 0 0 0 0 N/A Capital & Transfers 510 Land 0 0 0 0 0 0 N/A 720 Operating Transfers 390,000 679,000 365,000 0 375,000 10,000 2.74% Total Capital & Transfers 390,000 679,000 365,000 0 375,000 10,000 2.74% Contingency Items 800 Special Projects, Contingency 40,000 24,500 40,000 1,356 100,000 60,000 150.00% Total Contingency Items 40,000 24,500 40,000 1,356 100,000 60,000 150.00% Special Projects -Contingencies Total 17.28% 430,000 703,500 405,000 1,356 475,000 70,000 GENERAL FUND TOTAL 3.62% 7,579,870 7,565,334 7,708,570 3,182,255 7,987,864 279,294 Orono Budget - 2017 28 of 54 Attachment B Pavement Management Fund Balance *Assumed based on budget and levy discussions. Attachment Estimated Revenue Requirements Pavement Fund Balance Balance from 2016 $ 332,896 $ 332,896 2017 Levy $ 401,000 $ 733,896 Contracted Street Maintenance (Patching, Tree trimming, Striping and Crack Sealing) $ 47,000 $ 686,896 Fox Street (Old Crystal Bay to Willow) $ 735,413 $ (48,517) Fox Street (Brown -Orono Orchard) $ 418,271 $ (466,788) 2017 Sealcoating $ 108,122 $ (574,910) Feasibility Study for 2018 reconstructs $ 24,000 $ (598,910) Casco Circle Mill and Overlay (deferred from 2016) $ 120,435 $ (719,345) 2016 Seal Coating $ 178,556 $ (897,901) West Lafayette Reconstruction (deferred from 2014, 2015 & 2016) $ 143,117 $ (1,041,018) *Assumed based on budget and levy discussions. Attachment MEMORANDUM TO: CITY COUNCIL FROM: ADAM T. EDWARDS, PE SUBJECT: STREET FUNDING DATE: JULY 25, 2016 References: City of Orono Pavement Management Plan, adopted October 27, 2014. City of Orono 2016 Capital Investment Plan (CIP) City of Orono 2016 Budget 1. Issue. The City's street rebuilding and maintenance requirements exceed current resourcing. 2. Background. For some time the City of Orono has struggled as to how to come up with annual funds to maintain its road/street infrastructure. The 2016 Budget does include $88,800 for pavement maintenance which is sufficient for potholing, signs and winter maintenance. However The Pavement Management Fund (PMF) has $183,000 dedicated funding from the levy for preventative maintenance and reconstruction which is significantly below the amount required to properly maintain the city's streets. In the past, the City has funded street reconstruction projects through the sale of bonds and has applied general fund surpluses towards street maintenance projects. This has resulted in the disproportionally large number of streets in disrepair requiring reactive maintenance and the inability for the Staff to plan for and execute a proactive maintenance plan to protect and extend the life of these valuable assets. a. Pavement Planning. In October 2014 the City adopted a Pavement Management Plan (PMP) which does provide prioritization of road maintenance as well as a description of funding sources. The PMP is used to inform the City's Capital Improvement Plan (CIP) which does provide specific priorities specific roads to receive maintenance or reconstruction out to 5 years and identifies a funding requirement in general categories out to 20 years. Ideally the CIP would then inform the annual budget cycle. b. Staffing and Action to Date. Fall of The City Council directed Staff to develop options for funding annual street 2013 reconstruction and maintenance. Staff conducted a study to include querying surrounding communities about how they provide funding for annual street maintenance and reconstruction. March Staff presented funding options to the City Council. Council requested staff to analyze 2014 funding options against several scenarios. May 2014 Scenarios (Assessments, Franchise fees, Bonding, Levy Increases) were presented. The Council directed Staff to bring back more information on franchise fees and to present an option for road maintenance in the 2015 General Fund Budget. August Council directed staff to add $30K to the roads maintenance budget for 2015 2014 October Council adopted the Pavement Management Plan (PMP) 2014 April Council reviewed the funding options for road maintenance/reconstruction with the 2015 consensus being against Assessments or Franchise Fees. Orono Budget - 2017 Attachment C May 2015 Council of directed Staff to provide a by year maintenance and reconstruction plan for the Levy next five years. June 2015 Council reviewed a sample five year plan and the impacts to the Levy to fund the plan. Work Council provided guidance to create a funding source for Pavement Management Fund Increase with a dedicated Levy of $183,000. December Council deferred decision on road maintenance projects for 2016. Setting April of 2016 2015 as the date to review road planning and funding. April Council selected roads for Mill and Overlay but moved road funding discussion to the 2016 May work session May 2015 Council directed funding discussion to be held concurrently with 2017 budgeting Impact discussions. 2. Street Funding. Distributing the pavement maintenance and reconstruction requirement per the City's Pavement Management Plan over a 10 year period, results in a funding requirement of $550,000/ yr for Maintenance and $500,000/yr for Reconstruction for a total of $1,050,000/yr. The $183,000 dedicated to the Pavement management fund for 2016 represents 17% of the requirement leaving a funding deficit of $867,000/yr. Based on current projections the City could dedicate another $200,000 the Pavement Management levy for a total of $383,000 without raising the tax rate. This represent 36% of the requirement leaving a deficit of $667,000. The first table below shows the impact of these costs on the Levy. The second table depict Levy impacts if the City were to adopt franchise fees as a funding source for remaining maintenance requirements. a. Tax Levy Impacts of Fully Funding Street Maintenance & Reconstruction Requirements Type of Street Annual Levy Tax Rate Tax Tax Tax Tax Work Cost Increase Increase Impact Impact on Impact Impact Fee ($) (%) (Percentage on $546K on $1M on $2M (%) (Percentage Impact Points) $250K Home Home Home Home (Median) on $546K Maintenance $167,000 3.37% 0.54 $ 13 $ 27 $ 61 $ 128 Reconstruct $500,000 10.09% 1.62 $ 39 $ 81 $ 182 $ 385 Total $667,000 13.46% 2.16 $ 52 $ 108 $ 243 $ 513 b. Tax Levy and Franchise Fee Impacts of Funding Street Maintenance & Reconstruction Requirements. This assumes a franchise fee of $2/month on Natural Gas and $2.25/month on Electrical Bills. Type of Street Annual Levy Tax Rate Tax and Tax and Tax and Tax and Work Cost Increase Increase Fee Fee Fee Fee ($) (%) (Percentage Impact Impact on Impact Impact Points) on $546K on $1M on $2M $250K Home Home Home Home (Median) Maintenance via Franchise Fee $167,000 0 0 $ 51 $ 51 $ 51 $ 51 Reconstruct $500,000 10.09% 1.62 $ 39 $ 81 $ 182 $ 385 Total $667,376 10.09% 1.62 $ 90 $142 $ 233 $ 436 3. Impacts. Fully funding the both preventive maintenance and reconstruction as in tables above allows the city to realize it Pavement Management Plan. 4. Road Budgeting for 2017. The table below depict preliminary budgeting numbers for 2017 based on the 2016 CIP, projected Pavement fund balances. The third Column depicts the fund balance with an assumed Pavement Levy increase of $200,000. The forth column depicts the fund balance assuming a 2017 road levy of 1,050,000. More detailed estimates will be provided in the 2017 Public Works Plan Orono Budget - 2017 Attachment C which will take into account results from the ongoing feasibility study. Based on current projections requirements will once again exceed resources unless additional funding sources are identified. Item Estimate Pavement Fund Balance (Partially Funded) Pavement Fund Balance (Fully Funded) Balance from 2016 $ 332,896 $ 332,896 $ 332,896 2017 Levy (assumes addition of $200,000 in 2017) $ 383,000 $ 715,896 2017 Levy (assumes 1,050,000 in 2017) $1,050,000 $ 1,382,896 Contracted Street Maintenance (Patching, Tree Trimming, Striping and Crack Sealing) $ 47,000 $ 668,896 $ 1,335,896 Fox Street (Old Crystal Bay to Willow) $ 674,559 $ (5,663) $ 661,337 Feasibility Study for 2018 Reconstructs $ 24,000 $ (29,663) $ 637,337 Dickenson Mill and Overlay $ 57,048 $ (86,711) $ 580,289 Northern Avenue Mill and Overlay $ 63,564 $ (150,275) $ 516,725 Chevy Chase Mill and Overlay $ 175,532 $ (325,807) $ 341,193 2017 Sealcoating $ 263,164 $ (588,971) $ 78,029 Casco Circle Mill and Overlay deferred from 2016) $ 120,435 $ (709,406) $ (42,406) 2016 Seal Coating (deferred from 2016) $ 178,556 $ (887,962) $ (220,962) West Lafayette Reconstruction (deferred from 2014, 2015 & 2016) $ 143,117 $ (1,031,079) $ (364,079) a. MSA Streets Proposed for Reconstruction in 2017. Project Estimated Cost Fox Street (Willow -Brown) $ 645,195 Request: Direction on how to provide reliable funding for the City's streets as part of the 2017 and beyond budget processes. Orono Budget - 2017 Attachment C City of Orono, MN $1,000,000 G.O. Bonds, Series 2016 Assumes Current Market "AAA" Rates plus 25 bps Street improvements - 10 Years Sources & Uses Dated 12/01/2016 1 Delivered 12/01/2016 Sources Of Funds Par Amount of Bonds $1,000,000.00 Total Sources $1,000,000.00 Uses Of Funds Total Underwriter's Discount (1.200%) 12,000.00 Costs of Issuance 30,500.00 Rounding Amount 957,500.00 Total Uses $1,000,000.00 Orono - Road Projects 10 1 SINGLE PURPOSE � 8/15/2016 1 6:59 PM EHLERS LEADERS IN PUBLIC FINANCE Orono Budget - 2017 Page 1 Attachment D City of Orono, MN $1,000,000 G.O. Bonds, Series 2016 Assumes Current Market "AAA" Rates plus 25 bps Street improvements - 10 Years Debt Service Schedule Date Principal Coupon Interest Total P+I 02/01/2017 - - - - 02/01/2018 95,000.00 0.800% 16,062.08 111,062.08 02/01/2019 95,000.00 0.950% 13,007.50 108,007.50 02/01/2020 95,000.00 1.100% 12,105.00 107,105.00 02/01/2021 100,000.00 1.250% 11,060.00 111,060.00 02/01/2022 100,000.00 1.350% 9,810.00 109,810.00 02/01/2023 100,000.00 1.450% 8,460.00 108,460.00 02/01/2024 100,000.00 1.550% 7,010.00 107,010.00 02/01/2025 105,000.00 1.650% 5,460.00 110,460.00 02/01/2026 105,000.00 1.750% 3,727.50 108,727.50 02/01/2027 105,000.00 1.800% 1,890.00 106,890.00 Total $1,000,000.00 - $88,592.08 $1,088,592.08 Yield Statistics Bond Year Dollars $5,771.67 Average Life 5.772 Years Average Coupon 1.5349480% Net Interest Cost (NIC) 1.7428602% True Interest Cost (TIC) 1.7514986% Bond Yield for Arbitrage Purposes 1.5300596% All Inclusive Cost (AIC) 2.3312732% IRS Form 8038 Net Interest Cost 1.5349480% Weighted Average Maturity 5.772 Years Orono - Road Projects 10 1 SINGLE PURPOSE 1 8/15/2016 1 6:59 PM 19 EHLERS LEADERIN PUBLIC FINANCE Orono Budget - 2817 Page 2 Attachment D City of Orono, MN $2,800,000 G.O. Refunding Bonds, Dated: December 1, 2016 Proposed Crossover Refunding of 2008A G.O. Street Reconstruction Bonds Assuming Current G.O. BQ "Aaa" Market Rates Sources & Uses Dated 12/01/2016 i Delivered 12/01/2016 Sources Of Funds Par Amount of Bonds $2,800,000.00 Total Sources $2,800,000.00 Uses Of Funds Total Underwriter's Discount (1.200%) 33,600.00 Costs of Issuance 40,000.00 Deposit to Current Refunding Fund 2,725,000.00 Rounding Amount 1,400.00 Total Uses $2,800,000.00 Proposed XR 2008A GO Stre I SINGLE PURPOSE 1 8/15/2016 1 11:58 AM LE RS Attachment D N PUBLIC FINANCE City of Orono, MN $2,800,000 G.O. Refunding Bonds, Dated: December 1, 2016 Proposed Crossover Refunding of 2008A G.O. Street Reconstruction Bonds Assuming Current G.O. BQ "Aaa" Market Rates Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 12/01/2016 - - 08/01/2017 - - 17,808.33 17,808.33 - 02/01/2018 245,000.00 0.650% 13,356.25 258,356.25 276,164.58 08/01/2018 - - 12,560.00 12,560.00 - 02/01/2019 495,000.00 0.750% 12,560.00 507,560.00 520,120.00 08/01/2019 - - 10,703.75 10,703.75 - 02/01/2020 505,000.00 0.850% 10,703.75 515,703.75 526,407.50 08/01/2020 - - 8,557.50 8,557.50 - 02/01/2021 515,000.00 1.000% 8,557.50 523,557.50 532,115.00 08/01/2021 - - 5,982.50 5,982.50 - 02/01/2022 515,000.00 1.100% 5,982.50 520,982.50 526,965.00 08/01/2022 - - 3,150.00 3,150.00 - 02/01/2023 525,000.00 1.200% 3,150.00 528,150.00 531,300.00 Total $2,800,000.00 - $113,072.08 $2,913,072.08 - Yield Statistics Bond Year Dollars $11,001.67 Average Life 3.929 Years Average Coupon 1.0277723% Net Interest Cost (NIC) 1.3331805% True Interest Cost (TIC) 1.3419622% Bond Yield for Arbitrage Purposes 1.0264686% All Inclusive Cost (AIC) 1.7241432% IRS Form 8038 Net Interest Cost 1.0277723% Weighted Average Maturity 3.929 Years Proposed XR 2008A GO Stre I SINGLE PURPOSE 1 8/15/2016 1 11:58 AM EHLERS E I PUBLIC FINANCE Attachment D City of Orono, MN $2,800,000 G.O. Refunding Bonds, Dated: December 1, 2016 Proposed Crossover Refunding of 2008A G.O. Street Reconstruction Bonds Assuming Current G.O. BQ "Aaa" Market Rates Debt Service Comparison Date Total P+I Net New D/S Old Net DIS Savings 02/01/2017 - (1,400.00) - 1,400.00 02/01/2018 276,164.58 276,164.58 310,727.50 34,562.92 02/01/2019 520,120.00 520,120.00 553,272.50 33,152.50 02/01/2020 526,407.50 526,407.50 561,597.50 35,190.00 02/01/2021 532,115.00 532,115.00 563,895.00 31,780.00 02/01/2022 526,965.00 526,965.00 560,210.00 33,245.00 02/01/2023 531,300.00 531,300.00 565,710.00 34,410.00 Total $2,913,072.08 $2,911,672.08 $3,115,412.50 $203,740.42 PV Analysis Summary (Net to Net) Gross PV Debt Service Savings ..................... 195,614.02 Net PV Cashflow Savings @ 1.026%(Bond Yield)..... 195,614.02 Contingency or Rounding Amount .................... 1,400.00 Net Present Value Benefit $197,014.02 Net PV Benefit / $2,995,614.02 PV Refunded Debt Service 6.577% Net PV Benefit / $2,725,000 Refunded Principal... 7.230% Net PV Benefit / $2,800,000 Refunding Principal.. 7.036% Refunding Bond Information Refunding Dated Date 12/01/2016 Refunding Delivery Date 12/01/2016 Proposed XR 2008A GO Stre I SINGLE PURPOSE 1 8/15/2016 1 11:58 AM EHLERS E I PUBLIC FINANCE Attachment D City of Orono, MN $4,500,000 General Obligation Street Reconstruction Bonds, Series 2008A Debt Service To Maturity And To Call Refunded Refunded Date Bonds D/S To Call Principal Coupon Interest D/S 12/01/2016 02/01/2017 2,725,000.00 2,725,000.00 - - 08/01/2017 - - 50,363.75 50,363.75 02/01/2018 210,000.00 3.550% 50,363.75 260,363.75 08/01/2018 - - 46,636.25 46,636.25 02/01/2019 460,000.00 3.625% 46,636.25 506,636.25 08/01/2019 - - 38,298.75 38,298.75 02/01/2020 485,000.00 3.650% 38,298.75 523,298.75 08/01/2020 - - 29,447.50 29,447.50 02/01/2021 505,000.00 3.700% 29,447.50 534,447.50 08/01/2021 - - 20,105.00 20,105.00 02/01/2022 520,000.00 3.750% 20,105.00 540,105.00 08/01/2022 - - 10,355.00 10,355.00 02/01/2023 545,000.00 3.800% 10,355.00 555,355.00 Total $2,725,000.00 $2,725,000.00 $2,725,000.00 - $390,412.50 $3,115,412.50 Yield Statistics Base date for Avg. Life & Avg. Coupon Calculation 12/01/2016 Average Life 4.011 Years Average Coupon 3.7258140% Weighted Average Maturity (Par Basis) 4.011 Years Weighted Average Maturity (Original Price Basis) 4.011 Years Refunding Bond Information Refunding Dated Date 12/01/2016 Refunding Delivery Date 12/01/2016 2008A GO St Recon Bonds I SINGLE PURPOSE 1 8/15/2016 1 11:58 AM �E��H�-L ERS L %EP1 PUBLIN C FINANCE Attachment D General Fund and Tax Levy Statistics General Debt Fund Undesignated Year Total Budget Fund Balance 2005 $ 5,132,950 52.14% 2006 $ 5,544,740 46.72% 2007 $ 5,584,240 52.94% 2008 $ 6,034,650 53.36% 2009 $ 6,163,850 56.00% 2010 $ 5,928,210 54.60% 2011 $ 5,785,630 64.00% 2012 $ 5,785,630 60.00% 2013 $ 7,348,630 50.00% 2014 $ 7,333,630 58.00% 2015 $ 7,579,870 55.85% 2016 $ 7,708,570 $ General Fund and Tax Levy Statistics Orono Budget - 2017 Attachment E General Debt Total Surplus Fund GF Levy Service PMP Total Levy (Deficit) * Levy Increase Levy Levy Levy Increase Tax Rate $ 107,590 $ 2,990,470 - $ 471,200 $ - $ 3,461,670 - 16.25 $ 154,305 $ 3,282,710 9.77% $ 520,442 $ - $ 3,803,152 9.86% 15.31 $ 613,954 $ 3,365,520 2.52% $ 717,710 $ - $ 4,083,230 7.36% 14.26 $ 15,841 $ 3,705,790 10.11% $ 685,370 $ - $ 4,391,160 7.54% 13.58 $ 82,796 $ 3,857,431 4.09% $ 707,256 $ - $ 4,564,687 3.95% 13.18 $ (46,649) $ 3,889,710 0.84% $ 776,170 $ - $ 4,665,880 2.22% 13.68 $ 249,598 $ 3,932,260 1.09% $ 769,500 $ - $ 4,701,760 0.77% 14.99 $ (340,480) $ 3,932,260 0.00% $ 769,500 $ - $ 4,701,760 0.00% 16.28 $ 185,731 $ 3,946,260 0.36% $ 755,500 $ - $ 4,701,760 0.00% 17.67 $ 540,942 $ 3,946,260 0.00% $ 755,500 $ - $ 4,701,760 0.00% 17.39 $ 661,025 $ 4,016,500 1.78% $ 755,500 $ - $ 4,772,000 1.49% 17.39 $ 4,016,500 0.00% $ 755,500 $ 183,000 $ 4,955,000 3.83% 17.33 Orono Budget - 2017 Attachment E TAX CAPACITY Net Tax Capacity (To calculate rate) LOCAL LEVY Total levy all funds TAX CAPACITY RATES General Revenue Pavement Management Fund GO Improvement 2008 GO Improvement 2010 GO Improvement 2014 Potential Additional Levy Total Local Tax Capacity Rate City of Orono Tax Capacity, Local Levy, & Tax Capacity Rates 17.325% Tax Capacity Rate Orono Budget - 2017 Attachment F 2017 Over/ Under 2016 Actual Estimated 2016 2017 Amount Percent $28,597,714 $30,902,466 $2,304,752 8.06% $4,954,480 $5,353,730 $399,250 8.06% Tax Levy 14.045% 13.582% -0.463 4,197,244 0.640% 1.299% 0.659 401,506 0.672% 0.622% -0.050 192,150 0.458% 0.424% -0.034 131,050 1.510% 1.397% -0.113 431,780 0.000% 0.000% 0.000 0 17.325% 17.325% 0.000 55 35� Orono Budget - 2017 Attachment F Debt Issue 2016 2017 2018 2019 2020 2021 2022 2023 2008 Street Reconstruction Bonds 125,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Tax levy 192,150 192,840 450,530 456,975 457,275 456,780 460,675 101,000 Transfer - Water 55,000 55,000 55,000 55,000 55,000 55,000 55,000 483,000 Transfer - Sewer 110,000 110,000 110,000 110,000 110,000 110,000 110,000 759,530 Total Levy Required 357,150 357,840 615,530 621,975 622,275 621,780 625,675 416,530 Total Transfers 393,000 367,000 367,000 367,000 367,000 2010 MSA, PMP, Refunding 367,000 201,000 Total MSA 140,938 142,863 139,713 141,488 143,113 Tax Levy 131,050 133,460 130,470 132,725 134,825 131,520 133,325 134,530 MSA Funds 140,938 142,863 139,713 141,488 143,113 139,663 141,063 142,000 271,988 276,323 270,183 274,213 277,938 271,183 274,388 276,530 2014 Garage, Water, Refunding Tax Levy 431,780 428,700 174,000 165,300 162,900 166,700 161,000 282,000 Transfers - Contract Revenue 125,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Transfers - Water Fund 103,000 102,000 102,000 102,000 102,000 102,000 102,000 101,000 659,780 630,700 376,000 367,300 364,900 368,700 363,000 483,000 Current Debt Service Sources 1,288,918 1,264,863 1,261,713 1,263,488 1,265,113 1,261,663 1,263,063 759,530 Total Levy Required 754,980 755,000 755,000 755,000 755,000 755,000 755,000 416,530 Total Transfers 393,000 367,000 367,000 367,000 367,000 367,000 367,000 201,000 Total MSA 140,938 142,863 139,713 141,488 143,113 139,663 141,063 142,000 Total 1,288,918 1,264,863 1,261,713 1,263,488 1,265,113 1,261,663 1,263,063 759,530 Orono Budget - 2017 Attachment G Debt Issue 2024 2025 2026 2027 2028 2029 2008 Street Reconstruction Bonds Tax levy Transfer - Water Transfer - Sewer 2010 MSA, PMP, Refunding Tax Levy 130,000 130,725 MSA Funds 137,469 137,688 26,985 267,469 268,413 26,985 2014 Garage, Water, Refunding Tax Levy 277,000 277,000 278,857 278,000 278,002 Transfers - Contract Revenue Transfers - Water Fund 101,000 101,000 101,000 101,000 101,000 101,000 378,000 378,000 379,857 379,000 379,002 101,000 Current Debt Service Sources 645,469 646,413 406,842 379,000 379,002 101,000 Total Levy Required 407,000 407,725 278,857 278,000 278,002 - Total Transfers 101,000 101,000 101,000 101,000 101,000 101,000 Total MSA 137,469 137,688 26,985 - - - Total 645,469 646,413 406,842 379,000 379,002 101,000 Orono Budget - 2017 Attachment G Budget Decisions Included in Budget Description Impact Navarre Area Plan y This is a $30,000 new budget item $10,000 added for Mapping Comp Plan y $ 9,450 added for Meetings This increased the budget by $20,000 The budget includes an additional $218,506 Road Funding Partial in tax levy for roads. A fully funded road plan Would require additional funding source requires an additionl $650,000. Tax, Franchise Fees, Bonding Intererest rate are historically low. The Refund 2008 Bonds N City can save money by refunding the bonds. Average Interest Savings of $29,100 The City would contract with NCI to clean Navare Community Initiative Funding N parks as a way to support the organization Would Increase Budget $5,000 As part of the draft golf course plan the Golf Course Plan N advertising budget would be increased. Would Increase Budget $2,000 Orono Budget - 2017 Attachment H City of Orono Wage - COLA History Year Union Non -Union Lump Sum Social Security CPI PCEPI 2016 2.75% 2.75% 0.00% 1.00% 6/30/2016 2015 2.50% 1.50% 1.00% 1.70% 1.41% 2014 2.00% 0.00% 1.50% 1.50% 0.80% 0.70% 2013 1.00% 1.00% 1.70% 1.50% 1.30% 2012(7/1) 1.00% 1.00% 3.60% 1.70% 1.60% 2011 1.00% 1.00% 0.00% 3.00% 2.50% 2010 1.00% 1.00% 0.00% 1.50% 1.30% Cumulative 11.25% 8.25% 0.00% 8.50% 10.91% 7.40% Average 1.61% 1.18% 1.42% 1.52% 1.48% 2010-2015 Orono Budget - 2017 Attachment I Ron Olson From: Kevin McCann <kmccann@northmankato.com> Sent: Tuesday, August 16, 2016 8:58 AM To: Finance - Treasurers Subject: RE: [finance] 2017 COLA Thanks to everyone who helped with the survey. Below are the results that I put together. Kevin *For employees still on step Average 2.50% 2.51% system Median 2,50% 2.50% **waiting for clarification Orono Budget - 2017 Attachment I Proposed 2017 COLA Step Increase* Non - City Population Location Union Union Avg. increase Steps Notes 6 Morris 5,333 W. Cen. MN 3.00% 3.00%1 3.00% steps based ona10 year CPI Stewartville 6,045 SE MN 1.74% 1.74% ** ** average 8 St. Joseph 6,656 Central MN 2.75% 2.75% 4.50% steps 4 Shorewood 7,533 West Metro 2.50% 2.50% 5.00% steps Orono 7,796 West Metro In prog. 2.00% ** ** 9 Arden Hills 9,704 Metro 2.75% 2.50% 2.96% steps 5 Fairmont 10,434 S. Cen. MN 2.00% 2.00% 5.00% steps St. Peter 11,439 S. Cen. MN 3.00% 3.00% Varies by Dept. Varies East Bethel 11,607 North Metro 2.00% 2.00% ** ** 6 Cloquet 12,050 NE MN 2.50% 2.50% 3.50% Steps Monticello 12,965 Central MN 2.00% 2.00% ** ** 6 Marshall 13,483 SW MN 2.50% 2.50% 5.00% steps North Mankato 13,684 S. Cen. MN N/A 3.00% N/A N/A 4.5 Ham Lake 15,733 North Metro N/A 3.00% 5.50% steps 7 St, Michael 16,921 NW Metro N/A 2.50% 3.00% steps 6 Cottage Grove 35,399 East Metro 2.75% 2.75% 3.50% steps Mankato 40,641 S. Cen. MN 3.00% 3.00% ** ** *For employees still on step Average 2.50% 2.51% system Median 2,50% 2.50% **waiting for clarification Orono Budget - 2017 Attachment I Orono Municipal Golf Course Business Plan 2017 1. MISSION. The Orono Golf Course is dedicated to serving our community by providing enjoyable golfing experiences to players of all ages and abilities. 2. PURPOSE. The purpose of this business plan is to provide an economic roadmap for the successful operation of the City's Orono Golf Course (OGC). The recommendations included in this plan will provide recreational activity to our citizens while protecting the open space philosophy of the City of Orono as elucidated in our Comprehensive Plan. This Business Plan addresses precise goals that ensure the City is focused on making the best use of this asset. 3. OBJECTIVES. The objectives of this business plan are to: a. Identify strategies and performance targets to stimulate participation and increase revenues for the 2016-2017 period b. Create new marketing strategies that will retain our loyal core of golfers and attract new business. c. Maintain an affordable product which encourages accessibility for all ages d. Generate sufficient revenues to cover the direct annual operating costs with enough surplus to support the contributions to a golf course capital reserve fund. e. Focus marketing and promotions on our target market: women, retiring working class (baby boomers), adult league players, school golf leagues and youth. 4. BACKGROUND. The Orono Public Golf Course is located near the north shore of Lake Minnetonka in Orono, Minnesota. It was founded in 1924 and has the distinction of being the first public golf course in Minnesota with grass greens. The picturesque nine -hole course has varying topography, elevated greens, mature trees and a wooded buffer surrounding its perimeter. Orono Public Golf Course offers an exciting challenge for golfers of all levels and is known for its family friendly atmosphere. a. History. The golf course land was originally conveyed to Mr. Edward Walsh in 1859 when the state of Minnesota was less than two years old. In addition to ordinary farming activities, the Walsh's had an extensive fruit and berry business. Apple orchards extended over considerable acreage on both sides of what is now Orono Orchard Road. Leo Feser obtained the land in 1923 and the golf course officially opened July 4, 1924. Orono Public Golf Course was originally called Orono Orchards Golf Course. It was the first privately owned public golf course in Minnesota and the first to have grass greens (all other municipal courses had sand greens at the time). b. Patrons. Many of golfers get their first exposure to the game at a municipal course. Typically, these courses provide the most affordable and accessible option to local residents and Orono Budget - 2017 Attachment J those in surrounding communities. Primary users at OGC include local golfers, leagues, civic organizations, community education and school golf organizations. c. Reputation. The course has built its reputation on affordability and a "family -friendly" philosophy. The course is exceptionally beautiful and presents golfers with a reasonable challenge. The fact that the course is an Executive 9 provides a distinct advantage over 18 hole courses due to the length of play. OGC can be played in a matter of hours versus the 5+ hours of 18 holes. The strong loyalty of the local golf community is a key factor in OGC's longevity and the value from a price standpoint cannot be overlooked 5. FUNDING. While OGC is a governmental entity, it operates like a business and aspires to be supported by its own budget. The course is moving back to a position where greens fees, season pass fees and concession revenues cover the course expenditures. However for the past decade Revenues and Expenditures by Year $300,000 $200,000 $100,000 4 $0 tt 2010 2011 2012 2013 2014 ■ Revenues ■ Expenditures the course operations and maintenance has been subsidized by the City General Fund. 6. ENVIRONMENT / MARKET. The number of gold courses within the area around OGC has decreased in recent years providing an opportunity for the course to attract additional players. a. KEY COMPETITORS. The table below provides an analysis of those that are similar to OGC that. Course .> �U o�U wC7 ARS woU Pw n Orono Golf Course N Y Y N N Y Baker National, Medina Brookview, Golden Valley Braemar, Edina Eagle Lake Youth, Plymouth Orono Budget - 2017 Attachment J Glen Lake, Minnetonka Weekday 9 Weekend 9 Junior Senior Cart Holydale, Plymouth Baker National, Medina $ 22 $ 22 Pheasant Acres, Rogers $ 20 Brookview, Golden Valley $ 19 Pioneer, Maple Plain 19 $ 20 Shamrock, Corcoran $ 20 $ 22 Theadore, Golden Valley $ 31 Eagle Lake Youth, Plymouth $ 16 $ Wild Marsh. Buffalo $ 14 Glen Lake, Minnetonka b. FEES. Course Fees as analyzed by staff annually and submitted to City council for approval as part of the annual Fee Schedule process. The table below shows fee comparison (as of 2015) with our surrounding competitors. Course Weekday 9 Weekend 9 Junior Senior Cart Baker National, Medina $ 22 $ 22 $ 20 Brookview, Golden Valley $ 19 $ 19 $ 20 Braemar, Edina $ 20 $ 22 $ 31 Eagle Lake Youth, Plymouth $ 16 $ 16 $ 14 Glen Lake, Minnetonka $ 17 $ 17 $ 11 $ 13 $ 16 Holydale, Plymouth $ 22 $ 23 $ 18 $ 18 $ 27 Pheasant Acres, Rogers $ 19 $ 24 $ 20 Pioneer, Maple Plain $ 20 $ 20 $ 22 Shamrock, Corcoran $ 20 $ 23 $ 9 $ 9 $ 16 Theadore, Golden Valley $ 18 $ 18 $ 19 Wild Marsh. Buffalo $ 24 $ 24 $ 10 $ 17 $ 18 Average $ 19.68 $ 20.68 $ 12.00 $ 14.25 $ 20.27 c. SEASON PASSES. Season pass rates are analyzed by staff and submitted to City Council for approval as part of the annual Fee Schedule process. A comparison of season pass prices with surrounding courses is problematic as the majority of the nearby courses do offer more amenities that Orono (18 holes, driving ranges etc.) but also have differing restrictions such as weekdays only. The average season pass at the other golf courses is —$500 more expensive. 7. MARKETING. Since the major revenue producer is green fees and cart rentals, the strategies for revenue growth focus on increased play, and maximizing revenue for the rounds played. The expenses for the golf course are relatively fixed. It costs about the same amount of money to maintain the course for 10,000 rounds as it does for 15,000 rounds. The goal of the marketing plan is to increase the number of paid rounds plaid and season passes sold: a. Marketing Objectives. The marketing plan has the following objectives: (1) Increase the Total Number of Golfers. (2) Drive Rounds to Under Utilized Times. Generally middle of the day weekdays are underutilized. To further refine and then target underutilized times the Course will conduct and analysis of tee times by day of week and hour of day. Orono Budget - 2017 Attachment J (3) Grow Current and Develop New Golf Leagues. There are currently two regular leagues that use the course. To attempt to increase league plan the course will target civic and commercial organizations within the area. (4) Expansion of Junior Golf and Adult Player Development. The course had success with the initiation of a youth clinic program in partnership with Orono Community Educations. The course will work to expand on this success with additional opportunities through surrounding community education groups and ensuring these opportunities are advertised in their spring course offering pamphlets. b. The following Marketing/ Advertising items are proposed for the 2017 season: Initiative Why "BOGO" coupon only good on weekdays Help address slow periods Expansion of Summer Junior Golf Clinic Brings in youth who in turn bring in their families to the course Groupon (Revised for 2017) Bring in new patrons Punch Cards Incentivize existing patrons to return c. Vehicles for advertising. For 2017 the Staff recommends using the following mechanisms to advertise. The estimated cost of these items is $3000 which is an $2000 increase over the current course advertising budget. Publication/ Mechanism Target Minnesota Golf and Living Tee Avid Golfers who may not be familiar with what we Time's Publication have to offer. Sun/Sailor/Laker Newspaper Surrounding communities Community Education Publications Novice golfers, Youth, Families (Mound-Westonka, Orono, and Wayzata) Out of Home Advertising restaurant and bar consumers (B ackboardgroup. com) Improved Golf Course Website and Existing patrons other social media to publish "real time" news and golf and merchandise promotions Groupon Potential new customers 8. COURSE GROUNDS AND FACILITIES. The primary assets of the Golf Course are the Course Greens and the Club house. The City maintains and operation Budget to provide of the routine maintenance of these assets and maintains a capital Improvement Plan to budget for and plan for capital improvements and replacements. The budget and CIP are updated annually as part of the overall City Budgeting process. Orono Budget - 2017 Attachment J a. Maintenance Philosophy. Continued product improvement is the key driver. People come here to golf and will return when they have a pleasurable experience. A welcoming/professional staff focused on customer service will deliver dividends. Facility and course improvements already documented 2016 need to be executed. b. Equipment and capital outlays. The golf course has a Capital Improvement Plan included as part of the City Capital improvement plan listed as Table A -2d. The table below is an excerpt from 2016 CIP. Potential additions to the CIP include: clubhouse foundations repairs ($10,000), course draining improvements ($10,000), Wetland / Fairway 4 Improvement ($160,000) and parking lot pavement $15,000). Public Works - Golf Course CIP Description Equipment Needs Purchase Year Expected Life [yrs] 5 -Year CIP 2016 2017 2018 2019 2020 2021 Drainage Improvements Currently, golfers leaving the course are presented with an unkempt view of the off of 9th course. Machinery is laying in the grass, weeds and tall grass abound, the Tee Greens Mower (800) 2004 20 Repair/ replace garage doors Chevy Pickup #610 1994 15 $25,000 2 10 ft gates Greens Mower (1000) 1999 20 $8,000 their cars in a haphazard manner and are utilizing places that potentially will John Deere Rough Mower (455) 2002 20 and has the potential to lead to vender -benders or accidents. Parking on the $30,000 Ryan Greensaire (aerator) 1988 25 $15,000 Fairw ay Mow er(5200) 1999 20 John Deere Tee Mower (2653) 2004 20 Toro Sprayer 2001 10 $9,000 Irrigation Pond Dredging $15,000 Totals $15,000 #8,000 $25,000 $15,000 $0 $39,000 c. Maintenance. The course maintains a routine maintenance budget for ther upkeep of the greens and clubhouse. In addition to routine maintenance this budget includes $7800/ yr for minor improvements. The following are possible ideas for future minor improvements: Orono Budget - 2017 Attachment J Description Subject Project Item Assumptions Estimated Cost Exiting Currently, golfers leaving the course are presented with an unkempt view of the off of 9th course. Machinery is laying in the grass, weeds and tall grass abound, the Tee garage doors are both damaged, the gas tank is visible, etc. These unkempt areas need to be groomed, the gas tank area enclosed, and the doors repaired. Repair/ replace garage doors Assume $1000 each $ 2,000.00 Privacy Fencing Gates 2 10 ft gates $ 1,000.00 Parking Parking is problematic. With no striping and no signage, golfers are parking their cars in a haphazard manner and are utilizing places that potentially will harm the greens. The congestion presents an unprofessional view of the course and has the potential to lead to vender -benders or accidents. Parking on the grass under the pines, in front of the clubhouse, etc. needs to stop. Orono Budget - 2017 Attachment J 8. ORGANIZATION a. ORGANIZATIONAL CHART b. RESPONSIBILITIES (1) Public Works Director. Administers all functions of Public Works, Engineering, Streets, Utilities, and Parks. Plans, coordinates and directs all Public Works improvement and maintenance programs. Within Parks -Prepares and implements the park maintenance and improvement program; staffs the Park Commission and supervises and oversees the municipal golf course operations. (2) Superintendent. Under the work direction of the Public Works Director, this position is responsible for all aspects of managing the golf course including maintaining the grounds, landscaping, and open spaces. This position also directs and manages all seasonal maintenance employees and works independently to complete a project in a safe, timely manner. (3) Clubhouse Manager. Under the work direction of the Public Works Director, this position will be responsible for managing the clubhouse and the responsibilities will include Orono Budget - 2017 Attachment J Chip Seal and stripe parking lot 12300 Sq Ft $ 6,035.00 Fencing at Parking lot corners Assume 8 sections $ 960.00 8. ORGANIZATION a. ORGANIZATIONAL CHART b. RESPONSIBILITIES (1) Public Works Director. Administers all functions of Public Works, Engineering, Streets, Utilities, and Parks. Plans, coordinates and directs all Public Works improvement and maintenance programs. Within Parks -Prepares and implements the park maintenance and improvement program; staffs the Park Commission and supervises and oversees the municipal golf course operations. (2) Superintendent. Under the work direction of the Public Works Director, this position is responsible for all aspects of managing the golf course including maintaining the grounds, landscaping, and open spaces. This position also directs and manages all seasonal maintenance employees and works independently to complete a project in a safe, timely manner. (3) Clubhouse Manager. Under the work direction of the Public Works Director, this position will be responsible for managing the clubhouse and the responsibilities will include Orono Budget - 2017 Attachment J promoting and advertising the golf course, managing the leagues, ordering supplies for resale, overseeing the register and bank accounts, and other duties as assigned. This position will also direct and manage all seasonal clubhouse employees. After receiving work direction, works independently to complete a project in a safe, timely manner. (4) Seasonal Assistant Superintendent. Under the work direction of the Golf Course Superintendent, this position will be responsible to assist with the care and upkeep of the grounds, landscaping, and open spaces. Manage the clubhouse and maintenance workers when the Superintendent is not present. (5) Seasonal Clubhouse Attendant. Under the work direction of the Seasonal Clubhouse Manager, this position will be responsible for maintaining the clubhouse, selling of green fees and concessions, and general cleaning of the clubhouse. (6) Seasonal Golf Course Maintenance Employee. Under the work direction of the Golf Course Superintendent or Assistant Superintendent, this position performs a wide range of activities including mowing, raking, hauling garbage, and other tasks as assigned. Orono Budget - 2017 Attachment J Appendix A. Annual Operations Checklist. List of Golf Course Duties January - Have employees in place for next season. -DPW February - Check clubhouse, shop and well pit for heat. – PW - Approve all employees at first council meeting in March. – DPW March - Set meeting for alcohol training for the 3rd week of March.-CHM - Have alcohol training meeting. – CHM - Order supplies for clubhouse. – CHM - Order Concessions for Clubhouse - CHM - Order clothing for sale – CHM - Contact leagues. – CHM - Develop clubhouse recurring maintenance and cleaning schedule- CHM - Develop and execute marketing plan – CHM - Oversee minor clubhouse improvements – CHM - Remove green covers. – SUPT - Start putting benches etc. on course. – SUPT - Paint ball washers, tee markers, baskets, flag sticks. – SUPT - Take reel units apart to be sharpened. – SUPT - Develop inventory system for concession and clothing- CHM - Oversee Minor Greens Improvements -- SUPT April - Order fertilizer, pesticides, seed, etc. for grounds. -- SUPT - Put suction line and fountain in pond. — SUPT - Start-up irrigation system. - – SUPT - Aerate greens sometime in spring. -- SUPT April – October - Spreadsheet from previous days receipts. CHM - Reply to phone and e-mail messages. – CHM - Apply fertilizer and pesticides as needed, (see list). --SUPT - Fill -out and keep -up with employee work schedule. – SUPT grounds staff; CHM clubhouse staff - Turn in employee time sheets. -- SUPT - Mow greens, tees, fairways, roughs. -- SUPT/Crew Routine maintenance of equipment. –SUPT/Crew Repair equipment as needed. - SUPT/Crew Move tee markers - pick-up trash - fill ball washers - cut cups. – SUPT - Trim trees as needed. – SUPT/Crew - Weed whip – SUPT/Crew Orono Budget - 2017 Attachment J - Fill carts with gas on a regular basis. — SUPT/Crew Keep pop machine by pump house filled. — SUPT/Crew Fall - Pick-up leaves on a regular basis. — SUPT/Crew - Remove suction line and fountain from pond. — SUPT/Crew - Drain irrigation system. — SUPT/Crew - Apply snow mold treatment. — SUPT/Crew - Put down green covers. — SUPT/Crew - Take everything off of course before snow. — SUPT/Crew. - Close up Club house - — CHM Orono Budget - 2017 Attachment J Appendix 2. 2016 Course Course improvement checklist. Room Item Who When Cost Kitchen Repaint wall in Kitchen Volunteers Done $ 35 Kitchen Touch-up other nicks in kitchen Volunteers Done $ 35 Kitchen Touch-up/re-paint trim throughout kitchen Volunteers Done $ - Kitchen Put 2nd coat on back door Volunteers Done $ - Kitchen Paint closet door Volunteers Done $ - Kitchen Hang hooks in kitchen closet Done $ 20 Kitchen Install lights in kitchen (1 over sink, 1 in center of ceiling, 1 by back door) (I will send you this information) Electrician Done Kitchen Install switch covers throughout Electrician Done Kitchen Refrigerator Golf Staff? $ 800 Office Repaint wall (shared with stairwell) Volunteers Done $ 35 Office Repaint ceiling Volunteers Done $ 35 Office Purchase new trim molding (PW must do this) Volunteers Done $ 100 Office Paint and install trim molding Volunteers/PW Done $ - Office Purchase radiator cover $ 200 Office Desk Golf Staff $ 800 Office Install sconce light (broken glass and off/on manual switch is near impossible to use) (I will send you this information) Electrician Done $ 35 Sun Room Paint walls Volunteers $ 35 Sun Room Replace broken pane in the glass doors Glasier Done $ 100 Hallway Replace ceiling light fixture ( same as in kitchen) Electrician Done $ 35 Hallway Replace sconce light (same as in office) Electrician Done $ 35 History Room Replace light fixture (same as in kitchen) Electrician Done $ 35 History Room Mud Mats for hing traffic areas Golf Staff Done Clubhouse Window cleaning Golf Staff Done Main room Logo Mat 3'x8' Golf Staff? Done $ 900 Main Room AED Golf Staff? Done $ 1,500 Main Room New Beverage Cooler Golf Staff? Deferred $ 2,200 Exterior Repair Asphalt at base of steps PW $ - Exterior Drain spout Golf Staff Bathroom Womens sign Bathroom Replace light in men's room Stairs Repace Stairs Contractor $ 6,935 Orono Budget - 2017 Attachment J MEMORANDUM TO: ORONO CITY COUNCIL FROM: JEREMY BARNHART, COMMUNITY DEVELOPMENT DIRECTOR SUBJECT: METROPOLITAIN COUNCIL REFORM DISCUSSION DATE: AUGUST 22, 2016 There has been discussion over the past few years regarding the need for reform on how the Metropolitan Council operates. More recently, a coalition of counties and some communities, mainly from suburbs and suburban counties all serviced by the Met Council, have established goals and objectives, a primary one being a goal to expand local government representation on the Metropolitan Council. A coalition has been formed, and local governments have been asked to sign a resolution supporting their goals and objectives, outlined in Exhibit B. Their update letter is Exhibit A. Communities that have signed on do not represent a majority of the metro area but are listed in Exhibit C. The Citizen League is a non-profit policy organization that recommends and advances creative solutions to problems facing Minnesotans. They convened a task force to study the issue and provided additional viewpoint. Their executive summary is attached as Exhibit D. Their complete, final report may be found by following the following link: http://cidzensleagLie.org/the-citizens-league-metropolitan-council- task-force/ Staff requests direction or discussion on the topic. Having our Met Council representative, Jennifer Munt, attend a Council meeting in the future could be a next step in the analysis of this issue. Attachments Exhibit A. Coalition update letter Exhibit B. Coalition goals and objectives Exhibit C. List of Communities Exhibit D. Citizens League executive summary and related news article. July 11, 2016 Mayors and Council Members: For many years, both cities and counties have been working toward reform of the Metropolitan Council. In 2010 and 2011, all seven metropolitan counties, as well as Metro Cities, put together working groups to make recommendations regarding regional governance. While the approaches and recommendations of these two groups have differed, there has been a very persistent and consistent message that reform of the Metropolitan Council is both needed and appropriate. Over the past year, the suburban counties have been working toward establishing a more inclusive group representing cities and counties who reflect the growing consensus that change is overdue. This group has taken a strong position that local control must be a key element of any reform. Towards that end, we wanted to update you on the progress that has been made and the work that remains, and to encourage you to stay engaged in this very important topic. A coalition of local (city and county) government leaders developed a draft resolution, eventually passed by 41 cities and four suburban counties (list attached), supporting reform of the Council. These resolutions set forth principles to guide the process of moving away from our current state-agency/governor-controlled Council to one that provides for local control. Despite the rather chaotic end to the Legislative Session there has been progress regarding the reform movement. Local governments and other stakeholders, working with Legislators, have finally managed to move reform of the Metropolitan Council from the back burner; reform is now being considered and debated seriously within the region, the media, and at the capital. The idea that some type of modification is absolutely necessary is now an accepted and consensus position of nearly every group. Even Governor Dayton and Metropolitan Council Chair Adam Duininck have indicated that they are open to suggestions regarding reform. Now that there is consensus that change is needed, we must begin the more difficult process of finding consensus on exactly what this change will look like. While there is agreement that change is needed, the changes being proposed by others differ substantially from ours— we argue that meaningful reform can only come with local control (local elected officials), while others advocate for minor adjustments that continue the status quo state agency model of governance. It is imperative that over the coming months we expand the coalition of local governments to include business groups, civic organizations, governmental associations, environmental and parks advocates, good government organizations, and others to build consensus in defining a new structure for the Metropolitan Council. We thank all of you for your continued attention to this issue, and we strongly encourage you to continue to be engaged in this important initiative through the coalition of local governments and the various other organizations that are pursuing Council reform. We will be in touch soon with more information and further updates on our efforts. Sincerely, e� 61'ceca""l Rhonda Sivarajah Anoka County Board of Commissioners S t Schulte Anoka County Board of Commissioners Tom Workman Carver County Board of Commissioners . d&4u Liz or kmann Dakota County Board of Commissioners 4� Mike Beard Scott County Board of Commissioners Enclosures: 2 • Anoka County Board of Commissioners Randy Maluchnik Carver County Board of Commissioners Nancy S uweiler Dakota County Board of Commissioners Chris Gerlach Dakota County Board of Commissioners ---, &L, Jon hich Scott County Board of Commissioners Metropolitan Governance Reform Twin Cities' Local Government Coalition -Statement of Objectives - A coalition of local governments throughout the metropolitan area has joined together to develop a position statement and a set of principles for improving metropolitan governance in the Twin Cities. The Coalition supports the need for regional planning, collaboration and coordination, but seeks to expand local government representation on the Metropolitan Council. The Coalition's objectives for its collective effort to improved governance are: To articulate a vision of responsive and effective metropolitan governance—as represented by a Statement of Belief and Principles for Reform of the Metropolitan Council i. To align local government interests behind a reform effort—through formation of a broad coalition of metropolitan Cities and Counties —and a common position. 3. To be prepared for any efforts—legislative and otherwise—to reform the governance structure and functioning of the Metropolitan Council. Attached is the Coalition's Statement of Belief and Principles for Reform. Twin Cities' Local Government Coalition Principles for Metropolitan Council Reform The following principles were developed by a coalition of cities and counties in the metropolitan area, a coalition created to advocate for reform of the Metropolitan Council. The group believes that an effective Metropolitan Council should reflect the following principles, which were developed based on the group's core Statement of Belief (printed below). STATEMENT OF BELIEF: The Metropolitan Council, due to its taxing and policy authority, should be accountable to a regional constituency of those impacted by its decisions. It should not operate as a state agency—as it does in its current form—answerable to only one person, the Governor. Principles for Metropolitan Council Reform: A majority of the members of the Metropolitan Council shall be elected officials, appointed from cities and counties within the region. II. Metropolitan cities shall directly control the appointment process for city representatives to the Metropolitan Council. III. Metropolitan counties shall directly appoint their own representatives to the Metropolitan Council. IV. The terms of office for any Metropolitan Council members appointed by the Governor shall be staggered and not coterminous with the Governor. V. Membership on the Metropolitan Council shall include representation from every metropolitan county government. VI. The Metropolitan Council shall represent the entire region, therefore voting shall be structured based on population and incorporate a system of checks and balances. K Background and Justification of Position The Metropolitan Council was created to provide for the orderly and economic development of the Twin Cities metropolitan area. It has the responsibility and authority to guide the region's growth and to provide important regional services. The Counties of Anoka, Carver, Dakota, and Scott support the concept of a regional approach, and have no wish to abolish the Council or diminish the importance of regional collaboration. However, the Council's management of growth, and in particular the coordination and delivery of regional services has changed dramatically. At the same time, the role of counties has evolved. Increasingly, Counties have undertaken direct provision of regional services including: hazardous and solid waste management, transit funding and transitway development, regional parks, regional highways, water resources planning and watershed management, greenway and bikeway development, farmland and open space preservation, the regional library system, fiber communications networks, and the 800 MHz radio network. The Council's recent focus on reducing poverty and disparities makes it even more essential that within the governance structure there is understanding and improved coordination with county programs --- which exclusively provide economic assistance, social services, workforce development/employment, counseling, public health, nutrition and family "home visiting" services, workforce and specialized housing programs and many other anti -poverty and human services. In these and many other circumstances, the State, Metropolitan Council and city governments have all looked to counties to provide both the financial and political leadership needed to address key regional issues. Thus, while a strong regional approach is necessary for many issues, it is necessary for the regional governing body to feature strong county representation, as well as representation from other local elected officials. Currently, the members of the Council are non -elected individuals answerable only to the Governor, an office that has often been elected without majority support from metropolitan -area voters. The Council, which has the ability to levy taxes on metropolitan -area residents, should be answerable to the citizens and taxpayers of the area it represents rather than a single officeholder. The best way to ensure that the interests of citizens of the metropolitan -area are represented is to have a preponderance of locally elected officials on the Council --individuals that do not serve exclusively at the pleasure of the Governor. This will have the added benefit of allowing the Council to meet federal guidelines to serve as the region's Metropolitan Planning Organization, a move encouraged by Federal Transit Administration (FTA) and Federal Highway Administration (FHA) to make the Council "more directly accountable to its public'." Regional governance is vital to the metropolitan area's continued success. However, in order for a regional body to be effective it must be credible, meaning that regional citizens must feel that the body effectively represents their goals and values. Citizens currently feel disconnected from the Metropolitan Council, preventing it from functioning as an effective regional governance body. The coalition of suburban counties is working to join the Metropolitan Council with the people it represents, so the region as a whole can unite for continued growth and prosperity. ' Letter from representatives of FTA and FHA to Ann R. Goering of Ratwik, Roszak, & Maloney, P.A., Aug. 3 2015 Principles on Metropolitan Council Reform: List of Adoptees (as of July 11, 2016) Cities Andover Lino Lakes Bethel Loretto Blaine Mayer Centerville Mendota Heights Chanhassen Mound Chaska New Germany Coates New Prague Cologne Norwood Young America Columbus Nowthen Crystal** Oak Grove Elko New Market Plymouth* Farmington Prior Lake Forest Lake Ramsey* Greenwood Shakopee Ham Lake St. Bonifacius Hamburg St. Francis Hampton Victoria Jordan Watertown Counties Anoka Dakota Carver Scott *Modified Principles adopted **No official resolution was passed, but a letter supporting the Principles was signed by the majority of City Councilmembers and the Mayor Citizens League COMMOagm od.C'OMMan$ood EXECUTIVE SUMMARY From September 2015 to March 2016, the Citizens League convened a special task force to consider possible Metropolitan Council reforms in response to growing questions and concerns. With the belief that the importance of the region is larger than just the sum of the interests of individuals, cities, counties, and even beyond the seven counties in the Metropolitan Council's formal jurisdiction, the task force reviewed the Metropolitan Council's performance against its goals; learned from a variety of stakeholders about the concerns raised; examined the tensions between the Metropolitan Council and counties, cities and individual Minnesotans; and discussed possible changes from the starting place of preserving and strengthening the Metropolitan Council's regional effectiveness. Citizens League Key Findings and Conclusions 1. Because the Chair and members of the Metropolitan Council are appointed by and serve at the pleasure of the Governor, Council members are perceived by some as primarily accountable to the Governor and not to the districts from which they were appointed or to the region as a whole. This structure is viewed by some as preventing members from acting as an independent advocate for their district or the region. 2. With Metropolitan Council member term(s) being coterminous with the Governor's term(s), this results in the possibility of a complete turnover of members with each new Governor. This works against the Metropolitan Council's charge of long-term planning for the orderly and economical development of the region. 3. There is growing poverty, both concentrated and dispersed, throughout the region, and this should inform decision-making under the current authority of the Metropolitan Council. 4. Water quality and supply is a critical long-term regional asset and is currently perceived to be complicated by numerous overlapping, governmental entities with planning, operational, and regulatory authority. The Council has certain authorities for water planning in the region. 5. There are important questions and valid concerns about the region's transit and transportation finance and delivery systems related to accountability and transparency, efficiency and effectiveness, and equity. Citizens League Recommendations to the Governor and Legislature 1. Adopt fixed four-year, staggered terms for Metropolitan Council members. Members would still be appointed by the Governor and would serve fixed, four-year terms. The Chair would be appointed by the Governor and continue to serve at the pleasure of the Governor per statute 473.123, Subd. 4. 2. The Metropolitan Council member selection process should include more input by citizens and local officials, strengthening the credibility of the Metropolitan Council, and further encouraging the appointment of well-qualified members. To achieve this, the Citizens League proposes: a. Expanding the current Metropolitan Council nominations committee from seven to 13 members. Of these 13 members, seven should represent citizens -at -large and six should represent local governments: three appointed by counties and three appointed by cities. Exe Summary Only. Final 04.04.2016 b. Adding additional public announcements to the current selection process: i. Detailed position description with required skills, time commitment, and connection to district to be clearly articulated and posted in advance of the call for nominees. ii. Requiring that the nominations committee recommend three finalists for each Metropolitan Council seat. The names of these finalists and their qualifications should be made public at least 14 days prior to final selection by the Governor. c. Adding to the current Metropolitan Council member qualifications: i. Experience in local government and/or experience in such areas including but not limited to transportation, housing, environment, and regional development. ii. The need/ability to represent both the demographic diversity of each district and the region as a whole. iii. Ability to meet the time commitment required to attend Council and community meetings, as specified in the position description. Citizens League Recommendations to the Metropolitan Council Fully deploy the Met Council's current authority to reduce concentrations of poverty in the region and foster increased connections to social and economic opportunities. Full utilization of Met Council authority includes but is not limited to: a. The creation of an equity policy plan to reduce concentrations of poverty in the region; b. The evaluation of existing transit routes to ensure the best means to more directly connect areas of concentrated poverty with job centers and high-growth industry clusters; and c. Using its research and convening authority to align regional stakeholders in pursuing strategies that will reduce poverty and its concentration, increase economic and social opportunity to advance future economic growth and mitigate the impact of demographic changes in the region related to aging. Recommendations for Further Study by the Citizens League Water Supply 4. The Citizens League task force acknowledges the importance of water supply in the region, as well as the many government agencies involved in its management. However, the task force did not study this issue in sufficient detail to provide a recommendation on such an important, regional issue. As such, the task force recommends that this issue be further studied by the Citizens League to ensure that water supply remains adequate and sustainable across the region, including all entities involved in its management and regulation. Transportation Planning and Governance 5. Experts who met with the Citizens League task force maintained that the region's system of transit governance, planning, funding and operation works well despite its seemingly fragmented but definitely complex nature. Still, there are important questions related to accountability and transparency, efficiency and effectiveness, and equity. Given the limited time the task force had to review these issues, it recommends that the Citizens League undertake a study of the region's system of governance, planning, funding and operation of all forms of transportation. Exe Summary Only. Final 04.04.2016 8/16/2016 Citizens League plan would bring more transparency to Met Council appointments - StarTribune.com NORTH METRO Citizens League offers compromise proposal for Met Council reforms Governor would still appoint members, but counties and cities gain voice in nominating them. By Shannon Prather (http://Www.startribune.com/shannon-prather/188067161/) Star Tribune APRIL 8, 2016 — 9:41PM The Metropolitan Council was born out of crisis. Confronted with a patchwork of failing sanitary sewers, the Citizens League proposed creating a regional council whose power would cut across city and county lines to manage a metrowide sewer system. Now, nearly 50 years later, the Citizens League says it has the best solution to revamp the Met Council, now a powerful — some believe too powerful — planning agency for the Twin Cities metro area. "We are asking for greater accountability and more involvement," said Sean Kershaw, the Citizens League's executive director. Leaders with the Citizens League, a nonprofit policy group, say their plan will shine light on the entire Met Council selection process and hold the governor more publicly accountable for appointments. They say it offers a better compromise than other reform plans that have pitted some city leaders against county commissioners. And it's a plan that Gov. Mark Dayton may actually sign into law, they say. Three former plans to reform the Met Council were vetoed by three different governors including Dayton. Sen. Scott Dibble, DFL -Minneapolis, has agreed to cut and paste most of the Citizens League's proposal into an existing Met Council reform bill. Under the reform plan, the govemor would still appoint the entire 17 -member Met Council. But an expanded 13 -member nominating committee would vet the candidates and make its recommendations public. The nominating committee would include three city representatives, three county representatives and seven others of the governor's choosing. If the governor rejects their recommendations, the public would know, Kershaw said. The Citizens League also is recommending staggered temis for Met Council members, so the entire council doesn't turn over with each gubernatorial election. "There is this perception that the nominating process goes underground," said Pahoua Yang Hoffman, the Citizens League's policy director. "This is reaction to criticism we've heard from cities and counties that they don't have enough of a voice in the nominating process." Currently, the governor selects a seven -member nominating committee, which recommends candidates without releasing their names to the public. That process, laid out in state law, long has fueled cries of "taxation without representation," because the Met Council has taxing authority, controls a $987 million annual budget and oversees regional planning in 188 communities. Over the years, rumors have swirled that governors have quietly rejected some or even all of the recommendations and made their own appointments. Frustration with the selection process has prompted nearly annual efforts at the State Capitol to change it. "It creates this perfect storm for disagreement," Yang Hoffman said. Reaching Washington Criticism of the council's makeup has become so acrimonious that battles now are being waged on two fronts —in St. Paul and in Washington, D.C. (http://stmedia. startdbune,com/images/ows_146016811 Kershaw http:/AA ww.startribune.com/citizens-league-offers-compromise-proposal-for-met-counciI-reforms/374768531/ 1/2 8/16/2016 Citizens League plan would bring more transparency to Met Council appointments - StarTribune.com Commissioners from Anoka, Carver, Dakota and Scott counties have pooled resources and offered a plan that would require the governor to appoint elected county and city officials to the Met Council. A reform bill in the House calls for that. "Personally, I do not believe it's enough," Anoka County Board Chairwoman Rhonda Sivarajah said about the Citizens League plan. "We would encourage the House and the Senate to be bold in their reform instead of nibbling around the edges." The four counties have hired D.C. lobbyists to tell federal authorities that the Met Council lacks legitimacy and should no longer be eligible to receive federal transportation dollars. So far, the U.S. Department of Transportation has rejected that argument. And the four counties have their own critics. Metro Cities, a lobbying group that represents 91 cities, including Minneapolis and St. Paul, strongly opposes the four -county plan, fearful that it would create conflicts of interest for elected officials who would have to wear two hats. Metro Cities Executive Director Patricia Nauman said the Citizens League's position is closely aligned with that of her organization. "I would view those changes as good government," she said. Met Council Chairman Adam Duininck has met with Citizens League officials about their plan. "I think they did a great job of putting together a diverse group of people," Duininck said. "I am not surprised where they landed." Kershaw said that, with feuding over the Met Council pitting cities against counties and reaching as far as Washington, the time has come for change. "There is a lot at stake here if it goes bad," he said. Shannon.Prather@startribune.com 612-673-4804 ShannonWrather http://www.startribune.com/citizens-league-offers-com prom! se- proposal-for-met-counci I-reforms/374768531/ 212 Work Sessions for 4t" Quarter of 2016 I'm requesting consensus on topics for the upcoming work sessions in the next quarter. September: • Variance training —joint 1.5 hour meeting with Planning Commission October: • Enterprise Fund Budget and Fee Schedule • Comprehensive Plan — history, process, visioning for density on Kelley Parkway • Customer service update November: • Joint meeting with Planning Commission to prioritize ordinance amendments Work Session Topics or Requests Annual: • Budget and Goals: Part of June, all of July, August and October. • City Administrator & Police Chief Update (3 times per year for 15 minutes) • Joint Planning Commission/Park/Council Meeting for Check-in/Direction (11/16) Additional topics: • Emerald Ash Borer and Presentation from TRPD Regarding Invasive Species (LL) • Sewer Connection Fees Policy (MG) • Marina Licensing (MG) • Construction Hours — Truck Traffic (LL) • 15% Structural Coverage Ordinance Review (DW)