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12/12/2019 Meeting
M eeting L ocation: M unicipal Center 7100 147th Street West Apple Valley, M innesota 55124 December 12, 2019 C IT Y C O UN C IL IN F O RMA L MEET IN G T EN TAT IVE D ISC US SIO N IT EMS 5:30 P M 1.C ouncil Discussion Items (10 min.) 2.Discuss Sidewalks for Project 2020-101, 2020 Street and Utility Improvements (Cimarron Neighborhood) (25 min.) 3.Discuss 2020 Legislative Policies (40 min.) 4.Adjourn C IT Y C O UN C IL REG ULA R MEET IN G T EN TAT IVE A G EN D A 7:00 P M 1.C all to Order and Pledge 2.Approve Agenda 3.Audience - 10 Minutes Total Time Limit - For Items N O T on this Agenda 4.Approve C onsent Agenda Items C onsent Agenda Items are considered routine and will be enacted with a single motion, without discussion, unless a councilmember or citizen requests to have any item separately considered. It will then be moved to the regular agenda f or consideration. A.Approve Minutes of November 26, 2019, Regular Meeting B.Approve State Gambling Exempt Permit for BV United Soccer C lub, at J ohnny Cake Activity C enter, 14255 J ohnny C ake Ridge Road, on J une 27, 2020 C .Approve Changes in Officers for Smashburger Acquisition Minneapolis, LLC, d/b/a Smashburger #1317, in C onnection with On-Sale Wine and 3.2 Percent Malt Liquor Licenses at 7394 153rd Street W., Suite 100 D.Approve Renewal of 3.2 Percent Malt Liquor Licenses for 2020 E.Approve Renewal of Licenses to Sell Tobacco or Tobacco Products for 2020-2021 F.2020 City C ouncil Meeting Schedule 1. Set 2020 C ity Council Regular Meeting Schedule 2. Set Special Informal Meeting on March 6, 2020, at 8:30 a.m. at Camp Sacajawea Retreat C enter, 5121 McAndrews Road G.Approve 2020 Rates for C ity Attorney Services H.Approve Reduction of Financial Guarantee I.Accept Central Maintenance Facility Space Needs Report J .Approve Agreement with Ameresco for Asset Sustainability Planning and Software Services K.Approve Community Waste Abatement Grant Agreement with Dakota County and the Cities of Apple Valley, Burnsville, Eagan, and Lakeville L.Approve Agreement with Hawkins, Inc., for Project 2020-111, 2020 Water Treatment Plant Chemicals M.Approve Agreement with Keys Well Drilling C ompany, for Project 2019- 163, Well Pumps 6, 11, 20 and Low Zone Pump 4 Maintenance N.Approve Agreement with ProAct, Inc., for 2020 Cleaning Services O.Approve Agreement with RMR Services, LLC , for Project 2020-112, 2020 Water Meter Reading Services P.Approve Change Order No. 1 to Agreement with Total Mechanical Services, Inc., for Project 2018-156, Apple Valley Sports Arena 2019 Ice System Replacement Q.Approve Personnel Report R.Approve Claims and Bills 5.Regular Agenda Items A.Adopt Resolution Affirming Planning C ommission's Recommendation for Denial of Request by Apple Valley Golf Course for Re-designation from "PR" (Private Recreation) to "LD" (Low Density Residential) and "MD" (Medium Density Residential) B.Adopt Resolution Authorizing Submittal to Metropolitan C ouncil of Proposed Amendments to 2040 Apple Valley Comprehensive Plan Modifying the Land Use C hapter Related to Apple Valley Golf C ourse, Located at 8661 140th Street W. C .2020 Proposed Budget and Property Tax Levy 1. Conduct Truth in Taxation Budget Meeting 2. Adopt Resolution Approving 2020 Budget and Property Tax Levy D.Adopt Resolution Authorizing Transfer from Liquor Fund to General Fund for 2019 E.City Fee Schedule 1. Hold Public Hearing 2. Adopt Resolution Approving the Fee Schedule, Effective J anuary 1, 2020 F.Pass Ordinance Amending Planned Development No. 1053/Zone 1 Building Signage (Recommend waiving second reading) G.Pass Ordinance Amending C hapter 114 of the C ity Code, Regarding Peddler and Solicitor Regulations (Second reading) H.Accept Resignation of Telecommunications Advisory Committee Member Dale Rodell and Authorize Receipt of Applications through J anuary 17, 2020, to Fill Vacancy 6.Staff and C ouncil C ommunications 7.Approve C alendar of Upcoming Events 8.Adjourn Reminder: C ity Of f ices are closed Tuesday and Wednesday, December 24 and 25, 2019, in observance of C hristmas Holiday Regular meetings are broadcast, live, on Charter Communications Cable Channel 180 and on the C ity's website at www.cityof applevalley.org I T E M: 2. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:I nformal A genda I tem Description: Discuss S idewalks for Project 2020-101, 2020 Street and Utility I mprovements (Cimarron Neighborhood) (25 min.) S taff Contact: B randon A nderson, City Engineer Department / Division: E ngineering Division AC T I O N RE Q UE S T E D: N/A S UM M ARY: Based on feedback and discussions with residents at the October 19, 2019 Open House, City Staff has received requests to add a sidewalk from Palomino Drive to Butte Avenue and also has received correspondence against adding any sidewalk to this segment of roadway as part of the proposed 2020 reconstruction project. As a result of this feedback, staff followed up to residents with a formal survey asking if they were in favor of adding a sidewalk to one side of C imarron Road from Palomino Drive to Butte Avenue. To date, 23 surveys have been returned with 9 residents responding in favor of a sidewalk to one side and 14 against adding a sidewalk. Two of the surveys returned that were in favor of a sidewalk did not include an address and so are not shown on the attached map. Staff has reviewed the feasibility of adding a 5’ sidewalk to one side of C imarron Road from Palomino Drive to Butte Avenue. T he two options being evaluated are shown on the attached exhibits along with how the adjacent properties voted on the sidewalk survey. Also attached is a copy of the survey letter that went out to residents of the neighborhood. Additional discussion and direction from C ity Council is requested. Interested residents may also be in attendance at the meeting. B AC K G RO UND: City C ouncil adopted Resolution 2018-120 on August 23, 2018, authorizing preparation of a feasibility study for Project 2020-101, 2020 Street and Utility Improvements. On September 26, 2019, C ity C ouncil adopted Resolution 2019-110, directing preparation of plans and specifications and accepting feasibility study for Project 2020-101, 2020 Street and Utility Improvements. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Exhibit L etter Presentation 103 115 123 135 147 157 169 100 144 136 128 120 102 127 139 130 185 191 213 237 245 251 254 248 242 214 208 202 196 190 184 176101 103 105 106 104 102 158 156 148 140 Butte AvenueYancey CourtCimarron C irc le Palomino DriveCimarron RoadChaparral DriveChaparral CircleCimarron RoadH:\APVA\N14117293\CAD\C3D\FIGR-2020-101-Street Improvements_Sidewalks.dwg 11/13/2019 11:57:29 AMR 2020 Street and Utility Improvements City of Apple Valley Street Improvements with Sidewalk (East Side) November 2019 FEETSCALE 0 60 120R Proposed Bituminous Roadway and Driveway Proposed Concrete Curb Proposed Concrete Driveway Proposed Concrete Sidewalks Legend YES Vote NO Vote Resident Survey FIGURE: 1 103 115 123 135 147 157 169 100 144 136 128 120 102 127 139 130 185 191 213 237 245 251 254 248 242 214 208 202 196 190 184 176101 103 105 106 104 102 158 156 148 140 Butte AvenueYancey CourtCimarron C irc le Palomino DriveCimarron RoadChaparral DriveChaparral CircleCimarron RoadH:\APVA\N14117293\CAD\C3D\FIGR-2020-101-Street Improvements_Sidewalks.dwg 11/13/2019 11:59:28 AMR 2020 Street and Utility Improvements City of Apple Valley Street Improvements with Sidewalk (West Side) November 2019 RFEETSCALE 0 60 120 Proposed Bituminous Roadway and Driveway Proposed Concrete Curb Proposed Concrete Driveway Proposed Concrete Sidewalks Legend YES Vote NO Vote Resident Survey SURVEY Based on previous feedback and discussions with residents at the October 19, 2019 Open House, City Staff is in the process reviewing the feasibility of adding a 5’ sidewalk to one side of Cimarron Road from Palomino Drive to Butte Avenue . Staff has received requests to add sidewalk from Palomino to Butte Avenue and also has received correspondence against adding any sidewalk to this segment of roadway as part of the proposed 2020 reconstruction project. Returning this survey will help the Apple Valley Public Works staff better understand the infrastructure needs in your neighborhood. Staff plans to use the survey data to form the basis of a recommendation to the City Council on whether or not to include the addition of sidewalk in the plans for the 2020 project in your area. Please return this survey by November 8, 2019. You may also contact us at 952.953.2490 to discuss this project. Additional discussion with residents and/or City Council may be necessary. Notices will be provided prior to any additional open house discussions or meetings. Thank you for your cooperation. 1.Are you in favor of adding a 5’ concrete sidewalk on one side of Cimarron Road from Palomino Drive to Butte Avenue? Please check one: Yes No 2.What other concerns do you have? Should you have questions or need more information, please contact the Public Works Department at pubworks@cityofapplevalley.org or call 952.953.2400. Your Name: Address: Phone: Email: Thank You! Please return by November 8, 2019 to: Brandon Anderson City of Apple Valley 7100 147th Street West Apple Valley, MN 55124 952.953.2490 Project 2020-101 12/12/2019 1 City of Apple Valley 2020-101 Street and Utility Improvements Sidewalk Discussion (Cimarron/Surrey Neighborhood) December 12, 2019 12/12/2019 2 26’ Face-to-Face Urban Roadway STR-31A (66’ ROW) 0.62 Closely resembles the existing character of the neighborhood Manageable impacts to ponds and wetlands due to new impervious area created Intended to be used in environmentally sensitive areas Some ditches could be filled and sloped towards the street. Storm water could be collected and conveyed through the curb and gutter and the underground storm sewer. Driveway patches match closer to existing driveway slopes On-street parking is permitted on only one side of roadway 32’ Face-to-Face Urban Roadway STR-28A (60’ ROW) 1.72 Consistent with standard City roadway width On-street parking is permitted on both sides of roadway Some ditches could be filled and sloped towards the street. Stormwater could be collected and conveyed through the curb and gutter and the underground storm sewer. Runoff from new impervious area would be difficult to manage within existing ponds and wetlands without significant expansion Driveway patches would be difficult or impossible to match existing driveway slopes Grading behind curb would require steep slopes and retaining walls RECOMMENDED Street Section New Impervious Area (ac)Pros Cons Recommendation from June 13, 2019 Informal Discussion A. PURPOSE This policy establishes a framework for the management of certain items related to a Street Improvement Project within the City of Apple Valley. Specifically, the policy provides standards for the installation of new sidewalk or trail as part of a project. The policy also provides guidance for how the City will handle the presence of privately-owned items encountered within the public right-of-way as part of a project. B. NEW SIDEWALK OR TRAIL INSTALLATIONS Each year as existing neighborhood areas are evaluated for possible street improvements, City staff will also evaluate the need for additional sidewalk or trail installations within the project area. Factors that staff will consider include: •Is there an existing sidewalk/trail with missing links or gaps? •Is there a missing sidewalk/trail connection to existing area amenities such as parks, schools, transit, etc.? •Is there a missing connection to a nearby existing sidewalk/trail system? 1.10 STREET IMPROVEMENT PROJECT ITEMS Public Works Department Policies City of Apple Valley Approved by City Council February 23, 2017, Resolution 2017-036 In areas where additional sidewalk/trail installations are deemed necessary, the installation of sidewalk/trail on only one side of the street may be allowed. 12/12/2019 3 12/12/2019 4 12/12/2019 5 ADDING 5’ SIDEWALK TO ONE SIDE OF CIMARRON ROAD PROS CONS Provides separate pedestrian path to bus stops at Cimarron Circle and Yancey Court Driveway patches would be difficult or impossible to match existing driveway slopes at multiple locations Creates a pedestrian connection to Palomino Bike Trail from Cimarron Road Grading behind sidewalks would require steep slopes and/or retaining walls Creates a connection to/from the existing sidewalk network along Chaparral Drive Some ditches would remain and not be able to drain to curb and gutter without additional storm sewer Does not closely resemble the existing character of the neighborhood Snow Removal responsibility by residents Additional Cost of +$150,000 Existing Street Section – Cimarron Road 2017 Street & Utility Reconstruction Belmont Road 12/12/2019 6 Questions for Staff ? I T E M: 3. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:I nformal A genda I tem Description: Discuss 2020 L egislative Policies (40 min.) S taff Contact: Tom L awell, City A dministrator Department / Division: A dministration Department AC T I O N RE Q UE S T E D: No formal action is requested at this time. T he purpose of this agenda item is to allow time for the C ity C ouncil to discuss legislative policies of interest for the upcoming legislative session which convenes February 11, 2020. S UM M ARY: T he 2020 legislative session is scheduled to begin on February 11, 2020 and will end no later than May 18, 2020, as required by the Minnesota C onstitution. Actions taken by the legislature can directly impact cities and it is important that we monitor legislative activity and advocate in favor of or against policies which might impact our community. To that end, it is our intention to invite our local legislative delegation to attend the C ity Council informal meeting on J anuary 9, 2020. Prior to that discussion, it would be helpful to hear the Council's legislative priorities for the coming year. As the Council is aware, the City of Apple Valley is a member of three separate organizations that work to advance legislative topics of interest to cities. T hese include the League of Minnesota Cities, Metro Cities, and the Municipal Legislative Commission. T he purpose of this memorandum is to share with you the various adopted legislative policies of each organization and to highlight a number of issues of particular interest to Apple Valley. B AC K G RO UND: T hroughout the summer, the three identified groups convened multiple policy review committees to consider policies for the upcoming session. Attached please find the draft policies recommended by each organization. T hese documents include: 1) League of Minnesota Cities 2020 Legislative Policies (Adopted November 7, 2019) 2) Metro Cities 2020 Legislative Policies (Adopted November 14, 2019) 3) Municipal Legislative Commission 2020 Legislative Policies (Draft discussed on December 4, 2019) Staff has prepared the attached draft list of recommended 2020 legislative policy priorities and core legislative principles for your consideration. Looking ahead, the Municipal Legislative Commission (MLC ) will host its annual Legislative Breakfast Meeting on Friday, February 7, at the Eagan C ommunity C enter from 7:30 to 9:30 a.m. Additionally, the League of Minnesota C ities will hold its 2020 Legislative C onference for Cities in St. Paul on March 18-19, 2020. Please let me or Stephanie Marschall know if you would like to attend. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Policy Policy Policy Policy Presentation LEAGUE OF MINNESOTA CITIES For Legislative and Administrative Action Adopted November 7, 2019 2020 City Policies This document is available in the Legislative Action Center on the League’s website at www.lmc.org/policies The only comprehensive statewide advocacy agenda for all Minnesota cities Copyright © 2019 League of Minnesota Cities. All rights reserved. League of Minnesota Cities 145 University Avenue West • St. Paul, MN 55103-2044 (651) 281-1200 • (800) 925-1122 • Fax: (651) 281-1299 TDD: (651) 281-1290 • www.lmc.org League of Minnesota Cities i 2020 City Policies Table of Contents LMC INTERGOVERNMENTAL RELATIONS STAFF ................. vi 2019 LMC POLICY COMMITTEE MEMBERS ............................. vii Improving Service Delivery .................................................................. vii Improving Local Economies ................................................................. vii Human Resources & Data Practices .................................................... ix Improving Fiscal Futures ...................................................................... ix LMC POLICY DEVELOPMENT PROCESS .................................... xi PURPOSE, PROCESS AND PRINCIPLES OF CITY POLICIES. xii IMPROVING SERVICE DELIVERY .................................................. 1 SD- 1. Local Control ..................................................................................................................1 SD- 2. Unfunded Mandates .......................................................................................................1 SD- 3. Local Approval of Special Laws....................................................................................1 SD- 4. Redesigning and Reinventing Government .................................................................2 SD- 5. State Government Shutdowns .......................................................................................3 SD- 6. Duration of Conservation Easements ...........................................................................3 SD- 7. Responsibility for Locating Private Underground Facilities .....................................4 SD- 8. Utility Relocation Under Design-Build Road Construction .......................................5 SD- 9. National Fire Protection Association (NFPA) Standards ...........................................5 SD- 10. Fire Mutual Aid ............................................................................................................6 SD- 11. Clarification of Joint Powers Relationships with Federally Recognized Indian Tribes ...........................................................................................................................6 SD- 12. Ambulance Service Costs and Liability......................................................................7 SD- 13. Fees for Service .............................................................................................................8 SD- 14. Improving and Increasing Citizen Access to Information ........................................8 SD- 15. Administrative Fines for Code Violations ..................................................................9 SD- 16. Contracting and Purchasing ......................................................................................10 SD- 17. City Enterprise Operations .......................................................................................10 SD- 18. Preservation of Order in City Council Meetings .....................................................11 SD- 19. Constitutional Amendments ......................................................................................11 SD- 20. Initiative and Referendum .........................................................................................11 SD- 21. Civil Liability of Local Governments .......................................................................12 SD- 22. Private Property Rights and Takings .......................................................................12 SD- 23. Organized Solid Waste Collection ............................................................................13 SD- 24. Private Well Drilling ..................................................................................................14 League of Minnesota Cities ii 2020 City Policies SD- 25. Sustainable Development ...........................................................................................15 SD- 26. Construction Codes ....................................................................................................16 SD- 27. Building Officials ........................................................................................................17 SD- 28. Disability Access Requirements ................................................................................18 SD- 29. Assaults on Code Enforcement Officials ..................................................................19 SD- 30. Restrictions on Possession of Firearms ....................................................................19 SD- 31. Public Safety Communications .................................................................................20 SD- 32. CriMNet ......................................................................................................................21 SD- 33. Pawn Shop Regulation and Use of the Automated Property System (APS) .........21 SD- 34. City Costs for Enforcing State and Local Laws ......................................................22 SD- 35. Compensation and Reimbursement for Public Safety Services .............................23 SD- 36. Administrative Traffic Citations ...............................................................................24 SD- 37. Driver Diversion Programs .......................................................................................24 SD- 38. Distracted Driving ......................................................................................................25 SD- 39. Juveniles in Municipal Jails .......................................................................................26 SD- 40. Justice System Funding ..............................................................................................26 SD- 41. 21st Century Policing ..................................................................................................27 SD- 42. Post-Incarceration Living Facilities..........................................................................28 SD- 43. Homeland Security Costs and Liability....................................................................28 SD- 44. Cybersecurity ..............................................................................................................29 SD- 45. Immigration Reform ..................................................................................................29 SD- 46. Legalization of Fireworks ..........................................................................................30 SD- 47. Traffic Enforcement Cameras ..................................................................................31 SD- 48. Operation of Motorized Foot Scooters .....................................................................31 SD- 49. Electric Personal Assistive Mobility Devices and Electric Vehicles Operation While Impaired .........................................................................................................31 SD- 50. Drug Courts ................................................................................................................32 SD- 51. Methamphetamine ......................................................................................................33 SD- 52. Drug Paraphernalia ...................................................................................................33 SD- 53. Regulation of Massage Therapists ............................................................................33 SD- 54. Lawful Gambling and Local Control .......................................................................34 SD- 55. Liquor Liability Insurance Limits ............................................................................35 SD- 56. On-Sale Liquor or Wine Licenses to Cultural Centers ...........................................35 SD- 57. Wine and Off-Sale Licenses .......................................................................................35 SD- 58. Youth Access to Alcohol and Tobacco ......................................................................36 SD- 59. Consumer Small Loans ..............................................................................................36 SD- 60. Regulation of Mobile Businesses ...............................................................................37 SD- 61. Regulation of Party Buses and Boats-for-Hire ........................................................37 SD- 62. Environmental Protection .........................................................................................38 SD- 63. Impaired Waters .........................................................................................................40 SD- 64. Municipal Public Water Supplies .............................................................................41 SD- 65. Municipal Electric Utilities ........................................................................................43 SD- 66. State Support for Municipal Energy Policy Goals ..................................................43 SD- 67. Urban Forest Management Funding ........................................................................44 SD- 68. Election Issues .............................................................................................................45 SD- 69. Administering Absentee Balloting ............................................................................45 League of Minnesota Cities iii 2020 City Policies SD- 70. Loss of Felon Voting Rights .......................................................................................47 SD- 71. Write-in Candidates in City Elections ......................................................................47 SD- 72. Ranked Choice Voting ...............................................................................................48 SD- 73. Voter Assistance .........................................................................................................48 SD- 74. Electronic Rosters .......................................................................................................49 SD- 75. Election Judge Recruitment and Retention .............................................................49 SD- 76. Mail Balloting .............................................................................................................50 SD- 77. Modernizing Charter Amendment Process .............................................................51 SD- 78. Presidential Nomination Primary .............................................................................51 IMPROVING LOCAL ECONOMIES ............................................... 53 LE- 1. Growth Management and Annexation .......................................................................53 LE- 2. Wildlife Management Areas........................................................................................54 LE- 3. Official State Mapping Responsibility .......................................................................55 LE- 4. Electric Service Extension ...........................................................................................55 LE- 5. Statutory Approval Timelines .....................................................................................55 LE- 6. Maintenance of Retaining Walls Adjacent to Public Rights of Way.......................56 LE- 7. Development Disputes ..................................................................................................57 LE- 8. Foreclosure and Neighborhood Stabilization ............................................................57 LE- 9. Resources for Affordable Housing .............................................................................59 LE- 10. Energy Efficiency Improvement Requirements for Housing .................................61 LE- 11. In-Home Day Care Facilities .....................................................................................62 LE- 12. Residential Programs .................................................................................................62 LE- 13. Inclusionary Housing .................................................................................................63 LE- 14. Community Land Trusts ...........................................................................................64 LE- 15. Telecommunications and Information Technology ................................................64 LE- 16. Broadband ..................................................................................................................64 LE- 17. Competitive Cable Franchising Authority ...............................................................66 LE- 18. Public Right-of-Way Management ...........................................................................67 LE- 19. Wireless Infrastructure and Equipment Siting .......................................................68 LE- 20. County Economic Development Authorities ...........................................................68 LE- 21. Local Appropriations to Economic Development Organizations ..........................69 LE- 22. Workforce Readiness .................................................................................................69 LE- 23. Business Development Programs ..............................................................................70 LE- 24. Land Recycling and Redevelopment ........................................................................70 LE- 25. Development Authority Levy Limits ........................................................................71 LE- 26. Tax Increment Financing (TIF) ................................................................................71 LE- 27. Property Tax Abatement Authority .........................................................................72 LE- 28. Opportunity Zones .....................................................................................................73 LE- 29. Revisions to the OSA Audit Function.......................................................................74 LE- 30. OSA Time Limitations ...............................................................................................75 LE- 31. Workforce Housing ....................................................................................................75 LE- 32. Development Along Transit Corridors ....................................................................76 LE- 33. Public Infrastructure Utilities ...................................................................................77 LE- 34. Adequate Funding for Transportation.....................................................................78 LE- 35. Turnbacks of County and State Roads ....................................................................79 League of Minnesota Cities iv 2020 City Policies LE- 36. MnDOT Rights-of-Way Maintenance ......................................................................79 LE- 37. Funding for Non-Municipal State Aid City Streets ................................................80 LE- 38. Authority to Allow Amenities in MnDOT Rights-of-Way .....................................81 LE- 40. Infrastructure Fees .....................................................................................................81 LE- 41. Safe Routes to School Grants Management.............................................................82 LE- 42. Railroads .....................................................................................................................83 LE- 43. Airport Planning and Funding .................................................................................84 LE- 44. Airport Safety Zones ..................................................................................................85 HUMAN RESOURCES & DATA PRACTICES ............................... 86 HR- 1. Personnel Mandates and Limits on Local Control ...................................................86 HR- 2. Earned Sick and Safe Time ........................................................................................86 HR- 3. Pay Equity Compliance ...............................................................................................87 HR- 4. Public Employment Labor Relations Act (PELRA) ................................................87 HR- 5. Implications of Janus v. AFSCME .............................................................................88 HR- 6. Public Employment Relations Board .........................................................................89 HR- 7. Payment of Arbitration Fees ......................................................................................89 HR- 8. Essential Employees ....................................................................................................90 HR- 9. Re-employment Benefits .............................................................................................90 HR- 10. Public Employee Defined Benefit Pension Plans ....................................................90 HR- 11. State Paid Police and Fire Medical Insurance ........................................................93 HR- 12. Health Care Insurance Programs ............................................................................94 HR- 13. Workers’ Compensation ...........................................................................................95 HR- 14. Drug and Alcohol Testing in the Workplace .........................................................96 HR- 15. Veterans Preference ..................................................................................................96 HR- 16. Military Leave Reimbursement ...............................................................................97 HR- 17. Background Checks...................................................................................................98 HR- 18. Tele-health Exams .....................................................................................................98 HR- 19. Critical Incident Stress Debriefing ..........................................................................98 Data Practices ........................................................................................ 99 DP- 1. Data Practices Compliance Costs ...............................................................................99 DP- 2. Records Retention Compliance Costs ......................................................................100 DP- 3. Updating the Minnesota Government Data Practices Act .....................................101 DP- 4. Maintaining Government Data in Large Databases ...............................................101 DP- 5. Sharing of Student Data with Local Law Enforcement in Emergencies ..............102 DP- 6. Disclosure of Victim Data ..........................................................................................103 DP- 7. Challenges to the Accuracy of Data ..........................................................................103 DP- 8. Law Enforcement Technologies ................................................................................104 DP- 9. Open Meeting Law .....................................................................................................105 DP- 10. Exceptions to the Open Meeting Law .....................................................................106 Federal Employment Law .................................................................. 107 FED- 1. Consolidated Omnibus Budget Reconciliation Act (COBRA) ............................107 FED- 2. Flexible Spending Accounts ....................................................................................107 League of Minnesota Cities v 2020 City Policies FED- 3. IRS Regulations on Death Benefits ........................................................................108 FED- 4. Federal Public Safety Collective Bargaining Bill .................................................108 FED- 5. Federal Health Care Reform ..................................................................................108 IMPROVING FISCAL FUTURES ................................................... 110 FF- 1. State-Local Fiscal Relations .......................................................................................110 FF- 2. Economic Contributions by Cities ............................................................................111 FF- 3. State Budget Stability .................................................................................................111 FF- 4. Funding Local Government Aid ...............................................................................112 FF- 5. State Charges for Administrative Services ..............................................................112 FF- 6. Reporting Requirements ............................................................................................113 FF- 7. Direct Property Tax Relief Programs .......................................................................114 FF- 8. Sales Tax on Local Government Purchases .............................................................114 FF- 9. Taxation of Electronic Commerce ............................................................................115 FF- 10. Local Lodging Taxes ................................................................................................115 FF- 11. Taxation of Electric Generation Personal Property ..............................................116 FF- 12. Electric Generation Taxation Reform ....................................................................116 FF- 13. Support for Transitioning Communities ................................................................117 FF- 14. Taxation of Municipal Bond Interest ......................................................................118 FF- 15. Pollution Control Exemption ...................................................................................118 FF- 16. Local Elected Officials Authority to Establish Local Budgets .............................119 FF- 17. Tax Hearing and Notification Process ....................................................................119 FF- 18. General Election Requirement for Ballot Questions .............................................120 FF- 19. Municipal Liquor Store Continuation ....................................................................121 FF- 20. City Fund Balances ...................................................................................................121 FF- 21. Local Option Sales Tax and City Revenue Diversification ...................................121 FF- 22. City Franchise Authority .........................................................................................123 FF- 23. Utility Valuation Transition Aid .............................................................................123 FF- 24. State Assistance for Property Tax Refunds for State-Assessed Property ...........124 FF- 25. Transition for Property Acquired by Tax-Exempt Entities .................................124 FF- 26. Payments for Services to Tax-Exempt Property ...................................................125 FF- 27. Public Safety Protection Districts ...........................................................................125 FF- 28. Housing Improvement Areas and Special Service Districts Petitioned by Business ..................................................................................................................................125 FF- 29. Tax-Forfeited Properties and Local Special Assessments ....................................126 FF- 30. Distribution of Proceeds from the Sale of Tax-Forfeit Property .........................127 FF- 31. State Hazard Mitigation and Response Support ...................................................128 FF- 32. Library Funding .......................................................................................................128 FF- 33. Park and Library Land Tax Break .........................................................................130 FF- 34. Increasing Safe School Levy Authority ..................................................................130 FF- 35. Equitable Funding of Community Education Services .........................................130 FF- 36. Street Reconstruction Bond Approval ....................................................................131 FF- 37. Special Assessment Election Requirements ...........................................................131 INTERGOVERNMENTAL RELATIONS STAFF Gary Carlson Director (651) 281-1255 gcarlson@lmc.org @garyncarlson The League’s Intergovernmental Relations (IGR) staff work on legislative issues that matter to cities. Feel free to contact our IGR staff members with any questions, concerns, or suggestions regarding legislative issues.©2019 League of Minnesota Cities. All Rights Reserved.LEAGUE OF MINNESOTA CITIES MinnesotaCities MinnesotaCities #LMCleg www.lmc.org WWW.LMC.ORG We’re here to help! IGR staff and the legislative issues they cover are listed here. Not sure who to contact? Assistant Director Anne Finn (information right) is happy to help direct you to the right staffer for complex or miscellaneous issues. • Aid to cities • Economic development • Pensions & retirement • Public finances • Taxes • Tax increment financing (TIF) • Workers’ compensation Anne Finn Assistant Director (651) 281-1263 afinn@lmc.org @annemfinn • Emergency management • Employment & human resources • Public safety • State bonding • Transportation Irene Kao Counsel (651) 281-1260 ikao@lmc.org @irenewkao • Building code • Civil liability • Data practices & Open Meeting Law • Employment law • Land use & zoning Daniel Lightfoot Representative (651) 281-1295 dlightfoot@lmc.org @dflightfoot • Broadband • Cable/franchising • Housing • Telecommunications & information technology • Wireless infrastructure Craig Johnson Representative (651) 281-1259 cjohnson@lmc.org @cajohnson_1 • Energy • Environment • Land use & annexation • Local/tribal relations • State bonding • Sustainable development • Wastewater, drinking water, & stormwater Ted Bengtson Administrative Coordinator (651) 281-1242 tbengtson@lmc.org @tbengtsonlmc • General • Member relations Ann Lindstrom Representative (651) 281-1261 alindstrom@lmc.org @annrl • Elections • Employment & human resources • Federal relations & advocacy • Local/state regulation & licensing • Preemption SEPT19 League of Minnesota Cities vii 2020 City Policies 2019 LMC POLICY COMMITTEE MEMBERS Improving Service Delivery Chair: Daniel Buchholtz, Administrator- Clerk-Treasurer, Spring Lake Park Vice Chair: Maria Carrillo Perez, Management Assistant, St. Louis Park Sarah Alig, Assistant to the City Administrator, Woodbury Jessica Beise, City Clerk/Administrative Services Coordinator, Corcoran Kelli Bourgeois, Human Resources Director / Asst. to the City Manager, Columbia Heights Deb Calvert, Councilmember At Large, Minnetonka Miron Carney, Mayor, Slayton Timothy Cruikshank, City Manager, Golden Valley Amber Eisenschenk, Staff Attorney, League of Minnesota Cities Emmanuel Emukah, Staff Attorney, League of Minnesota Cities Bart Fischer, City Administrator, Oakdale Tina Folch, Contracts Administrator, Red Wing Jason Gadd, Mayor, City of Hopkins Jacob Glass, Staff Attorney, League of Minnesota Cities Gary Hansen, Councilmember, Eagan Erica Henderson, Deputy City Clerk, City of Hastings Laurie Hokkanen, Admin Services Director, Plymouth Steve Huser, Government Relations Specialist, Metro Cities Carly Johnson, Councilmember, Oak Park Heights Marvin Johnson, Mayor, Independence Allyn Kuennen, Assistant City Administrator, Lakeville Andrea Lauer, Mayor, Royalton Gregg Lindberg, Deputy City Manager, Burnsville Mark Miazga, Councilmember, Falcon Heights Fatima Moore, Government Relations Representative, Minneapolis Alysen Nesse, Government Relations Representative, Minneapolis Loren Olson, Government Relations, Minneapolis Cindy Patnode, City Clerk, Victoria Aaron Parrish, Assistant City Administrator, Rochester Dale Powers, Councilmember, Clear Lake Brad Rykhus, Councilmember, Caledonia Calvin Saari, Mayor, Nashwauk Donna Schmitt, Mayor, Columbia Heights* Brian Scholin, Councilmember, Pine City Marty Schultz, City Administrator, Alexandria Cara Schulz, Councilmember, Burnsville Cathy Sorensen, City Clerk, Blaine John Swenson, Public Safety Director, Lino Lakes Cassandra Tabor, Director of Administration, Minnetrista Kevin Toskey, Staff Attorney, League of Minnesota Cities Duane Willenbring, Mayor, Rockville ThaoMee Xiong, Director of IGR, Saint Paul Charlie Yunker, Assistant to the City Manager, Saint Anthony Village Nyle Zikmund, City Administrator, Mounds View Improving Local Economies Chair: Mary McComber, Mayor, Oak Park Heights* Vice Chair: George Tourville, Mayor, Inver Grove Heights Sarah Alig, Assistant to the City Administrator, Woodbury Patrick Antonen, City Administrator, Circle Pines League of Minnesota Cities viii 2020 City Policies Josh Berg, Councilmember, Elko New Market Mitchell Berg, City Administrator, Mahnomen Mary Blair-Hoeft, City Administrator, Byron Mark Box, City Administrator, Deer River Tony Chladek, City Administrator, Rushford Craig Clark, City Administrator, Austin Aisia Davis, Staff Attorney, League of Minnesota Cities Sue Denkinger, Councilmember, Shoreview Jo Emerson, Mayor, White Bear Lake Amber Eisenschenk, Staff Attorney, League of Minnesota Cities Jenni Faulkner, Community Development Director, Burnsville Justin Femrite, Public Works Director/Chief Engineer, Elk River Nicole Fernholz, Director EDA, Alexandria Tom Fletcher, Councilmember, Greenwood Renae Fry, City Administrator, North Branch Tom Goodwin, Councilmember, Apple Valley Lisa Griebel, General Counsel-MPHA, Minneapolis Shannon Guernsey, Executive Director, Minnesota NAHRO Dan Gustafson, Councilmember, Burnsville Rebecca Halling, Councilmember, Albertville Kyle Hartnett, Attorney, League of Minnesota Cities Chris Hartzell, Engineering Director, Woodbury CJ Holl, City Administrator, Wells Steve Huser, Government Relations Specialist, Metro Cities Lisa Iverson, Mayor, Wyoming Johnathan Judd, Mayor, Moorhead Rob Keehn, City Administrator, Lake City Kelcey Klemm, City Administrator, Detroit Lakes Alicia LaBeau, Councilmember, Paynesville Mark Maloney, Director of Public Works, Shoreview Justin Markon, Community Development Director, Falcon Heights Anne Mavity, Councilmember, St. Louis Park Justin Miller, City Administrator, Lakeville Fatima Moore, Government Relations Representative, Minneapolis Alysen Nesse, Government Relations Representative, Minneapolis Loren Olson, Government Relations Representative, Minneapolis Ross Olson, City Administrator, Sauk Rapids Aaron Parrish, Assistant City Administrator, Rochester Candy Peterson, Councilmember, North St. Paul* Dale Powers, Councilmember, Clear Lake Margaret Rog, Councilmember, St. Louis Park Calvin Saari, Mayor, Nashwauk Brian Scholin, Councilmember, Pine City Les Schultz, Councilmember, New Ulm Jonathan Smith, Manager, Perham Pat Smith, Community Development Director, Victoria Robert Streetar, Community Development Director, Oakdale Cassandra Tabor, Director of Administration, Minnestrista Michelle Toven, Councilmember, Grand Rapids Kurt Ulrich, City Administrator, Ramsey Charlie Vander Aarde, Government Relations Specialist, Metro Cities Deb Wegeleben, Finance Director, Big Lake Ben Whalen, Councilmember, Richfield Clay Wilfahrt, City Administrator, Big Lake ThaoMee Xiong, Director of Intergovernmental Relations, Saint Paul Nyle Zikmund, City Administrator, Mounds View League of Minnesota Cities ix 2020 City Policies Human Resources & Data Practices Chair: Michael Rietz, City Administrator, Barnesville Vice Chair: Melissa Haas, Human Resources Manager, Apple Valley Sarah Alig, Assistant to the City Administrator, Woodbury Julianne Bacon, City Management Assistant, Coon Rapids Jessica Beise, City Clerk/Administrative Services Coordinator, Corcoran Kelli Bourgeois, Human Resources Director / Asst. to the City Manager, Columbia Heights Dick Brainerd, Councilmember, Mahtomedi Mark Casey, City Manager, St. Anthony Aisia Davis, Staff Attorney, League of Minnesota Cities Amber Eisenschenk, Staff Attorney, League of Minnesota Cities Rayla Ewald, Human Resources, Mounds View Julie Flaten, Administrative Services Director, Hastings Mike Funk, Assistant City Manager, Maplewood Karissa Goers, Human Resources Administrator, Dakota County CDA Dana Hardie, City Manager, Victoria Kyle Hartnett, Attorney, League of Minnesota Cities Corrine Heine, City Attorney, Minnetonka Anissa Hollingshead, City Clerk/Communications Director, Rochester Steve Huser, Government Relations Specialist, Metro Cities Rob Keehn, City Administrator, Lake City Givonna Kone, Human Resources Manager, Plymouth Melissa Manderschied, City Attorney, Bloomington Fatima Moore, Government Relations Representative, Minneapolis Shari Moore, City Clerk, St. Paul Patricia Nauman, Executive Director, Metro Cities Alysen Nesse, Government Relations Representative, Minneapolis Quinn O'Reilly, Staff Attorney, League of Minnesota Cities Lori Olson, Assistant City Manager, Prior Lake Rebecca Olson, Assistant City Manager, Roseville Jennifer Pinski, City Clerk, Oak Park Heights Gene Ranieri, Director of Intergovernmental Relations, Minneapolis Deborah Schulz, Accountant, Newport Roger Thalman, Councilmember, Alexandria Andrea Turner, Director of Human Resources, Saint Paul Jason Schmidt, Labor Relations Director, Saint Paul Deb Wegeleben, Finance Director, Big Lake Clay Wilfahrt, City Administrator, Big Lake ThaoMee Xiong, Director of Intergovernmental Relations, Saint Paul Mel Reeder, Chief Information Officer, League of Minnesota Cities Nyle Zikmund, City Administrator, Mounds View Improving Fiscal Futures Chair: Josh Malchow, Clerk/Adminstrator, Slayton* Vice Chair: Chris Volkers, City Manager, Moorhead Sarah Alig, Assistant to the City Administrator, Woodbury Patrick Antonen, City Administrator, Circle Pines Geralyn Barone, City Manager, Minnetonka Sarah Brown, Treasury Analyst, Saint Paul Tim Busse, Councilmember, Bloomington Connie Buesgens, Councilmember, Columbia Heights Tony Chladek, City Administrator, Rushford League of Minnesota Cities x 2020 City Policies Amber Eisenschenk, Staff Attorney, League of Minnesota Cities Mary Gaasch, Mayor, Lauderdale* Jason Gadd, Councilmember, Hopkins Shannon Guernsey, Executive Director, Minnesota NAHRO Marshall Hallock, Administrative Business Director, Red Wing Dana Hardie, City Manager, Victoria Lisa Herbert, Finance Director, Rogers Lisa Iverson, Mayor, Wyoming Allyn Kuennen, Assistant City Administrator, Lakeville Tom Lawell, City Administrator, Apple Valley Matt Leonard, Public Works Director/City Engineer, Monticello Amanda Luepke, City Administrator, Clarkfield Dan Matejka, City Administrator, Goodview Melanie Mesko Lee, City Manager, Burnsville Fatima Moore, Government Relations Representative, Minneapolis Steve Nasby, City Administrator, Windom Patricia Nauman, Executive Director, Metro Cities Alysen Nesse, Government Relations Representative, Minneapolis Steve Okins, Finance Director, Willmar Loren Olson, Government Relations Representative, Minneapolis Aaron Parrish, Assistant City Administrator, Rochester Chelsea Petersen, Assistant City Manager, Chanhassen Dale Powers, Councilmember, Clear Lake Gene Ranieri, Director Intergovernmental Relations, Minneapolis Aaron Reeves, City Administrator, Cloquet Calvin Saari, Mayor, Nashwauk Paul Sandy, City Engineer, Brainerd Marty Schultz, City Administrator, Alexandria Jonathan Smith, Manager, Perham Kevin Toskey, Staff Attorney, League of Minnesota Cities Patrick Trudgeon, City Manager, Roseville Kurt Ulrich, City Administrator, Ramsey Kevin Watson, City Administrator, Vadnais Heights Deb Wegeleben, Finance Director, Big Lake Jim Weikum, Mayor, Biwabik* John Werner, Mayor, Rice Lake Brad Wiersum, Mayor, Minnetonka* Vince Workman, Councilmember, Burnsville ThaoMee Xiong, Director of Intergovernmental Relations, Saint Paul Nancy Zaworski, Finance Director, Kasson Nyle Zikmund, City Administrator, Mounds View *LMC Board of Director League of Minnesota Cities xi 2020 City Policies LMC POLICY DEVELOPMENT PROCESS The City Policies document addresses more than 180 legislative issues that impact cities and serves as the foundation of the League of Minnesota Cities (LMC) advocacy efforts. City officials from across the state are recruited throughout the year to serve on one or more policy committees. In 2019, over 130 city officials participated in the policy committees. Policies are considered, discussed, and revised annually with considerable member input. Then, draft policies are published online for member comments before being considered for approval by the LMC Board of Directors. Guided by the City Policies, LMC member cities and staff actively advocate for city-friendly legislation. Below are some of the major events in the policy development process: January The Minnesota Legislature begins the first session of each two-year biennium in January of odd-numbered years. The 2019 Legislative Session began on January 8, 2019. February The Legislature typically begins the second session of each biennium in February or March of even-numbered years. The 2020 Legislative session will begin on February 11th. March/April In March, the National League of Cities hosts the Congressional City Conference in Washington, D.C. The League’s legislative conference is held in St. Paul. May Under the Minnesota Constitution, the deadline to end any legislative session is the first Monday following the third Saturday in May (May 21, 2018). The governor may call special legislative sessions when necessary. June At the LMC Annual Conference (St. Paul, June 24-26, 2020), members provide comments on City Policies throughout the conference and during the Legislative Update. July Policy committees hold their first of three meetings. The July meeting typically includes a review of the most recent legislative session, a preliminary discussion of emerging issues, and a review of member comments and board interim policies from the prior year. August Policy committees hold their second of three meetings to hear from subject-matter experts on existing and potential new policy topics. September Policy committees meet for a third time to finalize their work and make specific policy recommendations to the LMC Board of Directors. October Draft policies, as approved by the policy committees, are shared with members online during the comment period. Member input is also sought from city officials attending LMC Regional Meetings around the state each fall. November The LMC Board of Directors reviews member input, then considers and amends the policies for the following calendar year. The Board adopts policies on behalf of League members before the start of the next legislative session. League of Minnesota Cities xii 2020 City Policies PURPOSE, PROCESS AND PRINCIPLES OF CITY POLICIES The League of Minnesota Cities is dedicated to promoting excellence in local government through effective advocacy, expert analysis, and trusted guidance for all Minnesota cities. Each year, the League’s member cities identify common needs and goals, and the Board of Directors adopts policies designed to help cities overcome obstacles and reach those goals. These policies serve as the foundation of the League’s advocacy work on behalf of Minnesota cities. There are 853 cities in Minnesota, and 833 cities are members of the League of Minnesota Cities. Eleven townships and 63 special districts/other members are also League members. The League’s members include the smallest rural cities in Greater Minnesota and the largest cities in the urban core; they include suburban communities in the Metropolitan Area and regional centers in every corner of the state. Every member of the League has a voice in developing the following policies. Two core principles guide the development of City Policies and the actions of the League: 1. Local units of government must have sufficient authority and flexibility to meet the challenges of governing and providing citizens with public services. The Legislature must avoid imposing unfunded and underfunded mandates that erode local control and create liability and financial risk for city taxpayers. 2. The increasingly complex and costly requirements necessary for cities to provide services to their citizens require a strong partnership between federal, state, and local governments. This partnership should be based upon a shared vision for Minnesota and should allow individual communities to tailor that vision to the unique needs of their citizens. Because of the fluid nature of emerging issues, state and national politics, and current events, additional and alternative policies may be proposed after the policies are adopted by the Board of Directors. The League will make every effort to notify members of substantial changes or additions to policies after they are adopted by the Board of Directors. LEAGUE OF MINNESOTA CITIES 2020 City Policies League of Minnesota Cities 1 2020 City Policies IMPROVING SERVICE DELIVERY SD-1. Local Control Issue: Cities are often laboratories for determining public policy approaches to the challenges that face citizens. Success in providing for the basic needs of a functional society is rooted in local control to determine how best to respond to the ever- changing needs of a citizenry. Because city government most directly impacts the lives of people, and representative democracy ensures that locally elected officials are held accountable for their decisions through local elections, local governments must have sufficient authority and flexibility to meet the challenges of governing and providing citizens with public services. Response: The increasingly complex and costly requirements necessary for cities to provide services to their citizens would benefit from a strong partnership between federal, state and local governments. This partnership should be based upon a shared vision for Minnesota and should allow individual communities to tailor that vision to the unique needs of their citizens without mandates and policy restrictions imposed by state and federal policy makers. The state should recognize that local governments, of all sizes, are often the first to identify problems and inventive solutions to solve them, and should encourage further innovation by increasing local control. The state should not enact initiatives that erode the fundamental principle of local control in cities across Minnesota. SD-2. Unfunded Mandates Issue: Federal and state mandated programs substitute the judgment of Congress, the president, the Minnesota Legislature, and the governor for local budget priorities. These mandates force cities to reduce funding for other basic services or to increase taxes and service charges. Response: a) Existing unfunded mandates should be reviewed and modified, or repealed where possible. b) No additional statewide mandates should be enacted unless full funding for the mandate is provided by the level of government imposing it or a permanent stable revenue source is established. c) Cities should not be forced to comply with unfunded mandates. d) Cities should be given the greatest flexibility possible in implementing mandates to ensure their cost is minimized. SD-3. Local Approval of Special Laws Issue: The Minnesota Constitution prohibits special legislation except for certain special laws relating to local government. It provides that a special law must name the affected local unit of government and is effective only after approval by the local government unit, unless general state law provides otherwise. Under state statute, a special law is not effective unless approved by the affected local unit of government, except under limited circumstances. League of Minnesota Cities 2 2020 City Policies In recent years, the Legislature has occasionally enacted general laws that affect a single local unit of government. By enacting a general law with limited application, local approval is not required. Response: The League of Minnesota Cities supports the constitutional requirement that a special law must be approved by the affected local unit of government before it can take effect. If a law is intended to affect or benefit a single local unit of government, the Legislature must follow the requirements for enacting a special law set forth in the Minnesota Constitution and in state statute. The League specifically opposes the Legislature's technique of bypassing the constitution by not naming the local government, but describing the local government in such narrow terms that it can only apply to one entity. SD-4. Redesigning and Reinventing Government Issue: Every level of government is redesigning, reinventing, and reevaluating its organizational structure and programs in response to financial realities and citizens’ needs and problems. Reforms, however, must be more than change for the sake of change to existing programs. It is imperative that government officials talk with citizens about how services are currently provided and how they can be best provided in the future. To be meaningful, redesign of governmental entities and services should: a) save money where feasible; b) deliver improved services; c) serve essential needs; and d) be equitably structured. Cities have and will continue to re-evaluate city programs and services, pursue the use of cooperative agreements, and consider organizational changes that provide greater government efficiency and result in better service to citizens. Citizen input and participation should be gathered and taken into account as decisions about service delivery are being made and implemented. All levels of government are encouraged to: a) Ensure that in redesigning, reinventing or reassigning government services and programs, the appropriate level of service to citizens is evaluated and citizen demands and expectations are adequately addressed. b) Engage as many citizens as possible, from diverse backgrounds and interests, to determine what services matter most to citizens and how the delivery of those services can be changed to increase efficiency and lower cost. c) Educate citizens about what services government delivers, how they are delivered, and how those services are funded. d) Engage in traditional and nontraditional partnerships to make service changes and do things in new ways. e) Identify and repeal programs or discontinue services that are no longer necessary, and evaluate which services can readily and fairly be provided by the private sector. Response: Federal, state, and county governments should: a) Promote and support local redesign efforts through incentives rather than mandates. b) Communicate and establish a process of negotiation before shifting responsibility for delivering services League of Minnesota Cities 3 2020 City Policies from one level of government to another, or seeking to reduce service duplication. c) Utilize government entities with proven track records in redesign efforts. SD-5. State Government Shutdowns Issue: Twice in less than one decade, the state Legislature and governor failed to reach a global agreement on the state budget by the end of the fiscal biennium (June 30 of odd-numbered years). As a result of these impasses, portions of state government were shut down. The shutdowns, particularly the shutdown in 2011, created a range of challenges for cities, as well as for the state’s courts, residents, businesses, licensed professionals, state employees and others. For cities, the most pronounced challenges related to the shutdowns were as follows: a) Uncertainty about the timing and amount of aid and credit reimbursement payments and the distribution of local sales tax revenues. b) Inability of licensed city professionals such as peace officers and water treatment facility operators to renew licenses. c) Loss of access to critical information such as the Bureau of Criminal Apprehension database and state- mandated reports. d) The shutdown of transportation projects on the trunk highway and state aid system. e) Interruption of local economic development due to the state having sole authority to inspect, review and approve various plans and types of projects. Response: The League of Minnesota Cities urges the Legislature and governor to establish a procedure in state law to continue certain state government operations into a new biennium in the event that the governor and legislators cannot reach a budget agreement. Specifically, the Legislature and governor should modify state law to assure that the staff necessary to distribute state funds that are already encumbered or statutorily appropriated to local governments are distributed as statutorily scheduled, or in the absence of a statutory payment schedule, are released in a predictable and timely manner in the event of future shutdowns. The Legislature should also pass legislation that allows existing licenses of public employees to be continued during any future state government shutdown and should identify additional areas, such as electrical and plumbing inspection and plumbing plan review, where local governments could reasonably step in to handle the inspections, review, and approval necessary for local projects to move forward, and allows work on approved projects to continue in state rights-of-way. SD-6. Duration of Conservation Easements Issue: The Minnesota Marketable Title Act provides that any deed over 40 years old can be disregarded unless the holder of the interest re-records it. There is an exception for a person in possession of the property. A 2010 Minnesota Supreme Court decision said that the person in possession has to show that the possession has been visible enough to put a prudent person on notice of the interest, and that the possession has to be continuous. Sampair v. Village of Birchwood, 784 N.W.2d 65 (Minn. 2010). This creates issues for cities that have conservation easements. It is difficult, if not League of Minnesota Cities 4 2020 City Policies impossible, to show actual use of the easement because conservation easements are passive easements, not active ones. As a result, cities will have to re-record the easements every 40 years in order to maintain them. This will result in a significant administrative burden and increase costs for local units of government due to staff time, legal fees, and recording fees. Additionally, Minn. Stat. § 500.20, entitled “Defeasible Estates,” provides in subd. 2a that private covenants, conditions, or restrictions that affect the title or use of real estate cease to be valid 30 years after the date of the instrument creating them and they may be disregarded. This provision was initially enacted in 1988. Minn. Stat. ch. 84C regarding conservation easements was enacted in 1985, and Minn. Stat. §§ 84.64-.65 regarding conservation restrictions were originally enacted in 1974. Because conservation easements and conservation restrictions are not listed among the restrictions that are not subject to Minn. Stat. § 500.20, subd. 2a, it is possible to conclude, by negative implication, that subd. 2a does apply to the conservation easements and conservation restrictions created by earlier enacted statues. This conclusion is inconsistent with the language in Minn. Stat. § 84C.02(b) that “a conservation easement is unlimited in duration unless the instrument creating it otherwise provides.” Response: The League of Minnesota Cities supports legislation that excepts holders of conservation easements from re-recording the easements under the Minnesota Marketable Title Act and that clarifies that Minn. Stat. § 500.20, subd. 2a, does not apply to conservation easements and restrictions. SD-7. Responsibility for Locating Private Underground Facilities Issue: Cities are responsible for complying with state pipeline safety regulations that hold cities responsible for locating and marking private service laterals that connect in public rights-of-way to city sanitary and storm sewer, water, and district heating systems. The Minnesota Office of Pipeline Safety (MNOPS) is proposing amendments to state pipeline and safety rules related to the definition of excavation and changes to mandatory damage reporting. Cities are concerned that damage to private service laterals within the public right-of- way continues due, in part, to construction methods during the replacement, repair and/or installation of underground utilities which cross city water and sewer services that are in the public rights-of-way. Trenchless excavation could potentially cause damage to underground service laterals and negatively impact the quality of utility services. Response: The League supports the changes to the definition of excavation presented by MNOPS at the 2012 Review of Minn. Stat. ch. 216D. Cities support the elimination of windbreaks, shelterbelts, and tree plantations from the definition of excavation, unless any of these activities disturbs the soil to a depth of 18 inches or more. The League supports exempting normal maintenance of roads and streets from the definition of excavation if the maintenance does not change the original grade and does not involve the road ditch by defining “original grade” as the grade at the date of issue of the first notice by the excavator. League of Minnesota Cities 5 2020 City Policies The League supports increasing MNOPS fines for violators of state pipeline safety requirements, bringing state penalties in line with federal penalties. The League opposes mandatory damage reporting and recommends a simple standardized form to encourage cities to voluntarily report damages. The League opposes requirements that would force cities to mark underground facilities of all sizes and materials. The League recognizes that trenchless excavation presents concerns to cities. Private property owners in the excavation area must receive advance notice of any trenchless or other excavation activities that could affect the quality of utility services. Notice must include at least one phone number for assistance in case of any service problems. Contractors must comply with city permits requiring that the drill head be visible when crossing any paint marks and moving through the pothole at the depth that the city allows for the installation. Cities must not be required to locate privately-owned water and sewer laterals and must not be held responsible for actions by excavators when the city determines not to locate such facilities. Excavators should be responsible for locating and protecting any private service lateral that is impacted by excavation activities conducted on private property beyond the public right-of-way. SD-8. Utility Relocation Under Design-Build Road Construction Issue: The Minnesota Department of Transportation (MnDOT) has promoted legislation relating to the design-build construction process that would require private and public utilities to be responsible for utility relocation necessitated by road construction. The policy, if enacted, would create unanticipated costs for utilities owned and operated by cities. Municipally-owned utilities would be unreasonably held to the same standards as privately-owned utilities that exist in the public right-of-way. Response: The League of Minnesota Cities supports use of the design-build procedure, however, municipal utilities that exist in the public right-of-way should not be penalized under this process. Municipal utilities legitimately exist in the public right-of-way. When a MnDOT construction project requires the relocation of utilities, the cost of relocating municipal utilities should be shared equitably between MnDOT and affected municipal utilities. SD-9. National Fire Protection Association (NFPA) Standards Issue: The National Fire Protection Association (NFPA) is an international association of individuals and trade and professional organizations that deals with fire and life safety. The NFPA has advocated legislation that would mandate two standards: NFPA 1710, Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, and NFPA 1720, Organization and Deployment of Fire Suppression, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments. NFPA standards 1710 and 1720 define minimum response times, minimum fire company staffing levels, initial full alarm response levels, and extra alarm response levels. Although NFPA codes and standards League of Minnesota Cities 6 2020 City Policies are voluntary, they are often adopted by local jurisdictions. Response: Levels of service delivery for fire and emergency medical services (EMS) have always been determined by local jurisdictions. If mandated, the NFPA standards would force local governments to shift dollars from fire prevention programs to fire suppression activities, potentially increasing the risk of fire and the danger to local firefighters. The League of Minnesota Cities opposes any attempt to mandate standards for minimum staffing levels of fire, specialized or EMS vehicles controlled by units of local government. The League also opposes any attempt to adopt a standard dictating or affecting the response time of any fire, specialized or EMS vehicle. SD-10. Fire Mutual Aid Issue: City and township fire departments regularly assist each other with firefighting and other response activities. This mutual aid is mostly authorized by individual written contracts with each city or township, which results in a patchwork of different agreements with different provisions. Often, each city attorney recommends different provisions. Following the Red River floods and the St. Peter tornados, emergency responders (including fire departments) met and helped pass a statute to govern mutual aid situations when there is an emergency declared by mayor or governor and no written agreements exist. The statute, Minn. Stat. § 12.331, provides a framework for how worker’s compensation, liability, property claims, insurance, and charges between the departments will be handled in mutual aid situations. The League of Minnesota Cities Insurance Trust (LMCIT) developed a model mutual aid agreement that contains the same basic structure for liability as the statute. Many cities have entered into area-wide mutual aid agreements that are similar to the LMCIT model agreement. To provide uniformity, there should be a statute that is similar to Minn. Stat. § 12.331, to govern daily fire mutual aid situations that do not rise to the level of emergencies. Response: The Legislature should pass a statute to provide uniform provisions when fire departments assist each other. These provisions should include statutory definitions and clarifications for: a) Who is in command of the mutual aid scene. b) Who will cover the firefighters for worker's compensation. c) How liability and property claims will be handled. d) Who will pay for expendable supplies such as foam. e) When fire departments will charge each other for these services. f) The ability for fire departments to opt out by having a separate written agreement. SD-11. Clarification of Joint Powers Relationships with Federally Recognized Indian Tribes Issue: During the 2010 legislative session, Minn. Stat. § 471.59 was modified to allow federally recognized Indian tribes to participate in joint powers agreements with other governmental entities, including Minnesota cities. Indian tribes are extremely unique legal entities under federal law and international treaties. The new law was a broad brush authorization that did not address important issues that uniquely arise League of Minnesota Cities 7 2020 City Policies when dealing with Indian tribes related to sovereignty, insurance liability and liability limits (commonly called “tort caps”). Previous laws, such as Minn. Stat. § 626.93 (authorizing tribes to act as law enforcement entities) explicitly addressed these concerns. Since the new law passed, interest has been expressed by public safety groups and individual cities in entering into joint powers agreements with federally recognized Indian tribes. However, legislative guidance is needed to address concerns related to sovereignty, insurance and liability limits for these agreements. Response: Include in Minn. Stat. § 471.59 (the joint powers statute) language substantially similar to Minn. Stat. § 626.93 that clarifies that Indian tribes entering into joint powers relationships agree to: a) Be subject to liability for its torts and those of its officers, employees, and agents acting within the scope of their employment or duties arising out of the joint powers agreement to the same extent as a municipality under Minn. Stat. ch. 466; and b) Notwithstanding Minn. Stat. § 16C.05, subd. 7, waive its sovereign immunity with respect to claims arising from liability under the joint powers. SD-12. Ambulance Service Costs and Liability Issue: The cost of providing ambulance care has increased steadily over the last several years due in part to changes in Medicare and Medicaid reimbursement. The federal Balanced Budget Act (BBA) of 1997 made two significant changes to ambulance billing. First, the act mandated that all ambulance services accept Medicare and Medicaid assignments as payment in full; that is, ambulance services cannot bill the Medicare or Medicaid patient for any unpaid balance beyond the Medicare or Medicaid assignment. Second, the act mandated a uniform fee schedule that was implemented in April 2002. The new fee schedule significantly reduced reimbursement levels for many ambulance services. The BBA mandates are impacting the ability of some Minnesota ambulance service providers to adequately fund their operations. The loss of revenue due to Medicare and Medicaid reimbursement changes, coupled with higher insurance rates, is affecting the ability of many non-government-based ambulance service providers to deliver emergency care, particularly in rural Minnesota. All ambulance services and personnel are regulated by Minn. Stat. ch. 144E and must comply with the same licensing, training, and equipment-related requirements, regardless of ownership. In addition, the liability exposure of medical directors associated with ambulance service is a concern. While medical directors of government-based ambulance services may arguably be covered by public official immunity, the law is unclear and should be clarified. Response: The League of Minnesota Cities supports federal legislation that would: a) Require Medicare to set ambulance payment rates at the “regional cost” of providing service; b) Require adequate reimbursement for ambulance providers; c) Establish a “prudent layperson” standard for the payment of emergency ambulance claims such that if a reasonable person believed an emergency medical problem existed when the ambulance was requested, Medicare would pay the claim; League of Minnesota Cities 8 2020 City Policies d) Make it easier for providers to file claims with Medicare by eliminating a processing system that often leads to the rejection of legitimate reimbursement claims. The League also urges the Legislature to extend the protection of the state and municipal Tort Claims Act to licensed third parties that contract with a municipality to provide ambulance services. The League also supports extending the applicability of public official immunity to medical directors in the course of ambulance service activities. SD-13. Fees for Service Issue: While general services—such as permitting, inspections or enforcement—are typically funded out of a city’s general fund, cities often impose fees to cover the cost of providing certain services, permits, and licenses. The Legislature and interest groups often seek to mandate or preserve fee limitations for city services. Over the last several years, the Legislature has enacted a number of new laws designed to rigorously control local fee-setting authority. Examples of such mandates include placing limits on coin- operated amusement machine license fees, on-sale and off-sale liquor license fees, license fees for retailers selling fireworks, deputy registrar fees and planning and zoning fees. The state also requires cities that collect more than $5,000 in development-related fees each year to annually report all construction and development fees to the Department of Labor and Industry. Response: While the state has a role in providing a general, statewide funding policy, the state should not interfere in the decision-making functions performed by cities when setting city budgets to provide city services. The League of Minnesota Cities seeks authority for cities to charge fees that are reasonably related to the cost of providing the service, permit or license. The League opposes legislation that would require specific methods to pay for city services or would place caps on city fees. SD-14. Improving and Increasing Citizen Access to Information Issue: State law requires that cities publish certain types of information in a “qualified” newspaper designated by the city. While the requirements vary based on city population size, most cities must publish: ordinances before they can take effect; advertisements for bids; various financial reports; meeting and hearing notices; notices of elections; dates for filing affidavits of candidacy; and sample ballots. Collectively, these items are referred to as “official notices,” legal notices” and “public notices” in state statute. There are several requirements in statute for a newspaper to be a “qualified” or “official” newspaper for the city. For instance, there can only be one newspaper chosen for the city; it must be printed in English in a newspaper format; if it is a daily newspaper, it must be distributed at least five days each week; if not a daily paper, it may be distributed twice a month with respect to the publishing of government public notices; it must be circulated in the city which it purports to serve, and either have at least 400 copies regularly delivered to paying subscribers or have at least 400 copies distributed without charge to local residents. As technology has evolved, citizens have become more accustomed to the instantaneous availability of online information. Because cities are committed to providing information to citizens and League of Minnesota Cities 9 2020 City Policies responding to this demand, they have invested heavily in their websites and in growing a robust online presence. They survey citizens about what method of communication is preferred and based on this, cities update, reform, evolve, and advance communication tools and often, they do so with limited means and resources to ensure citizens have access to information about their city. Because of the publishing mandate outlined in state statute, cities continue to publish in newspapers with limited resources while simultaneously providing information to citizens in the format they actually demand: online. These requirements originated in 1949 and to ensure the original intent of the law – providing citizens access to their local government – it is time to eliminate these outdated requirements and make communicating with citizens more efficient. Response: The Legislature should eliminate outdated and unnecessary publication requirements that are no longer relevant or representative of the technology we now have that has significantly increased access to government. Cities should have the authority to: a) Determine whether web publication should replace or supplement newspaper publication based on the unique needs of each community. b) Designate an appropriate publication that reaches the maximum number of citizens possible. c) Use alternative means of communication to fulfill statutory requirements such as city newsletters, cable television, video streaming, e- mail, blogs and city websites. d) Expand the use of summaries where information is technical or lengthy. e) Publish and provide public access to local codes of ordinances on a website accessible to the public and to post revisions and changes to city codes, resolutions, and rules on the city website, when feasible. SD-15. Administrative Fines for Code Violations Issue: Many statutory and home rule charter cities have implemented administrative enforcement programs for violations of local regulatory ordinances such as building codes, zoning codes, health codes, and public nuisance ordinances. This use of administrative proceedings has kept enforcement at the local level and reduced pressure on over-burdened district court systems. Cities using administrative enforcement processes experience a lower cost of enforcement and a quicker resolution to code violations. Minnesota statutes expressly provide the authority for all cities to utilize administrative enforcement of local codes and enforcement of liquor license and tobacco license violations. In 2009, the Legislature amended Minn. Stat. ch. 169, the chapter of law pertaining to state traffic regulations, to allow cities and counties to issue administrative citations for certain minor traffic offenses. Since the passage of the 2009 administrative traffic citations law, some people have questioned whether administrative citations for non- traffic, liquor, and tobacco license code violations can be legally issued by statutory cities given that state law does not expressly provide authority on other code matters. Response: The League of Minnesota Cities continues to support the use of city administrative fines for local regulatory ordinances, such as building codes, zoning League of Minnesota Cities 10 2020 City Policies codes, health codes, public nuisance ordinances, and regulatory matters that are not duplicative of misdemeanor or higher-level state traffic and criminal offenses. The Legislature should clarify that both statutory and home rules charter cities have the authority to issue administrative citations for code violations. Further, state statute should allow statutory and home rule charter cities to adjudicate administrative citations and to assess a lien on properties for unpaid administrative fines. SD-16. Contracting and Purchasing Issue: Minnesota statutes stipulate contracting and purchasing requirements for Minnesota cities. The law prescribes the process political subdivisions must use to make purchases and award contracts, and requires a competitive sealed bid procedure for contracts or purchases over $175,000. The intent of these statutory requirements is to provide taxpayers with the best value for their dollar and ensure integrity in the process. However, imposing these statutory requirements may, at times, result in political subdivisions paying more for goods and services than private entities under the same circumstances. The Legislature recognized the benefits associated with alternative purchasing methods when it amended municipal contracting law in 2004 to authorize the use of reverse auctions to purchase supplies, materials, and equipment. Similarly, other contracting procedures, including “design- build” and direct negotiation are proven alternatives to the formal bidding process. Authorizing broader use of these types of alternatives as the Legislature did in 2009 by authorizing a design-build pilot program, would enhance the ability of cities to make appropriate and fiscally responsible purchasing decisions. Response: The League of Minnesota Cities supports broader use of alternative contracting and purchasing methods that streamline the process and reduce local purchasing costs. Specifically, the League supports authorizing cities to use the design-build procedure and providing municipalities with broader authority, similar to that of private businesses, to directly negotiate contracts. The Legislature should establish a task force to review municipal contracting laws, and consider contracting and purchasing reforms that give cities the flexibility to provide quality goods and services at the lowest cost to taxpayers. SD-17. City Enterprise Operations Issue: Historically, city enterprise operations have been created in response to community needs, lack of a private market, financial reporting requirements, state and federal mandates, to enforce state and local law, and to ensure a quality of life for the residents of a community. Establishing an enterprise operation allows a city to provide a desired service while maintaining financial control over service levels, costs, and public inputs. In some cases, enterprise operations produce general public benefits and may require public support to ensure a desired level of service at a reasonable cost. The benefits of an enterprise operation, therefore, should be evaluated not solely in terms of profitability but also on the service benefits to citizens of the community. Response: The League of Minnesota Cities supports the local decisions made by cities to deliver services by establishing a city enterprise operation. The state should refrain from infringing on the ability of a city to provide services for its community. League of Minnesota Cities 11 2020 City Policies SD-18. Preservation of Order in City Council Meetings Issue: The Minnesota Supreme Court recently held a provision in Minn. Stat. § 609.72, subd. 1(2), that prohibits disturbing public meetings was unconstitutionally broad. State v. Hensel, A15-0005 (Minn. 2017). Minn. Stat. § 412.191 gives statutory authority to city councils to preserve order and regulate procedure at their meetings. Cities rarely relied on the struck-down statute, but instead used other avenues to maintain order, such as issuing warnings and enforcing decorum rules. The struck-down statute served as a last resort when other options did not work. Response: The Legislature should ensure statutes adequately balance public participation with the ability to effectively manage public meetings and protect public safety. SD-19. Constitutional Amendments Issue: The Minnesota Constitution requires that a constitutional amendment be approved by a simple majority of both chambers of the Legislature at one session, and must then be ratified by a majority of all the voters voting at the election. Minnesota is one of 18 states that require a simple majority vote by legislators while 26 states require a higher threshold (17 states require a two-thirds majority and nine require a three-fifths majority). Since statehood, 215 proposed constitutional amendments have been voted on by the electorate; 120 of them have been approved (56%) and 95 rejected (44%). Cities provide a variety of critical and essential services to residents of Minnesota. Many public policy decisions at the state level impact cities and therefore, city officials depend on their state legislators to represent city interests at the Legislature. Additionally, unlike a statutory change, a constitutional amendment is difficult to modify or repeal once enacted. Response: The League of Minnesota Cities strongly supports our representational system of government and opposes laws and amendments that restrict local government. The Legislature is the appropriate governing body to consider and enact laws that reflect statewide interests. Utilizing constitutional amendments to change public policy circumvents this process. Therefore, the League supports requiring a supermajority vote (two-thirds in support) by the Legislature to put an amendment on the ballot. SD-20. Initiative and Referendum Issue: The Legislature has frequently considered legislation to establish initiative and referendum by proposing to place a question for voter approval on the state general election ballot to amend the state constitution to allow voters to initiate or repeal state laws by submitting a petition which would cause such questions to be placed on the state general election ballot. Response: Cities strongly support our representational system of governance and, therefore, oppose amending the state constitution to provide for initiative and referendum. The Legislature is the appropriate governing body to consider and enact public policy that reflects statewide interests. The process of adopting state law based on good public policy is best upheld and supported by increasing the accountability and responsiveness of the legislative process, not by circumventing it. Presenting complex issues to voters in League of Minnesota Cities 12 2020 City Policies the guise of direct democracy further weakens representative government. A state constitutional amendment to provide for initiative and referendum subjects cities and their residents and taxpayers to the unintended outcomes of sometimes unwise attempts to place significant public policy decisions into the hands of special interests that can raise unlimited funds for the purpose of promoting their more narrow interests. SD-21. Civil Liability of Local Governments Issue: One of the barriers to the delivery of governmental services and programs is the exposure of local governments and their officials to civil damage claims. The state has acted to protect itself and its local governments by enacting exceptions and limitations to liability suits, and authorizing self-insurance and other mechanisms to deal with claims allowed by law. Response: The League of Minnesota Cities supports: a) Creating an exception to municipal tort indemnification law, Minn. Stat. § 466.07, where an employee is defended and indemnified for claims under a contract of insurance carried by the employee. b) Extending the protection of the state and municipal Tort Claims Act to quasi-governmental entities when performing public services such as firefighting or licensed third-party ambulance providers that contract with a municipality to provide ambulance services. c) Existing constitutional safeguards for protecting public and private property interests without any statutory expansion of property rights. d) Clarifying and maintaining the applicability of municipal immunity in various areas, including, but not limited to, vicarious official immunity and park and recreational immunity, including the extension to entities providing a public service that have not traditionally been included within the immunity (e.g., state trails over municipal utility easements). e) Preserving changes to Minnesota’s joint and several liability laws that require a municipality to be at least 50 percent at fault to be held responsible for 100 percent of a damage award. f) Reasonable limits on the amount and circumstances in which statutory attorney fees may be awarded in order to encourage settlement by all parties and decrease the likelihood of litigation. g) Preserving the essential structure of the local government tort liability caps in Minn. Stat. § 466.04. SD-22. Private Property Rights and Takings Issue: In the wake of the U.S. Supreme Court’s 2005 decision, Kelo v. City of New London, 545 U.S. 469, which upheld the ability of local governments to use eminent domain for economic development purposes, the Legislature enacted significant restrictions on cities’ use of eminent domain for economic development and redevelopment, and imposed new compensation and procedural requirements that apply to all condemnation actions, including those for traditional public uses such as roads, parks, and schools. Legislation to control cities’ abilities to perform regulatory acts—such as road rights-of-way condemnation, shooting range zoning, and amortization—has also received strong support from legislators. In addition, League of Minnesota Cities 13 2020 City Policies some legislators would like to authorize businesses to seek inverse condemnation when a governmental entity enters the business market and provides competing goods or services or limits the number of businesses that can operate privately or receive public contracts. Such legislative initiatives threaten a wide array of planning, environmental, historic preservation, and land conservation measures and undermine the fundamental responsibility of cities to protect the public health, safety, and welfare of its citizens. In 2006, the Legislature enacted Minn. Stat. § 117.031, a statute related to attorney fees in the eminent domain process. The structure of the statute has resulted in attorney fee awards in eminent domain actions that have no relationship to the outcome of the case, serve only to encourage litigation, and shift limited public funding away from infrastructure projects. Response: State law must continue to provide cities with the tools needed to balance the rights of private property owners with the interests of the public. The League of Minnesota Cities opposes legislation that diminishes the ability of cities to act in the best interest of the health, safety, and welfare of its citizens; that increases the cost of doing business for the public good; or that creates the possibility of additional lawsuits against cities. Specifically, the League opposes legislation that: a) Allows businesses to seek inverse condemnation when a city provides competing goods or services, or limits the number of private operators. b) Creates an automatic cause of action for damages any time a local regulatory action impacts the use or reduces the value of private property. The League supports legislation that: a) Authorizes cities to use eminent domain for economic development and redevelopment projects that advance a greater public good that benefits the community. b) Empowers local elected officials to determine whether a particular taking of property serves a public purpose. c) Creates incentives to encourage landowners to voluntarily sell their property to the public for development or redevelopment. d) More appropriately balances awards of attorney fees and costs of litigation with the outcome of the eminent domain proceeding. SD-23. Organized Solid Waste Collection Issue: “Organized collection” refers to a situation where a local unit of government, for any of a variety of reasons, decides that there is a public interest served by limiting the number of solid waste and recycling collection services available in the area. The reasons for implementing organized collection can vary, but include: a) Public safety concerns caused by the number and frequency of large trucks moving quickly through residential neighborhoods; b) Reducing wear on public infrastructure from heavy truck traffic; c) Improving the efficiency, cost and quality of garbage and recycling service provided to local residents; d) Cooperating with other local governments to best meet solid waste management and recycling objectives; League of Minnesota Cities 14 2020 City Policies e) Taking local steps to reduce energy impacts of public services; and f) Meeting the requirements of county ordinances and solid waste management plans as required under Minn. Stat. § 115.94. Organized collection is also encouraged in state solid waste policies as a means of improving the efficiency and coordination of solid waste management between local units of government. There are very specific and burdensome public procedures laid out in statute defining how such a decision must be publicly vetted and approved and over what time period that can occur. Despite all of these important and valid reasons for using organized collection, legislation has been discussed in several recent sessions that would allow special takings claims or contractual damages to be claimed by the solid waste industry if local governments make decisions that limit the number of companies that can collect garbage in a community in a manner that prevents a company currently operating in the community from continuing to do so through the implementation of organized collection. The unspecified and ongoing liability this change would create would have the effect of eliminating organized collection as a waste management option. This change would also create a virtual monopoly situation for any company awarded a solid waste contract under organized collection. The local unit of government would have to “buy out” a contractor in the future to change providers, even if their services were no longer the lowest bid. It also creates an incentive for bidders under organized collection to submit high bids, as they would be eligible for damages if they fail to win without having to provide service. Furthermore, this is a precedent that, if applied to other government purchasing and service contracting decisions, would clearly run counter to the public purpose of government providing services at the lowest feasible cost to taxpayers. Response: The League of Minnesota Cities opposes efforts to apply inverse condemnation claims to city solid waste contracting decisions or to allow automatic contractual damage claims for solid waste haulers that lose competitive bids in organized collection communities. Further, the League supports the current state policy that organized collection is a valuable tool as part of a comprehensive solid waste and recycling management program and recognizes the need to protect and preserve the authority of cities to adopt solid waste service contracts that protect public safety, the environment and public infrastructure. SD-24. Private Well Drilling Issue: The state has continued to place requirements on public water supply providers to add drinking water treatment and testing, to restrict the volume of water used, and to increase the cost of water use through fees and requirements on utility rate structures. As a result, many water users are choosing to obtain all or portions of their water from wells they place on their own property. This creates risks to public health and safety, can affect the surrounding environment, can affect city water supplies, and can leave city water utilities with massive losses of customer load and rate revenue. Providing clean, safe, cost-efficient drinking water to citizens is an essential service provided by 726 active municipal water systems. The Minnesota Department of Health (MDH) agrees that cities have the statutory authority to determine whether League of Minnesota Cities 15 2020 City Policies private wells are an appropriate use within their boundaries and that cities must protect the public water supplies from numerous private wells in city boundaries. Private wells in a city increase the risk of contaminating public water supplies and encourage over use of water. Cities have the authority to regulate and even prohibit private wells by local ordinance. Response: The League of Minnesota Cities supports current law that authorizes cities to protect public health and safety through local controls regulating or prohibiting private wells being placed within municipal water utility service boundaries and would oppose any changes to law to remove that authority. SD-25. Sustainable Development Issue: Minnesota cities spend significant time and resources planning for growth, development, and redevelopment that will best serve the future needs of their residents. Numerous factors are considered as part of that process, but an area of increasing interest involves concepts often categorized as “sustainable development.” Minn. Stat. § 4A.07, subd. 1(b), defines this term, as it pertains to local government, to mean “development that maintains or enhances economic opportunity and community well- being while protecting and restoring the natural environment upon which people and economies depend. Sustainable development meets the needs of the present without compromising the ability of future generations to meet their own needs.” Cities play a key role in fostering sustainable development and other conservation practices due to their role in land use planning and zoning, stormwater and wastewater management, and local economic development. Local governments can take a lead on these issues by choosing to incorporate aspects of sustainable development into their local operations and facilities. They can also develop local policies and regulations that support and guide individual and private sustainability efforts. The ability of a city to affect these changes can, however, be restricted by policies and requirements imposed by other levels of government. Sustainable development initiatives can cover a wide range of issues, but share the benefit of lessening the future environmental impacts of communities on the land, air, and water in their area. Lakes, streams, rivers, wetlands, wildlife habitat, shoreland areas, and other natural resources can be protected and enhanced in quality through local efforts. Energy efficiency and renewable energy production reduce the energy demands of a community and the environmental impacts of energy production. By more efficiently using public infrastructure and minimizing resource consumption, the costs to individuals, business, and government can be reduced. New and expanded business and job opportunities are also generated by the “green” products and services needed to implement sustainable development initiatives. The ideal result of well-planned sustainability, natural resources management, and conservation efforts is a city that is more efficient in the use of its resources and infrastructure, creates fewer environmental problems for future generations to address, and is a more desirable home for residents and businesses. Response: The League of Minnesota Cities supports federal, state, and regional efforts to promote sustainable development where the effectiveness of the proposed practice is supported by sound science, and as long as those efforts do not supersede the authority of local League of Minnesota Cities 16 2020 City Policies governments to determine their own policies regarding land use and related issues. Providing technical assistance and financial incentives, and streamlining regulations to encourage local governments and private property owners to engage in sustainable development practices, as well as assisting in education and information efforts for the building industry and the public, are the best means to generate successful results. These programs should focus on outcomes, allowing flexibility in how to best meet those outcomes in different locations and situations. The League opposes mandates that limit the authority of cities to determine what practices will best meet the needs of their communities. The League supports sustainable development efforts that meet the above criteria, including programs proposed in the following areas: a) Shifting public resources, services, investments, purchasing power, and procurement toward more economically and environmentally sustainable outcomes where those solutions are cost effective and appropriate. b) Using local land-use planning and zoning to protect and enhance limited natural resources, and reduce the impacts of growth and development on local infrastructure. c) Promoting efficient and renewable energy sources. d) Encouraging sustainable building design, construction, and operation strategies focused on integrated design, energy efficiency, water conservation, stormwater management, waste reduction, pollution prevention, indoor environmental quality, and the use of low-impact building materials and products. e) Supporting sustainable economic development, such as brownfield clean-up, on-site stormwater management, and sustainable business practices and technologies. f) Assisting and recognizing local governments that take actions to reduce greenhouse gas emissions and increase energy efficiency by providing and identifying technical assistance, financial assistance, and best practices. SD-26. Construction Codes Issue: The State Building Code (SBC) is the statewide standard for the construction, reconstruction, alteration, and repair of the buildings and other structures of the type governed by the code. A building code provides many benefits, including uniformity of construction standards in the building industry, consistency in code interpretation and enforcement, and life- safety guidance. Since 2018, the state will adopt a new version of the SBC every six years after a rulemaking process that allows for significant public input. The League supports adopting and amending the SBC through the rulemaking process, and opposes legislative changes to the building codes absent unusual or extraordinary circumstances. While all cities must enforce certain codes— such as the accessibility code and the bleacher safety code—enforcement of the SBC remains a local option for cities outside of the seven-county metropolitan area with fewer than 2,500 people that did not adopt the code before Jan. 1, 2008. Requiring enforcement of the SBC by smaller cities in Greater Minnesota is cost-prohibitive for League of Minnesota Cities 17 2020 City Policies many cities, and would result in an unfunded mandated. While a single set of coordinated codes helps provide consistency in code administration and enforcement, implementation of sustainable building design, construction, and operation does not readily integrate with the existing state building and energy code system. As a result, many cities are interested in adopting stronger local standards for sustainable development and conservation. Response: A statewide-enforced building code may have benefits, but requiring it would result in an unfunded mandate. Enforcing the State Building Code should remain a local option for the municipalities that have not already adopted the Code, unless the state fully funds the costs of enforcement and inspection services necessary to enforce a statewide building code. If the Legislature requires all cities to enforce the State Building Code, local governments must have the option to hire or select a building official of their choice and set the appropriate level of service—even if the state fully funds code enforcement activities. The state should collaborate with local governments, construction industry representatives, and other stakeholders to review the building and energy codes and consider modifications to encourage sustainable building design, construction, and operation. Specifically: a) For purposes of federal conformity, the state should adopt the International Energy Conservation Code as part of the State Building Code. b) The state should include an optional sustainable appendix to the State Building Code to allow cities to utilize appropriate parts of guidelines in their communities. c) The Legislature should authorize cities to experiment with stronger local standards for sustainable development and conservation that will help inform the state code development process. SD-27. Building Officials Issue: There is a shortage of certified building officials in Minnesota. This shortage is particularly acute in Greater Minnesota where some cities have trouble finding certified building officials to perform inspections required by state law. Minnesota needs to hire a new generation of certified building officials, and must ensure that current officials have adequate training and opportunity to inspect a wide range of projects. The Department of Labor and Industry (DLI) has authority over state-licensed facilities and public buildings. Pursuant to Minn. Stat. § 326B.106, subd. 2, it must delegate authority to inspect projects on these buildings to a municipality if DLI determines that the municipality has adequate qualified local building officials to perform plan review or inspection of the projects. In 2014 the Legislature passed legislation requested by the League of Minnesota Cities and agreed to by DLI to provide more transparency and clarity to the delegation process. DLI, after consulting local governments and the League, implemented a new delegation procedure as required by statute. Although the new delegation process is a significant improvement, it can still be difficult for League of Minnesota Cities 18 2020 City Policies local building officials to achieve the experience necessary to be delegated full inspection authority. Response: Minnesota’s housing and construction industries depend on the work of local building officials, and cities that enforce the State Building Code endeavor to provide quality code administration and enforcement. The State must increase its efforts to train new building officials, and must provide sufficient education to help local officials efficiently administer and enforce construction regulations to protect the health and safety of citizens. These education efforts should include training to assist local building officials gain the requisite experience to qualify for delegation of state-licensed facilities and public buildings. The League urges the state to make surplus revenue from the building permit surcharge available to local governments to help defray the cost of complying with code official training and education requirements. SD-28. Disability Access Requirements Issue: Title II of the Americans with Disabilities Act (ADA) of 1990 requires that state and local governments provide people with disabilities equal opportunity to benefit from all of their programs, services, and activities. Public entities are not required to take actions that would result in significant financial and administrative burdens, but they must modify policies, practices, and procedures to avoid discrimination unless they can demonstrate that doing so would fundamentally alter the nature of the service, program, or activity being provided. State and local governments are also required to follow specific standards when constructing new facilities and altering existing public buildings, and they must relocate programs or otherwise provide access in inaccessible older buildings. Under the ADA, public entities are not necessarily required to make each existing facility accessible. However, their programs—when viewed in their entirety—must be readily accessible to people with disabilities. A public entity may achieve program accessibility through various methods. For example, a city may alter existing facilities, acquire or construct new facilities, relocate a service or program to an accessible facility, or provide services at other accessible sites. One district court judge has taken an expansive view of disability access requirements for public recreation facilities. The case involved a parent who sued a city due to difficulty viewing soccer and baseball games on certain city fields. The court, in interpreting the Minnesota Human Rights Act (MHRA), held that any public facility is a public service. Since the MHRA requires that every public service be accessible to disabled persons, the court concluded that each and every playing field and other public facility must be fully accessible. The court rejected the ADA’s limitations on modifications for physical access to older facilities, as well as the ADA’s “when viewed in its entirety” language for program access. The result is a more restrictive state standard for physical access to public facilities than required by the ADA and the State Building Code. Response: The League of Minnesota Cities supports changes to the MHRA that will make state accessibility standards compatible with the federal ADA for public services and facilities. The Legislature should clarify that a facility that is in compliance with League of Minnesota Cities 19 2020 City Policies Accessibility Code provisions of the State Building Code meets the physical access requirements of the MHRA. State law should also specify that accessibility requirements apply to public programs and services as a whole, rather than to each individual aspect of a public program or service. SD-29. Assaults on Code Enforcement Officials Issue: Many city employees and contractors are required to enforce city codes and ordinances and state statutes and rules as part of their job duties. Code enforcement can involve denying a building permit, ordering a landlord to make repairs to rental properties, or fining property owners for failing to abate a nuisance. Because of the nature of their job, code enforcement officials can be subjected to verbal assaults, threats, and physical violence. Minnesota law recognizes the need to protect certain employees whose jobs make it more likely that they will be the target of assaults by escalating assault charges from fifth to fourth degree for the assaults of peace officers, firefighters, school officials, and “public employees with mandated duties”. Minn. Stat. § 609.2231, subd. 6, specifically defines “public employees with mandated duties” as agricultural inspectors, occupational safety and health inspectors, child protection workers, public health nurses, animal control officers, and probation or parole officers. An assault on one of these employees who is engaged in the performance of a duty mandated by law, court order, or ordinance, is a gross misdemeanor if the person knows the employee is engaged in the performance of official duties and inflicts demonstrable bodily harm. Under current law, an assault on a code enforcement official not enumerated in Minn. Stat. § 609.2231, subd. 6, while performing official business can only be charged as fifth degree assault, a misdemeanor, unless it results in substantial bodily harm. All code enforcement officials should be afforded the same protections under Minnesota Statutes, and the legislature should amend the statute to expand the employees covered by the statute. Response: The legislature should expand Minn. Stat. § 609.2231, subd. 6, to include code enforcement officials. The term code enforcement official should be defined broadly to include public employees and contractors whose jobs require them to enforce all administrative codes, rules, ordinances, and state laws. SD-30. Restrictions on Possession of Firearms Issue: The Minnesota Citizens Personal Protection Act, also known as “conceal-and- carry,” prohibits guns on most school properties but forbids other local units of government from prohibiting loaded firearms on their properties. The inconsistencies in the law’s treatment of different kinds of properties have caused confusion about how the law applies to multi-use facilities, such as municipal ice arenas used for school-sponsored programs. Further, the law gives private property owners the right to prohibit guns in their establishments, but prohibits landowners from restricting firearm possession by tenants and their guests without distinguishing between residential and commercial properties. This creates confusion for shopping malls and other retail properties with large common areas that are not occupied by the tenants but which the League of Minnesota Cities 20 2020 City Policies tenants and their customers must cross to access the tenant’s space. Finally, the Citizens Personal Protection Act does not explicitly state the type of firearm a permit holder may carry, and this has led to ambiguity regarding whether the law is limited to the right to carry a pistol-length firearm in public or if it allows for any firearm, including a military-style assault rifle. Response: The League of Minnesota Cities requests an amendment to the Citizens Personal Protection Act that would allow cities to prohibit firearms in city-owned buildings, facilities, and parks. The League supports clarifying the Act to state that a permit holder, under the terms of a permit, is allowed to carry a pistol-length firearm, but not a semiautomatic military-style assault weapon. The League is not seeking a repeal of the Citizens Personal Protection Act, nor authority to prohibit legal weapons in parking lots or on city streets and sidewalks. The League also supports efforts by commercial property owners to clarify that the prohibition on restricting possession by tenants and their guests applies only to residential rental property. SD-31. Public Safety Communications Issue: The state role in financing public safety communications has important cost implications for cities. The state needs to accept financial responsibility for use by cities of the state public safety radio communications backbone. Cities have struggled to pay high expenses to participate in the 800 MHz statewide public safety system. In previous state budgets, the Legislature turned to revenue sources upon which cities depend to cover costs to purchase and operate new communications technology and hardware for computer-aided dispatch, 911 public safety answering points (PSAPs), and interoperable radio communications equipment and subsystems in order to finance the build-out of the state backbone for the new system. As a result, fees were directed to fund revenue bond debt service used to complete the statewide build-out of the Allied Radio Matrix for Emergency Response (ARMER) and the cost of operations of the state public safety radio communications backbone. At the federal level, the Federal Communications Commission (FCC) has ordered reservation of 700 MHz wireless spectrum for a national interoperable broadband network to meet public safety communications needs. FirstNet was established in 2012 as an independent authority within the National Telecommunications and Information Administration (NTIA) and is responsible for constructing a nationwide high-speed public safety wireless broadband network. Response: The League of Minnesota Cities supports continued and increased state financing of substantial local costs to participate in ARMER, including the acquisition and modernization of subscriber equipment, such as portable and mobile radios required for ARMER users. The League also opposes efforts to divert dedicated ARMER funds to the state’s general fund. The Legislature should fund regional cooperation and partnerships for effective delivery of 911 service, training and use of ARMER. The League also urges the FCC to continue to support availability of wireless spectrum necessary to expand channel capacity that allows local public League of Minnesota Cities 21 2020 City Policies safety agencies to meet future needs of cities and other local units of government. SD-32. CriMNet Issue: Public safety is compromised by the lack of centralized, complete, and accurate criminal history data about individuals, incidents, and cases. Without an integrated criminal justice information system, Minnesota cannot always hold serious criminals accountable for their crimes. CriMNet, Minnesota’s effort to integrate the 1,100 criminal justice information systems operated by agencies at all levels, will improve access to relevant criminal history data for public safety and criminal justice authorities. City officials are well aware of the complex issues raised by the utilization of electronic record keeping, data sharing, and access to records that identify data subjects. The League of Minnesota Cities recognizes that one of the challenges in making CriMNet operational is meeting the requirements of the Minnesota Government Data Practices Act (MGDPA). More than 500 cities operate police departments. These departments vary dramatically in fiscal capacity, staffing resources, and technical expertise. Further, each municipal law enforcement agency has unique operating procedures, strengths, and needs based on the community it serves. The League knows CriMNet will have a significant impact on municipal police business practices, and could mean increased staffing needs, training, and equipment purchases. The League also recognizes that every agency must participate fully in CriMNet to make the system effective. Response: The League of Minnesota Cities supports efforts by the state to integrate criminal justice information systems. The League also supports cooperation between legislators, law enforcement and corrections agents, court officials, prosecutors, community groups, and businesses that build public support for CriMNet. If CriMNet is to be implemented statewide, the Legislature must consider the different capacities of municipalities to participate. The League requests that the Legislature fund CriMNet planning and implementation at the local level. To ensure compliance with the MGDPA, comprehensive guidelines and operational practices should be implemented to safeguard access to and use of CriMNet data. However, data practices policies should not create new, unfunded mandates for local units of government or compromise CriMNet’s usefulness to the criminal justice system by creating unnecessary barriers. CriMNet stakeholders and participating users at the local level should be involved in crafting any legislation that would govern data practices requirements for CriMNet. SD-33. Pawn Shop Regulation and Use of the Automated Property System (APS) Issue: Minn. Stat. ch. 325J enables licensure for pawnbrokers and provides statewide minimum regulations for the pawn industry. Specifically, the law: a) Requires pawnbrokers to record all transactions, including details of the item pawned or sold, information about the customer and the cost of the transaction. b) Requires pawnbrokers to maintain records of all transactions for three years, and to make records available League of Minnesota Cities 22 2020 City Policies upon request to law enforcement agencies. c) Allows pawnbrokers to charge a maximum monthly interest rate of 3 percent of the principal amount loaned in a transaction, plus a reasonable fee for storage and services. The Automated Property System (APS) is a computerized system for tracking and monitoring pawn transactions. The purpose of the APS is to provide a tool to verify compliance with Minn. Stat. ch. 325J, to help identify and minimize illegal activity, to recover stolen property, and to provide a legitimate environment for consumers. Currently, almost 260 law enforcement agencies and over 190 stores in Minnesota and Wisconsin participate in the APS system as either a “query only” or “contributing” member. All access to and use of information in the APS system is governed by the Minnesota Data Practices Act. Only authorized users have access to the data. There is no public access to the data. Further, data that would reveal the identity of persons who are customers of a licensed pawnbroker or secondhand goods dealer are private data on individuals and only used for law enforcement purposes. Data describing the property in a regulated transaction with a licensed pawnbroker or secondhand goods dealer is public. Original pawn and secondhand transactions reported to the APS carry a $1 fee, regardless of the number of items involved. All subsequent updates or corrections to transactions are processed without charge. Contributing jurisdictions may also add regulatory costs to the transaction fee. The total transaction fee is then typically assessed by the dealer to the customer. A bill that would weaken Minn. Stat. ch. 325J and restrict the use of the APS has been introduced in the Minnesota Legislature. Specifically, the legislation would forbid law enforcement agents from acquiring customer information from pawn and secondhand shops until they have probable cause to do so, and would eliminate the authority of local units of government to more strictly regulate pawn and secondhand dealers. Response: The League of Minnesota Cities supports the authority of cities to regulate and license pawnbrokers, and opposes any legislation that would remove the authority of local governments to enact more restrictive regulations than currently exist in Minn. Stat. ch. 325J. The League supports the authority of cities to set licensing and transaction fees that enable them to recover their full regulatory and enforcement expenses. The League supports cooperation between law enforcement agencies and the pawn industry that enhances the ability to identify illegal activity and recover stolen property. Access to transaction information by law enforcement agencies is vital to accomplishing this goal. Further, the sharing of information through the use of the APS is a proactive way to prevent property and other crimes. SD-34. City Costs for Enforcing State and Local Laws Issue: Cities experience substantial costs enforcing state and local laws, particularly those related to traffic, controlled substances, and incarceration of prisoners. The current method in our criminal justice system of recovering costs for law enforcement and prosecution through fines League of Minnesota Cities 23 2020 City Policies is insufficient to meet the costs incurred by local governments. Further, when a violator requests relief from paying the full amount of the fine and surcharge, the courts have been more inclined to waive the fine than to reduce the surcharge. When this occurs, the local units of government recover no costs even though the city has incurred expenses. Response: The Legislature should review this issue and adopt measures that provide for complete reimbursement of the costs incurred by local governments in enforcing state and local laws. Solutions that should be considered include: a) Increasing fine amounts. b) Removing or modifying county and state surcharges that conflict with cost recovery principles. c) Requiring the courts to consider ordering restitution from the defendant to reimburse the costs of enforcement and prosecution as part of any sentence. d) Requiring that if a court reduces the amount paid by a violator, any reduction should be made from the surcharge and not the fine. SD-35. Compensation and Reimbursement for Public Safety Services Issue: Municipal public safety personnel often respond to emergencies involving non- residents. For example, municipal fire, police, and/or ambulance services may be dispatched to the scene of a traffic accident on an interstate highway involving victims from other cities or states. Although cities can bill for some public safety services they provide to non-residents, they have limited authority to collect on unpaid bills. Cities have also found that auto insurance policies vary when it comes to coverage for emergency responses. Insurance companies of those responsible for accidents sometimes deny payment for fire service. Additionally, municipal public safety personnel commonly respond to emergencies that require the provision of medical services. The medical services provided by the city-employed first responders are part of a continuum of health care that is covered by insurance companies when provided by paramedics and other medical care providers; however, insurance policies vary when it comes to coverage for municipally provided medical services. Insurance companies of those treated by municipal public safety personnel frequently deny payment for emergency medical services when they are billed by a municipality. Thus, when a municipal public safety agency provides first response medical assistance, they commonly do so at the expense of local property taxpayers. Response: While emergency medical responses are legitimate functions of municipal public safety departments, the costs of providing emergency medical care to individuals should be covered by insurance and not be borne exclusively by the community’s taxpayers. Cities should have the authority to bill for the full cost of first responder medical services they provide and to collect on unpaid bills. Insurance companies should be required to reimburse local governments for the full cost of providing these emergency medical services. Finally, auto and homeowners insurance policies should be required to insure for the cost of emergency responses. League of Minnesota Cities 24 2020 City Policies SD-36. Administrative Traffic Citations Issue: Cities have implemented administrative enforcement programs for violations of local regulatory ordinances, such as building codes, zoning codes, health codes, and public nuisance ordinances. This use of administrative proceedings has kept enforcement at the local level and reduced pressure on over-burdened district court systems. The Legislature has repeatedly increased the fine surcharge on district court cases to generate revenues for the state’s general fund. The surcharge—the amount paid over and above the fine—is now $75 per citation. The growth in the surcharge has dramatically increased the cost of citations and has caused some to question whether the total of the fine and surcharge is disproportionate for minor matters. To lower the amount imposed on their residents, a number of cities have expanded their administrative programs to include some offenses traditionally heard in district court, such as minor traffic offenses. The increased state surcharges have not been used to assist local units of government with the growing costs of enforcement and prosecution. No matter which entity—city, county or state—issues a statutory citation, the violator pays between $115 and $127 for a minor speeding violation. Of this amount, the city receives between $13 and $20, and the county receives just slightly more. Further, when a violator requests relief from paying the full amount of the fine and surcharge, the courts have been more inclined to waive the fine than to reduce the surcharge. When this occurs, the local units of government recover no costs even though the city has incurred expenses. In 2009, the Legislature amended the statutes to allow administrative fines to be issued for certain minor traffic offenses. Cities report that the short list of offenses noted in that law change does not adequately address the needs of local law enforcement. Additional authority is necessary to allow law enforcement officers to implement an effective program to reduce violations. Response: The League of Minnesota Cities continues to support the use of city administrative fines for local regulatory ordinances, such as building codes, zoning codes, health codes, public nuisance ordinances and regulatory matters that are not duplicative of misdemeanor or higher level state traffic and criminal offenses. Cities should have the authority to issue administrative citations for low- level moving and equipment violations that: 1) would otherwise result in warnings, and 2) occur on roadways where the speed limit is 45 miles per hour or less. If state leaders choose not to expand the list of administrative traffic offenses, they should then change the distribution of statutory violation fine revenues so that cities are adequately compensated for enforcement and prosecution costs. SD-37. Driver Diversion Programs Issue: Traffic offense educational diversion programs provide an alternative to first-time petty misdemeanor traffic citations. The programs require an accused violator to enroll in an educational class and successfully complete the class. The courses focus on safe driving and have been shown to change behavior and reduce recidivism, particularly among young drivers. In 2014, a judge in Wabasha County ruled that local units of government do not have League of Minnesota Cities 25 2020 City Policies the authority to implement minor traffic offense educations diversion programs that are not explicitly authorized by law. Given this ruling, many longstanding, successful diversion programs for first-time offenders were suspended, thereby reducing traffic safety on Minnesota roadways. In 2008, the legislature approved a pilot diversion program. It authorizes designated cities and counties to implement diversion programs that meet specific criteria. The commissioner of the Department of Public Safety (DPS) has the authority to approve or deny participation in the pilot program by individual cities and counties, and each person participating in the program must first be granted approval by the DPS. Due to limited DPS staffing for this function, approval for some participants has been delayed. The pilot program is scheduled to expire December 31, 2019. The session law governing the pilot requires that all sums owed must be paid within 18 months. Most people entering the driver diversion program have outstanding fines and fees in the amount of between $1,000 and $4,000. There are some individuals, however, who owe as much as $8,000 to $10,000 in fines and fees. The short timeline for making all payments causes a number of otherwise cooperative participants to drop out of the program. Response: The League of Minnesota Cities also supports making the driver diversion pilot program for individuals with suspended or revoked licenses permanent and available to all jurisdictions, and a broadening of the eligibility criteria for participation in the program so it is available to more people. The law should allow jurisdictions to consider the financial circumstances of individuals and provide authority to extend the timeline for collecting outstanding fines and fees beyond the current 18 months. DPS must provide adequate staffing for processing driver diversion program applications to avoid delays in approval for participation. The League of Minnesota Cities supports traffic offense educational diversion programs that provide traffic safety education to first-time petty misdemeanor traffic citations. This has proven to enhance safety on our roadways by changing driver behavior and reducing recidivism. SD-38. Distracted Driving Issue: Distracted driving is when a driver engages in any activity that might take attention away from the primary task of driving. According to the Minnesota Department of Public Safety, one in four motor vehicle crashes is related to distracted driving. Distracted driving was a contributing factor in 175 fatal crashes from 2011 to 2013 in Minnesota and resulted in 191 deaths. More than half of those crashes occurred in rural areas. Those fatalities cost the state more than $269 million. A University of Utah study finds that the relative risk of being in a traffic accident while using a cell phone is similar to the hazard associated with driving with a blood alcohol level at the legal limit. Under existing law, it is illegal for a driver to read, compose, or send text messages and emails, or access the Internet using a wireless device, while the vehicle is in motion or a part of traffic (including while stopped in traffic or at a semaphore). Cell phone use is totally banned for school bus drivers. Cell phone use is also totally banned for teen drivers during their permit and provisional license stages. League of Minnesota Cities 26 2020 City Policies Response: The League of Minnesota Cities opposes any changes to Minnesota Statutes that would weaken distracted driving laws. The League supports state funding for distracted driving enforcement and education and also supports strengthening distracted driving laws. SD-39. Juveniles in Municipal Jails Issue: Municipal jails have long served as holding facilities for suspects who are being questioned and/or booked, and for those awaiting transfer to a county jail or juvenile detention facility. In 2012, the Minnesota Department of Corrections (DOC) issued a reinterpretation of an existing law to say that, “[W]here counties have secure juvenile correctional facilities…juveniles are not allowed to be held in jail and/or municipal lock-ups for any length of time.” This interpretation is in conflict with a provision in Minn. Stat. § 260B.181, subd. 4, which provides that juveniles can be held in a licensed juvenile facility for up to six hours. Many municipal jails, including those in counties where juvenile detention facilities exist, have been operating under the six-hour holding law. Managers of municipal jails indicate the reinterpretation of the law is contrary to common practice and presents significant challenges for municipal law enforcement personnel. Response: The League of Minnesota Cities supports a statutory clarification that would allow juveniles to be held for questioning and booking in licensed jail facilities for up to six hours, regardless of whether the county has a juvenile detention facility. SD-40. Justice System Funding Issue: Over the past several years, Minnesota’s justice system has operated under consecutive budget shortfalls. Public service windows are closed part of each week in many courthouses. Delays in case filings, hearings and dispositions are building throughout the state as staff and judges struggle to keep up with caseloads. The budget shortfalls limit the ability of the courts to process cases pertaining to shoplifting, trespassing, worthless checks, traffic and ordinance violations, juvenile truancy, runaways and underage drinking, consumer credit disputes, property-related and small civil claims, and many other cases. Timely processing of these cases is critical to keeping communities safe and to preserving the quality of life residents expect. The State Court Administrator has advocated for statutory changes that have resulted in efficiencies and cost savings while preserving core services. These changes involve consolidating services where practicable and using technology to reduce costs. They include centralized payable processing, use of e-citations and restructuring of state mandated programs. Response: The League of Minnesota Cities supports a statement by former Chief Justice Eric J. Magnuson that calls for “an adequately funded, functioning justice system that resolves disputes promptly in order to ensure the rule of law, protect public safety and individual rights and promote a civil society.” The League supports the use of technology to reduce costs and preserve services. The League opposes any changes that would decriminalize local ordinances, petty misdemeanors or misdemeanor offenses, or that would make prosecution of these crimes more difficult. League of Minnesota Cities 27 2020 City Policies SD-41. 21st Century Policing Issue: Published in May 2015, the President's Task Force on 21st Century Policing Report makes multiple recommendations aimed at helping law enforcement agencies and communities strengthen trust and collaboration, while reducing crime by implementing the next phase of community-focused policing. The report contains recommendations related to six key areas of law enforcement: 1. Building Trust and Legitimacy; 2. Policy and Oversight; 3. Technology and Social Media; 4. Community Policing and Crime Reduction; 5. Training and Education; and 6. Officer Safety and Wellness. Many Minnesota communities have embraced 21st Century Policing concepts, and municipal police departments throughout the state have adopted policies that align with 21st Century Policing principles. In Minnesota, police chiefs have indicated strong interest in securing additional training in 21st Century Policing practices for officers. Demand for training has increased in recent years, and in 2017 the Legislature responded by increasing continuing education requirements for officers, expanding the scope of this training to include more community policing, and by providing $6 million per year over the next 4 years for training reimbursement provided by the Peace Officer Standards and Training (POST) Board. This funding is not permanent and sunsets after the four-year period. The POST Board is funded through a special revenue account from a surcharge on criminal and traffic convictions. However, a significant amount of the special revenues collected are diverted to the state’s general fund and are not made available for training reimbursement, and the amount of the surcharge paid to the state has been declining. There is also growing concern about the impact of the surcharge on residents, particularly those of low income and persons of color, and concern about funding policy training based on ticket revenue. Response: The League of Minnesota Cities recognizes the need for communities and law enforcement agencies to strengthen trust and collaboration, while continuing to reduce crime. The League supports the recommendations of the President’s Task Force on 21st Century Policing Report. To that end, the League supports: a) POST Board model policies that align with the recommendations of the President’s Task Force on 21st Century Policing Report; b) POST Board approved training opportunities for new recruits and in- service peace officers that include but are not limited to procedural justice, bias/implicit bias and cultural awareness, de-escalation, and crisis intervention training; c) Increased state and federal funding for peace officer training that includes reimbursement for tuition, travel, time and backfilling the shifts of officers who are out for training; d) Permanent funding for police training that is not based on criminal and traffic ticket revenue; League of Minnesota Cities 28 2020 City Policies e) State and federal funding for peace officer safety and wellness initiatives; and f) Authority and grants for municipal police departments to deploy technologies such as dash cameras and police body worn cameras that enhance both criminal justice and officer accountability. SD-42. Post-Incarceration Living Facilities Issue: Sufficient funding and oversight is needed to ensure that residents living in post-incarceration living facilities have appropriate care and supervision, and that neighborhoods are not disproportionately impacted by high concentrations of these types of facilities. Under current law, operators of certain post-incarceration living facilities are not required to notify cities when they intend to purchase single family housing for these purposes. Cities do not have authority to regulate the locations of post-incarceration living facilities. Cities have reasonable concerns about the safety of facility residents and neighborhoods, particularly in cases of public safety. Cities also have an interest in preserving a balance in residential neighborhoods between this type of facilities and other uses. It is in the best interest of providers to inform and work with cities before opening a facility in order to educate providers of community standards and expectations. Response: Cities should have statutory authority to require agencies, as well as licensed and registered providers, that operate post-incarceration living facilities to notify the city before properties are operated. Cities should be provided with the necessary contact information once licensed or registered. Providers applying to operate post-incarceration living facilities should be required to contact the city to be informed of applicable local regulations. The Legislature should also require establishment of non- concentration standards for post- incarceration living facilities to prevent clustering. Finally, licensing or registering authorities must be responsible for removing any residents incapable of living in such an environment, particularly if they become a danger to themselves or others. SD-43. Homeland Security Costs and Liability Issue: The federal government’s response to terrorism has resulted in new responsibilities for local governments in a number of areas. For example, shortly after the terrorist attacks on Sept. 11, 2001, the federal government tapped local law enforcement personnel to provide security and perform screening at our nation’s airports. These new responsibilities increase cities’ liability exposure and result in higher local costs for public safety services. In addition, local governments are expected to continue emergency planning and capacity building efforts, provide additional training and equipment for first responders, and improve emergency response coordination and communication. As partners in protecting our country from terrorism, the federal government must: 1) provide greater direct financial support for our first responders; 2) maintain funding for general pre- and post-disaster emergency management programs; 3) ensure a coordinated and effective national emergency response system; and 4) address issues of cyber security that threaten public safety, services, and infrastructure. Response: The League of Minnesota Cities recommends that when the federal League of Minnesota Cities 29 2020 City Policies government requires or contracts for cities’ assistance in meeting federal homeland security responsibilities, the federal government should fully cover the costs, including the risk of liability arising from these activities. The League supports greater federal funding to prepare, train, and equip our first responders. The League also supports changes in the federal funding process to ensure Department of Homeland Security funds move quickly to the local level. Furthermore, the League supports the allocation of state resources to provide training and technical assistance to local governments related to the prevention and control of cyber security risks to critical infrastructure. SD-44. Cybersecurity Issue: Dating back to at least 2012, U.S. Defense Secretaries have warned that the United States are increasingly vulnerable to foreign computer hackers who could dismantle the nation’s power grid, transportation system, financial networks and government. On a state level, the original Minnesota broadband task force issued unanimous joint recommendations regarding cybersecurity in their 2009 report. The more recent iteration of the Broadband Task Force also issued a 2016 recommendation to establish a legislative cybersecurity commission to share information, monitor workforce issues, and support and strengthen infrastructure. These recommendations to address cybersecurity issues in the state have not been implemented, which creates an absence of a secure and safe forum for state and local officials and policymakers to share information and assess the necessary tools and capabilities needed to protect their systems. The problem is serious. The Minnesota Judicial Branch, state agencies, cities, and school districts were all affected by cyberattacks in 2017. Response: The League of Minnesota Cities supports state action to identify and strengthen state and local capabilities. The League supports the inclusion of funding to evaluate state government cyber vulnerabilities, single points of failure, and fixes, and, based on those findings, create an ability for municipal governments to apply for grant funding or assistance to help conduct the same evaluation. SD-45. Immigration Reform Issue: The United States and the State of Minnesota have long traditions of welcoming immigrants. Immigrants strengthen Minnesota by contributing to the state’s economy, enhancing cultural resources, and participating in efforts to build strong communities. According to the National League of Cities, roughly 35 percent of undocumented immigrants have lived in the United States for 10 years or more. Approximately 1.6 million undocumented immigrants are children, and another 3.1 million children in the United States have at least one undocumented parent. These families are forced to live “underground” and are unable to get drivers’ licenses or car insurance in most states. In addition, they are unlikely to obtain health insurance and are afraid to report crimes to local law enforcement. Since immigrants are barred from most federal public assistance, the burden of providing social services, education, and health care falls to state and local governments that are increasingly feeling the financial impact of both legal and illegal immigrants living in their communities. League of Minnesota Cities 30 2020 City Policies Response: The League of Minnesota Cities, together with the National League of Cities, urges Congress to move quickly to enact and enforce effective immigration laws. Federal and state governments must not transfer responsibility for enforcing U.S. immigration laws to local personnel, including police officers, firefighters, educators, health professionals, and social service employees. Finally, federal and state governments must not prohibit local units of government from implementing policies aimed at fostering positive relationships between local government officials, including law enforcement personnel, and immigrant communities. SD-46. Legalization of Fireworks Issue: In 2002, the state enacted a law allowing the sale and use of non-aerial, non- explosive consumer fireworks, including sparklers, party poppers, snakes, and other novelty items—relaxing the ban on consumer fireworks in place in Minnesota since 1941. In 2008, the Legislature further relaxed the ban by increasing the amount of explosive material allowed in legal fireworks. Local fire service professionals have reported that consumers and law enforcement personnel have had difficulty distinguishing between legal and illegal fireworks, and that the 2002 law resulted in greater use in Minnesota of illegal fireworks purchased in other states. According to data provided by the Minnesota State Fire Marshal Division, injury trends and dollar losses related to fireworks incidents surged after the consumer fireworks ban was lifted. Hospital reports reveal that the annual number of injuries caused by fireworks rose dramatically in 2002 and remains elevated. Likewise, Minnesota Fire Incident Reporting System records show that the annual dollar loss resulting from fireworks incidents increased significantly in 2002 and has since grown. In 2003, the state enacted a number of provisions limiting local authority pertaining to fireworks sales. The 2003 law caps the allowable municipal permit fee at $100 per vendor selling fireworks with other products, and $350 per vendor selling fireworks exclusively. The law restricts cities from requiring fireworks sellers to purchase additional liability insurance. Finally, the 2003 law states that cities cannot prohibit or restrict the display of consumer fireworks if the display and structure complies with National Fire Protection Association (NFPA) Standard 1124. The NFPA is a private international association of individuals and trade and professional organizations. (NFPA Standard 1124 is not a public document and is available only for a fee.) Fireworks products can cause serious injuries and fire loss. The legal sale of consumer fireworks undermines fire prevention efforts. The sale and use of consumer fireworks increases local public safety enforcement, emergency response, and fire-suppression costs. Response: The League of Minnesota Cities opposes legislation that would further relax the ban on the sale and use of consumer fireworks. The League supports a repeal of the 2002 law that relaxes the ban on the sale and use of consumer fireworks. Fees are needed to cover the costs associated with compliance checks, education, and inspections relating to the sale of a regulated product. The current League of Minnesota Cities 31 2020 City Policies fee caps do not allow cities to recover these costs. The League supports allowing cities to establish and impose reasonable fees on retailers that sell fireworks. The League opposes restrictions on requiring fireworks retailers to purchase additional liability insurance. Finally, the League seeks repeal of the NFPA reference. SD-47. Traffic Enforcement Cameras Issue: Drivers who disobey traffic laws can cause serious traffic accidents and contribute to gridlock. In spite of the severity of this problem, cities cannot always afford the levels of peace officer enforcement that residents demand. The technology exists to enforce traffic laws with photographic evidence. For example, there is less running of red lights when motions imaging recording systems (MIRS) are installed at traffic signals. Response: Local law enforcement agencies should have the express authority to use photo enforcement technology to enforce traffic laws. Local law enforcement officers should have the express authority to issue citations for traffic violations by mail where the violation is detected with photographic evidence. SD-48. Operation of Motorized Foot Scooters Issue: Current state statute (Minn. Stat. § 169.225) regulates the operation of motorized foot scooters and treats motorized foot scooters similar to bicycles in terms of rights and duties . By statutory definition (Minn. Stat. § 169.011, subd. 46), motorized foot scooters must be powered by an engine or motor that is limited to a maximum speed of 15 miles per hour. The law provides that an operator must be 12 years of age or older. Although the law contains safety provisions, including a requirement that operators under the age of 18 must wear helmets, it does not require training or permits for operators of any age. Motorized foot scooters that are part of organized sharing or rental businesses rely on the ability to park in the public right-of- way, especially on public sidewalks, to facilitate customer access and vending. Cities have express authority to regulate parking on city streets and sidewalks. Local government units should also have clear authority to regulate or proscribe unauthorized use of city right-of-way for motorized foot scooter parking, to require a permit or license for each scooter or sharing company, and to include terms and conditions dictated by the granting authority. In order to protect public health, safety and welfare, it is important that cities have clear authority to regulate motorized foot scooter parking and sharing options. Response: State law should support the ability of local governments to regulate or proscribe unauthorized use of city right- of-way for motorized foot scooter parking, to require a permit or license authorizing motorized foot scooter parking or sharing in the public right-of- way, and to impose terms, conditions, and local rules on businesses seeking such a permit or license. SD-49. Electric Personal Assistive Mobility Devices and Electric Vehicles Operation While Impaired Issue: Electric personal assistive mobility devices (commonly referred to as Segways) and electric vehicles are becoming increasingly popular modes of transportation, particularly for local trips. The definitions of these types of vehicles are League of Minnesota Cities 32 2020 City Policies provided under Minn. Stat. § 169.011 as follows: • "Electric personal assistive mobility device" means a self-balancing device with two nontandem wheels, designed to transport not more than one person, and operated by an electric propulsion system that limits the maximum speed of the device to 15 miles per hour. • “Electric vehicle” means a motor vehicle that is able to be powered by an electric motor drawing current from rechargeable storage batteries, fuel cells, or other portable sources of electrical current, and meets or exceeds applicable regulations in Code of Federal Regulations, title 49, part 571, and successor requirements. Electric vehicles include neighborhood electric vehicles, medium-speed electric vehicles and plug-in hybrid electric vehicles. Although the state driving while impaired (DWI) law (Minn. Stat. § 169A.20) prohibits a person with a blood alcohol level (BAC) above .08 from operating a motor vehicle, boat or off-road vehicle, the Minnesota Court of Appeals recently held that such devices are not motor vehicles for purposes of Minnesota’s DWI laws. State v. Brown, 801 N.W.2d 186 (Minn. Ct. App. 2011). The court’s decision makes it difficult for local officials to prosecute a person who is threatening public safety by operating an electric personal assistive mobility device or an electric vehicle while impaired. Response: The League of Minnesota Cities supports an expansion of the current DWI law so that it applies to a person operating an electric personal assistive mobility device or an electric vehicle. SD-50. Drug Courts Issue: The League of Minnesota Cities recognizes the impact of substance abuse on individuals, communities and taxpayers. According to the National Council on Alcoholism and Drug Dependence, the relationship between alcohol and drugs and crimes--including domestic abuse and violence, underage drinking, robbery, assault and sexual assault--is clearly documented. The National Center on Addiction and Substance Abuse reports 65 percent of the nation’s inmates meet certain medical criteria for substance abuse and addiction, but only 11 percent received treatment for their addictions. Drug courts are an effective problem- solving approach for dealing with alcohol and other drug addicted offenders in the judicial system. Drug courts closely monitor the defendant's progress toward sobriety and recovery through ongoing treatment, frequent drug testing, regular mandatory check-in court appearances, and the use of a range of immediate sanctions and incentives to foster behavior change. In drug court, judges collaborate with other traditional court participants (prosecutors, defense counsel, treatment providers, probation officers, law enforcement, educational and vocational experts, community leaders and others), whose roles have been substantially modified, but not relinquished, in the interest of helping defendants deal with addiction. Response: The League of Minnesota Cities supports the efforts of drug courts to address substance abuse and reduce crime. The League supports funding for additional drug courts. League of Minnesota Cities 33 2020 City Policies SD-51. Methamphetamine Issue: The production and abuse of methamphetamine (meth) continues to be a problem for communities across Minnesota. Cities are facing serious issues pertaining to meth, including costly cleanup of drug labs, and the social problems and public safety issues resulting from meth abuse. To meet the challenges presented by the growing meth problem, cities are working with retailers to monitor the sale of precursor ingredients, and are coordinating with other units of government on the impact on communities. Response: The Legislature and state agencies must: a) Provide sufficient funding to assist local units of government with cleanup of drug labs. b) Allow local governments to be more restrictive in the development of ordinances at the city and county level to appropriately address the needs of their communities. c) Support public education on methamphetamine, including information to local government officials, retailers, schools, and health care providers. d) Provide training, equipment, standards, and support sufficient to allow local law enforcement and other responders to safely perform their duties. SD-52. Drug Paraphernalia Issue: Cities throughout the state struggle with local businesses selling items primarily designed to enable illegal drug use. Current state law only prohibits use, possession, delivery, and advertisements of drug paraphernalia. The law inadequately defines the term “drug paraphernalia,” and leaves cities to pass more effective ordinances “prohibiting or otherwise regulating the manufacture, delivery, possession, or advertisement of drug paraphernalia.” Many cities have adopted their own ordinances to regulate drug paraphernalia, including specifically prohibiting sales. But for a variety of reasons, business owners routinely challenge these ordinances as unconstitutional and then successfully invoke virulent public outcry on that basis. This experience—along with costly court challenges—discourages other cities from taking similar steps to curb illegal drug activity, and leaves most cities only able to enforce an inadequate state law. Most states immediately around Minnesota define “drug paraphernalia” in a detailed way based on a 1979 model federal law designed to avoid constitutional issues. Minnesota does not. Federal law and the law of half the states immediately around Minnesota explicitly ban sales of drug paraphernalia, but Minnesota does not. The current state of the law arguably makes drug paraphernalia easier to obtain in Minnesota than in the states immediately surrounding it. Response: The League of Minnesota Cities supports strengthening the current statutory prohibition on drug paraphernalia, including improving the statutory definition of “drug paraphernalia” and explicitly prohibiting sales. SD-53. Regulation of Massage Therapists Issue: The state does not currently license nor register massage therapists. Minn. Stat. ch. 146A is the Complementary and Alternative Health Care Practices Act which identifies prohibited provider conduct and League of Minnesota Cities 34 2020 City Policies authorizes the Minnesota Department of Health to take disciplinary action against noncompliant providers who are not registered or licensed by a health-related licensing board. The office has authority to respond to allegations of prohibited behavior through an investigatory process but this function is triggered mainly by consumer complaints and there is no requirement that the office take any action. Additionally, resources for these purposes have been severely limited. In absence of any required statewide standards or regulation, several cities have entered the traditional state domain of health-care licensure by enacting ordinances that require all massage therapists to obtain a local professional license and many cities have also required bricks and mortar establishments to obtain a business license. These ordinances help local law enforcement officers to differentiate between legitimate providers and businesses engaged in sex trafficking and prostitution as well as provide for health and sanitation standards. City staff and law enforcement have spent much time and resources conducting statewide criminal background checks; investigating massage therapist accreditation programs to determine legitimacy and credibility; and inspecting and monitoring establishments due to citizen complaints and concerns. This has resulted in different procedures, requirements and fee structures across the state. Despite the thorough work of city staff and law enforcement, when an illegitimate business suspects investigation, it will often close down and re-open in a different city. Without any sort of statewide database of these businesses, one city’s solution may become another city’s problem. Additionally, local law enforcement agencies do not have access to national criminal history data. This has allowed those with criminal convictions in other states related to sex trafficking and prostitution to obtain massage therapy business and/or professional licenses in cities in Minnesota. Allowing access to this information could help cities prevent sex trafficking across state lines. Response: The League of Minnesota Cities supports the statewide registration or licensure of massage therapists that would not pre-empt the ability of cities to regulate massage therapy establishments. The League also supports legislation pertaining to the practice of massage therapy that accomplishes the following: a) Helps cities establish legitimacy of providers and businesses applying for a local license to practice, including allowing local law enforcement agencies access to national criminal history databases. b) Prevents individuals from conducting criminal activities such as prostitution and sex trafficking out of establishments operating as massage therapy facilities. c) Improves provider compliance with Minn. Stat. ch. 146A and requires the state to take action in response to noncompliance. d) Protects the public from injury and from other conditions that may result in harm. SD-54. Lawful Gambling and Local Control Issue: As part of the 2009 reforms to lawful gambling statutes, some local control was removed from the lawful gambling process. Previously, the lawful gambling licensee would have to obtain the city council’s League of Minnesota Cities 35 2020 City Policies approval as part of its application to renew the organization’s premises permit (some forms of lawful gambling require obtaining an organizational license and a premises permit(s) from the state). This step was removed when the state established a perpetual organizational license and premises permitting system. Because these licenses and permits are issued by the state, under the current system a city’s authority over these licensees is limited to: 1) approval of the initial premises permit; and 2) enforcement of the city’s lawful gambling ordinance. Some city officials have concerns that gambling organizations will be more apt to ignore local regulations (such as spending the required percentage of lawful gambling expenditures in the city’s trade area) if they don’t need the city’s approval for the renewal of their state-issued premises permits. Response: The licensee should be required to obtain local approval on an annual basis, or at longer intervals as determined by the city, and file the resolution of local approval with the Gambling Control Board. SD-55. Liquor Liability Insurance Limits Issue: Minn. Stat. § 340A.409 requires that “no retail license may be issued, maintained or renewed unless the applicant demonstrates proof of financial responsibility with regard to liability imposed by Minn. Stat. § 340A.801” relating to the sale of alcoholic beverages. The minimum limits of liability currently in statute require $50,000 of coverage because of bodily injury to any one person in any one occurrence, $100,000 because of bodily injury to two or more persons in any one occurrence, $10,000 because of injury to or destruction of property of others in any one occurrence, $50,000 for loss of means of support of any one person in any one occurrence, $100,000 for loss of means of support of two or more persons in any one occurrence, $50,000 for other pecuniary loss of any one person in any one occurrence, and $100,000 for other pecuniary loss of two or more persons in any one occurrence. These limits have not been updated since at least 1985 and would provide very little relief to persons impacted by an intoxicated person. While cities can choose to require higher limits of liability than required by statute, it may create competitive imbalance between communities if the limits are not consistent. Response: The minimum limits in Minn. Stat. § 340A.409 should be increased to $500,000 per occurrence with a $500,000 annual aggregate. SD-56. On-Sale Liquor or Wine Licenses to Cultural Centers Issue: Cultural centers are not one of the qualifying entities to which municipalities may issue on-sale liquor or wine licenses. Several cultural centers have received special legislation that allows their municipalities to issue on-sale liquor or wine licenses to them. This practice interferes with the ability of municipalities to control the placement and operating manner of these entities. Response: The Legislature should authorize municipalities to issue on-sale liquor or wine licenses to cultural centers, subject to restrictions imposed by the municipality. SD-57. Wine and Off-Sale Licenses Issue: Minn. Stat. ch. 340A authorizes cities to issue liquor licenses to various establishments within their jurisdictions, but in virtually all cases, the license issued by League of Minnesota Cities 36 2020 City Policies the city is not valid until the state approves it. This is true for such commonly issued licenses as wine, off-sale intoxicating liquor and temporary on-sale intoxicating liquor licenses. The result is extra time spent for city staff, as well as a time-based commercial impact to the business pursuing the original license. Additionally, if a business applies for an on- sale wine license, the state may choose to conduct an inspection of the business further delaying approval of the license and full operation of the establishment. This inspection is often in addition to a city certificate of occupancy inspection and a county health inspection. Response: The Legislature should remove the requirement of approval by the commissioner for city-issued liquor licenses and simply require cities to notify the state of newly issued and renewed licenses as is already the case for intoxicating on-sale liquor licenses and all 3.2-liquor licenses. If the state requires an inspection to certify an on-sale wine license, this should be delegated to either the city or county to be conducted at the same time as other inspections. This will expedite the process for both the state and the business. SD-58. Youth Access to Alcohol and Tobacco Issue: To promote public safety and public health, cities have an interest in preventing youth from obtaining alcohol and tobacco. For example, the Minnesota Department of Health reports that 80 percent of adult smokers had their first cigarette before the age of 18; reducing youth tobacco use may help prevent adverse impacts of tobacco in the future. To this end, many cities operate compliance check programs in an effort to discern the current level of youth access and to reduce youth access. Statewide, a number of cities have created community partnerships with their court systems, local businesses, and school districts to quickly address problems associated with youth access to alcohol and tobacco. Response: The League of Minnesota Cities opposes any proposal that could result in increased risks of youth access to alcohol and tobacco products and supports statutory changes that assist in reducing youth access to alcohol and tobacco products. The League supports locally-determined alcohol compliance check programs, but any state mandate for alcohol compliance checks should come with state-supported funding initiatives to support these locally- determined compliance efforts. The Legislature should consider a grant program supporting locally-based community partnerships that can quickly and effectively respond to youth access problems. SD-59. Consumer Small Loans Issue: Consumer small loans, also known as “payday loans,” are short-term cash loans based on the borrower's personal check held for future deposit or on electronic access to the borrower's bank account. Borrowers write a personal check for the amount borrowed plus the finance charge and receive cash. In some cases, borrowers sign over electronic access to their bank accounts to receive and repay payday loans. Lenders hold the checks until the borrower’s next payday when loans and the finance charge must be paid in one lump sum. Consumer small loans are typically predatory in nature. According to Debt.org, an organization dedicated to helping consumers understand and overcome debt, predatory lenders typically target minorities, League of Minnesota Cities 37 2020 City Policies the poor, the elderly and the less educated. They also prey on people who need immediate cash for emergencies such as paying medical bills, making a home repair or car payment. These lenders also target borrowers that do not qualify for conventional loans or lines of credit due to credit problems or unemployment. Response: The League of Minnesota Cities seeks statewide legislation that would protect consumer small loan borrowers against predatory lending practices. Also, cities should have explicit authority to regulate consumer small loan conditions including the ability to cap finance charges and interest rates. SD-60. Regulation of Mobile Businesses Issue: The transient nature of mobile businesses presents unique challenges to traditional city zoning and permitting and may create an unfair competitive advantage over traditional businesses that pay property taxes and generate income for a city. Cities also make significant investments in the development of retail districts and downtowns and have a strong interest in maintaining a level playing field for brick and mortar establishments. Minnesota has seen a sharp increase in the number of food trucks (Mobile Food Units) operating throughout the state. Food trucks are licensed as food and beverage service establishments by the Minnesota Department of Health (MDH) or by local jurisdictions pursuant to an MDH delegation agreement. Food trucks are prohibited from operating in the same location for more than 21 days without approval of the regulatory authority. In 2015, the Legislature authorized the Board of Cosmetologist Examiners to adopt rules governing the licensure, operation and inspection of “Mobile Salons” which are operated in a mobile vehicle or mobile structure for exclusive use to offer personal services defined in Minn. Stat. § 155A.23, subd. 3. The rules must prohibit mobile salons from violating reasonable municipal restrictions on time and place of operation of a mobile salon within its jurisdiction, and shall establish penalties, up to and including revocation of a license, for repeated violations of municipal laws. Response: It is appropriate for mobile businesses to be licensed by the state or its designees in the same manner as non- mobile business establishments. Such state regulation must not preempt the ability of local governments to enact reasonable time and place restrictions on the operation of mobile businesses within their jurisdictions. SD-61. Regulation of Party Buses and Boats-for-Hire Issue: A party bus (also known as a party ride, limo bus, limousine bus, party van, or luxury bus) is a large motor vehicle usually derived from a conventional (school) bus or coach, but modified and designed to carry 8 or more people for recreational purposes. In Minnesota, these vehicles are regulated by default under Minn. Stat. ch. 221 (the chapter of law dealing with motor carriers) and registered by the Minnesota Dept. of Transportation’s (MnDOT’s) Office of Freight and Commercial Vehicle Operations. The regulations require operators to carry commercial insurance, have an annual vehicle inspection and be registered with the state. Party bus drivers are required to hold a current commercial driver’s license (CDL) issued through the Minnesota Dept. of Public Safety’s Driver and Vehicle Services Division. League of Minnesota Cities 38 2020 City Policies A boat-for-hire is a watercraft used by owners and operators to carry passengers for hire. Minn. Stat. § 326B.94 and Minnesota Rules 5225.6000 through 5225.7200 govern the requirements of boat owners and operators carrying passengers for hire on Minnesota’s inland waters. These vessels must have a permit to carry passengers for hire. They must have an annual safety inspection and a dry-dock inspection performed by Minnesota Department of Labor and Industry boiler inspection personnel once every three years (or annually if the hull is made of wood). The vessels must also be operated by a licensed master and must follow all Minnesota Dept. of Natural Resources’ boating and water recreation regulations. Party buses and boats-for-hire are sometimes chartered for celebrations such as weddings, proms, bachelor and bachelorette parties, birthdays and tours. Party buses are also popular for round trips to casinos and sporting events, and personalized drop-offs and pick-ups at various bars and nightclubs. Additionally, both party buses and boats-for- hire have become popular settings for adult entertainment. Cities have seen a sharp increase in the number of party buses and boats-for-hire being used as venues for illegal activities such as underage drinking, drug use and sex trafficking. The transient nature of party buses and boats-for-hire presents unique challenges to traditional city zoning, permitting and law enforcement. While state laws regulate requirements for the operation of party buses and boats-for-hire, the law is silent on enforcement, penalties, inspection and liability related to illegal activities that occur in party buses and on boats-for-hire. Response: The League of Minnesota Cities supports changes to state statutes that would help reduce criminal activities taking place on party buses and boats- for-hire. Specifically, the League supports: a) Creation of statutory definitions of “party bus” and “boat-for-hire” that contain permissible uses of the vehicles; b) Prohibition on offering or allowing “adult entertainment” as defined by Minn. Stat. § 617.242, “sexual conduct” as defined by Minn. Stat. § 617.241, or “nudity” as defined by Minn. Stat. § 617.292, subd. 3, on party buses and boats-for-hire; c) Explicit authority for peace officers to investigate suspicious activities on party buses and boats-for-hire and to cite individuals on board who are involved in illegal activities; and d) Requiring the appropriate authority to utilize existing authority to impose fines, or to deny, suspend, or revoke permits or registration certificates held by operators found to have adult entertainment, drug, or underage consumption violations. SD-62. Environmental Protection Issue: Cities demonstrate strong stewardship for the protection and preservation of the environment. Minnesota municipalities have historically been the leading funding source for environmental protection and improvements. Municipal efforts include environmental protection through wastewater treatment, wetland restorations, stormwater treatment, public utility emission reductions, brownfield cleanup, safe drinking water programs, as well as others. At some point, however, the diminishing or nonexistent environmental benefit received from additional efforts is fiscally irresponsible. The programs are often improperly designed to meet their stated League of Minnesota Cities 39 2020 City Policies goals. Additionally, the absence of funding by the state and federal government has removed an essential restraining feature in program design and implementation. Agencies are less accountable to the governments that mandate environmental programs when they do not have to find the money to implement the programs. Specific problems faced by cities include: a) New programs or standards are continually adopted without regard to the existence, attainability or cost of existing programs and standards. b) Regulatory bodies fail to consistently use the best science available and the most current and accurate data when establishing water quality standards. c) Regulatory bodies impose new permit requirements without going through rulemaking. Instead, the agencies rely on internal documents, program strategies, and “best professional judgment of staff” when setting permit criteria. d) Regulatory bodies approve permits and programs that compete with traditional municipal services and encourage urban sprawl. This behavior puts at risk the public investments and growth management efforts cities have made when planning for future development. e) Permit fees and other cost-transfer elements of federal and state programs do not provide an incentive for environmental agency efficiency, policy prioritization or risk assessment. Additionally, all residents of the state contribute to the need for wastewater, drinking water, and stormwater treatment and benefit from the resulting improved water quality. These factors make the state general fund an appropriate source for significant portions of state water program funding. f) Third-party environmental advocacy groups create significant hardships on cities by threatening litigation even when the best science available may not support the groups’ positions. g) Cities are often required to pay the cost of removing problem materials from the waste stream, rather than preventing the problem at the consumer product or manufacturing level. Response: Alternative wastewater treatment and cooperative service systems should be prohibited from operating in areas that can reasonably and effectively be served by existing municipal systems, unless: a) The municipal system is proven to be substantially less cost-effective and substantially less beneficial to the environment; and b) The operation of these systems will not create a stranded public investment in the existing system. Sufficient state and federal financial assistance should be provided to local governments when complying with state and federal infrastructure requirements, particularly with regard to wastewater, stormwater, and drinking water facilities. The Minnesota Pollution Control Agency (MPCA) should streamline its permitting and re-issuing processes to allow for effluent standards and permit requirements to be known earlier, thereby giving communities more time to defend against contested case hearings. The Legislature should require the MPCA to make its determination regarding permit-required submittals, permit modifications, and the reissuance of a permit within a reasonable set time period, and require the MPCA to make its determinations and reissue the permit within that reasonable set time frame. League of Minnesota Cities 40 2020 City Policies The state should ensure townships are required to meet the same environmental protection and regulatory requirements as cities. Legislation should be passed that requires state agencies to establish permit requirements only when the criteria they are using is developed through the rule- making process. State agencies need to develop science- based standards and quantify new effluent standards, ensuring that they are scientifically and economically practicable. State and federal agencies should coordinate and integrate their monitoring data to assure that all pertinent data is available and utilized. The state general fund is an appropriate source for state water program funding. Municipal water permit fees should only be increased if new revenue is needed because of increased costs of processing municipal water permits or if the funds would go for specific scientific research, technical and financial support for cities, or agency staffing needed by cities to address environmental and public health concerns, not as a means to generate new revenue to cover other budget shortfalls. Additionally, the Legislature should create effective, producer-led reduction, reuse, and recycling programs to deal with a product’s lifecycle impacts from design through end-of-life management and should regulate products and compounds that damage water quality, sewer collection, stormwater or wastewater treatment systems at the consumer and manufacturing levels, not just at the treatment and infrastructure maintenance level. Examples include requiring accurate labeling as to whether disposable wipes can be safely flushed and creating incentives for private salt applicators to reduce the volume of salt they apply. SD-63. Impaired Waters Issue: Despite the billions of dollars that Minnesota municipalities have invested and continue to invest in wastewater and stormwater management systems, and best management practices to protect, preserve, and restore the quality of Minnesota’s surface waters, the quality of some of Minnesota’s surface waters does not meet federal water quality requirements. The federal Clean Water Act requires that further efforts be made by the state to reduce human impacts on surface waters that are determined to be impaired due to high pollutant loads of nutrients, bacteria, sediment, mercury, and other contaminants. Scientific studies of these waters must be conducted to determine how much pollution they can handle (Total Maximum Daily Loads, or TMDLs). The pollutant load reduction requirements will affect municipal, industrial, and agricultural practices and operations along any river, stream or lake determined to be impaired. While the sources of 86 percent of the pollutants affecting Minnesota waters are non-point sources, there will also be new costs and requirements for point-source dischargers, like municipal wastewater treatment facilities. Municipal stormwater systems will also face increased protective requirements and regulation as part of the state’s impaired waters program. Response: The League of Minnesota Cities will work actively with the administration, the Legislature, and other stakeholders in the design and implementation of Minnesota’s impaired waters program to: League of Minnesota Cities 41 2020 City Policies a) Ensure equitable funding solutions are found, such as the state general fund or bonding, that broadly collect revenue to address this statewide problem; b) Support legislative appropriation of constitutionally dedicated clean water revenues that will supplement traditional sources of funding for these purposes, not be used to cover budget cuts, backfill past program reductions, or to otherwise supplant normal state spending on water programs; c) Direct the majority of funds collected by the state for impaired waters into programs that fund municipal wastewater and stormwater projects, and for state programs needed for municipal wastewater and stormwater permitting and technical support, including the Clean Water Revolving Loan Fund, Wastewater Infrastructure Fund, TMDL Grants Program, Small Community Wastewater Treatment Grant and Loan Program, and other state programs that provide financial resources for city wastewater treatment facilities, septic tank replacement, stormwater management projects, and other city water quality improvement and protection projects; d) More adequately cover the current five-year wastewater infrastructure funding need projection of more than $1.65 billion; e) Recognize and address the upcoming costs of stormwater management infrastructure and operation on municipalities from new regulatory mandates and load reduction requirements; f) Allow flexibility in achieving pollutant load reductions and limitations through offsets or trading of pollutant load reduction credits for both point and non-point load reduction requirements within watersheds; g) Recognize and credit the work underway and already completed by local units of government to limit point and non-point source water pollutant discharges; h) Recognize the diversity of efforts and needs that exists across the state; i) Ensure the best science available is used to accurately determine the sources of pollutant load in order to maximize positive environmental outcomes and minimize unnecessary regulatory and financial burdens for cities by correctly accounting for and addressing agricultural and other non-point pollutant sources; j) Ensure the state requires that the MPCA retain control of the TMDL development process and that all scientific research related to TMDLs is conducted by the MPCA or qualified, objective parties pursuant to state contracting, procurement, and conflict of interest laws; and k) Clarify state water quality mandates so cities know specifically what they are required to do and what methods of achieving those outcomes are acceptable to state and federal regulators. SD-64. Municipal Public Water Supplies Issue: Essential residential water supplies provided by public water supply systems are classified as the highest priority for the use of public water under Minn. Stat. §103G.261. Minnesota cities spend significant resources meeting their responsibility to providing safe, reliable, affordable water to their residents in a sustainable manner. That is an essential League of Minnesota Cities 42 2020 City Policies element in assuring a healthy and stable future for public health, the environment, and economic development. As a result, municipal water suppliers have collected some of the most current and accurate information available on local water conditions. The state requires extensive planning and permitting processes for municipal water suppliers to document that their systems are drawing water at sustainable levels, that the water is safe for human consumption, that they have land use controls in place to protect public water supplies from contamination, that adequate plans exist for emergency and high demand situations, and that rate structures meet state statutory requirements. Those systems are constantly becoming more technologically, environmentally, and economically efficient. City water suppliers have invested many billions of dollars to develop their utility systems and infrastructure in a manner that meets those criteria. Demand and supply sides of this issue are being addressed throughout the state. Cities have established educational programs, incentives, and local water use restrictions to further improve water conservation efforts, while appliances and plumbing fixtures are becoming more efficient in their water use. Furthermore, stormwater is being infiltrated into the ground at unprecedented levels as part of municipal stormwater permit requirements and is being redirected for irrigation purposes in some cities. Despite those efforts, there are places in the state where monitoring data indicates that water may be being used faster than the supply can sustain, particularly in the case of underground aquifers. These issues are very complex, however, and causes and effects are not always easily documented or understood. City water supplies are not the only users of that water, either. Industries, smaller private wells, agricultural operations, irrigation systems, and contamination containment and treatment can all be major drains on local water supplies. Hard facts and sound science need to be used to determine the best courses of action to assure that safe, reliable, affordable water supplies are available to future Minnesotans. Those approaches will vary considerably depending on local water and soil conditions, the types and sizes of users, and the quantity and quality of available water. They also need to be coordinated between the many state entities that play a role in water management and regulations so that scarce local resources are not wasted and efforts are not counterproductive to other priority environmental and public health results. Response: The state should lead the development of sound scientific information on water supply, aquifer recharge, and groundwater availability and quality, making good use of the existing studies, data, and staff expertise of municipal water suppliers. The state should also be working to remove barriers to water re-use, aquifer recharge, encouraging cultural changes in water use practices, applying technology for smart water use, exploring impacts and creative mitigation options at contaminated sites, on ways to incent and enable alternate uses of stormwater, and ways to make sure that all water users play a role in ensuring that water supplies are being managed in a manner that is sustainable for future residents. Those solutions need to keep in mind that essential residential water use is the highest preferred use of public water supplies. League of Minnesota Cities 43 2020 City Policies Finally, in cases where sound management of water resources will require substantial modifications in public water systems that were previously determined to be adequate, the state needs to be a partner in developing cost- effective solutions and in providing the technical and financial resources to make those changes to prevent communities from being economically uncompetitive. SD-65. Municipal Electric Utilities Issue: Municipal electric utilities provide essential community services to many Minnesota cities. The League of Minnesota Cities works closely with the Minnesota Municipal Utilities Association (MMUA) to identify issues of concern and to support their legislative and administrative efforts to address them. How those entities are regulated by the state, how their service territory is defined and amended, how their very limited customer base is protected, and how they are treated in relation to other types of electric utilities is important to them remaining affordable, efficient, and effective. Currently, the legislative proposals have been made to allow unregulated third-party electricity sales from generators directly to the customer, circumventing long- established consumer protections. In some cases, municipal utilities would be required to “wheel” energy from third parties across their power lines to retail customers in violation of the utility’s exclusive service area rights. Another way to arrange third-party sales is by selling electricity from solar panels or other generating equipment sited on a consumer’s own property to retail customers, while maintaining ownership of those panels or equipment. The equipment owner would charge for electricity it provides, yet rely on the local utility to provide reliable service to the customer at all other times. While such arrangements may seem convenient to an unregulated third-party, they come at a significant cost to the utilities and subsequently, to the rate payers of that utility. Providing municipal reliable utility services comes with certain unavoidable expenses such as electric generation, power lines, poles, and substations. These types of fixed costs are on-going and should be equitably shared by the local customers. However, both current and previously proposed changes to state law would give third-party providers an advantage subsidized by the remaining rate payers and/or taxpayer. Response: The legislature should support and maintain the current regulatory compact, and recognize the value of the dependable services provided by municipal utilities, and the fact that municipal utilities are accountable directly to the citizens. Further, the legislature should reject giving third- party providers any advantage over municipal utilities, as well as any other effort to de-regulate utilities. Additionally, current state practice is for the Department of Commerce and Public Utility Commission to require payment of quarterly fees on municipal utilities to the Department of Commerce three quarters in advance. The state should bill for those fees only for the upcoming quarter. SD-66. State Support for Municipal Energy Policy Goals Issue: The State of Minnesota has adopted an aggressive energy policy focusing on the promotion of energy efficiency and the expansion of renewable energy with the goal League of Minnesota Cities 44 2020 City Policies of achieving a reduction in carbon generation through reduced use of fossil fuels. Minnesota cities share this goal, as demonstrated by over 100 cities voluntarily participating in the GreenStep Cities program. However, already strained budgets and reserves at the state and local level have limited the ability of the state to assist local units of government in furthering specific projects that support the overall state goal. In addition, institutional knowledge and capacity of most cities limits their ability to explore energy efficiency or renewable energy projects, even projects whose energy “payback” could finance project capital costs. As the role cities are playing in reducing energy use and developing renewable energy generation expands, how those efforts are affected by electric utility practices also becomes more important. Utility billing is not consistent between electric utilities, with many using different rate categories, significantly complicating B3 benchmarking reporting and billing transparency. For projects on which a utility provides capital, the length of time over which city projects are amortized can also be extended to the point that energy cost savings are eliminated, even with substantial demand reductions. The application of demand and peak demand rates in repayment schedules can also reduce or eliminate energy cost savings. Response: The League of Minnesota Cities calls on our legislators and state executive agencies charged with accomplishing the state’s energy policy goals to assist cities, townships and counties with tailored efforts to identify appropriate energy efficiency and renewable energy projects for undertaking at the local level. Among those tools, the state should: a) Help ensure that reduced energy use results in reduced energy costs by addressing problems with amortization timing; b) Have laws that allow and support utility grant and loan programs; c) Create a grant program to assist in covering local capital costs to install solar energy systems on public buildings; d) Use proceeds from the Renewable Development Fund to support local government projects; e) Provide increased flexibility for utilities to work with local government; f) Support development of a unified electric energy billing and usage structure that is easily imported into a B3 Benchmarking tracking system; g) Develop a framework that allows Property Assessed Clean Energy Programs; h) Play an increased role in providing a network of charging stations to support a transition to electric vehicles; i) Create a grant and loan program to offset start-up capital expenses for projects identified where the savings in energy costs can offset capital project costs or where projects are needed to meet energy policy goals; j) Clarify state law so that cities may use public utility franchise agreements to advance energy policy goals, and; k) Recognize that state energy agency technical expertise needs to be made available to cities at no cost. SD-67. Urban Forest Management Funding Issue: Urban forests are an essential part of city infrastructure. Dutch elm disease, oak wilt disease, drought, storms, and emerald ash borer threaten our investment in trees. The costs for control and removal can be League of Minnesota Cities 45 2020 City Policies catastrophic and put pressure on city budgets. The Minnesota Department of Natural Resources, through its Urban and Community Forestry program, and the Minnesota Department of Agriculture, through its Shade Tree and Invasive Species program, currently have regulatory authority to direct tree sanitation and control programs. Although these programs allow for addressing some tree disease, pest, and other problems, funding levels have been inadequate to meet the need of cities to build capacity for urban tree programs and respond to catastrophic problems. Cities share the goal of the state’s Releaf Program—promoting and funding the inventory, planning, planting, maintenance, and improvement of trees in cities throughout the state. In addition, economic gains for stormwater management, tourism, recreation, and other benefits must be protected from tree loss. A lack of timely investment in urban forests costs cities significantly more in the long run. Further, more and more cities are facing immediate costs for the identification, removal, replacement, and treatment of emerald ash borer (EAB) as it spreads across the state. The state has no program to assist cities in covering those expenses. Response: The League of Minnesota Cities supports funding from the general fund or other appropriate state funds for a state matching grant program to assist cities with building capacity for urban forest management and meeting the costs of preparing for, and responding to, catastrophic urban forest problems. Specifically, direct grants to cities are desperately needed for the identification, removal, replacement, and treatment of trees related to management of EAB. The state should establish an ongoing grant program with at least $5 million per year that is usable for those activities. SD-68. Election Issues Issue: Cities play an important role in administering state and federal election law and conducting voting activities. Response: To strengthen the effectiveness of elections administration, the Legislature should: a) Seek the input of cities, townships, counties, and school districts on proposed changes to voter registration, election law, and needed improvements and updates to the Statewide Voter Registration System; b) Amend the timeline for candidate filings in cities without a primary so that the final day of filing is not on the August primary date; c) Expedite court action to resolve candidate eligibility related to residency in errors and omissions proceedings; and d) Eliminate redundant audio testing of assistive voting technology and equipment by election judges in precinct polling places on Election Day. SD-69. Administering Absentee Balloting Issue: Eligible voters in Minnesota may vote by absentee ballot prior to Election Day. Starting 46 days before the election, a voter can request an application for an absentee ballot and if approved, receive and cast an absentee ballot in one visit to their county or city election offices. Ballots can also be requested, applied for and received by mail and returned by the voter to the election office by 3:00 pm on Election Day or by 8:00 pm on Election Day if League of Minnesota Cities 46 2020 City Policies delivered by mail or package delivery. Absentee balloting results are not known until combined with polling place results when the polls close on Election Day. For those voting absentee in-person, the absentee ballot application process is burdensome and confusing as voters expect the same process they encounter in their polling place on Election Day. The application process should be replaced by having the voter verify their identity on a paper or electronic roster. Currently electronic signatures are not allowed by state law; having the authority to use electronic signatures would make the process more efficient. Streamlining the voter check-in procedures would increase efficiency and decrease the time voters spend in line waiting to cast their absentee ballot. Minn. Stat. § 203B.121, subd. 4 stipulates that at the close of business on the seventh day before Election Day, elections administrators can begin processing absentee ballots received by mail and accepted. At the beginning of the seventh day before Election Day, in-person absentee voters can place their ballots directly into a tabulator (Minn. Stat. § 203B.081, subd. 3). If a voter who has voted absentee prior to the seventh day before Election Day wishes to “claw back” their ballot and receive a new ballot, they are able to do so through the seventh day. Once direct balloting begins, a voter should no longer be able to “claw back” a ballot. Additionally, opening absentee ballots that have been accepted should begin at the beginning of the day on the seventh day before Election Day. For those who vote in-person absentee prior to the seven days before Election Day, there is confusion and in some cases, frustration that they are not allowed to place their ballots directly into a tabulator. To improve the voter experience and respond to the voter demand to vote early, this time period should be increased from seven to the full 46 days before Election Day. Additionally, a voter can request to place their ballot in a series of envelopes similar to those returned by mail to be processed after they have left the building. Few, if any, voters request to place their ballot into envelopes. State law allows alternative sites for conducting absentee balloting but requires that these sites remain open for the full 46 days prior to Election Day. For some jurisdictions, staffing alternative sites for the full 46 days is not efficient as these sites may be underutilized until closer to Election Day. Cities should be able to determine the length of time most appropriate for alternative sites to meet the voting demands of their residents. As required by state law, voters would maintain the ability to vote in- person absentee during the full 46-day period at city halls. Current law allows for in-person absentee voting until 5:00 p.m. on the day before Election Day. This does not leave adequate time for election officials to process absentee ballots, prepare supplemental lists indicating which voters have already cast absentee ballots and deliver the lists to precincts prior to opening of the polls on Election Day. The current absentee voting process further requires that additional supplemental lists of final absentee voters be delivered to the polls after the last mail delivery on Election Day and often leads to administrative challenges and increased potential for errors in the process. As more and more voters choose to vote early with absentee balloting, improvements must be made to increase efficiency of administering absentee balloting before Election Day, reduce the potential for errors, and to improve voter experience. League of Minnesota Cities 47 2020 City Policies Response: The League of Minnesota Cities supports: a) Reviewing the current in-person absentee ballot application process to determine if paper, electronic or a combination of the two application processes would be more efficient and be preferable to voters; b) Amending state statute to allow elections administrators to begin processing accepted absentee ballots when direct balloting begins at the beginning of the seventh day before Election Day and subsequently, concluding the “claw back” period at the close of business the day before; c) Increasing the time period that an in- person absentee voter can place their ballot directly into a tabulator from seven to 46 days; d) Eliminating the option to place an in- person absentee ballot in a series of envelopes instead of a tabulator; e) Allowing alternative in-person absentee voting sites to be established for less than the full 46 days currently required by state law; f) Establishing an earlier deadline for ending in-person absentee voting; g) Revising absentee ballot regulations to allow any person 18 and older to witness the absentee process and sign the envelope as a witness; and h) Authorizing cities with health care facilities to schedule election judges to conduct absentee voting at an earlier date in health care facilities. SD-70. Loss of Felon Voting Rights Issue: There is confusion as to when voting rights are restored to those convicted of a felony, and notification of restoration is inconsistent or nonexistent. This very often leads to challenges placed on Election Day rosters for those convicted of a felony who are not eligible to vote and election judges must then challenge the voter and spend time and resources determining a voter’s eligibility. It would be much clearer if the loss of voting rights occurred only when a person is incarcerated. Response: The League of Minnesota Cities opposes the loss of voting rights for those convicted of a felony who serve the entirety of their sentence in the community and are not incarcerated. If incarcerated, the League of Minnesota Cities supports the restoration of voting rights to those convicted of a felony once they have completed their term of incarceration. This will eliminate the administrative burden of challenging voters at the polls and determining eligibility from various jurisdictions. This will also eliminate the need for investigation by local law enforcement of those who have unknowingly registered to vote or voted before their rights were restored. SD-71. Write-in Candidates in City Elections Issue: For federal, state and county offices, write-in candidates are totaled together as one number for write-in votes. If a candidate wants the write-in votes to be individually recorded, the candidate must file a written request with the Secretary of State no later than seven days before the general or special Election Day. This provides any declared write-in candidate the same provisions for tabulation as a candidate whose name is printed on the ballot. Because this requirement does not exist in city elections, city election officials are required to take considerable time and resources to count and individually record write-in votes cast, many of which are frivolous. League of Minnesota Cities 48 2020 City Policies Response: The League of Minnesota Cities supports legislation to: a) give cities the option to require that write-in candidates for local elective offices file a formal request with the chief election official at least seven days before the city election if they wish to have their write-in votes individually recorded; and b) allow the city clerk to only compile and report write-in votes for specific candidates if the total number of write-in votes for an office is greater than or equal to the number of votes received by the candidate appearing on the ballot receiving the fewest number of votes. SD-72. Ranked Choice Voting Issue: Current law allows charter cities to consider and adopt Ranked Choice Voting (RCV) as an alternative voting method in local elections. State statute does not extend this authority to statutory cities. Additionally, there are no statewide standards for conducting RCV. The lack of consistent guidelines on how to effectively implement a RCV system imposes significant challenges for election administrators and voters. Minn. Stat. §§ 204D.11 and 206.90 require the use of one ballot only for a state general election unless there is a need for a separate judicial ballot. To allow cities that have implemented RCV to hold municipal elections in conjunction with a state general election, state statute must be amended to allow for more than one ballot. Response: The League of Minnesota Cities supports: a) legislation that would give statutory cities the same authority given to charter cities to consider and adopt RCV; b) statewide standards for those cities that choose to adopt RCV to ensure it is implemented consistently throughout the state to give voters confidence in the fairness of the alternative process of casting their ballots and in the outcome of such elections; and c) allowing for the use of more than one ballot should a city with RCV conduct a municipal election in conjunction with a state general election. SD- 73. Voter Assistance Issue: Minn. Stat. § 204C.15 stipulates that an individual may assist a voter who claims a need for assistance because of an inability to read English or a physical inability to mark a ballot. This person is prohibited from assisting more than three voters at one election in marking their ballots. The federal Voting Rights Act (VRA) does not impose a limit on the number of voters one person can assist potentially making current state statute in conflict with the VRA. This puts election officials in the precarious position of determining with which law to comply. Increasingly, voters may need assistance with language translation. Currently state statute does not allow for the hiring of language interpreters for the sole purpose of assisting voters with ballot language interpretation; they must also be trained as and serve as election judges. This limits the availability and access to language interpretation for voters. The federal Uniformed and Overseas Citizens Absentee Voting Act (UOCAVA) provides the legal basis for absentee voting requirements for U.S. citizens who are active members of the Uniformed Services, League of Minnesota Cities 49 2020 City Policies the Merchant Marine, and the commissioned corps of the Public Health Service and the National Oceanic and Atmospheric Administration, their eligible family members and U.S citizens residing outside of the United States. This process allows a voter to complete a ballot electronically and then return it via mail. Voters with disabilities may have assistive technology within their homes that best meets their needs. Allowing them to receive a ballot electronically, similarly to UOCAVA voters, would subsequently allow them to complete their ballot utilizing their own personal assistive technology. State statute does not allow a voter to complete a ballot electronically. As election equipment and assistive technology continues to evolve, it is critical that local elections administrators have flexibility in purchasing equipment and technology that will best meet the needs of voters within their communities. Issue: The League of Minnesota Cities supports the ability of elections administrators to respond to the needs of voters who may benefit from assistance to ensure the greatest level of participation by those eligible to vote. This includes: a) Amending state statute to eliminate the three-person limit one person may assist so that state law mirrors the federal VRA; b) Allowing the hiring of second language interpreters to staff polling places; c) Extending electronic voting to people with disabilities; and d) Increasing flexibility for elections administrators to purchase assistive voting equipment and technology that best meets the needs of voters with disabilities. SD-74. Electronic Rosters Issue: While electronic rosters (or “e-poll books”) may increase efficiency and decrease cost for some cities, this may not be true for all. As cities explore the use of electronic rosters, data collected from the Office of the Secretary of State and from jurisdictions that have used the technology, may be helpful in determining next steps and to improve the process. Currently when a voter verifies their identity at a polling place via an electronic roster, they sign a paper form. State law does not allow voters to sign the e-poll book. Response: As the Legislature continues to examine the use of electronic rosters, cities should retain the option of utilizing this technology but should not be required to do so. If cities choose to use e- poll books, the use of electronic signatures should be allowed to increase efficiency. To ensure there is a paper copy of the signatures, the receipts printed by the electronic rosters should include a copy of the voter’s signature. SD-75. Election Judge Recruitment and Retention Issue: Nearly 30,000 Minnesotans serve as election judges. The recruitment and retention of election judges is a significant and essential component of administering elections throughout the State of Minnesota. State statute requires that precincts with more than 500 registered voters be assigned at least four election judges and those with fewer than 500 registered voters be assigned at least three election judges. Minn. Stat. § 204B.21 requires that at least two election judges in each precinct serve with a different major political party designation, except for student trainee election judges. The remaining election judges in a precinct can League of Minnesota Cities 50 2020 City Policies serve without an affiliation to a major political party and no more than half the judges in a precinct may belong to the same major political party. Statute specifically requires election judge party balance to perform four polling place activities: assisting a voter in curbside voting; opening the ballot box; duplicating ballots; and in conducting an election at a Healthcare Facility. Political party affiliation is also unnecessary in city special elections when offices on the ballot are nonpartisan. Minn. Stat. § 204B.19 allows high school students to be excused from school to serve as a trainee election judge if the student submits a written request signed and approved by the student's parent or guardian to be absent from school and a certificate from the appointing authority stating the hours during which the student will serve as a trainee election judge to the principal of the school at least ten days prior to the election. This process is not currently extended to college students which has proven to be a barrier for recruiting college students to serve as election judges. Additionally, teachers and college faculty are also allowed to take time off of work to serve as an election judge. Response: To ensure state requirements are met, party balance is maintained, and to expand the opportunity of serving as an election judge to others, the League of Minnesota Cities supports the following changes: a) Eliminate the party balance requirement for elections where only nonpartisan offices and/or ballot questions are on the ballot; b) Authorize college students to get time off from classes if they have been appointed to serve as an election judge; c) Allow for one election judge affiliated with each major political party to perform the four activities that require party balance specifically outline in statute and allow the remaining judges to serve as non- partisan; and d) Shorten the deadline for major political parties to provide lists of persons interested in serving as election judges to election officials within 30 days following precinct caucuses. SD-76. Mail Balloting Issue: Minn. Stat. § 204B.45 authorizes all non-metropolitan townships and cities with less than 400 registered voters located outside of the Minneapolis/St. Paul seven- county metropolitan area to hold elections by mail. A city may conduct mail balloting for an individual precinct having fewer than 100 registered voters, subject to the approval of the county auditor. Staffing and equipment needs can be very costly and mail balloting is an efficient way of conducting an election for cities that have lower numbers of registered voters regardless of location in or outside the metro area. It is not uncommon for the redistricting process to create very small precincts in the metro area that are more cost-effectively served by a mail balloting process. Additionally, for special elections that historically have lower turnout, mail balloting could increase voter participation. Response: The League of Minnesota Cities supports allowing all cities to conduct mail balloting. League of Minnesota Cities 51 2020 City Policies SD -77. Modernizing Charter Amendment Process Issue: Minn. Stat. § 410.12 outlines the process for amending city charters and one of the methods is citizen petition and Minn. Rules 8205 provides specific criteria for formatting. City staff then review the petition to determine if it is valid and has met statutory requirements for completion and submission. To ensure that both citizens and city staff fully understand the requirements, clarifying changes should be made. Additionally, if a charter commission or city council wishes to amend provisions in a charter that prohibit the sale of intoxicating liquor or wine in certain areas, such provisions shall not be amended or removed unless approved by voters. The process to amend a charter by ordinance is outlined in statute including notification and public hearing requirements. Response: To improve the process for amending a city charter, the League of Minnesota Cities supports: a) Adding clarifying language regarding “registered voters”. These voters must be eligible voters in the district for which the petition is being circulated who are in active status on the statewide registration system at the time of petition verification and have not had a name or address change since the most recent voter registration application was submitted. b) Ensuring that petitioners have access to the petition, public information lists used to verify registered voters, and the examination log available for inspection on request of any registered voter. c) Revising Minn. Rules 8205 to ensure that formatting requirements are clear and up to date. d) Allowing cities to modify liquor provisions in the charter through an open and transparent process that does not require an election. SD-78. Presidential Nomination Primary Issue: In 2016, the legislature passed into law a process for the state of Minnesota to conduct a presidential nomination primary in 2020 for president of the United States. This will be administered by cities and counties much the same way elections are conducted. Minn. Stat. § 207A.15 provides a process for local units of government to be reimbursed for expenses incurred from conducting the primary. The Office of the Secretary of State (OSS) will submit to the Department of Management and Budget (MMB) an estimated cost of administering the primary, and MMB will provide funding to the OSS. That funding will then be distributed to local units of government as a reimbursement based on expense reporting submitted to the OSS. Because the presidential nomination primary is a partisan activity administered on behalf of political parties, it is critical that local units of government be reimbursed fully and that no cost be borne by cities. The last time the state of Minnesota held a presidential primary was in 1992 and turn- out was very low. There is concern that this could happen in 2020 and would therefore be an inefficient use of resources, particularly staffing thousands of precincts throughout the state. Conducting the election by mail could conserve resources and potentially increase voter participation. League of Minnesota Cities 52 2020 City Policies Response: The League of Minnesota Cities supports: a) Ensuring that local units of government are fully reimbursed for all anticipated and unanticipated costs of conducting the presidential nomination primary; and b) Allowing the presidential nomination primary to be conducted via mail balloting. League of Minnesota Cities 53 2020 City Policies IMPROVING LOCAL ECONOMIES LE-1. Growth Management and Annexation Issue: Unplanned and uncontrolled growth has a negative environmental, fiscal, and governmental impact on cities, counties, and the state because it increases the cost of providing government services and results in the loss of natural resource areas and prime agricultural land. Response: The League of Minnesota Cities believes the existing framework for guiding growth and development primarily through local plans and controls adopted by local governments should form the basis of a statewide planning policy, and that the state should not adopt a mandatory comprehensive statewide planning process. Rather, the state should: a) Provide additional financial and technical assistance to local governments for cooperative planning and growth management issues, particularly where new comprehensive plans have been mandated by the Legislature; b) Keep comprehensive planning timelines on a ten-year cycle due to the financial and workload impacts these processes place on cities; c) Clearly establish the public purposes served by existing statewide controls, such as shore land zoning and wetlands conservation; clarify, simplify, and streamline these controls; eliminate duplication in their administration; and fully defend and hold harmless any local government sued for a “taking” as a result of executing state land-use policies; d) Give cities broader authority to extend their zoning, subdivision, and other land-use controls outside the city’s boundaries, regardless of the existence of county or township controls, to ensure conformance with city facilities and services; e) Clearly define and differentiate between urban and rural development and restrict urban growth without municipal services or annexation agreements outside city boundaries. This should contain a requirement that counties and joint power districts that provide sewer, water, and other services, which have been traditionally provided by cities, include as a condition of providing service the annexation of properties that are the recipients of such services in cases where annexation is requested by a city that could feasibly be providing those services; f) Facilitate the annexation of urban land to cities by amending state statutes that regulate annexation to make it easier for cities to annex developed or developing land within unincorporated areas; g) Oppose legislation that would reinstate the election requirement in contested annexations; h) Support legislation to prohibit detachment of parcels from cities unless approval of the detachment has been granted by both the affected city and township and the affected county has been notified prior to the city and township acting on the request; League of Minnesota Cities 54 2020 City Policies i) Oppose legislation that allows orderly annexation agreements to be adopted that prohibit annexation by other cities of property not being annexed under the agreement; j) Encourage ideas consistent with the long-term goal of allowing urban development only in areas currently or about to become urban or suburban in character ; and k) Establish stricter criteria on the amount cities can pay to townships as part of an orderly annexation agreement so that payments to townships are limited to reimbursement for lost property tax base for no more than a fixed number of years, documented stranded assessments, and other items for which there is a clear nexus. LE-2. Wildlife Management Areas Issue: The Department of Natural Resources has been pressing for legislative requirements creating development restrictions on property adjacent to land purchased by the state for hunting and other conservation purposes. This issue has been increasingly controversial as urban growth extends into areas previously considered rural and residential property owners are finding themselves adjacent to public hunting land. With large amounts of new revenue going into state land purchase for game and fish habitat and public access purposes because of the passage of the constitutional amendment, these problems could occur even more frequently. The solution being proposed will put local governments in the position of enforcing state land use restrictions and would require extensive changes to local plans, controls and ordinances. It would also create large numbers of nonconformities on properties within city limits and would make state wildlife management areas far less desirable due to impacts on future city development. In rural areas, where this is less of a concern, counties and townships have the authority to object to the state purchasing land for the outdoor recreation system for these very reasons. Cities do not have that statutory right. Due to recent statutory changes (Minn. Stat. § 97A.137, subd. 4) removing city authority to adopt ordinances related to firearm discharge, hunting and trapping activity in wildlife management areas within their borders, these purchases should not occur without city consent and input. Response: The League of Minnesota Cities opposes the state imposing retroactive development restrictions around existing wildlife management areas. When purchasing state wildlife management areas and other conservation and outdoor recreation system land, the state should either purchase sufficient land to provide an internal buffer from surrounding development or purchase development rights to land adjacent to the property if such a buffer is deemed essential to preserving the intended uses for the property. This should be required for new land purchases and done where feasible for existing wildlife management areas. Furthermore, Minn. Stat. § 84.944 and § 97A.145 should be amended to include cities in the local government notification and approval process the state must follow before purchasing public land. League of Minnesota Cities 55 2020 City Policies LE-3. Official State Mapping Responsibility Issue: For many years, the Minnesota Department of Transportation (MnDOT) has provided the mapping services to keep survey-level accuracy in place for the state’s official maps and records. That information changes when roads are made or improved, and needs regular adjustment when municipal boundary adjustments are made. The information is then used at all levels of government to accurately determine property boundaries for transportation aid, utility service boundaries, state and local funding formulas, election issues, and a number of other uses. No state agency, however, has ever been statutorily provided with mapping responsibility and MnDOT is not funded for providing that level of detail in its mapping. Because MnDOT, as an agency, requires less specificity in its maps, a change has slowly been integrated to mostly restrict MnDOT mapping to what changes occur in road ownership and responsibility, leaving many mapping needs unmet for other users of boundary data. Response: The League of Minnesota Cities supports legislation making a named state entity the official provider of survey-level mapping for the state, including maps for municipal boundary adjustments. The Legislature must provide the necessary appropriations to the entity for providing that service. LE-4. Electric Service Extension Issue: Minnesota law preserves the right of municipal electric utilities to grow with the cities they serve. Municipal electric utilities may grow either through application to the Minnesota Public Utilities Commission (MPUC) or through condemnation proceedings. Eliminating authority of municipal electric utilities to extend services, or making extension of municipal electric service to annexed property unreasonably costly, would interfere with community development and make it unfeasible for municipal electric utilities to serve properties located within rural electric cooperative (REC) or other electric service provider service territory in annexed areas, even if the REC or other electric utility had not served them prior to annexation. Response: The League of Minnesota Cities opposes any attempt to remove or alter the eminent domain option available to municipal electric utilities in state law, or to make it financially unfeasible for municipal utilities to compensate rural electric cooperatives or other electric utilities for serving future customers who reside in annexed areas where that electric utility has not provided service. LE-5. Statutory Approval Timelines Issue: Cities since 1995 have been required to act on written requests relating to zoning, septic systems, the expansion of Metropolitan Urban Service Areas (MUSA), and other land-use applications in accordance with a statutory time period generally referred to as the 60-day rule. Pursuant to Minn. Stat. § 15.99, state and local government agencies must approve or deny a permit within a statutory timeframe. Failure by the agency to issue a specific denial of the application is deemed an approval. Minn. Stat. § 15.99 does not directly address whether an appeal of a decision triggers an extension or is part of an original zoning request that must be handled within the 60- or 120-day time period. In a 2004 Minnesota Court of Appeals decision, the court found League of Minnesota Cities 56 2020 City Policies that a zoning application is not approved or denied for the purposes of Minn. Stat. § 15.99 until the city has resolved all appeals challenging the application. Moreno v. City of Minneapolis, 676 N.W.2d 1 (Minn. Ct. App. 2004). According to the court, an appeal is not a request for a permit, license or other governmental approval; therefore, it does not trigger a new 60-day time period. Under this interpretation, a decision rendered by a zoning board or planning commission is not the final approval or denial of an application if the city allows an appeal to the city council. This court decision is problematic for a couple of reasons. Forcing cities to further condense the process for considering planning and zoning applications will make it more difficult to gather public input and leave less time for thoughtful deliberation by zoning boards and planning commissions. It may also provide an incentive for cities to extend the original 60-day period in every instance in order to build-in adequate time to consider possible appeals. The Minnesota Supreme Court recently issued another 60-day rule decision that held that an application to the Minneapolis Heritage Preservation Commission for a certificate of appropriateness was a “written request related to zoning,” and therefore was subject to the automatic approval provision of the 60-day rule. 500, LLC v. City of Minneapolis, 837 N.W. 2d 287 (Minn. 2013). This opinion creates ambiguity and uncertainty about what permit applications are subject to the law. While the Legislature has clarified some aspects of this law, additional modifications are necessary to assist cities in providing accurate and timely responses to applicants and to allow adequate time for public input. Furthermore, as city staff and financial resources are increasingly limited, flexibility in the length of approval timeline requirements may be needed at the local level. Response: The Legislature should repeal or amend Minn. Stat. § 15.99. If repeal is unlikely, amendments should: a) Increase the initial time limit to 90 days or have the language in Minn. Stat. § 15.99 apply as the default requirement only in cases where permitting bodies have not established an independent approval timeline; b) Clarify that approval does not abrogate the need for approvals under other applicable federal, state or local requirements; c) Provide appeal rights to adjacent property owners; d) Clarify that, if requests are to be decided by a board, commission or other agent of a governmental agency, and the decision of the board, commission or other agent is adopted subject to appeal to the governing body of the agency, then the agency may extend the 60-day time limit to resolve the appeal; and e) More clearly define that the phrase “related to zoning” refers to a traditional land use decision such as rezoning, conditional use permits, and variances. LE-6. Maintenance of Retaining Walls Adjacent to Public Rights of Way Issue: The Minnesota Constitution grants cities the power to “levy and collect assessments for local improvements upon property benefited hereby.” Retaining walls are one of the many improvements that a city is authorized to make on behalf of its citizens, and Minnesota’s special assessment League of Minnesota Cities 57 2020 City Policies law, Minn. Stat. ch. 429, authorizes cities to charge special assessments on properties that are benefitted by an improvement. The Minnesota Court of Appeals held that the city of Minneapolis had a nondelegable duty of lateral support to a property owner with a retaining wall abutting a city sidewalk. Howell v. City of Minneapolis, 2013 WL 1707759 (April 22, 2013). A subsequent jury found that the city created the need for lateral support when it built the street and sidewalk adjacent to the property, making the city responsible for the maintenance the retaining wall, despite the fact that the property is clearly benefitted by the retaining wall. The special assessment statute anticipates the need for cities to create retaining walls when making public improvements, and this holding could create significant costs for cities forced to repair and maintain retaining walls that benefit a single property. A choice by a developer or previous property owner to build a retaining wall to improve the value or usefulness of property may appear to be necessary today, but determining who first created the need for lateral support in the past can involve costly and time- consuming historical research that may not reveal a clear answer. Response: The Legislature should amend the special assessment statute so that retaining walls needed to facilitate public improvements are treated the same as other local improvements. In cases where retaining walls located along public rights of way or within drainage and utility easements separate public improvements from adjacent properties, the Legislature should establish a rebuttable presumption that the need for lateral support was created by the property owner. LE-7. Development Disputes Issue: State law is clear that fees collected under Minn. Stat. ch. 462 are eligible for judicial review in the event of dispute. The Legislature limited the timeframe during which an aggrieved party may challenge planning and zoning fees to 60 days after approval of an application. However, the law is not clear about what notice requirements to the municipality are necessary, relative to the timing for a person aggrieved by an ordinance or decision under the municipal planning act to seek review. Response: The Legislature should amend Minn. Stat. § 462.361 to establish a 60- day time limitation in which an aggrieved person may bring an action against the municipality. LE-8. Foreclosure and Neighborhood Stabilization Issue: Cities dedicate scarce resources to address public safety and maintenance challenges associated with foreclosed, vacant, and under-maintained homes. Left unaddressed, these properties destabilize neighborhoods, depress neighborhood property values, and potential increase the costs of municipal services. Cities’ revenue also continue to decline due to delinquent utility payments and property tax payments, as well as added costs for nuisance abatements. Although the number of those mortgage foreclosures has stabilized somewhat since the peak of the recession in 2008, issues surrounding community recovery are still ongoing. State and local governments can play an important role in spurring reinvestment in struggling neighborhoods, but without additional resources to address the variety and costly impacts of foreclosures and vacant properties, cities cannot maintain or League of Minnesota Cities 58 2020 City Policies increase those activities to meet local needs. The federal government has provided funds for neighborhood stabilization, but such funds are limited in eligible uses and scope, and they are only available to a limited number of cities. Contracts for deed have been used to successfully buy and sell thousands of homes around Minnesota. However, some property owners use contracts for deed as an alternative to a traditional lease, even though the purchaser has no intention of buying the home. Some communities have encountered a situation where a property owner is buying many homes in a community, then selling them on contract for deed. This can allow a person to essentially act as a landlord while evading a city’s rental inspection and rental licensing process, while the buyers lose the traditional legal rights and protections as tenants. Many view it as a way to rent the property and may not be aware of it being a contract for deed. Numerous problems arise for cities and neighborhoods when property owners are acting essentially as renters. It is difficult to determine who is responsible for maintaining the property or for paying utility bills and property taxes, and cities may not be able to inspect substandard properties if they are not subject to a lease agreement. In some situations, property owners may wish to have a renter be the responsible party for utility bills and utilize contract for deed arrangements to have the person living on the property be the responsible party. The property may also not be recorded at the county for homesteading purposes if the buyer is not aware of the formal change in ownership that results from a contract for deed. In recent years, private equity companies have begun purchasing large numbers of single-family homes to convert to residential rental uses. The impacts of large a number of acquisitions by private equity companies on cities, housing stock, and the rental and home ownership market are not yet fully understood by local, state, and federal units of government. Possible issues that may need further exploration include proposed disposition strategies for such a large number of properties and how that may affect the local housing market. Response: The Legislature should: a) Secure increased state and federal resources and provide financing tools to help cover city costs associated with foreclosed and /or vacant properties, community revitalization strategies, and community investment, including revenue sources for programs that support foreclosure mitigation, homeownership counseling, and expanded homeownership opportunities and are sustainable. b) Allow cities to take actions necessary to protect foreclosed and/or vacant homes from damage and to help preserve property values in neighborhoods where concentrations of such conditions are present, including an expedited process to address nuisance properties. c) Reexamine the Contract for Deed statutes to determine whether additional protections are necessary to prevent property owners from evading responsibilities of a landlord, and provide local jurisdictions resources to allow for education of future buyers and sellers in contract for deed arrangements. d) Support local authority for cities to collect all delinquent taxes, utility bills, liens, and assessments on foreclosed, vacant, boarded and/or tax forfeited properties. League of Minnesota Cities 59 2020 City Policies e) Improve notification to cities, and consistency in the information available to cities, when a property is in the foreclosure process and vacated. f) Support coordinated responses to prevent foreclosures, activate and guide private investment and home purchases, and support distressed neighborhoods. g) Study and monitor the impacts on the housing market of single-family home acquisition by private equity companies. h) Re-enact a program similar to “This Old House” to allow owners of qualifying single-family homes or multi-unit rental properties to defer the increase in tax capacity from repairs or improvements to their homestead property as an incentive for cities to maintain housing stock, including, but not limited to re- occupying and homesteading foreclosed and vacant homes. In order to provide potential opportunities in more communities, the program’s age limit qualifications for a homestead property should be updated to include properties that are at least 30 years old. i) Support programs that provide resources to cities for rehabilitation or new construction of single-family homes, such as the Community Impact Fund and the Community Fix Up Program currently administered through MN Housing Finance Agency (MHFA). LE-9. Resources for Affordable Housing Issue: Cities, along with local housing officials, are concerned about the need for proactive commitment at the state level to aid cities to meet demand for affordable housing that is sensitive to local conditions, emerging trends, and changing demographics. This includes meeting the needs of lowest-income households as well as an aging population and ensuring a wide range of lifecycle housing options that allow seniors of all incomes to stay in their community, addressing racial disparity gaps in housing, and responding to emerging trends, such as the need to preserve federally subsidized housing and naturally occurring (unsubsidized) affordable housing. The League also recognizes that federal, state and local governments all have a role to play in meeting affordable housing needs, overcoming barriers to housing stability such as high market prices, eviction, and foreclosure, and responding to problems caused by vacant homes and the increase in rental properties that are the result of foreclosure. Since the Fair Housing Act of 1968, and more recently with the recognition that certain barriers to housing disparately impact certain members of our communities, local government has been obligated to promote and reduce barriers to fair housing and equal opportunity. For example, households with housing choice vouchers face many barriers to securing housing in the private rental market, especially when rental vacancy rates are low. Currently rental vacancy rates are at a historic low in much of the state. As a result, many families and individuals may be unable to use their housing choice vouchers and thus unable to secure safe, decent and affordable housing. A comprehensive report issued in 2018 by the then Governor’s Task Force on Housing delineated 30 specific recommendations to help achieve six goals, including: commit to homes as a priority; preserve the homes we have; build more homes; increase home stability; link homes and services; and League of Minnesota Cities 60 2020 City Policies support and strengthen homeownership. The Task Force’s recommendations were based upon input from various statewide stakeholders, local governments and residents and renters impacted by the lack of affordable housing in this State. These recommendations provide an important list of housing goals that should continue to be considered as cities work towards addressing affordable housing issues in their communities. Response: The Legislature should: a) Support the affordable housing priorities of the Minnesota Housing Finance Agency (MHFA), which include making resources and methods available to maintain and improve existing affordable homes, including publicly subsidized deeply affordable, and housing stock that is aging such as naturally occurring (unsubsidized) affordable housing. b) Provide stable and long term funding, including but not limited to dedicated funding sources, for Minnesota Housing and other affordable housing programs, including those that encourage innovation and recognize regional markets, provides flexibility for cities to create partnerships and leverage resources with private and public entities, such as: capital investment funding for affordable and public housing, funding for supportive services and programs that address homelessness and reduce barriers to stable housing and homeownership, a tax credit contribution fund or a state low-income housing tax credit to help rebuild the state’s partnership with local governments in the development of homeownership, and multi-family rental assistance and housing renovation programs. c) Consider establishing a program to address immediate needs throughout the year to provide a match for new or existing city-supported affordable housing projects. This could include matching funds, issued on a timeline that is consistent with local budgeting processes, for local revenues allocated to a local affordable housing trust fund. d) Substantially increase long-term funding for the Economic Development & Challenge Fund to leverage local private and public resources to develop workforce rental and single-family homes. e) Support legislation to provide sales, use, and transaction tax exemptions or reductions for development and production of affordable housing and use state bond proceeds for land banking and trusts as well as rehabilitation and construction of affordable housing. f) Provide funding and financing tools to cities to create affordable senior housing for our aging population. g) Provide funding and financing tools to cities to create affordable housing and prevent foreclosure for veterans. h) Support for policy, programs and funding to reduce the racial gap in homeownership rates, such as targeted homeownership capacity building and homebuyer assistance. i) Support resources to assist communities to reduce barriers to and promote fair housing and equal opportunity. j) Support housing stability for renters through policies that mitigate the impact of or reduces evictions filed. k) Support additional funding for the housing choice voucher programs or other rental assistance programs and financial, tax, and/or other incentives League of Minnesota Cities 61 2020 City Policies for rental property owners to participate in these programs. l) Support the current 4d Low-Income Rental Classification under Minn. Stat. § 273.128 that provides a class rate reduction in property taxes to qualifying low-income rental properties and oppose any changes to the 4d Low-Income Rental Classification program until a full analysis is completed to study the impact of expanding or modifying the current program to understand the financial impact to residents, who will bear the burden of the redistributed taxes. LE- 10. Energy Efficiency Improvement Requirements for Housing Issue: Rising energy costs have brought attention to the poor energy efficiency of many private residences and multi-family properties, especially in older housing stock. The affordability of housing could be severely impacted by continued increases in home energy costs. Improvements in the energy efficiency of housing would improve the affordability of local housing options and would help achieve state energy demand and greenhouse gas emission reduction goals. The challenge is how best to achieve that result. Legislative discussions have suggested that minimum energy efficiency improvements could be added as point of sale requirements, including energy use disclosure and basic renovations such as improved attic insulation levels, window caulking and other air sealing, or improved light fixtures. While the goals of such a program are laudable, there are a number of concerns for how this would actually be accomplished in individual cities. Most cities do not, for example, have point of sale inspections. There will also be cases where the building could be structurally unable to meet high attic insulation requirements, such as with manufactured housing or with older houses with very little attic space. There are also concerns that the cost of meeting these energy requirements could result in homeowners being reluctant to sell their houses because of the expense of the improvements that would be required to meet new standards or property owners passing on the cost of upgrades to tenants. Increased exposure to educational information, such as increased access to energy audits and more familiarity with and access to programs that finance energy efficiency projects could increase adoption of energy efficiency improvements. Electric utilities provide successful, cost-effective energy efficiency programs, have a customer relationship with homeowners, a regulatory requirement to meet energy demand reduction goals through conservation spending, and access to technical expertise that can take into account variations in building age and construction. Cities could, however, play a strong role in increasing public exposure to approved educational materials and providing incentives through the use of other local financing support options for property owners, such as grants, loans, a Property Assessed Clean Energy (P.A.C.E.) program, and other financing tools. Response: The League of Minnesota Cities agrees that there is a need to improve the energy efficiency of residential building stock to reduce energy consumption and improve the affordability and livability of housing. The state should focus its efforts on improving educational programs and on League of Minnesota Cities 62 2020 City Policies improving the use of the existing statewide Conservation Improvement Program (CIP) and similar programs, and provide property owners with technical and financial support for weatherization and energy efficiency improvements. Further, the state should work to make residential Property Assessed Clean Energy (P.A.C.E.) programs viable for local governments. Cities should use their communication tools, such as newsletters, web sites, and staff communications to promote these efforts and to help link property owners to educational materials and program resources. Additionally, cities could be incentivized to adopt strategies to disclose energy usage data for building owners to identify options for cost-efficient energy improvements. LE-11. In-Home Day Care Facilities Issue: There are restrictions on the ability of a city to regulate licensed day care facilities. Minn. Stat. § 462.357, subd. 7, states that certain licensed residential facilities and day care facilities must be considered a permitted single-family use for zoning purposes. The restriction is designed to protect “in-home” daycare facilities, but the law applies even if the facility is not the primary residence of the day care provider. This creates a loophole for providers to use a single-family home as a commercial daycare facility, which might not otherwise be allowable under a city zoning ordinance. Response: The Legislature should amend Minn. Stat. § 462.357, subd. 7, to clarify that a licensed day care facility serving 12 or fewer persons is considered a permitted single-family use only if the license holder owns or rents and resides in the home. LE-12. Residential Programs Issue: Minnesota’s deinstitutionalization policy seeks to ensure that all people can live in housing that maximizes community integration. Minn. Stat. § 462.357, subd. 6a. states that “persons with disabilities should not be excluded by municipal zoning ordinance or other land use regulations from the benefits of normal residential surroundings.” Minnesota cities support inclusion of people with and without disabilities in their communities, but these policies are best implemented with minimal encroachments on municipal zoning authority and positive working relationships between cities, care providers, and the state. On one hand, treating persons with disabilities differently generally raises questionable issues of disparate treatment with the Federal Fair Housing Act. On the other hand, without some regulation, cities are powerless to protect individuals with disabilities from a clustering of residential programs within one neighborhood. As the Department of Justice has stated, while density regulations are generally suspect, “if a neighborhood came to be composed largely of group homes, that could adversely affect individuals with disabilities and would be inconsistent with the objective of integrating persons with disabilities into the community.” (Joint Statement of the Department of Justice and the Department of Housing and Urban Development.) To this end, and in upholding a state and local dispersal requirement, the Eighth Circuit Court of Appeals stated that the requirement was designed to ensure that people with disabilities “needing residential treatment will not be forced into enclaves of treatment facilities that would replicate and thus perpetuate the isolation resulting from institutionalization.” Familystyle of St. Paul, League of Minnesota Cities 63 2020 City Policies Inc. v. St. Paul, 923 F.2d 91, 95 (8th Cir. 1991). City authority to regulate the locations of residential programs is limited by state statute and the federal Fair Housing Act (FHA), although Minn. Stat. § 245A.11, subd. 4, prohibits the Commissioner of Human Services from granting an initial license to a residential program of six or fewer people within 1,320 feet of an existing residential program in cities of the first class. In 2015, Minn. Stat. § 245A.11, subd. 4, was amended to clarify that the Commissioner of Human Services is required to approve licenses for “community residential settings” within 1,320 feet of existing residential programs. A “community residential setting” is commonly known as adult foster care. While this was the original intent of the legislature, statutory terms changed over the years; this amendment was to make various statutory references consistent. Sufficient funding and oversight is needed to ensure that residents living in residential programs have appropriate care and supervision, and that neighborhoods and residents of residential programs are not negatively impacted by high concentrations of these types of programs. As it stands now, there is nothing preventing clustering of residential programs in most cities in the state. Cities want to be part of the solution, and more than anything cities desire to be, and should be, partners in serving the policies of deinstitutionalization. Cities have an interest in, and are in the best position, to preserve a balance in residential neighborhoods between residential programs and all other uses. Because Minnesota cities are committed to inclusion of all individuals, it is in the best interest of the state, care providers, and those individuals served, that all parties include cities as partners before opening a residential program to best plan for community integration. Response: Cities should maintain the statutory authority to require agencies, as well as licensed and registered providers that operate residential programs, to notify the city before properties are operated. Cities should be provided with the necessary contact information after a residential program is licensed or registered. Providers applying to operate residential programs should be required to contact the city to be informed of applicable local regulations. Finally, licensing or registering authorities must be responsible for removing any residents incapable of living in such an environment, particularly if they become a danger to themselves or others. LE-13. Inclusionary Housing Issue: Provisions in current state statute (Minn. Stat. § 462.358, subd. 11) allowing cities to enter into development agreements for the inclusion of a portion of the units in the development to be affordable for low- or moderate-income families have been a source of conflict between cities and housing developers. Cities are concerned builders that view this statute as a restriction on local authority to adopt policies that promote availability of housing affordable to those who are unable to purchase or rent housing at price points that the market alone provides. Response: The Legislature should: a) Strengthen and clarify cities’ authority to carry out policies that offer developers a range of incentives in return for including a designated number of affordable units in their projects. League of Minnesota Cities 64 2020 City Policies b) Identify strategies to ensure long-term affordability of rental and owner- occupied housing produced as a result of such policies and practices. c) Focus state housing policy to support for local assessment of housing needs and direct additional state resources and the full exercise of local authority to increase development of affordable rental units and access to entry-level, owner-occupied housing. d) Support voluntary measures to encourage cities to adopt and carry out land-use plans, activities, and subdivision regulations aimed at providing for construction and marketing of housing where a portion of all new units are affordable to lower-income households. LE-14. Community Land Trusts Issue: The increasing price of land available for housing development, particularly for retaining affordability of housing for lower- income households, is a concern throughout the state. Creating more permanently affordable, owner-occupied housing depends heavily on maximizing the cost- effectiveness of taxpayer investments. The Legislature has previously appropriated funding and granted the Minnesota Housing Finance Agency authority to assist cities with funding community land trusts (CLTs) for affordable housing. Response: The Legislature should support continuation of the land trust capacity- building program and provide capital start-up funds so community land trusts can continue to offer gap financing, interest rate write-downs, predevelopment financing, and financial underwriting. The Legislature should also support efforts by the Minnesota Community Land Trust Coalition to develop property tax valuation to lower property taxes for sales-price-restricted properties enrolled in CLT programs. LE-15. Telecommunications and Information Technology Issue: Telecommunications and information technology is essential public infrastructure for the efficient, equitable, and affordable delivery of local government services to residents and businesses. Telecommunications includes voice, video, data, and services delivered over cable, telephone, fiber-optic, wireless, and all other platforms. Response: The League of Minnesota Cities supports a balanced approach to telecommunications policy that allows new technologies to flourish while preserving local regulatory authority. Regulations and oversight of telecommunications services are important prerogatives for local government to advance and balance community interests, including ensuring public safety, ensuring equitable access, maintaining high quality basic services that meet local needs, spurring economic development, and providing affordable rates to all consumers. Policies should strengthen and not diminish local authority to manage public rights-of-way, to zone, to collect reimbursement of costs and reasonable compensation for the use of public assets, or to work cooperatively with the private sector. The League opposes the adoption of state and federal policies that restrict cities’ ability to finance, construct, and operate telecommunications networks. LE-16. Broadband Issue: High-speed Internet is essential infrastructure needed by cities to compete in a global economy. Yet many communities League of Minnesota Cities 65 2020 City Policies do not have access to broadband at affordable prices. High fixed costs, low density, and short-term return-on-investment thresholds for private sector providers contribute to the lack of broadband across the state. Investing in universal broadband access has substantial local and regional economic benefits for communities of all sizes. Cities and other local units of government are facilitating the deployment of broadband services to increase connectivity, reliability, availability, and affordability for residents and businesses through a variety of models, including municipal broadband and public-private partnerships. However, attempts have been made to restrict cities from providing telecommunications services, particularly in unserved or underserved areas. Recent court cases have overturned interpretation by the Federal Communications Commission (FCC) that states may not limit the extension of municipal broadband services from one city to another. Due to the high costs of broadband infrastructure, the state has expanded its role to identify and formulate tools to expand broadband access. The Office of Broadband Development within the Department of Employment and Economic Development (DEED) created in 2013 formally established a partnership between the state and local communities to deploy high-speed Internet in unserved and underserved areas. The Office supports broadband expansion through broadband mapping and managing the state’s broadband grant program. Additional state action occurred during the 2016 legislative session when the legislature reestablished state speed and adoption goals under Minn. Stat. § 237.012. In addition to the state’s focus on extending broadband to unserved areas, Minnesota must also be on the cutting edge for next-generation broadband investments. Response: To promote economic development and achieve state broadband goals, the Legislature, Governor’s office, and state agencies should: a) Identify and implement actions for the state to reach and maintain a position in the top five states for broadband speed that is universally accessible to residents and businesses; b) Make significant investments to the Border-to-Border Broadband Grant Program and continue to encourage public/private sector collaboration; c) Support measures to authorize and encourage cities and other local units of government to play a direct role in providing broadband infrastructure and/or services; d) Remove barriers to the exercise of local authority to provide such services, including repeal of Minn. Stat. § 237.19, that requires a supermajority voter approval for the provision of local phone service by a local unit of government; e) Offer incentives to private sector service providers to respond to local or regional needs and to collaborate with cities and other public entities to deploy broadband infrastructure capable of delivering sufficient bandwidth and capacity to meet immediate and future local needs; f) Adopt policies which seek to position Minnesota as a state of choice for testing next-generation broadband technologies; g) Affirm that cities have the authority to partner with private entities to finance broadband infrastructure using city bonding authority; h) Remove barriers, restrict anti- competitive practices, and prevent predatory action that prevent or impede cities, municipal utilities, schools, libraries, and other public League of Minnesota Cities 66 2020 City Policies sector entities from collaborating and deploying broadband infrastructure and services at the local and regional level; i) Continuously update and verify comprehensive statewide street-level mapping of broadband services to identify underserved areas and connectivity issues; and j) Recognize the crucial role of local government in the work of the Governor’s Broadband Task Force and fund the Office of Broadband Development to help achieve significantly higher broadband speeds and to ensure that robust and affordable Internet connectivity is widely available. k) On the federal level, the League urges Congress to adopt laws restoring the ability of municipalities to extend beyond their borders to serve unserved and underserved areas. LE-17. Competitive Cable Franchising Authority Issue: Despite claims made by some in the cable industry, studies and evidence to date do not support that state franchising is the solution for competition, lower consumer rates, and improved customer service. Unlike the exercise of local franchising authority, state franchising models frequently make no provision for staffing at the state level or for effective resolution of consumer complaints. Cable service provided by a cable communications system that uses infrastructure located in the public right-of- way to transmit video signals remains subject to local franchising authority. Maintaining local franchising most effectively creates and preserves agreements that guarantee broad access to services throughout the community, ensuring there is no digital divide for access to available additional services such as access to IP voice and high-speed Internet via infrastructure that also delivers video programming services. Response: State policy should maintain local cable franchise authority and oversight of the public rights-of-way, as well as ensure franchise agreements reflect new technology, and are reasonably tailored to the technical and operational differences among providers and communities. Independent studies clearly demonstrate that statewide franchising does not increase direct competition to incumbent cable franchisees. The Legislature, Federal Communications Commission (FCC), and Congress should also continue to recognize, support and maintain the exercise of local franchising authority to encourage increased competition between incumbent cable system operators and new wireline competitive video service providers including: a) Maintaining provisions in Minn. Stat. ch. 238 that establish and uphold local franchising authority, including the authority to receive a gross revenues based franchise fee; b) Refraining from adopting any FCC rule changes that would further restrict existing local authority to charge for and control access to public rights-of-way by all video and cable service providers; c) Maintaining local authority to charge fees on providers to ensure the provision of public, educational, and governmental (PEG) programming, to require the provision of video channels and video streaming for PEG programming with video and audio League of Minnesota Cities 67 2020 City Policies quality/channel location equivalent to that of the local broadcast stations, and ensuring programming is accessible and searchable by all residents of the local authority through detailed Electronic Programming Guide listings that are equivalent to that of local broadcast stations; d) Ensuring continued cost-effective local government access to capacity on institutional networks (I-Nets) provided by local cable system operators for public safety communications, libraries, schools, and other public institutions to use state-of-the-art network applications; and e) Strengthening local authority to enforce customer service standards and transparency in pricing. LE-18. Public Right-of-Way Management Issue: Cities hold local rights-of-way in trust for the public as an increasingly scarce and valuable asset. As demand increases for use of rights-of-way for underground wired and overhead wireless facilities and sites for wireless communications, cities must coordinate the use of this resource among competing uses and to manage the use of PROWs for delivery of essential municipal utility services. Local management responsibilities vary and are site specific, underscoring the necessity for maintaining local authority. Minnesota’s Telecommunications Right-of- Way User Law was amended during the 2017 Session with legislation creating a separate permitting system for placement of small wireless facilities on city-owned structures in the public right-of-way. The change in law clarified that wireless providers are telecommunications right-of- way users and maintained cities' right-of- way management authority, but limitations were imposed on cities' compensation through rent and timelines for processing small wireless facilities permits. Response: Minn. Stat. §§ 237.162-.163 worked well for many years, but Minnesota was a part of a nationwide effort by wireless providers to pass laws providing them with easier access to public rights-of-way and city-owned infrastructure. While Minnesota's law maintains more local control than those passed in many other states, the League of Minnesota Cities opposes efforts to further restrict local government authority over the public right-of-way. Furthermore, the Federal Communications Commission is undergoing review of Telecommunications Act rules and policies related to local government regulatory authority. State and federal policymakers and regulators should: a) Uphold local authority to manage and protect public rights-of-way, including reasonable zoning and subdivision regulation, reasonable regulations of structures in the public right-of-way, and the exercise of local police powers; b) Recognize that cities have a paramount role in developing, locating, siting, and enforcing utility construction and safety standards; c) Support local authority to require reimbursement and compensation from service providers for managing use of public rights-of-way; d) Maintain city authority to franchise gas, electric, open video systems and cable services, and expand city ability to collect compensation for other services utilizing the PROW including but not limited to telecommunications League of Minnesota Cities 68 2020 City Policies and broadband services, and all other wireline programming platforms and services to support maintenance and management of the traveled portion of the PROW and other public services of importance to communities; e) Encourage a collaborative process with stakeholders, including cities, to determine any revised standards if needed; f) Recognize that as rights-of-way become more crowded, the costs of disrupting critical infrastructure become evident and the exercise of local authority to manage competing demands and ensure public safety in the PROWs becomes increasingly important; g) Ensure the removal of abandoned equipment and accompanying support structures by the service providers from the public right-of-way; h) Maintain the courts as the primary forum for resolving disputes over the exercise of such authority; and i) Maintain existing local authority to review and approve or deny plans for installation or relocation of additional wires or cables on in-place utility poles. In the alternative, cities should have broader authority to require the underground placement of new and/or existing services at the cost of the utility or telecommunications provider. LE-19. Wireless Infrastructure and Equipment Siting Issue: Demand for wireless communication service has increased requests by private and public sector providers to site additional towers, antennas, small cells and other facilities in cities. It is anticipated that applications to install small cell wireless facilities and distributed antenna systems (DAS) will continue to grow as technology evolves over time. Despite changes made to Minn. Stat. § 237.163 that created a special process for the siting of small wireless facilities, maintaining cities’ local zoning authority and police power to manage and coordinate the siting of these facilities continue is necessary and appropriate. Response: Cities must continue to exercise full authority to consider public health, safety, and welfare concerns in responding to requests to site, upgrade or alter wireless facilities. The Legislature, Federal Communications Commission (FCC), and Congress should not place further restrictions on city authority to manage the siting of wireless facilities in the public right-of-way nor enact compensation restrictions that would result in local government subsidization of wireless providers. Furthermore, cities must have recourse to require removal by the provider of equipment deemed abandoned. LE-20. County Economic Development Authorities Issue: The 2005 Legislature authorized all counties outside the metropolitan area to establish county economic development authorities (EDAs). Minn. Stat. § 469.1082 provides specificity on certain process and limitations issues, including the ability of cities to prohibit the county EDA from operating within the city as well as within an agreed-upon urban service area or within a distance approved during the formation of the county EDA. County EDA activity in areas surrounding cities will directly impact the adjacent city in terms of service provision and taxes. Response: The Legislature should require city approval for proposed county EDA activities within two miles of a city. League of Minnesota Cities 69 2020 City Policies LE-21. Local Appropriations to Economic Development Organizations Issue: Cities and towns are allowed to appropriate up to $50,000 per year from general fund revenue to an incorporated development society or organization for “promoting, advertising, improving, or developing the economic and agricultural resources” of the city or town. The $50,000 cap has been in place since 1989 and places unnecessary restrictions on a city’s ability to work with non-profit development corporations. Local governments should have the flexibility to work with outside organizations if local elected officials believe it is in the best interest of their communities to do so. Such appropriations are subject to the same budgetary oversight as other government expenditures, and local elected officials are ultimately responsible to the voters for how local tax dollars are spent. Response: The Legislature should amend Minn. Stat. § 469.191 to eliminate or increase the cap on appropriations to incorporated development societies or organizations. LE-22. Workforce Readiness Issue: It is critical for the future of our economy to prepare for new demographic trends. While population rates among communities of color are projected to increase, the unemployment rate for communities of color exceed the unemployment rate for white Minnesotans. For example, data from the Bureau of Labor Statistics (BLS) indicate that black unemployment rates are consistently two to three times higher than the unemployment rates of white Minnesotans and studies indicate that hiring bias is a substantial factor for this disparity in unemployment rates. In addition, while early work experience is a leading predictor of future success in a workplace, recent statistics from BLS show that the youth unemployment rate for 16-19 year olds is three times that of the unemployment rate for the state as a whole. Incumbent worker training and education must be an important component of Minnesota’s efforts to improve workforce readiness. By making firms and employees more competitive, incumbent worker training can increase wages, increase employment opportunities, fill skilled worker gaps, and keep jobs and employers in their communities. The Minnesota Job Skills Partnership is one proven tool that provides training to thousands of incumbent workers each year. Response: The Legislature should: a) Fully fund the Minnesota Job Skills Partnership and other workforce training programs administered by the Department of Employment and Economic Development, the Department of Human Services, and the various education agencies; b) Provide additional flexible funding to local workforce councils, including governments and educational facilities, for the purpose of upgrading the skills and productivity of the workforce, and pursue additional creative programming and funding to prepare and place underemployed and unemployed Minnesotans, as well as address the issue of those phasing out of the workplace and retiring; c) Provide additional funding for programs specifically designed to address youth employment such as career and workforce readiness programs, and employment disparities; and League of Minnesota Cities 70 2020 City Policies d) Continue to support cities that provide workforce programs that are coordinated with and complement state and regional efforts by seeking municipal approval before making any changes to those service areas. LE-23. Business Development Programs Issue: Programs such as the Minnesota Investment Fund (MIF), the Job Creation Fund (JCF), the Redevelopment Program, and contaminated site clean-up grants provide funding opportunities for communities and businesses to develop their local and regional economies. These well- utilized programs create infrastructure, revitalize property, and help businesses generate and expand jobs. Cities are key facilitators in the implementation of economic development strategies through land use and other policies. Response: The League of Minnesota Cities supports continued and sustainable funding for the Minnesota Investment Fund and the Job Creation Fund to assist local communities and businesses in creating, growing, and retaining jobs. DEED should solicit input from cities about how best to implement the Fund, and make adjustments to the administration of the program as necessary. The League supports Department of Employment and Economic Development (DEED) studying and making recommendations on methods to improve the geographic balance of recipients, perhaps by altering the required number of jobs created or developing other programmatic changes that allow all regions of the state to better prosper. LE-24. Land Recycling and Redevelopment Issue: Communities across Minnesota are faced with expensive barriers to re-using property. These roadblocks include deteriorating, obsolete, and vacant structures, and contaminated land. Larger scale redevelopment projects often require the purchase and assembly of multiple, smaller parcels of land that are not suitable for development on their own. Cities and development authorities may need to purchase land over a period of years and hold them for later development, reducing the effectiveness of traditional financing tools that require immediate development. Such barriers pose significant problems for cities seeking to re-use existing infrastructure, maintain and improve property tax base, provide jobs and housing opportunities, and preserve historic structures. Land recycling activities are particularly costly because significant remediation must occur before private-sector interest can be generated. Exacerbating this situation, the land recycling programs administered by the Department of Employment and Economic Development (DEED) and the Metropolitan Council programs continue to be underfunded. Response: In recognition of the unique needs of land recycling projects statewide, the Legislature should increase funding for the statewide redevelopment account. The League of Minnesota Cities would also support the creation of a land assembly grant or loan program to assist cities and economic development authorities assemble small parcels for redevelopment. The League supports competitive programs administered by DEED with both bonding and general League of Minnesota Cities 71 2020 City Policies fund appropriations that distribute the funds equitably between greater Minnesota and the metro area. The Legislature should continue its support and increase funding levels for state and regional programs to assist in contamination cleanup and brownfields remediation efforts. The State should recognize that the rehabilitation of land due to obsolescence or incompatible land uses is a component of redevelopment. The Legislature should amend the definition of redevelopment district in Minn. Stat. 469.174, subd. 10, to include the obsolescence and incompatible land uses included in a renewal and renovation district (Minn. Stat. § 469.174, subd. 10a), thereby providing cities with more flexible tools to address land recycling and redevelopment. The Legislature should also revive a program similar to “This Old Shop” (Minn. Stat. § 273.11, subd. 19), which would allow cities greater flexibility in targeting commercial development and redevelopment. The Legislature should consider enacting authority that would provide a tax deferral on improvements to commercial buildings, including those located in designated rehabilitation or historic preservation districts. The program’s age limit qualifications under Minn. Stat 273.11, subd. 19, should be modified to include properties that are at least 30 years old. LE-25. Development Authority Levy Limits Issue: Under Minn. Stat. § 469.107, § 469.033, and § 469.053, Economic Development Authorities (EDAs), Housing and Redevelopment Authorities (HRAs) and port authority levies for economic development activities are capped. These limits can hinder the planning of future development. Response: The Legislature should repeal levy limits or increase the levying authority for EDA, HRA, and port authority activities in Minn. Stat. ch. 469. LE-26. Tax Increment Financing (TIF) Issue: TIF is the most important tool available to fund community development and redevelopment efforts. Over time, the TIF law has become increasingly complex as the Legislature seeks to provide cities with the resources to grow the state’s economy while maintaining limits on the use of property taxes. Cities need greater flexibility to use TIF for community and economic development that support a city’s residents and businesses. Further restrictions of TIF would render the tool less effective and will hinder local efforts to support job creation, housing, redevelopment and remediation. One component of the redevelopment TIF law (Minn. Stat. 469.174, subd. 10) requires that more than 50 percent of the buildings in a proposed redevelopment district be deemed “structurally substandard to a degree requiring substantial renovation or clearance” before a district can be established. This makes small districts with two properties particularly difficult to establish. Response: The Legislature should not enact future TIF law restrictions, rather the Legislature should: a) Amend Minn. Stat. § 469.1763, subd. 4, to clarify that tax increment pooling limitations are calculated on a cumulative basis. League of Minnesota Cities 72 2020 City Policies b) Modify Minn. Stat. 469.174, subd. 10, to allow a redevelopment district to be established where only 50 percent of the buildings are required to be structurally substandard to a degree requiring substantial renovation or clearance. c) Clarify that expenditures for the necessary maintenance of properties within TIF districts are an allowable use of tax increment under Minn. Stat. § 469.176, subd. 4; d) Allow term extensions for redevelopment districts which are taking longer to develop; e) Amend Minn. Stat. § 469.1763, subd. 3, to eliminate the “Five-year Rule” for districts that are taking longer to develop; f) Amend Minn. Stat. § 469.174, subd. 25, to provide time limits on the "deemed increment" created by land sales, leases and loans, and allow authorities greater flexibility in the use of lease revenues to fund ongoing operations; g) Expand the use of TIF to assist in the development of technological infrastructure and products, biotechnology, research, multi-modal transportation and transit-oriented development, restoration of designated historic structures, non- retail commercial projects, and non- wetland areas where unstable/non- buildable soils exist; h) Increase the ability of TIF to facilitate redevelopment and housing activities; i) Modify the housing district income qualification level requirements to allow the levels to vary according to individual communities; j) Encourage compact development and consider reauthorization of compact development TIF districts with modifications to increase their effectiveness; k) Discourage any statutory mechanisms that directly or indirectly decrease the impact of city redevelopment and economic development projects; l) Simplify the substandard building test to resolve ambiguities and reduce the continued threats of litigation; m) Create an exception to the interfund loan resolution requirement in Minn. Stat. 469.178, subd. 7, to authorize the development authority to delegate to a staff person the ability to set the terms and conditions of an interfund loan. n) Amend the definition of redevelopment district under the TIF Act to include the obsolescence and incompatible land uses included in a renewal and renovation district, thereby providing cities with more flexible tools to address land recycling and redevelopment. LE-27. Property Tax Abatement Authority Issue: In an effort to increase the number of development tools available, the 1997 Legislature authorized local units of government to grant property tax abatements. Although tax increment financing (TIF) continues to be the primary financing mechanism for local development projects, tax abatements provide cities with an important, additional economic development tool. Recognizing the need for municipal development tools, the 2008 Legislature expanded the abatement authority by converting the limit on abatements from ten percent of the current tax levy to ten percent of net tax capacity. In order to provide maximum benefits and recognize local decision-making, tax abatements should have less restrictive League of Minnesota Cities 73 2020 City Policies funding caps, financing terms, and authorized uses. The tax abatement law requires that a political subdivision may only approve an abatement after holding a public meeting with a minimum of 10 days published public notice. When more than one political subdivision abates property taxes for a development project, there must be separate notices and hearings for each subdivision. This requirement can be particularly burdensome for programs designed to develop multiple properties over an extended period of time. If one political subdivision could be designated as the lead entity for purposes of the notice and hearing requirements, such projects could be made more efficient without sacrificing public transparency. Property tax abatements should not be considered a replacement for TIF. Response: In light of current economic conditions existing property tax abatement authority should be strengthened. The Legislature should: a) Expand the abatement authority to allow abatement revenues to be used for economic development activities such as workforce readiness and assistance programs, and technology infrastructure improvements; b) Develop a state fund to facilitate state participation in abatement projects by allowing the state property tax to be abated; c) Increase funding caps under Minn. Stat. § 469.1813, subd. 8 and duration limits under Minn. Stat. § 469.1813, subd. 6; and d) Amend Minn. Stat. § 469.1813, subd. 5, to create a streamlined notice and hearing requirement for multi- jurisdictional tax abatement projects. LE-28. Opportunity Zones Issue: The Opportunity Zones program is a new community development program established by Congress in the Tax Cuts and Jobs Act of 2017 to encourage long-term investments in low-income urban and rural communities nationwide. The Opportunity Zones program provides a tax incentive for investors to re-invest their unrealized capital gains into Opportunity Funds that are dedicated to investing into Opportunity Zones as designated by the chief executives of every state and territory in the United States. The tax incentive is available for up to ten years. As the chief executive of the state of Minnesota, Governor Mark Dayton designated 128 census tracts across the state as Opportunity Zones, but beyond the responsibility for this designation the state does not have an additional role in the implementation of the Act. The United States Treasury released rules on April 17, 2019 which provide guidance and clarification for investors and fund managers. It is anticipated that the Act may be a useful tool in spurring development in low-income communities and could help with business development and jobs; there are also questions about what impact the Act will have on the residents that live and businesses that operate, in these communities today. For example, while development may have positive impacts such as increasing tax base or job opportunities, robust development could have unintended consequences such as displacement of current residents and businesses. Response: The League of Minnesota Cities urges the federal government to seek regular input from communities that are designated as Opportunity Zones League of Minnesota Cities 74 2020 City Policies regarding how the tool is being used, whether the tool is encouraging new development opportunities, and how community members who live in the Zones are impacted, such as through a local advisory board made up of residents, businesses, and other stakeholders located in the designated census tracts. The Federal Government should seek input from local communities throughout the implementation of the rules and regulations and consider necessary amendments and adjustments as needed in response to potential questions or concerns raised by the communities whose residents, workers, and businesses will be experiencing the changes that ensue in the Zones. The State of Minnesota should utilize community development resources to stimulate investment in Opportunity Zones and adopt policies that ensure that local residents, workers and businesses benefit from the investments. LE-29. Revisions to the OSA Audit Function Issue: Pursuant to Minn. Stat. § 469.1771, the Office of the State Auditor (OSA) is responsible for tax increment financing (TIF) oversight. As part of its review of TIF districts, the OSA identifies alleged violations of the TIF laws and issues noncompliance notices to TIF authorities. In recent years, a number of cities have received letters of inquiry from the OSA that raise questions about practices long- accepted by the OSA or limit statutory definitions that have not been amended by the legislature for over a decade. The audit power in Minn. Stat. § 469.1771 is necessary to ensure that individual cities comply with the TIF statutes, but is not effective in clarifying the legislative intent of the TIF statutes. In addition, the TIF statute requires that authorities respond to noncompliance notices within 60-days of receiving the notification. There is no deadline for the OSA to respond, and authorities often do not receive timely responses on the matter from the OSA. Government agencies typically have response-time deadlines, and it is appropriate for the OSA to respond by a time certain to provide finality to the audit process. Any final disposition notice must be clear about the final disposition of the matter. Finally, the statutory audit enforcement process does not create an environment where these policy questions can be fairly and sufficiently resolved. County attorneys lack the resources to prioritize TIF disputes and lack the subject matter expertise needed to analyze the merits of the OSA’s audit findings. This results in excessive deference granted to the OSA’s original audit findings. Faced with the potential loss of increment, payment of attorney fees, and small likelihood of success on the merits, cities often acquiesce to the OSA to save time and money. Response: The League of Minnesota Cities believes there should be a more defined process to establish rules or guidelines for TIF authorities with adequate input from local government officials and public finance professionals prior to their adoption. In the event that the OSA determines to issue a final noncompliance notice to a TIF authority, the Legislature should require the OSA to issue the notice within 60 days of receiving the authority’s response. Any final noncompliance notice should contain the OSA’s final position on the matter, the date upon which it forwarded the matter to the county attorney, and the next steps that are League of Minnesota Cities 75 2020 City Policies required to be taken according to state law. Upon expiration of the 60-day period, the authority should be deemed to be in compliance with the TIF laws if no final noncompliance notice is received. In order to ensure a fair process to resolve disputes over TIF findings of the OSA, the Legislature should consider whether the authority to resolve such disputes should be shifted from county attorneys to the Office of Administrative Hearings. LE-30. OSA Time Limitations Issue: The Office of the State Auditor (OSA) has the authority to issue noncompliance notices for every existing tax increment financing (TIF) district in the state for alleged violations of the TIF laws. This authority extends retroactively to the inception of the district. Accordingly, TIF authorities can receive noncompliance notices for alleged violations that occurred 20 or more years ago. Often, staff and record-keeping procedures have changed, and TIF authorities find it difficult to reconstruct the past in order to identify and remedy these situations. Similarly, the OSA claims the authority, based on the state’s records retention schedule, to audit TIF districts for up to 10 years after decertification, which requires cities to expend staff resources to maintain files and a working knowledge of old districts for an unreasonable period of time. Response: A reasonable timeframe within which alleged violations are identified should be established. The Legislature should reasonably restrict the OSA’s ability to issue noncompliance notices to the six-year period prior to the notice’s issuance date. The Legislature should also require the OSA to conduct any audits on decertified districts within one year of decertification. LE-31. Workforce Housing Issue: Job creation is one of the fundamental goals of economic development. When employers create new jobs through expansion or relocation there must be sufficient housing in the host community for the new workers and their families to live. In rural communities, a lack of housing stock for new workers can prevent a planned expansion or relocation, hampering job growth and economic development. The economics of building a housing development in greater Minnesota communities makes private development difficult, and workers with higher paying jobs do not qualify for traditional affordable housing. This housing gap can bring development and job growth in a community to a halt. In 2014, at the urging of cities through Minnesota, the Legislature created a workforce housing pilot program for three cities in Roseau and Pennington Counties. In 2015 the Legislature passed League- sponsored legislation that created the workforce housing development program and appropriated $4 million to the Department of Employment and Economic Development (DEED) to administer the program. Once grant awards from DEED were made, prevailing wage requirements, construction costs, and land prices have shown to lessen the effectiveness of creating more workforce housing units. It is important to ensure the appropriate resources and process exist for the Department of Labor and Industry (DLI) to determine representative and accurate prevailing wage amounts in different areas across the state. League of Minnesota Cities 76 2020 City Policies The 2017 Legislature approved funding for the Workforce Housing Grant Program at $2 million each year. The program was moved from DEED to be administered by MN Housing Finance Agency (MHFA) in Minn. Stat. 469A.39 with a change in qualifications that gives preference to cities under 30,000 population (rather than 18,000 previously). The 2017 Legislature also approved a new use of TIF authority for workforce housing (Minn. Stat. § 469.174-176). In addition to requirements under Minn. State. 469.175, subd. 3, county and school boards must approve the TIF plan before it is enacted and the authority sunsets in 2027. These additional requirements specific to workforce housing TIF districts put additional barriers on workforce housing development and does not fully recognize the role of cities as the typical lead government entity on housing projects. Minn. Stat. § 469.175, subd. 2, currently requires cities to provide the county auditor and clerk of the school board with the proposed TIF plan and an estimate of the fiscal and economic implications of the proposed TIF district at least 30 days before the public hearing required by Minn. Stat. § 469.175, subd. 3. The county auditor and school board shall provide copies of these TIF plan materials to members of their boards. These current requirements provide sufficient notice to taxpayers and other government entities about proposed TIF districts. Response: The League of Minnesota Cities supports additional tools for local communities to develop workforce housing: a) MHFA should solicit input from local communities to ensure that the goals of the Workforce Housing Grant program are met, and MHFA should award funds to eligible projects as quickly and efficiently as possible; b) The Legislature should increase funding to the Housing and Job Growth Initiative to aid housing in support of job growth, and amend Minn. Stat. § 462A.33 to eliminate or increase the maximum income levels for participation in the program; and c) The Minnesota Housing Finance Agency should make administrative changes to the Housing Challenge Grant program to streamline the application process, reduce the per- unit cost of constructing affordable housing, and increase the construction of affordable rental units at 80% of median income and owner-occupied units at 115% of median income, as currently allowed by state and federal law; and d) The Legislature should pass legislation creating a workforce housing tax credit to spur development of workforce housing. e) The Legislature should scale the workforce housing grant program to account for the additional cost associated with the prevailing wage requirements. f) The Legislature should eliminate the provision in Minn. Stat. § 469.175, subd. 3, that requires the county board and school board to approve a workforce housing TIF plan before it is enacted and the Legislature should also eliminate the sunset of the workforce housing TIF authority. LE-32. Development Along Transit Corridors Issue: While the establishment of transit lines and corridors provide the impetus for economic development, there are limits to existing development tools that hinder full League of Minnesota Cities 77 2020 City Policies development of transit corridors. For example, acquisition of land outside of the line but within the corridor can be difficult, and current tools are not well-suited for the creation of public spaces, enhancement of infrastructure, and investments such as parking ramps that are necessary components of a transit-oriented development plan. In 2008 the Department of Employment and Economic Development (DEED) was authorized to establish Transit Improvement Areas, which should complement long-term transportation planning initiatives such as MAP-21 and Minnesota GO. Transit Improvement Areas include parcels of land that are located in part within one-half mile of a transit station. A transit station is defined as a physical structure or designated area which supports the interconnection of various transportation modes, including light rail, commuter rail and bus rapid transit, and which promotes and achieves the loading, discharging and transporting of people. The commissioner of DEED may designate a Transit Improvement Area if it will increase the effectiveness of a mass transit project by incorporating one or more modes of public transportation with commercial and housing development, as well as providing a clean and pleasant place for pedestrian use. DEED has designated over 50 Transit Improvement Areas; all but two are located in the seven- county metropolitan area. Although the language passed and was signed into law by the governor (Minn. Stat. § 469.35), there was no funding put into place to implement the new program. Response: The League of Minnesota Cities urges the Legislature to increase the ability of traditional economic development tools, including tax increment financing, tax abatement, and special service districts, to address the needs of transit-oriented development. The League encourages the Legislature to appropriate bonding and general fund dollars for revolving loans and grants to fund the TIA program. Additionally, the Legislature should consider adding park and ride facilities to the list of qualifying transportation modes, as defined in Minn. Stat. § 469.351. Because the majority of the DEED-designated Transit Improvement Areas are currently located in the seven-county metropolitan area, increased funding for this program will not be balanced between greater Minnesota and the metro area. Additional funding for this program should not change the overall balance of state funding between greater Minnesota and the seven-county metropolitan area. LE-33. Public Infrastructure Utilities Issue: Successful economic development efforts and community stability are dependent upon a city’s ability to make infrastructure investments. Current infrastructure funding options available to cities are inadequate and unsustainable. Funding pressures have been exacerbated by levy limits, unallotment and reductions in the local government aid and market value homestead credit programs. The existing special assessment law, Minn. Stat. ch. 429, does not meet cities’ financing needs because of the special benefit requirement. The law also requires a bond election unless a minimum of 20 percent of such a project can be specially assessed against affected properties due to the increase in fair market value or “benefit” from the project. In practice, however, proof of increased property value to this degree of benefit can rarely be proven from regular repair or replacement of existing infrastructure such as streets or sidewalks. Alternatives to the Minn. Stat. ch. 429 methods for financing League of Minnesota Cities 78 2020 City Policies infrastructure improvements are nearly nonexistent. The Legislature has given cities the authority to operate utilities for waterworks, sanitary sewers, and storm sewers. The storm sewer authority, established in 1983, set the precedent for a workable process of charging a use fee on a utility bill for a city service infrastructure that is of value to everyone in a city. Similar to the storm sewer authority, a transportation or sidewalk utility would use technical, well-founded measurements and would equitably distribute the costs of local infrastructure services. Response: The Legislature should authorize cities to create, as a local option, additional utilities such as a transportation or sidewalk utility, that ensure funding for the maintenance of these public amenities. Additionally, whether established as a new chapter of law or added to the list of service charges in Minn. Stat. § 429.101, cities should be able to impose service charges against property to ensure the maintenance and safety of the right of way for all Minnesotans without having to prove an increase in fair market value or having to determine whether those contributing to the utility fund are taxable or tax-exempt. Such authority would acknowledge the effects of repeated levy limits and the general funding shift from the state to local governments for building and maintaining necessary infrastructure; the benefits to all taxpayers of a properly maintained public infrastructure; and, the limitations of existing special assessment authority. LE-34. Adequate Funding for Transportation Issue: A well-coordinated state transportation policy utilizing all modes of transportation in moving passengers and freight will enhance the state economic development of new and expanding business as well as foster additional tourism opportunities. Response: More resources must be dedicated to all components of the state’s transportation system, and local units of government must have access to resources and funding tools to meet growing needs. The League of Minnesota Cities supports: a) Development of a comprehensive state transportation policy which provides an environment where all modes of transportation (motor, rail, air, water and pipeline) complement each other in moving passengers and freight within the state. b) A dedicated and sustainable state revenue source for non-municipal state aid city streets. c) The Statewide Transportation Plan 2009-2028 developed by the Minnesota Department of Transportation (MnDOT). d) MVST distribution of 60 percent for roads and bridges and 40 percent for transit. e) A permanent increase in the gas tax. f) Indexing of the gas tax, provided there is a limit on how much the tax can be increased for inflation in a given amount of time. g) Increases in vehicle registration taxes (tab fees). h) Trunk highway bonding provided the Legislature implements reasonable restrictions on the amount of debt service the state will incur, and provided the Legislature appropriates League of Minnesota Cities 79 2020 City Policies funding to assist with local costs related to projects funded with trunk highway bonds. i) General obligation bonding for local roads and bridges, particularly for routes of regional significance. j) A sales tax increase dedicated to transportation. k) Funding to assist cities burdened by cost participation responsibilities imposed by improvement projects on the state’s principal arterial system and on the county state aid highway (CSAH) system. l) Funding for transportation components of economic development and redevelopment projects. m) Full funding for all components of state highway projects, including related stormwater management systems, through state sources. n) Establishment of a “Mainstreets Fund” to assist cities with non- transportation related components of trunk highway projects such as utility upgrades and improvements that contribute to economic development. o) Funding to build roads to standards that can accommodate the year-round transport of heavy loads. p) A sales tax exemption for materials purchased for state and local road, bridge, sidewalk, trail and transit construction projects. q) Authority for cities to impose development impact fees for transportation infrastructure. r) Local funding options that would allow cities to raise revenues for roads, bridges, sidewalks, trails, and transit. s) Expanded use of alternative revenue sources such as MnPASS and other tolling mechanisms for funding of maintenance and construction (where feasibility studies indicate the program is appropriate). LE-35. Turnbacks of County and State Roads Issue: As road funding becomes increasingly inadequate, more roads are being “turned back” to cities from counties and the state. Response: Turnbacks should not occur without direct funding or transfer of a funding source. A process of negotiation and mediation should govern the timing, funding, and condition of turned-back roads. Agreements should be negotiated and finalized before work on a project requiring a turnback begins. City taxpayers should receive the same treatment as township taxpayers. The requirement for a public hearing, standards about the conditions of turnbacks, and temporary maintenance funding should also apply to county turnbacks to cities. At a minimum, roads that are proposed to be turned back to a city government should be brought up to the standards of the receiving government, or that city should be compensated with a direct payment. Direct funding should be provided for smaller cities that are not provided with turnback financing through the municipal state aid system. LE-36. MnDOT Rights-of-Way Maintenance Issue: Maintenance of property, including government property and facilities, is important to public safety and to the image of Minnesota cities. Cities are acutely aware of the responsibility they have for enforcing property maintenance codes pertaining to grass mowing, noxious weed abatement, the League of Minnesota Cities 80 2020 City Policies placement of trash in yards and fence maintenance. Minnesota has many miles of highways that run through cities. In recent years, the Minnesota Department of Transportation (MnDOT) has cut a substantial percentage of its rights-of-way management staff. The cuts have resulted in reduced maintenance along some corridors and on parcels acquired by MnDOT for transportation purposes. Specifically, MnDOT has reduced the frequency of mowing, litter collection, noxious weed abatement, graffiti abatement and repair of fences and guard rails. This maintenance reduction has created public safety concerns, undermined efforts to keep corridors attractive and presented challenges for communities working to promote economic development. Response: MnDOT must maintain state rights-of-way and parcels acquired by MnDOT for transportation purposes located within city limits in a manner consistent with local ordinances governing the upkeep of private property when requested by the city. Alternatively, MnDOT should reimburse Minnesota cities for the labor, supplies, and equipment necessary to maintain state rights-of-way to meet city standards and/or minimize public safety hazards. The Legislature must provide MnDOT with adequate funds to maintain state rights-of-way. LE-37. Funding for Non-Municipal State Aid City Streets Issue: Minnesota has over 141,000 miles of roadway, and more than 22,500 miles—or 16 percent--are owned and maintained by Minnesota’s 853 cities. The Minnesota Constitution limits eligibility for dedicated Highway User Tax Distribution Fund dollars to up to twenty percent of streets in cities with populations over 5,000 (147 of 853 cities). This means almost 85 percent of municipal streets are ineligible for municipal state aid (MSA) funds and must be paid for with property taxes and special assessments. Funding challenges are compounded by city cost participation requirements in state and county highway projects, which divert resources from city-owned streets. Recognizing the unique street funding needs in cities under 5,000 population, the 2015 legislature created the Small Cities Assistance Account (Minn. Stat. § 162.145). Funds in the account are distributed through a formula to all cities under 5,000 population for street maintenance and reconstruction. Unfortunately, funding for the account has only been provided for three times. Because Small Cities Assistance funding has been provided so inconsistently, small cities have had difficulty using the revenue stream as a tool to maximize pavement management and street improvement planning. Maintenance costs increase as road systems age, and no city--large or small—is spending enough on roadway capital improvements to maintain a 50-year lifecycle. For every one dollar spent on maintenance, a road authority--and therefore taxpayers--save seven dollars in repairs. According to a report released in late 2012 by the governor’s Transportation Finance Advisory Committee, cities collectively need an additional $400 million per year to bring city streets up to an economically competitive standard. Response: City streets are a separate but integral piece of the network of roads supporting movement of people and goods. Cities need greater resources and flexible policies in order to meet growing League of Minnesota Cities 81 2020 City Policies demands for street improvements and maintenance. The League of Minnesota Cities supports: a) A dedicated and sustainable state funding source for non-MSA city streets in large and small cities statewide; b) enabling legislation that would allow cities to create street improvement districts (similar to sidewalk improvement districts already allowed under Minn. Stat. § 435.44); and c) the creation of a new fund within the Local Road Improvement Program that would provide grants to cities burdened by cost participation requirements related to trunk highway and county state-aid projects. LE-38. Authority to Allow Amenities in MnDOT Rights-of- Way Issue: Cities served by the state’s trunk highway system frequently request features on the highway right-of-way (ROW) that would improve the aesthetics of the highway or provide public amenities exceeding components the Minnesota Dept. of Transportation (MnDOT) may include. Minn. Stat. §161.20, Subd. 2(b), gives the MnDOT commissioner authority to make agreements with and cooperate with any governmental authority relating to trunk highway construction and improvements; however, Minn. Stat. §161.434 provides that arrangements and agreements must be “for highway purposes”. These restrictions are problematic in cities where a downtown commercial area exists along a trunk highway. Some of these cities desire amenities that would make commercial areas adjacent to trunk highways more vibrant by allowing outdoor dining, landscaping, decorative lighting or other aesthetic improvements that do not serve a highway purpose. Under current law, the city cannot approve amenities that encroach on the ROW. Response: The League of Minnesota Cities supports authorizing cities, by ordinance, to allow amenities that do not serve highway purposes on trunk highway ROW within their jurisdictions. The League also supports a requirement that MnDOT develop and approve rules related to local ordinances. LE-39. Complete Streets Issue: There is increasing public support for the reform of local street design policies to make streets safer for pedestrians, cyclists and neighborhood residents. Response: The League of Minnesota Cities supports reforms in state design guidelines for local streets that would give cities greater flexibility to safely accommodate all modes of travel, including walking and biking. The state should also provide incentives such as grants to local units of government working to advance complete street projects. Crosswalks and Safe Routes to School projects should be eligible for incentives. The League opposes state imposed unfunded mandates that would increase the costs of building streets in contexts where facilities for cyclists and pedestrians are unnecessary or inappropriate. LE-40. Infrastructure Fees Issue: New development and the resulting growth create an increased demand for public infrastructure and other public League of Minnesota Cities 82 2020 City Policies facilities. Severe constraints on local fiscal resources and dramatic forecasts for population growth have prompted cities to reconsider ways to pay for the inevitable costs associated with new development. Traditional financing methods tend to subsidize new development at the expense of the existing community, discourage sound land-use planning, place inefficient pressures on public facilities, and allow under-utilization of existing infrastructure. Consequently, local communities are exploring methods to ensure new development pays its fair share of the true costs of growth. In Harstad v. City of Woodbury, the Minnesota Supreme Court recently clarified that state statute does not provide the authority for cities to impose infrastructure fees to fund future road improvements when approving subdivision applications under Minn. Stat. § 462.358, subd. 2a. Given the existing authorization to impose fees on new development of other infrastructure, such as water, sanitary and storm sewer, and for park purposes, it is reasonable to extend the concept to additional public infrastructure and facilities improvement also necessitated by new development. Response: The Legislature should authorize local units of government to impose infrastructure fees so new development pays its fair share of the off- site, as well as the on-site, costs of public infrastructure and other public facilities needed to adequately serve new development. LE-41. Safe Routes to School Grants Management Issue: The Safe Routes to School (SRTS) Program provides funding support for capital projects that promote and encourage more students to walk or bicycle to school by making the school routes safer and more accessible. The following are some types of SRTS infrastructure improvement grants that are provided by the state and offered through the Minnesota Dept. of Transportation (MnDOT): • School site improvements: secure bicycle parking facilities, traffic diversion improvements, and Americans with Disabilities Act (ADA) improvements; • Pedestrian facilities: new sidewalk, sidewalk gap closures, and related ADA improvements; • Bicycle facilities: bicycle trails, separated multi-use or shared paths and related ADA improvements; and • Traffic calming and crossing improvements: curb extensions, speed humps, median refuges, enhanced crosswalk markings, timed on/off beacons, vehicle feedback signs (dynamic speed signs), and other traffic control devices. Cities that receive municipal state aid (MSA)--those with populations above 5,000--may apply for and administer their own SRTS grants. Non-MSA cities, even those with a city engineer on staff or contract, must rely on the county to manage any grant funds secured as well as to approve the project design. In some cities, this requirement has led to project delays and disputes with counties over project design and delivery. Response: The League of Minnesota Cities supports changes to MnDOT rules to allow small cities that have the capacity to manage SRTS grants and projects to do so without county approval. League of Minnesota Cities 83 2020 City Policies LE-42. Railroads Issue: Railroads impose far-reaching and long-term impacts on communities. The impact of railroads on communities has become more pronounced in Minnesota as the number and length of trains have increased due to frac sand and crude oil entering the state by rail to and from North Dakota. While railroads often support economic activity and can relieve pressure on roadway and bridge infrastructure, they also bring noise, environmental impacts and safety challenges. Below are some of the concerns cities have raised about railroads: a) Local public safety personnel are underequipped to respond to a potential derailment of a train carrying hazardous materials such as crude oil or nuclear products. b) The cost-share ratio related to roadway crossing improvements is borne disproportionately by the public sector. Some estimates are 80 percent public to 20 percent private funding, regardless of the public entity’s ability to pay or whether service is provided within the community. Funding has not kept pace with the growing need for grade separations. c) Legislation brought by the railroad industry that would exempt railroads from stormwater fees and assessments and shift the cost of complying with stormwater management to other property owners. d) The financial burden is faced by the public sector to deal with mitigation improvements, a cost that the Surface Transportation Board (STB) is not requiring the private sector to pay. e) At-grade crossings are blocked by both long moving trains and by trains that stop and remain stopped, sometimes for hours at a time. Blocked crossings delay motorists and sometimes prevent passage of emergency vehicles. f) Difficulty and expense of imposing and enforcing whistleblowing ordinances. g) Unabated graffiti on railroad cars and structures. h) Negative impacts of long- and short- term storage of rail cars on adjacent properties. i) Pre-emption of local and state authority to regulate railroad activities. Response: The League of Minnesota Cities opposes legislation and policies that disproportionately shift authority, costs and/or liability away from railroad companies and onto other entities. The railroad industry, along with state and federal government, must: a) Adequately mitigate the negative impacts of railroads on communities; b) Allow local governments to enforce the existing state and federal laws regarding the maximum time a crossing may be blocked, and provide a mechanism to do so; c) Provide that timely notice to the impacted municipality is required in advance when a crossing or crossings will be blocked by a stopped train; d) Require railroad companies to provide a direct emergency response telephone number for city first responders (police, fire, ambulance or other designated official) to call when an at-grade crossing is blocked, and the emergency services need this crossing immediately unblocked to continue their response; e) Allow local governments to enforce whistle-free zones; f) Impose and implement safety standards that are in the best interest of the public, including requiring every train that is carrying freight to League of Minnesota Cities 84 2020 City Policies be operated with a crew of at least two crewmembers; g) Equip and train local public safety officials to respond to potential catastrophic rail incidents; h) Develop plans and identify funding sources for more grade separations between railways and roadways; and i) Fund and implement improvements to rail car storage facilities. The public sector should not incur the costs of improvements sought by the private sector, and cities should not be required to fund most of the cost of crossing repairs or improvements. The federal government must exercise greater oversight of the STB to ensure fair and equitable solutions are reached when dealing with cities in Minnesota. Finally, the Minnesota Department of Transportation’s (MnDOT’s) Office of Freight and Passenger Rail should advocate on behalf of local communities when conflicts between cities and railroad entities arise. LE-43. Airport Planning and Funding Issue: Airports are an essential component of Minnesota’s transportation infrastructure. Airports in the State of Minnesota serve important gateway to the region, the nation, and global markets. They serve as a primary access point to our national airport system. The Minneapolis St. Paul International Airport (MSP) is critical to the movement of people and goods in and out of the state and even with all the planned improvements, it will eventually reach its capacity. The state needs to implement a long-term strategy to make better use of other airport facilities and existing resources, reduce environmental impacts, and achieve sound and sustainable economic growth throughout the state. Aviation planning is a multi-layered effort with different levels of responsibilities. Currently, the State Airports System Plan is put together by MnDOT with individual pieces developed by the Federal Aviation Agency (FAA), Metropolitan Council (MC), and Metropolitan Airports Commission (MAC). Aviation planning could be improved by a more unified statewide effort and coordination of the various aviation strategies through creation of an oversight body. Minn. Stat. § 360.017 establishes the State Airport Fund and authorizes the Minnesota Department of Transportation (MnDOT) Office of Aeronautics to support cities, counties and townships in the planning, development, maintenance and safe operation of public airports. In recent years, in order to help balance the state’s budget, the Legislature transferred funds from the State Airport Fund to the General Fund. Although the borrowed funds were eventually repaid in full, efforts to preserve and improve the quality of airports throughout the state were hindered by the unavailability of these revenues. The Minnesota Council of Airports (MCOA), a membership organization for airport authorities and municipal entities who own airports, has led efforts to bring stakeholders together. Most recently, the MCOA established the State Airports Fund Committee to work with the MnDOT Office of Aeronautics to discuss and advise future management practices of the State Airport Fund. Response: The state needs a higher degree of integration of agencies (FAA, MnDOT, MC, and MAC) and communities related to aviation planning. The League of Minnesota Cities supports the collaborative efforts initiated by the MCOA and supports the development of League of Minnesota Cities 85 2020 City Policies a statewide airport advisory board, which could provide input, review and make recommendations to assist in development of a comprehensive statewide State Airports System Plan. The state needs to make planning and investment decisions that will maximize the potential for airports to become economic development centers that provide access to domestic and global marketplaces. Investments in airports allow existing businesses to remain and grow, help attract new businesses, increase employment, and lower product and service costs for the benefit of the region. Finally, the Legislature should not authorize shifting of dedicated State Airports Fund dollars to resolve general fund deficits. LE-44. Airport Safety Zones Issue: The field of aeronautics is regulated generally by Minn. Stat. ch. 360 and Chapter 8800 of the Minnesota Rules. Land use safety zones and other public airport zoning standards are established in Minnesota Rules Chapter 8800.2400, and are adopted by local airport zoning regulations that are submitted to the Minnesota Department of Transportation (MnDOT) commissioner for review and approval before adoption. Airport safety zones are intended to restrict land uses that may be hazardous to the operational safety of aircraft using the public airport, and to protect the safety and property of people on the ground in the area near the public airport. While some of the provisions included in the Minnesota Rules are required by the Federal Aviation Administration (FAA), other provisions go well beyond the federal requirements. In some cases, the Minnesota Rules do not make sense for the community served by a public airport. Finally, in some cases airports cross multiple municipal jurisdictions. Neither state law nor Minnesota Rules provide powers for joint airport zoning boards. These boards could be useful in resolving interjurisdictional issues involving airport planning, development, funding and zoning. Response: The League of Minnesota Cities supports efforts to protect the safety and property of people living and working near public airports. The League also recognizes that the Minnesota Rules related to public airport zoning standards exceed the FAA’s and other states’ standards and, thus, needlessly infringe on local control. The League supports changes to Minnesota Rules pertaining to airport zoning standards that will more closely align Minnesota’s Rules with those in other states, while at the same time retaining local authority to be more restrictive than the Minnesota Rules. The League also supports changes to Minnesota Statutes and Minnesota Rules that would authorize powers for joint airport zoning boards so issues related to funding, staffing, and authority to enforce ordinances can be resolved at the local level. League of Minnesota Cities 86 2020 City Policies HUMAN RESOURCES & DATA PRACTICES HR-1. Personnel Mandates and Limits on Local Control Issue: Many state laws increase the cost of providing city services to residents by requiring city governments to provide certain levels of compensation or benefits to public employees, by specifying certain working conditions, or by limiting city governments’ ability to effectively manage their personnel resources. For instance, existing state laws limit governments’ ability to effectively address incompetence or misconduct of city employees by specifying certain procedures or standards of conduct that cities must follow. Several laws are potentially contradictory and force local governments to choose which one to follow. Response: Any new legislation and changes to existing legislation should meet the following goals: a) Recognize the need for local decision- making authority by local elected officials with regard to the terms and conditions of employment for local government employees (e.g., allow local elected officials to determine employee compensation, employee recognition, and to make employee benefit decisions. b) Provide funding that pays the full costs of any mandated employment- related expenditures. c) Avoid and eliminate expensive and time-consuming duplicative legal protections and processes for public employees. d) Eliminate contradictory existing laws regarding public employment. e) Eliminate mandates for local government employers that are not imposed upon the state as an employer. f) Use the collective bargaining process established by state law, rather than legal mandates, to determine benefits for employees covered by collective bargaining agreements. HR-2. Earned Sick and Safe Time Issue: In recent years, there have been legislative proposals to require employers to provide “earned sick and safe time” affording employees one hour of sick and safe time for every 30 hours worked. Cities recognize their employees for their dedication to public service and currently provide a wide variety of excellent benefits to their employees and prioritize the health and well-being of staff. Benefits include paid time off for most staff who are required to be enrolled in the Public Employee Retirement Association (PERA) (Minn. Stat. § 353.01, subds. 2a, 2b). In developing leave and benefit policies, cities must be mindful of the cost to citizens for programs, much of which are driven by staff compensation and benefits. Response: To avoid significant cost increases and to provide clarity, the Legislature should use the same eligibility requirements for public employees outlined in state statute for PERA participation if a mandatory sick and sick and safe time program is enacted by the Legislature. League of Minnesota Cities 87 2020 City Policies HR-3. Pay Equity Compliance Issue: In 1984, the Legislature passed the Local Government Pay Equity Act to eliminate sex-based wage disparities in public employment. The Act requires each local government to submit reports of its pay structure to the state’s Pay Equity Compliance Coordinator within the Department of Management and Budget. The data is then subject to analysis to determine if there are inequities in the city’s pay structure. Since its passage, the administrative rules implementing the Act have not substantively changed. Response: The League of Minnesota Cities supports the Local Government Pay Equity Act, and seeks to partner with the Legislature and the state’s Pay Equity Compliance Coordinator to update and improve the current system so that cities can more efficiently and effectively fulfill the mandated reporting requirements. Local governments and the state should: a) Explore and document problems individual local governments are experiencing, and evaluate whether the problems are widespread and if they can be resolved administratively; b) Evaluate the reporting process, and make recommendations for improvement as needed; c) Review the methodology for analyzing pay equity data; and d) Evaluate the process by which cities receive notification of reporting requirements and compliance issues and make recommendations for improvement as needed. HR-4. Public Employment Labor Relations Act (PELRA) Issue: The League of Minnesota Cities supports the purpose of the Public Employment Labor Relations Act (PELRA) to balance the rights and interests of public employees, public employers, and the general public. However, certain changes are necessary to assist public employers in implementing this law. For example, current definitions of “public employee” are confusing and difficult to manage. In addition, the arbitration process has produced decisions that are contrary to the interests of the public, and the legal standard for overturning arbitration decisions is very difficult to meet. Also, recent interpretations of Minn. Stat. § 179A.25 (independent review of non-union employee grievances) has created uncertainty and confusion in the longstanding judicial process used by courts to review city council administrative decisions, particularly employment termination decisions of non- union employees. Response: Minn. Stat. ch. 179A should be modified to: a) Change the definition of “public employee” under PELRA by removing the existing 14-hour/67-day requirement and replace it with a definition in which employees must work an annual average of 20 hours or more per week. b) Exclude temporary or seasonal employees, as well as unpaid volunteers, from the PELRA definition of public employee in Minn. Stat. ch. 179A. c) Provide different options for accessing arbitrators and utilizing the arbitration process in order to “address inequities” between union and management representatives. League of Minnesota Cities 88 2020 City Policies d) Allow public employers to bypass mandatory arbitration required under PELRA and directly access the district court system in situations where an employee is being terminated for gross misconduct (e.g., sexual harassment, sexual abuse, theft or a felony conviction) that is related to the employee’s position with the public employer. e) Repeal Minn. Stat. § 179A.25 or, in lieu of repeal, exclude employment terminations from Minn. Stat. § 179A.25; require a 60-day timeframe for filing a petition for review of a grievance under Minn. Stat. § 179A.25; and clarify that decisions of Bureau of Mediation Services (BMS) under this section are non-binding and merely advisory. HR-5. Implications of Janus v. AFSCME Issue: Historically, both members and non- members of public sector unions could opt out of paying the portion of dues that explicitly go to the union’s political activities. But, until recently, non-members were still required to pay what was called a “fair share” fee, allegedly because even non- members receive the benefits of union representation. Union dues are deducted from employee paychecks by employers based on notification of membership provided by labor unions. Overruling decades of precedent, in June 2018, the U.S. Supreme Court ruled it is unconstitutional for public employees who object to belonging to a union to be required to pay a fair share fee. (Janus v. AFSCME). Specifically, the Supreme Court held that laws compelling fair share dues from unwilling members violated the First Amendment by requiring these employees to, in effect, pay for speech with which they do not agree, and that affirmative, voluntary consent is required for dues deduction. Given the degree of uncertainty about the implications of the ruling, public employees are seeking information about their constitutional rights regarding labor union membership and associated dues. The Minnesota Public Employment Labor Relations Act defines unfair labor practices (“ULPs”) to include dominating or interfering with the formation, existence, or administration of union membership. To avoid a potential allegation that they have engaged in unfair labor practices, if employees seek information about union membership from their employers, employers often refer their employees to union representatives for additional information. The Minnesota Bureau of Mediation Services (BMS) is the state agency charged with providing technical training and information on collective bargaining for the public sector in Minnesota. BMS would be an ideal resource for employees to find critical information about labor union membership, particularly in the wake of the recent Supreme Court ruling. Additionally, as public sector unions are examining methods to compensate for fair share revenue that may now be lost, laws have been proposed in states outside of Minnesota, which preempt the bargaining process and impose new requirements on public employers. Some of the proposed requirements are designed to help unions market their services to their members or to require the public employers to pay the costs of collective bargaining. Response: To ensure that both public employers and public employees successfully navigate the current unknowns following the Janus decision, the League of Minnesota Cities urges League of Minnesota Cities 89 2020 City Policies BMS to provide and disseminate information to employees about union membership across the state. The League also urges the Legislature to act to protect public employers against: a) ULP charges when providing factual information to employees about union membership; b) ULP charges when requiring unions to provide original documentation of voluntary consent to dues deduction; and c) being forced to pay the direct cost of employee representation by unions. HR-6. Public Employment Relations Board Issue: Dating back to the 1970’s, Minnesota had a Public Employment Relations Board (PERB) in place, but over time, its responsibilities were changed and reassigned to another bureau. Until the reemergence of the PERB in 2014, unfair labor practices (ULPs) actions could be brought in Minnesota District Courts through injunctive relief. In 2014, the Legislature recreated PERB to hear ULPs filed by employees, employers and labor unions under the Public Employment Labor Relations Act (PELRA). The board was created in Minn. Stat. ch. 179A and after receiving initial funding, the board has yet to be fully funded or operational. Much of the current statutory language regarding implementation should be amended to ensure the PERB operates successfully and efficiently for both public employees and employers. Response: The League of Minnesota Cities supports the structure and process to address ULPs that was utilized before the reestablishment of the PERB in 2014. If the PERB is implemented fully and funded sufficiently, the League of Minnesota Cities encourages the Legislature to make the following changes: a) Create statutory authority for the PERB to establish a fee-based structure for filing ULPs and to pay for hearing officers, with costs to be shared by employers and authorized representatives; b) Allow the PERB to defer to the decisions made by an arbitrator to prevent duplicative litigation on the same issue; and c) Amend the Minnesota Government Data Practices Act and the Open Meeting Law to properly maintain the integrity of the hearing process. HR-7. Payment of Arbitration Fees Issue: Like other employers, cities must sometimes make difficult employment decisions and uphold certain principles in order to best serve the public. In a union environment, grievance arbitration is generally used as a “last-resort” remedy when a difficult employment decision must be made or to uphold an important principle. Legislation has been introduced in the past that would require a city or the union to pay arbitration fees if a reasonable settlement is offered and refused in a grievance situation, and the arbitrator ultimately decides on a less favorable remedy. The legislation would have the impact of discouraging cities from using the grievance arbitration process in a manner that best serves the public good. Response: The League of Minnesota Cities opposes legislation that would undermine the grievance arbitration process and discourage cities from using the process in the manner intended. Specifically, the League opposes any legislation that proposes payment of grievance arbitration fees when a settlement is offered and declined. League of Minnesota Cities 90 2020 City Policies HR-8. Essential Employees Issue: Cities must balance the health, welfare, and safety of the public with the costs to taxpayers. Essential employee status removes the right to strike, but gives the right to mandatory binding arbitration. This status can result in arbitration awards that exceed the city’s budget or conflict with the city’s compensation policy. Response: The Legislature should carefully examine requests from interest groups seeking essential employee status under Minn. Stat. ch. 179A (PELRA). The League of Minnesota Cities opposes legislation that mandates arbitration that increases costs and removes local decision-making authority. The League supports a mandate for Final Offer/Total Package arbitration for all essential groups on a trial basis. The League also supports a change in the PELRA law that would strengthen existing language (Minn. Stat. § 179A.16, subd. 7) requiring arbitrators to consider a public employer’s obligation to efficiently manage their operations. Specifically, the statute should be amended to require arbitrators to take into consideration any wage adjustments already given to or negotiated with other groups – both union and non-union for the same employer in the same contract year. HR-9. Re-employment Benefits Issue: Cities are often required to help pay the benefits of workers who have initially been denied benefits through their employment with the city but later been re- employed by a different employer; sometimes this occurs when the employee has been found to have committee gross misconduct while employed by the city. Additionally, employers are prohibited from entering into agreements with employees not to contest or appeal payment of unemployment benefits as part of a settlement agreement at termination of employment. Because most cities are “reimbursement employers,” the majority of the cost of benefits paid to the employee are at the direct expense of the city. The ability to enter into such an agreement can greatly aid a city in reaching a settlement at a relatively low-cost to the city’s taxpayers. Response: Cities should not be forced to pay benefits as bae wage employers if the employee is determined to have committed gross misconduct during their employment with the city, even if the employee voluntarily resigns. In addition, cities (as reimbursement employers) should be allowed to enter into agreements with employees to not contest a determination of eligibility for unemployment benefits where the employer and employee mutually agree to this as a term of separation. HR-10. Public Employee Defined Benefit Pension Plans Issue: Public pensions are an important employee benefit that can help cities attract and retain employees. However, unlike salary and other employee benefits that are established by each city, the pension contribution rates and benefit levels are set by the state legislature. Benefit levels and plan costs must be carefully balanced to assure long-term sustainability of the pension plans and affordability to employers and employees. Despite ongoing funding issues, the Legislature and Governor had been unable to reach agreement on sustainability changes to the Public Employees Retirement Association plans. League of Minnesota Cities 91 2020 City Policies In 2018, the Legislature enacted a major pension reform package to improve the long-term financial status of the PERA pension plans. The legislation included benefit reductions for active employees, contribution increases for Police and Fire Plan employers and active employees and a modified cost of living adjustment (COLA) for retirees. Recent adjustments to balance PERA plan costs have largely focused on contribution increases rather than benefit adjustments. On January 1, 2015, the employer and employee contribution rates for the PERA General Plan each increased by 0.25% of salary, resulting in the current employer rate of 7.5 percent of salary and an employee rate of 6.5 percent of salary. For PERA Police and Fire (P&F) employees, the employer contribution was increased to 16.95% and the employee contribution was increased to 11.3% beginning January 1, 2019 and then the employer contribution was increased to 17.7% and the employee contribution was increased to 11.8% beginning January 1, 2020. For the PERA General Plan, an additional one percent employer contribution is required under Minn. Stat. § 353.27, subd. 3a, which will continue until the actuarial value of the plan assets equal or exceed the liabilities. Employees do not have a similar obligation to help the General Plan reach full funding. When the additional employer contribution was increased to 0.43 percent in 1997, the state instituted a PERA aid program (Minn. Stat. § 273.1385) for employers to partially offset the cost of increased employer contributions. However, the PERA aid payment rate is frozen at 1999 levels, while the additional employer contribution has since increased from .43% to 1.0%. Response: The League of Minnesota Cities supports the sustainability modifications enacted by the legislature in 2018 and continues to oppose any benefit improvements for retirees or active employees until the financial health of the General Plan and the Police and Fire Plan is restored. For the PERA General Plan, any further increases in employer contributions should only be considered by the Legislature after other measures have been considered, including: a) An increase in employee contributions so that employees and employers truly bear the same responsibility to bring the pension plans to full funding; or b) The removal of the cap on PERA Pension Aid payments under Minn. Stat. § 273.1385 and the extension of the aid program after FY2020, so the state equalizes the contributions of employees and employers. The League also supports: a) Modifications to the PERA eligibility guidelines to take into account temporary, seasonal, unique part- time, and student employment situations in cities, particularly in recreational operations. These modifications should include the use of pro-rated service credit, which would make PERA consistent with the other major Minnesota pension plans. b) A comprehensive review of exclusions from pension participation with the goal of simplifying current eligibility guidelines. Such a review should also include a possible revision of current penalties for employers that fail to report covered employees to ensure League of Minnesota Cities 92 2020 City Policies that these penalties are not overly harsh and punitive. c) The transfer of all school district employees out of the PERA General Plan and into another fund that is more appropriate for school district employees as long as the change would not negatively impact the financial health of the pension funds nor result in employer contribution increases. The continued authority of cities to effectively use retirees in reemployment situations. The League supports policy changes which would include an increase in the earnings threshold for such retirees and supports keeping the required break in service at 30 days and opposes suspending payments to retirees. For PERA Police and Fire, any further increases in employer contributions should only be considered by the Legislature after other measures have been considered, including: a) An initial increase in the employee contribution of at least 1.0% of salary with subsequent increases split evenly between employee and employer so that the contribution ratio moves toward a more equitable split between employees and employers; or b) An additional state general fund appropriation to fund the deficiency in police and fire pension aid payments so that the state equalizes the contributions of employers and employees. c) Increasing the minimum and full retirement ages for new PERA Police and Fire plan participants. d) Implementing a contribution-based benefit formula that would align benefits payable with contributions made on behalf of an employee in order to address high-five spiking issues. The League also supports: a) Maintaining the statutory changes made to Minn. Stat. § 353.01 in 2007 that separate injuries resulting from “hazardous duties” from injuries resulting from “non-hazardous duties” for purposes of police and fire disability retirement benefits. b) A thorough study by PERA of the current effects of overtime accumulation and outside employment compensation on individual pension benefits and the overall funding of the plan. The study should also include recommendations on whether the overtime or outside employment should be factored into or excluded from high five average wage calculations. c) Allowing cities, including cities with combination (full-time and paid-on call staff) fire departments, to work with their fire relief associations to determine the best application of fire state aid. For PERA Corrections Plan the League supports: a) Maintaining the current definition of covered employees for the PERA corrections plan, which does not include dispatchers due to the substantial differences between the dispatchers and the existing corrections positions covered by this plan. For all PERA defined benefit plans the League supports: League of Minnesota Cities 93 2020 City Policies a) Adjustments to the benefits for active members and retirees to reduce the cost of the plans. b) Requiring special legislation for individual employee pension benefit increases be initiated or approved by the city council of the impacted city unless the cost of the benefit increase is fully covered by the individual or the legislation addresses a clerical or administrative error. c) Requiring PERA to collect and consider all employer-provided information, including independent medical examinations and other relevant personnel data and to broaden the basis for appealing disability determination decisions. HR-11. State Paid Police and Fire Medical Insurance Issue: Minn. Stat. § 299A.465 requires public employers to continue health insurance benefits for firefighters and peace officers injured in the line of duty. When the law was enacted in 1997, it contained a provision requiring the Department of Public Safety (DPS) to reimburse employers for the full amount of administering this benefit. By 2002, the fund created to provide this benefit became deficient. Instead of increasing the fund, the 2003 Legislature amended the law to pro-rate reimbursements to cities based on the amount available and the number of eligible applicants. The 2003 law change triggered a significant and unanticipated cost to cities. The cost has increased every year for cities, and the funding for the account has never been increased. Even if the health insurance benefit was discontinued entirely, the costs for existing recipients will substantially increase well into the future due to the growing cost of health insurance. In 2015, the Legislature expanded the health insurance benefit to include survivors of volunteer firefighters who die in the line of duty. This change increased the number of firefighters eligible for this benefit from 2,000 to 20,000—without increasing funding for the reimbursement account. Response: The League of Minnesota Cities supports the following legislative actions to address the funding deficiency in this program: a) The state must fully fund programs that pay for health insurance for police and fire employees injured in the line of duty and dependents of police and fire employees killed in the line of duty as originally required under Minn. Stat. § 299A.465. b) The Legislature must avoid further expansion of eligibility for benefits under Minn. Stat. § 299A.465 unless 1) full funding for benefits is provided by the state; and 2) beneficiaries can be enrolled in a state health insurance plan such as the Public Employees Insurance Program (PEIP). c) Cumulative injuries that occur over time in the job should not qualify a police officer or firefighter for benefits under Minn. Stat. § 299A.465 since these types of cumulative injuries are not unique to the dangers of police officer and firefighter duties. d) The Legislature must clarify that the amount of an employer’s contribution under Minn. Stat. § 299A.465 is no greater than that given to active employees in the same job class. e) The Legislature must establish the minimum criteria used to determine ability to work, and set a percentage threshold of disability for eligibility League of Minnesota Cities 94 2020 City Policies into this program. At a minimum, the Legislature must identify that a workers’ compensation determination as to whether the injury is work- related is necessary in order to receive the benefits under Minn. Stat. § 299A.465. f) Employees who receive a police and fire disability retirement benefit and accept another job that offers them group health benefits should be required to pay for their group health benefits with the city should they decide to continue them. The Legislature must amend Minn. Stat. § 299A.465 to reflect that employees are required to inform the city when they become eligible for coverage under another group plan and that failure to do so is grounds for termination from the benefits granted under Minn. Stat. § 299A.465. HR-12. Health Care Insurance Programs Issue: Cities, like other employers in the state, are struggling with the rising costs of health care insurance for their employees. In addition, cities must cope with unfunded mandates imposed on them by the Legislature such as the requirement to pool early retirees with active employees and the requirement to bargain over changes in the “aggregate value” of benefits, even when the city’s contribution has not changed. Response: The League of Minnesota Cities supports legislative efforts to control health insurance costs while maintaining quality health care services. However, cities have differing local needs and circumstances and must retain the flexibility to provide unique and creative solutions to the rising costs of health care insurance for their employees. The League: a) Opposes legislative action that undermines local flexibility to manage rising health care costs. b) Encourages the Legislature to carefully examine the costs and administrative impacts of any new, mandated insurance-related benefit before imposing it upon city employers. c) Supports changes to Minn. Stat. § 471.6161, subd. 5, that would clarify the intent of the subdivision is to address changes in cost vs. changes in value (e.g., changes in provider networks, changes in benefit levels required by an incumbent insurance carrier, changes required for compliance with state and federal laws, including those needed to avoid incurring the federal excise tax known as the “Cadillac Tax”. d) Supports changes to Minn. Stat. § 471.61 so that the requirement for cities to offer retiree coverage begins on the date the retiree and/or dependents become eligible for federal Medicare coverage. e) Supports a clarification to Minn. Stat § 471.61 and to Minn. Stat. § 471.617 to explicitly alleviate a city’s responsibility to comply with group health benefits mandated by state law when the city’s employees are covered under a union plan authorized by federal statutes. f) Supports statutory authorization for cities to collect up to a two percent administrative fee from retirees receiving post-retirement health insurance benefits. g) Opposes any mandatory, centralized, statewide health insurance option for active or retired city employees. League of Minnesota Cities 95 2020 City Policies h) Supports changing Minn. Stat. § 62A.21 to place reasonable limits on health care continuation for former spouses, similar to the Federal COBRA law. HR-13. Workers’ Compensation Issue: Rising medical costs are an increasingly serious problem for all employers and insurers, and now represent over half of all loss costs within the workers’ compensation system. Medical costs will be a major driver of future workers’ compensation premium increases. In addition, the 2013 legislature added post- traumatic stress disorder (PTSD) as a compensable injury and in 2014, a Minnesota Supreme Court decision found that provisions in the Workers’ Compensation statute which allow workers compensation benefits for permanent and total disabilities to be offset by disability benefits and pension benefits such as Social Security does not apply to retirement benefits of the Public Employees Retirement Association. In 2018, the Legislature modified Minn. Stat. § 176.011 subd. 15, which defines an occupational disease to add a rebuttable presumption to a diagnosis of PTSD in certain public safety and related personnel. The Minnesota Legislature also regularly considered proposals to expand the heart, lung and infectious disease presumptions for public safety workers, and to make the presumptions more conclusive and difficult to rebut. These types of benefit expansions would further increase municipal workers’ compensation costs. Response: Legislative action is necessary to address increasing workers’ compensation costs, particularly rising medical costs. The League of Minnesota Cities supports use of the Workers Compensation Advisory Council (WCAC) system to consider proposals for changes to the workers’ compensation law, and urges the WCAC and the Legislature to approve medical cost containment reforms. The League also supports filling an existing WCAC employer vacancy with a public-sector employer representative or adding a designated public-sector employer representative to the WCAC. The League opposes expansion of workers’ compensation and related health insurance benefits because of the potential for dramatically increasing costs to cities. Specifically, the League opposes expansion of the heart, lung and infectious disease and PTSD presumptions as well as any expansion of the law that would require payment of health insurance premiums. The League also supports continuing the WCRA as the mandatory workers’ compensation reinsurer for insurers and self-insurers in Minnesota and supports modifying state statutes to treat PTSD events involving several affected parties as one occurrence for retention purposes, thereby reducing the exposure of self- insured entities and the statewide insurance pools. Such a change would not have any effect on the benefit an individual employee would receive. The League supports legislation that would disallow the “stacking” of PERA retirement benefits and Workers Compensation benefits due to the fact that some injured employees could receive total compensation from workers’ compensation and PERA retirement benefits that would be well above the salary that they had been earning and the fact that the costs would ultimately be passed on to cities and their taxpayers. League of Minnesota Cities 96 2020 City Policies The League supports extending the time limit on denials of liability for PTSD injuries from the current 14 days days in order to allow diagnosis in accordance with the requirements contained in the Diagnostic and Statistical Manual of Mental Disorders (DSM) which guides the diagnosis of PTSD under Minnesota Law (Minn. Stat. §176.011, subd. 15). The League supports policies that provide opportunities for employees diagnosed with PTSD to receive treatment for PTSD that could result in continued employment with the local government. HR-14. Drug and Alcohol Testing in the Workplace Issue: Employer testing of job applicants is governed by Minn. Stat. § 181.950 – 181.957 and is known as the Drug and Alcohol Testing in the Workplace Act (DATWA). It applies to all employers with one or more employees, including cities. The DATWA has not been amended for many years to reflect various and significant changes in drug-testing technology nor policy changes at the federal level. The DATWA prohibits an employer from terminating an employee for a positive controlled substance test without first providing the employee a chance for rehabilitation and treatment. This law applies to probationary employees as well as those who have completed probation. Currently, breathalyzer use and saliva swabs are permitted for alcohol testing under federal commercial driver testing laws though Minnesota does not allow for the use of breathalyzers in testing. Use of breathalyzers for employee alcohol testing is a less invasive, less expensive method. In addition, federal commercial driver testing laws address a number of outcomes other than a positive test result, including but not limited to tampering with a sample, providing a substitute sample, providing a sample that is not human urine, providing a sample that is not capable of being tested, etc. State law is silent on these outcomes. Response: The League of Minnesota Cities supports the following changes to the DATWA: a) Updates to reflect new issues, such as adding new definitions as needed to reflect current practices; b) Clarification that a positive controlled substance test during probation does not require the employer to provide an employee who has not completed probation a chance for rehabilitation and treatment; and c) Permitting the use of breathalyzers and saliva swabs as acceptable technology for determining alcohol use. HR-15. Veterans Preference Issue: Cities have a long history of recruiting and hiring veterans as they are a natural fit in city government. Across the state, cities are partners in working with and ensuring veterans have a variety of opportunities afforded to them given their sacrifice and service. The purpose of the Minnesota Veteran’s Preference Act (VPA) is to facilitate the transition of veterans from the military to civilian life and to help compensate veterans for their sacrifices of health and time to the community, state and nation. The VPA grants veterans limited preference over nonveterans in hiring and promotion for most state and local government employment to recognize the training and experience they received as a result of serving in the military. It also provides local government employees who League of Minnesota Cities 97 2020 City Policies are veterans some protection against unfair demotions and dismissals. These preferences and protections are commonly referred to as “veteran’s preference” and are codified in Minn. Stat. §§ 43A.11, 197.455, 197.46, 197.48, and 197.481. Once a veteran has completed an initial probationary period upon hire, they cannot be removed from their position or employment, except for incompetency or misconduct shown after a properly noticed hearing. Currently, a veteran can only be placed on probation upon hire but not following a promotion. It is common practice to place employees on probation following employee promotion making this restriction inconsistent with current practice and procedure. Termination hearings are held before the local civil service commission or before an arbitrator and Minn. Stat. § 197.46 allows a veteran to choose a hearing before the local civil service commission, or an arbitrator. Members of civil service commissions are chosen for their expertise and experience with employment law. Hiring an arbitrator for a hearing instead of utilizing an established civil service commission is inefficient. Response: The League of Minnesota Cities recognizes the important contributions veterans have made and supports giving veterans limited preference in employment. To strengthen and improve the VPA, the legislature should: a) Allow cities to place veterans on probationary periods upon promotion as they do with other employees; and b) Restore the language in Minn. Stat. § 197.46 requiring a hearing to be held before a local civil service commission where one exists. HR-16. Military Leave Reimbursement Issue: Minn. Stat. § 192.26 subd. 1, requires local units of government to provide 15 days of compensation per year to employees who are members of the military for military leave. State laws give preference to hiring veterans for public sector jobs, and, citizen soldiers are a natural fit to also serve as public safety personnel. As such, many public safety personnel are often also members of the military and are required to conduct training and military duties throughout the year. In addition to providing compensation for mandatory military leave, cities must also ensure that these temporary vacancies are adequately filled by public safety personnel whose training and qualifications are unique to providing public safety. This can result in added overtime costs and may impact public safety service levels. Government employers honor and recognize the importance of ensuring members of the military are able to fulfill their duties and participate in mandatory training, while also aiming to ensure that public safety service in their community is efficient, seamless, and cost-effective. In response to this issue, there have been recent legislative proposals to reimburse local units of government for military leave paid to public safety personnel. Response: The League of Minnesota Cities supports state funding to ensure that local units of government can maintain quality and cost-effective public safety services in their communities and for their taxpayers while also offering full support for employees who are members of the military. Such state funding could include reimbursement of costs incurred League of Minnesota Cities 98 2020 City Policies to local units of government related to compensating personnel on military leave as well as reimbursement for costs related to ensuring these temporary vacancies are adequately filled. HR-17. Background Checks Issue: Current law allows criminal justice background checks on active employees (as opposed to applicants for employment) only when such employees are firefighters or work with children. The law governing criminal history background checks on police and other city employees does not specifically allow such checks on active employees. Cities need the ability to be able to conduct criminal history background checks on active employees as well as applicants for employment using the BCA or the BCA database access. Response: Cities should be able to conduct, but not be required to conduct, criminal history background checks on active employees using the BCA database. The laws governing background checks for all city employees should be amended to allow for this practice. For those cities that choose to use the BCA to run the criminal history employment background check for them, the fee should be the same as that charged to non-profit organizations. HR-18. Tele-health Exams Issue: Technology improvements are creating new ways to approach many city functions. Specifically, the increased acceptance of the use of tele-health (audio and video, web-based) exams creates an opportunity for cities to access and use psychologists with specific expertise in public safety as part of the hiring process for police officers. However, the Peace Officers Standards and Training (POST) Board has adopted a position prohibiting the use of tele-health exams for the required psychological oral interview/evaluation prior to hiring. Response: The League of Minnesota Cities supports the use of tele-health (audio and video, web-based) exams to meet the requirements of the POST Board for a psychological oral interview/evaluation prior to hiring a police officer candidate. HR-19. Critical Incident Stress Debriefing Issue: Critical Incident Stress Debriefing (CISD) is a process designed to assist first responders deal with the stress and potential mental health issues after experiencing a traumatic incident. CISD can be similar to traditional counseling between a counselor and a group of law enforcement officers, firefighters, or other first responders, or it can involve one-on-one peer counseling between non-licensed counselors, such as first responders who have experienced similar incidents. CISD data is classified as private under the Minnesota Government Data Practices Act (MGDPA), and Minn. Stat. § 181.973 prohibits a participant in CISD or other peer counseling from disclosing any information shared in counseling sessions without the permission of the subject. Neither of these protections, however, prohibit the discoverability or admissibility of CISD data in a lawsuit, and federal common law on evidentiary privilege applies to licensed psychotherapists and social workers only. Jaffee v. Redmond, 518 U.S. 1 (1996). CISD is an important tool used to assist first responders, and those in need of CISD services should be allowed to participate in peer counseling without fear of having League of Minnesota Cities 99 2020 City Policies statements later used against them in court. This undermines the value of CISD and makes it less likely that first responders will seek help. Response: The Legislature should amend Minnesota law to exclude any statements or other information from employer- sponsored CISDs from being admissible in court, pursuant to the same guidelines as those established for registered nurses, psychologists, or licensed social workers under Minn. Stat. § 595.02, subd. 1(g). Data Practices DP-1. Data Practices Compliance Costs Issue: The purpose of the Minnesota Government Data Practices Act (MGDPA) is to protect personal information from indiscriminate disclosure while balancing the right of the public to know what the government is doing. The Act also attempts to balance these rights within a context of effective government operation. The League of Minnesota Cities supports the public policy behind the MGDPA while acknowledging that compliance with the law imposes costs on local taxpayers. Smaller cities struggle with limited staff and resources while larger cities struggle with larger complex databases. The MGDPA must balance the right of citizens to access public data with the cost to municipalities of complying with certain types of data requests. In 2014, the Legislature imposed additional security requirements on political subdivisions in an attempt to prevent unauthorized individuals from accessing private data. Adequate security measures are important, but they make compliance with the MGDPA more difficult and costly. Although the Legislature has made compliance with the MGDPA a priority, funding for the Data Practices Office of the Department of Administration, the department charged with overseeing the MGDPA, does not reflect the increased need for local government assistance. Cities continue to receive repetitive, overly broad and far-reaching data requests that require significant staff time to locate government records, redact private data or data unrelated to the request, and assemble documents to be provided in order to comply with requirements to provide access to public government data. Cities are experiencing significant increases in wide- ranging data requests, often utilizing specific word searches through multiple databases. “Word search” requests typically result in a voluminous quantity of data that must be reviewed and redacted, with significant staff cost. Because word searches retrieve even incidental references to the searched term, the search results often contain a significant volume of data that has little informational value. If the requestor does not request copies, the search costs cannot be recovered – even though the requestor dictated the specifics of the search. Furthermore, in some situations, as with overly broad data requests related to “applicant” lists, staff time and costs are significantly increased and not recoverable for very limited public benefit. The MGDPA also limits the ability of cities to be reimbursed for responding to requests. Cities are limited to charging only 25-cents per page for copies of police motor vehicle incident reports, which does not cover the city cost for copying, while the Commissioner of Public Safety is exempt from this restriction—thereby permitting the Department of Public Safety to continue to charge $5 for incident reports that cities are required to submit to the department. League of Minnesota Cities 100 2020 City Policies Response: As the cost of complying with the MGDPA increases, the League supports: a) Providing additional state funding to assist political subdivisions with meeting the increasing complexity of managing government data. b) Providing state funding for statewide data practices training. c) Allowing political subdivisions to charge for the staff time that is required to comply with wide-ranging data requests regardless of whether copies of the data are requested or allowing political subdivisions to charge for actual costs for collection of data when the requestor makes his or her own copy of the data by taking a photo, bringing a copy device, etc. d) Providing a mechanism that would permit cities to challenge whether a data request is reasonable and made in good faith. e) Creating and funding an ombudsperson position in the Data Practices Office to determine reasonableness and proportionality of data practices requests. f) Providing funding and authority to the Data Practices Office to engage in the rulemaking process to establish standards and procedures related to requests and responses to data practices requests that impose significant burdens on government entities. g) Amending the MGDPA to limit what is considered public applicant data to better balance the value of public data with the cost related to data practices compliance. h) Allowing political subdivisions to charge the same amount for copies of motor vehicle incident reports issued by local police and fire departments as the commissioner of public safety. The League of Minnesota Cities opposes: a) Further increasing the maximum exemplary damages that courts may impose against government entities, including cities, found to have violated the MGDPA; further increasing the maximum civil penalty that may be imposed when a court order is issued to compel a government entity to comply with MGDPA; or any statutory change that would make it a mandatory civil penalty to compel compliance under the MGDPA. b) Repealing of the administrative remedies provisions adopted by the 2010 Legislature to address disputes regarding MGDPA compliance issues. DP-2. Records Retention Compliance Costs Issue: The Official Records Act requires government entities to “make and preserve all records necessary to a full and accurate knowledge of their official activities.” In accordance, cities must establish a records retention schedule, and maintain and destroy official records according to this schedule. There are rigorous requirements for any changes to a city’s records retention schedule, including getting approval from the statutorily-created Records Disposition Panel, which strikes an appropriate balance between the government entity’s decision- making role in determining retention and disposition of official records with the public’s right to know the government entity’s official activities. Response: As the cost of complying with the records management laws increases, the League supports providing additional state funding to assist political subdivisions with meeting the increasing League of Minnesota Cities 101 2020 City Policies complexity of managing government records. The League of Minnesota Cities opposes changing the current record management requirements and statutory definitions. If changes are needed, subject matter experts should make recommendations through the records retention schedule process. DP-3. Updating the Minnesota Government Data Practices Act Issue: The Minnesota Government Data Practices Act (MGDPA) was first enacted in 1979. Almost 40 years later, times have changed dramatically. In particular, there has been exponential change in technology. In 1979, cities were largely maintaining data in paper form, computers had just become viable for home users, word processing had just become a reality, the first point-and- shoot, autofocus camera came on the market, and the internet was still about a decade on the horizon. While the MGDPA was originally drafted to be future thinking by contemplating the various forms data could be held – including the concept of storage media – the legislators of the time could not have imagined where technology would be today. For example, the originally-drafted MGDPA made reference to photostatic, microphotographic, or microfilmed records. Minn. Stat. § 13.03, subd. 1. The current law still refers to these same mediums of data, despite few cities maintaining data in this manner. Technology has exploded, and the type of data collected by this new technology has multiplied. In our current reality, the public and government have been frustrated by how best to access government data. In Webster v. Hennepin County, 910 N.W. 2d 420 (Minn. 2018), the County was asked to conduct a computer-aided search of all its email accounts over multiple years for 20 separate search terms related to biometrics and facial recognition. The Minnesota Supreme Court found that the County failed to establish procedures to ensure appropriate and prompt compliance with data requests but did not find that the County failed to keep its records in an arrangement and condition to make them easily accessible for convenient use. The Court also did not address if a term search was a valid data practices request or if a request could be unduly burdensome. The lack of direction from the Court on these issues leaves a void. There are also other advances in technology that are not comprehensively addressed by the MGDPA. While the Legislature has attempted to address technological advancements as they come, it has been in piecemeal ways. Response: The Legislature should update the MGDPA to comprehensively address technological changes since the Act was first enacted. Because the MGDPA is a complicated area of law, the Legislature should make changes based on the consensus recommendations from subject matter experts from all levels of government and interested stakeholders, including recommendations on what constitutes reasonable data practices request and when a data practices request is unduly burdensome. DP-4. Maintaining Government Data in Large Databases Issue: The Minnesota Department of Administration Advisory Opinion 10-016 issued in June 2010 maintains that the Minnesota Government Data Practices Act (MGDPA) requires cities to keep records containing public government data so that League of Minnesota Cities 102 2020 City Policies they can be easily accessible and convenient to use, regardless of how they are kept. Cities maintain that the application of this advisory opinion to large databases in which records are kept in an electronic format forces cities to risk the daily threat of allegations of noncompliance or leaves local government officials confused regarding how to apply the requirement for access to data in circumstances where information technology is utilized to facilitate the management and organization of records and information which often includes public, private, and nonpublic data within individual data sets. In addition, large databases today contain different forms of data, including video, audio, images, and social media. In responding to data practices requests, responsive data could be stored in multiple data bases. Further, with the advent of cloud-based information systems provided by the private sector, newer databases are not typically designed to be controlled by cities to easily separate public from non- public data. Response: The state of current technology requires cities to maintain large databases that are designed to provide secure data storage and maintenance. Those databases are already burdensome and expensive for cities to maintain, but are not available in a form in which public and private data can be easily separated. Requiring cities to design such databases to accommodate extensive data requests under MGDPA is both financially and technologically challenging to achieve. The Legislature should address the growing and costly impact on cities of providing access to specific public data housed in large electronic databases. Cities also require discretion in determining that the release of certain incident data could identify an individual whose identity must be protected. DP-5. Sharing of Student Data with Local Law Enforcement in Emergencies Issue: Minn. Stat. § 13.32, subd. 3(l), defines education data as private data that must not be disclosed except to the juvenile justice system in cases where information about the behavior of a student who poses a risk of harm is reasonably necessary to protect the health or safety of the student or other individuals. In addition, the federal Family Education Rights & Privacy Act (FERPA) bars schools from disclosing information on student educational records that contains personally identifiable information without consent of a parent or eligible student, with only limited exceptions. Minn. Stat. § 13.32 does not adequately define who is responsible for making the determination that an emergency or risk of harm exists. As a result, school district officials have interpreted the statute in conjunction with the restrictions in FERPA to require that the determination be made solely by school officials. Local police officials are often frustrated in their efforts to investigate allegations of criminal or other illegal activity when school officials refuse, under Minn. Stat. § 13.32, subd. 3(l), and FERPA, to provide information to follow up such complaints or to assist local police in solving crimes that have already taken place. School boards are responsible to have policies in place that require school officials to report a student who possesses an unlawful firearm to law enforcement or the juvenile justice system. But schools are not League of Minnesota Cities 103 2020 City Policies allowed to release the name of a student in dangerous weapon reports involving use or possession of such weapons that are made to the Minnesota Department of Education. Response: Minn. Stat. § 13.32 should be clarified to allow local law enforcement agencies to work with school officials to jointly make the determination that an emergency or risk of harm exists in order to enable police enforcement actions to be taken in a timely manner. DP-6. Disclosure of Victim Data Issue: Under the Minnesota Government Data Practices Act (MGDPA), the name and address of a victim or casualty of an accident or incident to which a law enforcement agency responds is public government data. In addition, the name and location of the health care facility to which victims or casualties are taken is public government data. The MGDPA allows a victim or witness to prevent the disclosure of public data unless the law enforcement agency determines that revealing the identity will not threaten the victim or witness’s personal safety or property. However, victims and their families can be traumatized by the events that caused their injuries, even when their safety or property is not threatened. Publicly disclosing their identities and the location where they are receiving medical care places a burden on families and victims who may be questioned by reporters, solicited by lawyers, and contacted by other members of the community. While there are legitimate public policy reasons to make this information public, the MGDPA provides no discretion for city officials and law enforcement to temporarily withhold victim data when releasing it is not in the best interest of the victims. This not only makes the initial period of recovery more difficult for victims, but erodes the trust between victims and state and local government. Response: The Legislature should amend Minn. Stat. § 13.82 to allow law enforcement agencies to temporarily withhold the disclosure of data that identifies victims and casualties and the medical facilities to which they are taken if the agency reasonably determines that access to the data would cause emotional harm to the individual or otherwise impede the individual’s recovery. The Legislature should also amend Minn. Stat. 13.82 to clearly and permanently prohibit the disclosure of traffic accident victim identity, similar to the protections for crime victims. DP-7. Challenges to the Accuracy of Data Issue: The Minnesota Government Data Practices Act (MGDPA) allows the subject of government data to challenge the accuracy or completeness of data maintained by the government entity. If the government entity denies the challenge, the Act allows the data subject to appeal that determination through a contested case proceeding under the Administrative Procedures Act (APA). In the human resources context, a performance evaluation is a tool used to document and evaluate employee job performance. Performance evaluations are not discipline; however, some jurisdictions and some union contracts have appeal processes to challenge a performance evaluation. Performance evaluations are normally conducted once a year. The Minnesota Supreme Court has held that a public employee could use the MGDPA to challenge the accuracy of certain information contained in the employee’s performance evaluation. Schwanke v. Minn. League of Minnesota Cities 104 2020 City Policies Dept. of Admin., 851 N.W. 2d 591 (Minn. 2014). While the Court held that “dissatisfaction with a subjective judgment or opinion cannot support a challenge under the [MGDPA],” a data subject can still challenge data that supports the subjective judgment. There is currently no limitation on when a performance evaluation challenge may be brought. Often there is no retention period for the underlying data because it is rarely an official record. Furthermore, the more time that passes, the less likely those with the knowledge of a given performance evaluation may be still employed by the city. It is to everyone’s benefit to have the challenge to accuracy of data conducted as soon as possible. Under Schwanke, an invalid challenge to a subjective opinion can no longer be dismissed by the Department of Administration; it can only be dismissed in a contested-case proceeding. In even a frivolous challenge the data subject will have the right to submit evidence and call witnesses at taxpayer expense. This right of review is in addition to any union grievance process, and can be exercised by an employee before or after such a grievance is undertaken. This process can result in conflicting decisions and has the potential to create a heavy burden on all levels of government, and impose significant costs on taxpayers. Response: In light of the Schwanke decision, the Legislature should modify the data challenge provision of Minn. Stat. § 13.04, subd. 4, to balance the rights of data subjects to challenge the accuracy and completeness of data with the administrative and financial burdens on local governments and taxpayers. DP-8. Law Enforcement Technologies Issue: To aid law enforcement in work, law enforcement agencies need the flexibility to effectively use all available tools, including technology, in a manner that balances privacy interests of citizens, transparency of their work, and costs related to these technologies. The Legislature has balanced these concerns in the recent License Plate Readers law and the Police-Worn Body Camera law. License Plate Readers (LPRs) are an important tool that assist law enforcement agencies in locating wanted individuals, recover stolen vehicles, and many other types of investigations. Nevertheless, the use of this technology raises legitimate privacy concerns. In 2015, the Legislature passed compromise legislation regulating the use of LPRs, the classification of LPR data, and the retention period for LPR data that struck a fair balance between the need for robust law enforcement and individual privacy rights. Police-worn body cameras (or portable recording systems) provide invaluable evidence when investigating crimes and prosecuting criminals, and strengthened trust of citizens in law enforcement by increasing the accountability between peace officers and the public. Different than other kinds of data, body camera data use involves the unique complexities of the sensitive nature in its use in private homes as well as the sheer volume of data in daily use. In 2016, the Legislature contemplated all of these issues and passed compromise legislation regulating use of body cameras, classification of body camera data, retention period for body camera data, release of body camera data, audit requirements, and written policy requirements. League of Minnesota Cities 105 2020 City Policies Response: Cities and/or law enforcement agencies should be allowed to decide whether to utilize technology and be given the flexibility to decide how they are used in the field. The League supports the continued use of License Plate Readers under the terms of the 2015 legislation, and opposes any further restrictions on their use or any reduction in the current 60-day retention period. The League supports the continued use of Police-Worn Body Cameras under the terms of the 2016 legislation, and opposes any further restrictions on their use, data classification, retention period, or written policy requirements. DP-9. Open Meeting Law Issue: The Open Meeting Laws allows certain meetings to be held using interactive television provided that: all members of the body can hear and see one another and all discussion and testimony; members of the public can see and hear all discussion, testimony, and votes; at least one member of the body is physically present at the regular meeting location; and each remote location is open and accessible to the public. The Minnesota Department of Administration issued an advisory opinion (13-009) that allowed a city’s use of Skype to conduct a remote meeting under Minn. Stat. § 13.02, subd. 1. A “common sense” approach was applied to technology questions, which recognizes the difficulty cities must face when interpreting the Open Meeting Law in light of ever-changing technology. The Open Meeting Law and other statutes also allows certain state bodies to conduct meetings via telephone and other electronic means, pursuant to Minn. Stat. § 13D.015. This useful tool should be expanded to local government to assure that members can attend meetings remotely if attendance at the regular meeting site is not possible. In order to ensure maximum public access, the Legislature should require that such meetings be allowed only if a quorum of members of the body is present at the regular meeting location. The use of Facebook, Twitter, and other social media creates opportunities for cities to reach more constituents and to share more information faster than ever before. Social media creates new opportunities for citizen participation, and citizens increasingly expect that their elected officials will provide them with information via the internet and social media sites. This expectation is not always consistent with laws that require citizens to attend a meeting in order to participate in local government. The use of social media by elected officials raises issues of compliance with laws that were drafted before social media existed, and increases the likelihood of unintentional violations. In recognition of these issues, the 2014 Legislature created a social media exemption to the Open Meeting Law, Minn. Stat. § 13D.065, which states that the use of social media by members of a public body does not violate the law so long as the use is limited to exchanges with all members of the general public. Response: The League of Minnesota Cities supports the Department of Administration’s interpretation of the interactive television provision of the Open Meeting Law, and encourages the Legislature to authorize cities to conduct official meetings by telephone or other electronic means, as allowed by Minn. Stat. § 13D.015, provided that a quorum of members are present at the regular meeting site. The League supports the 2014 change to the Open Meeting Law, which grants cities and elected officials reasonable League of Minnesota Cities 106 2020 City Policies flexibility to use social media to communicate with citizens while maintaining the protections of the Open Meeting Law. The League opposes any change to the open meeting law that would expand the award of attorney’s fees to unintentional violations. DP-10. Exceptions to the Open Meeting Law Issue: The purpose of the Open Meeting Law generally requires that all meetings of public bodies must be open to the public. This presumption of openness serves three vital purposes: it prohibits actions from being taken at secret meetings, to assure the public’s right to be fully informed, and to afford the public an opportunity to present views to the public body. The League of Minnesota Cities supports the Open Meeting Law, and recognizes the important role it plays in maintaining the public trust and the accountability of elected officials. The Open Meeting Law must, however, balance the need for public information and the need to protect privacy rights and certain negotiation strategies to protect the use of public resources. Currently, there are seven exceptions to the open meeting laws that authorize the closure of meeting to the public. Under these exceptions, some meetings may be closed at the discretion of the governing body and some must be closed. Three challenges exist with current law. The first concern is the hiring process for management level positions. While existing law allows a governing body to close a meeting to evaluate the performance of an individual subject to its authority, the statute doesn’t grant the same level of privacy for the city council and prospective applicants. The statute should allow a governing body to close a meeting to interview applicants for employment if there is a quorum present; and, to allow a governing body to close a meeting to discuss the terms of an employment agreement to offer to a candidate to whom a job offer has been extended. This would be consistent with the existing authority for the governing body to close a meeting to discuss labor negotiations strategy. Allowing a closed meeting so that a council can discuss the results of an interview process for a management-level position will allow council members to express opinions or ask questions they may have concerns about discussing in a public meeting, and preserves the integrity of the interview process of subsequent candidates. The second concern with existing law is the inability for public bodies to discuss negotiation strategies as needed. Current law allows the public body to close a meeting to discuss the purchase or sale of property and labor negotiations but does not allow the public body to close a meeting to discuss negotiation strategies for an agreement with private parties, non-profit organizations, and/or public entities. The ability for public bodies to close meetings in these situations provides public bodies the opportunity to form strategies in the best financial interest of the community, which is consistent with the importance of negotiation regarding purchase or sale of property and labor contracts. The third concern is how to include city councilmembers wanting to participate in city council meetings but are unable to due to serious health issues. While cities want elected officials to participate in city decision-making to their fullest extent, it is also important to protect the public’s right to see how government makes decisions. Currently under the interactive television exception to the Open Meeting Law in League of Minnesota Cities 107 2020 City Policies Minn. Stat. § 13D.02, subd. 1, city councilmembers can remotely participate in city council meetings if they meet certain requirements: (1) all councilmembers, wherever their physical location, can hear and see one another and can hear and see all discussion and testimony presented; (2) members of the public present at the regular meeting location of the body can hear and see all discussion and testimony and all votes of the members of the body; (3) at least one member of the city council is physically present at the regular meeting location; and (4) each location at which a city councilmember is present is open and accessible to the public. City councilmembers who cannot attend city council meetings due to serious health issues are unable to meet this last requirement of making their remote location “open and accessible” to the public. Removing this last requirement in this situation will preserve the public’s ability to hear and see all discussion, testimony, and voting by all participating councilmembers while allowing willing councilmembers to participate in city decision-making. In 2019, the Legislature allowed this last requirement be removed for city councilmembers who are in the military and who are at a required drill, deployed or on active duty. Response: The Legislature should amend the Open Meeting Law: a) To allow a governing body or a committee created by a governing body to close a meeting to interview candidates for management-level positions such as city manager, administrator, clerk-treasurer, city attorney, superintendent, or department head, and to close a meeting to evaluate and discuss the candidates, and discuss salary and benefit negotiations. b) To allow a governing body to close a meeting to discuss negotiation strategies for proposed contracts and/or agreements with private parties, non-profit organizations, and/or public entities. c) To allow city councilmembers to participate in city council meetings who cannot be in a public place for medical reasons, without making their remote location open and accessible to the public as otherwise required under Minn. Stat. § 13D.02, subd. 1. Such closed meetings should follow the same or similar procedures for conducting closed meetings currently required under the Open Meeting Law. Federal Employment Law FED-1. Consolidated Omnibus Budget Reconciliation Act (COBRA) Issue: The federal Consolidated Omnibus Budget Reconciliation Act (COBRA) law, which requires employers to offer continued health and dental insurance group benefits after an employee terminates, has been interpreted to apply to Employee Assistance Programs (EAPs). The application of COBRA benefits to these programs results in unlikely and impractical outcomes. Response: Congress should clarify the intended benefits to which COBRA law should apply, excluding EAP programs. FED-2. Flexible Spending Accounts Issue: Health care costs are rising dramatically and employees need financial relief. Flexible spending accounts provide some relief, but the current “use it or lose it” League of Minnesota Cities 108 2020 City Policies provision for medical spending discourages employees from participating in this program. In addition, the $5000 annual maximum limit on dependent care accounts has not increased substantially since the program’s inception in 1986 and childcare costs continue to rise significantly. According to 2012 data from the Pew Research Center, Minnesota has one of the highest childcare costs in the country with an average cost of $12,000 to $15,000 for infant care per year. Response: The League of Minnesota Cities supports legislation that would allow employees to roll unused funds over to the next plan year, or into a tax- qualified retirement plan, or a 457 plan. The League of Minnesota Cities also supports an increase in the annual maximum allowed for dependent care accounts, with a cost of living inflationary increase each year after the initial adjustment. FED-3. IRS Regulations on Death Benefits Issue: Current IRS regulations do not allow any type of death benefit to be included in a post-employment health savings plan and other tax-free funding vehicles. If the employee who owns the savings plan account dies, he or she cannot leave the remaining funds to a designated beneficiary (unless the beneficiary is a spouse or dependent child). If the employee does not have a spouse or dependent child, the funds are typically redistributed among plan participants. A death benefit provision is an attractive feature for many employee groups. Response: IRS regulations should be changed to allow post-employment health savings plans and other tax-free vehicles for both active employees and retirees to include a provision that allows the employee to designate beneficiaries in addition to spouses or children. FED-4. Federal Public Safety Collective Bargaining Bill Issue: Congress is considering a bill that would require all states to establish collective bargaining procedures for all public safety employees. The bill directs the Federal Labor Relations Authority (FLRA) to determine, state by state, whether it meets the bill’s requirements with regard to collective bargaining rights for public safety employees. While it appears Minnesota is likely to pass the tests set out by the bill, federal public sector lobbyists have expressed serious concern that the bill is very much open to interpretation. In addition, the bill directs the FLRA to “consider and give weight, to the maximum extent practicable, to the opinion of affected employee organizations.” Response: The League of Minnesota Cities opposes the federal collective bargaining bill for public sector employees. Public sector collective bargaining should be left to the determination of each state. FED-5. Federal Health Care Reform Issue: Certain provisions of the Patient Protection and Affordable Care Act (commonly referred to as the federal health care reform law or Affordable Care Act (ACA)) are problematic for cities. These issues range from administratively difficult to very costly. Tracking employee hours, particularly hours of seasonal and temporary employees and council members, is burdensome and will require significant administrative time and effort. Because most of these employees will not qualify for League of Minnesota Cities 109 2020 City Policies coverage under the ACA, the effort does not result in a worthwhile outcome. There are also situations where employees who are currently working more than 30 hours per week in a city will now be eligible for health care coverage by that city, which will drive up city costs significantly, particularly for cities using the “duty crew” concept at fire stations to ensure adequate daytime response. Finally, there are provisions which require the city to offer coverage to full-time students who are already covered by their parents’ insurance and do not need the coverage through the city, which results in wasted effort. Furthermore, cities that provide health insurance coverage to their employees should not be subject to the federal excise or so-called Cadillac Tax when effective in 2022, which will result in substantial costs to Minnesota taxpayers. Response: The League of Minnesota Cities supports the intent of the ACA to provide affordable health care coverage to all Minnesota residents. However, prior to implementation, Congress should: a) Exempt employees under age 26 who are covered by their parents’ insurance; b) Exempt (from coverage requirements) employees who work in recreational facilities and programs owned and operated by governmental entities; c) Exempt elected officials from being counted as “employees” for the purposes of the ACA; and d) Revise the provisions of the federal excise “Cadillac Tax” so that it does not penalize employers and instead provides incentives to strengthen wellness and disease prevention effort. League of Minnesota Cities 110 2020 City Policies IMPROVING FISCAL FUTURES FF-1. State-Local Fiscal Relations Issue: Since the 1970s, services provided by Minnesota cities have been largely funded through a combination of property taxes, state aids, and state property tax relief programs. This system of municipal finance has evolved to ensure that municipal services can be funded without excessive local tax burdens. Over the past decade, the state-local partnership has vacillated with the state budget, challenging the ability of city officials to plan for the future fiscal needs of their communities. Response: The League of Minnesota Cities supports a strong state-local fiscal partnership. The state-local fiscal system, and any future modifications, should be consistent with the following principles: Accountability. Cities believe a viable partnership with the state requires cities and the state to communicate effectively with each other and with the public about their roles and responsibilities. Cities and the state must also exercise sound financial stewardship, including maximizing efficiencies in service delivery and other means of cost containment whenever possible. Certainty. Cities need to have more certainty and predictability in all of their available revenue sources, including the property tax, the amount of funding they receive from local government aid and similar programs and from other sources of revenue. The past practice of retroactive adjustments to local government aid (LGA) and similar programs, unallotments of the appropriation and the imposition of levy limits do not facilitate prudent financial planning and decisions. In addition, during a past state government shutdown the Department of Revenue indicated that despite the standing LGA appropriation, the shutdown of many state government operations would prevent the distribution of the LGA. Adequacy. The revenue sources available to cities and the state must raise adequate funds to meet city needs, to fund mandates, and to maintain Minnesota’s long-term competitiveness. Flexibility. As cities become increasingly diverse in their characteristics and as existing aid and credit programs have eroded, a “one-size-fits-all” system that limits all cities to the property tax as the major, non-state aid revenue source is increasingly unworkable. Some cities have sufficient property tax base to sustain an adequate service level, but many do not. Cities should have greater access to other tax and revenue sources than currently permitted. Equity. All citizens should receive adequate levels of municipal services at relatively similar levels of taxation. This means that the state should provide financial assistance to cities that have high costs, including costs related to overburden created by non-resident users of city services, low fiscal capacity, or both. State financial assistance should also reduce tax burden disparities among communities and between cities and surrounding areas. League of Minnesota Cities 111 2020 City Policies FF-2. Economic Contributions by Cities Issue: Cities provide and maintain the physical infrastructure as well as the social and economic infrastructure necessary to support a large share of the state’s economic activity. In addition, cities play a major role in statewide economic development activities that assist businesses with expansion and job creation. The importance of cities to the overall vitality of the state’s economy is frequently overlooked in state policy discussions. Response: To provide lawmakers with information on the economic activity occurring within cities, the Department of Revenue should annually collect and compile information on major state tax collections within each city, in addition to county and regional reports. FF-3. State Budget Stability Issue: Legislative actions to address past state budget deficits have included permanent reductions in funding to local units of government for programs such as local government aid as well as the full elimination of programs such as the market value homestead credit. In addition, the Legislature has frequently relied on short- term solutions that have only shifted a large share of the deficit problem into the next biennium without permanently addressing the state budget problems. The legislature has taken steps to reduce state budget volatility. As required under state law, 33 percent of any state general fund budget surplus identified in the November state budget forecast must be directed to the state budget reserve until the account reaches a targeted level. Response: To increase the stability of the state budget and avoid or reduce the impact of future state budget deficits, the Legislature: a) Must consider all budget stabilizing options, including revenue increases, with a particular focus on changes that improve the stability of the state's revenue stream; b) Must not further reduce funding for property tax relief programs to cities and taxpayers; c) Must not accelerate the remittance of sales tax collections by retailers including municipal liquor operations, and should make steps to reverse past accelerations; d) Must consider the aggregate impact on Minnesota taxpayers of previous budget cuts and tax increases; e) Must reinstate estimates of inflationary increases to expenditure estimates; f) Should continue to build at a minimum, a five-percent budget reserve and should establish state budget stability as a state priority.; g) Should modify the unallotment statute to place a reasonable statutory limit on the percentage and timing of the state’s budget that can be unallotted during a biennium without legislative approval; and h) Must emphasize long-term budget solutions and budget stability and the continuation of both state and local government operations. i) The League of Minnesota Cities supports the principle of representative democracy and opposes limiting the Legislature’s flexibility in making financial decisions through new Constitutional amendments. League of Minnesota Cities 112 2020 City Policies FF-4. Funding Local Government Aid Issue: Local government aid (LGA) is an important component in the state’s property tax relief system, and a critical tool to help equalize tax base to ensure needs for public services can be met. To avoid undue pressure on the property tax, funding for LGA must keep pace with inflationary pressures. For 2020, the total unmet formula need (the difference between need and ability to raise revenue) is $807.7 million, leaving the current appropriation $247.3 million below the total unmet need. During the 2017-18 biennium, several bills were introduced that would have, for example, created offsets to a city’s LGA distribution if the city imposed a local sales tax, spent funds for activities related to lobbying or a World’s Fair, or would have reduced or eliminated LGA if the city enacted ordinances to ban plastic bags, impose certain local labor laws, ordinances, or policies that restrict city employees from enforcing immigration laws, unauthorized ordinances related to diversion programs. Such changes would have been a significant deviation from the practice of using the formula to distribute LGA and could have jeopardized the long-term stability of the program. For 2019 only, the 2017 Legislature included a one-time payment acceleration that will distribute 14.6 percent of each city’s 2019 LGA by June 15, with a second payment of 35.4 percent on July 20 and a final payment of 50 percent on December 26. For 2020 and beyond, LGA payments will again be made to cities in two equal installments on July 20 and December 26 each year. This distribution occurs late in the city fiscal year and can create short-term cash flow challenges for some cities. Response: In order to reduce pressure on the property tax, and to equalize property tax bases, the League of Minnesota Cities continues to support the existing LGA formula as the appropriate mechanism to distribute LGA resources and opposes artificial limits on any city or group of cities. In addition, the League supports regular increases in the LGA appropriation as well as the restoration of the annual inflation adjustment to the LGA program to move toward funding the total unmet need of all cities. The League also supports a permanent acceleration of the annual LGA payment schedule to assist cities with cash flow needs. The League opposes targeted reductions to specific cities as well as reductions or offsets for local policy or expenditure decisions. The legislature should avoid creating side-pots or special appropriations through the LGA (Minn. Stat. ch. 477A) program. If special circumstances such as a natural disaster warrant additional state assistance to specific cities, the criteria for the additional aid should be specifically enumerated and the appropriation should be separate and in addition to the appropriation through the general LGA formula. FF-5. State Charges for Administrative Services Issue: Currently, some state agencies have wide discretion in setting the fees for special services they provide to local governments. Response: State agencies should be required to justify their service fees or for increases in existing service fees and not charge more than what is fair, reasonable, and proportionate to the cost of service. Agencies should give adequate notice of increases to allow local governments to League of Minnesota Cities 113 2020 City Policies budget for the increases. State agencies should set administrative service fees as close as possible to the marginal cost of providing the service. Local government should be given the option to self- administer or contract with the private sector for the service if the state cannot provide the service at a reasonable cost. FF-6. Reporting Requirements Issue: Budget and financial reporting requirements imposed on cities by the state often result in duplication and additional costs. In addition to the state mandated annual audits under Minn. Stat. §§ 471.697- .698, cities are required to prepare and submit or publish numerous other budget and financial reports including but not limited to: a) Summary budget reports (Minn. Stat. § 6.745); b) Treasurers report to the city clerk (Minn. Stat. § 412.141); c) Statement of tax collections and other income by clerk to the city council (Minn. Stat. § 471.69); d) Report on outstanding obligations and the purpose for each issue filed with the county auditor (Minn. Stat. § 471.70); e) Publication of summary budget statement (Minn. Stat. § 471.6965); f) Publication of statement of liquor store operations (Minn. Stat. § 477A.017); g) Liquor store audited financial statements (Minn. Stat. § 471.6985); h) TIF district plan and amendments (Minn. Stat. § 469.175, subd. 4a); i) TIF district annual disclosure (Minn. Stat. § 469.175, subd. 5); j) TIF district annual financial report (Minn. Stat. § 469.175, subd. 6); k) Business subsidy reporting (Minn. Stat. §§ 116J.993-.995); l) State required financial activity reports (Minn. Stat. § 6.74); m) Local improvement requirements (Minn. Stat. § 429.031); n) Development and permit fees report (Minn. Stat. § 326B.145); o) Utility annual financial statements (Minn. Stat. § 412.381); p) Housing and redevelopment authority annual financial report (Minn. Stat. § 469.013); and q) Federal single audit or a program- specific audit (31 U.S.C. § 7502 (a)(1)). Many cities have expanded the availability of information on their web sites in response to citizen requests and some cities have begun using new tools to assist citizens in understanding the city budget. Expanding state mandated financial reporting requirements could force cities to redirect scarce resources to the state mandate and stifle innovative ways to communicate with citizens. Response: Requirements for reporting and advertising financial and budget information should be carefully weighed to balance the need for information with the administrative costs of compiling and submitting this information. In addition, the legislature should direct all state agencies to review existing local government reporting mandates and eliminate redundant or superfluous requirements. To this point, the legislature should consolidate municipal government financial reporting requirements in the Office of State Auditor, include an electronic submission alternative to any remaining paper filing requirements and authorize the use of web publication where newspaper publication is currently required. Finally, the legislature must not increase reporting burdens for local units of government. Any new reporting requirement should have a clearly defined statement of purpose and public need not League of Minnesota Cities 114 2020 City Policies currently met with existing reports, a sunset date to facilitate a future discussion of the usefulness of the requirement as well as full state funding for the costs associated with a new reporting mandate. FF-7. Direct Property Tax Relief Programs Issue: In 2013, the legislature expanded the homeowner property tax refund (PTR) program and renamed it the Homestead Credit Refund program. As a direct taxpayer relief program, the Homestead Credit Refund avoids the problems with the former Market Value Homestead Credit system where the state provided a credit on the homeowner’s property tax statement but did not always reimburse cities and counties for the amount of the credit. Response: The League of Minnesota Cities supports providing additional, direct property tax relief through an expansion of the Homestead Credit Refund program, the renters’ refund program, the targeting program or other programs that provide property tax relief directly from the state to taxpayers. In addition, the League supports the 2013 legislation that requires the Department of Revenue to notify potentially eligible homeowners of the program and would also support legislative modifications to these programs to eliminate the taxpayer filing requirement thereby making the tax relief payments automatic. The League opposes property tax credit programs that reimburse local units of government for reduced tax burden such as the former market value homestead credit system due to the fact that the reimbursements to local units of government can be cut while the credit to the taxpayer remains on the property tax statement. In addition, the League opposes reinstituting Limited Market Value, a program that reduces the taxable value of individual properties based on assessor’s valuation increase. Limited Market Value creates inequities between similar properties based solely on the valuation increase determined by the assessor. FF-8. Sales Tax on Local Government Purchases Issue: The local government sales tax exemption enacted in 2013 and expanded in 2014 does not apply to all city purchases. Some purchases for municipal enterprise operations, such as liquor stores and golf courses are excluded from the exemption. In addition, in order to receive the sales tax exemption on construction materials under current law, cities must bid labor and materials separately and also designate a contractor to be a purchasing agent on behalf of the city. The existing Department of Revenue rules (Minnesota Rules 8130.1200, subp. 3) are complex and the implementation can be so complicated that it can cost cities more money to implement than they will save on the tax exemption. Finally, although cities currently do not pay the motor vehicle sales tax on marked police vehicles or firefighting vehicles, other city vehicles are not exempt from the motor vehicle sales tax. Response: In order to ensure that taxpayers receive the full benefit of the local government sales tax exemption: a) The exemption should apply to all purchases made by local units of government; b) The process to receive the exemption for construction materials should be simplified or converted into a refund process; and League of Minnesota Cities 115 2020 City Policies c) The exemption should be extended to all local government purchases that would otherwise be subject to the motor vehicle sales tax in Minn. Stat. ch. 297B. FF-9. Taxation of Electronic Commerce Issue: The 2018 U.S. Supreme Court decision [South Dakota v. Wayfair, Inc., ET AL. (17-494), 585 U.S. (2018)] overturned two earlier Supreme Court decisions [Quill Corp. v. North Dakota (91-0194), 504 U.S. 298 (1992) and National Bellas Hess v. Department of Revenue, 386 U.S. 753 (1967)] that had prevented states from requiring retailers without a physical presence from collecting state and local sales taxes on purchases made by state residents and businesses. A group of 23 states participating in the Streamlined Sales Tax Project have worked together for more than 18 years to simplify the administration of state and local sales taxes and reduce the administrative burden on retailers. The success of this project was referenced in the Wayfair decision. Despite the Supreme Court’s Wayfair decision, new legal challenges could be filed by remote retailers or Congress could intervene to address remaining sales tax administration issues including the fact that more than 20 states with sales taxes have not adopted the SSUTP standards. Response: Federal tax policy should not place main street businesses at a competitive disadvantage to electronic retailers, must not jeopardize repayment of bonds backed by state and local sales tax revenues, and should ensure stability in state and local revenues. To address the challenges created by the growth of electronic commerce, the League of Minnesota Cities continues to support the multi-state effort to develop a streamlined sales tax system. Should Congress intervene, the League would support nation-wide sales tax administration standards based on the model developed by the Streamlined Sales Tax Project. The League will oppose Congressional efforts to reverse remote retailer collection requirements. FF-10. Local Lodging Taxes Issue: In 2011, the legislature amended Minn. Stat. § 297A.61 to define accommodation intermediaries and clarified that their services are subject to the state sales tax as part of the tax imposed on lodging. Local lodging taxes collected by the state for local units of government under Minn. Stat. § 469.190, subd. 7, also clearly apply to services provided by these accommodation intermediaries since these taxes are required under Minn. Stat. § 270C.171 to use the definition for tax base contained in the general sales tax statute. Since 2011, some accommodation intermediaries have not been collecting and remitting locally-administered lodging taxes based on the full cost of the accommodation plus the accommodation intermediary services. There are currently 120 cities and towns that individually or jointly impose lodging taxes for tourism purposes under Minn. Stat. § 469.190. Another five cities impose a lodging tax that is administered locally under special law. Four local lodging taxes are currently administered by the state. Response: The League of Minnesota Cities supports legislation that will clarify that all lodging taxes, whether administered by the state or administered locally, apply to the total charges to the customer, including charges for services League of Minnesota Cities 116 2020 City Policies provided by accommodation intermediaries. FF-11. Taxation of Electric Generation Personal Property Issue: Investor-owned utilities (IOUs) have a longstanding relationship with Minnesota cities. IOUs site baseload power plants in host communities, and in exchange pay personal property tax on attached generation machinery to the cities, counties and school districts hosting the plants. These plants bring jobs to our communities, but they also create nuisances such as air pollution, nuclear waste, noise, vibration, and coal train traffic. They also create security risks and take up land that could be used for other, less disruptive commercial and industrial development. Cities believe personal property taxes paid by IOUs are a fair compensation for the environmental and economic costs of hosting baseload power plants. IOUs argue that personal property tax relief is important to pass along to their shareholders and ratepayers. However, only a few IOU shareholders and ratepayers actually live in the communities hosting baseload power plants. Further, almost all new power plants receive personal property tax exemptions from the Legislature, while host communities with existing, non-exempt baseload plants will continue to have them for decades to come. Currently the taxation of electric generation personal property represents the best method for reimbursing host communities for the cost of hosting IOUs. However, a 2015 MN Department of Revenue study on electric generation taxation has generated proposals to change the state system of taxing electric generation which raise equal or greater revenues for host cities. Response: Personal property taxes on attached electric generation machinery are a fair way to spread the environmental and economic costs of electric generation power plants among all IOU shareholders and ratepayers. The League of Minnesota Cities supports the continuation of personal property taxes paid by IOUs to host communities for existing and new facilities or a tax system which generates equal or greater revenue for host communities. As the Department of Revenue analyzes methods of utility taxation in its Study of Electric Energy Producing Systems (Session Law 2014, Chapter 308), the League supports the inclusion of these environmental and economic costs in assessing the appropriate property taxes paid to host cities by electric generation facilities. FF-12. Electric Generation Taxation Reform Issue: Currently, electric utilities are subject to a personal property tax on personal property which is part of an electric generating, transmission, or distribution system. This tax has a number of exemptions and exclusions which make a patchwork of taxation statewide. The Department of Revenue issued a report on February 15, 2015 which laid out the details of this tax system, stating, “The utility tax base comprised of these energy producing facilities is not predictable. The unpredictability is a result of law and rule changes that determine the amount of utility tax base available for host communities.” Cities which host Investor Owned Utility base load power plants have faced unpredictability in tax base from both changes to state law regarding the personal property tax on electric generation equipment and from changes in valuation League of Minnesota Cities 117 2020 City Policies due to the upgrade/depreciation cycle of equipment. The Minnesota Legislature has introduced a reform to the system of taxing electric generation. It repeals the personal property tax and all of its exclusions and exemptions, and replaces it with an “electric generation tax base” which is subject to local property taxes. This proposal also repeals the personal property tax on transmission and distribution and creates a “Valuation for Electric Transmission Line Tax Base,” a “Valuation for Electric Substation Tax Base” and an “Electric Distribution Line Tax Base.” The proposal defines the tax base for electric generation in a new way for electric generation plants which use coal, oil, natural gas, nuclear fission, biomass and flowing water to generate electricity. Under the proposal, the Department of Revenue would annually assess the tax base of electric generation machinery under a set of statutory formulas. The new valuation which replaces the value of electric generating equipment is based on a combination of an individual facility’s nameplate capacity, average energy production and amount of nuclear waste storage. The proposal also replaces the taxable value of electric transmission and distribution with statutory formulas. The Department of Revenue would assess the value of the “electric transmission line tax base” according to the number of miles of electric transmission within the taxing jurisdiction, the value of the “electric substation tax base according to the sum of the capacity of a substation, and the value of the “electric distribution line tax base” according to the number of customers in the taxing jurisdiction that receives an electric distribution. These new tax bases define the value for purposes of the ad valorem tax of hosting jurisdictions. Factors such as inflation affect the expenses of host cities, so any proposal to change the system of taxing electric generation should account for changes in value over time, using an independently reported adjustment factor for changing values over time. Statutory changes to the system of electric generation taxation should not adversely affect host city tax revenues. Any proposal to change the system must include some form of replacement aid which compensates cities for adverse effects due to changing state law on electric generation taxation. Response: The personal property tax on electric generation equipment as well as the exemptions, exclusions and sliding scales to that tax represent a patchwork of taxation rules statewide. Changes to state law which replace the personal property tax on electric generation equipment with a tax base valuation based on electric generation capacity, production, nuclear storage, transmission, and distribution will benefit IOU host cities so long as the change comes with a factor to increase the tax base valuation over time and reimbursement to cities for revenues lost due to a change in state law. FF-13. Support for Transitioning Communities Issue: Technological advancements and market forces are rapidly changing the electric generation industry. Investor-owned utilities (IOUs) in Minnesota are increasing the share of their electric generation portfolios that are made up of renewable generation sources like wind and solar, while planning to decrease the share of electric generation that is derived from League of Minnesota Cities 118 2020 City Policies baseload power plants that produce energy from coal or nuclear sources. Due to the deep and longstanding relationship IOUs have with some Minnesota cities, the possible retirement of these power plants stands to have a significant disruptive effect on these cities. Cities that host baseload power plants make significant investments to support those plants, including infrastructure, public safety, and disaster preparedness. To compensate for this, IOUs pay personal property tax on electric generation machinery. For some cities, these revenues can account for over 50% of the city’s annual budget. Moreover, IOUs have other significant direct and indirect impacts on host communities. IOUs tend to employ significant numbers of employees at baseload power plants. Those employees are likely to live, work, attend school, and shop in and around the local community. Therefore, the of the retirement of these plants would have significant negative impacts on these communities. While the power that is generated at these facilities goes to support the entire state of Minnesota, the impacts of hosting these plants is felt most acutely in these local communities. Therefore, state lawmakers should partner with these communities and support their transition in the event that these baseload power plants are retired by the IOUs. Response: The League of Minnesota Cities recognizes that the energy landscape is rapidly changing, and supports state policies to replace tax base in communities facing the closure of a baseload power plant, as well as other policies or programs to help those communities replace their local tax base through economic development. The League of Minnesota Cities also support efforts by the state legislature to study, analyze, and design policy solutions to address the unique challenges these communities face. FF-14. Taxation of Municipal Bond Interest Issue: The federal and state laws that grant a tax exemption to bondholders for municipal bond interest lowers borrowing costs for cities and reduces property tax levies. Recent proposed Internal Revenue Service rules would potentially restrict some local government entities such as housing and redevelopment authorities, economic development authorities and port authorities from issuing tax exempt bonds. Response: Congress and the state should maintain the tax exemption for municipal bond interest income. Congress should also clarify the law to supersede proposed IRS rules and thereby continue to allow housing and redevelopment authorities, economic development authorities and port authorities to issue tax exempt debt. FF-15. Pollution Control Exemption Issue: Minnesota grants electric utilities and several other industries a property tax exemption for personal and real property that is primarily used for pollution control. Minnesota adopted the property tax exemption that now extends to electrical generation systems, agricultural operations, and wastewater treatment facilities in 1967, before water and air pollution were heavily regulated by the Environmental Protection Agency and the Minnesota Pollution Control Agency. The language and the purpose of these statutes have evolved through the years. When states first began adopting these tax incentives in the 1960s, they hoped League of Minnesota Cities 119 2020 City Policies to encourage utilities, industrial plants, and others to install pollution control equipment. Gradually, as regulation increased, states adopted the exemptions to help companies offset the cost of the equipment. This tax benefit erodes local tax bases. In 2013, more than $1.8 billion of personal and real property for electrical generation was exempted from the market value of utilities. The incentive value of this benefit is low because utility companies are required to install the equipment anyway. In addition, these companies frequently recover the cost of the equipment through rate riders granted by the Public Utilities Commission. Allowing the pollution control equipment exemption places the cost of this equipment on the citizens of the host community, rather than the purchasers of electricity. Response: The pollution control exemption places an undue burden on host communities without incentivizing the environmentally responsible behavior that it was originally created to encourage. The League of Minnesota Cities supports narrowing or eliminating the pollution control equipment exemption for investor owned electric generation facilities. The League would also support allowing utilities to continue to recover their costs relating to the pollution control equipment by spreading those costs to electricity users. FF-16. Local Elected Officials Authority to Establish Local Budgets Issue: In 2015, the House omnibus tax bill included a reverse referendum provision that would allow a small number of voters (ten percent of those voting in the last general election) to petition for a referendum on a general city property tax levy increase. The outcome of the election could reverse the decision of the local elected officials on the local budget and property tax levy after months of planning and public hearings. As recently as the 2013 legislative session, the legislature imposed levy limits on cities over 2,500 population for one year. Levy limits replace local accountability with a state judgment about the appropriate level of local taxation and local services. Additionally, state restrictions on local budgets can have a negative effect on a city’s bond rating due to the restriction on revenue flexibility. Levy limits also fail to account for the decertification of tax increment financing districts. Upon decertification, the property taxes that were formerly collected and used to support the public improvements in the TIF district can no longer be collected at the same rate and used to support ongoing general city operations. Response: Local elected officials are elected to make decisions about local budgets and meeting community needs. The League finds that it is inappropriate for the Legislature to undermine local elected officials decision-making and accountability through the continued imposition of levy limits or by enacting proposals such as a reverse referendum requirement or the “taxpayers’ bill of rights.” The League of Minnesota Cities supports the principle of representative democracy that allows local elected officials to formulate local budgets without state or other restrictions. FF-17. Tax Hearing and Notification Process Issue: Cities must set a preliminary levy by September 30, which is the levy used to compute the parcel-specific property tax League of Minnesota Cities 120 2020 City Policies notification forms. With only a few limited exemptions (e.g., voter-approved levies, levies for natural disasters and levies for certain tort judgments), this preliminary levy, by law, becomes the maximum that cities can levy the following year. As a result, cities may be unable to budget for unforeseen needs that arise after September 30. The 2009 Legislature eliminated the separate tax hearing requirement and replaced it with a requirement that the public be allowed to speak at a regularly scheduled meeting on the budget and tax levy. These changes erroneously repealed an exception to the tax hearing and notification process for cities adopting their levies at or less than the current rate of inflation. With the major property tax changes enacted by the Legislature in 2011, city officials have found it difficult to explain to local taxpayers not only the effects of their budget and levy decisions but also the separate effects of the actions of the state Legislature. The 2017 Legislature moved the proposed levy certification date for most instrumentalities of local governments and special taxing districts from September 15th to September 30th. Response: Cities should have the authority to increase the final levy from the preliminary levy with the approval of the commissioner of the Department of Revenue, to meet additional, unforeseen and uncontrollable needs, including arbitrator awards resulting from labor negotiations, the impact of new and existing federal or state mandates including administrative rules, or other non-discretionary budget factors. The tax hearing and notification law should be carefully reviewed to assure that the legislative intent is reflected in the statutes. Specifically, the League of Minnesota Cities supports the following: a) Modifying Minn. Stat. § 275.065 to clearly and fully exclude cities of population 500 and under from the budget and levy hearing requirements; b) Reinstating the exception to the tax hearing and notification requirements for cities with more than 500 residents with a proposed levy increase below the implicit price deflator (IPD); and In order to assist local officials with the challenge of explaining legislative changes to the property tax system, legislators should attend and be encouraged to participate in local government budget hearings in their districts. FF-18. General Election Requirement for Ballot Questions Issue: Under current state law, when cities are required to seek voter approval on a ballot question or where statutes allow voters to petition for an election on a council action (reverse referendum), these referenda can generally be held at a general or special election. This flexibility allows cities to respond to local circumstances in a timely manner. During the 2015 legislative session, the House omnibus tax bill included language that would have required referenda on most ballot questions be restricted to the November general election. If enacted, this requirement could limit the ability of cities to respond to unanticipated events or to undertake projects in a timely and cost- efficient manner. League of Minnesota Cities 121 2020 City Policies Response: Cities should be allowed to conduct elections on ballot questions at a date and time set by the city council and that complies with existing election notification statutes. FF-19. Municipal Liquor Store Continuation Issue: Under Minn. Stat. § 340A.602, any city where a municipal liquor store reports a net loss prior to interfund transfer in any two of three consecutive years, must hold a public hearing to discuss whether the city continues the operation of the liquor store. After the hearing, the city council, or the voters by petition, can require a vote on whether to continue the liquor store operations. Under recent financial accounting changes required by the Government Accounting Standards Board (GASB), local government employers are required to acknowledge unfunded pension liabilities in their financial reporting. This long-term liability can significantly fluctuate from year-to-year and result in an otherwise profitable municipal liquor store operation being required to conduct a hearing on the continuation of operations. Response: The net loss test under Minn. Stat. § 340A.602 should be amended to exclude pension liabilities under the Government Accountings Standards Board Statement No. 68. FF-20. City Fund Balances Issue: As a component of a prudent financial management plan, cities maintain a fund balance composed of cash flow funds, savings for projects, and rainy day reserves to maintain high level bond ratings and to minimize borrowing costs. Although the size of a city’s fund balance should be determined through local financial needs and local preferences, some cities are being criticized for maintaining “excessive” reserves. The Office of the State Auditor (OSA) report measures city fund balances on December 31, shortly after the city receives its largest sources of revenue from the property tax and state aid distributions. Measuring at this time, however, yields a picture of a high fund balance even though the city will spend down these funds to cash flow the next five to six months of its operations. Response: The state should respect local decisions on adequacy of local fund balances. The League of Minnesota Cities opposes any attempt to divert local reserves to benefit the state budget. FF-21. Local Option Sales Tax and City Revenue Diversification Issue: Under current state law, the property tax is the only generally accessible form of local tax revenue for cities. Allowing cities to diversify their revenue stream would help prevent rapid additional future reliance on the property tax. The basic public finance rationale for diversification of local tax systems is rooted in the fact that economists generally agree that there is no perfect tax. Each tax has unique strengths and weaknesses and the more intensively any single tax type is used, the more obvious its shortcomings become. For example, the property tax is generally regarded as being very stable throughout the economic cycle and it is considered to be a relatively easy tax to administer and enforce. However, when property tax burdens become too high, there may be negative consequences for other public policy League of Minnesota Cities 122 2020 City Policies objectives such as business development and home ownership. In addition to avoiding the problems created by excessive reliance on any single tax, a balanced and diversified revenue system for Minnesota cities may create a more favorable business climate and provide for greater stability of revenues to the recipient government unit throughout the course of the economic cycle. Under Minn. Stat. § 297A.99, the Legislature has created a set of local sales tax rules and a defined process by which cities and other political subdivisions can impose a general local option sales tax. Although the statutory process requires the city council to adopt a resolution supporting the local sales tax, the process continues to require the authorization of the local sales tax by the Legislature through the passage of a special law before finally seeking voter approval at a general election. City requests for sales tax authority continue to increase. In 2017, the legislature granted local sales tax authority to seven additional cities. In 2019, the legislature granted local sales tax authority to an additional 16 cities. Response: Cities should be able to diversify their sources of revenues. The League of Minnesota Cities continues to support a statutory change to generally allow a city to enact a local sales tax for public improvements and capital replacement costs, including but not limited to those specified in the 2019 legislation: a) Convention or civic centers; b) Public libraries; c) Parks, trails, and recreational facilities; d) Overpasses, arterial and collector roads, or bridges, on, adjacent to, or connecting to a Minnesota state highway; e) Railroad overpasses or crossing safety improvements; f) Transportation infrastructure improvements, including construction, repair of roadways, bridges and airports; g) Flood control and protection; h) Water quality projects to address groundwater and drinking water pollution problems; i) Court facilities; j) Fire, law enforcement, or public safety facilities; or k) Municipal buildings. Local sales taxes would follow the process outlined in Minn. Stat. § 297A.99 but without the need for the approval by the Legislature and governor through the passage of special legislation. The League supports allowing the referendum to be conducted at either a general or a special election. State law should also be modified to generally authorize any city to impose other types of taxes such as a local payroll tax or an entertainment tax with the adoption of a supporting resolution by the city council and after approval by the voters at a general or special election. In addition, Minn. Stat. § 469.190 should amended to allow cities to impose up to a five percent local lodging tax and to allow cities to modify the uses of their local lodging tax revenues to meet local needs. Cities should also have general authority to create utilities, similar to the storm sewer utility authority, in order to fund local services where benefit or usage of the service can be measured. League of Minnesota Cities 123 2020 City Policies FF-22. City Franchise Authority Issue: Under Minn. Stat. ch. 216B and Minn. Stat. § 301B.01, a city may require a public utility furnishing gas or electric utility services or occupying streets, highways or other public property within a municipality to obtain a franchise to operate within the community. In addition, cable system operators are required to obtain a franchise under Minn. Stat. ch. 238. Under a franchise, the city may require the utility to pay a fee to the municipality to raise revenue or to defray increased municipal costs, such as maintenance and reconstruction costs, accruing as a result of utility operations, or both. State law currently allows the franchise fee to be based upon gross operating revenues or gross earnings of the utility from its operations in the municipality. In this manner, all utility users within the municipality contribute to the public costs associated with the utility operation. In the absence of franchise fees, municipal costs resulting from utility operations are currently being funded by property tax payers. Many cities also have policies related to utility company services and products that could be supported under conditions of a franchise agreement, such as local renewable energy and energy efficiency programs. Current statutes do not explicitly provide city authority to include those types of performance conditions in a franchise agreement. Under current law, cities are permitted to engage citizens when discussing a new or renewed franchise fee arrangement in the manner that best fits the community. A recent legislative proposal would have added a prescriptive notification and reverse referendum requirement to the process of imposing or renewing a franchise agreement with a gas or an electric utility. Response: Municipal authority to collect franchise fee revenues from utilities is an important and equitable mechanism to offset the costs of maintaining public right-of-way and to generate a return on a publicly held asset. Municipal franchise authority must be preserved and should be expanded to allow city policy priorities to be addressed through conditions in franchise agreements that have the cost covered by local ratepayers, where appropriate, and can be accomplished within the local franchise boundaries. The League opposes adding a one-size-fits-all notification requirement and a reverse referendum procedure to the gas and electric franchise fee process. In addition, in situations where a local provider decides to sell their operations, the city must have the right of first refusal to purchase the assets of the utility. FF-23. Utility Valuation Transition Aid Issue: In 2007, the Minnesota Department of Revenue revised its rules regarding the valuation of electric and natural gas utility property. This change in the rules resulted in valuation changes for utility property that dramatically reduced the amount of revenue that local governments will collect in property tax from these utilities. Recognizing that the communities that host these utilities bear extraordinary burdens connected with stress on local infrastructure, public safety, and public nuisance due to the presence of these facilities in their communities, the Legislature created the Utility Valuation Transition Aid program. This program compensates host communities that have lost more than 4 League of Minnesota Cities 124 2020 City Policies percent of their net tax capacity as a result of Department of Revenue’s rule changes. Currently the taxation of electric generation personal property represents the best method for reimbursing host communities for the cost of hosting IOUs. However, a 2015 MN Department of Revenue study on electric generation taxation has generated proposals to change the state system of taxing electric generation which raise equal or greater revenues for host cities. Response: The League of Minnesota Cities supports the continuation of the Utility Valuation Transition Aid program and opposes any efforts to change statutory language or to divert promised funds away from host communities for any purpose unless statutory language replaces promised funds with equal or greater revenue to host communities. If the Legislature does determine that it is necessary to re-allocate the funds in the Utility Valuation Transition Aid program for another purpose, the League supports other legislative efforts that would compensate the host communities for the economic and environmental costs of hosting these facilities through reimbursement from the investor owned utilities. These other efforts could include, but are not limited to, increasing the class rate on utility property to the extent that it would offset the negative effects of the utility valuation rule change. FF-24. State Assistance for Property Tax Refunds for State- Assessed Property Issue: State law requires certain property, including pipelines, railroad, utility property be assessed for property taxation purposes by the Minnesota Department of Revenue. When companies challenge the valuation of these properties, local units of government may be required to refund excess taxes, which in some cases, can create financial hardship for local units of government and their taxpayers. Response: The state should establish a program to provide financial compensation to all units of local government for court ordered property tax refunds where the state has determined values. FF-25. Transition for Property Acquired by Tax-Exempt Entities Issue: When an existing taxable property is acquired by a tax-exempt entity other than a city or a city development authority or otherwise becomes tax exempt and removed from the tax base, the taxes formerly paid by the property owner are shifted to other, remaining taxable properties within the jurisdiction. When the acquired property is a large percentage of the tax base of a city or other local unit of government, the shift in taxes can be substantial. Response: To avoid immediate, large tax burden shifts when an existing taxable property is acquired by an entity qualifying for a Minnesota property tax exemption other than a city or a city development authority or overwise becomes tax exempt, state law should require the new owner to continue to pay the property taxes with a five-year phase- out of taxable value or the state legislature should create a program that provides a state-paid transition aid paid over a period of time to local units of government that experience tax exempt acquisitions, paid over a period of time. League of Minnesota Cities 125 2020 City Policies FF-26. Payments for Services to Tax-Exempt Property Issue: Taxable property in many cities is being acquired by nonprofit and government entities. Converting the property to tax- exempt status can lead to serious tax base erosion without any corresponding reduction in the service needs created by the property. In 2013, legislation was introduced that would have broadly exempted non-profit property from paying user fees or service charges for any service funded in part with property taxes over the previous five years. Under certain circumstances, this proposal could have potentially exempted non-profits from paying for even utility charges. Response: Cities should have the authority to collect payments from statutorily-exempt property owners to cover costs of service similar to the authority provided under the special assessment law. The League of Minnesota Cities opposes legislation that would exempt non-profits from paying for user fees and service charges that help fund services these organizations use. FF-27. Public Safety Protection Districts Issue: Public Safety protection districts have the potential to reduce duplication of equipment purchases and services, and to improve uniformity of service delivery throughout a region. One obstacle to establishing public safety protection districts is the absence of statutory authority to establish public safety taxing districts. The Legislature has granted authority for special taxing districts to provide services such as watershed management and emergency medical services. Despite growing funding and public safety protection staffing challenges, this authority does not currently exist for providing public safety protection services. Public safety protection districts would create another option for funding fire, police, emergency management, and emergency medical services for local communities. Response: The League of Minnesota Cities recognizes that some regions of the state could sustain or improve public safety protection services if public safety protection districts were authorized. The League supports authority for local units of government to establish public safety protection districts provided that 1) participation in a district is a local decision, and 2) public safety taxing districts must be governed by elected officials representing the participating entities. With elected local official participation, state-imposed levy limits on public safety protection districts are unnecessary. FF-28. Housing Improvement Areas and Special Service Districts Petitioned by Business Issue: In 1996, cities were granted general authority under Minn. Stat. §§ 428A.11-.21 to use Housing Improvement Areas (HIAs) in order to finance housing improvements for condominium and townhome complexes. Several cities around the state have used this tool, and found it to be a useful mechanism for maintaining older association homes. The 2013 Legislature also granted HIA authority to a county Community Development Authority (CDA). As part of that authority, the CDA is required to gather local approval before creating an HIA. League of Minnesota Cities 126 2020 City Policies In 1996, the Legislature also gave cities the general authority to create Special Service Districts (SSDs) under Minn. Stat. §§ 428A.01-.101. Cities around the state have used this tool to provide an increased level of service to commercial or industrial areas, commonly in areas of retail concentration. SSDs are established at the request of local businesses, who ultimately pay for and benefit from the increased level of service. A SSD may be established anywhere in a city but only business property (i.e. commercial, industrial, utility, or land zoned for commercial or industrial use) will be subject to the service charge. Some special services have included street and sidewalk cleaning, snow and ice removal, lighting, signage, parking, parking enforcement, marketing and promotion, landscaping, and security. A SSD may be established only by petition and the city adopts an ordinance to establish it. Minn. Stat. §§ 428A.09-10 establishes procedures for the business owners in the SSD to veto or end the SSD. The 2013 legislature extended the sunset for both tools for 15 years, making it set to expire on June 30, 2028. In 2017, the House considered legislation that was ultimately unsuccessful to repeal the general SSD authority for cities. There are currently over 15 cities that have established SSDs around the state. As cities work to develop and/or redevelop commercial, industrial, and residential areas, new ways of paying for and providing increased levels of service should be available to local entities. Use of Special Service Districts in mixed-use development is one tool that could be available for this purpose. Response: The Legislature should give cities permanent authority to create HIAs and SSDs. The League of Minnesota Cities supports the authority for cities to work with their business communities to establish SSDs and opposes efforts to restrict general authority of the tool. The League also supports the potential use of SSDs for mixed-use districts that include residential and commercial/industrial properties. The law should be reviewed to determine to what extent mixed-use properties can and should contribute to a Special Service District from which they will benefit. The League would support legislation that expands SSDs to include mixed-use development to the extent it balances the benefits and obligations of residential properties within the district. If the Legislature grants multi- jurisdictional entities the authority to create HIAs, creation of an HIA must require local approval. FF-29. Tax-Forfeited Properties and Local Special Assessments Issue: Special assessments are a charge, authorized by the Legislature and state law, imposed on properties for a particular improvement that benefits those selected properties. Cities follow complex, time- consuming statutory special assessment procedures to specially assess the appropriate amount of the local infrastructure improvements to those properties. If a property with validly attached special assessments goes into tax-forfeiture, the county auditor cancels all of the local special assessments due and remaining unpaid on each parcel, which is authorized in Minn. Stat. § 282.07. Therefore, the city loses the funds previously budgeted and planned for to pay for the local improvements. To underline this point, the funds have already been expended and if not collected, result in losses to the city. League of Minnesota Cities 127 2020 City Policies When tax-forfeited land returns to private ownership, and the parcel benefitted from an improvement for which the city canceled special assessments because of the forfeiture, the city may assess or reassess the parcel. But cities must go through the same cumbersome notice and hearing procedures in order to re-attach the assessments. Response: The Legislature should remove cancellation of local special assessments from state law, allowing cities to receive the funding validly assessed and counted on to fund local infrastructure improvements. FF-30. Distribution of Proceeds from the Sale of Tax-Forfeit Property Issue: When properties go into tax forfeiture all levels of government lose tax revenue that would otherwise support the services they provide. It is always in the best interest of taxpayers to return these properties to the tax rolls as quickly as possible. Although the tax forfeiture process is controlled by the county, and counties have a legitimate need to be reimbursed for reasonable administrative costs, the city often has more at stake financially in terms of costs fronted to facilitate development (e.g., assessments for public infrastructure and unpaid development or utility fees). While the tax forfeit procedure provides a process for the repayment of special assessments, it does not require the repayment of unpaid utility charges or unpaid building and development fees. Further, due to large assessments that some cities are left with, it may not be practical to sell a tax-forfeited property subject to a special assessment, and city taxpayers may be forced to absorb the sunk costs of a project in order to sell the property. State statutes governing the apportionment of the proceeds from the sale of tax forfeit property allow counties to first recover administrative costs related to the tax forfeiture process before subsequent allocations are made for special assessments and hazardous waste cleanup associated with the property. State law is unclear whether the proceeds from a tax forfeiture transaction should be used to reimburse the county only for the expenses associated with the transacted parcel, or if the proceeds can be used to reimburse the county for administrative costs associated with other parcels that were not transacted. When the latter allocation method is employed by a county, the transaction proceeds can be disproportionately applied to county administrative costs resulting in a lower allocation of remaining proceeds to cover existing special assessments, hazardous waste cleanup costs and ultimately the final allocation of residual tax forfeit sale proceeds to cities. In addition, counties are allowed to use 30 percent of the amount remaining after the deduction for administrative expenses and the repayment of special assessments for forest development projects and then 20 percent of any remaining proceeds for county parks and recreation projects. The structure of the distribution of the proceeds frequently results in cities receiving a very small percentage of the initial forfeit sale proceeds. As a result, cities may not recoup even a portion of the unpaid taxes or special assessments owed on a property. In most cases, cities and counties work collaboratively to ensure that properties are returned to the tax rolls quickly to benefit all taxpayers. However, when consensus is not reached, the tax forfeiture statutes place cities at a disadvantage and can disproportionately burden the taxpayers of the city in which the properties are located. League of Minnesota Cities 128 2020 City Policies Response: The League of Minnesota Cities believes the tax forfeiture statutes should be reviewed and amended as necessary to ensure that the needs of city and county taxpayers are properly balanced. Specifically, the League supports changes in the distribution of the proceeds from the sale of tax forfeit property contained in Minn. Stat. § 282.08 to elevate the priority for repayment of unpaid charges for electricity, water and sewer charges certified pursuant to Minn. Stat. § 444.075 subd. 3(e), and any unpaid fees prescribed pursuant to Minn. Stat. § 462.353 subd. 4(a), to require those unpaid charges and fees to be repaid immediately after unpaid special assessments. The proceeds from the sale of a tax forfeited parcel should be used to pay the assessments and administrative and development costs for the transacted parcel. Minn. Stat. § 282.09 should be amended to prevent the proceeds from the sales of a tax forfeited parcel to be used to pay excessive administrative costs or the costs for other parcels in the county until the city is fairly reimbursed for unpaid assessments and development costs of the transacted parcel. Before the final distribution of any remaining proceeds from the sale of tax forfeited land are distributed to cities, counties, and school districts, Minn. Stat. § 282.08(4)(i) and (ii) give counties the right to take up to half of those proceeds for county forest development and county park and recreation areas. The League also supports the elimination of these separate statutory apportionments while allowing counties to use their designated 40 percent share of the remaining proceeds for these uses. FF-31. State Hazard Mitigation and Response Support Issue: Cities in Minnesota are exposed to extreme weather events such as winds, flooding, fires, and drought and are facing the severe financial consequences of the clean-up, repairs, and community social and economic recovery, even though damages may be deemed “not of such severity and magnitude” as to qualify for federal assistance. Response: The League of Minnesota Cities calls on our legislators and state executive agencies charged with hazard mitigation planning to address not only a response to extreme weather events but to also put into place a proactive strategy to minimize or mitigate the financial consequences. At a minimum, this effort should offer a reasonable loan funding program that is easily accessible by cities, businesses and homeowners to financially recover and rebuild, with the ultimate goal of preserving jobs, industries, and communities. The state response should allow for the use of new technology and best management practices for any reconstruction of infrastructure to lessen the impact of future disasters and to mitigate the effects of disasters resulting from future extreme weather events. FF- 32. Library Funding Issue: State law requires that local governments maintain a minimum level of funding for public library services. This is collectively known as “state-certified levels of library support,” or more commonly known as, “maintenance of effort (MOE)” and is described in Minn. Stat. § 134.34. League of Minnesota Cities 129 2020 City Policies A majority of public libraries in Minnesota belong a regional library system, which is the entity that receives library funding from the Minnesota Department of Education. Six of the 12 regional library systems are structured as a federated system where the individual libraries or library systems operate autonomously from the regional library system but they can utilize certain services such as inter-library loan distribution, digital card cataloging, which capitalize on economies of effort from partnering with the other libraries in the regional system. The MOE for any city that taxes separately for library services is now set at 90% of the amount established in 2011 (see Minn. Stat. § 275.761). In 2011, it was calculated using a formula that included payments made in the form of the library employee salaries, payments toward operating the facility, purchasing materials from the library, and other operating costs, adjusted net tax capacity, and several other factors. The other half of the state’s public library systems are consolidated systems, where the regional library system runs the libraries through a joint powers agreement with counties and participating cities. The regional library system has a board and hires the director. A city that participates in the regional system will have an MOE (calculated as described above). The city MOE may include dollars provided directly to the regional library system or operating dollars provided to support building costs (i.e. city-provided maintenance services). In the metropolitan area, the seven county library systems and one city library system belong to the Metropolitan Library Services Agency (MELSA), the metro area regional library system. Most of the cities that operate libraries independently from their county library system belong to MELSA as affiliates of their county library system. The funding of libraries in MELSA may be from a county levy, a city levy, a city library fund from the general city levy or a combination. Most libraries not only serve city residents, but also serve people that reside outside of city limits who, in some cases, are not fully contributing to the upkeep, maintenance or operations of the library through property tax levies. While counties do contribute to municipal libraries, this support falls well short of the per capita amounts contributed by city residents. City officials support libraries and believe that a system of equitably funded libraries is needed. One approach that has been previously approved by the Legislature is providing for funding through regional tax levies designated as “library districts.” A district would have the authority to levy for public library services in lieu of their member cities and counties. Under Minn. Stat. § 134.201, the Great River Regional Library System and the East Central Regional Library System already have authority to create “library districts.” Some cities also contribute a supplemental amount of funding separate from MOE requirements, usually to pay for building maintenance costs. When the state calculates the required MOE for each local unit of government, local building costs are included in city MOE requirements and all monies cities contribute to a library building, except capital, are taken into account. The MOE requirement is a mandate on cities that does not allow for local decision making. However, it provides a stable source of funding to protect the investment in library resources and services around the state. There are some groups that are advocating for a restoration of the MOE to levels at least as high as the 2010 level. Response: The League of Minnesota Cities supports equitable funding for local League of Minnesota Cities 130 2020 City Policies libraries to allow for local budget decision making. Changes to the maintenance of effort by the Legislature should be as follows: a) The required annual payment should reflect the amount the city itself pays toward maintenance, upkeep, and capital improvements to the library in that year. b) If the MOE reduction in Minn. Stat. § 275.761 is restored to a level at least as high as the 2010 level, it should be phased in over three years. c) Any relief provided to the county MOE requirement should not result in additional funding requirements to cities. The authority for library systems to create library taxing districts should be expanded statewide. The Legislature should allow municipal libraries the ability to charge non- residents for membership and\or other services without the loss of any State or Federal aids. FF-33. Park and Library Land Tax Break Issue: As the price for land increases, it is becoming more difficult for cities and other local units of government to compete with developers to save and secure land and easements that are deemed appropriate for park, library, trail, and green spaces. Response: The state should amend the tax laws to provide tax incentives for property owners who sell land and easements to local units of government when the land is to be used for park, library, trail or green space purposes. FF-34. Increasing Safe School Levy Authority Issue: Strong partnerships between schools and local law enforcement are critical to school safety. Police School Resource Officers (SROs) are valued professionals in school communities and provide support, safety and security for students, staff and the public. Further, SROs can provide regular opportunities for informal, positive interactions between students and police personnel. Under Minn. Stat. § 126C.44, the Safe Schools Levy allows school districts to levy for costs associated with student and staff safety based on student enrollment numbers. Some eligible expenses include police liaison services; drug abuse prevention programs; gang resistance education training; school security; crime prevention; and implementation of student and staff safety measures. Using Safe Schools Levy authority, local school boards may raise additional resources for school safety and security. Almost every Minnesota school district currently levies the full amount of $36 per pupil. This amount does not cover the full cost of providing this important service, and local law enforcement agencies are not being fully compensated for providing SROs. Response: The League supports increasing the maximum Safe Schools Levy from $36 per pupil up to $60 per pupil to ensure schools and communities are able to continue providing safe schools programming FF-35. Equitable Funding of Community Education Services Issue: Under Minn. Stat. § 124D.20, school districts are authorized to levy for League of Minnesota Cities 131 2020 City Policies community education programs that can include youth recreational activities. However, state statute limits the total amount of revenue that can be raised by the school district to fund community education programs and this limit has not been sufficiently increased in recent years. In many instances, cities participate in the funding of these programs and with the statutory limit on the amount school districts can levy, the increased cost of these programs is increasingly falling on cities and their property taxpayers. In areas where the school district is significantly larger than the city, the burden of funding these programs is falling disproportionately on city taxpayers while the programs benefit the entire school district. Response: The League of Minnesota Cities supports a statutory increase in the community education revenue authorization for school districts. Increasing the amount of the community service revenue available to school districts would provide a steady source of revenue, which would be assessed against all properties in the school district, not just against properties in the city. FF-36. Street Reconstruction Bond Approval Issue: Under Minnesota law, financing the maintenance of streets can be a challenge for city councils. Minn. Stat. § 475.58 subd. 3b, authorizes a city council, by two-thirds vote, to approve the issuance of bonds to finance street reconstruction or bituminous overlays without voter approval. The two-thirds council approval requirement is further subject to a reverse referendum process whereby a number equal to five percent of those voting in the last municipal general election can petition for a referendum to approve the issuance of the bonds. Response: Street maintenance is one of the essential functions of cities in Minnesota. The laws governing issuance of bonds to maintain streets should be amended to allow the approval of the bonds by a simple majority of the council. The existing reverse referendum process assures that taxpayers could trigger a referendum on the issuance of bonds if they can meet the five percent petition threshold. FF-37. Special Assessment Election Requirements Issue: City Councils are best situated to recognize the need to replace infrastructure and when to schedule the replacement projects. Cities are often only able to carry out these and other vital improvements by issuing bonds and assessing some amount of the cost to property owners. Issuing bonds to finance most local improvement projects requires a special election unless the city can legally collect at least 20% of the project costs through special assessments. As a legal limit, cities cannot collect special assessments from any property greater than the increase in fair market value bestowed to that property by the improvement (the "special benefit test"). On occasion, the increase in property values as a result of the improvement can fail to add up to the 20% threshold necessary to finance projects without requiring a special election. Response: In order to facilitate the financing of public infrastructure projects, the threshold for requiring voter approval for issuance of improvement bonds under Minn. Stat. 429.091 should be reduced to 15 percent. This change would provide more flexibility for cities with their construction/bonding/assessment League of Minnesota Cities 132 2020 City Policies decisions and may be more likely to survive a challenge while still providing value to the property owner. League of Minnesota Cities 145 University Avenue West St. Paul, MN 55103-2044 TEL: (651) 281-1200 (800) 925-1122 FAX: (651) 281-1299 WEB: www.lmc.org Legislative Policies January 2020 Metro Cities Association of Metropolitan Municipalities 145 University Ave. W. St. Paul, Minnesota 55103-2044 Phone: (651) 215-4000 Website: www.MetroCitiesMN.org Fax: (651) 281-1299 Twitter: @MetroCitiesMN Ms. Patricia Nauman Executive Director (651) 215-4002 Patricia@MetroCitiesMN.org Mr. Charlie Vander Aarde Gov’t Relations Specialist (651) 215-4001 Charlie@MetroCitiesMN.org Mr. Steven Huser Gov’t Relations Specialist (651) 215-4003 Steven@MetroCitiesMN.org Ms. Kimberly Ciarrocchi Office Manager (651) 215-4004 Kimberly@MetroCitiesMN.org 2020 Legislative Policies Table of Contents Municipal Revenue & Taxation 1 1-A State and Local Fiscal Relationship 1 1-B Revenue Diversification and Access 2 1-C Restrictions on Local Government Budgets 2 1-D Budget and Financial Reporting Requirements 2 1-E Local Government Aid (LGA)3 1-F State Property Tax Relief Programs 4 1-G Property Valuation Limits/Limited Market Value 4 1-H Market Value Homestead Exclusion Program (MVHE)4 1-I Metropolitan Area Fiscal Disparities Program 4 1-J Constitutional Tax and Expenditure Limits 5 1-K State Property Tax 5 1-L Class Rate Tax System 6 1-M Regional Facility Host Communities 6 1-N Sales Tax on Local Government Purchases 6 1-O City Revenue Stability and Fund Balance 6 1-P Public Employees’ Retirement Association (PERA)7 1-Q State Program Revenue Sources 7 1-R Post-Employment Benefits 8 1-S Health Care Insurance Programs 8 1-T State Budget Stability 8 1-U Taxation of Electronic Commerce 8 1-V Payments for Services to Tax Exempt Property 9 1-W Proceeds from Tax Forfeited Property 9 1-X Vehicle Title and Registration System (VTRS)9 1-Y Special Assessments 10 General Government 11 2-A Mandates, Zoning & Local Authority 11 2-B City Enterprise Activities 11 2-C Firearms on City Property 11 2-D 911 Telephone Tax 12 2-E 800 MHz Radio System 12 2-F Building Codes 12 2-G Administrative Fines 12 2-H Residential Programs 13 2-I Annexation 13 2-J Statewide Funding Sources for Local Issues with Regional Impact 14 2-K Urban Forest Management Funding 14 2-L Regulation of Harmful Substances and Products 15 2-M Private Well Drilling Restriction Authority 15 Table of Contents 2020 Legislative Policies 2-N Organized Waste Collection 15 2-O Election Administration 16 2-P Utility Franchise Fees, Accountability and Cost Transparency 16 2-Q Water Supply 17 2-R Regulation of Massage Therapists 18 Housing & Economic Development 19 Policies 3-A to 3-J: Introduction 19 3-A City Role in Housing 19 3-B City Role in Affordable and Life Cycle Housing 19 3-C Inclusionary Housing 21 3-D Metropolitan Council Role in Housing 21 3-E Allocation of Affordable Housing Need 22 3-F Housing Performance Scores 23 3-G State Role in Housing 24 3-H Federal Role in Affordable and Workforce Housing 26 3-I Vacant, Boarded, and Foreclosed Properties and Properties at Risk 27 3-J Housing Ordinance Enforcement 28 3-K Economic Development, Redevelopment and Workforce Readiness 29 3-K (1) Economic Development 29 3-K (2) Redevelopment 30 3-K (3) Workforce Readiness 31 3-L Tax Increment Financing (TIF)32 3-M Eminent Domain 33 3-N Community Reinvestment 34 3-O Business Incentives Policy 35 3-P Broadband Technology 35 3-Q City Role in Environmental Protection and Sustainable Development 36 3-R Impaired Waters 37 Metropolitan Agencies 39 4-A Goals and Principles for Regional Governance 39 4-B Regional Governance Structure 40 4-C Comprehensive Analysis and Oversight of Metropolitan Council 40 4-D Funding Regional Services 41 4-E Regional Systems 41 4-F Regional Water Supply Planning 41 4-G Review of Local Comprehensive Plans 42 4-H Comprehensive Planning Process 43 4-I Comprehensive Planning Schedule 44 4-J Local Zoning Authority 44 4-K Regional Growth 44 Table of Contents 2020 Legislative Policies 4-L Natural Resource Protection 46 4-M Inflow and Infiltration (I/I)47 4-N Sewer Availability Charge (SAC)48 4-O Funding Regional Parks & Open Space 49 4-P Livable Communities 49 4-Q Density 50 Transportation 51 Transportation Policies and Funding Introduction 51 5-A Road and Bridge Funding 51 5-B Regional Transit System 52 5-C Transit Financing 53 5-D Street Improvement Districts 54 5-E Highway Turnbacks & Funding 54 5-F “3C” Transportation Planning Process: Elected Officials’ Role 54 5-G Electronic Imaging for Enforcement of Traffic Laws 55 5-H Transportation Network Companies and Alternative Transportation Modes 55 5-I Airport Noise Mitigation 55 5-J Funding for Non-Municipal State Aid (MSAS) City Streets 56 5-K County State Aid Highway (CSAH) Distribution Formula 56 5-L Municipal Input/Consent for Trunk Highways and County Roads 56 5-M Plat Authority 57 5-N MnDOT Maintenance Budget 57 5-O Transit Taxing District 57 5-P Complete Streets 58 Committee Rosters 59 Municipal Revenue & Taxation 59 Housing & Economic Development 60 Metropolitan Agencies 61 Transportation & General Government 62 2020 Legislative Policies Municipal Revenue & Taxation 1-A State and Local Fiscal Relationship A strong, functional state and local fiscal relationship must emphasize adequacy, equitability, sustainability and accountability for public resources and effective communication among the state, cities, and public. An effective partnership must also emphasize practices that strengthen collaboration and partnership between the state and local units of government. Services provided by cities are traditionally funded through a combination of property taxes, fees and state aids. Increasingly, cities are bearing more costs for services that have historically been the responsibility of the state. Metro Cities supports a strong state and local fiscal partnership that emphasizes the following: •Strong financial stewardship and accountability for public resources that emphasizes maximizing efficiencies in service delivery and effective communication between the state and local units of government and the public. •Reliable, stable and adequate revenue sources including the property tax and local government aids, and dedicated funds to meet specific local government needs.Metro Cities opposes diverting dedicated funds or local aids for the purpose of balancing state budgets. •Sufficient revenue sources available to cities that allow cities to address local needs and citizens to receive adequate services at relatively similar levels of taxation, and that maintain local, regional and state economic vitality and competitiveness. •Full state funding to cover mandates enacted by the state, and flexibility for local governments in implementing state mandates to ensure local costs are minimized. •Local decision-making authority with regard to the terms and conditions of employment for local government employees, including compensation, recognition, and benefit decisions. •Adequate and timely notification regarding new legislative programs or modifications to existing state programs or policies to allow cities sufficient time to plan for implementation and to manage any effects on local budgeting processes. •Support for cooperative purchasing arrangements between the state and local units of government. Such arrangements must be structured to be able to address unexpected delays or other challenges in the procurement of goods, so that any disruptions to local government operations and services that may result from such delays are minimized. State 1 Municipal Revenue & Taxation 2020 Legislative Policies officials should seek local feedback in the vetting of product vendors. •The concept of performance measuring, but opposition to using state established measurements to determine the allocation of state aids to local governments or restrict the ability of local governments in establishing local budgets and levies. 1-B Revenue Diversification and Access Metro Cities supports a balanced and diversified revenue system that acknowledges diverse city characteristics, needs and revenue capacities and allows for greater stability in revenues. Metro Cities will monitor the effects of 2019 laws that modified statutory requirements for local option sales taxes. Metro Cities continues to support the ability of a city to impose a local option sales tax for public improvements and capital replacement costs using local processes determined by law but without the need for special legislation. Metro Cities supports having local sales tax referendums conducted at a general or special election. The Legislature should recognize equity considerations involved with local sales taxes and continue to provide aids to cities that have high needs, overburdens and/or low fiscal capacity. Metro Cities supports a modification to state laws governing local lodging taxes to allow cities to impose up to a five percent local lodging tax, and the ability of cities to modify the uses of revenues to meet local needs. Metro Cities supports current laws providing for municipal franchise fee authority, and opposes statutory changes such as reverse referendum requirements or other constraints that would reduce local authority and flexibility for establishing, amending, or renewing franchise fees and interfere with local public processes and goals for establishing such fees. 1-C Restrictions on Local Government Budgets Metro Cities strongly opposes levy limits, reverse referenda, super majority requirements for levy and valuation freezes, or other restrictions on local government budgeting and taxing processes. Such restrictions undermine local budgeting and taxing processes, planned growth, and the relationship between locally elected officials and their residents by allowing the state to decide the appropriate level of local taxation and services, despite varying local conditions and circumstances. 1-D Budget and Financial Reporting Requirements State laws require cities to prepare and submit or publish numerous budget and financial reports. These requirements often create significant costs to cities, and some requirements result in duplication. Additional reporting requirements should have a clearly defined statement of public purpose and need not covered under existing requirements and should balance the need for 2 Municipal Revenue & Taxation 2020 Legislative Policies additional information with the costs of compiling and submitting the information. Considering the numerous existing reporting requirements, Metro Cities supports reducing the number of mandated reports. Metro Cities supports efforts to consolidate municipal government financial reporting requirements in the Office of the State Auditor, including an electronic submission alternative to any remaining paper filing requirements, and to authorize the use of web publication where newspaper publication is currently required. 1-E Local Government Aid (LGA) Metro Cities supports the city Local Government Aid (LGA) program as a means of ensuring cities remain affordable places to live and work while meeting basic public service needs of residents and businesses. Metro Cities’ policies recognize that the state’s prosperity and vitality depend significantly upon the economic strength of the metropolitan region, and that cities within the region play critical roles in fostering the economic development, job creation and business expansion that underpin the state’s economic health. Metro Cities supported 2013 statutory modifications to the LGA program to better address the needs of cities across the state and of metropolitan cities in their support of the state’s economic growth. Metro Cities continues to support a formula-based LGA program that recognizes variances in city characteristics and capacities and emphasizes stability in the distribution of aids. While the 2013 modifications improved LGA formula factors to better recognize city needs and capacities, the distribution of aid continues to be geographically disparate and unstable for some cities. Metro Cities supports further examination of the LGA formula to ensure that metropolitan city needs are adequately addressed in the LGA formula, and opportunities for input by metropolitan city officials as program modifications are considered. To ensure appropriation levels are adequate to meet program objectives, Metro Cities supports increasing the LGA appropriation to address cities’ unmet need as defined by the LGA formula as well as increases in the LGA appropriation to account for inflation. By way of reference, the total need identified in the LGA formula for 2020 is estimated at $807.7million, whereas the current funding is set at $560.3 million, putting the remaining need at $247.4 million. Metro Cities supports formula-based allocations for increases to the LGA appropriation, and opposes freezes of the LGA appropriation, reductions of LGA for balancing state budget deficits, and diversions of the LGA appropriation to other purposes or entities. Metro Cities also opposes artificial limits or reductions that single out specific cities, and further opposes using LGA as financial leverage to influence particular activities and policy decisions at the local level. 3 Municipal Revenue & Taxation 2020 Legislative Policies 1-F State Property Tax Relief Programs Metro Cities supports state funded property tax relief programs paid directly to homestead property taxpayers such as the “circuit breaker” program and enhanced targeting for special circumstances. Metro Cities also supports the renter’s credit program. Metro Cities supports an analysis of the state’s property tax relief programs to determine their effectiveness and equity in providing property tax relief to individuals and families across the state. Metro Cities supports efforts by the Minnesota Department of Revenue to expand outreach and notification efforts about state property tax relief programs to homeowners, and notifications to local units of government to support such efforts. Metro Cities also supports legislative modifications to make tax relief payments to taxpayers automatic. Metro Cities supports the use of the Department of Revenue’s “Voss” database to link income and property values, and the consideration of income relative to property taxes paid in determining eligibility for state property tax relief programs. Updates to the database should occur in a timely manner and data reviewed periodically to ensure the database’s accuracy and usefulness. 1-G Property Valuation Limits/Limited Market Value Metro Cities opposes the use of artificial limits in valuing property at market for taxation purposes, since such limitations shift tax burdens to other classes of property and create disparities between properties of equal value. 1-H Market Value Homestead Exclusion Program (MVHE) The Market Value Homestead Exclusion Program (MVHE) provides property tax relief to qualifying homesteads, through reductions in property tax values, which shifts property taxes within jurisdictions. The MVHE replaced a former Market Value Homestead Credit Program, which provided credits on local government tax bills to qualifying properties, with reimbursements provided by the state to local governments. Metro Cities opposes restoration of the former Market Value Homestead Credit, as reimbursements to local governments were inconsistent, and encourages further study of the exclusion program, with input by city officials, to determine the program’s overall efficacy and its effects on local tax bases. 1-I Metropolitan Area Fiscal Disparities Program The Metropolitan Area Fiscal Disparities Program, enacted in 1971, was created for the purposes of: •providing a way for local governments to share in the resources generated by the growth 4 Municipal Revenue & Taxation 2020 Legislative Policies of the metropolitan area without removing existing resources; •promoting orderly development of the region by reducing the impact of fiscal considerations on the location of business and infrastructure; •establishing incentives for all parts of the area to work for the growth of the area as a whole; •helping communities at various stages of development; and •encouraging protection of the environment by reducing the impact of fiscal considerations to ensure protection of parks, open space and wetlands. Metro Cities supports the Fiscal Disparities Program. Metro Cities opposes any diversion from the fiscal disparities pool to fund specific state, regional or local programs, goals or projects as such diversions contradict the purposes of the program. Legislation that would modify or impact the fiscal disparities program should only be considered within a framework of comprehensive reform efforts of the state’s property tax, aids and credits system. Any proposed legislation that would modify or impact the fiscal disparities program must be evaluated utilizing the criteria of fairness, equity, stability, transparency and coherence in the treatment of cities and taxpayers across the metropolitan region, and must continue to serve the program’s intended purposes. Metro Cities opposes legislation that would allow for capturing and pooling growth in residential tax capacity to fund specific programs or objectives. Further studies or task forces to consider modifications to the fiscal disparities program must include participation and input from metropolitan local government representatives. 1-J Constitutional Tax and Expenditure Limits Metro Cities strongly opposes including tax and expenditure limits in the state constitution, as such limits eliminate flexibility by the Legislature or local governments to respond to unanticipated critical needs, emergencies, or fluctuating economic situations. When services such as education, public safety and health care require increased funding beyond the overall limit, other publicly funded services potentially stand to receive inadequate resources. Constitutional limits result in reduced revenue bases during times of economic downturn and the inability to recover to previous service levels when economic prosperity returns. 1-K State Property Tax The state levies a property tax on commercial/industrial and cabin property. Since cities’ only source of general funds is the property tax, Metro Cities opposes extension of the state 5 Municipal Revenue & Taxation 2020 Legislative Policies property tax to additional classes of property. Metro Cities opposes using the state property tax to fund specific programs or objectives generally funded through state income and sales tax revenue. In the interest of increasing transparency, Metro Cities supports efforts to have the state provide information on the property tax statement regarding the state property tax. Metro Cities opposes exempting specific classes of property under the tax as such exemptions shift the costs of the tax onto other classes of property. 1-L Class Rate Tax System Metro Cities opposes elimination of the class rate tax system or applying future levy increases to market value since this further complicates the property tax system. 1-M Regional Facility Host Communities Municipalities hosting regional facilities such as utilities, landfills or aggregate mining incur costs and effects such as environmental damage or lost economic development opportunities. Communities should be compensated to accommodate the effects of facilities that provide benefits to the region and state. Metro Cities supports legislative efforts to offset the negative effects of these facilities and activities on host communities. Metro Cities would prefer that municipalities be allowed to collect a host fee that may be adjusted when state decisions affect those fees. 1-N Sales Tax on Local Government Purchases Metro Cities supported the 2013 reinstatement of the sales tax exemption for purchases of goods and services made by cities. This reinstatement does not apply to all local government purchases. To ensure citizens receive the full benefit of this exemption, the law should treat purchases of all local government units the same, including purchases made by special taxing districts, joint powers entities, or any other agency or instrumentality of local government. Metro Cities supports simplifying the process on the exemption for construction materials that is complex and cost ineffective or converting the process to a refund program. Metro Cities supports granting an extension of the motor vehicle sales tax exemption to all municipal vehicles that are used for general city functions and are provided by governmental entities. Currently, only certain vehicles, including road maintenance vehicles purchased by townships, and municipal fire trucks and police vehicles not registered for use on public roads, are exempt from the MVST. 1-O City Revenue Stability and Fund Balance 6 Municipal Revenue & Taxation 2020 Legislative Policies Metro Cities opposes state attempts to control or restrict city fund balances. These funds are necessary to maintain fiscal viability, meet unexpected or emergency resource needs, purchase capital goods and infrastructure, provide adequate cash flow and maintain high level bond ratings. 1-P Public Employees’ Retirement Association (PERA) Metro Cities supports employees and cities sharing equally in the cost of necessary contribution increases and a sixty percent employer/forty percent employee split for the PERA Police and Fire Plan. Metro Cities also supports state assistance to local governments to cover any additional contribution burdens placed on cities over and above contribution increases required by employees. Cities should receive sufficient notice of these increases so that they may take them into account for budgeting purposes. Metro Cities opposes benefit improvements for active employees or retirees until the financial health of the PERA General Plan and PERA Police and Fire Plan are restored. Metro Cities supports modifications to help align PERA contributions and costs, and reduce the need for additional contribution increases, including a modification of PERA eligibility guidelines to account for temporary, seasonal and part-time employment situations, the use of pro-rated service credit and a comprehensive review of exclusions to simplify eligibility guidelines. Further employer contribution rate increases should be avoided until other cost alignment mechanisms are considered. Metro Cities supports cities and fire relief associations working together to determine the best application of State Fire Aid. Flexibility in the application of State Fire Aid, where combination departments exist, will ensure that fire services can be provided in the most cost- effective means possible. Regarding police pension contributions, Metro Cities supports a proactive review of factors contributing to the financial status of police and fire pension plans, to ensure that structural adjustments are considered in conjunction with potential increases in employee and employer contribution rates. Specifically, an area that could be considered is contractual overtime impacts on pension levels. Metro Cities supports removing the sunset of the PERA aid that is paid to local units of government to help address increased employer contribution costs. 1-Q State Program Revenue Sources Metro Cities opposes any attempt by the state to finance programs of statewide value and significance, that are traditionally funded with state revenues, with local revenue sources such as municipal utilities or property tax mechanisms. Statewide programs serve important state goals and objectives, and should be financed through traditional state revenue sources such as the income or sales tax. 7 Municipal Revenue & Taxation 2020 Legislative Policies Metro Cities further opposes substituting traditionally state funded programs with funding mechanisms that would disparately affect taxpayers in the metropolitan area. 1-R Post-Employment Benefits Metro Cities supported statutory changes that allow local governments to establish trusts from which to fund post-employment health and life insurance benefits for public employees, with participation by cities on a strictly voluntary basis, in recognition that cities have differing local needs and circumstances. Cities should also retain the ability to determine the level of post-employment benefits to be provided to employees. 1-S Health Care Insurance Programs Metro Cities supports legislative efforts to control health insurance costs but opposes actions that undermine local flexibility to manage rising insurance costs. Metro Cities encourages a full examination of the rising costs of health care and the impacts on city employers and employees. Metro Cities also supports a study of the fiscal impacts to both cities and retirees of pooling retirees separately from active employees. 1-T State Budget Stability Metro Cities strongly supports a state revenue system that provides for stability, flexibility and adequacy in the system, reduces the volatility of state revenues and improves the long- term balance of state revenues and expenditures. Metro Cities supports a statutory budget reserve minimum that is adequate to manage risks and fluctuations in the state’s tax system and a cash flow reserve account of sufficient size so that the state can avoid short term borrowing to manage cash flow fluctuations. Metro Cities also supports an examination of the property tax system and the relationships between state and local tax bases, with an emphasis on state budget cuts and effects on property taxes. State budget deficits must be balanced with statewide sources and must not further reduce funding for property tax relief programs and aids to local governments that result in local governments bearing more responsibility for the costs of services that belong to the state. 1-U Taxation of Electronic Commerce Metro Cities supports efforts to develop a streamlined sales and use tax system to simplify sales and use tax collection and administration by retailers and states. Metro Cities supports policies that encourage remote retailers to collect and remit state sales taxes in states that are complying with the Streamlined Sales and Use Tax Agreement. Metro Cities opposes legislation that allows accommodation intermediaries such as online travel companies a tax exemption that terminates obligations to pay hotel taxes to state and 8 Municipal Revenue & Taxation 2020 Legislative Policies local governments, or otherwise restricts legal actions by states and localities. The Legislature in 2011 clarified that these services are subject to state sales tax. Metro Cities supports statutory changes to further clarify that all lodging taxes, whether administered by the state or locally, apply to total charges, including charges for services provided by accommodation intermediaries. 1-V Payments for Services to Tax Exempt Property Metro Cities supports city authority to collect payments from tax exempt property owners to cover the costs of services to those entities, similar to statutory authority for special assessments. Metro Cities opposes legislation that would exempt nonprofit entities from paying user fees and service charges. 1-W Proceeds from Tax Forfeited Property Metro Cities supports changes to state laws governing the proceeds for tax forfeited properties.Currently, counties can recover administrative costs related to a property before other allocations are made and the law allows for the county to recoup a percentage of assessment costs once administrative costs are allocated. The result is often no allocation or a very low allocation, and usually insufficient level of proceeds available for covering special assessments, unpaid taxes and fees to cities. State processes addressing tax-forfeited properties can have implications for local land use plans and requirements and can result in unexpected and significant fiscal impacts on local communities. The current process also does not require the repayment of unpaid utility charges, or building and development fees. Metro Cities supports statutory changes that balance repayment of unpaid taxes and assessments, utility charges and other fees and that more equitably allocates the distribution of proceeds between counties and cities. 1-X Vehicle Title and Registration System (VTRS) Issues associated with the rollout of the state MN Licensing and Registration System (MNLARS) have caused significant unanticipated and ongoing disruptions to services provided by local deputy registrars. Some registrar offices have relied on other local revenues, such as the property tax, to manage normal expenses due to unresolved glitches in the system and a shift from the state to the local level for additional processing time. These challenges have also created a high potential for negative public perceptions on local government services, on an issue over which local governments have no ability to control. In 2019, state officials elected to replace the MNLARS system with the Vehicle Title and Registration System (VTRS). As transition to the new system occurs, Metro Cities continues to support state funding to compensate local deputy registrars for any unanticipated costs associated with implementation and the shifting of per-transaction processing burdens that may result from the implementation of VTRS. 9 2020 Legislative Policies Municipal Revenue & Taxation As the state works to identify efficiencies in the vehicle registration process and system, policy makers must consider the effects of changes on the financial viability of deputy registrars resulting from decreases in transaction fees collected by local registrars. Metro Cities supports a consideration of increases to existing transaction fee levels that are set by state law, to ensure that local deputy registrars can sufficiently function and meet continually evolving local registrar service needs. 1-Y Special Assessments When property owners challenge special assessments based on application of the special benefit test, some courts have interpreted “benefits received” to mean the one-year increase in property value that is directly attributable to a construction project. There is currently no consistency between state laws and rulings by some courts on the term “benefits received”. Metro Cities supports modifications to state laws governing special assessments for construction projects or other improvements arising from legislative authority to clarify the definition of “benefits received”. The modified definition should more closely align with how special assessments are calculated, and recognizes that the benefit of the improvement to a property may be realized over time and not within one year. 10 2020 Legislative Policies General Government 2-A Mandates, Zoning & Local Authority To serve their local citizens and communities, city officials must have sufficient local control and decision-making authority. Metro Cities supports local decision-making authority and opposes statutory changes that erode local authority and decision making. Minn. Stat. § 462.357, subd. 1, provide cities authority to regulate and set local ordinances for zoning. Metro Cities supports existing state laws that provide for this authority. Metro Cities supports statutory changes that give local officials greater authority to approve or deny variances to allow flexibility in responding to the needs of the community. Metro Cities also supports the removal of statutory barriers to uniform zoning ordinance amendment processes for all cities, regardless of city size classification. Metro Cities opposes the imposition of legislative mandates that increase local costs without a corresponding state appropriation or funding mechanism.Unfunded mandates potentially increase property taxes and impede cities’ ability to fund traditional service needs. To allow for greater collaboration and flexibility in providing local services, Metro Cities encourages the removal of barriers to coordination between cities and other units of government or entities. 2-B City Enterprise Activities Creation of an enterprise operation allows a city to provide a desired service while maintaining financial and management control. The state should refrain from infringing on this ability to provide and control services for the benefit of community residents. Metro Cities supports cities having authority to establish city enterprise operations in response to community needs, local preferences or state mandates, or that help ensure residents’ quality of life. 2-C Firearms on City Property Cities should be allowed to prohibit handguns and other weapons in city-owned buildings, facilities and parks and to determine whether to allow permit-holders to bring guns into municipal buildings, liquor stores, city council chambers and city sponsored youth activities. It is not Metro Cities’ intention for cities to have the authority to prohibit legal weapons in parking lots, on city streets, city sidewalks or on locally approved hunting land. Metro Cities supports local control to allow or prohibit handguns and other weapons on city-owned property. 11 General Government 2020 Legislative Policies 2-D 911 Telephone Tax Public safety answering points (PSAPs) must be able to continue to rely on state 911 revenues to pay for upgrades and modifications to local 911 systems, maintenance and operational support and dispatcher training. Metro Cities supports state funding for technology and training necessary to provide the number and location of wireless and voice over internet protocol (VoIP) calls to 911 on computer screens and transmit that data to police, fire and first responders. 2-E 800 MHz Radio System Metro Cities urges the Legislature to provide cities with the financial means to obtain required infrastructure and subscriber equipment (portable and mobile radios) as well as provide funding for operating costs, since the prime purpose of this system is to allow public safety agencies and other units of government the ability to communicate effectively. Metro Cities supports the work of the Metropolitan Emergency Services Board (previously the Metropolitan Radio Board) in implementing and maintaining the 800 MHz radio system, as long as cities are not forced to modify their current systems or become a part of the 800 MHz Radio System unless they so choose. 2-F Building Codes Thousands of new housing units are constructed annually in the metropolitan area. Metro Cities supports an equitable distribution of fees from the Construction Code Fund, with proportional distribution based on the area of enforcement where fees were received. Metro Cities further supports efforts by the state, cities and builders to collectively identify appropriate uses for the fund, including education, analysis of new materials and construction techniques, building code updating, building inspector training, and development of performance standards and identification of construction “best practices.” Metro Cities supports including the International Green Construction Code as an optional appendix to the State Building Code to allow cities to utilize appropriate parts of those guidelines in their communities. Metro Cities also supports adopting the international energy conservation code to the state building code without amendments. Metro Cities does not support legislative solutions that fail to recognize the interrelationships among builders, state building codes and cities. Metro Cities supports efforts to increase awareness of the potential impacts and benefits of requiring sprinklers in new homes and townhouses and supports discussion and the dissemination of information on these impacts via the code adoption process through the Department of Labor and Industry. 2-G Administrative Fines 12 General Government 2020 Legislative Policies Traditional methods of citation, enforcement and prosecution have met with increasing costs to local units of government. The use of administrative fines is a tool to moderate those costs. Metro Cities supports the administrative fine authority that allows cities to issue administrative fines for defined local traffic offenses and supports further modifications to enhance functionality of this authority. Metro Cities continues to support cities’ authority to use administrative fines for regulatory ordinances such as building codes, zoning codes, health codes, and public safety and nuisance ordinances. Metro Cities supports the use of city administrative fines, at a minimum, for regulatory matters that are not duplicative of misdemeanor or higher-level state traffic and criminal offenses. Metro Cities also endorses a fair hearing process before a disinterested third party. 2-H Residential Programs Sufficient funding and oversight is needed to ensure that residents living in residential programs have appropriate care and supervision and that neighborhoods are not disproportionately impacted by high concentrations of residential programs. Historically, federal and state laws have discouraged the concentration of residential group homes so as not to promote areas that reinforce institutional quality settings. Under current law, operators of certain residential programs are not required to notify cities when they intend to purchase single-family housing for this purpose. Cities do not have the authority to regulate the locations of residential programs. Cities have reasonable concerns about high concentrations of these facilities in residential neighborhoods, and additional traffic and service deliveries surrounding these facilities when they are grouped closely together. Municipalities recognize and support the services residential programs provide. However, cities also have an interest in preserving balance between residential programs and other uses in residential neighborhoods. Providers applying to operate residential programs should be required to notify the city when applying for licensure to be informed of local ordinance requirements as a part of the application process. Licensing agencies should be required to notify the city of properties receiving licensure to be operated as residential programs. Metro Cities supports changes to Minn. Stat. § 245A.11, subd. 4, to allow for appropriate non-concentration standards for all types of cities to prevent clustering. Metro Cities supports statutory modifications to require licensed agencies and licensed providers that operate residential programs to notify the city of properties being operated as residential programs. Metro Cities also supports the establishment of appropriate non- concentration standards for residential programs, to prevent clustering, and supports enforcement of these rules by the appropriate county agencies. 2-I Annexation Attempts have been made in recent years to reduce tensions between cities and townships in 13 General Government 2020 Legislative Policies annexations. A Municipal Boundary Adjustment Task Force worked to develop recommendations regarding best practices annexation training for city and township officials to better communicate and jointly plan potential annexations. While the task force defined differences between cities and townships, no significant advancements were made in creating best practices. Metro Cities supports continued legislative efforts to develop recommendations regarding best practices and annexation training for city and township officials to better communicate and plan for potential annexations. Further, Metro Cities supports substantive changes to the state's annexation laws that will lead to better land use planning, energy conservation, greater environmental protection, fairer tax bases, clarification of fee reimbursement and fewer conflicts between townships and cities. Metro Cities also supports technical annexation changes that are agreed to by cities and townships. 2-J Statewide Funding Sources for Local Issues with Regional Impact Many issues including, but not limited to, a metropolitan area groundwater monitoring network, emerald ash borer management, and the cleanup of storm-water retention ponds, come with significant local costs, and have effects that reach beyond municipal boundaries. Metro Cities supports the availability of statewide funding sources to address local issues that have regional or statewide significance or are caused by state or regional actions. Metro Cities opposes any requirement to enact ordinances more restrictive than state law in exchange for access to these funds. 2-K Urban Forest Management Funding Urban forests are an essential local infrastructure component. Dutch elm disease, oak wilt disease, drought, storms, and emerald ash borer threaten public investments in trees and controlling these issues can be greatly consequential for city budgets. The Minnesota Department of Natural Resources, through its Urban and Community Forestry program, and the Minnesota Department of Agriculture, through its Shade Tree and Invasive Species program, have regulatory authority to direct tree sanitation and control programs. Although these programs allow for addressing some tree disease, pest, and other problems, funding has been inadequate to meet the need of cities to build capacity for tree programs and respond to catastrophic problems. Cities share the goal of the state’s Re-leaf Program—promoting and funding the inventory, planning, planting, maintenance, and improvement of trees in cities throughout the state. In addition, economic and environmental gains for storm water management, climate change mitigation, air quality management, tourism, recreation, and other benefits must be protected from tree loss. A lack of timely investment in urban forests costs cities significantly more in the long run. Cities are facing immediate costs for the identification, removal, replacement, and treatment of 14 General Government 2020 Legislative Policies emerald ash borer (EAB) as it spreads across the state. The state has no program to assist cities in covering those expenses. Metro Cities supports funding for a state matching grant program to assist cities with building capacity for urban forest management and meeting the costs of preparing for, and responding to, catastrophic urban forest problems. Specifically, direct grants to cities are desperately needed for the identification, removal, replacement, and treatment of trees related to management of EAB. The state should establish an ongoing grant program with annual funding that is usable for those activities. 2-L Regulation of Harmful Substances and Products In metropolitan regions where most cities share boundaries with other cities, local bans of harmful drugs and substances such as synthetic drugs, which have been found to be dangerous, do not eliminate access to these products unless all cities take the same regulatory action. Metro Cities supports statewide regulation and prohibition of products or substances in circumstances where there is evidence that products present a danger to anyone who uses them, where there is broad local support for a ban and where corresponding regulatory issues have regional or statewide significance. In addition, the Legislature should provide for the regulation of products that are known to damage water quality, sewer collection, and storm and wastewater treatment systems, not just at the treatment and infrastructure maintenance levels, but at the consumer and manufacturing levels, through accurate labeling of products, public education, and recycling and re-use programs. 2-M Private Well Drilling Restriction Authority Cities are authorized to enact ordinances that disallow the placement of private wells within city limits to ensure both water safety and availability for residents and businesses. This authority is important for the appropriate management of local water supply conservation efforts. Municipal water systems are financially dependent upon users to operate and maintain the system. A loss of significant rate payers resulting from unregulated private well drilling would economically destabilize water systems and could lead to contamination of the water supply. Metro Cities supports current law authorizing cities to regulate and prohibit the placement of private wells within municipal utility service boundaries and opposes any attempt to remove or alter that authority. Metro Cities supports funding that can be used to cap private wells. 2-N Organized Waste Collection Cities over 1,000 in population are required by law to ensure all residents have solid waste collection available to them. A city can meet the statutory requirement by licensing haulers to 15 General Government 2020 Legislative Policies operate in an open collection system, authorize city employees to collect waste, or implement organized collection through one or multiple haulers to increase efficiency, reduce truck traffic and control costs to residents. Metro Cities supports current laws that allow cities to work with existing haulers to achieve the benefits of organized collection or investigate the merits of organized collection without the pressure of a rigid timeline and requirement to pass ‘an intent to organize’ at the beginning of the discussion process. Metro Cities opposes any legislation that would further increase the cost or further complicate the process cities are required to follow to organize waste collection or prohibit cities from implementing, expanding or using organized waste collection. Metro Cities supports state funding to local governments to increase the availability of material and organic recycling. 2-O Election Administration Cities play a critical role in managing and ensuring the integrity of elections. Any changes made to election laws should not place undue financial or administrative burdens on local governments. Metro Cities supports reimbursement by the state to local units of government for any costs associated with changes to election laws. Metro Cities supports laws to increase efficiencies in administering absentee ballots, to reduce the potential for errors and to improve absentee balloting processes. State laws that allow the filling of municipal vacancies by special election on one of four days specified in law, can create logistical and financial challenges for municipalities. Metro Cities supports changes to state laws that allow sufficient flexibility for municipalities in addressing vacancies in municipal offices. Metro Cities further supports: •Laws allowing in-person absentee voters to place their ballots in a secure tabulator, and statutory changes to allow this for the duration of absentee voting; •Establishing an earlier deadline for ending in-person absentee voting; •Revising absentee ballot regulations to allow any person 18 and older to witness the absentee process and sign the envelope as a witness; and •Authorizing cities with health care facilities to schedule election judges to conduct absentee voting at an earlier date in health care facilities. 2-P Utility Franchise Fees, Accountability and Cost Transparency Minnesota cities are authorized by Minn. Stat. 216B and Minn. Stat. § 301B.01 to require a public utility (gas or electric) that provides services to the city or occupies the public right of 16 2020 Legislative Policies General Government way within a city to obtain a franchise. Several metro area cities have entered agreements that require the utility to pay a fee to help offset costs of maintaining the right of way. Cities are also adopting energy policies that use renewable energy resources to light or heat public facilities. Policies and programs have also been instituted in cooperation with the public utility franchisee to increase energy efficiency for all users. Cities also contract, at city expense, with public utilities to “underground” wires. State laws also require energy companies to provide more electric energy from renewable sources. The specific amounts vary by type of utility. Metro Cities supports: •State policies adopted by legislation or through rules of the Public Utility Commission that provide cities with the authority to include city energy policies and priorities in a franchise or similar agreement with a franchisee; and •Greater accountability and transparency for city paid costs associated with underground utility and similar work performed by electric utilities as part of a local project. 2-Q Water Supply Municipal water suppliers are charged with meeting the water supply needs of their communities and work to do so with safe, reliable and cost-effective systems that are sustainable both for established cities and for all future growth. The aquifers in the metropolitan area cross municipal boundaries and therefore require a coordinated regional approach to planning for their future availability. Currently, approximately 75% of municipal water supply in the metropolitan area comes from groundwater. With proper management of the resource, the current water supply in the region is adequate; however, Metropolitan Council projections predict localized declines in aquifer availability due to population growth estimates if current usage levels are maintained. Regulation of water is complex and compartmentalized. Various agencies permit its use, plan for its availability, regulate stormwater, treat wastewater and protect the safety of water. To ensure that water supply remains adequate and sustainable across the region, we must understand how much water can be sustainably drawn from the aquifers and what effect increases in re-use, conservation and recharge can have on the sustainability and availability of both groundwater and surface water. Many of these strategies cross agency jurisdictions and will require improved coordination and cooperation. Municipal water suppliers have made significant infrastructure investments in their systems based on calculated water availability and DNR permits. Proposals to reduce the reliance on groundwater by switching municipal water systems from groundwater to surface water supplies will come with significant costs that could place excessive burdens on local resources. The outcomes and benefits of re-balancing the mix of groundwater and surface water use for 17 General Government 2020 Legislative Policies specific municipalities and the region must be identifiable before any projects are undertaken. The sustainability of our water supply is an issue of regional and statewide significance and the expense of any necessary projects that benefit the region should not fall on individual cities. Any attempts to address water supply sustainability must also take into account all water users, including municipal water suppliers, industry, private wells, agriculture and contamination containment. The metropolitan region must consider the effects of groundwater use beyond the borders of the metropolitan area on the region’s groundwater availability and the cost of treating contaminants in surface water that comes into the metropolitan area for use. Metro Cities supports the removal of barriers to wastewater and storm water re-use, improved inter-agency coordination, clarifying the appropriate roles of local, regional and state governments with respect to water, streamlining and consolidating permit approval processes and the availability of statewide resources to plan for and ensure the future sustainability of water supply in the metropolitan area. Metro Cities also encourages the Metropolitan Council, in consultation with municipalities, to find ways to re-use wastewater and to develop other strategies to improve conservation. Metro Cities supports state funding for costs associated with converting water supply from groundwater to surface water and funds to encourage and promote water conservation as a strategy to improve water sustainability and to improve and protect water quality. 2-R Regulation of Massage Therapists In the absence of statewide regulation for massage therapy practitioners, many cities have enacted local ordinances that require massage therapists to obtain a local professional license to assist law enforcement in differentiating between legitimate providers and illegitimate businesses fronting as massage therapy establishments. Metro Cities supports statewide registration or licensure of massage therapists to aid local law enforcement efforts in this area. Metro Cities supports cities’ ability to continue to license massage therapy businesses. 18 2020 Legislative Policies Housing & Economic Development Policies 3-A to 3-J: Introduction While the provision of housing is predominantly a private sector, market-driven activity, all levels of government – federal, state, regional and local – have a role to play in facilitating the production and preservation of affordable housing in Minnesota. Adequate affordable housing is a significant concern for the metropolitan region and effective approaches require participation from all levels of government, the private sector and nonprofit groups. 3-A City Role in Housing While local government financial resources constitute a relatively small portion of the total costs of providing housing, many cities take on a significant administrative burden by providing financial incentives and regulatory relief, participating in state and regional housing programs and supporting either local or countywide housing and redevelopment authorities and community development agencies. Cities are responsible for most ground-level housing policy in Minnesota, including land use planning, code enforcement, rental licensing, and often the packaging of financial incentives. Cities are responsible for ensuring the health and safety of residents and the structural soundness and livability of the local housing stock through building permits and inspections. Cities establish fee structures for residential development to cover the costs of growth and corresponding needs for public infrastructure. It is the responsibility of cities to periodically review local requirements such as land use regulations and ordinances to ensure that they are consistent with these purposes. Metro Cities strongly opposes any effort to reduce, alter or interfere with cities’ authority to carry out these functions in a locally determined manner. 3-B City Role in Affordable and Life Cycle Housing Metro Cities supports housing that is affordable and appropriate for people at all stages of life. A variety of housing opportunities are important to the economic and social well-being of individual communities and the region. The region faces challenges in meeting the existing and future housing needs of low and moderate-income residents. Existing housing stock is aging, with roughly half older than 40 years old, according to the U.S. Census Bureau. Older housing stock can be more affordable; however, it requires investments to remain viable. Private investors have purchased subsidized and unsubsidized rental units, made improvements and charged higher rents that have made access to previously affordable units prohibitive for low and moderate-income residents. The Metropolitan Council has projected the region will add nearly 35,000 households between 2021 and 2030 that will need affordable housing and require a 19 Housing & Economic Development 2020 Legislative Policies subsidy of $5 billion to meet the needs of households earning up to 50 percent area median income. Cities should work with the private and nonprofit sectors, counties, state agencies and the Metropolitan Council to ensure the best use of new and existing tools and resources to produce new housing and preserve existing affordable housing. Cities can facilitate the production and preservation of affordable and life cycle housing by: • Applying for funding from available grant and loan programs; • Using city and county funds to support affordable housing. This can include creating a local or regional housing trust fund to support affordable housing; • Providing information, encouraging participation and incentivizing participation in the Section 8 Housing Choice Voucher program to landlords; • Working with developers and residents to blend affordable housing into new and existing neighborhoods, including locations with access to amenities and services; • Working with the state and Metropolitan Council to recognize the relationship between housing and mobility options, including transit and pedestrian routes; • Periodically examining local requirements, policies and review processes to determine their impacts on the construction of affordable housing; • Considering criteria under which a city may change its fee structure in support of additional affordable housing; • Supporting housing options that meet a city’s current and future demographics, including family size, age, mobility, and ability levels; • Supporting housing design that is flexible, accessible and usable for residents with varied abilities at multiple stages of life; • Supporting housing with supportive services for people with disabilities; • Employing innovative strategies to advance affordable housing needs such as public- private partnerships or creative packaging of regulatory relief and incentives; • Using available regulatory mechanisms to shape housing communities; • Recognizing the inventory of subsidized and unsubsidized (naturally occurring) affordable housing; and • Working collaboratively with buyers and sellers of naturally occurring affordable housing to retain affordability. 20 Housing & Economic Development 2020 Legislative Policies 3-C Inclusionary Housing While Metro Cities believes there are cost savings to be achieved through regulatory reform, density bonuses as determined by local communities, and fee waivers, Metro Cities does not believe a mandatory inclusionary housing approach can achieve desired levels of affordability solely through these steps. Several cities have established local inclusionary housing policies, in some cases requiring the creation of affordable units if the housing development uses public financial assistance or connecting the policy to zoning and land use changes. The Metropolitan Council, in distributing the regional allocation of housing need, must recognize both the opportunities and financial limitations of cities. The Council should partner with cities to facilitate the creation of affordable housing through direct financial assistance and/or advocating for additional resources through the Minnesota Housing Finance Agency. Metro Cities supports the location of affordable housing in residential and mixed-use neighborhoods throughout a city. Metro Cities supports a city’s authority to enact its own inclusionary housing policy. However, Metro Cities does not support passage of a mandatory inclusionary housing state law imposed on local governments that would require a certain percentage of units in all new housing developments to be affordable to households at specific income levels. 3-D Metropolitan Council Role in Housing The Metropolitan Council is statutorily required to assist cities with meeting the provisions of the Land Use Planning Act (LUPA). The LUPA requires cities to adopt sufficient standards, plans and programs to meet their local share of the region’s overall projected need for low and moderate-income housing. The Council’s responsibilities include the preparation and adoption of guidelines and procedures to assist local government units with accomplishing the requirements of the LUPA. The Metropolitan Council also offers programs and initiatives to create affordable housing opportunities, including the Livable Communities Act programs and operation of a metropolitan housing and redevelopment authority. Unlike parks, transit and wastewater, housing is not a statutory regional system. The Metropolitan Council’s role, responsibilities and authority are more limited in scope, centered on assisting local governments by identifying the allocation of need for affordable housing, projecting regional growth and identifying available tools, resources, technical assistance and methods that cities can use to create and promote affordable housing opportunities in their communities. The Metropolitan Council should work in partnership with local governments to ensure that the range of housing needs for people at various life-cycle and incomes can be met. Metro Cities opposes the elevation of housing to “Regional System” status. Metro Cities supports removing the Metropolitan Council’s review and comment authority connected to housing revenue bonds under Minn. Stat. § 462C.04. 21 Housing & Economic Development 2020 Legislative Policies In 2014, the Metropolitan Council released a housing policy plan, the first of its kind in nearly 30 years. A housing policy plan should include defined local, regional and state roles for the provision of housing in all sectors, identify the availability of and need for tools and resources for affordable and lifecycle housing, be explicit in supporting partnerships for the advocacy for state and federal resources for housing, and encompass policies, best practices and technical guidance for all types of housing. A plan should also recognize the diversity in local needs, characteristics and resources. Metro Cities supports strategies such as regional and sub-regional cooperation and the sharing of best practices among local governments and other entities and partners to address the region’s affordable housing needs. A policy plan should allow for ongoing research and analysis by the Metropolitan Council to provide communities with timely and updated information on regional and local housing needs and market trends as regional and local needs change and evolve. Metro Cities supports the solicitation and use of local data, inputs and analyses and local governments’ review of such data. Metro Cities supports continued city representation in any updated or new regional housing policy plan. 3-E Allocation of Affordable Housing Need The affordable housing need allocation methodology determines the number of needed affordable housing units for the metropolitan region and distributes the need by assigning each city its fair share through an affordable housing need number. Minn. Stat. § 473.859 requires cities to guide sufficient land to accommodate local shares of the region’s affordable housing need. Metro Cities supports additional Metropolitan Council resources to assist cities in meeting cities’ share of the region’s affordable housing needs. Metro Cities supports the creation of a variety of housing opportunities. However, the provision of affordable and lifecycle housing is a shared responsibility between the private sector and government at all levels, including the federal government, state government and Metropolitan Council. Land economics, construction costs and infrastructure needs create barriers to the creation of affordable housing that cities cannot overcome without assistance. Therefore, Metro Cities supports a Metropolitan Council affordable housing policy and allocation of need methodology that recognizes the following tenets: • Regional housing policies characterize individual city and sub-regional housing numbers as a range of needs in the community; • Cities need significant financial assistance from the federal and state government, as well as the Metropolitan Council, to make progress toward creating additional affordable housing and preserving existing affordable housing; 22 Housing & Economic Development 2020 Legislative Policies • Metropolitan Council planning and policies must be more closely aligned to help ensure that resources for transportation and transit are available to assist communities in addressing their local share of the regional affordable housing need and to ensure that all populations have adequate mobility to reach jobs, education and other destinations regardless of where they live; • The Metropolitan Council will not hold cities responsible if a city does not meet its affordable housing need number. However, efforts to produce affordable housing may be considered when awarding grants; • The Metropolitan Council, with input by local government representatives, should examine the allocation of need methodology with respect to the relationship between the regional allocation and the local share of the need. The formula should also be routinely evaluated to determine if market conditions have changed or if underlying conditions should prompt readjustment of the formula; • The Council should use a methodology that incorporates data accumulated by individual cities and not limited to census driven or policy driven growth projections; • The formula should be adjusted to better reflect the balance and breadth of existing subsidized and naturally occurring affordable housing stocks; and • The Council should work with local governments through an appeals process in order to resolve any local issues and concerns with respect to the need allocations. 3-F Housing Performance Scores The Metropolitan Council calculates a city’s housing performance score annually. Scores are determined using an annual city survey as well as Council data. The Council uses city Housing Performance Scores when scoring the Regional Solicitation for federal transportation points and the Council’s Livable Communities grant programs. Cities may review their own as well as other cities’ Housing Performance Scores periodically to gauge recent activity on affordable housing preservation and new construction. Metro Cities supports Housing Performance Score criteria that recognize varying local resource capacities, tools, programs and policies to support housing production and the market nature of housing development, and that do not limit cities to a prescriptive list of tools and policies. The criteria for determining the score should adequately recognize the current tools, policies and resources employed by local governments. Metro Cities supports a process for local governments to review, comment on and appeal preliminary Housing Performance Scores as well as provide additional information to be used in calculating the scores. Metro Cities supports a consistent schedule for sending the annual housing production 23 Housing & Economic Development 2020 Legislative Policies survey to cities. In considering Housing Performance Score uses and criteria: • The Council should engage in a periodic review of the formula; • Any proposed new or expanded uses or programs in which the Housing Performance Scores would be used should be reviewed by local officials; and • The Council should recognize market factors such as downward economic cycles when setting timelines and look-backs in calculating recent affordable housing production. 3-G State Role in Housing The state must be an active participant in providing funding for housing, including direct funding, financial incentives and initiatives to assist local governments and developers to support affordable housing and housing appropriate for people at all stages of life. State funding is a major and necessary component for the provision of housing. Current resource levels are insufficient to meet the spectrum of needs in the metropolitan region and across the state. Primarily through programs administered by the Minnesota Housing Finance Agency (MHFA), the state establishes the general direction and prioritization of housing issues, and financially supports a variety of housing, including transitional housing, privately and publicly owned housing, supportive housing, senior housing, workforce housing and family housing. Minnesota’s low-income rental property classification, commonly known as class 4d, allows landlords to certify qualifying low-income rental property. The state must continue to be an active partner in addressing life cycle and affordable housing needs. Workforce housing is generally defined as housing that supports economic development and job growth and is affordable to the local workforce. A statewide program, administered through the Minnesota Housing Finance Agency, supports workforce homeownership efforts in the metropolitan area. State policies and funding should recognize that affordable housing options that are accessible to jobs and meet the needs of a city’s workforce are important to the economic competitiveness of cities and the metro region. In addition, significant housing related racial disparities persist in Minnesota, especially as it relates to the percentage of households of color who pay more than 30 percent of their income in housing costs, and as it relates to the significant disparity gap in homeownership rates. Metro Cities supports: • Increased, sustainable and adequate state funding for new and existing programs that support life cycle, workforce and affordable housing, address homeownership disparities, address foreclosure mitigation, address housing for families with children, and support senior, transitional and emergency housing for the metro region; • A state match for local and regional housing trust fund investments and local 24 Housing & Economic Development 2020 Legislative Policies policies in support of affordable housing. State funds should be issued on a timeline that works with a city’s budget process; • Private sector funding for workforce housing; • Housing programs that assist housing development, preservation and maintenance of existing housing stock, including unsubsidized, naturally occurring affordable housing that is affordable to residents throughout the low-to-moderate income range; • State funded housing programs, including rental assistance, to help with rent affordability; • Housing programs designed to develop market rate housing in census blocks with emerging or high concentrations of poverty, where the private market might not otherwise invest, as a means of creating mixed-income communities and reconciling affordable housing with community development goals; • Continuing the policy of using the Minnesota Housing Finance Agency’s investment earnings for housing programs; • City input into state legislation and administrative policies regarding distribution of tax credits and tax-exempt bonding; • Exemptions from, or reductions to sales, use and transaction taxes applied to the development and production of affordable housing; • Consideration of the use of state bond proceeds and other appropriations for land banking, land trusts, and rehabilitation and construction of affordable housing; • Programs that help avoid foreclosures, improve homeownership rates and reduce racial disparities through homeownership assistance programs and counseling services, including pre-purchasing counseling to improve financial wellness and inform homeowners and potential homeowners of their rights, options and costs associated with owning a home; • A city’s ability to enact tenant protections to support access to affordable housing and housing stability for tenants; • Exploring best practices toward increased housing affordability for residents, housing maintenance standards and providing quality housing for residents. Cities should work with rental housing owners and operators when establishing best practices; • Preserving the state 4d low-income property tax program which provides a property tax benefit to qualifying low-income rental properties. Metro Cities supports evaluating the 4d low-income property tax program to determine how program changes could affect renters, landlords and property taxpayers. Studies should include participation and input from metropolitan local government representatives; 25 Housing & Economic Development 2020 Legislative Policies • An affordable housing tax credit to help spur construction and secure additional private investment. This incentive could be used in conjunction with city, regional, or other state incentives; and • Maintaining existing municipal authority to establish a housing improvement area (HIA). If the Legislature grants multi-jurisdictional entities the authority to create HIAs, creation of an HIA must require municipal approval. 3-H Federal Role in Affordable and Workforce Housing Federal funding plays a critical role in aiding states and local governments in their efforts to maintain and increase affordable and workforce housing. Providing working families access to housing is an important piece to the economic vitality of the region. Metro Cities encourages the federal government to maintain and increase current levels of funding for affordable and workforce housing. Federal investment in affordable and workforce housing will maintain and increase the supply of affordable and life cycle housing as well as make housing more affordable through rental assistance programs such as the Section 8 housing choice voucher program. In July 2015, the U.S. Department of Housing and Urban Development (HUD) released a final rule on affirmatively furthering fair housing (AFFH) with an aim to provide communities that receive HUD funding with clear guidelines to meet their obligation under the Fair Housing Act of 1968 to promote and reduce barriers to fair housing and equal opportunity. HUD has since provided new guidance to comply with the AFFH rule. Opportunity Zones is a community development program established by Congress in the Tax Cuts and Jobs Act of 2017 to encourage long-term investments in low-income urban and rural communities nationwide. The Opportunity Zones program provides a tax incentive for investors to re-invest their unrealized capital gains into Opportunity Funds that are dedicated to investing into Opportunity Zones as designated by the chief executives of every state and territory in the United States. The tax incentive is available for up to ten years. As the chief executive of the state of Minnesota, Governor Mark Dayton designated 128 census tracts across the state as Opportunity Zones, but beyond the responsibility for this designation the state does not have an additional role in the implementation of the Act. As the United States Treasury Department has yet to release rules for Opportunity Zones, there are many unknowns about the effects the Act will have on communities. It is anticipated that the Act may be a useful tool in spurring development in low-income communities and could help with business development and jobs. There are also questions about what impact the Act will have on the residents that live and businesses that operate in these communities today. For example, while development may have positive impacts such as increasing tax base or job opportunities, robust development could have unintended consequences such as displacement of current residents and businesses. 26 Housing & Economic Development 2020 Legislative Policies Metro Cities urges the federal government to seek regular input from communities, especially from individuals and businesses within Opportunity Zones, regarding how the tool is being used, whether the tool is encouraging new development opportunities, and how community members who live in the Zones are impacted. The Federal Government should seek input from local communities throughout the implementation of the rules and regulations and consider necessary amendments and adjustments as needed in response to potential questions or concerns raised by the communities whose residents, workers, and businesses will be experiencing the changes that ensue in the Zones. The State of Minnesota should utilize community development resources to stimulate investment in Opportunity Zones and adopt policies that ensure that local residents, workers and businesses benefit from the investments. Metro Cities supports: • Preserving and increasing funding for the Community Development Block Grant Program (CDBG) and the federal HOME program that are catalysts for creating and preserving affordable housing; • Preserving and increasing resources and incentives to sustain existing public housing throughout the Metro Area; • Maintaining the federal tax credit program to help spur construction and secure additional private investment, including making the four percent Low Income Housing Tax Credit a fixed rate as was done with the nine percent credit in 2015; • Creating and implementing a more streamlined procedural method for local units of government to participate in and access federal funding and services dealing with grants, loans, and tax incentive programs for economic and community development efforts; • Additional resources to assist communities to meet obligations to reduce barriers to and promote fair housing and equal opportunity; • Maintaining and increasing resources to Section 8 funding and to support incentives for rental property owners to participate in the program; and • Federal funding to provide short-term assistance for HRAs to facilitate the sale of tax- exempt bonds. 3-I Vacant, Boarded, and Foreclosed Properties and Properties at Risk Abandoned residential and commercial properties can harm communities when vacant buildings result in reduced property values and increased crime. The additional public safety and code enforcement costs of managing vacant properties are a financial strain on cities. 27 Housing & Economic Development 2020 Legislative Policies Metro Cities supports solutions to vacant and boarded properties that recognize: • Prevention is more cost effective than a cure; • The causes of this problem are many and varied, thus the solutions must be as well; and • It is not simply a “city” problem so cities must not be expected to bear the bulk of the burden of mitigation. Further, Metro Cities supports: • Registration of vacant and boarded properties; • Allowing cities to acquire vacant and boarded properties before deterioration and vandalism result in unsalvageable structures, including providing financial tools such as increasing eminent domain flexibility; • Improving the ability of cities to recoup the increased public safety, management, and enforcement costs related to vacant properties; • Improvement of the redemption process to provide increased notification to renters, strengthen the ability of homeowners to retain their properties, and reduce the amount of time a property is vacant; • Expedition of the tax forfeiture process; • Increasing financial tools for neighborhood recovery efforts, including tax increment financing; and • Year-round notification by utility companies of properties not receiving utility service. 3-J Housing Ordinance Enforcement A Minnesota State Supreme Court ruling, Morris v. Sax, stated that provisions of the city of Morris’ rental housing code were invalid because there were subjects dealt with under the state building code and the city was attempting to regulate these areas “differently from the state building code.” Minn. Stat. § 326B.121, subd. 1 states: “The State Building Code is the standard that applies statewide for the construction, reconstruction, alteration, repair, and use of buildings and other structures of the type governed by the code. The State Building Code supersedes the building code of any municipality.” Subd. 2 states: “A municipality must not by ordinance, or through development agreement, require building code provisions regulating components or systems of 28 Housing & Economic Development 2020 Legislative Policies any structure that are different from any provision of the State Building Code. This subdivision does not prohibit a municipality from enacting or enforcing an ordinance requiring existing components or systems of any structure to be maintained in a safe and sanitary condition or in good repair, but not exceeding the standards under which the structure was built, reconstructed, or altered, or the component or system was installed, unless specific retroactive provisions for existing buildings have been adopted as part of the State Building Code. A municipality may, with the approval of the state building official, adopt an ordinance that is more restrictive than the State Building Code where geological conditions warrant a more restrictive ordinance. A municipality may appeal the disapproval of a more restrictive ordinance to the commissioner.” Metro Cities supports the ability of cities to enforce all housing codes passed by a local municipality to maintain its housing stock. 3-K Economic Development, Redevelopment and Workforce Readiness The economic viability of the metro area is enhanced by a broad array of economic development tools that create infrastructure, revitalize previously developed property, provide incentives for business development, support technological advances, support a trained workforce, and address disparities in economic development and workforce development. It should be the goal of the state to champion development and redevelopment by providing enough sustainable funding to assure competitiveness in a global marketplace. The state should recognize the relationship between housing and economic development. Economic development and redevelopment are not mutually exclusive – some projects require a boost on both counts. The State of Minnesota should recognize cities as the primary unit of government responsible for the implementation of economic development, redevelopment policies and land use controls. 3-K (1) Economic Development For purposes of this section, economic development is defined as a form of development that can contain direct business assistance, infrastructure development, technical assistance and policy support with the goal of sustainable job creation, job retention, appropriate state regulation or classification, or to nurture new or retain existing industry in the state. The measure of return on investment of public business subsidies should include the impact (positive or negative) of “spin- off development” or business development that is ancillary and supportive of the primary business. A strength of the regional economy has been its economic diversity. Multiple industry clusters and sectors employ a specialized, trained workforce and support entrepreneurs in developing new businesses. Partnerships and collaborations among the state and local levels of government, higher education and industry should continue to develop, to commercialize new technologies and to support efforts to enhance the economic vitality of the region. While cities are the primary unit of local government responsible for the implementation of economic development, counties have an interest in supporting local economic development efforts. Any creation of a county CDA, EDA or HRA with economic development powers 29 Housing & Economic Development 2020 Legislative Policies should follow Minn. Stat. § 469.1082 that requires a city to adopt a resolution electing to participate. Cities can work with the public and private sectors to support the region’s economic growth by reducing barriers to economic participation by people of color. Metro Cities supports state funded programs that support new and expanding businesses, infrastructure development and public-private partnerships. This includes the Minnesota Investment Fund, Job Creation Fund and Angel Tax Credit. Programs using statewide funding should strive to award funds balanced between the metro region and greater Minnesota. Metro Cities supports competitive funding for statewide grant programs such as the Minnesota Investment Fund (MIF) as opposed to direct legislative appropriations for projects from these funds. Metro Cities supports a percentage of MIF loan repayments to cities. The state should provide administrative support and technical assistance to cities that administer these programs. Applications for state MIF funds should allow a city to indicate support for a MIF grant or a loan. Metro Cities supports economic tools that facilitate job growth without relying solely on the property tax base; green job development and related innovation and entrepreneurship; programs to support minority business start-ups; small business financing tools including a state new markets tax credit program mirrored on the federal program; tools to attract and retain data centers and other IT facilities; and maintaining existing municipal authority to establish a special service district (SSD). Metro Cities supports further study of allowing mixed-use buildings that have both commercial and residential uses to be included in an SSD. 3-K (2) Redevelopment Redevelopment involves the development of land that requires “predevelopment.” The goal of redevelopment is to facilitate the development of “pre-used” land, thereby leveling the playing field between greenfield and brownfield sites so that a private sector entity can rationally choose to locate on land that has already been used. The benefits of redevelopment include a decrease in Vehicle Miles Traveled (VMTs), more efficient use of new or existing public infrastructure (including public transit), ameliorated city costs due to public safety and code enforcement, and other public goods that result when land is reused rather than abandoned and compact development is encouraged. Metro Cities supports increased funding from state and regional sources. The Metropolitan Council’s Livable Communities Act programs fund redevelopment activities that support cleanup and tax base revitalization. Metro Cities supports allowing a maximum levy amount for this program, as provided under law. Metro Cities supports increased and sustained general fund and state bond funds for DEED-administered programs like the Redevelopment Grant Program, dedicated to metropolitan area projects, innovative Business Development Public Infrastructure grants, as well as increased, flexible and sustained funding for the Contamination Cleanup and Investigation Grant Program. The expansion of transit service throughout the region brings opportunity for redevelopment and transit-oriented development (TOD). Metro Cities supports financing, regulatory tools and 30 Housing & Economic Development 2020 Legislative Policies increased flexibility in the use of Tax Increment Financing (TIF) to nurture TOD. Metro Cities supports funding Transit Improvement Areas (TIAs) and ensuring that the eligibility criteria encourage a range of improvements and infrastructure and accommodate varying city circumstances and needs. Correcting and stabilizing polluted soils and former landfill sites allows cities to redevelop and reuse properties. Metro Cities supports expansion of existing tools or development of new funding mechanisms to correct unstable soils as well as city authority to redevelop land previously used as landfills and dumps. If a city receives initial approval from a state regulatory authority, a city’s redevelopment project approval should be considered final. Local governments and cities may choose to revitalize historic structures rather than construct new buildings. Metro Cities supports extension of the sunset of the state income tax credit and maintaining the federal tax credit for preservation of historic properties. Metro Cities supports collection of the state refund for the historic expenditures over one year. Metro Cities supports state funding to allow cities and/or their development authorities to assemble small properties so that business expansion sites will be ready for future redevelopment. 3-K (3) Workforce Readiness A trained workforce is important to a strong local, regional and state economy. Cities have an interest in the availability of qualified workers and building a future workforce based on current and future demographics, as part of their economic development efforts. Cities can work with the public and private sectors to address workforce readiness to include removing barriers to education access, addressing racial disparities in achievement and employment gaps, and the occupational gender gap. The state has a role to prepare and train a qualified workforce through the secondary, vocational and higher education systems and job training and retraining programs in the Department of Employment and Economic Development (DEED), including youth employment programs. Metro Cities supports: • Increased funding for the Job Skills Partnership, youth employment programs and other workforce training programs administered by the state that lead to jobs that provide a living wage and benefits, and help address racial disparity gaps in employment; • Innovative workforce programs and partnerships that foster workforce readiness for a full range of jobs and careers, including skilled municipal jobs and current high opportunity areas such as manufacturing and construction; • Investments in programs that address the gender wage gap, including training for women to enter nontraditional careers; • A payroll tax credit for job training programs that invest in employees; and 31 Housing & Economic Development 2020 Legislative Policies • A city’s authority to tie workforce requirements to local public finance assistance. 3-L Tax Increment Financing (TIF) Tax Increment Financing (TIF) continues to be the primary tool available for local communities to assist economic development, redevelopment and housing. Over time, statutory changes have made this critical tool increasingly difficult to use. At the same time, federal and state development and redevelopment resources have been steadily shrinking. The cumulative impact of TIF restrictions, shrinking federal and state redevelopment resources and highly restrictive eminent domain laws constrain cities’ abilities to address problem properties, which leads to an accelerated level of decline of developed cities in the metropolitan area. Thus, the only source of revenue available to accomplish the scope of redevelopment necessary is the value created by the redevelopment itself, or the “increment.” Without the use of the increment, development will either not occur or is unlikely to be optimal. Metro Cities urges the Legislature to: • Not adopt any statutory language that would further constrain or directly or indirectly reduce the effectiveness of TIF; • Not adopt any statutory language that would allow a county, school district or special taxing district to opt out of a TIF district; • Incorporate the Soils Correction District criteria into the Redevelopment District criteria so that a Redevelopment District can be comprised of blighted and contaminated parcels in addition to railroad property; • Expand the flexibility of TIF to support a broader range of redevelopment projects; • Amend MN Statutes to clarify that tax increment pooling limitations are calculated on a cumulative basis; • Increase the ability to pool increments from other districts to support projects; • Continue to monitor the impacts of tax reform on TIF districts and if warranted provide cities with additional authority to pay for possible TIF shortfalls; • Allow for the creation of transit zones and transit-related TIF districts in order to shape development and related improvements around transit stations but not require the use of TIF districts to fund the construction or maintenance of the public transit line itself unless a local community chooses to do so; • Allow TIF eligibility expansion to innovative technological products, recognizing that not only physical items create economic value; 32 Housing & Economic Development 2020 Legislative Policies • Support changes to TIF law that will facilitate the development of “regional projects”; • Shift TIF redevelopment policy away from a focus on “blight” and “substandard” to “functionally obsolete” or a focus on long range planning for a particular community, reduction in greenhouse gases or other criteria more relevant to current needs; • Encourage DEED to do an extensive cost-benefit analysis related to redevelopment, including an analysis of the various funding mechanisms, and an analysis of where the cost burden falls with each of the options compared to the distribution of the benefits of the redevelopment project; • Support TIF for neighborhood recovery efforts in the wake of the foreclosure crisis; • Consider creating an inter-disciplinary TIF team to review local exception TIF proposals, using established criteria, and make recommendations to the legislature on their passage; • Encourage the State Auditor to continue to work toward a more efficient and streamlined reporting process. There are an increasing number of noncompliance notices that have overturned longstanding practices or limited statutorily defined terms. The Legislature has not granted TIF rulemaking authority to the State Auditor and the audit powers granted by statute are not an appropriate vehicle for making administrative or legislative changes to TIF statutes. If the State Auditor is to exercise rulemaking authority, the administrative power to do so must be granted explicitly by the Legislature. The audit enforcement process does not create a level playing field for cities to challenge the Auditor’s interpretation of statutes. The Legislature should provide a process through which to resolve disputes over TIF policy that is fair to all parties; • Clarify the use of TIF when a sale occurs after the closing of a district; • Revise the substandard building test to simplify, resolve ambiguities and reduce continued threat of litigation; and • Amend TIF statutes to address, through extending districts or other mechanisms, shortfalls related to declining market values. 3-M Eminent Domain Significant statutory restrictions on the use of eminent domain have resulted in higher public costs for traditional public use projects like streets, parks, and sewers, and have all but restricted the use of eminent domain for redevelopment to cases of extreme blight or contamination. The proper operation and long-term economic vitality of our cities is dependent on the ability of 33 Housing & Economic Development 2020 Legislative Policies a city, its citizens and its businesses to continually reinvest and reinvent. Reinvestment and reinvention strategies can occasionally conflict with the priorities of individual residents or business owners. Eminent domain is a critical tool in the reinvestment and reinvention process and without it our cities may deteriorate to unprecedented levels before the public reacts. Metro Cities strongly encourages the Governor and Legislature to revisit eminent domain laws to allow local governments to address redevelopment problems before those conditions become financially impossible to address. Specifically, Metro Cities supports: •Clarifying contamination standards; •Developing different standards for redevelopment to include obsolete structures or to reflect the deterioration conditions that currently exist in the metro area; •Allowing for the assembly of multiple parcels for redevelopment projects; •Modifying the public purpose definition under Minn. Stat. 117 to allow cities to more expediently address properties that are vacant or abandoned in areas with high levels of foreclosures, to address neighborhood stabilization and recovery; •Providing for the ability to acquire land from “holdouts” who will now view a publicly funded project as an opportunity for personal gain at taxpayer expense; i.e. allow for negotiation using balanced appraisals for fair relocation costs; •Examining attorney fees and limit fees for attorneys representing a property owner; •Allowing for relocation costs not to be paid if the city and property owner agree to a sale contract; •A property owner’s appraisal to be shared with the city prior to a sale agreement; and •Appropriately balanced awards of attorney fees and costs of litigation with the outcome of the eminent domain proceeding. 3-N Community Reinvestment Communities across the metropolitan region have aging residential and commercial structures that need repair and reinvestment. Reinvestment prevents neighborhoods from falling into disrepair, revitalizes communities and protects a city’s tax base. Metro Cities supports state programs and incentives for reinvestment in older residential and commercial/industrial buildings, such as, but not limited to, tax credits and/or 34 Housing & Economic Development 2020 Legislative Policies property tax deferrals. Historically, the state has funded programs to promote reinvestment in communities, including the “This Old House” program, that allowed owners of older homestead property to defer an increase in their tax capacity resulting from repairs or improvements to the home and “This Old Shop” for owners of older commercial/industrial property that make improvements that increase the property’s market value. 3-O Business Incentives Policy Without a thorough study, the Legislature should not make any substantive changes to the Business Subsidy Act, as defined in Minn. Stat. § 116J.993, but should look to technical changes that would streamline both state and local processes and procedures. The Legislature should distinguish between development incentives and redevelopment activities. In addition, in order to ensure cohesive and comprehensive regulations, the legislature should limit regulation of business incentives to the Business Subsidy Act. Metro Cities supports additional legislation that includes tools to help enhance and facilitate economic development and job creation. 3-P Broadband Technology Where many traditional economic development tools have focused on managing the costs and availability of traditional infrastructure - roads, rail and utilities - the 21st century economy is dependent on reliable, cost effective, high bandwidth communications capabilities. This includes voice, video, data and other services delivered over cable, telephone, fiber-optic, wireless and other platforms. The state has increased its role in expanding broadband infrastructure across the state by funding broadband access for residents and businesses. The Governor’s Broadband Task Force regularly recommends updates to state broadband speed goals and funding levels to expand statewide broadband access. The Office of Broadband Development in the Department of Employment and Economic Development (DEED) supports the role of broadband in economic development. The Office coordinates broadband mapping and administers state broadband grant funds. Cities play a vital role in achieving significantly higher broadband speeds. Local units of government are contributing to increasing broadband capacity and ensuring internet connectivity, reliability, and availability. However, attempts have been made in Minnesota and other states to restrict or stop cities from facilitating the deployment of broadband services or forming partnerships with private sector companies to provide broadband services to unserved or underserved residents or businesses. Restricting municipal authority is contrary to existing state law on electric utility service, telecommunications, and economic development. Metro Cities opposes the adoption of state policies that further restrict a city’s ability to finance, construct or operate broadband telecommunications networks. 35 Housing & Economic Development 2020 Legislative Policies Metro Cities supports: • State policies and support programs that substantially increase speed and capacity of broadband services statewide, including facilitating solutions at the local level. The state should offer incentives to private sector service providers to respond to local or regional needs and to collaborate with cities and other public entities to deploy broadband infrastructure capable of delivering sufficient bandwidth and capacity to meet immediate and future local needs as well as policies which seek to position Minnesota as a state of choice for testing next-generation broadband; • Metro eligibility for broadband funds, including increased capacity for areas with existing levels of service; • Municipal authority and encouragement of local governments to play a direct role in providing broadband service. This includes repealing Minn. Stat. § 237.19. The state should clarify that cities have the authority to partner with private entities to finance broadband infrastructure using city bonding authority; • Local authority to manage public rights-of-way, to zone, to collect compensation for the use of public assets, or to work cooperatively with the private sector. Cities may exercise local authority over zoning and land-use decisions for wireless service facilities; and • Public-private collaborations that support broadband infrastructure and services at the local and regional level, including partnerships and cooperation in providing last-mile connections. 3-Q City Role in Environmental Protection and Sustainable Development Historically, cities have played a major role in environmental protection, particularly in water quality. Through the construction and operation of wastewater treatment and storm water management systems, cities are a leader in protecting the surface water of the state. In recent years, increased emphasis has been placed on protecting ground water and removing impairments from storm water. In addition, there is increased emphasis on city participation in controlling our carbon footprint and in promoting green development. Metro Cities supports public and private environmental protection efforts to reduce greenhouse gas emissions and to further protect surface and ground water. Metro Cities also supports “green” design and construction techniques to the extent that those techniques have been thoroughly tested and are truly environmentally beneficial, economically sustainable and represent sound building practices. Metro Cities supports additional, feasible environmental protection with adequate funding and incentives to comply. Metro Cities supports state funding for municipal renewable energy objectives. Green jobs represent employment and entrepreneurial opportunities that are part of the green economy, as defined in Minn. Stat. § 116J.437, including the four industry sectors of green 36 Housing & Economic Development 2020 Legislative Policies products, renewable energy, green services and environmental conservation. Minnesota’s green jobs policies, strategies and investments need to lead to high quality jobs with good wages and benefits, meeting current wage and labor laws. 3-R Impaired Waters Metro Cities supports continued development of the metropolitan area in a manner that is responsive to the market but is cognizant of the need to protect the water resources of the state and metro area. Since all types of properties are required to pay storm water fees, Metro Cities opposes entity-specific exemptions from these fees. Metro Cities supports the goals of the Clean Water Act and efforts at both the federal and state level to implement it. Metro Cities supports continued funding of the framework established to improve the region’s ability to respond to market demands for development and redevelopment, including dedicated funding for surface water impairment assessments, Total Maximum Daily Load (TMDL) development, storm water construction grants and wastewater construction grants. Local units of government should not bear undue cost burdens associated with completed TMDL reports. As recent TMDL reports show, non-point agricultural sources are producing more run off pollution than urban areas at a rate of 13:1. Cities must not be required as primary entities for funding the clean-up and protection of state and regional water resources. Benefits of efforts must be proportional to the costs incurred and agricultural sources must be held responsible for their share of costs. 37 2020 Legislative Policies Metropolitan Agencies 4-A Goals and Principles for Regional Governance The Twin Cities metropolitan region is home to a majority of the state’s population and businesses and is poised for significant growth in the next two decades. At the same time, the region faces significant challenges and opportunities. The responses to these opportunities and challenges will determine the future success of the region and its competitiveness in the state, national and world economies. The Metropolitan Council was created to manage the growth of the metropolitan region, and cities are responsible for adhering to regional plans as they plan for local growth and service delivery. The region’s cities are the Metropolitan Council’s primary constituency, with regional and local growth being primarily managed through city comprehensive planning and implementation, and the delivery of a wide range of public services. To function successfully, the Metropolitan Council must be accountable to and work in collaboration with city governments. The role of the Metropolitan Council is to set broad regional goals and to provide cities with technical assistance and incentives to achieve those goals. City governments are responsible and best suited to provide local zoning, land use planning, development and service delivery. Any additional roles or responsibilities for the Metropolitan Council should be limited to specific statutory assignments or grants or authorization and should not usurp or conflict with local roles or processes, unless such changes have the consent of the region’s cities. Metro Cities supports an economically strong and vibrant region, and the effective, efficient and equitable provision of regional infrastructure, services and planning throughout the metropolitan area. Metro Cities supports the provision of approved regional systems and planning that can be provided more effectively, efficiently or equitably on a regional level than at the local level by individual local units of government. The Metropolitan Council must involve cities in the delivery of regional services and planning and be responsive to local perspectives on regional issues and be required to provide opportunities for city participation on Council advisory committees and task forces. The Metropolitan Council must involve cities at all steps of planning, review and implementation around the regional development guide, policy plans, systems statements, and local comprehensive plan requirements to ensure transparency, balance and Council adherence to its core mission and functions. These processes should allow for stakeholder input before policies and plans are released for comment and finalized. Any additional functions for the Council should not be undertaken unless authorized specifically by state law. 39 Metropolitan Agencies 2020 Legislative Policies 4-B Regional Governance Structure Metro Cities supports the appointment of Metropolitan Council members by the Governor with four-year, staggered terms for members to stabilize ideological shifts and provide for continuity of knowledge on the Council, which is appropriate for a long-range planning body. The appointment of the Metropolitan Council Chair should coincide with the term of the Governor. Metro Cities supports a nominating committee process that maximizes participation and input by local officials. Metro Cities supports expanding the nominating committee from seven to 13 members, with a majority of a 13-member committee being local elected officials. Of the local officials appointed to a nominating committee, two thirds should be elected city officials, appointed by Metro Cities. Consideration should be given to the creation of four separate nominating committees, with committee representation from each quadrant of the region. Metro Cities supports having the names of recommended nominees or other individuals under consideration for appointment to the Council by the Governor to be made public at least 21 days prior to final selection by the Governor, and a formal public comment period before members are appointed to the Council. Metro Cities supports the appointment of Metropolitan Council members who have demonstrated the ability to work with cities in a collaborative manner, commit to meet with local government officials regularly and who are responsive to the circumstances and concerns of cities in the district that they represent on the Council. Council members should understand the diversity and the commonalities of the region, and the long-term implications of regional decision-making. A detailed position description outlining the required skills, time commitment and understanding of regional and local issues and concerns should be clearly articulated and posted in advance of the call for nominees. Metro Cities supports opportunities for local officials to provide input during the decennial legislative redistricting process for the Metropolitan Council and supports transparency in the redistricting process. 4-C Comprehensive Analysis and Oversight of Metropolitan Council Metro Cities supports the 2016 study of the Metropolitan Council’s governance structure conducted by the Citizens League, the recommendations of which are largely consistent with Metro Cities’ governance policies. The metropolitan region will continue to expand while simultaneously facing significant challenges for the effective, efficient and equitable provision of resources and infrastructure. Metro Cities supports an objective study of the Metropolitan Council’s activities and services as well as its geographical jurisdiction to ensure that the Metropolitan Council’s services are positioned to be effective and adequate in addressing the future needs of the region. Such work must include the participation of local officials. The Metropolitan Council should also examine its scope of services to determine their benefit and efficiency and be open to 40 Metropolitan Agencies 2020 Legislative Policies alternative methods of delivery to assure that services are provided at high levels of effectiveness for the region. Metro Cities supports appropriate legislative oversight of the Metropolitan Council to regularly review the Council’s activities, and to provide transparency and accountability of its functions and operations. 4-D Funding Regional Services The Metropolitan Council should continue to fund regional services and activities through a combination of user fees, property taxes, and state and federal grants. The Council should set user fees through an open process that includes public notices and public hearings. User fees should be uniform by type of user and set at a level that supports effective and efficient public services based on commonly accepted industry standards and allows for sufficient reserves to ensure long-term service and fee stability. Fee proceeds should be used to fund regional services or programs for which they are collected. Metro Cities supports the use of property taxes and user fees to fund regional projects so long as the benefit conferred on the region is proportional to the fee or tax, and the fee or tax is comparable to the benefit cities receive in return. 4-E Regional Systems Regional systems are statutorily defined as transportation, aviation, wastewater treatment and recreational open space. The purpose of the regional systems and the Metropolitan Council’s authority over them is clearly outlined in state law. The Metropolitan Council must seek a statutory change to alter the focus or expand the reach of any of these systems. Systems plans prepared by the Metropolitan Council should be specific in terms of size, location and timing of regional investments to allow for consideration in local comprehensive planning. Systems plans should also clearly state the criteria by which local plans will be judged for consistency with regional systems. Additional regional systems should be established only if there is a compelling metropolitan problem or concern best addressed through the designation. Common characteristics of the existing regional systems include public ownership of the system and its components and established regional or state funding sources. These characteristics should be present in any new regional system that might be established. Water supply and housing do not meet necessary established criteria for regional systems. Any proposed additional system must have an established regional or state funding source. 4-F Regional Water Supply Planning The Metropolitan Council is statutorily authorized to carry out regional planning activities to address the water supply needs of the Metro Area. A Metropolitan Area Water Supply Advisory 41 Metropolitan Agencies 2020 Legislative Policies Committee (MAWSAC) that includes state agency representatives and local officials was concurrently established to assist the Council in developing a master water supply plan that includes recommendations for clarifying the roles of local, regional and state governments, streamlining and consolidating approval processes and recommending future planning and capital investments. The Master Water Supply Plan serves as a framework for assisting and guiding communities in their water supply planning, without usurping local decision-making processes. Many cities also conduct their own analyses for use in water supply planning. As the Metropolitan Council continues its assessment of the region’s water supply and issues for sustainability, it must work cooperatively with local policymakers and professional staff throughout the region on an on-going structured basis to ensure a base of information for water supply decision-making that is sound, credible and verifiable, and considers local information, data, cost-benefit analyses and projections before any policy recommendations are issued. Metro Cities encourages the Metropolitan Council to consider the inter-relationships of wastewater treatment, storm water management and water supply. Any state and regional regulations and processes should be clearly stated in the Master Water Supply Plan. Further, regional monitoring and data collection benefits should be borne as shared expenses between the regional and local units of government. Metro Cities supports Metropolitan Council planning activities to address regional water supply needs and water planning activities as prescribed in statute. Metro Cities opposes the insertion of the Metropolitan Council as another regulator in the water supply arena. Further, while Metro Cities supports regionally coordinated efforts to address water supply issues in the metropolitan area, Metro Cities opposes the elevation of water supply to “Regional System” status, or the assumption of Metropolitan Council control and management of municipal water supply infrastructure. Metro Cities supports the technical advisory committee to the MAWSAC that maximizes participation by municipal officials and helps to ensure sound scientific analyses and models are developed with local expertise and input, before legislative solutions are considered. Metro Cities supports efforts to identify capital funding sources to assist with municipal water supply projects. Any fees or taxes for regional water supply planning activities must be consistent with activities prescribed in Minn. Stat. § 473. 1565, and support activities specifically within the region. 4-G Review of Local Comprehensive Plans In advance of the next comprehensive planning cycle, the Metropolitan Council should work with Metro Cities and local officials to address challenges and concerns identified by city officials with the 2018 comprehensive planning process and undertake any necessary improvements. Local officials have identified a number of concerns with the submission and review processes for 2018 local plans including requests for information beyond what should be necessary for the Metropolitan Council to review local plans for consistency with regional 42 Metropolitan Agencies 2020 Legislative Policies systems, regional requirements that evolved as local plans were prepared and finalized, and finding plans to be incomplete or requiring detailed information on items of a local rather than regional nature, among others. In reviewing local comprehensive plans and plan amendments, the Metropolitan Council should: • Recognize that its role is to review and comment, unless it is found that the local plan is more likely than not to have a substantial impact on or contain a substantial departure from one of the four system plans; • Be aware of statutory time constraints imposed by the Legislature on plan amendments and development applications; • Provide for immediate effectuation of plan amendments that have no potential for substantial impact on systems plans; • Require the information needed for the Metropolitan Council to complete its review, but not prescribe additional content or format beyond that which is required by the Metropolitan Land Use Planning Act (LUPA); • Work in a cooperative and timely manner toward the resolution of outstanding issues. When a city’s local comprehensive plan is deemed incompatible with the Metropolitan Council’s systems plans, Metro Cities supports a formal appeal process that includes a peer review. Metro Cities opposes the imposition of sanctions or monetary penalties when a city’s local comprehensive plan is deemed incompatible with the Metropolitan Council’s systems plans or the plan fails to meet a statutory deadline when the city has made legitimate, good faith efforts to meet Metropolitan Council requirements; • Work with affected cities and other organizations such as the Pollution Control Agency, Department of Natural Resources, Department of Health and other stakeholders to identify common ground and resolve conflicts between respective goals for flexible residential development and achieving consistency with the Council’s system plans and policies; and • Require entities, such as private businesses, nonprofits, or local units of government, among others, whose actions could adversely affect a comprehensive plan, to be subject to the same qualifications and/or regulations as the city. 4-H Comprehensive Planning Process Metro Cities supports examining the comprehensive planning process to make sure that the process is streamlined and efficient and avoids excessive cost burdens or duplicative or unnecessary planning requirements by municipalities in the planning process. Metro Cities supports resources to assist cities in meeting regional goals as part of the comprehensive planning process, including planning grants and technical assistance. 43 Metropolitan Agencies 2020 Legislative Policies Metro Cities supports funding and other resources from the Metropolitan Council for the preparation of comprehensive plan updates, including grant funding. Grants and other resources should be provided to all eligible communities through a formula that is equitable, and recognizes varying city needs and capacities. 4-I Comprehensive Planning Schedule Cities are required to submit comprehensive plan updates to the Metropolitan Council every 10 years. A city’s comprehensive plan represents a community’s vision of how the city should grow and develop or redevelop, ensure adequate housing, provide essential public infrastructure and services, protect natural areas and meet other community objectives. Metro Cities recognizes the merit of aligning comprehensive plan timelines with the release of census data. However, the comprehensive plan process is expensive, time consuming and labor intensive for cities, and the timing for the submission of comprehensive plans should not be altered solely to better align with census data. If sufficient valid reasons exist for the schedule for the next round of comprehensive plans to be changed or expedited, cities should be provided with financial resources to assist them in preparing the next round of plans. Metro Cities opposes cities being forced into a state of perpetual planning because of regional and legislative actions. Should changes be made to the comprehensive planning schedule, Metro Cities’ supports financial and other resources to assist cities in preparing and incorporating policy changes in local planning efforts. Metro Cities supports a 10-year time frame for comprehensive plan update submissions. Metro Cities supports the Metropolitan Council’s consideration to reduce requirements for 10-year Comprehensive Plan updates for cities under 2,500. 4-J Local Zoning Authority Local governments are responsible for zoning and local officials should have full authority to approve variances to remain flexible in response to the unique land use needs of their own community. Local zoning decisions, and the implementation of cities’ comprehensive plans, should not be conditioned upon the approval of the Metropolitan Council or any other governmental agency. Metro Cities supports local authority over land use and zoning decisions and opposes the creation of non-local appeals boards with the authority to supersede city zoning decisions. 4-K Regional Growth The most recent regional population forecast prepared by the Metropolitan Council projects a population of 3,738,047 people by 2040. 44 Metropolitan Agencies 2020 Legislative Policies Metro Cities recognizes cities’ responsibility to plan for sustainable growth patterns that integrate transportation, housing, parks, open space and economic development that will result in a region better equipped to manage population growth, to provide a high quality of life for a growing and increasingly diverse metropolitan area population and improved environmental health. In developing local comprehensive plans to fit within a regional framework, adequate state and regional financial resources and incentives and maximum flexibility for local planning decisions are imperative. The regional framework should assist cities in managing growth while being responsive to the individual qualities, characteristics and needs of metropolitan cities, and should encourage sub-regional cooperation and coordination. In order to accommodate this growth in a manner that preserves the region’s high quality of life: • Natural resource protection will have to be balanced with growth and development/reinvestment; • Significant new resources will have to be provided for transportation and transit; and • New households will have to be incorporated into the core cities, first and second-ring suburbs, and developing cities through both development and redevelopment. In order for regional and local planning to result in the successful implementation of regional policies: • The State of Minnesota must contribute additional financial resources, particularly in the areas of transportation and transit, community reinvestment, affordable housing development, and the preservation of parks and open space. If funding for regional infrastructure is not adequate, cities should not be responsible for meeting the growth forecast set forth by the Metropolitan Council; • The Metropolitan Council and Legislature must work to pursue levels of state and federal transportation funding that are adequate to meet identified transportation and transit needs in the metropolitan area; • The Metropolitan Council must recognize the limitations of its authority and continue to work with cities in a collaborative, incentives-based manner; • The Metropolitan Council must recognize the various needs and capacities of its many partners, including but not limited to cities, counties, economic development authorities and nonprofit organizations, and its policies must be balanced and flexible in their approach; • Metropolitan counties, adjacent counties and school districts must be brought more thoroughly into the discussion due to the critical importance of facilities and services such as county roads and public schools in accommodating forecasted growth; and 45 Metropolitan Agencies 2020 Legislative Policies • Greater recognition must be given to the fact that the “true” metropolitan region extends beyond the traditional seven-county area and the need to work collaboratively with adjacent counties in Minnesota and Wisconsin, and the cities within those counties. The region faces environmental, transportation, and land use issues that cannot be solved by the seven-county metro area alone. Metro Cities supports an analysis to determine the impacts of Metropolitan Council’s growth management policies and infrastructure investments on the growth and development of the collar counties, and the impacts of growth in the collar counties on the metropolitan area. Metro Cities opposes statutory or other regulatory changes that interfere with established regional and local processes to manage growth in the metropolitan region, including regional systems plans, systems statements, and local comprehensive plans. Such changes erode local planning authority as well as the efficient provision of regional infrastructure, disregard established public processes, and create different guidelines for communities that may result in financial, environmental and other impacts on surrounding communities. 4-L Natural Resource Protection Metro Cities recognizes the Metropolitan Council’s efforts to compile and maintain an inventory and assessment of regionally significant natural resources for providing local communities with additional information and technical assistance. The state and region play significant roles in the protection of natural resources. Any steps taken by the state or Metropolitan Council regarding the protection of natural resources must recognize that: • The protection of natural resources is significant to a multi-county area that is home to more than 50 percent of the state’s population and a travel destination for many more. Given the limited availability of resources and the artificial nature of the metropolitan area’s borders, and the numerous entities that are involved in protecting the natural resources of the region and state, neither the region nor individual metropolitan communities would be well served by assuming primary responsibility for financing and protecting these resources; • The completion of local Natural Resource Inventories and Assessments (NRI/A) is not a regional system nor is it a required component of local comprehensive plans under the Metropolitan Land Use Planning Act; • The protection of natural resources should be balanced with the need to accommodate growth and development, reinvest in established communities, encourage more affordable housing and provide transportation and transit connections; and • Decisions about the zoning or land use designations, either within or outside a public park, nature preserve, or other protected area are, and should remain, the responsibility of local units of government. The Metropolitan Council’s role with respect to climate change, as identified in the 2040 regional development guide, should be focused on the stewardship of its internal operations (wastewater, transit) and working collaboratively with local governments to provide information, 46 Metropolitan Agencies 2020 Legislative Policies best practices, technical assistance and incentives around responses to climate change. Metro Cities urges the Legislature and/or the Metropolitan Council to provide financial assistance for the preservation of regionally significant natural resources. 4-M Inflow and Infiltration (I/I) The Metropolitan Council has identified a majority of sewered communities in the metropolitan region to be contributing excessive inflow and infiltration (I/I) into the regional wastewater system or to be on the threshold of contributing excessive inflow and infiltration. Inflow and infiltration are terms for the ways that clear water (ground and storm) makes its way into sanitary sewer pipes and gets treated, unnecessarily, at regional wastewater plants. The number of identified communities is subject to change, depending on rain events, and any city in the metropolitan area can be affected. The Metropolitan Council establishes a surcharge on cities determined to be contributing unacceptable amounts of I/I into the wastewater system. The charge is waived when cities meet certain parameters through local mitigation efforts. Metro Cities recognizes the importance of controlling I/I because of its potential environmental and public health impacts, because it affects the size, and therefore the cost, of wastewater treatment systems and because excessive I/I in one city can affect development capacity of another. However, there is the potential for cities to incur increasingly exorbitant costs in their ongoing efforts to mitigate excessive I/I. Metro Cities continues to monitor the surcharge program and supports continued reviews of the methodology used to measure excess I/I to ensure that the methodology appropriately normalizes for precipitation variability and the Council’s work with cities on community specific issues around I/I. Metro Cities supports state financial assistance for metro area I/I mitigation through future Clean Water Legacy Act appropriations or similar legislation and encourages the Metropolitan Council to partner in support of such appropriations. Metro Cities also supports resources, including identified best practices, information on model ordinances, public education and outreach, and other tools, to local governments to address inflow/infiltration mitigation for private properties. Metro Cities recognizes the recommendations of a 2016 Inflow/Infiltration Task Force that support considering the use of a portion of the regional wastewater charge for private property inflow/infiltration mitigation. Any proposal to utilize the wastewater fee for this purpose must include the opportunity for local officials to review and comment on specific proposals. Metro Cities supports continued state capital assistance to provide grants to metro area cities for mitigating inflow and infiltration problems into municipal wastewater collection systems. 47 Metropolitan Agencies 2020 Legislative Policies 4-N Sewer Availability Charge (SAC) Metro Cities supports a SAC program that emphasizes equity, transparency, simplification and lower rates. Metro Cities supports principles for SAC that include program transparency and simplicity, equity for all served communities and between current and future users, support for cities’ sewer fee capacities, administrative reasonableness, and weighing any program uses for specific goals with the impacts to the program’s equity, transparency and simplicity. As such, Metro Cities opposes the use of the SAC mechanism to subsidize and/or incent specific Metropolitan Council goals and objectives. Input from local officials should be sought if the SAC reserve is proposed to be used for any purpose other than debt service, including pay-as-you-go (PAYGO). Metro Cities opposes increases to the SAC rate while the reserve is projected to exceed the Metropolitan Council’s minimum reserve balance, without the express engagement of city officials in the metropolitan area. Metro Cities supports modifications that were recommended by local and business officials and adopted by the Metropolitan Council in 2018 to use gross rather than net square feet in making SAC determinations, to combine use categories, to adjust the grandfather credit date and to not require a new SAC determination for business remodels that do not change the use of the property. These changes are intended to help simplify the SAC program for users, and to reduce incidents of “surprise” SAC charges. Metro Cities supports current SAC policy that enhances flexibility in the SAC credit structure for redevelopment purposes and supports continued evaluation of SAC fees to determine if they hinder redevelopment. Metro Cities supports the Metropolitan Council providing details on how any proposed changes to the SAC rate are determined. Metro Cities supports a periodic review of MCES’ customer service policies, to ensure that its processes are responsive and transparent to communities, businesses and residents. Metro Cities supports continued outreach by MCES to users of the SAC program to promote knowledge and understanding of SAC charges and policies. Any modifications to the SAC program or structure should be considered only with the participation and input of local officials in the metropolitan region. Metro Cities supports a “growth pays for growth” approach to SAC. If state statutes are modified to establish a “growth pays for growth” method for SAC, the Metropolitan Council should convene a group of local officials to identify any technical changes necessary for implementing the new structure. Metro Cities supports allowing the Council to utilize the SAC ‘transfer’ mechanism provided for in state statute when the SAC reserve fund is inadequate to meet debt service obligations. Any use of the transfer mechanism must be done so within parameters prescribed by state law and with appropriate notification and processes to allow local official input and should include a timely ‘shift back’ of any funds that were transferred from the wastewater fund to the SAC reserve fund. Efforts should be made to avoid increasing the municipal wastewater charge in use of the transfer mechanism. 48 Metropolitan Agencies 2020 Legislative Policies 4-O Funding Regional Parks & Open Space In the seven-county metropolitan area, regional parks essentially serve as state parks, and the state should continue to provide capital funding for the acquisition, development and improvement of these parks in a manner that is equitable with funding for state parks. State funding apart from Legacy funds should equal 40 percent of the operating budget for regional parks. Legacy funds for parks and trails should be balanced between metro and greater Minnesota. Metro Cities supports state funding for regional parks and trails that is fair, creates a balance of investment across the state, and meets the needs of the region. 4-P Livable Communities The Livable Communities Act (LCA) is administered by the Metropolitan Council and provides a voluntary, incentive-based approach to affordable housing development, tax base revitalization, job growth and preservation, brownfield clean up and mixed-use, transit-friendly development, and redevelopment. Metro Cities strongly supports the continuation of this approach, which is widely accepted and utilized by cities. Since its inception in 1995 the LCA program has generated billions of dollars of private and public investment, created thousands of jobs and added thousands of affordable housing units in the region. Metro Cities monitors the LCA programs on an ongoing basis and supports any necessary program modifications to ensure that the LCA program criteria are flexible and promote the participation of all participating communities, and to ensure all metropolitan area cities are eligible to participate in the Livable Communities Demonstration Account (LCDA). Metro Cities supports increased funding and flexible eligibility requirements in the LCDA to assist communities with development that may not be exclusively market driven or market proven in the location, in order to support important development and redevelopment goals. Metro Cities supports the findings of a recent local official working group that identified the need for the Metropolitan Council to expand its outreach to communities on the LCA programs and to continue efforts to ensure that LCA criteria are sufficiently flexible to meet the range of identified program objectives. These efforts should include ongoing opportunities for structured input by Metro Cities and local officials. Metro Cities supports the statutory goals and criteria established for the Livable Communities Act and opposes any changes to LCA programs that constrain flexibility around statutory goals, program requirements and criteria. Metro Cities opposes funding reductions to the Livable Communities Act programs and the transfer or use of these funds for purposes outside of the LCA program. Metro Cities supports statutory modifications in the LCDA to reflect the linkages among the goals, municipal objectives, and Metropolitan Council system objectives. 49 Metropolitan Agencies 2020 Legislative Policies Metro Cities supports the use of LCA funds for projects in transit improvement areas, as defined in statute, if funding levels for general LCA programs are adequate to meet program goals and the program remains accessible to participating communities. Use of interest earnings from LCA funds should be limited to covering administrative program costs. Remaining interest earnings should be considered part of LCA funds and used to fund grants from established LCA accounts per established funding criteria. 4-Q Density Metro Cities recognizes the need for a density policy, including minimum density requirements, that allows the Metropolitan Council to effectively plan for and deliver cost-efficient regional infrastructure and services. Regional density requirements must recognize that local decisions, needs and priorities vary, and that requirements must be sufficiently flexible to accommodate local circumstances as well as the effect of market trends on local development and redevelopment activity. The Metropolitan Council asks cities to plan for achieving minimum average net densities across all areas identified for new growth, development or redevelopment. Because each community is different, how and where density is guided is determined by the local unit of government. Regional density requirements should use minimum average net densities. Metro Cities opposes parcel-specific density requirements as such requirements are contrary to the need for local flexibility in a regional policy. Any regional density policy must use local data and local development patterns and must accommodate local physical and land use constraints such as, but not limited to, wetlands, public open space, trees, water bodies and rights-of-way, and any corresponding federal and state regulations imposed on local governments when computing net densities. The Metropolitan Council must coordinate with local governments in establishing or revising regional density requirements and should ensure that regional density and plat monitoring reports comprehensively reflect local densities and land uses. 50 2020 Legislative Policies Transportation Transportation Policies and Funding Introduction Metro Cities supports a comprehensive transportation system as a vital component in planning for and meeting the physical, social and economic needs of the state and metropolitan region. A comprehensive transportation system includes streets and bridges, transit, and multi-modal solutions that work cohesively to best meet state, regional and local transportation needs. Adequate and stable sources of funding are necessary to ensure the development and maintenance of a high quality, efficient and safe transportation system that meets these needs and that will position the state and region to be economically competitive in the years ahead. Failure to maintain a functional transportation system will have adverse effects on the state’s ability to attract and retain businesses and create jobs. Transportation funding and planning must be a high priority for state, regional and local policymakers so that the transportation system can meet the needs of the state’s residents and businesses as well as projected population growth. Funding and planning for regional and statewide systems must be coordinated at the federal, state, regional and local levels to optimally achieve long-term needs and goals. 5-A Road and Bridge Funding Under current financing structures that rely primarily on local property taxes and fees as well as the motor vehicle sales tax (MVST) receipts, road and bridge needs in the metropolitan region continue to be underfunded. Metro Cities strongly supports stable, sufficient and sustainable statewide transportation funding and expanded local tools to meet the transportation system needs of the region and local municipal systems. Consideration should be given to using new, expanded and existing resources to meet these needs. Metro Cities supports the use of dedicated taxes and fees to fund transportation infrastructure. In addition, cities lack adequate tools and resources for the maintenance and improvement of municipal street systems, with resources restricted to property taxes and special assessments. It is imperative that alternative revenue generating authority be granted to municipalities and that state resources be made available for this purpose to aid local communities and relieve the burden on the property tax system. Metro Cities supports Municipal State Aid Street (MSAS) funding. MSAS provides an important but limited revenue source that assists eligible cities with street infrastructure needs and is limited to twenty percent of a city’s street system. Metro Cities supports state funding to assist cities over-burdened by cost participation responsibilities from improvement projects on the state’s arterial system and county state aid highway (CSAH) systems. 51 Transportation 2020 Legislative Policies Metro Cities supports state funding for state highway projects, including congestion, bottleneck and safety improvements. Metro Cities also supports state financial assistance, as well as innovations in design and construction, to offset the impacts of regional transportation construction projects on businesses. Metro Cities opposes statutory changes restricting the use of local funds for transportation projects. Metro Cities opposes restrictions on aesthetic related components of transportation projects, as these components often provide important safety and other benefits to projects. Metro Cities supports further research into the policy implications for electric and automated vehicles on roadways, transit, and other components of transportation systems. Metro Cities encourages the state to study the impact of electric and automated vehicles on transportation related funding and policies. 5-B Regional Transit System The Twin Cities Metropolitan Area needs a multi-modal regional transit system as part of a comprehensive transportation strategy that serves all users, including commuters and the transit dependent. The transit system should be composed of a mix of high occupancy vehicle (HOV) lanes, high occupancy toll (HOT) lanes, a network of bike and pedestrian trails, bus rapid transit, express and regular route bus service, exclusive transit ways, light rail transit, streetcars, and commuter rail corridors designed to connect residential, employment, retail and entertainment centers. The system should be regularly monitored and adjusted to ensure that routes of service correspond to the region’s changing travel patterns. Current congestion levels and forecasted population growth require a stable, reliable and growing source of revenue for transit construction and operations so that our metropolitan region can meet its transportation needs to remain economically competitive. Metro Cities supports an effective, efficient and comprehensive regional transit system as an invaluable component in meeting the multimodal transportation needs of the metropolitan region and to the region’s economic vibrancy and quality of life. Metro Cities recognizes that transit service connects residents to jobs, schools, healthcare and activity centers. Transit access and service frequency levels should recognize the role of public transit in addressing equity, including but not limited to racial and economic disparities, people with disabilities and the elderly. Metro Cities supports strategic expansion of the regional transit system. Metro Cities supports a regional governance structure that can ensure a measurably reliable and efficient system that recognizes the diverse transit needs of our region and addresses the funding needs for all components of the system. Metro Cities recognizes the need for flexibility in transit systems for cities that border the edges of the seven-county metropolitan area to ensure users can get to destinations outside of the seven-county area. Metro Cities encourages the Metropolitan Council to coordinate with collar counties so that riders can get to and from destinations beyond the boundaries of the region. 52 Transportation 2020 Legislative Policies Metro Cities opposes statutory changes restricting the use of local funds for planning or construction of transit projects. Restricting local planning and funding limits the ability of cities to participate in transit corridor planning and development. State and regional policymakers must coordinate with local units of government as decisions are made at the state level on transit projects that also involve municipal planning, funding and policy decisions. Metro Cities is opposed to legislative or Metropolitan Council directives that constrain the ability of metropolitan transit providers to provide a full range of transit services, including reverse commute routes, suburb-to-suburb routes, transit hub feeder services or new, experimental services that may show a low rate of operating cost recovery from the fare box. In the interest of including all potential options in the pursuit of a regionally balanced transit system, Metro Cities supports the repeal of the gag order on the Dan Patch Commuter Rail Line and opposes the imposition of legislative moratoriums on the study, planning, design, or construction of specific transit projects. In the interest of safety and traffic management, Metro Cities supports further study of rail safety issues relating to water quality protections, public safety concerns relating to derailments, traffic implications from longer and more frequent trains and the sensitive balance between rail commerce and the quality of life impacts on the communities through which they pass. 5-C Transit Financing Shifting demographics in the metropolitan region will mean increased demand for various modes of transit in areas with and without current transit service. MVST revenue projections are unpredictable, and the Legislature has repeatedly reduced general fund support for Metro Transit, which contributes to persistent operating deficits for regional transit providers. Operating subsidies necessary to support a regional system should come from regional and statewide funding sources and not local taxpayers. In recent years, state and regional resources for transit have diminished, with costs shifting to local taxpayers in the metropolitan area. A system of transit provides significant economic benefits to the state and metropolitan region and must be supported with state and regional revenue sources. In addition, capital costs for the expansion of the regional transit system should be supported through state and regional sources, and not the sole responsibility of local units of government. Metro Cities supports stable and predictable state and regional revenue sources to fund operating and capital expenses for all regional transit providers and Metro Mobility at a level sufficient to meet the growing operational and capital transit needs of the region and to expand the system to areas that lack sufficient transit service options. Metro Cities continues to support an advisory role for municipal officials in decisions associated with local transit projects. 53 Transportation 2020 Legislative Policies 5-D Street Improvement Districts Funding sources for local transportation projects are limited to the use of Municipal State Aid Street Program (MSAS), property taxes and special assessments. In addition, cities under 5,000 in population are not eligible for MSA. With increasing pressures on city budgets and limited tools and resources, cities are finding it increasingly difficult to maintain aging streets. Street improvement districts allow cities in developed and developing areas to fund new construction as well as reconstruction and maintenance efforts. The street improvement district is designed to allow cities, through a fair and objective fee structure, to create a district or districts within the city in which fees are raised on properties in the district and spent within the boundaries of the district. Street improvement districts would also aid cities under 5,000 with an alternative to the property tax system and special assessments. Metro Cities supports the authority of local units of government to establish street improvement districts. Metro Cities also supports changes to special assessment laws to make assessing state-owned property a more predictable process with uniformity in the payment of assessments across the state. 5-E Highway Turnbacks & Funding Cities do not have the financial capacity, other than through significant property tax increases, to absorb additional roadway responsibilities without new funding sources. The existing municipal turnback fund is not adequate based on contemplated turnbacks. Metro Cities supports jurisdictional reassignment or turnback of roads (Minn. Stat. § 161.16, subd. 4) on a phased basis using functional classifications and other appropriate criteria subject to a corresponding mechanism for adequate funding of roadway improvements and continued maintenance. Metro Cities does not support the wholesale turnback of county or state roads without the consent of municipality and the total cost, agreed to by the municipality, being reimbursed to the city in a timely manner. 5-F “3C” Transportation Planning Process: Elected Officials’ Role The Transportation Advisory Board (TAB) was developed to meet federal requirements, designating the Metropolitan Council as the organization that is responsible for a continuous, comprehensive and cooperative (3C) transportation planning process to allocate federal funds among metropolitan area projects. Input by local officials into the planning and prioritization of transportation investments in the region is a vital component of these processes. Metro Cities supports continuation of the TAB with a majority of locally elected municipal officials as members and participating in the process. 54 Transportation 2020 Legislative Policies 5-G Electronic Imaging for Enforcement of Traffic Laws Enforcement of traffic laws with cameras and other motions imaging technology has been demonstrated to improve driver compliance and safety. Metro Cities supports local law enforcement agencies having the authority to use such technology, including photos and videos, to enforce traffic laws. 5-H Transportation Network Companies and Alternative Transportation Modes The introduction of transportation network companies (TNC) such as Lyft and Uber, vehicle sharing and other wheeled transportation modes such as bicycles and scooters, require the need for local officials to determine licensing and inspection requirements for these modes, and to address issues concerning management over public rights-of-way. Cities have the authority to license rideshare companies, inspect vehicles, license drivers and regulate access to sidewalks and streets. Metro Cities supports the ability of local officials to regulate and establish fees on these transportation modes. Emerging and future transportation technologies have potentially significant implications for local public safety and local public service levels, the needs and impacts of which vary by community. 5-I Airport Noise Mitigation Acknowledging that the communities closest to MSP and reliever airports are significantly impacted by noise, traffic and other numerous expansion-related issues: • Metro Cities supports the broad goal of providing MSP-impacted communities greater representation on the Metropolitan Airports Commission (MAC). Metro Cities wants to encourage continued communication between the MAC commissioners and the cities they represent. Balancing the needs of MAC, the business community and airport host cities and their residents requires open communication, planning and coordination. Cities must be viewed as partners with the MAC in resolving the differences that arise out of airport projects and the development of adjacent parcels. Regular contact between the MAC and cities throughout the project proposal process will enhance communication and problem solving. The MAC should provide full funding for noise mitigation for all structures in communities impacted by flights in and out of MSP; and • Metro Cities supports noise abatement programs and expenditures and the work of the Noise Oversight Committee to minimize the impacts of MAC operated facilities on neighboring communities. The MAC should determine the design and geographic reach of these programs only after a thorough public input process that considers the priorities and concerns of impacted cities and their residents. The MAC should provide full funding for noise mitigation for all structures in communities impacted by flights in and out of MSP. 55 Transportation 2020 Legislative Policies 5-J Funding for Non-Municipal State Aid (MSAS) City Streets Cities under 5,000 in population do not directly receive any non-property tax funds for collector and arterial streets. Cities over 5,000 residents have limited eligibility for dedicated Highway User Tax Distribution Fund dollars, which are capped by the state constitution as being available for up to twenty percent of streets. Current County State Aid Highway (CSAH) distributions to metropolitan counties are inadequate to provide for the needs of smaller cities in the metropolitan area. Possible funding sources include the five-percent set-aside account in the Highway User Tax Distribution Fund, modification to county municipal accounts, street improvement districts, and/or state general funds. The 2015 Legislature created a Small Cities Assistance Account that is distributed through a formula to cities with populations under 5,000. The Account has received periodic one-time appropriations, but no stable or dedicated source of funding. Cities need long-term, stable, funding for street improvements and maintenance. Metro Cities supports additional resources and flexible policies to meet local infrastructure needs and increased demands on city streets. Metro Cities also supports sustainable state funding sources for non-MSAS city streets, including funding for the Small Cities Assistance Account as well as support for the creation and funding of a Large Cities Assistance Account. 5-K County State Aid Highway (CSAH) Distribution Formula Significant resource needs remain in the metro area CSAH system. Revenues provided by the Legislature for the CSAH system have resulted in a higher number of projects being completed, however, greater pressure is being placed on municipalities to participate in cost sharing activities, encumbering an already over-burdened local funding system. When the alternative is not building or maintaining roads, cities bear not only the costs of their local systems but also pay upward of fifty percent of county road projects. Metro Cities supports special or additional funding for cities that have burdens of additional cost participation in projects involving county roads. CSAH eligible roads were designated by county engineers in 1956 and although only 10 percent of the CSAH roads are in the metro area, they account for nearly 50 percent of the vehicle miles traveled. The CSAH formula passed by the Legislature in 2008 increased the amount of CSAH funding for the metropolitan area from 18 percent in 2007 to 21 percent in 2011. The formula helps to better account for needs in the metropolitan region, but is only the first step in addressing needs for additional resources for the region. Metro Cities supports a new CSAH formula more equitably designed to fund the needs of our metropolitan region. 5-L Municipal Input/Consent for Trunk Highways and County Roads 56 Transportation 2020 Legislative Policies State statutes direct the Minnesota Department of Transportation (MnDOT) to submit detailed plans, with city cost estimates, at a point one-and-a-half to two years prior to bid letting, at which time public hearings are held for community input. If MnDOT does not concur with requested changes, it may appeal. Currently, that process would take a maximum of three and a half months and the results of the appeals board are binding on both the city and MnDOT. Metro Cities supports the municipal consent process, and opposes changes to weaken municipal consent or adding another level of government to the consent process. Metro Cities opposes changes to current statutes that would allow MnDOT to disregard the appeals board ruling for state trunk highways. Such a change would significantly minimize MnDOT’s need to negotiate in good faith with cities for appropriate project access and alignment and would render the public hearing and appeals process meaningless. Metro Cities also opposes the elimination of the county road municipal consent and appeal process for these reasons. 5-M Plat Authority Current law grants counties review and comment authority for access and drainage issues for city plats abutting county roads. Metro Cities opposes any statutory change that would grant counties veto power or that would shorten the 120-day review and permit process time. 5-N MnDOT Maintenance Budget The state has failed in its responsibility for maintaining major roads throughout the state by requiring, through omission, that cities bear the burden of maintaining major state roads. MnDOT should be required to meet standards adopted by cities through local ordinances, or reimburse cities for labor, equipment and material used on the state’s behalf to improve public safety or meet local standards. Furthermore, if a city performs maintenance, the city should be fully reimbursed. Metro Cities supports MnDOT taking full responsibility for maintaining state-owned infrastructure and property, including, but not limited to, sound walls and right of way, within city limits. Metro Cities supports cooperative agreements between cities and MnDOT, which have proven to be effective in other parts of the state. Metro Cities supports adequate state funding for the maintenance of state rights-of-way. 5-O Transit Taxing District The transit taxing district, which funds the capital cost of transit service in the Metropolitan Area through the property tax system, is inequitable. Because the boundaries of the transit taxing district do not correspond with any rational service line nor is being within the boundaries a guarantee to receive service, cities within and outside of the taxing district are contributing 57 Transportation 2020 Legislative Policies unequally to the transit service in the Metropolitan Area. This inequity should be corrected. Metro Cities supports a stable revenue source to fund both the capital and operating costs for transit at the Metropolitan Council. However, Metro Cities does not support the expansion of the transit taxing district without a corresponding increase in service and an overall increase in operational funds. To do so would create additional property taxes without a corresponding benefit. 5-P Complete Streets A complete street may include: sidewalks, bike lanes (or wide paved shoulders), special bus lanes, comfortable and accessible public transportation stops, frequent and safe crossing opportunities, median islands, accessible pedestrian signals, curb extensions, narrower travel lanes and more. A complete street in a rural area will differ from a complete street in a highly urban area, but both are designed to balance safety and convenience for everyone using the road. Metro Cities supports options in state design guidelines for complete streets that would give cities greater flexibility to: • Safely accommodate all modes of travel; • Lower traveling speeds on local streets; • Address city infrastructure needs; and • Ensure livability in the appropriate context for each city. Metro Cities opposes state-imposed mandates that would increase street infrastructure improvement costs in locations and instances where providing access for alternative modes including cycling and walking are deemed unnecessary or inappropriate as determined by local jurisdictions. 58 2020 Legislative Policies Committee Rosters Municipal Revenue & Taxation Chair Patrick Trudgeon, City Manager, Roseville Lance Benninghoff Brooke Bordson, Senior Project Coordinator - Government Affairs, Metropolitan Council Kirt Briggs, Mayor, Prior Lake Sarah Brown, Treasury Analyst, St. Paul Daniel Buchholtz, City Administrator/Clerk/Treasurer, Spring Lake Park Gary Carlson, IGR Director, League of MN Cities Bruce DeJong, Finance Director, Centerville Jim Dickinson, City Administrator, Andover Lori Economy-Scholler, Chief Financial Officer, Bloomington Lisa Herbert, Finance Director, Rogers Christopher Hetland, Management Assistant, Cottage Grove Merrill King, Finance Director, Minnetonka Tom Lawell, City Administrator, Apple Valley Dean Lotter, City Manager, New Brighton Kristi Luger, City Manager, Excelsior John McCarthy, Interim Finance Director, St. Paul Melanie Mesko Lee, City Manager, Burnsville Justin Miller, City Administrator, Lakeville Madeline Mitchell, Budget Analyst, St. Paul Fatima Moore, Senior Government Relations Representative, Minneapolis Alysen Nesse, Government Relations Representative, Minneapolis Loren Olson, Government Relations Representative, Minneapolis Richard Paul, Councilmember, Blaine Dave Perrault, City Administrator, Arden Hills Candy Petersen, Councilmember, North St. Paul Trisha Pollock, Finance Manager, Victoria Gene Ranieri, Intergovernmental Relations Director, Minneapolis Steven Stahmer, City Administrator, Rogers Matt Stemwedel, City Manager, Coon Rapids Vince Workman, Councilmember, Burnsville ThaoMee Xiong, Intergovernmental Relations Director, St. Paul Nyle Zikmund, City Administrator, Mounds View 59 Committee Rosters 2020 Legislative Policies Housing & Economic Development Chair Bryan Hartman, HRA Program Manager, Bloomington Sarah Alig, Assistant to the City Administrator, Woodbury Ron Anderson, Councilmember, Edina Myron Bailey, Mayor, Cottage Grove Karl Batalden, Community Development Coordinator, Woodbury Brian Beeman, Assistant City Administrator, Mounds View Lance Benninghoff Josh Berg, Councilmember, Elko New Market Kim Berggren, Community Development Director, Brooklyn Park Brooke Bordson, Senior Project Coordinator - Government Affairs, Metropolitan Council Jody Brennan, Councilmember, Shakopee Connie Buesgens, Councilmember, Columbia Heights Ned Carroll, Councilmember, Plymouth Ricardo Cervantes, Director of Safety and Inspections, St. Paul Steve Elkins, Representative, MN House of Representatives Jenni Faulkner, Community Development Director, Burnsville Ben Gozola, Assistant Director of Community Assets and Development, New Brighton Shannon Guernsey, Executive Director, Minnesota NAHRO Janice Gundlach, Community Development Director, Roseville Ellen Hiniker, City Manager, White Bear Lake Julie Jeppson, Councilmember, Blaine Steve Juetten, Community Development Director, Plymouth Irene Kao, IGR Counsel, League of MN Cities Dan Kitzberger, Legislative Director, MN Housing Finance Agency Daniel Lightfoot, IGR Representative, League of MN Cities Brad Martens, City Administrator, Corcoran Fatima Moore, Senior Government Relations Representative, Minneapolis Alysen Nesse, Government Relations Representative, Minneapolis Bill Neuendorf, Economic Development Manager, Edina Bruce Nordquist, Community Development Director, Apple Valley Loren Olson, Government Relations Representative, Minneapolis David Olson, Community & Economic Development Director, Lakeville D'Ana Pennington, Policy Aide, Minneapolis Allison Polsfuss, Assistant to the City Administrator, Savage Dan Ryan, Councilmember, Brooklyn Center Ryan Schroeder, City Manager, West St. Paul Cara Schulz, Councilmember, Burnsville Tracy Shimek, Housing & Economic Development Coordinator, White Bear Lake Patrick Smith, Community Development Director, Victoria Bob Streetar, Community Development Director, Oakdale Sack Thongvanh, City Administrator, Falcon Heights Alyssa Wetzel-Moore, Community Development Director, Minnesota Housing Finance Agency Julie Wischnack, Community Development Director, Minnetonka ThaoMee Xiong, Intergovernmental Relations Director, St. Paul 60 Committee Rosters 2020 Legislative Policies Metropolitan Agencies Chair Gary Hansen, Councilmember, Eagan Doug Anderson, Mayor, Lakeville Susan Arntz, City Administrator, Waconia Karl Batalden, Community Development Coordinator, Woodbury Lance Benninghoff Daniel Besinaiz, Economic Development Intern, Coon Rapids Brooke Bordson, Senior Project Coordinator - Government Affairs, Metropolitan Council Matt Brown, Economic Development Coordinator, Coon Rapids Deb Calvert, Councilmember, Minnetonka Jim Dickinson, City Administrator, Andover Steve Elkins, Representative, MN House of Representatives Thomas Fletcher, Councilmember, Greenwood Tom Goodwin, Councilmember, Apple Valley Dana Hardie, City Manager, Victoria Elizabeth Kautz, Mayor, Burnsville Lisa Laliberte, Councilmember, Roseville Gregg Lindberg, Deputy City Manager, Burnsville Dean Lotter, City Manager, New Brighton Tim McNeil, Mayor, Dayton Mark McNeill, City Administrator, Mendota Heights Fatima Moore, Senior Government Relations Representative, Minneapolis Mark Nagel, Assistant City Administrator, Elko New Market Alysen Nesse, Government Relations Representative, Minneapolis Loren Olson, Government Relations Representative, Minneapolis Donna Schmitt, Mayor, Columbia Heights Wendy Wulff, Council Member District 16, Metropolitan Council ThaoMee Xiong, Intergovernmental Relations Director, St. Paul 61 Committee Rosters 2020 Legislative Policies Transportation & General Government Chair Jason Gadd, Mayor, Hopkins Sarah Alig, Assistant to the City Administrator, Woodbury Susan Arntz, City Administrator, Waconia Geralyn Barone, City Manager, Minnetonka Lance Benninghoff Josh Berg, Councilmember, Elko New Market Brooke Bordson, Senior Project Coordinator - Government Affairs, Metropolitan Council Kirt Briggs, Mayor, Prior Lake Ned Carroll, Councilmember, Plymouth Steve Elkins, Representative, MN House of Representatives Anne Finn, Assistant IGR Director, League of MN Cities Steve Fletcher, Councilmember, Minneapolis Mary Hamann-Roland, Mayor, Apple Valley Gary Hansen, Councilmember, Eagan Chris Hartzell, Engineering Director, Woodbury Mike Huang, Councilmember, Chaska Mary Hurliman, Public Works Director, Woodbury Irene Kao, IGR Counsel, League of MN Cities Dan Kealey, Councilmember, Burnsville Allyn Kuennen, Assistant City Administrator, Lakeville Daniel Lightfoot, IGR Representative, League of MN Cities Ann Lindstrom, IGR Representative, League of MN Cities Mark Maloney, Public Works Director, Shoreview Tom McCarty, City Administrator, Stillwater Mary McComber, Mayor , Oak Park Heights Fatima Moore, Senior Government Relations Representative, Minneapolis Heidi Nelson, City Administrator, Maple Grove Alysen Nesse, Government Relations Representative, Minneapolis Loren Olson, Government Relations Representative, Minneapolis Ryan Peterson, Public Works Director, Burnsville Allison Polsfuss, Assistant to the City Administrator, Savage Gene Ranieri, Intergovernmental Relations Director, Minneapolis Jess Robertson, Councilmember, Blaine Dan Ryan, Councilmember, Brooklyn Center Tim Sandvik, Assistant City Administrator, Vadnais Heights Craig Schlichting, Community Assets & Development Director/City Engineer, New Brighton Ellsworth Stein Michael Thompson, Public Works Director, Plymouth Kurt Ulrich, City Administrator, Ramsey Wally Wysopal, City Manager, Fridley ThaoMee Xiong, Intergovernmental Relations Director, St. Paul Nyle Zikmund, City Administrator, Mounds View 62 Budget Levy Limits and Local Control Oppose state limitations on local property tax levies. Support allowing local elected officials to make the best decisions to meet the needs of our local residents. Long-Term Transportation Funding Support stable and sufficient transportation funding for state and local roads. Support a balanced transportation package for roads, bridges and transit, including investments in suburban areas. Support the construction of the missing northbound third lane on Cedar Avenue, the expansion of the Apple Valley Transit Station and pedestrian safety improvements on Cedar Avenue including the installation of a pedestrian skyway at the 147th Street Station. Development Fees Support legislation that gives cities the ability to impose infrastructure and permit fees so the cost of new development is not shifted onto existing taxpayers. Sales Tax Exemption on Construction Materials Support legislation to streamline the process required for cities to secure the sales tax exemption on construction materials. Election Process Improvement by Expanding Early Voting and Protecting Privacy Support expansion of the time period for early voting. As shown in this last election, the opportunity to vote early is very popular. Early voting is less costly to administer in comparison to absentee voting. Currently State law limits early voting to only one week prior to the election and this should be extended to two weeks or longer. Since early voting is much more convenient, the timeline for in-person absentee voting should be reduced. Support revision to state law related to the Presidential Primary to better ensure privacy of voter information. Alcohol Distribution and Control Oppose legislation that would expand the sale of alcohol in grocery stores and other retail establishments. Such expansion would increase the likelihood of drunk driving and underage alcohol sales and consumption and would also have a detrimental economic impact on current off-sale retailers, including the City of Apple Valley. Modernize Data Practices Act Support changes to the Minnesota Data Practices Act to reflect today’s data intensive environment, protect municipalities from abusive or harassing requests and to compensate municipalities for overly broad and burdensome requests. Emerald Ash Borer Grant Assistance Support continued funding for community forestry in preparation/response to the Emerald ash borer (EAB) insect infestation. City of Apple Valley Legislative Policy Priorities for 2020 DRAFT City of Apple Valley Core Legislative Principles January 2020 Local Control Local Mayors and City Councilmembers are duly elected by their citizens and are in the best position to make decisions on behalf of their community. They are accountable for their decisions. State legislative decisions should reflect this understanding and local officials should be allowed to do the jobs they have been elected to do. Unfunded Mandates The imposition of state mandates and programs on local governments without the provision of state funding is contrary to the concept of local control. Excessive reporting requirements should be identified and eliminated. Any function or activity mandated by the State upon local governments should be fully and continuously funded by the State. Spending and Tax Lids The imposition of taxing or spending limits on local governments is contrary to the spirit and effectiveness of our system of representative government. Local tax and spending policy decisions should be made locally. Blanket limitations imposed statewide will have unintended consequences and will affect the ability to deliver essential publ ic services. Preserve Local Government Revenues The legislature should not withhold or seek to otherwise divert local funds into the State General Fund. Local policy makers must have the ability to generate and save sufficient revenues to cover the cost of day-to-day service delivery, as well as future capital costs. Job Creation and Promotion of Economic Growth The economic success of our state is tied directly to the economic success of our cities. Building strong cities takes a long-range coordinated effort that allows local leaders to make local economic development decisions based their communities’ vision for the future. The legislature should seek to maximize the number and type of economic development tools available to cities. Collaboration and Cooperation Local government jurisdictions within Dakota County have a long history of collaborating on ways to effectively and efficiently deliver necessary public services. The legislature should promote best management practices and provide incentives to further joint and collaborative practices around the state. 2020 Legislative Policies December 12, 2019 2020 Legislative Session Begins on February 11, 2020 Ends No Later than May 18, 2020 Inviting Legislative Delegation to January 9, 2020 Informal City Council Meeting Tonight Opportunity for Council to Discuss Legislative Policies and Provide Direction 2020 Legislative Policies League of Minnesota Cities 2020 Legislative Policies (Adopted November 7, 2019) Metro Cities 2020 Legislative Policies (Adopted November 14, 2019) Municipal Legislative Commission 2020 Legislative Policies (Draft discussed on December 4, 2019) Apple Valley’s Proposed Legislative Policy Priorities Budget Levy Limits and Local Control Oppose state limitations on local property tax levies. Support allowing local elected officials to make the best decisions to meet the needs of our local residents. Long-Term Transportation Funding Support stable and sufficient transportation funding for state and local roads. Support a balanced transportation package for roads, bridges and transit, including investments in suburban areas. Support the construction of the missing northbound third lane on Cedar Avenue, the expansion of the Apple Valley Transit Station and pedestrian safety improvements on Cedar Avenue including the installation of a pedestrian skyway at the 147th Street Station. Development Fees Support legislation that gives cities the ability to impose infrastructure and permit fees so the cost of new development is not shifted onto existing taxpayers. Pedestrian Skyway at 147 th Street Bonding Request Submitted to Minnesota Office of Management and Budget July 2019 Minnesota House Capital Investment Committee Visited on October 21, 2019 Apple Valley’s Proposed Legislative Policy Priorities Sales Tax Exemption on Construction Materials Support legislation to streamline the process required for cities to secure the sales tax exemption on construction materials. Election Process Improvement by Expanding Early Voting and Protecting Privacy Support expansion of the time period for early voting. As shown in this last election, the opportunity to vote early is very popular. Early voting is less costly to administer in comparison to absentee voting. Currently State law limits early voting to only one week prior to the election and this should be extended to two weeks or longer. Since early voting is much more convenient, the timeline for in- person absentee voting should be reduced. Support revision to state law related to the Presidential Primary to better ensure privacy of voter information. Alcohol Distribution and Control Oppose legislation that would expand the sale of alcohol in grocery stores and other retail establishments. Such expansion would increase the likelihood of drunk driving and underage alcohol sales and consumption and would also have a detrimental economic impact on current off-sale retailers, including the City of Apple Valley. Apple Valley’s Proposed Legislative Policy Priorities Modernize Data Practices Act Support changes to the Minnesota Data Practices Act to reflect today’s data intensive environment, protect municipalities from abusive or harassing requests and to compensate municipalities for overly broad and burdensome requests. Emerald Ash Borer Grant Assistance Support continued funding for community forestry in preparation/response to the Emerald ash borer (EAB) insect infestation. Apple Valley’s Core Legislative Principles Local Control Unfunded Mandates Spending and Tax Lids Preserve Local Government Revenues Job Creation and Promotion of Economic Growth Collaboration and Cooperation Further Discussion Mark Your Calendars… Municipal Legislative Commission Legislative Breakfast February 7, 2020 Eagan Community Center League of Minnesota Cities Legislative Conference March 18-19, 2020 St. Paul Thank You! I T E M: 4.A. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Minutes of November 26, 2019, Regular Meeting S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Approve the minutes of the regular meeting of November 26, 2019. S UM M ARY: T he minutes from the last regular C ity C ouncil meeting are attached for your review and approval. B AC K G RO UND: State statute requires the creation and preservation of meeting minutes which document the official actions and proceedings of public governing bodies. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Minutes CITY OF APPLE VALLEY Dakota County, Minnesota November 26, 2019 Minutes of the regular meeting of the City Council of Apple Valley, Dakota County, Minnesota, held November 26, 2019, at 7:00 o’clock p.m., at Apple Valley Municipal Center. PRESENT: Mayor Hamann-Roland; Councilmembers Bergman, Goodwin, Grendahl, and Hooppaw. ABSENT: None. City staff members present were: City Administrator Lawell, City Clerk Gackstetter, City Attorney Dougherty, Parks and Recreation Director Bernstein, Planner Bodmer, Police Captain Francis, Assistant City Administrator Grawe, Human Resources Manager Haas, Finance Director Hedberg, Public Works Superintendent Blommel Johnson, Community Development Director Nordquist, Police Chief Rechtzigel, Fire Chief Russell, and Public Works Director Saam. Mayor Hamann-Roland called the meeting to order at 7:00 p.m. Everyone took part in the Pledge of Allegiance led by Scouts Maddox Chann, Ethan Chiglo, Finnegan Ernste, Carter Hahn, Gabe Little, Nathan Metzger, and Colten Woodruff, and Den Leader Jessica Hahn, from Pack 298. Councilmember Goodwin joined the meeting at 7:03 p.m. APPROVAL OF AGENDA MOTION: of Grendahl, seconded by Hooppaw, approving the agenda for tonight’s meeting, as presented. Ayes - 5 - Nays - 0. AUDIENCE Mayor Hamann-Roland asked if anyone was present to address the Council, at this time, on any item not on this meeting’s agenda. No one requested to speak. CONSENT AGENDA Mayor Hamann-Roland asked if the Council or anyone in the audience wished to pull any item from the consent agenda. There were no requests. MOTION: of Bergman, seconded by Goodwin, approving all items on the consent agenda with no exceptions. Ayes - 5 - Nays - 0. CONSENT AGENDA ITEMS MOTION: of Bergman, seconded by Goodwin, approving the minutes of the special meeting of November 14, 2019, as written. Ayes - 5 - Nays - 0. CITY OF APPLE VALLEY Dakota County, Minnesota November 26, 2019 Page 2 MOTION: of Bergman, seconded by Goodwin, adopting Resolution No. 2019-137 accepting, with thanks, the donation of $250,000.00 from Paul Rosenau for a covered ceremony shelter at Lebanon Cemetery. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, approving the Agreement for a donation towards the construction of a covered ceremony shelter at Lebanon Cemetery with Paul Rosenau, and authorizing the Mayor and City Clerk to sign the same. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, approving issuance of a lawful gambling exempt permit, by the State Gambling Control Board, to Eastview High School Senior Party, for use on March 1, 2020, at Bogart’s Entertainment Center, 14917 Garrett Avenue, and waiving any waiting period for State approval. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, adopting Resolution No. 2019-138 amending the 2019 Operating Budget for specific items. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, approving release of Natural Resources Management Permit financial guarantees for Apple Villa Apartments and Cortland 6th Addition, as listed in the Natural Resources Technician’s memo. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, proclaiming November 30, 2019, as “Small Business Saturday” and urging the residents of our community, and communities across the country, to support small businesses and merchants on Small Business Saturday and throughout the year. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, adopting Resolution No. 2019-139 approving an extension of the site plan and building permit for a self-storage facility on Lot 1, Block 1, Reliable Mini Warehouses of Apple, with conditions as recommended by the Planning Commission. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, adopting Resolution No. 2019-140 directing the preparation of plans and specifications for Project 2020-113, Longridge Reservoir Rehabilitation. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, authorizing the solicitation of quotes for engineering services for Project 2020-113, Longridge Reservoir Rehabilitation. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, accepting Project 2018-117, Fiber Optic Extension to Water Towers, as complete and authorizing final payment on the agreement with Comlink Midwest, LLC, in the amount of $12,348.20. Ayes - 5 - Nays - 0. CITY OF APPLE VALLEY Dakota County, Minnesota November 26, 2019 Page 3 MOTION: of Bergman, seconded by Goodwin, approving the personnel actions as listed in the Personnel Report dated November 26, 2019. Ayes - 5 - Nays - 0. MOTION: of Bergman, seconded by Goodwin, approving the claims and bills, check registers dated November 6, 2019, in the amount of $691,828.16, and November 13, 2019, in the amount of $793,024.21. Ayes - 5 - Nays - 0. END OF CONSENT AGENDA OPERATOR MERITORIOUS AWARD – ROGER DINGMAN Mr. Saam introduced this item. American Water Works Association (AWWA) representatives Bert Tracy and Carol Blommel Johnson commented on the achievements of Roger Dingman and then presented him with the Minnesota Section AWWA Operator Meritorious Award for his outstanding service as a water treatment plant operator. The City Council congratulated Mr. Dingman on receiving this prestigious award 2020 ON-SALE LIQUOR AND WINE LICENSE RENEWALS Ms. Gackstetter reviewed her memo regarding renewal applications for On-Sale Intoxicating Liquor, Club, Concessionaire, Wine, and 3.2 Percent Malt Liquor licenses for 2020. She noted receipt of the affidavit of publication of the hearing notice and stated no comments have been received. Ms. Gackstetter stated that although the On-Sale 3.2 Percent Malt Liquor renewal licenses are included in the public hearing this evening, action on all 3.2 Percent Malt Liquor licenses will take place at a later date. Mayor Hamann-Roland called the public hearing to order at 7:15 p.m. to consider renewal applications for On-Sale Intoxicating Liquor, Club, Concessionaire, Wine, and 3.2 Percent Malt Liquor licenses for the year 2020. The Mayor asked for questions or comments from the Council and the audience. There were none and the hearing was declared closed at 7:16 p.m. MOTION: of Bergman, seconded by Goodwin, approving renewal, for 2020, of On-Sale Intoxicating Liquor, Club On-Sale Intoxicating Liquor, Concessionaire On-Sale Intoxicating Liquor, Special License for Sunday Liquor Sales, and On-Sale Wine licenses, subject to receipt of the necessary fees and documents, by adopting Resolutions No. 2019-141 for Apple Minnesota, LLC, d/b/a Applebee's Neighborhood Grill & Bar; No. 2019-142 for Apple Valley Grill, LLC, d/b/a Wild Bill’s Sports Saloon; No. 2019-143 for Blazin Wings, Inc., d/b/a Buffalo Wild Wings; No. 2019-144 for CCH, LLC, d/b/a Celts Craft House; No. 2019- 145 for DDJ Crooked Pint Apple Valley, Inc., d/b/a Crooked Pint Ale House; No. 2019-146 for E1 Azteca Apple, Inc., d/b/a El Azteca Mexican Restaurant; No. 2019-147 for LoKo Bowling, Inc., d/b/a Bogart’s Entertainment Center; No. 2019-148 for LSP Ventures, Inc., d/b/a Rascals Apple Valley Bar & Grill; No. CITY OF APPLE VALLEY Dakota County, Minnesota November 26, 2019 Page 4 2019-149 for MJA Restaurants Apple Valley, LLC, d/b/a PR’s Sports Bar; No. 2019-150 for M, S & R, III, LLC, d/b/a Masu Sushi and Noodle; No. 2019-151 for Osaka AV, Inc., d/b/a Osaka Seafood Steakhouse; No. 2019-152 for PBAV- Sanders, LLC, d/b/a Panino Brothers; No. 2019-153 for Pear One, Inc., d/b/a The Pear at Valleywood; No. 2019-154 for Red Robin International, Inc., d/b/a Red Robin Gourmet Burgers & Brews; No. 2019-155 for Vivo Restaurants, LLC, d/b/a Vivo; No. 2019-156 for Wadsworth Old Chicago, Inc., d/b/a Old Chicago; No. 2019-157 for Apple Valley American Legion, Post 1776; No. 2019-158 for Lancer Food Service, Inc., d/b/a Lancer Food Service; No. 2019-159 for Chipotle Mexican Grill of Colorado, LLC, d/b/a Chipotle Mexican Grill; No. 2019-160 for D & D of Minnesota, Inc., d/b/a Famous Dave's BBQ Shack; No. 2019-161 for Ooka Bistro, Inc., d/b/a Ooka; and No. 2019-162 for Smashburger Acquisition Minneapolis, LLC, d/b/a Smashburger #1317. Ayes - 5 - Nays - 0. ASPEN DENTAL SIGN VARIANCE Ms. Bodmer reviewed the request by Chandler Signs and Sign Crafters on behalf of Aspen Dental and the property owner, 14750 Cedar, LLC, for a sign variance at 14750 Cedar Avenue. She stated that on November 6, 2019, the Planning Commission failed to recommend approval of the variance to increase the building signs from 40 sq. ft. to 57 sq. ft. Discussion followed. MOTION: of Grendahl, seconded by Hooppaw, adopting Resolution No. 2019-163 denying the 17-foot sign variance on Lot 1, Block 2, Apple Valley Commercial Addition (14750 Cedar Avenue), as recommended by the Planning Commission. Discussion continued. Mr. Michael Lawrance, of Sign Crafters, said he is not asking for 17 square feet of additional signage. He believes he is only asking for a total of 40 square feet. He then asked the Council to consider changing the measuring statistic. Councilmember Hooppaw noted the request does not meet the legal requirement for a variance. The Council continued discussion. Vote was taken on the motion: Ayes - 5 - Nays - 0. ORDINANCE AMENDING PEDDLER & SOLICITOR REGULATIONS Ms. Gackstetter gave the first reading of an ordinance amending Chapter 114 of the City Code regarding peddler and solicitor regulations. The ordinance was prepared by the City Attorney. The Council accepted the first reading. The second reading will be December 12, 2019. CITY OF APPLE VALLEY Dakota County, Minnesota November 26, 2019 Page 5 COMMUNICATIONS Mayor Hamann-Roland said earlier this evening the Council proclaimed November 30, 2019, as “Small Business Saturday”. She thanked Charles Grawe and The RAVE Brass for the beautiful music during the tree lighting ceremony. Mr. Lawell announced the City is still looking for election judges to work in 2020 and encouraged those interested in working to apply. CALENDAR OF UPCOMING EVENTS MOTION: of Grendahl, seconded by Goodwin, approving the calendar of upcoming events as included in the Deputy City Clerk’s memo, and noting that each event listed is hereby deemed a Special Meeting of the City Council. Ayes - 5 - Nays - 0. CLOSE MEETING, LABOR NEGOTIATIONS Mayor Hamann-Roland requested a motion to close the meeting under the exceptions to the open meeting law to discuss labor negotiations. MOTION: of Goodwin, seconded by Bergman, to enter into a closed meeting and convene in closed session to discuss AFSCME and LELS union labor negotiations. Ayes - 5 - Nays - 0. The Council convened in the Regent Conference Room at 7:48 p.m. In attendance were Mayor Hamann-Roland; Councilmembers Bergman, Goodwin, Grendahl, and Hooppaw; City Administrator Lawell; City Clerk Gackstetter; Human Resources Manager Haas; Parks and Recreation Director Bernstein; Police Captain Francis; Finance Director Hedberg; Police Chief Rechtzigel; and Public Works Director Saam. The meeting was tape recorded as required by law. The Council reconvened in open session at 8:08 p.m. MOTION: of Grendahl, seconded by Hooppaw, to adjourn. Ayes - 5 - Nays - 0. The meeting was adjourned at 8:09 o’clock p.m. Respectfully Submitted, /s/ Pamela J. Gackstetter Pamela J. Gackstetter, City Clerk Approved by the Apple Valley City Council on . Mary Hamann-Roland, Mayor I T E M: 4.B. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove S tate Gambling Exempt P ermit for B V United S occer Club, at J ohnny Cake A ctivity Center, 14255 J ohnny Cake Ridge Road, on J une 27, 2020 S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Approve issuance of a lawful gambling exempt permit, by the State Gambling C ontrol Board, to BV United Soccer C lub, for use on J une 27, 2020, at the J ohnny C ake Activity Center, 14255 J ohnny C ake Ridge Road, and waiving any waiting period for State approval. S UM M ARY: BV United Soccer C lub, submitted an application for a gambling event to be held at the J ohnny C ake Activity Center, 14255 J ohnny C ake Ridge Road, on J une 27, 2020. T he application is on file should you wish to review it. B AC K G RO UND: Exempt permits to conduct lawful gambling activities, on five or fewer days in a calendar year, for qualified nonprofit organizations, are issued by the State Gambling Control Board. Issuance is subject to approval or denial by the city in which the gambling activity is to be conducted. B UD G E T I M PAC T: N/A I T E M: 4.C. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Changes in Officers for Smashburger A cquisition Minneapolis, L L C, d/b/a Smashburger #1317, in Connection with On-Sale W ine and 3.2 Percent Malt L iquor L icenses at 7394 153rd S treet W., Suite 100 S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Approve the changes in officers for Smashburger Acquisition Minneapolis, LLC, d/b/a Smashburger #1317, in connection with the On-Sale Wine and 3.2 Percent Malt Liquor Licenses located at 7394 153rd Street W., Suite 100, naming C arl J oseph Bachmann as President and Tyrone Lewis Lufman as Senior Vice President and General C ounsel. S UM M ARY: Smashburger A cquisition Minneapolis, LLC , d/b/a Smashburger #1317 has filed applications for changes in officers required in connection with its On-Sale Wine and 3.2 Percent Malt Liquor Licenses at 7394 153rd Street W., Suite 100. Mr. C arl J oseph Bachmann is being named President and Mr. Tyrone Lewis Lufman is being named Senior Vice President and General Counsel. Personal information forms have been filed on the individuals and the Police Department has conducted the necessary background investigations. T he information is on file should you wish to review it. B AC K G RO UND: City C ode Section 111.34 provides for C ity Council approval of such changes. B UD G E T I M PAC T: N/A I T E M: 4.D. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Renewal of 3.2 Percent Malt L iquor L icenses for 2020 S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Approve the renewal and issuance of On-Sale and O ff-Sale 3.2 Percent Malt Liquor Licenses for 2020 to licensees per the attached list, subject to receipt of the necessary documents. S UM M ARY: Applications for 2020 renewal of 3.2 Percent Malt Liquor Licenses have been received from the licensees listed on the attached page. T he Police and Fire Department have reviewed the list of licensees and indicate there are no issues which would preclude renewing the licenses. T he Finance Department has confirmed these businesses are current with their property taxes. None of the licensees are on the delinquent taxpayers list provided by the Minnesota Department of Revenue as posted on the Alcohol and Gambling Enforcement Division’s website. In addition, the Minnesota Department of A griculture and the Minnesota Department of Health have not indicated there are any issues. T he renewal of licenses may be approved by the C ouncil subject to receipt of the necessary documents and remaining fees which are due by December 15. B AC K G RO UND: As required by C ity Ordinance, the C ity Council held a public hearing on the renewal of On- Sale 3.2 Percent Malt Liquor Licenses on November 26, 2019. No comments were received. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Background Material CITY OF APPLE VALLEY 2020 3.2 MALT LIQUOR LICENSE RENEWALS On-Sale 3.2 Percent Malt Liquor: 1. Chipotle Mexican Grill of Colorado, LLC, d/b/a Chipotle Mexican Grill, 7638 150th Street W. 2. D & D of Minnesota, Inc., d/b/a Famous Dave’s BBQ Shack, 7593 147th Street W. 3. Ooka Bistro, Inc., d/b/a Ooka, 6520 150th Street W., Suite 400 4. Smashburger Acquisition Minneapolis, LLC, d/b/a Smashburger #1317, 7394 153rd Street W., Suite 100 5. Super World, Inc., d/b/a Super World Buffet, 15050 Cedar Avenue, Suite 111 Off-Sale 3.2 Percent Malt Liquor: 1. Emperor Twyst, Inc., d/b/a Gardenview Shell, 206 County Road 42 2. Kwik Trip, Inc., d/b/a Kwik Trip #397, 15065 Dodd Boulevard 3. Kwik Trip, Inc., d/b/a Kwik Trip #406, 7545 145th Street W. 4. Kwik Trip, Inc., d/b/a Kwik Trip #421, 14941 Florence Trail 5. Kwik Trip, Inc., d/b/a Kwik Trip #695, 13357 Palomino Drive 6. Lakes Venture, LLC, d/b/a Fresh Thyme Farmers Market, 14880 Florence Trail 7. Northern Tier Retail, LLC, d/b/a Speedway, 15020 Garrett Avenue 8. Supervalu, Inc., d/b/a Cub Foods, 15350 Cedar Avenue 9. Target Corporation, 15150 Cedar Avenue 10. Target Corporation, 15560 Pilot Knob Road 11. Walmart, Inc., d/b/a Walmart #2642, 7835 150th Street W. I T E M: 4.E. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Renewal of L icenses to Sell Tobacco or Tobacco Products for 2020-2021 S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Approve renewal of the licenses to Sell Tobacco or Tobacco Products for 2020-2021, subject to receipt of the necessary documents. S UM M ARY: Applications for Licenses to Sell Tobacco or Tobacco Products for 2020-2021 have been received from the licensees listed below. T hey are issued on an biennial basis. T he current licenses will expire on December 31, 2019. T he following twenty-five applications have been reviewed and are in order to be approved by the C ouncil, subject to receipt of the necessary documents. T he information is on file should you wish to review it. 1. Apple Valley American Legion, Post 1776, 14521 Granada Drive 2. Apple Valley Tobacco and Vape, Inc., d/b/a Apple Valley Tobacco and Vape, 7539 148th Street W. 3. City of Apple Valley d/b/a Apple Valley Liquor Store #1, 7525 148th Street W. 4. City of Apple Valley d/b/a Apple Valley Liquor Store #2, 14261 Essex Avenue 5. City of Apple Valley d/b/a Apple Valley Liquor Store #3, 5470 157th Street W. 6. City of Apple Valley d/b/a Valleywood Golf Course, 4851 McAndrews Road 7. Dana Marathon, LLC, 14050 Pilot Knob Road 8. Dana Market, LLC, 14265 Essex Avenue 9. Emperor Twyst, Inc., d/b/a Boosh!, 213 C ounty Road 42 10. Emperor Twyst, Inc., d/b/a Gardenview Shell, 206 C ounty Road 42 11. Hidalgo Market, Inc., d/b/a Hidalgo Market Bakery, 14851 Granada Avenue 12. Holiday Stationstores, LLC, 5980 149th Street W. 13. Kath Fuel Oil Service Co., 15550 C edar Avenue 14. Kwik Trip, Inc., d/b/a Kwik Trip #397, 15065 Dodd Boulevard 15. Kwik Trip, Inc., d/b/a Kwik Trip #406, 7545 145th Street W. 16. Kwik Trip, Inc., d/b/a Kwik Trip #421, 14941 Florence Trail 17. Kwik Trip, Inc., d/b/a Kwik Trip #695, 13357 Palomino Drive 18. Northern Tier Retail, LLC , d/b/a Speedway, 15020 Garrett Avenue 19. PRG Market, LLC, d/b/a Holiday Franchise Store 3802, 14113 Galaxie Avenue 20. River C ountry C ooperative d/b/a Speedway #4796, 4812, 15050 Galaxie Avenue 21. Sam’s West, Inc., d/b/a Sam’s C lub #4736, 14940 Florence Trail 22. Supervalu, Inc., d/b/a C ub Foods, 15350 Cedar Avenue 23. Walgreen Co., d/b/a Walgreens, 15250 C edar Avenue 24. Walgreen Co., d/b/a Walgreens, 14020 Pilot Knob Road 25. Walmart Inc., d/b/a Walmart #2642, 7835 150th Street W. B AC K G RO UND: N/A B UD G E T I M PAC T: N/A I T E M: 4.F. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: 2020 City Council Meeting Schedule S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: 1. Set the 2020 C ity C ouncil regular meeting schedule, in accordance with adopted policy, on the second and fourth T hursdays of each month. 2. Set a special informal meeting on March 6, 2020, at 8:30 a.m. at C amp Sacajawea Retreat Center, 5121 McAndrews Road, for annual goal setting session. S UM M ARY: In accordance with current policy, following is the tentative schedule of regular C ity C ouncil meetings for the year 2020. Typically, regular meetings begin at 7:00 p.m. and informal meetings begin at 5:30 p.m. prior to the first regular meeting of each month and are held at the Municipal C enter. To accommodate the League of Minnesota Cities C onference, the second meeting in J une has been canceled. 5:30 p.m. 7:00 p.m. Informal Meetings Regular Meetings J an 9 J an 9 23 Feb 13 Feb 13 27 Mar 12 Mar 12 26 Apr 9 Apr 9 23 May 14 May 14 28 J une 11 J une 11 *** J uly 9 J uly 9 23 Aug 13 Aug 13 27 Sept 10 Sept 10 24 Oct 8 Oct 8 22 Nov 12 Nov 12 24 Dec 10 Dec 10 22 In addition, staff recommends the C ity C ouncil set a special informal meeting for the purposes of conducting the annual goal setting session on March 6, 2020, at 8:30 a.m. at Camp Sacajawea Retreat C enter in Apple Valley. B AC K G RO UND: Regular Meeting Date Criteria Per Adopted Policy: Agenda packet preparation will take place on Mondays preceding regular C ouncil meetings unless it is a holiday or the meeting is on Tuesday. If the Council meeting is on a Tuesday, the agenda packet preparation will take place on the preceding Friday. Regular C ouncil meetings will be held on the second and fourth T hursdays unless that or the following Friday is a holiday; in which case, the C ouncil will meet on Tuesday of that week. B UD G E T I M PAC T: N/A I T E M: 4.G. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove 2020 Rates for City A ttorney S ervices S taff Contact: Charles Grawe, A ssistant City A dministrator Department / Division: Administration / I nformation Technologies AC T I O N RE Q UE S T E D: Approve 2020 rates for C ity Attorney services. S UM M ARY: Attached is a letter from Michael D ougherty of the firm D ougherty, Molenda, Sofest, Hills & Bauer, P.A. requesting a 3.0 percent increase in the retainer fees for legal services effective J anuary 1, 2020. A similar increase of 3.0 percent was proposed for these services as part of the 2020 budget document. Staff recommends that the C ity Council approve the rate schedule. B AC K G RO UND: Each year, the City Attorney submits rates charged to the city for various services. B UD G E T I M PAC T: T he proposed rates were anticipated in the 2020 proposed budget. T he general municipal monthly retainer is proposed to increase from $14,545.29 to $14,982.00. T he criminal prosecution monthly retainer is proposed to increase from $28,198.93 to $29,045.00. T here are also similar percentage changes to the hourly rates for development and miscellaneous work. AT TAC HM E NT S : L etter I T E M: 4.H. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Reduction of Financial Guarantee S taff Contact: J oan Murphy, Department A ssistant Department / Division: Community Development Department AC T I O N RE Q UE S T E D: Approve reduction of financial guarantee. S UM M ARY: T he C ity holds numerous financial guarantees to ensure the installation of certain improvements in new developments, as well as to assure protection of natural resources. Staff review of the status of this development indicates that the following action is in order: 1.Apple Valley Wasatch (PC17-32-SFG B) LO C #2088 Original Deposit on 5/5/18 $416,284.00 Reduced 1/24/19 to $204,053.00 Reduce now to $87,984.00 B AC K G RO UND: N/A B UD G E T I M PAC T: N/A I T E M: 4.I . C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A ccept Central Maintenance Facility S pace Needs Report S taff Contact: Matt Saam, Public Works Director Department / Division: P ublic Works Department AC T I O N RE Q UE S T E D: Accept the final C entral Maintenance Facility Space Needs/Facility Assessment Report. S UM M ARY: For the past couple of years, staff has been working with a consultant, Oertel Architects, on a Space Needs/Facility Assessment for the C ity’s aging C entral Maintenance Facility (C MF) property. T he final draft of the report is now complete and ready for Council acceptance. T he Council previously saw firsthand many of the issues/concerns addressed in the Space Needs/Facility Assessment Report at the 10/10/19 site tour of C MF. T he Executive Summary of the attached Report proposes a 3-phase construction plan to renovate the existing building and add on additional building space to the site. A summary of the major site improvements proposed in the report include: • Renovation and A D A improvements to the existing building/office area • New Police garage and locker room area • New Vehicle Storage area • New Vehicle Maintenance area B AC K G RO UND: T he original building on the C MF site was constructed in 1969 and is 50-years old. An addition to the original building on the site was completed in 1987. In 2015, a new wash bay was completed as part of the Water Treatment Plant expansion project. B UD G E T I M PAC T: T he estimated cost for all improvements included in the report is $13.9M. C urrently, no funding is contained within the C ity’s 5-year C IP (C apital Improvement Plan) for this project. Going forward, staff will work with the C ity’s Finance Director and City Administrator to propose a project funding timeline to bring back to the Council for consideration. AT TAC HM E NT S : Report 0 CITY OF APPLE VALLEY CENTRAL MAINTENANCE FACILITY ASSESSMENT PREPARED BY: OERTEL ARCHITECTS, Ltd. 1795 St. Clair Avenue St. Paul, MN 55105 (651) 696-5186 www.oertelarchitects.com 1 November 21, 2019 (Update) Mr. Matt Saam, P.E., Public Works Director City of Apple Valley 7100 147th St. W. Apple Valley, MN 55124 RE: CITY OF APPLE VALLEY CENTRAL MAINTENANCE FACILITY ASSESSMENT INTRODUCTION In July of 2017, our firm was hired to perform an assessment of the Central Maintenance Facility by the City of Apple Valley. Our firm has met with staff, toured and reviewed the facility, prepared a space needs program, developed planning options, and prepared this report. As part of this report, we have included project budget estimates for potential planning option components. Please note that the costs indicated herein are based on current and past costs for similar projects. Since our firm plans and designs numerous similar projects each year, we have a good reference point of current and prevailing costs. This includes not only estimated construction costs but related project costs as well so that the city can better understand the full scope and cost of a project. The results of this study are included herein and summarized in a brief format. This includes the following: ▪ Basis of Assessment ▪ Overview of existing conditions (graphic and written format) ▪ Summary of Space Needs ▪ Project Cost Estimates / Budget ▪ Preferred Master Plan (graphic format) ▪ Space Needs Program (as an attachment) In addition, large scale drawings were provided to the city since some of the details do not translate as well on the smaller scale drawings included herein. 2 TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................................................. 3 BASIS OF ASSESSMENT ................................................................................................................................. 7 POPULATION GROWTH ............................................................................................................................ 7 EXISTING FACILITY GROWTH .................................................................................................................... 7 STAFFING .................................................................................................................................................. 7 FLEET MAKE-UP ........................................................................................................................................ 8 LANE MILE DEMAND ................................................................................................................................ 9 CURRENT INDUSTRY DESIGN STANDARDS .............................................................................................. 9 ON-SITE TOURS AND STAFF INTERVIEWS ................................................................................................ 9 EXISTING FACILITY EVALUATION ............................................................................................................... 10 SITE RELATED CONCERNS ....................................................................................................................... 10 BUILDING RELATED CONCERNS ............................................................................................................. 10 SITE AND EXISTING BUILDING ASSESSMENT ............................................................................................. 12 SITE .......................................................................................................................................................... 12 OFFICE AREA: ADMINISTRATIVE ........................................................................................................... 12 OFFICE AREA: LUNCH ROOM / LOCKER ROOMS / TRAINING ROOM .................................................. 13 OFFICE AREA: OTHER ............................................................................................................................. 14 VEHICLE MAINTENANCE ......................................................................................................................... 15 VEHICLE STORAGE .................................................................................................................................. 17 WASH BAY .............................................................................................................................................. 19 SHOP AREAS............................................................................................................................................ 20 POLICE STORAGE .................................................................................................................................... 20 CENTRAL RECEIVING / QUARTERMASTER ............................................................................................. 21 BUILDING EXTERIOR ............................................................................................................................... 21 SUPPORT BUILDINGS- JOHNNY CAKE SITE ............................................................................................ 22 SECURITY AND CONTROL ....................................................................................................................... 22 PREFERRED EXPANSION OPTIONS ............................................................................................................. 23 ATTACHMENTS A. RENOVATION/ EXPANSION CONCEPT SITE AND BUILDING PLANS B. BUILDING PROGRAM/ PROPOSED EXPANSION OVERVIEW C. PROJECT BUDGET BREAKDOWN D. CURRENT FLEET BREAKDOWN E. VEHICLE RETENTION POLICY F. CERTIFIED LANE MILES 3 EXECUTIVE SUMMARY Oertel Architects performed an analysis of the facility for building condition, general code compliance, operational functionality, and predicted future growth and needs. Below is an outline of our recommendations and budget allowances. Identification of Needs The building was analyzed in terms of current building layout and review, condition assessment, departmental and staff interviews, our program analysis, comparison to other facilities within the metro, and current overall industry standards. The following areas were identified as current needs within the facility: a. ADA Compliance Upgrades at the Upper Office Area - $1,136,090.75 The current training, lunchroom, and locker rooms are located on the upper level without an elevator or other provisions for ADA access. The locker room/restrooms are not accessible in terms of clearances, counter mounting heights, etc. The kitchen area is not accessible in terms of counter heights, appliances, required prep area, etc. These needs, coupled with the overall need for additional space for large training events, additional and separate shared computer area, and a larger restroom and locker area makes this scope of work a priority item. b. New Vehicle Maintenance Area - $4,058,642.38 The Vehicle Maintenance area was one of the key needs identified during the study. The current space lacks the floor area, ceiling clearance, equipment, overhead door clearance, and mechanical/electrical infrastructure necessitated by current equipment and service demands. In addition, the layout of the area causes some entering/exiting and operational flow issues. A retrofit of the current area would be costly and technically infeasible. Looking at the cost/benefit, it makes sense to pursue new construction to meet these needs. In addition, the existing vehicle bays are open clear span areas that provide the flexibility to be effectively re-purposed to meet other identified program needs. c. Parks Department Expansion/Consolidation - $688,146.76 Currently, the Parks Department works primarily out of CMF and two satellite facilities. While there are some efficiencies inherent to keeping critical equipment close to the area being served and the department would continue to need a satellite facility in some capacity, staff indicated that having enough room for shared portions of the fleet, adequate offices for supervisors, and a room for morning muster and staff meetings at the main facility would aid in communication, 4 organization, and overall staff satisfaction. The needs and location of the parks shop, carpentry shop, and small engine repair area should be reviewed as part of this spacing scope. It is our recommendation that this work should be done in conjunction with the Fleet Maintenance relocation and that the current mechanic's area is renovated to accommodate the Parks Department. d. Police Relocation - $2,516,605.66 The current police area was not originally designed for police department use and lacks adequate ventilation, employee privacy at the locker area, ADA access, etc. We were also unable to identify any code compliant floor drains or flammable waste traps within the building which would be required for vehicle storage. The ultimate desire expressed by the Police Department is to relocate the operation to City Hall. A secondary strategy involving land acquisition and a standalone facility is also a part of the discussion. However, until there is a resolution on the preferred direction, adequate space and consideration for squad car storage will be accommodated on the CMF site. While it would be possible to retrofit the current building, it is our opinion that given the building age, condition, and prime location on the site, it would make sense to provide a new replacement building or an addition elsewhere on site. e. New Vehicle Storage Area - $3,384,305.25 As stated in the report, sometimes a building issue comes down to a simple need for more room. This certainly is the case with vehicle storage as the department simply lacks the room to store all of the vehicles inside, even with double and triple handling and parking in the drive lanes. f. Parks Department Satellite Building - $470,934.11 The use of satellite buildings by the Parks Department is a logical and effective approach to workflow and equipment management. However, as outlined in the report, the current building is not meeting the current needs of the department or baseline code requirements. Our recommendation would be to consolidate the facilities in one location with the primary purpose of keeping all equipment under cover. As noted above, the primary functions of the department would be consolidated at CMF in a renovated area. g. Office Expansion/Addition - $1,281,536.19 The primary needs at the office area include a large conference room, a small conference, expanded and updated break room, ADA compliant restrooms, and a consolidated tech room. Most of these scope items can be achieved within the current building footprint. A small building 5 addition might be required depending on other identified needs like Shop Re-organization, Parks Department Expansion, etc. h. Re-organization - $374,679.08 There are a number of individual items that were discussed throughout the process. As the departments shift and relocate within the building, it is our hope that items like centralized storage, archival document storage, expanded sign storage, etc. can be achieved in a re- configured shop area. There will also be mechanical and electrical needs discovered throughout the renovation. Again, we would like to see a strong attempt to consolidate equipment in a centralized location as the facility currently has a number of locations and systems scattered throughout the building. Critical Path As stated in the report, the phasing of these types of projects is a critical component in terms of operational continuity and potential financial cost/benefit. We have tried to identify the scopes of work that are most pressing while combining some items due to potential synergies and a common-sense approach to achieving the most work at the lowest cost. For the purposes of budgeting, each component has been treated as a separate project. It should be noted that bidding the entire scope of work can reduce the overall cost of the project through economies of scale, eliminating redundancies in supervision, overhead, and profit, and avoiding inflation over a number of years. It is understood however that this is not always feasible or desirable for other reasons. 6 BUILDING SPACE BREAKDOWN Existing Building 47,780 SF First Floor 9,130 SF Second Floor/Mezzanine 56,910 SF Total New Building 1,200 SF Office 18,240 SF Vehicle Maintenance 19,575 SF Vehicle Storage 39,015 SF Total Renovation 19,400 SF First Floor 6,400 SF Second Floor 25,800 SF Total Police Relocation 10,400 SF Total Parks Satellite Building 1,600 SF Total EXPANSION/RENOVATION PHASING AND BUDGETS Phase 1: ADA Compliance Upgrades at Upper Office Area $1,136,090.75 Police Relocation $2,516,605.66 New Vehicle Storage Area $3,384,305.25 Phase 1 Subtotal $7,037,001.66 Phase 2: New Vehicle Maintenance Area $4,058,642.38 Parks Department Expansion/Consolidation $688,146.76 New Parks Department Satellite Facility $470,934.11 Phase 2 Subtotal $5,217,723.25 Phase 3: Office Expansion $700,705.30 Office Renovation $580,830.89 Shop Re-organization $374,679.08 Phase 3 Subtotal $1,656,215.27 Total $13,910,940.18 7 BASIS OF ASSESSMENT The assessment of the facility was based on an evaluation of past, current, and future operations using the following general criteria: Population Growth Staff/Fleet/Facility Make-Up Current Industry Design Standards On-Site Tours and Staff Interviews POPULATION GROWTH Apple Valley is the 18th most populous city in Minnesota. The 2000 Census lists the population at 45,527 and the 2010 Census lists the population at 49,084 for a total population growth of 7.81%. The current population estimate is 51,338. Using the Metropolitan Council’s population projection of 63,600 by 2040, we can be reasonably confident that we will continue to see a consistent population growth pattern of 6%-7% per decade over that time. EXISTING FACILITY GROWTH As is the case throughout the metro, the facility has experienced a number of additions and renovations over the years as the population and service demand of the city evolved. Originally built in 1969, with a major addition in 1987 and the last addition was completed in 2015 with the new wash bay and water treatment plant expansion. Despite careful planning, it is often difficult to maximize efficiencies during this type of process without a large portion of costly tear-down and reconstruction. This is further complicated by the department’s need to “stay in business” during any construction project. Part of this study attempts to identify which areas would be better served by new construction and which areas would work well within an existing portion of the building. STAFFING The current staffing breakdown is as follows: Parks = 16 Streets = 15 Utilities = 14 Natural Resources = 3 Fleet/Building = 7 Administration = 3 Seasonal = 20-30 8 Based on the size of the existing fleet, the fleet mechanic’s staff and area are undersized. The city is currently working to hire an additional mechanic and any expansion or addition should be sized to accommodate 5-6 mechanics per the program breakdown utilizing the industry standard of two bays per mechanic. FLEET MAKE-UP The city has a fleet of vehicles and equipment that ranges from small construction equipment like skid-steers, to road vehicles like police and building department use vehicles, to large construction equipment like excavators and large trucks for snow removal. The Central Maintenance Facility stores any and all vehicles and equipment specifically used for public works and parks departmental activities. The Public Works Fleet Division is also responsible for the service and maintenance of all these vehicles, as well as all Police, Fire, Parks, and City Hall staff vehicles. Like most departments, the equipment gets divided into two primary categories: Large versus Medium. Large pieces of equipment include the single and tandem axle trucks used for snow removal and material hauling, large construction implements (excavator and loader), and other specialized maintenance vehicles (vactor trucks, sweepers, bucket trucks, etc.). Medium-sized vehicles include every other piece of equipment but range from full-size pick-up trucks to any small specialized implements, such as skid steers (Bobcats). The large pieces are typically the items that have the highest initial capital investment. They also are typically the vehicles that require the most amount of day to day maintenance. Because of this investment level, it is critical that they are stored safely and in heated areas to reduce wear and prolong the use and value of the city’s investment. The medium or smaller pieces are generally the easiest to service, and therefore often vary greatly in terms of age, condition, etc. However, they are also easier to resell and purchase new as these pieces have a lower initial capital investment. Vehicles like pick-up trucks serve a similar work purpose to the larger trucks, and therefore should also be stored indoors. Some pieces are seasonal and can be stored within non-tempered storage facilities. A city’s vehicle fleet is the group of tools in which the city personnel provides the essential services to its residents. These tools are a large expenditure/investment made by city leadership on behalf of the residents and they need to be protected and maintained to provide the best possible return on that investment. The City’s vehicle replacement standards are included in an attachment to this report. Currently, there are no CIP requests for additional pieces of equipment. During staff interviews, there were two operational areas identified that could change vehicle demand moving forward: 1. Industry evolution to liquid-based (brine) road de-icing. 2. Expanding current trash operations; specifically, in terms of organics. 9 It is possible that these changes might occur over time as part of the vehicle replacement process but allowances should be made for the expected size increase of the vehicles and separated storage in the case of the trash operations. LANE MILE DEMAND Certified lane miles as of December 31st, 2011 = 183.92 Certified lane miles as of December 31st, 2018 = 201.91 This represents a 9.83% change over seven years. While there might be density increases over time, most of the city is built-out. The last major development area is the Fischer Mining Pit which is bordered by CR42 to the north, Pilot Knob to the east, 157th street to the south, and Flagstaff to the west. This area is approximately 400 acres or 3.8% of the total available land area within the city. CURRENT INDUSTRY DESIGN STANDARDS As a firm, we have completed over 50 studies and 40 public works related buildings in the last ten years. Over this time, we have refined and adapted our programming spreadsheet using practical “real-world” examples from across the metro. This program is used to provide a “snapshot” of how the facility compares to others in terms of site area, building size, fleet size, building services, and general layout. ON-SITE TOURS AND STAFF INTERVIEWS In our mind, the most critical part of any building needs analysis is staff interviews. Learning what is currently working well and what isn’t working populate a list of potential needs but also are indicative of underlying operational practices and philosophies. These conversations are critical to discovering and working through departmental synergies and conflicts and identifying alternate options for perceived problems. Some or most of the strategies discussed in this report have been shaped and informed by these meetings. METHODOLOGY The process for this study project is condensed into the following steps: 1. Project Kick-off meeting 2. Information Gathering 3. Existing Facility Site and Building Photo documentation 4. Existing Facility Written Evaluation 5. Building Program Development 6. Building and Site Expansion Options 7. Project Cost Estimate Development 8. Draft Report Development and Review 9. Final Report 10 EXISTING FACILITY EVALUATION As with many facilities we tour, the existing operation is a mixture of areas that are performing well, components that could be improved or expanded, and spaces that would benefit from reorganization or programming realignment. Before pointing out the needs for additional space, equipment, and features, it is important to document the items which appear to meet the needs and goals of the departments over the long term. The following items are considered adequate for serving the maintenance departments over the long term, barring unforeseen changes in the industry over time: 1. Salt storage and brine operation 2. Fueling system and island 3. Vehicle wash bay 4. Total site area 5. Accessory seasonal storage Based on on-site reviews and discussions with staff, the following items were identified as key items for further expansion or improvement. Please note that these items also involve a combination of immediate space needs and space needs projected for the next ten or more years. The basis for this is a combination of elements such as improved productivity, the need for more space, minimizing double-handling, safety, codes, and related items. SITE RELATED CONCERNS 1. The gas easement running through the center of the site is a critical factor in determining the layout and type of expansion and renovation possible on the site. 2. Additional parking is required at the office area for large internal and outside training events and meetings. The total additional parking needed is between 10-15 stalls. 3. The storage of loose materials on site (pea rock, dirt, stone, etc.) is under-sized and does not fully comply with goals of the city, state, and federal regulations. Additional containment bins with canopies over the fixed and heavy-duty storage bins are a solution. BUILDING RELATED CONCERNS 1. There is a long-term desire to consolidate the fleet and operations and eliminate the double and triple handling of vehicles by staff currently required due to existing size constraints. 2. The fleet maintenance bays are undersized and there is a need for more equipment and bays to accommodate current departmental demands. 11 3. The existing welding/fabrication options are spread out between various divisions within the facility and are problematic in a number of ways. Because of the noise, fumes, and other safety concerns associated with this type of work, it has become increasingly common to consolidate this activity in a dedicated area within the facility. Removing welding and grinding from the mechanic’s and shop areas also can improve workflow and potential disruption in other work areas. 4. Given the way the facility has developed over time, some of the shop and storage areas are overflowing and lacking space while others are disjointed and underutilized. In addition, some areas like Central Receiving are limited by head clearance and configuration issues, making reorganization or repurposing a challenge. 5. While there may have been an adequate number of offices for staff when the city first moved into the building; areas of the administration section have been repurposed in order to meet the current need. Consequently, other activities and spaces such as the conference rooms within this area of the building have been compromised. At some point, the large conference room was modified to accommodate more office space, leaving the existing conference rooms inadequately sized for large departmental meetings. Looking forward, the two biggest needs in this area will be a large conference room and more dedicated office area. In addition, the break room area for administrative staff is undersized and should be considered in any expansion scenario. 6. The staff locker rooms, lunchroom, and a large training room are located on the second floor of the facility. Currently, there is no elevator to provide access to this level. This is a major concern that will need to be addressed moving forward. 7. There are baseline accessibility concerns throughout the building, particularly at common staff areas like restrooms and locker rooms that need to be addressed in any renovation or expansion scenario. 12 SITE AND EXISTING BUILDING ASSESSMENT A portion of this study involved performing an assessment of the building and site. This is very important in determining the potential challenges or drawbacks to modifying or replacing portions of the existing building for any additions and physical changes to the building. It is also important to determine what works for the departments, and what does not work. This is somewhat of a new set of eyes, seeing things that have been modified or accepted over time, whether ideal or not. The following are highlights of the site and building review: SITE The existing salt building is in good condition and is currently meeting the needs of the department. Based on comments from staff, this structure should serve in size and capacity for an extended period of time. There is, at times, a considerable amount of stockpiling of materials. The current condition, using concrete barriers or nothing at all, results in wash out of the materials and potential contamination to the surrounding site. To meet state and federal regulations, a solution to this is to include taller (8’-0” – 10’-0”) heavy-duty bins with an overhead cover to avoid washout and spillage. The dispensers and tanks at the fueling island have recently been upgraded and re-certified. The canopy and island are in good condition and should serve the city into the foreseeable future with intermittent maintenance. Staff parking is adequate at this point. Non-departmental meetings, such as preconstruction meetings, can put a strain on parking for short durations of time. Expansion options should consider and look at opportunities for adding 10-15 additional supplemental parking and temporary parking provisions for large meetings. OFFICE AREA: ADMINISTRATIVE Like most public works departments, the administrative area has been gradually updated over time. Currently, the office area meets the baseline needs of the facility. However, due to a previous room reconfiguration, there is a lack of a large conference room or the ability to separate either the lunchroom or large training into a space that can accommodate preconstruction meetings or larger interdepartmental meetings. Looking forward, more office space will be required to anticipate growth but also to alleviate current space restrictions and optimize the current layout. One unusual component of the scope of services provided by the city is Cemetery Services. Staff meets with client families on an intermittent but consistent basis in one of the two conference rooms. The department would benefit greatly in terms of scheduling flexibility and efficient use of space by adding a small, discreet conference room for these meetings. This meeting room would also be used for one on one meetings and staff reviews which would also help keep the larger meeting rooms open for scheduling. 13 OFFICE AREA: LUNCH ROOM / LOCKER ROOMS / TRAINING ROOM The current lunchroom, training room, and locker rooms are all located on the second floor of the facility. There is currently no elevator for accessibility between the two levels. The locker/restrooms are crowded and do not meet current ADA clearance standards or baseline staff need. Currently, the departments eat in shifts and space is limited when all staff is present. This is further compounded during the summer when seasonal employees are hired. The room is separated into a lounge/computer area and a more typical configuration with tables and chairs. While some departments prefer more separation between these functions, it usually comes down to staff preference. The room features good natural light, something that is lacking within the facility in other locations. More electrical outlets are required in the kitchen area as multiple appliances are plugged into power strips. The Training Room features an acoustical ceiling and carpet to facilitate proper acoustics. The room also includes appropriate technology and infrastructure for presentation. Each of the spaces on this level utilizes small, individual heating and air conditioning units. This creates redundancies and multiple points for service, maintenance, etc. There is also some evidence at the diffusers and registers of air infiltration from the vehicle areas. The immediate needs identified include: 1. Elevator access to the upper level for ADA compliance 2. Separate area for computer lab (6-8 shared computers for timesheets, training, paperwork, etc.) 3. Larger locker rooms with larger lockers and appropriate ADA clearances 4. Larger Training Space 5. Additional Lunch Room Area Above: Lunch Room 14 OFFICE AREA: OTHER The existing administrative break area is well situated to allow staff to monitor the front door during lunch and break periods. The space itself is undersized; requiring some staging and scheduling for staff. The counters and appliances should be updated and modernized to create a more functional space. As noted at the second-floor spaces, there are some indoor air quality concerns in the office areas. These have been partially addressed as part of an HVAC replacement in 2018. Given the configuration of the building and the reliance on multiple HVAC units of varying ages; it may be that creating proper air pressurization is not possible given the current equipment. The condition might also be complicated and exacerbated by the age and condition of the mechanical units within the vehicle areas (more to follow). There appear to be some opportunities to consolidate technology infrastructure such as the server, phone system, etc. This work should be coordinated with staff to ensure that planning includes future needs and accommodations such as dedicated cooling, proper electrical, etc. 15 VEHICLE MAINTENANCE The existing areas for maintenance have some good points and some that are of concern. The current bays are separated into two sets of four. Half of the bays are configured in a north/south orientation (facing east) and the other bays run east/west (facing south). The L-shaped orientation of the bays presents some safety and maneuverability challenges in terms of sightlines, turning radius, cross-traffic, etc. This is particularly a concern at the interior “elbow” of the “L” where the doors are very close to each other and are tight to the building wall. In addition, the existing doors are 14’-0” wide. As equipment has increased in size, so have the doors and we would typically see 16’-0” wide or wider overhead doors throughout a newer facility. There is no overhead crane access in either bay. While not directly required, crane access has become the standard for most facilities due to its flexibility, and ease of use for day to day activities. A crane allows for intermittent work at all areas of the floor, ease of loading and unloading, and best use of adjacent mezzanine spaces while maintaining a consistent level of inherent safety protocol. The mezzanines are currently rated for 155 psf, which is at or above the typical weight restrictions at new facilities. Due to the existing roof structure, it does not appear possible to add a crane to these areas without providing a new independent structural frame specifically for the crane. There are five lifts located in the mechanic’s area: (1) in-ground heavy-truck lift, (3) newer two-post lifts with a capacity of 10000 to 12000 thousand pounds, and (1) 72000 pound 4-post portable truck hoist. The newer lifts are in good condition and work well for smaller vehicles. Typically, a facility this size would have at least two means of lifts for large vehicles. This aids efficiency by allowing Above: Vehicle Maintenance 16 overlap and flexibility to the mechanic’s scheduling and overall workday. Increasingly, both existing and new facilities are incorporating four-post portable lifts for large vehicles. These lifts offer extreme flexibility as they can be moved from bay to bay or put away against the wall or in a designated area, opening up the bay completely. There appear to be a few areas that can accommodate welding in the maintenance area. These areas feature dedicated exhaust, but the condition and effectiveness of the system need to be verified. All of the areas are undersized and as noted elsewhere, it has become standard practice to centralize this function within a dedicated bay. Both wings of the mechanic’s area lack proper natural and/or artificial lighting for the type of work being performed. With the overhead doors closed, staff must rely on work lights and headlamps for adequate light. This is a nuisance that can impact productivity and is also a safety concern. The floor was generally in good condition. The floor drains appear to be slightly under-sized but are in fair to good condition throughout. Gas-fired overhead radiant heat is used in both areas. Many new facilities use hot water in-floor radiant heating in maintenance areas. This type of heating is much more comfortable for the employees, increases safety by keeping the floor dry, and eliminates overhead obstructions for the crane, skylights, overhead doors, etc. The fresh air supply and make-up air units both appeared beyond their expected lifespan. During the walkthrough, we noted the presence of soot and ash at registers and diffusers which is a strong indicator of a possible indoor air quality issue. Similarly, the dedicated vehicle exhaust configuration needs updating and improvement to ensure staff is utilizing this important component consistently. Above: Vehicle Maintenance/Welding 17 The bulk oil room includes code-based provisions for spill containment, explosion-proof lighting, emergency eyewash, etc. The room is well organized, and the equipment/piping is of high quality. However, there is no additional room for expansion, necessitating provisions for tank storage elsewhere in the facility. The immediate needs identified include: 1. Larger work bays including additional head clearance and larger overhead doors 2. (1) additional small truck hoist 3. Replacement of outdated HVAC equipment 4. Provide an overhead crane 5. Additional lighting VEHICLE STORAGE The existing vehicle storage area currently houses most of the large vehicles within the fleet including plow trucks, sweepers, trailered vehicles, etc. The space itself is at capacity, especially at the end of the day. The last vehicles back park in the drive lanes as space allows. This necessitates the double and triple handling of vehicles if staff need to utilize a specific vehicle. This condition can also greatly increase the potential for incidental damage to vehicles due to tight conditions. Like the maintenance area, there is a significant lack of natural/artificial lighting within the space and multiple indicators of possible indoor air quality issues. The building is an upgraded and modified pre-engineered building. This system allows for a large clear span, column-free space with high ceiling clearances at a relatively low cost. One of the drawbacks of the system is that the vapor barrier and insulation are exposed at the underside of the Above: Bulk oil room Above: Vehicle storage 18 roof and there is a tendency for those seams to fail, creating large gaps. These gaps are susceptible to moisture and fume penetration causing the insulation to degrade and fail over time. There are several instances of the vapor barrier hanging down from the ceiling within the vehicle storage area. These should be reviewed and addressed as possible. The system also can make expansion difficult or costlier due to the rigidity of the pre- engineered structure. The floor drains are located directly under the vehicles within this area. It is not clear whether this was by design or due to changes in the parking layout. Typically, the drains are located with the drive lane. While atypical, it doesn’t appear that this condition is currently posing any problems. The concrete floor is displaying areas of cracking and failure that will need to be addressed in the near future. Due to odor and other concerns, the garbage truck is currently stored outside. We would recommend providing a separate isolated area for storage. Ultimately, the major issue with vehicle storage comes down to a lack of space. Staff needs more consolidated indoor parking space within the main building to properly coordinate and stage departmental parking efficiently. 19 WASH BAY The current wash bay is ample for current and future use. Research has proven that maintaining a fleet, keeping its value and service longevity, is greatly and positively impacted by a regular and thorough washing of the vehicles. The city made an excellent choice by upgrading this feature. The wash bay consists of a large, double bay, with an integrated sand inceptor pit and undercarriage wash. A support room is located nearby which keeps the dedicated equipment out of the harsh conditions and makes it easier to service. The wash bay also features in-floor heat, which eliminates exposure of overhead mechanical equipment to overspray and damage while helping keep the floor dry, which improves worker safety. Unfortunately, positioning the wash bay at the end of the building has effectively “capped” future expansion; meaning there is no clear way to add onto the building on this side without having to go outside or walk through the wash bay. Given some of the other site constraints such as the gas easement, this severely restricts or impacts future expansion of the facility. Above: Large wash bay Above: Vehicle storage 20 SHOP AREAS Similar to other spaces and conditions, the shop spaces have evolved over the lifetime of the building. Consequently, some areas are cramped and overflowing while others are underutilized due to size constraints, room configuration, or mechanical/electrical infrastructure. This report will address a few specific items but in general, any expansion or addition plans should include the consolidation and restructuring of the shop spaces to better utilize existing areas within the building POLICE STORAGE The police storage operation is located within Satellite Storage Building 1. The area consists of a shared locker area, evidence holding, and vehicle parking. The space was not originally designed to house these functions and there are a number of problems related to the current operation including lighting, air quality, code implications, security and privacy concerns, maintenance issues, lack of floor drains and water, etc. The use of a remote site for the storage of equipment and vehicles presents operational inefficiencies and requires daily travel time between the CMF site and City Hall. The operation would benefit greatly from being relocated to a facility or space designed to meet the baseline functions of the department. The department’s current preference is relocation to City Hall with a secondary preference to build a standalone facility on an alternate site. Until a decision is made, the masterplan will include space as required on the CMF site. Above: Fabrication shop Above: Police Storage 21 CENTRAL RECEIVING / QUARTERMASTER One area identified by multiple staff members was the need for a centralized shipping/receiving or quartermaster. This system could streamline departmental acquisition and eliminate redundancies in the ordering and requisition process for tools, equipment, and supplies. This type of organization method might be used in conjunction with a “vending” type system where staff would check-in and out pieces of equipment or supplies under their employee ID number. The goal would be that, over time, a single-source supply could eliminate redundancies, increase pre-planning for projects, and diminish the need for staff to make individual trips to acquire project materials and equipment. BUILDING EXTERIOR Generally, the exterior of the building is in good condition. The use of block, stucco, and precast panels at the exterior are good choices. The administrative area of the building is of most concern. There are several areas where the metal panels and trim have rusted through. The lower portion of the wall is damaged from weather and salt exposure and many of the window heads and sills are discolored or have other indications of the seal or frame of the window being compromised. The administrative area would also benefit the most from an exterior update. Both in terms of aesthetics (located on the street as the “face” of the facility) and energy efficiency and compliance (added insulation at the exterior of the building). Above: Typical damage at base of the administration area 22 SUPPORT BUILDINGS- JOHNNY CAKE SITE The Johnny Cake satellite facility was built in roughly 1988/1989 and serves as a secondary site for the Parks department and as the site of a well house. The building currently houses (5) full-time employees and (13) seasonal employees. Due to lack of plumbing, there is no restroom, no floor drains, and the sink daylights outside through the wall. Staff indicated that adding plumbing to the building would be difficult and costly due to utility infrastructure constraints. On the HVAC side, there is no exhaust or make-up air. There is an overall lack of vehicle storage space and some equipment is being stored outside. As a “home base” for staff, the office and employee areas need updating for quality and basic code compliance issues. Moving forward, there is an underlying efficiency in storing park equipment near the facilities and grounds being served. However, the current building is having difficulty meeting any of the baseline needs of the department. SUPPORT BUILDING 1: As noted above, half of Support Building 1 houses the police operations. The other half is utilized as rotational Streets and Parks storage where the department keeps seasonal items on an as- needed basis. The Building Inspection Department also parks its vehicles within this space. The building is in fair condition with a dedicated parking lot. The building was originally designed for cold storage. Over time, due to space constraints, City staff has converted it to a warm storage building Given the age of the building and the prime location on the site in terms of proximity to public works, utilities, and adjacent properties; the city should consider the best use of the property in any cost/benefit analysis of the building moving forward. SUPPORT BUILDINGS 2 AND 3: Support buildings 2 and 3 are in good condition. Both buildings are being utilized for departmental storage, primarily by parks and streets. It would be optimal to restrict the use of these buildings to non-vehicle seasonal storage due to plumbing, energy code, ventilation requirements, and maintenance concerns moving forward. SECURITY AND CONTROL In the past five years, security and access control have become extremely important items relative to a municipal maintenance / public works campus. We have worked with multiple agencies on improvements in this area of concern relative to their existing facilities. The topic involves both the protection of assets and people. The following are our comments relative to this matter: 1. Adequate surveillance at the main public entry is critical. The building is equipped with cameras at the front entry and coverage is provided for the entire perimeter of the main facility. There is no coverage for the support buildings and yard at this time. Currently, access is not restricted to the building from the front door during the hours of operation. 23 2. Once a person or persons are in the building, there should be a way of preventing them from readily accessing the otherwise non-public spaces. 3. Given the current arrangement, many of the overhead doors are left open during the day. A good portion of the site has restricted access through fencing and gates, but access is still a concern. 4. A second means of refuge or exit for staff is desirable. Should an intruder enter the building, there should be multiple avenues of escape for staff. 5. The building currently employs a camera system for monitoring portions of the building. 6. The site is surrounded by chain-link fencing and gates, which provide a reasonable level of security to the site. Although there is currently no means of prohibiting someone from driving in and getting to the main door, this is not uncommon. 7. Controlling access of the public into the building would result in a much stronger means of defense against unwanted or questionable persons in general. Through the use of card access and a remote door opener at the main set of exterior doors and/or vestibule doors, there would be a much stronger control system. Someone at the reception desk would be able to allow people entry only after visual (and perhaps audial) verification. PREFERRED EXPANSION OPTIONS As with any building expansion, there are a number of factors “beyond the numbers” that need to be considered. Cost considerations, building code, site limitations, structural limitations, and operational efficiencies all play a large role in dictating how and where a building can be expanded. The design team worked through multiple expansion options in an attempt to balance current needs and future growth within the limitations of the existing building without compromising the functional aspects of the existing layout or necessitating a complete building or campus reorganization. A set of graphic plan layouts for the site and building are included after this summary. Briefly, the plan includes the following: SITE RELATED ▪ Expansion and modification of roadways, entrances, and parking areas ▪ Expansion (height-wise) and covering of the existing bin storage area ▪ Building expansion 24 BUILDING RELATED ▪ Large expansion of the Vehicle Storage area to the south ▪ New Vehicle Maintenance area ▪ Expansion of Administrative area to the west ▪ Renovation of existing maintenance areas into Parks and Shop areas ▪ Modifications to the office area and reconfiguration ▪ New Police Storage addition to the south ▪ Other minor improvements COST PROJECTIONS AND BUDGETS An executive summary of potential costs related to the expansion scenarios discussed is included within the attachments. These budget estimates are based on current costs known for the year 2019. It is expected that costs will grow at a rate of 4%-6% per year over the next several years. Consequently, it is advised that a cost increase be added to the budgets or costs based on the expected or anticipated start of the project. There are no land costs involved and there are no costs included which might be associated with funding or bond sales. Note: If all the various project components were designed, bid and built in a single phase, the total cost of the project might be reduced due to economies of scale, added costs for multiple mobilizations, a doubling up of site supervision, added expenses, and added time to conduct multiple construction operations versus one. FINAL THOUGHTS Despite some challenges, the building is suitable for expansion and renovation. The building has held up well for the most part, and agency staff has done an excellent job of maintaining the facility and keeping spaces as well organized as possible. Oertel Architects would like to thank all city staff for their input, information, and participation during the process of this study. ATTACHMENTS: A. Renovation/Expansion Concept Site and Building Plans B. Building Program/Proposed Expansion Overview C. Current Fleet Breakdown D. Vehicle Retention Policy E. Certified Lane Miles RENOVATION/EXPANSION CONCEPT SITE & BUILDING PLANS (page left blank intentionally) ROOM SQ.FT.SIZE (rough dim)#TOTALADJACENCIESNOTESOFFICE AREAVestibule 14412'x12'1 144*Office Renovation - ExistingReception 12010'x12'1 120*Office Renovation - ExistingOffice 12010'x12'6 720*Office Renovation - ExistingOffice 1128'x14'2 224*Office Renovation - ExistingLarge Office 19212'x16'1 192*Office Renovation - ExistingOpen Office 44814'x32'1 448*Office Renovation - ExistingShared Office 31212'x26'1 312*Office Renovation - ExistingBreak Room 16012'x12'1 160*Office Renovation - ExistingCopy/Print 25412'x20'1 254*Office Renovation - ExistingConsolidated Locker Area 1,82240'x50'1 1,822*Office Renovation - ExistingStorage/Mechanical 27612'x25'1 276*Office Renovation - ExistingBreak Room Expansion 12812'x12'1 128*Office Renovation - NewOffice 14412'x12'1 144*Office Renovation - NewMen's Restroom 12012'x12'1 120*Office Renovation - NewWomen's Restroom 12712'x12'1 127*Office Renovation - NewConsolidated Locker Area 1,82240'x50'1 1,822*Office Renovation - NewSmall Conference 15412'x12'1 154*Office Addition - NewLarge Conference 50016'x28'1 500*Office Addition - NewLibrary/Conf. 36812'-6"x28'1 368*Office Addition - NewKitchen/Vending a 37416'x20'1 374*Office Renovation - Upper FloorKitchen/Vending b 31416'x20'1 314*Office Renovation - Upper FloorComputer Work Stations 2406'x40'1 240*Office Renovation - Upper FloorLunch Room 2,14628'x75'1 2,146*Office Renovation - Upper FloorTraining Room 1,31230'x40'1 1,312*Office Renovation - Upper FloorBreakout Space 90520'x30'1 905*Office Renovation - Upper FloorStorage 54220'x25'1 542*Office Renovation - Upper FloorMechanical 60020'x30'1 600*Office Renovation - Upper FloorCENTRAL MAINTENANCE FACILITY SPACE PROGRAM Women's Restroom_116 16812'x14'1 168*Office Renovation - Relocated/RepurposedMen's Restroom_117 16812'x14'1 168*Office Renovation - Relocated/RepurposedKitchen_224 43020'-8"x20'-8"1 430 Vending*Office Renovation - Relocated/RepurposedVending_225A 18030'x6'1 180 Kitchen, Lunchroom*Office Renovation - Relocated/RepurposedLunchroom_225 1,79520'-8"x86'-6"1 1,795 Vending/Kitchen*Office Renovation - Relocated/RepurposedTraining Room_204 92433'x28'1 924 Storage, Hall*Office Renovation - Relocated/RepurposedStorage_205 45030'x15'1 450 Training, Hall, Storage*Office Renovation - Relocated/RepurposedStorage_201 55025'x22'1 550 Training, Storage*Office Renovation - Relocated/RepurposedStorage_202 55025'x22'1 550 Training, Storage*Office Renovation - Relocated/RepurposedMen's Lockers_215 40817'x24'1 408 Men's Restroom*Office Renovation - Relocated/RepurposedMen's Restroom_216 15010'x15'1 150 Women's Restroom, Men's Lockers *Office Renovation - Relocated/RepurposedWomen's Restroom_218 906'x15'1 90 Women's lockers, Men's Restroom, *Office Renovation - Relocated/RepurposedWomen's Lockers_219 15010'x15'1 150 Men's Restroom, Women's Restroom *Office Renovation - Relocated/RepurposedMechanical_222 28812'x24'1 288 Restrooms, Kitchen*Office Renovation - Relocated/RepurposedTotal 6,301OFFICE AREA ADDITION 1,022DOES NOT INCLUDE CIRCULATIONRENOVATED OFFICE AREA SUBTOTAL 19,747DOES NOT INCLUDE CIRCULATIONTOTAL 27,680DOES INCLUDE CIRCULATION (Max.)VEHICLE STORAGELarge Spaces 61218'x34'13 7,956*Existing Vehicle StorageStandard Spaces 20010'x20'10 2,000*Existing Vehicle StorageLarge Spaces 68418'x34'14 9,576*New Vehicle StorageStandard Spaces 20010'x20'14 2,800*New Vehicle StorageOpen Spaces 12015'x8'16 1,920*New Vehicle StorageGarbage Truck Storage 1,05050'x22'1 1,050*New Vehicle Storage EXISTING VEHICLE STORAGE 9,956DOES NOT INCLUDE CIRCULATIONNEW VEHICLE STORAGE 15,346DOES NOT INCLUDE CIRCULATIONPARKING SPACES AREA ONLY!!! VEHICLE PARKING SUBTOTAL 25,302Area number from previous pageCIRCULATION 8,856 34,158Brine Storage 90018'x50'1 900*Existing Vehicle StorageWash Bay Support 68418'x38'1 684*Existing Vehicle StorageWash Bay 4,08034'x120'1 4,080*Existing Vehicle StorageStorage 24313'-6"x18'1 243*Existing Vehicle StorageFire Control 1086'x18'1 108*Existing Vehicle StorageHazardous Storage 43218'x24'1 432*New Vehicle StorageSUPPORT AREA CIRCULATION 1,934SUPPORT AREA SUBTOTAL 8,381TOTAL 50,920DOES INCLUDE CIRCULATIONVEHICLE REPAIR BAYSLarge Repair Bays 1,30024'X54'5 6,500 New Vehicle Storage, Wash bay *New Vehicle Repair AdditionSmall Repair Bays 80020'x40'4 3,200 New Vehicle Storage, Wash bay *New Vehicle Repair AdditionRepair Bay Subtotal 9,700Mechanic's Support Area 1,20024'x50'1 1,200*New Vehicle Repair Addition Welding Bay 1,60032'x50'1 1,600*New Vehicle Repair Addition Lube Room 36012'x30'1 360*New Vehicle Repair Addition Repair Bay Mezzanine 1,20024'x50'1 1,200*New Vehicle Repair Addition Maintenance Support Spaces Subtotal 4,360*New Vehicle Repair Addition Existing Maintenance Bay_136,137 93618'x52'3 2,808*Repair Renovation - Relocated/RepurposedWash Bay_138 1,04020'x52'1 1,040*Repair Renovation - Relocated/RepurposedParts Storage_130 32014'-9"x21'-9"1 320*Repair Renovation - Relocated/RepurposedOil Storage_130A 16010'x16'1 160*Repair Renovation - Relocated/RepurposedMen's Toilet_132A 16821'x8'1 168*Repair Renovation - Relocated/RepurposedRepair Office_133 8010'x8'1 80*Repair Renovation - Relocated/RepurposedVehicle Maintenance Mezz._200 1,04020'x52'1 1,040*Repair Renovation - Relocated/RepurposedTotal 5,616NEW VEHICLE MAINTENANCE SUBTOTAL18,278 DOES INCLUDE CIRCULATIONMIN. REQ'D AREA DEPARTMENT WORK AREASUtilities Shop 2,00040'x50'1 2,000*Shop Renovation - ExistingUtilities and Tools Work Shop 26020'x13'1 260*Shop Renovation - ExistingUtilities Meter Repair 36020'x18'1 360*Shop Renovation - ExistingOffice/Utilities 20010'x20'1 200*Shop Renovation - ExistingStreets Shop 2,00040'x50'1 2,000*Shop Renovation - ExistingStreet Tools Work Shop 20020'x10'1 200*Shop Renovation - ExistingStreets Metal Sign Shop 40020'x20'1 400*Shop Renovation - ExistingOffice/Streets 12010'x12'2 240*Shop Renovation - ExistingSign Shop 1,50030'x50'1 1,500*Shop Renovation - ExistingOffice/Sign 12010'x12'1 120*Shop Renovation - ExistingParks Shop 3,00050'x60'1 3,000*Repair Renovation - ExistingParks Storage 1,00020'x50'1 1,000*Repair Renovation - ExistingParks Office 80020'x40'1 800 Provide room for (5) work areas @ 120 SF = 600 SF *Repair Renovation - ExistingParks Mezzanine 1,00020'x50'1 1,000*Repair Renovation - ExistingParts/QuarterMaster 1,00020'x50'1 1,000*Shop Renovation - ExistingNatural Resource Department Shop 81027'x30'1 810*Shop Renovation - ExistingOffice/NRD 12010'x12'1 120*Shop Renovation - Existing Central Storage and Receiving_124 1,44829'x57'1 1,448*Shop Renovation - Relocated/RepurposedOffice Supervisor_125 16712'x14'-9"1 167*Shop Renovation - Relocated/RepurposedBin Storage_125 34624'x12'1 346*Shop Renovation - Relocated/RepurposedPaint Storage_126 1158'x14'-9"1 115*Shop Renovation - Relocated/RepurposedChemical Storage_127 25714'-9"x14'-9"1 257*Shop Renovation - Relocated/RepurposedGrinding Shop_146 56824'x24'1 568*Shop Renovation - Relocated/RepurposedWelding Shop_147 56824'x24'1 568*Shop Renovation - Relocated/RepurposedParks/Equipment Shop_148 1,56832'x50'1 1,568*Shop Renovation - Relocated/RepurposedForesty Office_150 1309'x13'1 130*Shop Renovation - Relocated/RepurposedForestry Work Shop_155 37525'x15'1 375*Shop Renovation - Relocated/RepurposedTool Storage_154 32715'x23'1 327*Shop Renovation - Relocated/RepurposedTool Storage_156 7015'x7'1 70*Shop Renovation - Relocated/RepurposedUtilities and Streets Mezz. Storage_212 80080'x10'1 800*Shop Renovation - Relocated/RepurposedRENOVATED SHOPS SUBTOTAL 15,010POLICE RELOCATIONStandard Spaces 1629'x18'30 4,860*Police RelocationLocker Room/Restroom 1,84620'x30'2 3,692*Police RelocationStorage Lockers 1,84815'x20'1 1,848*Police RelocationPOLICE STORAGE SUBTOTAL 10,400DOES NOT INCLUDE CIRCULATIONMISC. AND COLD STORAGEMedium Space 20010'x20'0 0 Misc. PW Cold StorageSmall Space 808'x10'0 0MISC. AND COLD STORAGE 0NOT INCLUDED IN BUILDING TOTAL BUILDING PROGRAM TOTALSTOTALTOTAL84,808SALT/SAND BUILDING***19,800110'x180'119,800Existing Buildingprovide min. 8' tall barrier walls and cover for mixingPARKING SPACES 2709'x18'0 0# of employees (1.25)FUEL ISLAND 60030'x20'0 0MATERIAL STORAGE BINS 3,60060'x60'0 0 Rear of the building (Existing) asphalt, class V rock, sand, black dirt, etc.STORM WATER RETENTION 27,470As Requ.1 27,470 Rear of the building, 54000 S.F. (Existing)1" rain on impervious programmed area, 1' deep average depth w/ 25% overage for slopeCOLLECTIONS AREA 45,000Varies0.5 22,500Brush and Composting collections / public access / Open Yard StorageBRINE BUILDING 38416'X24'0 0TRASH AREA 64016'x40'1 640enclosed dumpster areaSUB-TOTAL70,410SITE CIRCULATION @ 150%105,615TOTAL176,024SITE AREA TOTALSMAIN BUILDING84,808CIRCULATION AROUND BUILDING21,202COLD STORAGE0CIRCULATION AROUND BUILDING0BLDG TOTALS 106,01025% GREEN SPACE 44,006SITE AREA TOTALS 176,024GRAND TOTAL SITE AREA NEEDED 326,040 9.73PROPOSED PROGRAM***Salt building size determined by salt pile, full width of building, and within/ 10' min. of length of building for pile overage. Min. pile height is assumed 12' tall. Area calculated by tons required of saltSITE PROGRAM REQUIREMENTSTotal squarefootage and acreage, plus added 30% of programmed acreage for drainage paths, easements, setbacks, etc. 1 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Vehicle Parking HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Storage/Parking of Fleet Vehicles ADJACENCIES: Existing Vehicle Parking/ Wash Bay FURNITURE, FIXTURES & Eye Wash, Tire Rack Storage, Washer/Dryer EQUIPMENT: ARCHITECTURAL: FLOOR: Concrete (Light Broom Finish) WALLS: Concrete CEILING: Open to Structure (Steel Joist & Deck) HEIGHT: Minimum Clearance of 20’-0” DOORS/WINDOWS: 3” Insulated Overhead Doors at 16’x14’ (standard) with (3) Rows of Vision Glazing ACOUSTICAL REQUIREMENT: NA LIGHTING: High Bay LED with Multi-Level Switching MECHANICAL REQUIREMENTS: High-Efficiency Unit Heaters with Make-Up Air Units. CO2 and NO2 sensors 6” Wide Prefab. Trench Drains with Trash Bin Clean-Out Air/Water Drops at Every other Parking Bay Dedicated Dryer Exhaust Utility Sink/Wash fountain ELECTRICAL REQUIREMENTS: Standard electrical distribution Light and Power Reel Drops every other bay Special Purpose outlet for Washer/Dryer (220v) TECHNOLOGY REQUIREMENTS: SPECIAL CRITERIA: 2 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Repair Bays HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Heavy Maintenance Bays for Fleet Vehicles ADJACENCIES: Welding Shop, Storage Areas, Office, Crew Room FURNITURE, FIXTURES & Work Benches EQUIPMENT: Bridge crane, Vehicle Lifts ARCHITECTURAL: FLOOR: Concrete (Light Broom Finish) WALLS: Concrete CEILING: Open to Structure (Steel Joist & Deck) HEIGHT: Minimum Clearance of 20’-0” DOORS/WINDOWS: 3” Insulated Overhead Doors at 18’x14’ (standard) with (3) Rows of Vision Glazing ACOUSTICAL REQUIREMENT: LIGHTING: High Bay LED with Multi-Level Switching (no occupancy sensors) Task Lighting at Work Benches MECHANICAL REQUIREMENTS: In-Floor Radiant Heat with Make-Up Air Units Dedicated Vehicle Exhaust Reels (between bays) Gas Fired Unit Heaters at Overhead Doors CO2 and NO2 sensors 6” Wide Prefab. Trench Drains with Trash Bin Clean-Out Air, Water, and Oil Reels Utility Sink/Wash Fountain ELECTRICAL REQUIREMENTS: Standard Electrical Distribution Convenience Outlet Special Purpose Outlets at Equipment (220v outlet) Electric/Light Reels (2) outlets between each bay for mobile lift plug-in TECHNOLOGY REQUIREMENTS: Voice/Data Distribution SPECIAL CRITERIA: 3 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Welding Shop HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Dedicated Welding/Fabrication Bay for Facility ADJACENCIES: Exterior Access, Repair Bays FURNITURE, FIXTURES & Work Benches, Material Storage Racks, Computer Work EQUIPMENT: Station, Bridge Crane Iron Worker, Hydraulic Press, Lathe, Drill Press, Grinder, Work Station for Computer ARCHITECTURAL: FLOOR: Concrete (Light Broom Finish) WALLS: Concrete CEILING: Open to Structure (Steel Joist & Deck) HEIGHT: Minimum Clearance of 20’-0” DOORS/WINDOWS: 3” Insulated Overhead Doors at 16’x14’ (standard) with (3) Rows of Vision Glazing (Exterior), 12’x12’ Door Opening (Interior-Lined up with material storage racking) ACOUSTICAL REQUIREMENT: Provide noise isolation for room LIGHTING: High Bay LED with Multi-Level Switching (no occupancy sensors) Task Lighting at Work Benches MECHANICAL REQUIREMENTS: In-Floor Radiant Heat with Make-Up Air Units Gas Fired Unit Heaters at Overhead Doors 6” Wide Prefab. Trench Drains with Trash Bin Clean-Out Dedicated Welding Exhaust (Articulated Arm/Hood/Bench) Air & Water Reel ELECTRICAL REQUIREMENTS: Standard Electrical Distribution Convenience Outlet Special Purpose Outlets at Equipment Electric/Light Reels TECHNOLOGY REQUIREMENTS: Voice/Data Distribution SPECIAL CRITERIA: In-floor welding plates 4 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Mobile Lift Storage HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Storage of Mobile Lifts ADJACENCIES: Repair Bays FURNITURE, FIXTURES & EQUIPMENT: ARCHITECTURAL: FLOOR: Concrete (Light Broom Finish) WALLS: Concrete/ Paint CEILING: Open to Structure (Steel Joist & Deck or Precast Plank) /Paint HEIGHT: Minimum Clearance of 18’-0” DOORS/WINDOWS: ACOUSTICAL REQUIREMENT: LIGHTING: Ceiling Mounted LED Industrial Fixture MECHANICAL REQUIREMENTS: Standard Air Distribution ELECTRICAL REQUIREMENTS: Standard electrical distribution Dedicated Charging Area for Lifts TECHNOLOGY REQUIREMENTS: NA SPECIAL CRITERIA: 5 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Bulk Oil Storage HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Consolidated Bulk Fluid Storage (Oils, Grease, Transmission, etc.) ADJACENCIES: Repair Bays FURNITURE, FIXTURES & Bulk Tank Storage/Pumps/Piping EQUIPMENT: ARCHITECTURAL: FLOOR: Concrete (Light Broom Finish) WALLS: Concrete/ Paint CEILING: Open to Structure (Steel Joist & Deck or Precast Plank) /Paint HEIGHT: Minimum Clearance of 12’-0” DOORS/WINDOWS: Minimum 8’-0”x8’-0” Opening (Double Door) ACOUSTICAL REQUIREMENT: LIGHTING: Ceiling Mounted LED Industrial Fixture (Verify Explosion Proof Requirements Based on Quantities) MECHANICAL REQUIREMENTS: Standard Air Distribution ELECTRICAL REQUIREMENTS: Standard electrical distribution Verify Explosion Proof Requirements Based on Quantities TECHNOLOGY REQUIREMENTS: Tank Monitoring Integration SPECIAL CRITERIA: Spill Containment (Largest Tank + 20 Minutes of Fire Suppression) – Pit with Grating or Specialty Tanks Exterior Access for Deliveries and Removal Oil is stored in Secure Cage in 35 gallon drums 600 gallon used oil tank with required extraction (facility sells used oil) 6 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Office HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Private Office for (1) Employees ADJACENCIES: Consolidated Departmental Office Area FURNITURE, FIXTURES & Systems Furniture EQUIPMENT: ARCHITECTURAL: FLOOR: Concrete (Carpet) WALLS: Steel Framing/Gypsum Board (Paint) CEILING: Acoustical Ceiling HEIGHT: Min. of 8’-6” DOORS/WINDOWS: Std. Door with Sidelight ACOUSTICAL REQUIREMENT: STC 52-55 LIGHTING: Direct/Indirect LED Lay-In Fixtures Task Lighting at Work Surface MECHANICAL REQUIREMENTS: Standard Air Distribution ELECTRICAL REQUIREMENTS: Standard Electrical Distribution Convenience Outlet TECHNOLOGY REQUIREMENTS: Voice/Data Distribution SPECIAL CRITERIA: - 7 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Computer Work Station HOURS OF OPERATION: Day Shift/On Call (out on site) - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Shared Computer Area for Staff ADJACENCIES: Crew/Lunch Room, Locker Rooms FURNITURE, FIXTURES & Systems Furniture (Counter) EQUIPMENT: ARCHITECTURAL: FLOOR: Concrete (Epoxy/Resilient Tile) WALLS: Concrete (Burnished/Paint) CEILING: Acoustical Ceiling HEIGHT: Min. of 8’-6” DOORS/WINDOWS: Std. Door with Sidelight ACOUSTICAL REQUIREMENT: STC 45-48 LIGHTING: Direct/Indirect LED Lay-In Fixtures Task Lighting at Work Surface MECHANICAL REQUIREMENTS: Standard Air Distribution ELECTRICAL REQUIREMENTS: Standard Electrical Distribution Electrical Plug Strip TECHNOLOGY REQUIREMENTS: Voice/Data Distribution SPECIAL CRITERIA: - 8 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Lunch/Crew Room HOURS OF OPERATION: - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Central Meeting Space for Staff ADJACENCIES: Computer Work Station/ Locker Room FURNITURE, FIXTURES & Movable Tables and Chairs EQUIPMENT: Kitchenette with Counter and Storage Cabinets Kitchen Equipment per District Standards ARCHITECTURAL: FLOOR: Concrete (Epoxy/Resilient Tile) WALLS: Concrete (Paint) CEILING: Acoustical Ceiling HEIGHT: Min. of 8’-6” DOORS/WINDOWS: Std. Door with Sidelight ACOUSTICAL REQUIREMENT: STC 45-48 LIGHTING: Direct/Indirect LED Lay-In Fixtures Task Lighting at Kitchenette MECHANICAL REQUIREMENTS: Standard Air Distribution Dedicated Exhaust at Kitchen Equipment (As Requ.) ELECTRICAL REQUIREMENTS: Standard Electrical Distribution Convenience Outlet TECHNOLOGY REQUIREMENTS: Voice/Data Distribution Wall-Mounted Television(s) AV Equipment for Training/Presentation SPECIAL CRITERIA: 9 Apple Valley Central Maintenance Facility Proposed Expansion Overview ROOM/SPACE NAME: Locker Rooms HOURS OF OPERATION: Day Shift/On Call - Typical Facility Hours are from 6:00 am – 3:00 pm FUNCTION: Gear Storage for Staff ADJACENCIES: FURNITURE, FIXTURES & 2’-0”x 2’-0” Vented Lockers EQUIPMENT: 2’-0” Wide Benches (1) 21”x42” Bench with Back per ADA Requ. (Min.) ARCHITECTURAL: FLOOR: Concrete (Tile) WALLS: Concrete (Paint) CEILING: Acoustical Ceiling HEIGHT: Min. of 8’-6” DOORS/WINDOWS: Std. Door ACOUSTICAL REQUIREMENT: STC 45-48 LIGHTING: Direct/Indirect LED Lay-In Fixtures MECHANICAL REQUIREMENTS: Standard Air Distribution Dedicated Exhaust at Restroom ELECTRICAL REQUIREMENTS: Standard Electrical Distribution Convenience Outlet TECHNOLOGY REQUIREMENTS: NA SPECIAL CRITERIA: Provide Area for Uniform Delivery Area 10 Apple Valley Central Maintenance Facility Proposed Expansion Overview Applicable Codes 2015 Minnesota Building Code 2015 Minnesota Energy Code 2015 Minnesota Fire Code 2015 Minnesota Accessibility Code 2015 Minnesota Mechanical and Fuel Gas Code 2015 Minnesota State Plumbing Code NFPA 70 – 2014 National Electrical Code 2006 International Fire Code (with state amendments) Use / Occupancy Class B: Office / Support Area S-1: Vehicle Areas / Equipment Storage /Maintenance Construction Type II-B No Occupancy Separation Required Between Type B and S-1 (Table 508.3.3) Fire Resistance Requirement (Table 602) Structural Frame 0 Bearing Walls (Exterior and Interior) 0 Non-Bearing Walls (Exterior and Interior) 0 Floor Assemblies 0 Roof Assemblies 0 *Building is Minimum of 10’-0” From All Property Lines Fire Suppression Given the size and function of the building - full fire suppression is anticipated and recommended. 11 Apple Valley Central Maintenance Facility Proposed Expansion Overview Allowable Area and Height: Occupancy Group: B Construction Type: II-B Base Tabular Allowable: (Table 503) Maximum Height = 55 feet Maximum Stories = 3 Maximum Gross Floor Area = 23,000 SF Height/Area Modification: Sprinkler Increase (Height)(504.2): Height = 75 feet Maximum Stories = 4 Frontage Increase (506.2): If = [652/1944 - .25]30/30 If = .09 Sprinkler Increase (506.3): Is = 2 (Multi-Story) Is = 3 (Single-Story) Maximum Gross Floor Area: Aa = {23,000 + [23,000 x .09] + [23,000 x 3]} Aa = 94,070 SF Occupancy Group: S-1 Construction Type: II-B Base Tabular Allowable: (Table 503) Maximum Height = 55 feet Maximum Stories = 2 Maximum Gross Floor Area = 17,500 SF Height/Area Modification: Sprinkler Increase (Height)(504.2): Height = 75 feet Maximum Stories = 3 12 Apple Valley Central Maintenance Facility Proposed Expansion Overview Frontage Increase (506.2): If = [1292/1944 - .25]30/30 If = .41 Sprinkler Increase (506.3): Is = 2 (Multi-Story) Is = 3 (Single-Story) Maximum Gross Floor Area: Aa = {17,500 + [17,500 x .41] + [17,500 x 3]} Aa = 77,175 SF Required Parking: (Per City Ordinance) Exit Access Travel Distance (1016.2): B: 300 feet S-1: 250 feet Common Path of Travel (1014.3): B: 100 feet S-1: 100 Exit Width (1018.2): Minimum Corridor Width = 44 inches Recycling Space: Parking (.001/SF) 40,500 = 45 SF Office (.0025/SF) 42,000 = 105 SF Total Space Required = 150 SF Unique Code Requirements: Fluid Storage: Consolidated fluid storage will require a containment area equal to the largest tank in the room plus 20 minutes of fire suppression Flammable Waste Trap: 13 Apple Valley Central Maintenance Facility Proposed Expansion Overview Areas used for the parking, storage, or maintenance of vehicles will require floor drains and a flammable waste trap Emergency Eye Wash: An emergency eye wash will be required within 10 seconds or 55 feet of any hazard Hazardous Materials: Hazardous material storage (herbicide, pesticide, fuel, etc.) needs to comply with Table 307.1 for Maximum Allowable Quantities Electrical separation is required between B and S-1 occupancies through one of the following: 1. Mechanical de-classification 2. Vestibule 3. Floor height separation of 18” Building Expansion needs to accommodate a minimum 50’-0” radius from well building for all sanitary sewer piping and connections PROJECT BUDGET BREAKDOWN (page left blank intentionally) Project Component Area Budget Estimate Office Upper Level Renovation 6,400 1,136,090.75$ Vehicle Maintenance Addition 18,240 4,058,642.38$ Office Renovation - Main Floor 2,400 580,830.89$ Office Addition and Face Lift 1,200 700,705.30$ Parks/Shop Renovation 11,300 688,146.76$ Vehicle Storage Addition 19,575 3,384,305.25$ Parks Satellite Facility 1,600 470,934.11$ Police Relocation 10,400 2,516,605.66$ Shops Re-Organization 5,700 374,679.08$ Totals 76,815 13,910,940.16$ SUMMARY AV_CMF - NEEDS ASSESSMENT 978,545.00$ Subtotal ADA Compliance Upgrades at Upper Office Area -$ Site 6,400 S.F.78,283.60$ OH&P 79,262.15$ Fees/Testing 1,136,090.75$ PROJECT TOTAL 80 Length Building Geometry 80 Depth 6,400 sf Wall Height 10 Perimeter LF 320 Masonry SF 3200 $/sf $50.00 $160,000.00 Floor (patch for new plumbing 250 $7.50 SF 1,875.00$ Roofing (none)0 $7.50 Sf -$ Overhead Doors (none)0 $12,000.00 per -$ Structural Steel (none)0 $4,500.00 Ton -$ Metal Decking (none)0 $6.50 SF -$ Misc Metals 0.25 $35,000.00 Allowance 8,750.00$ Carpentry 6,400 $4.50 SF 28,800.00$ Mechanical 6,400 $30.00 Sf 192,000.00$ Electrical 6,400 $18.00 SF 115,200.00$ Plumbing 6,400 $20.00 SF 128,000.00$ Fire Protection 6,400 $3.00 SF 19,200.00$ Doors/Frames/Hardware 6 $2,500.00 per 15,000.00$ Windows/Glass 528 $65.00 SF 34,320.00$ Elevator 1 $50,000.00 Allowance 50,000.00$ Stall Partitions 0 $30,000.00 Allowance -$ Metal Lockers 0 $14,000.00 Allowance -$ Select Demolition 1 $65,400.00 Allowance 65,400.00$ (SF*$10.00)+(# of fixtures demo'd*$70.00) Finishes 6,400 $25.00 SF 160,000.00$ M/E/P/FP 454,400.00$ 71.00$ per SF Arch Shell 81.90$ per SF Site (none)0 $5.00 SF -$ AV_CMF - NEEDS ASSESSMENT 3,409,566.00$ Subtotal New Vehicle Maintenance Area 86,250.00$ Site 18,240 S.F.279,665.28$ OH&P 283,161.10$ Fees/Testing 4,058,642.38$ PROJECT TOTAL 120 Length Building Geometry 152 Depth 18,240 sf Wall Height 20 Perimeter LF 544 Architectural Precast SF 10,880 $/sf $50.00 $544,000.00 Floor 18,240 $7.50 SF 136,800.00$ Roofing 18,240 $7.50 Sf 136,800.00$ Overhead Doors 9 $12,000.00 per 108,000.00$ Structural Steel 29.952 $4,500.00 Ton 134,784.00$ Metal Decking 18,240 $6.50 SF 118,560.00$ Misc Metals 0.5 $35,000.00 Allowance 17,500.00$ Carpentry 18,240 $4.50 SF 82,080.00$ Mechanical 18,240 $30.00 Sf 547,200.00$ Electrical 18,240 $20.00 SF 364,800.00$ Plumbing 18,240 $20.00 SF 364,800.00$ Fire Protection 18,240 $2.50 SF 45,600.00$ Doors/Frames/Hardware 4 $3,250.00 per 13,000.00$ Windows/Glass 1,367 $65.00 SF 88,842.00$ Vehicle Lifts 1 $342,000.00 Allowance 342,000.00$ Finishes 18,240 $20.00 SF 364,800.00$ M/E/P/FP 1,322,400.00$ 72.50$ per SF Arch Shell 114.43$ per SF Site 17,250 $5.00 SF $86,250.00 AV_CMF - NEEDS ASSESSMENT 592,719.00$ Subtotal Parks Department Expansion/Consolidation -$ Site 11,300 S.F.47,417.52$ OH&P 48,010.24$ Fees/Testing 688,146.76$ PROJECT TOTAL 113 Length Building Geometry 100 Depth 11,300 sf Wall Height 16 Perimeter LF 426 Masonry Cavity Wall SF 0 $/sf $70.00 $0.00 Floor 1,500 $7.50 SF 11,250.00$ Roofing (re-roof for roof leaks)11,300 $7.50 Sf 84,750.00$ Overhead Doors 4 $12,000.00 per 48,000.00$ Structural Steel 0 $4,500.00 Ton -$ Metal Decking 0 $6.50 SF -$ Misc Metals 0.125 $35,000.00 Allowance 4,375.00$ Carpentry 2,000 $4.50 SF 9,000.00$ Mechanical 1,413 $30.00 Sf 42,375.00$ Electrical 1,413 $20.00 SF 28,250.00$ Plumbing 1,413 $20.00 SF 28,250.00$ Fire Protection 0 $2.50 SF -$ Doors/Frames/Hardware 0 $3,250.00 per -$ Windows/Glass 792.6 $65.00 SF 51,519.00$ Selective Demolition 1 $115,450.00 Allowance 115,450.00$ (SF*$10.00)+(# of fixtures demo'd*$70.00) Finishes 11,300 $15.00 SF 169,500.00$ M/E/P/FP 98,875.00$ 72.50$ per SF Arch Shell 43.70$ per SF Site 0 $5.00 SF -$ AV_CMF - NEEDS ASSESSMENT 2,107,619.00$ Subtotal Police Relocation 60,000.00$ Site 10,400 S.F.173,409.52$ OH&P 175,577.14$ Fees/Testing 2,516,605.66$ PROJECT TOTAL 65 Length Building Geometry 160 Depth 10,400 sf Wall Height 18 Perimeter LF 450 Architectural Precast SF 8,100 $/sf $50.00 $405,000.00 Floor 10,400 $7.00 SF 72,800.00$ Roofing 10,400 $7.50 SF 78,000.00$ Overhead Doors 2 $12,000.00 per 24,000.00$ Structural Steel 16.224 $4,500.00 Ton 73,008.00$ Metal Decking 10,400 $6.50 SF 67,600.00$ Misc Metals 0.5 $35,000.00 Allowance 17,500.00$ Carpentry 10,400 $4.50 SF 46,800.00$ Mechanical 10,400 $35.00 SF 364,000.00$ Electrical 10,400 $20.00 SF 208,000.00$ Plumbing 10,400 $25.00 SF 260,000.00$ Fire Protection 10,400 $3.00 SF 31,200.00$ Doors/Frames/Hardware 6 $3,250.00 per 19,500.00$ Windows/Glass 1,649 $65.00 SF 107,211.00$ Equipment 1 $125,000.00 Allowance 125,000.00$ Finishes 10,400 $20.00 SF 208,000.00$ M/E/P/FP 863,200.00$ per SF 83.00$ per SF Arch Shell 119.66$ Site 12,000 $5.00 SF 60,000.00$ AV_CMF - NEEDS ASSESSMENT 2,884,991.60$ Subtotal New Vehicle Storage Area 30,000.00$ Site 19,575 S.F.233,199.33$ OH&P 236,114.32$ Fees/Testing 3,384,305.25$ PROJECT TOTAL 130.5 Length Building Geometry 150 Depth 19,575 sf Wall Height 20 Perimeter LF 561 Architectural Precast SF 11220 $/sf $40.00 $448,800.00 Floor 19,575 $6.50 SF 127,237.50$ Roofing 19,575 $7.50 Sf 146,812.50$ Overhead Doors 4 $12,000.00 per 48,000.00$ Structural Steel 32.5728 $4,500.00 Ton 146,577.60$ Metal Decking 19,575 $6.50 SF 127,237.50$ Misc Metals 0.5 $35,000.00 Allowance 17,500.00$ Carpentry 19,575 $4.50 SF 88,087.50$ Mechanical 19,575 $30.00 Sf 587,250.00$ Electrical 19,575 $20.00 SF 391,500.00$ Plumbing 19,575 $20.00 SF 391,500.00$ Fire Protection 19,575 $2.50 SF 48,937.50$ Doors/Frames/Hardware 4 $3,250.00 per 13,000.00$ Windows/Glass 1643.1 $65.00 SF 106,801.50$ Allowance -$ Finishes 19,575 $10.00 SF 195,750.00$ M/E/P/FP 1,419,187.50$ 72.50$ per SF Arch Shell 74.88$ per SF Site 6,000 $5.00 SF 30,000.00$ AV_CMF - NEEDS ASSESSMENT 369,628.00$ Subtotal New Parks Department Satellite Facility 36,000.00$ Site 1,600 S.F.32,450.24$ OH&P 32,855.87$ Fees/Testing 470,934.11$ PROJECT TOTAL 50 Length Building Geometry 32 Depth 1,600 sf Wall Height 18 Perimeter LF 164 Masonry Cavity Wall SF 2952 $/sf $35.00 $103,320.00 Floor 1,600 $7.50 SF 12,000.00$ Roofing 1,600 $7.50 Sf 12,000.00$ Overhead Doors 3 $12,000.00 per 36,000.00$ Structural Steel 12.48 $4,500.00 Ton 56,160.00$ Metal Decking 1,600 $6.50 SF 10,400.00$ Misc Metals 0.25 $35,000.00 Allowance 8,750.00$ Carpentry 1,600 $4.50 SF 7,200.00$ Mechanical 1,600 $16.00 Sf 25,600.00$ Electrical 1,600 $16.00 SF 25,600.00$ Plumbing 1,600 $14.00 SF 22,400.00$ Fire Protection 1,600 $0.00 SF -$ Doors/Frames/Hardware 5 $3,250.00 per 16,250.00$ Windows/Glass 199.2 $65.00 SF 12,948.00$ Equipment 1 $5,000.00 Allowance 5,000.00$ Finishes 1,600 $10.00 SF 16,000.00$ M/E/P/FP 73,600.00$ 46.00$ per SF Arch Shell 185.02$ per SF Site 6,000 $6.00 SF 36,000.00$ AV_CMF - NEEDS ASSESSMENT 500,285.00$ Subtotal Office Renovation -$ Site 2,400 S.F.40,022.80$ OH&P 40,523.09$ Fees/Testing 580,830.89$ PROJECT TOTAL 40 Length Building Geometry 60 Depth 2400 sf Wall Height 10 Perimeter LF 200 MasonryGyp. Board Interior Wall SF 2,000 $/sf $70.00 $140,000.00 Floor (patch for new plumbing)800 $7.50 SF 6,000.00$ Roofing (none)0 $7.50 Sf -$ Overhead Doors (none)0 $12,000.00 per -$ Structural Steel (none)0 $4,500.00 Ton -$ Metal Decking (none)0 $6.50 SF -$ Misc Metals 0.125 $35,000.00 Allowance 4,375.00$ Carpentry 2,400 $4.50 SF 10,800.00$ Mechanical 2,400 $30.00 Sf 72,000.00$ Electrical 2,400 $20.00 SF 48,000.00$ Plumbing 2,400 $20.00 SF 48,000.00$ Fire Protection 2,400 $2.50 SF 6,000.00$ Doors/Frames/Hardware 7 $3,250.00 per 22,750.00$ Windows/Glass 384 $65.00 SF 24,960.00$ Elevator 0 $50,000.00 Allowance -$ Stall Partitions 1 $30,000.00 Allowance 30,000.00$ Metal Lockers 1 $14,000.00 Allowance 14,000.00$ Select Demolition 1 $25,400.00 Allowance 25,400.00$ (SF*$10.00)+(# of fixtures demo'd*$70.00) Finishes 2,400 $20.00 SF 48,000.00$ M/E/P/FP 174,000.00$ 72.50$ per SF Arch Shell 135.95$ per SF Site (none)0 $5.00 SF -$ AV_CMF - NEEDS ASSESSMENT 583,536.00$ Subtotal Office Expansion 20,000.00$ Site 1,200 S.F.48,282.88$ OH&P 48,886.42$ Fees/Testing 700,705.30$ PROJECT TOTAL 30 Length Building Geometry 40 Depth 1,200 sf Wall Height 12 Perimeter LF 140 Masonry SF 1680 $/sf 75.00$ 126,000.00$ Wall Height 16 Perimeter LF 300 Exterior Office Facelift SF 4800 $/sf $40.00 $192,000.00 Floor 1,200 $7.50 SF 9,000.00$ Roofing 1,200 $7.50 Sf 9,000.00$ Overhead Doors 0 $12,000.00 per -$ Structural Steel 7.488 $4,500.00 Ton 33,696.00$ Metal Decking 1,200 $6.50 SF 7,800.00$ Misc Metals 0.5 $35,000.00 Allowance 17,500.00$ Carpentry 1,200 $4.50 SF 5,400.00$ Mechanical 1,200 $30.00 Sf 36,000.00$ Electrical 1,200 $20.00 SF 24,000.00$ Plumbing 1,200 $20.00 SF 24,000.00$ Fire Protection 1,200 $2.50 SF 3,000.00$ Doors/Frames/Hardware 5 $3,250.00 per 16,250.00$ Windows/Glass 306 $65.00 SF 19,890.00$ MISC.1 $10,000.00 Allowance 10,000.00$ Finishes 1,200 $25.00 SF 30,000.00$ M/E/P/FP 87,000.00$ per SF 72.50$ per SF Arch Shell 413.78$ Site 4,000 $5.00 SF 20,000.00$ AV_CMF - NEEDS ASSESSMENT 322,721.00$ Subtotal Shops Re-Organization -$ Site 5,700 S.F.25,817.68$ OH&P 26,140.40$ Fees/Testing 374,679.08$ PROJECT TOTAL 114 Length Building Geometry 50 Depth 5,700 sf Wall Height 16 Perimeter LF 328 Masonry Cavity Wall SF 0 $/sf $70.00 $0.00 Floor 0 $7.50 SF -$ Roofing (re-roof for roof leaks)5,700 $7.50 SF 42,750.00$ Overhead Doors 0 $12,000.00 per -$ Structural Steel 0 $4,500.00 Ton -$ Metal Decking 0 $6.50 SF -$ Misc Metals 0.125 $35,000.00 Allowance 4,375.00$ Carpentry 0 $4.50 SF -$ Mechanical 950 $30.00 SF 28,500.00$ Electrical 950 $20.00 SF 19,000.00$ Plumbing 950 $20.00 SF 19,000.00$ Fire Protection 0 $2.50 SF -$ Doors/Frames/Hardware 0 $3,250.00 per -$ Windows/Glass 548.4 $65.00 SF 35,646.00$ Selective Demolition 1 $59,450.00 Allowance 59,450.00$ (SF*$10.00)+(# of fixtures demo'd*$70.00) Finishes 5,700 $20.00 SF 114,000.00$ M/E/P/FP 66,500.00$ 72.50$ per SF Arch Shell 44.95$ per SF Site 0 $5.00 SF -$ CURRENT FLEET BREAKDOWN (page left blank intentionally) Dept/Dedicated Size Useage Count Veh # Vehicle Description Public Works Small Year round 25 - Cars/Sport Utilities Public Works Medium Year round 15 - 2x4 and 4x4 Pickups no plow Public Works Medium Year round 35 - 4x4 Pickups with plow Public Works Large Year round 14 - Dump Trucks up to 19 GVW with plow Public Works Large Year round 10 -Dump Trucks Single Axles up to 40 GVW with plow and wings Public Works Large Year round 2 -Dump Trucks Tandem Axles up to 55 GVW with plow and wings Public Works Large Year round 1 - Tandem Axle Sewer Vac Truck Public Works Large Year round 1 - Single Axle Sewer Jet Truck Public Works Large Year round 2 - Water Tanker Trucks Single Axles 34 GVW Public Works Medium Seasonal 4 - Elgin Street Sweepers/Vacuum Sweeper Public Works Large Year round 3 - Bucket Trucks Public Works Medium Year round 5 - Utility truck Public Works Large Year round 6 - Large Front End Loaders/Versatile/Back Hoe Public Works Small Seasonal 25 - Misc. Tractors/Field Mowers Public Works Small Year round 7 - Bobcat Skid/Tool Cats/Load Alls Public Works Small Seasonal 3 - Pull Behind Compressors Public Works Large Seasonal 29 - Trailers/Dura Patcher/Asphalt Trailer/Versa Vac/Generator etc. Approx. 25 ft. Public Works Medium Seasonal 3 - Speed Trailers/Sidne Appro. 10 ft. Public Works Large Year round 1 - Garbage Truck Public Works Small Seasonal 12 - Mules/Workman/Z Turn Rider Mowers Public Works Small Cold Storage Total 40 20 Public Works Medium Cold Storage Total 7 Public Works Large Cold Storage Total 29 Public Works Small Heated Storage Total 32 16 Public Works Medium Heated Storage Total 55 Public Works Large Heated Storage Total 40 Public Wroks Total Vehicle 203Public Works Current Fleet Breakdown VEHICLE RETENTION POLICY (page left blank intentionally) MINIMUM REPLACEMENT STANDARDS VEHICLE CATEGORIES AGE MILES OR HOURS Administrative/Inspection Sedan 10 100,000 Pickup 10 100,000 Vans (mini & multi-passenger) 10 100,000 Specialty Light Duty Pickup 2-wheel drive 10 100,000 Bronco/Blazer 10 100,000 Utility Van 10 100,000 Park Mowers 10 Medium Duty Utility Truck 10 - 12 100,000 4x4 Pickup 10 100,000 1-ton Dump Truck 10 - 15 100,000 Skidsteer (Bobcat) 10 - 15 4,000 Hrs. Fire Rescue or Grass Rig 15 Does Not Apply Heavy Duty Single Axle Dump Truck 12 - 15 80,000 Tandem Axle Dump Truck 15 80,000 Front End Loader 25 12,000 Hrs. Tractor Backhoe 15 6,000 Hrs. Sweeper 15 6,000 Hrs. Jetter 15 Does Not Apply Tanker/Flusher 20 8,000 Hrs. Sewer Vac 15 Does Not Apply Pumpers 20 Does Not Apply Police Investigation 10 100,000 Police Patrol 10 80,000 FILE: MAINT\FORMS\VEH-REPLACMENT SCH CERTIFIED LANE MILES (page left blank intentionally) ANNUAL CERTIFICATIONOF MILEAGESEE INSTRUCTIONS INCLUDED IN PACKET*RECORD REVISIONS ON BACK OF FORMI II III IVVVIVIIVIII IXXXIXII1. Trunk Highways2. Trunk Highways Turnbacks (Designated as MSAS - mileage above 20%)3. County State Aid Highways (Exclude mileage designated as MSAS)4. County State Aid Highway Turnbacks (Designated as MSAS - mileage above 20%) (+ or -)5. Total Mileage of Line 1 Thru 4 Previous =Adjustment = Current = 6. Municipal State Aid Streets(Exclude Trunk and County Highway Turnbacks 7. County Road Turnbacks (Designated as MSAS)8. County Roads (Exclude mileage designated as MSAS)9. Other Local Roads And Streets - not designated (Include T.H. & CSAH frontage roads) (+ or -)10. Total Improved Basic Mileage (lines 6 + 7 + 8 + 9) Previous =Adjustment = Current =11. Percentage Limitation Allowed by StatuteX0.2012. MAXIMUM MILEAGE ALLOWED FOR M.S.A.S. DESIGNATIONS (Col XI, Line 10 Times Line 11).13. Total Municipal State Aid Street Designated (Colum XII, Line 2 + 4 + 6 + 7). 14. Total Miles of T.H. & County Highway Turnbacks designated as MSAS Above 20% (Col. XII Line 2 + 4 + 7). (-)15. Mileage designated MSAS - not including T.H. and C.R. Turnback mileage (Line 13 minus Line 14). (-)16. MSAS Mileage Partly Outside the City Limits in a non MSAS city(-) 17. Municipal State Aid Street Mileage Over/Under Maximum Allowed. (Line 12 minus line 15 minus Line 16).I hereby certify that the total Improved Mileage (Col.XI. Line 5 + 10) in the Municipality of Apple Valley as of December 31, 2012 is 196.08 Miles.Signed ________Colin G. Manson__________ Title _________City Engineer___________ Date___12-13-2012__N:\MSAS\CERTIFICATION OF MILEAGE\2010\2011 CERTIFICATION OF MILEAGE FORM.XLSBASIC MILEAGE: MILEAGE CONSIDERED IN THE COMPUTATION OF ALLOWABLE MILEAGE Municipal Mileageas of Dec. 31, 2011 Current Year (+ or -) as of Dec. 31, 2012TotalNon-ExistingUnimproved2012Non-ExistingUnimprovedMunicipal Mileage Revisions DuringImprovedNon-ExistingUnimprovedImprovedTotalImproved 0.825.294.674.67TotalMILEAGE NOT CONSIDERED IN THE COMPUTATION OF BASIC MILEAGE 10.780.825.29 10.780.825.294.67 0.825.294.67151.540.570.57185.30151.12 151.12 0.42 0.420.57 (0.96)36.4933.193.300.96 and Mileage Partly Outside the City Limits in a non MSAS city)0.57 36.490.82 151.541.38183.924.2637.3137.0636.4932.23 0.57 Route Original Number Miles Non- Un- Improved Total Existing improved 106 (0.42)0.42 12/13/2012 Construction of Flagstaff Ave #2011-105 from 147th St to approx 1550' south of 140th St. Non-existing to Improved. Update to occur 2013 111 (0.54)0.54 12/13/2012 Construction of 147th St #2011-107 from Flagstaff Ave to JCRR. Non-existing to Improved. Update to occur 2013 N/A 0.06 0.06 0.06 12/13/2012 Construction of 145th Street from approx 270' east of Flora Way to Flagstaff Ave. Non SA Mileage N/A 0.10 0.10 0.10 12/13/2012 Construction of Felton Ct north from 147th St. Non SA Mileage N/A 0.07 0.07 0.07 12/13/2012 Construction of Evendale Way north from 147th St. Non SA Mileage N/A 0.11 0.11 0.11 12/13/2012 Construction of Elmcroft Way as part of CSL SS 7th development. Non SA Mileage N/A 0.08 0.08 0.08 12/13/2012 Construction of 159th St W as part of CSL SS 7th development. Non SA Mileage (0.96)1.38 0.42 0.42 MILEAGE CHANGE + OR - REVISIONS MADE DURING 2012 COUNTY ROADS or COUNTY STATE AID HIGHWAYS TRUNK HIGHWAYS TOTAL MILEAGE CHANGE + or - (insert on Line 2 or Line 4 or Line 7) TOTAL MILEAGE CHANGE + or - (insert on Line 3 or Line 8) JAN. 1 TO DEC. 31, 2012 MUNICIPALITY____City of Apple Valley____ MUNICIPAL STATE AID STREETS County Road, CSAH or TH Turnback TOTAL MILEAGE CHANGE + or - (insert on Line 6) New Construction, System Revision, Jurisdictional Exchange, Administrative Revision, etc. Indicate if Needs were updated in 2012 ReasonDate of Change MUNICIPAL STATE AID STREETS Regular Mileage Revised or New Miles I T E M: 4.J . C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Agreement with Ameresco for A sset Sustainability P lanning and S oftware Services S taff Contact: Ron Hedberg, Finance Director and Charles Grawe, A ssistant City Administrator Department / Division: Finance Department AC T I O N RE Q UE S T E D: Approve agreement with Ameresco for asset sustainability planning and software services. S UM M ARY: T he City is seeking to improve its facility maintenance planning and forecasting. In the past, the C ity has worked with Ameresco to identify opportunities for energy savings in several projects. A meresco offers a comprehensive facility maintenance software that could be of significant benefit when formulating future C apital Improvements Programs (C IP's). B AC K G RO UND: During the 2019 City Council Goal Setting process, one of the top goals identified was to develop a "facility condition inventory and strategy for funding identified needs". Staff considered various options in pursuit of this goal and recommends, as a first step, the adoption of the proposed agreement with A meresco to conduct a comprehensive facility condition inventory. T he inventory review will include the major systems in each of our buildings. T his includes the building shell, roofs, windows, mechanical systems and interior finishes. T he project is estimated to take approximately 536 hours and is included within the proposed fee amount. A breakdown of the estimated hours have been attached to the Ameresco Scoping Document. By using a third-party to evaluate each system, the C ity will receive a consistent rating of facility condition across the different locations and departments. O nce completed, the facility condition inventory and details obtained will allow the C ity to prioritize ongoing maintenance and take a more comprehensive, rather than piecemeal, approach to facility investments. T he project includes the completion of the onsite facility condition inventory, identifying the deferred maintenance, and development of short term and long term planning for system improvements. C ity staff will receive training on using the software to manage the process into the future. T he information gathered, and the software provided, will be instrumental in developing future capital improvement programs and long term funding strategies to address the deferred maintenance and future improvements. Staff recommends the Council approve an agreement using the C ity standard agreement form and referencing the attached Asset Planning Scoping Document. At the November 14, 2019 City Council informal meeting, information on the Asset Sustainability Planning and Software Services offered by A meresco was presented. It is staff's understanding that questions raised by Council members at that meeting have now been addressed, and that the Ameresco agreement it is now ready for Council action. Should Council members have further questions in advance of the December 12, 2019 meeting, please let us know. B UD G E T I M PAC T: T he cost for the initial inventory assessment, data entry, and software training is $58,975.00. Annual support is $5,850.00. Funds have been set aside in fund balance for several years and will be sufficient to cover the cost of the first two years. AT TAC HM E NT S : Proposal Exhibit June 15 2015 Ameresco Asset Sustainability Group Asset Planning Scoping Document Prepared for: City of Apple Valley November 5, 2019 City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 1 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 T ABLE OF C ONTENTS Executive Summary ................................................................................... 2 Asset Planning and Optimization ............................................................... 4 Deliverables ............................................................................................... 6 Approach and Methodology ..................................................................... 10 Corporate Capabilities .............................................................................. 16 Strategic Tools ......................................................................................... 17 Professional Fees .................................................................................... 18 City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 2 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Executive Summary Ameresco appreciates the opportunity to submit a scoping document discussing City of Apple Valley’s (the City) interest in a capital planning and asset management service that will support both long-term and short-term decision-making, along with management of day to day risk associated with an ever-increasing aging infrastructure. Ameresco’s AssetPlanner™ offering is designed to enhance the future viability of the City infrastructure and enhance the Quality of Residential, Commercial and Community Life. The City has a vast portfolio, with 74 buildings and 552,583 square feet. As with most municipalities, the City’s infrastructure is aging, and funding is struggling to keep pace. City leadership recognizes the lack of data and planning, and potential under-funding, is not sustainable. The City is looking for tools to help quantify, manage, and effectively communicate the needs to the city’s financial stakeholders. Ameresco’s Asset Sustainability Group (ASG) has served hundreds of clients with similar decision making and funding challenges. Having performed our services for over 3.2 billion square feet and 60,000 buildings, our team has the experience to guide customers from data development, through prioritization and validation, to developing business cases that communicate the urgency to stakeholders, establish a data- defensible magnitude of deferral and future needs, and provide the insight as to how the City could address long term funding issues via Capital Creation StrategiesTM. To date, our team has identified over $7 billion dollars in Capital Creation StrategiesTM and alternative funding. In this scoping document, we detail our approach and showcase the deliverables. It is important to note that Ameresco goes beyond quantifying capital asset planning data; our service includes the pursuit of solutions. Our team is committed to building business cases for you that communicate your story across your organization. And, throughout our relationship, our team will be on site delivering Executive Presentations and year end data updates. Specifically, Ameresco will deliver: • Establishment of Life Cycle Profiles for major building components and systems (incorporating both short term [5 Year] and long term [30 Year] planning renewal and life cycle data as well as current information (existing condition assessments, capital plans, relevant maintenance information, etc.) and phone-based interviews (which we refer to as Asset Reviews) for approximately 74 buildings representing approximately 552,583 square feet; • Identification of the Unfunded Liability – graphical presentation of each facility based on Ameresco’s life cycle profiles (for each building, site and portfolio); • Establishment of the Facility Condition Index (FCI) profile for each facility based on Ameresco’s life cycle profiles (for each building, site and portfolio); • Risk Management process to manage deferred maintenance backlog, aging infrastructure and triage capital projects. • Onsite Assessments by Ameresco Engineers using Ameresco’s in house AuditPlanner technology City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 3 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 • Executive Summary – portfolio wide summary of the life cycle and asset planning findings; a compelling argument to secure more capital funds • Presentation to Key Stakeholders - based on life cycle findings and results; • Subscription to AssetPlanner™ and AuditPlanner™ to maintain and update a real time capital planning dataset; • Ongoing support for analysis, reporting, and to keep capital plan up to date with completed projects, new/consolidated/disposed facilities Developing a reliable, update-able set of life cycle is the critical first step in the long journey to Asset Sustainability. The Ameresco team is pleased to join the City in the journey. We look forward to assisting the City with decision-making and investment spending as it affects Asset Sustainment, Financial Stewardship and Stakeholder impact. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 4 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Asset Planning and Optimization Business Process To assist the City with facility renewal planning, Ameresco will develop an asset planning framework that reviews and optimizes the capital and operating needs of the organization by applying a series of business strategies and best practices to develop proactive, practical business plans. Using a proven predictive life cycle management approach, the City strategic business objectives will be clearly articulated and incorporated into the plan. Objectives: Holistic asset planning needs and strategies will be developed to seamlessly achieve the following business objectives: Data Development – Establishment of Capital Renewal Need – as major building systems and components age, the remaining useful and serviceable life decreases. The overall capital renewal needs of the portfolio based on predictive life cycle cost models are established. The overall capital renewal needs are mapped against the capital renewal funding to identify the “Unfunded Liability”. Single Data Depository of Asset Data - development of a unified, integrated database (AssetPlanner™) for the City to warehouse asset data, maintain a living real time capital plan, and to use as a robust reporting engine. Examine Funding Requirements – with the development of the overall portfolio renewal needs, capital funding requirements will be reviewed and mapped against a Sustainability Target. Use Industry Ratings to Measure Effectiveness of the Capital Spend – an industry standard measurement called Facility Condition Index (FCI) will be developed for each facility to help predict the overall risk associated with managing capital renewal. Various analyses related to funding and risk will be provided. Examine Capital Creation Strategies – utilizing benchmarking strategies, the operational costs in collaboration with the capital spend can be examined to optimize capital investments. The goal will be to identify high level strategies that could reduce the “Unfunded Liability” and operating risk through creative operational savings strategies resulting in “leveraged spending” and savings opportunities. Criteria will be established for these strategies that showcase Capital Creation Strategies. Establishment of Executive Reporting – development of effective capital planning documents will be provided to demonstrate the current and future renewal needs of the organization based on the life cycle cost models. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 5 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Enhanced Decision-Making Criteria – the need for an effective “Decision Making Process” is a global concern with many similar organizations. Decision making criteria will be discussed incorporating best practices. Representative Projects: Ameresco’s key team members have provided services for numerous municipal organizations, including the following partial list: ASG •City of Saint Paul •City of Duluth •City of Mankato •City of Vancouver •City of Wichita •City of Santa Fe •City of Plymouth •Lakeville School District •City of Calgary •City of Columbus OH •City of Wichita •Minneapolis Public Housing Authority •Arizona State University •New Mexico State University •City Colleges of Chicago •University of Illinois at Chicago •YMCA of Freedom Valley Pennsylvania City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 6 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Deliverables Consulting Service Deliverables – will include: • An Asset Management Framework and Plan for the City portfolio; • Development of predictive life cycle forecasting data for all listed facilities; • Development of a multi-year capital plan (5 year and 30-year plan); • Development of Facility Condition Index (FCI) and “Unfunded Liability” profiles for each facility; • Integration of facility data from disparate data depositories into AssetPlanner™ • Prioritization Process to determine schedule and criticality of projects • Population of data into the AssetPlanningTM software module; • Presentation of results. OUTCOMES & DELIVERABLES: The following deliverables are intended to provide a summary of the outcomes resulting from the “life cycle needs” analysis: 1. Establishment of Life Cycles for major building components and systems (elements) using Ameresco’s AssetPlanningTM software module & professional services: a. For each facility, a spreadsheet format report will identify the “renewal costs” and “timelines for each element. b. A list report that identifies the renewal and replacement costs for each major building component (element) sorted by year for the next 30 years. c. A cumulative cost report that shows the “renewal needs” for each facility in each year. d. A graphical presentation that illustrates the “renewal replacement requirements” for each year for each facility (as demonstrated in the following “Cost by Discipline” chart). City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 7 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 2. Identification of the “Unfunded Liability” for each facility, a graphical presentation will be prepared representing the cumulative total liability compared and/or benchmarked against the current funding appropriation/budgets for the facilities. The Unfunded Liability will be identified and presented in a format as follows: 3. Establishment of the Facility Condition Index (FCI) profile for each Facility: a. A spreadsheet style report will be produced summarizing the overall renewal costs with calculated FCI’s for each year. b. A graphical presentation will map out and illustrate the changing FCI per year based on various funding options to maintain the facilities over an extended period of time. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 8 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 c. An FCI Migration review will highlight each building’s FCI rating in 5 year increments. This graphic will compare one facility to another and will help with decision making related to capital investment strategies and/or possible retention of a facility for the longer term. 4. A tabular needs report document will be produced for the facility (in Excel format). This will provide a life cycle profile of the building element replacement costs anticipated for the next 30 years (based on the modeled information) for the major building systems (elements). 5. A high-level presentation will be delivered for senior management. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 9 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 6. Assemble all life cycle and capital planning data in AssetPlannerTM’s AssetPlanning™ Module – all data will be accessible from a single source by the City allowing for day to day management of capital repairs and replacement strategies, Unfunded Liability analysis, FCI analysis, reporting of life cycle cost profiles and information to help report on the capital improvements and showcase future capital needs. 7. AssetPlanningTM Module Subscription, Training and Support – the City personnel will be provided with three training sessions to be delivered via in person and via web conference to train users in AssetPlanningTM. In addition, the City will receive up to 6 hours of AssetPlanningTM specialized support per year to assist users with data management support, report development support, along with strategic planning along with a refresh of the executive summary document on an annual basis. Access to the AssetPlanningTM software module will be administered through Ameresco’s annual renewal subscription based on an initial 5-year term and will commence upon the start-up of this assignment. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 10 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Approach and Methodology Data Development Process To develop and produce the most effective outcomes and deliverables, a carefully developed approach will be used incorporating capital planning best practices. Our established asset planning framework will incorporate best practices for data collection, data development and data reporting. Based on criteria used to make effective decisions, data inputs will be discussed, and recommendations made. Establishment of a life cycle cost profile for each facility: A six step “data development” process will be used to rapidly create life cycle cost profiles for each facility utilizing the modeling capabilities of our specially designed software called AssetPlannerTM. The current and future renewal needs will be developed providing cost profiles and liabilities associated with each asset. The following steps aid in the development of an effective capital asset plan: • Step 1: Basic facility data collection (age, size, # floors, use, building ID, etc.) • Step 2: Development of life cycle cost templates for each asset (by type) • Step 3: Predictive Life Cycle Forecasting validation and review • Step 4: Prioritization • Step 5: On-site data collection performed by Ameresco • Step 6: Population of database with life cycle costs and timelines Details of each step are described below: • Step 1: Basic facility data collection (age, size, # floors, use, address, building ID, etc.) - a simple listing of the facility details will be required from the City, identifying the original age of construction of the building, the size of the building, the address and building ID, the number City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 11 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 of floors of the building along with the type of use of the building. If a building has undergone expansion due to additions, the same information will be required for each addition identifying the age, size, number of floors, etc. • Step 2: Development of predictive life cycle forecast & cost templates for the building – templates that contain the listing of building component inventory will be used based on the various asset “types” (i.e. City Hall, Fire Station, Police Station, Maintenance Building, Garage, etc.). These pre-established templates that model the type and use of the building will be used and mapped to the information obtained in step 1 above. The pre-established template contains a pre-determined building component inventory and will be used to establish order of magnitude replacement costs and renewal timelines for each major building system and component. Prior to populating the database, the City will review with Ameresco and signoff on the use each template. The templates form the basis for the life cycle database. A spreadsheet for each facility will be provided identifying a list of components, the number of components, the year of last replacement, the type of maintenance used along with a comment field. The next step will refine and validate the template using this “spreadsheet” format. • Step 3: Life cycle template validation and review, Data Integration- At this stage, the life cycle template will be updated, incorporating recent replacements and building upgrade information (supplied by the City). Conference calls with staff familiar with building replacements and upgrades will be provided to validate the majority of the building systems (it is anticipated that the City will aid with the logistics associated with coordinating staff interviews). These conference calls with property and technical staff will further refine data by confirming additional inventory details (i.e.: the template may assume 1 boiler but the building may have 2 boilers– this will require an adjustment). The “year of last replacement” and “type of maintenance used” may be adjusted as well using specially developed spreadsheets. In addition, existing capital needs for the next 5 years will be requested and will be incorporated into the life cycle model to enhance the short-term condition picture. Data from the City asset and capital systems, existing capital plans, previous condition audits and recent energy studies will be used to supplement the models and aid with interview discussions (if the data is available in electronic form). In addition, past capital expenditures can be reviewed (where available in a reasonable form) to help with life cycle cost adjustments. • Step 4: Prioritization – a process to determine how best to configure the algorithm in AssetPlanner™ to establish a priority and urgency score for each capital need. Prioritization includes tactical and strategic factors that influence risk to the organization. Field auditors will be able to note each systems priority. Step 5: On -site data collection - on-site data collection activities using the AuditPlanner™ mobile technology to capture additional “condition data” including life cycle details and deferred maintenance information, pictures of deficiencies, priority ranking of needs in the 5 year window, etc. AuditPlanner™ is a specially designed Ameresco software application, used to efficiently capture field data. Life cycle data from steps 2 and 3 is prepopulated in City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 12 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 AuditPlanner™ prior to any on-site visits – this greatly speeds up the time to assemble “condition data” as described herein. • Step 6: Population of a database with life cycle costs and timelines - the validated and confirmed template/audit information, from above, will be uploaded into the database to further refine and populate the life cycle cost database. At this stage, cost and graphical reports can be produced and the analysis of the “capital renewal need/deferred maintenance” can commence. The information contained in the life cycle cost database will be used to help streamline all future data collection activities. This data development process is proven to be effective and utilizes best practices. The data developed in this analysis will aid the City with its decision-making. Project Management As a Project Management best practice, and to ensure the best possible solution, Ameresco will assign experienced personnel to the City. Project Kick-off Meeting Ameresco starts each project with a client Kick-off Meeting to confirm deliverables, expectations, communication and project management practices. Ameresco will schedule a Project Kick-off Meeting with key project personnel from the City and Ameresco. This session will be a collaborative meeting, with the following key objectives: City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 13 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 • Introduce project team members and roles; • Review and confirm deliverables; • Discuss and agree on key milestones and timelines; • Identify project Key Performance Indicators; • Begin the Project Charter (described on next page); • Identify Pilot Sites; and • Agree on an on-going project communication plan (i.e. weekly or bi-monthly meetings) City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 14 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Training & Support Plan Webinar Training Sessions To minimize costs to the City and allow for easier scheduling/coordinating of training, Ameresco will propose “webinar” training sessions. These are training sessions that are held live, over the internet. Users are provided a web site address and password to attend the webinar and view training and system demonstrations. A conference call number is also provided to coincide. Webinars are an excellent low-cost training option – with a projector and speaker phone, a webinar training session can accommodate any number of participants, and can be recorded for future use. Our team has successfully implemented many projects using webinar support and training. Ameresco is proposing three software training sessions on AssetPlanner™. Annual Asset Planner™ User Conferences Ameresco holds Annual AssetPlanner™ User Conferences specifically for authorized users. The User Conference is a one workshop that includes training/re-training on the AssetPlanner™ Software Suite, updates of new features and feedback from users. The annual User Conference provides users a chance to refresh user skills and the invaluable opportunity to network with peers also using AssetPlanner™. Ameresco has provided annual User Conferences for over 13 years and has developed an excellent workshop format that has been well received by attendees. Help Tab, Manuals and On-line User Forum Each AssetPlanner™ web page also has a “Help” tab, providing key information for the page being viewed. On-line User Manuals are available for download free of charge to AssetPlanner™ Users in PDF format. The User Manuals are updated on a regular basis and can easily be found in the “Tool Box” accessible on virtually every AssetPlanner™ web page. From the Tool Box users can also access the on-line User Forum, to query commonly asked questions, post questions and post suggestions. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 15 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 On-going Support: AssetPlanner™ Live Person Service Desk Ameresco has successfully operated a toll free Live Person Service Desk for the past 13 years. The AssetPlanner™ Service Desk can easily be reached: • Directly through the web browser while using the tool; • Toll free: 1-866-857-3890; or • Email: ap-support@ameresco.com City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 16 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Corporate Capabilities Ameresco has accomplished great success working with many educational, post-secondary, institutional and government customers. A select team of individuals has been established to respond to the City need for the development of an asset and capital plan. To date, our team members have developed asset plans and carried out life cycle models and assessments of over 60,000 buildings representing over 3.2 billion square feet of space. We are proud to stand behind our successful track record of developing capital and asset renewal plans, and our corporate standard of delivering best value from initial project development through final implementation and delivery. The Ameresco team is uniquely positioned for this assignment and brings forward a number of benefits: • Extensive asset planning and decision support experience; • Developer of various “measures” including “Unfunded Liability”, FCI migration and Asset Sustainability profiles; • Strong technical and project management skills; • Unique asset management and capital planning in-house expertise; • Facility validation and assessment services; • Energy auditing and energy conservation specialists; • Ability to think holistically: from needs quantification to the development of strategic capital asset plans through to facility renewal implementation; • Team members with a successful history of providing asset planning services; • Strong customer focus; • Flexible approach to service provision and ability to act quickly; • Integrity in standing behind the work we do. As an integrated solutions provider, Ameresco looks forward to working closely with the City to develop a capital asset plan. At Ameresco, we have been working for the past couple years with numerous client sectors throughout North America to create a new measure and model that addresses the challenges of managing a large building portfolio. This is an ongoing process that requires careful planning in an effort to create more robust measurement tools and processes. We would like to invite you to partner with us on this thought-provoking and innovative initiative. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 17 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Strategic Tools AsssetPlannerTM software suite is a comprehensive knowledge management that provides powerful analytical and reporting tools for strategic asset management and decision development support. Asset Planning Module Our AssetPlanning™ module was designed specifically to optimize capital decision-making in an environment where funding is tight. It prioritizes capital needs across the portfolio with transparency and consistency. Most importantly, our software’s strategic planning capabilities forecast “what if” scenarios for different funding and investment levels so managers can see the potential impact when evaluating these critical decisions. Mobile tools (AuditPlanner™) The mobile tools include AuditPlanner™ City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 18 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Professional Fees The fees for the delivery of the consulting services and software solution described herein are presented in the table below Activity / Service One Time Fee One Time Fee: • Life Cycle Modeling and Capital Asset Plan for 74 facilities with approximately 552,583 square feet • On Site Facility Assessments by Ameresco engineers using Ameresco’s AuditPlanner handheld technology • Executive Presentation of Results • Three AssetPlannerTM Training sessions $ 58,975.00 Annual Support / Service Annual Price Software Licensing Fee: • AssetPlanningTM Module • Setup, configuration, hosting, backups, security • 6 hours of AssetPlannerTM support per year • Annual Executive Summary Refresh Annual Fee: $5,850.00* * Inflationary updates are held to zero for a 5 year license term. Annual fees billed in advance. City of Apple Valley Ameresco Asset Sustainability Planning and Software Services November 6, 2019 Page | 19 City of Apple Valley Asset Sustainability Planning and Software Services, November 6, 2019 Additional Services: Any additional services outside the scope of the project will be charged according to the rate schedule below of developed in mutually agreed upon scoping document. Rate Schedules for the various staff members are listed as follows: • Senior Vice President $265/hour • Vice President $225/hour • Project Director $175/hour • Project Management $145/hour • Cost Analysts $110/hour • Data Analysts $ 85/hour • Technical Support $ 85/hour • Administration Staff $ 55/hour City of Apple Valley AssetPlanner and Facilities Condition Assessment November 26, 2019 Ameresco Hourly Breakdown of Facilities Condition Assessment service for City of Apple Valley Category Description of Services Effort (Hrs.) AssetPlanner Module Training Initial Planning Session & SaaS KO 8.00 On-going web-based training 9.00 Kick Off Meeting Agreement of approach, schedules, categories, prioritization, etc. 4.00 Data Development & Modelling Database setup & initial configuration 2.00 Import asset data from client 2.00 Lifecycle modeling and template assignments 8.00 Conduct asset reviews and reconcile with database 15.00 Custom configuration of module to align with client business processes 9.20 On-Site Assessments Performed by Ameresco Engineers 325.25 Data QA QA/QC of assessments and data set + client review 29.50 Executive Reporting Produce BCA reports for each asset 2.20 Prepare Exec Summary Report & Presentation 30.00 Deliver Executive Level Presentation 6.00 Project Management Overall Project Management & Administration 86.00 Total Hours 536.15 Hourly Rate of $110* $ 58,976.50 ** Cost per Sq Ft (552,583 sq ft) 0.1067 *Represents blended rate of Engineers, Project Managers, Executive Oversight, Data Analysts, Training and Support and Administration ** Fee proposed at $58,975 I T E M: 4.K. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Community Waste A batement Grant Agreement with Dakota County and the Cities of A pple Valley, Burnsville, Eagan, and L akeville S taff Contact: Charles Grawe, A ssistant City A dministrator Department / Division: Administration / I nformation Technologies AC T I O N RE Q UE S T E D: Approve the C ommunity Waste Abatement Grant Agreement with D akota County and the Cities of Apple Valley, Burnsville, Eagan and Lakeville d/b/a Dakota Valley Recycling for 2020 Funding. S UM M ARY: In 2003, the City began joint services with the Cities of Burnsville and Eagan to provide recycling. T he agreement was expanded to included Lakeville in 2016. T his agreement allows the four cities to share staff dedicated to the recycling mission, while alleviating City staff in other departments from recycling duties so that they can focus on other issues. Staff believes the joint effort yields a more efficient and cost-effective recycling operation. Burnsville employees provide the services for Apple Valley, Eagan and Lakeville, answering residents’ questions about recycling and disposal and working with each city to reduce waste, reduce contamination of recyclables, and increase environmentally preferable purchases. B AC K G RO UND: Dakota C ounty provides funding to cities to promote and operate Waste Abatement (Recycling) Programs. In previous years, the C ounty requested cities adopt resolutions supporting grant applications and later used joint powers agreements. For 2020, the County is requesting this process be done through an agreement with the County. T he City Attorney has reviewed the agreement. T he new agreement does require a 25 percent cash or in-kind funding match. Staff believes that existing City activity will meet the required in-kind match, but it will require the C ity to track and document these activities. Staff recommends the C ouncil approve the attached, providing up to $309,524.00 from Dakota C ounty to operate a joint Recycling Program for the C ities of Apple Valley, Burnsville, Eagan, and Lakeville and authorize the Mayor to sign the document. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Agreement Dakota County Contract #C0032187 2020 Grant Agreement Page | 1 of 6 Dakota County Contract #C0032187 COMMUNITY WASTE ABATEMENT GRANT AGREEMENT This Community Waste Abatement Grant Agreement (Agreement) is made and entered into by and between the County of Dakota, acting through its Environmental Resources Department (County) and City of Burnsville, acting as the fiscal agent for the Cities of Apple Valley, Eagan, and Lakeville (Grantee). WHEREAS, Metropolitan counties are responsible for waste management policy and programs (Minn. Stat. §115A.551); and WHEREAS, Dakota County Solid Waste Ordinance 110 requires each municipality in the County to have a solid waste abatement program that is consistent with the Dakota County Solid Waste Master Plan (Master Plan); and WHEREAS; the Dakota County Solid Waste Master Plan (Master Plan) governs all solid waste management in the County (Minn. Stat. § 115A.46); and WHEREAS, municipalities may not develop or implement a solid waste management activity that is inconsistent with the Master Plan (Minn. Stat. § 115A.46); and WHEREAS, the Master Plan supports performance-based funding for municipalities to develop and implement waste abatement programs, education, and outreach; and WHEREAS, by Resolution No. 19-577 (June 18, 2019), the Dakota County Board of Commissioners approved the Community Waste Abatement Grant Program; and WHEREAS, funding amounts are established by the County Board each year as part of the Environmental Resources Department (Department) budget; and WHEREAS, the Grantee agrees to perform all activities described in this Agreement and Dakota County Waste Abatement Community Grant Program Exhibits 1 (Guidelines) and 2 (Application)(collectively referred to as the “Exhibits”) to the satisfaction of the County. NOW THEREFORE, in reliance on the above statements and in consideration of the mutual promises and covenants contained in this Agreement, the County and the Grantee agree as follows: AGREEMENT 1.PURPOSE. The purpose of this Agreement is to provide grant funding to eligible municipalities to implement solid waste abatement activities as described in this Agreement and the Exhibits. 2.ELIGIBILITY. Eligible municipalities include Apple Valley, Burnsville, Eagan, Farmington, Hastings, Inver Grove Heights, Lakeville, Lilydale, Mendota, Mendota Heights, Rosemount, South St. Paul, Sunfish Lake and West St. Paul. 3.P ARTIES. The parties to this Agreement are the County and Grantee, collectively referred to as the “parties”. 4.TERM. Notwithstanding the dates of signatures of the parties to this Agreement, this Agreement shall be in effect on January 1, 2020, for the purposes of completing activities identified in Exhibit 2 and shall continue in effect until December 31, 2020, for the purposes of reimbursement, unless earlier terminated by law or according to the provisions of this Agreement. 5.GRANTEE OBLIGATIONS. The Grantee shall: A.Develop, implement, and operate a local comprehensive landfill abatement program that complies with the Master Plan, Dakota County Solid Waste Ordinance 110, this Agreement, and the Exhibits. B.Fulfill all responsibilities for Base and, if applicable, for Supplemental Funding as outlined in Exhibit 1. C.Report time, expense, and performance pursuant to responsibilities set forth in this Agreement using County report forms (Exhibit 2) and additional agreed-upon reporting tools provided by the County Liaison. Dakota County Contract #C0032187 2020 Grant Agreement Page | 2 of 6 6. ELIGIBLE AND INELIGIBLE EXPENSES. Grantee may use allocated funds only on eligible items as identified in Exhibit 1 and completed within the calendar year of this Agreement. Other waste abatement expenses may be eligible with prior written approval from the County Liaison. 7. FUNDING AMOUNT. Grantees receive performance-based funding in part from a pass-through grant from the State. Funding amounts are contingent upon available State and County funds, and reflect the funding levels approved by the County Board as part of the annual budget. Base Funding is allocated for administration, residential communications, municipal facilities best management verification and employee education, and special collections. Optional Supplemental Funding is allocated for multifamily recycling, municipal facilities/parks infrastructure, in-person education, event recycling/organics, and to meet funding gaps in eligible grant categories. The allocated funding for the Grantee, or the fiscal agent of a legal entity acting on its behalf, shall be in the total amount not to exceed $309,524.00, as set forth in Exhibit 2. 8. FUNDING MATCH. Grantees shall provide a 25% match of the total reimbursed grant funding amount through a cash match, in-kind contribution, or combination thereof, to pay for any new or ongoing activities that are instituted by the grant (i.e., any eligible expenses, whether new or ongoing). 9. FUNDING SOURCE ACKNOWLEDGEMENT. Provide funding source credit on all print materials, written as: Partially funded by Dakota County. 10. RECORDS. The Grantee shall maintain financial and other records and accounts in accordance with requirements of the County and the State of Minnesota. The Grantee shall manage funds in a dedicated bank account, maintain strict accountability of all funds, and maintain records of all receipts and disbursements. Such records and accounts shall be maintained in a form which will permit the tracing of funds and program income to final expenditure. All records and accounts shall be retained as provided by law, but in no event for a period of less than five years from the last receipt of payment from the County pursuant to this Agreement. 11. PERFORMANCE REPORTING AND REIMBURSEMENT. Grantees shall report performance of responsibilities set forth in this Agreement and the Exhibits on a report form provided by the County. Grantees may request reimbursement for eligible expenses, less revenues or other funds received, incurred in connection with the performance of activities in accordance with this Agreement and the Exhibits on a reimbursement form provided by the County. Reimbursement requests must be submitted to the County Liaison by July 15 of the grant calendar year and by January 15 following the grant calendar year. For 2020, reimbursement requests may be submitted at another established frequency with prior written approval from the County Liaison. The Grantee must certify that the requested reimbursements are accurate, appropriate and eligible in accordance with this Agreement, that the Grantee has submitted complete documentation of the actual expenditures for which reimbursement is sought, and that such expenditures have not been otherwise reimbursed. Reimbursement requests must be supported by documentation such as vendor invoices, receipts, or detailed financial reports produced using municipal accounting software, itemizing all expenses related to the grant, including salary and benefits. Any reimbursement request for multiple municipalities must separately itemize the request for reimbursement for each individual municipality. If itemized financial reports or financial statements are unavailable for salary and benefits, the Grantee shall include a letter from a supervisor with the FTE and salary equivalent for Grantee personnel, full-time and temporary, while working directly on the planning, implementing, promoting, and reporting of eligible activities during the reimbursement period. Reimbursement request payment will not be made for activities with incomplete documentation. Complete reimbursement requests are reviewed by the County Liaison. Payment for approved reimbursement requests will be made to the Grantee within 30 calendar days of approved reimbursement request submissions. No reimbursements will be made for expenditures incurred prior to the effective date of this Agreement or for reimbursement requests received after February 15 following the grant calendar year. 12. FAILURE TO PERFORM. Upon review of each Grantee report, the County Liaison will notify the Grantee in writing of any unsatisfactory performance. Reimbursements will be authorized only for activities performed to the satisfaction of the County within the terms of this Agreement. Dakota County Contract #C0032187 2020 Grant Agreement Page | 3 of 6 13. AMENDMENTS. The Dakota County Environmental Resources Director (Director) shall have the authority to approve modifications to the Funding Amount and Application activities as requested by the Grantee, as long as the amount payable does not exceed the amount allocated in Section 7 and so long as the proposed modifications are consistent with the Agreement and Exhibits. 14. PROPERTY. Upon termination of this Agreement or unless otherwise specified, any eligible infrastructure purchased by the Grantee or by the County and provided to the Grantee to fulfill Grant obligations shall be the sole property of the Grantee. 15. INDEMNIFICATION. Each party to this Agreement shall be liable for the acts of its officers, employees or agents and the results thereof to the extent authorized by law and shall not be responsible for the acts of the other party, its officers, employees or agents. The provisions of the Municipal Tort Claims Act, Minn. Stat. Ch. 466 and other applicable laws govern liability of the County and Grantee. The provisions of this section shall survive the expiration or termination of this Agreement. 16. AUTHORIZED REPRESENTATIVES: The following named persons are designated as the Authorized Representatives of the Parties for purposes of this Agreement. These persons have authority to bind the party they represent and to consent to modifications, except that the Authorized Representatives shall have only the authority specifically granted by their respective governing boards. The parties shall provide written notification to each other of any change to the Authorized Representative. Notice required to be provided pursuant this Agreement shall be provided to the following named persons and addresses unless otherwise stated in this Agreement, or in a modification of this Agreement. TO THE COUNTY TO THE GRANTEE Georg T. Fischer, or successor, Director Mary Hamann-Roland, or successor, Mayor Environmental Resources Department Elizabeth Kautz, or successor, Mayor 14955 Galaxie Avenue Apple Valley, MN 55124 Mike Maguire, or successor, Mayor Doug Anderson, or successor, Mayor 17. LIAISONS. To assist the parties in the day-to-day performance of this Agreement, to ensure compliance, and provide ongoing consultation, a liaison shall be designated by the County and the Grantee. The County and the Grantee shall keep each other continually informed, in writing, of any change in the designated liaison. At the time of execution of this Agreement, the following persons are the designated liaisons: COUNTY LIAISON GRANTEE LIAISON Gena Gerard Susan Bast Environmental Specialist Environmental Specialist 952-891-7021 952-895-4524 gena.gerard@co.dakota.mn.us sue.bast@burnsvillemn.gov 18. TERMINATION, GENERAL. Either party may terminate this Agreement for cause by giving seven days’ written notice or without cause by giving thirty (30) days’ written notice, of its intent to terminate, to the other party. Such notice to terminate for cause shall specify the circumstances warranting termination of the Agreement. Cause shall mean a material breach of this Agreement and any supplemental agreements or amendments thereto. Notice of Termination shall be made by certified mail or personal delivery to the Authorized Representative of the other party. In addition, notification to the County or the Grantee regarding termination of this Agreement by the other party shall be provided to the Office of the Dakota County Attorney, Civil Division, 1560 Highway 55, Hastings, MN 55033. Termination of this Agreement shall not discharge any liability, responsibility or right of any party, which arises from the performance of or failure to adequately perform the terms of this Agreement prior to the effective date of termination. 19. TERMINATION BY COUNTY FOR LACK OF FUNDING. Notwithstanding any provision of this Agreement to the contrary, the County may immediately terminate this Agreement if it does not obtain funding from the Minnesota Legislature, Minnesota Agencies, or other funding source, or if its funding cannot be continued at a level sufficient to allow payment of the amounts due under this Agreement. Written notice of termination sent by the County to the Grantee by email or facsimile is sufficient notice under this section. The County is not obligated to pay for any services that are provided after written notice of termination for lack of funding. The County will not be assessed any penalty or damages if the Agreement is terminated due to lack of funding. Dakota County Contract #C0032187 2020 Grant Agreement Page | 4 of 6 20. USE OF CONTRACTORS. The Grantee may engage contractors to perform activities funded pursuant to this Agreement. However, the Grantee retains primary responsibility to the County for performance of the activities and the use of such contractors does not relieve the Grantee from any of its obligations under this Agreement. If the Grantee engages any contractors to perform any part of the activities, the Grantee agrees that the contract for such services shall include the following provisions: (1) The contractor must maintain all records and provide all reporting as required by this Agreement. (2) The contractor must defend, indemnify, and hold harmless and save the County from all claims, suits, demands, damages, judgments, costs, interest, and expenses arising out of or by reason of the performance of the contracted work, caused in whole or in part by any negligent act or omission of the contractor, including negligent acts or omissions of its employees, subcontractors, or anyone for whose acts any of them may be liable. (3) The contractor must provide and maintain insurance through the term of this Agreement in amounts and types of coverage as set forth in the Insurance Terms, which is attached and incorporated as Exhibit 3, and provide to the County, prior to commencement of the contracted work, a certificate of insurance evidencing such insurance coverage. (4) The contractor must be an independent contractor for the purposes of completing the contracted work. (5) The contractor must acknowledge that the contract between the Grantee and the contractor does not create any contractual relationship between County and the contractor. (6) The contractor shall perform and complete the activities in full compliance with this Agreement and all applicable laws, statutes, rules, ordinances, and regulations issued by any federal, state, or local political subdivisions having jurisdiction over the activities. (7) The contractor must use County toolkits (i.e., text, content, images) and follow the County’s Waste Abatement Education and Outreach Style Guide to provide standardized messaging. 21. COMPLIANCE WITH LAWS/STANDARDS. The County and Grantee agree to abide by all federal, state or local laws, statutes, ordinances, rules and regulations now in effect or hereafter adopted pertaining to this Agreement or to the facilities, programs and staff for which either party is responsible, including but not limited to MN Statute § 115A, which requires cities to collect recyclable materials at all facilities under their control, wherever trash is collected, and to transfer the recyclable materials to a recycler. 22. EXCUSED DEFAULT – FORCE MAJEURE. Neither party shall be liable to the other party for any loss or damage resulting from a delay or failure to perform due to unforeseeable acts or events outside the defaulting party's reasonable control, providing the defaulting party gives notice to the other party as soon as possible. Acts and events may include acts of God, acts of terrorism, war, fire, flood, epidemic, acts of civil or military authority, and natural disasters. 23. CONTRACT RIGHTS CUMULATIVE NOT EXCLUSIVE 23.1 In General. All remedies available to either party for breach of this Agreement are cumulative and may be exercised concurrently or separately, and the exercise of any one remedy shall not be deemed an election of such remedy to the exclusion of other remedies. The rights and remedies provided in this Agreement are not exclusive and are in addition to any other rights and remedies provided by law. 23.2 Waiver. Any waiver is only valid when reduced to writing, specifically identified as a waiver, and signed by the waiving party’s Authorized Representative. A waiver is not an amendment to the Contract. The County’s failure to enforce any provision of this Contract does not waive the provision or the County’s right to enforce it. 24. RECORDS RETENTION AND AUDITS. Each party’s bonds, records, documents, papers, accounting procedures and practices, and other records relevant to this Agreement are subject to the examination, duplication, transcription and audit by the other party, the Legislative Auditor or State Auditor under Minn. Stat. § 16C.05, subd. 5. If any funds provided under this Agreement use federal funds these records are also subject to review by the Comptroller General of the United States and his or her approved representative. Following termination of this Agreement, the parties must keep these records for at least six years or longer if any audit-in-progress needs a longer retention time. 25. MODIFICATIONS. Any alterations, variations, modifications, or waivers of the provisions of this Agreement shall only be valid when they have been reduced to writing and signed by the authorized representatives of the County and Grantee. Dakota County Contract #C0032187 2020 Grant Agreement Page | 5 of 6 26.ASSIGNMENT. Neither party may assign any of its rights under this Agreement without the prior written consent of the other party. Consent under this section may be subject to conditions. 27.GOVERNMENT DATA PRACTICES. For purposes of this Agreement, all data on individuals collected, created, received, maintained or disseminated shall be administered consistent with the Minnesota Government Data Practices Act, Minn. Stat. Ch. 13. 28.MINNESOTA LAW TO GOVERN. This Agreement shall be governed by and construed in accordance with the substantive and procedural laws of the State of Minnesota, without giving effect to the principles of conflict of laws. All proceedings related to this Agreement shall be venued in Dakota County, Minnesota or U.S. District Court, District of Minnesota. The provisions of this section shall survive the expiration or termination of this Agreement. 29.MERGER. This Agreement is the final expression of the agreement of the parties and the complete and exclusive statement of the terms agreed upon and shall supersede all prior negotiations, understandings, or agreements. There are no representations, warranties, or provisions, either oral or written, not contained herein. 30.SEVERABILITY. The provisions of this Agreement shall be deemed severable. If any part of this Agreement is rendered void, invalid, or unenforceable, such rendering shall not affect the validity and enforceability of the remainder of this Agreement unless the part or parts that are void, invalid or otherwise unenforceable shall substantially impair the value of the entire Agreement with respect to either party. Dakota County Contract #C0032187 2020 Grant Agreement Page | 6 of 6 IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date(s) indicated below. FOR DAKOTA COUNTY (I represent and warrant that I am authorized to execute this contract on behalf of Dakota County.) By: _____________________________________ Georg T. Fischer, Director Environmental Resources Department Date of signature:__________________________ APPROVED AS TO FORM: /s/Helen R. Brosnahan 10/17/19 Assistant County Attorney/Date KS-19-315 Dakota County Contract #C0032187 County Board Res. No. 19-577 FOR THE GRANTEE (I represent and warrant that I am authorized by law to execute this contract and legally bind the Grantee.) By: _____________________________________ Mary Hamann-Roland, Mayor City of Apple Valley Date of signature:__________________________ Attest: _________________________________ _ Pamela Gackstetter, City Clerk Date of signature:_____________________________ By: _____________________________________ Elizabeth Kautz, Mayor City of Burnsville Date of signature:__________________________ Attest: __________________________________ _____________________________________(title) Date of signature:_____________________________ By: _____________________________________ Mike Maguire, Mayor City of Eagan Date of signature:__________________________ Attest: __________________________________ _____________________________________(title) Date of signature:_____________________________ By: _____________________________________ Doug Anderson, Mayor City of Lakeville Date of signature:__________________________ Attest: __________________________________ _____________________________________(title) Date of signature:_____________________________ I T E M: 4.L . C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Agreement with Hawkins, I nc., for P roject 2020-111, 2020 Water Treatment Plant Chemicals S taff Contact: Carol Blommel J ohnson, Public Works Superintendent - Utilities Department / Division: Utilities Division AC T I O N RE Q UE S T E D: Approve agreement with Hawkins, Inc., for Project 2020-111, 2020 Water Treatment Plant Chemicals in the aggregate amount of $65,290.00. S UM M ARY: On November 22, 2019, quotes were received for Water Treatment Plant Chemicals. Hawkins, Inc. submitted the low quote for chlorine, hydrofluorosilicic (fluoride) acid and C A RUSO L sodium permanganate. T he cost of chemicals utilized in the water treatment process is based on unit pricing. T he bid tab is attached. Hawkins, Inc. has previously supplied chemicals for use in the water treatment process. A standard City agreement will be used for this project. B AC K G RO UND: Minnesota State Law requires the addition of fluoride, sold as Hydrofluorosilicic Acid, to the drinking water. Fluoride contributes to the development of strong bones and teeth and the reduction of cavities. Chlorine is used to disinfect the drinking water and as an oxidizer for iron and manganese removal. Sodium permanganate is also an oxidizer for iron and manganese removal from the groundwater. B UD G E T I M PAC T: Funding for the water treatment plant chemicals - chlorine, hydrofluorosilicic acid and C A RUSO L sodium permanganate - are included in the proposed 2020 Public Works Utilities Water Fund operating budget. WT P Chemicals (Fluoride & Chlorine)2020-111 5325.6214 Hawkins, Inc.$22,540.00 D PC Industries, Inc.$23,304.00 WT P Chemicals (Sodium Permanganate)2020-111 5325.6214 Hawkins, Inc.$42,750.00 D PC Industries, Inc.No Bid AT TAC HM E NT S : Bid / Quote Tabulation Exhibit A Hawkins, Inc.Hawkins, Inc. DPC Industries, Inc. DPC Industries, Inc. ITEM UNIT UNIT UNIT UNIT No.ITEM UNIT Quantity PRICE PRICE PRICE PRICE 1 BULK HYDROFLUOROSILICIC ACID GALLON 6000 2.14$ 12,840.00$ 2.22$ 13,320.00$ 2 TON CHLORINE CYLINDER 20 485.00$ 9,700.00$ 499.20$ 9,984.00$ 3 150 POUNDS CHLORINE CYLINDER 1 123.00$ 123.00$ 150.00$ 150.00$ 4 CARUSOL®-2 LIQUID SODIUM PERMANGANATE (20% Active)GALLON 3000 14.25$ 42,750.00$ No Bid -$ Quotes received 11/22/2019 Carol Blommel Johnson BID TABULATION PROJECT 2020-111 2020 WATER TREATMENT PLANT CHEMICALS I T E M: 4.M. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Agreement with K eys Well Drilling Company, for P roject 2019-163, Well P umps 6, 11, 20 and L ow Zone P ump 4 Maintenance S taff Contact: Carol Blommel J ohnson, Public Works Superintendent - Utilities Department / Division: Utilities Division AC T I O N RE Q UE S T E D: Approve agreement with Keys Well Drilling C ompany, for Project 2019-163, Well Pumps 6, 11, 20 and Low Zone Pump 4 Maintenance, in the amount of $107,645.00. S UM M ARY: On November 22, 2019, quotations were received for maintenance of Municipal Wells 6, 11, 20 and Water Treatment Plant Low Zone Pump 4. A summary of the base bid results of the quotation process are provided below and the detailed bid tabulation is attached. Company Quotation Keys Well Drilling C ompany $107,645.00 E.H. Renner & Sons, Inc.$115,247.00 Bergerson-Caswell, Inc.$139,195.00 Mark J . Traut Wells, Inc.$201,590.00 A standard City agreement will be utilized for this project. B AC K G RO UND: T he work is being done as part of the City’s preventive maintenance program to ensure operability and maximum performance of the wells. Keys Well Drilling Company is qualified to perform the maintenance work on the wells. B UD G E T I M PAC T: Funding for maintenance of Well Pumps 6, 11, 20 and Low Zone Pump 4 is included in the 2019 Public Works Utilities Division Water Fund Operating Budget; 5320.6735 Expenses C onstruction $107,645.00 Engineering, Admin, Legal 2,500.00 C onstruction Contingency 5,000.00 Total Estimated C ost $115,145.00 AT TAC HM E NT S : Bid / Quote Tabulation Project Name: City Project No.: Quote Opening:Owner:City of Apple Valley BID TABULATION Item Num Item Units Qty Unit Price Total Unit Price Total Unit Price Total Unit Price Total Part 1 - Well 6 Pump Repairs 1 Remove and Reinstall Line Shaft Turbine Pump and Electric Motor LS 1 9,300.00$ $9,300.00 $6,700.00 $6,700.00 11,000.00$ $11,000.00 $23,500.00 $23,500.00 2 Shop Time for Cleaning and Repairing Pump HR 20 100.00$ $2,000.00 100.00$ $2,000.00 110.00$ $2,200.00 105.00$ $2,100.00 3 Electric Motor Inspection LS 1 200.00$ $200.00 2,800.00$ $2,800.00 3,650.00$ $3,650.00 3,800.00$ $3,800.00 4 10" x 10', SCH 40 Column Pipe with Coupling EA 10 590.00$ $5,900.00 680.00$ $6,800.00 780.00$ $7,800.00 985.00$ $9,850.00 5 10" x 5', SCH 40 Column Pipe with Coupling EA 1 430.00$ $430.00 480.00$ $480.00 500.00$ $500.00 725.00$ $725.00 6 10" x 10' SCH 40 Suction Pipe EA 1 500.00$ $500.00 650.00$ $650.00 550.00$ $550.00 750.00$ $750.00 7 1-11/16" x 10', Stainless Steel Line Shaft with Stainless Steel Sleeve EA 10 300.00$ $3,000.00 400.00$ $4,000.00 400.00$ $4,000.00 525.00$ $5,250.00 8 1-11/16" x 5', Stainless Steel Line Shaft with Stainless Steel Sleeve EA 1 235.00$ $235.00 300.00$ $300.00 250.00$ $250.00 375.00$ $375.00 9 1-11/16" Stainless Steel Line Shaft Coupling EA 9 50.00$ $450.00 63.00$ $567.00 50.00$ $450.00 95.00$ $855.00 10 1-11/16" x 10', C-1040 Steel Line Shaft with Stainless Steel Sleeve EA 5 170.00$ $850.00 200.00$ $1,000.00 200.00$ $1,000.00 400.00$ $2,000.00 11 1-11/16" x 5', C-1040 Steel Line Shaft with Stainless Steel Sleeve EA 1 130.00$ $130.00 150.00$ $150.00 150.00$ $150.00 275.00$ $275.00 12 1-11/16" Steel Line Shaft Coupling EA 1 20.00$ $20.00 35.00$ $35.00 35.00$ $35.00 65.00$ $65.00 13 Bronze Bearing Retainer w/Rubber Bearing EA 1 120.00$ $120.00 150.00$ $150.00 170.00$ $170.00 210.00$ $210.00 14 Furnish and Install Rubber Bearing in Existing Retainer EA 23 35.00$ $805.00 35.00$ $805.00 30.00$ $690.00 35.00$ $805.00 15 Remove Existing Sleeve and Furnish and Install New Stainless shaft Sleeve on Existing Line Shaft EA 1 50.00$ $50.00 115.00$ $115.00 80.00$ $80.00 105.00$ $105.00 Traut Companies Bidder No. 4 2019 Well Pumps 6, 11, 20 and Low Zome Pump 4 Maintenance 2019-163 November 22, 2019 Keys Well Drilling Company Bidder No. 3Bidder No. 2 E. H. Renner & Sons, Inc. Bidder No. 1 Bergerson Caswell, Inc. 2019-163 Bid Tab BT-1 BID TABULATION Item Num Item Units Qty Unit Price Total Unit Price Total Unit Price Total Unit Price Total Traut Companies Bidder No. 4 Keys Well Drilling Company Bidder No. 3Bidder No. 2 E. H. Renner & Sons, Inc. Bidder No. 1 Bergerson Caswell, Inc. 16 Furnish and Install New Discharge Head Bearing LS 1 300.00$ $300.00 300.00$ $300.00 200.00$ $200.00 325.00$ $325.00 17 Stainless Steel Head Shaft LS 1 600.00$ $600.00 500.00$ $500.00 750.00$ $750.00 650.00$ $650.00 18 Furnish and Install Complete Set of Bowl Bearings LS 1 400.00$ $400.00 900.00$ $900.00 900.00$ $900.00 750.00$ $750.00 19 Stainless Steel Bowl Shaft LS 1 600.00$ $600.00 500.00$ $500.00 650.00$ $650.00 700.00$ $700.00 20 Machine Bowl and Furnish and Install Bronze Impeller Wear Ring Each Stage EA 4 450.00$ $1,800.00 1,500.00$ $6,000.00 450.00$ $1,800.00 525.00$ $2,100.00 21 Reassemble Bowl LS 1 300.00$ $300.00 500.00$ $500.00 700.00$ $700.00 600.00$ $600.00 22 Paint Column, Bowl, and Suction Pipe LS 1 4,000.00$ $4,000.00 3,200.00$ $3,200.00 5,525.00$ $5,525.00 10,000.00$ $10,000.00 23 Well Level Monitor PVC Stilling Tubing - 1 1/4" ID LS 2 400.00$ $800.00 810.00$ $1,620.00 230.00$ $460.00 800.00$ $1,600.00 Total Part 1 - Well 6 Pump Repairs $32,790.00 $40,072.00 $43,510.00 $67,390.00 Part 2 - Well 11 Pump Repairs 24 Remove and Reinstall Submersible Turbine Pump and Electric Motor LS 1 6,000.00$ $6,000.00 6,000.00$ $6,000.00 8,750.00$ $8,750.00 19,000.00$ $19,000.00 25 Shop Time for Cleaning and Repairing Pump HR 20 100.00$ $2,000.00 100.00$ $2,000.00 110.00$ $2,200.00 105.00$ $2,100.00 26 10" x 20', SCH 40 R and D Column Pipe with Coupling EA 6 1,100.00$ $6,600.00 1,080.00$ $6,480.00 1,250.00$ $7,500.00 1,800.00$ $10,800.00 27 Column Check Valve, 10" ductile iron, poppet style EA 1 2,175.00$ $2,175.00 2,530.00$ $2,530.00 2,550.00$ $2,550.00 3,500.00$ $3,500.00 28 Set of Pitless O-Rings LS 1 100.00$ $100.00 200.00$ $200.00 275.00$ $275.00 250.00$ $250.00 29 Furnish and Install Complete Set of Bowl Bearings LS 1 400.00$ $400.00 600.00$ $600.00 800.00$ $800.00 750.00$ $750.00 30 Stainless Steel Bowl Shaft LS 1 600.00$ $600.00 600.00$ $600.00 650.00$ $650.00 700.00$ $700.00 31 Machine Bowl and Furnish and Install Bronze Impeller Wear Ring Each Stage EA 4 450.00$ $1,800.00 200.00$ $800.00 450.00$ $1,800.00 525.00$ $2,100.00 2019-163 Bid Tab BT-2 BID TABULATION Item Num Item Units Qty Unit Price Total Unit Price Total Unit Price Total Unit Price Total Traut Companies Bidder No. 4 Keys Well Drilling Company Bidder No. 3Bidder No. 2 E. H. Renner & Sons, Inc. Bidder No. 1 Bergerson Caswell, Inc. 32 Reassemble Bowl LS 1 300.00$ $300.00 500.00$ $500.00 700.00$ $700.00 600.00$ $600.00 33 Paint Column, Bowl, and Motor LS 1 4,000.00$ $4,000.00 2,500.00$ $2,500.00 6,375.00$ $6,375.00 9,000.00$ $9,000.00 34 Well Level Monitor PVC Stilling Tubing - 1 1/4" ID LS 2 400.00$ $800.00 650.00$ $1,300.00 225.00$ $450.00 630.00$ $1,260.00 Total Part 2 - Well 11 Pump Repairs $24,775.00 $23,510.00 $32,050.00 $50,060.00 Part 3 - Well 20 Pump Repairs 35 Remove and Reinstall Submersible Turbine Pump and Electric Motor LS 1 6,000.00$ $6,000.00 6,000.00$ $6,000.00 8,750.00$ $8,750.00 19,000.00$ $19,000.00 36 Shop Time for Cleaning and Repairing Pump HR 20 100.00$ $2,000.00 100.00$ $2,000.00 110.00$ $2,200.00 105.00$ $2,100.00 48 10" x 20', SCH 40 R & D Column Pipe with Coupling EA 6 1,100.00$ $6,600.00 800.00$ $4,800.00 1,250.00$ $7,500.00 1,800.00$ $10,800.00 37 Column Check Valve, 10" ductile iron, poppet style EA 1 2,175.00$ $2,175.00 1,500.00$ $1,500.00 2,550.00$ $2,550.00 3,500.00$ $3,500.00 38 Set of Pitless O-Rings EA 2 100.00$ $200.00 500.00$ $1,000.00 125.00$ $250.00 150.00$ $300.00 39 Furnish and Install Complete Set of Bowl Bearings EA 1 400.00$ $400.00 600.00$ $600.00 750.00$ $750.00 700.00$ $700.00 40 Stainless Steel Bowl Shaft EA 1 600.00$ $600.00 600.00$ $600.00 600.00$ $600.00 700.00$ $700.00 41 Machine Bowl &Furnish & Install Bronze Impeller Wear Ring Each Stage EA 5 500.00$ $2,500.00 250.00$ $1,250.00 450.00$ $2,250.00 525.00$ $2,625.00 42 Reassemble Bowl EA 1 300.00$ $300.00 300.00$ $300.00 650.00$ $650.00 600.00$ $600.00 43 Paint Column, Bowl, and Motor EA 1 4,000.00$ $4,000.00 2,500.00$ $2,500.00 6,350.00$ $6,350.00 9,000.00$ $9,000.00 44 Well Level Monitor PVC Stilling Tubing - 1 1/4" ID LS 2 400.00$ $800.00 650.00$ $1,300.00 210.00$ $420.00 600.00$ $1,200.00 Total Part 3 - Well 20 Pump Repairs $25,575.00 $21,850.00 $32,270.00 $50,525.00 2019-163 Bid Tab BT-3 BID TABULATION Item Num Item Units Qty Unit Price Total Unit Price Total Unit Price Total Unit Price Total Traut Companies Bidder No. 4 Keys Well Drilling Company Bidder No. 3Bidder No. 2 E. H. Renner & Sons, Inc. Bidder No. 1 Bergerson Caswell, Inc. Part 4 - Low Zone Pump Repair LZP4 45 Remove and Reinstall Line Shaft Turbine Pump and Electric Motor LS 1 4,800.00$ $4,800.00 3,500.00$ $3,500.00 5,500.00$ $5,500.00 7,700.00$ $7,700.00 46 Shop Time for Cleaning and Repairing Pump HR 20 100.00$ $2,000.00 100.00$ $2,000.00 110.00$ $2,200.00 105.00$ $2,100.00 47 Electric Motor Inspection LS 1 200.00$ $200.00 3,800.00$ $3,800.00 4,050.00$ $4,050.00 4,800.00$ $4,800.00 48 10" x 5', SCH 40 Line Shaft Column Pipe with Coupling EA 2 430.00$ $860.00 520.00$ $1,040.00 500.00$ $1,000.00 725.00$ $1,450.00 49 1-1/2" x 5' SCH 40 Stainless Steel Line Shaft with Stainless Steel Sleeve EA 1 195.00$ $195.00 335.00$ $335.00 275.00$ $275.00 225.00$ $225.00 50 1-1/2" Stainless Steel Line Shaft Coupling EA 2 40.00$ $80.00 65.00$ $130.00 50.00$ $100.00 85.00$ $170.00 51 Bronze Bearing Retainer with Coupling EA 1 120.00$ $120.00 200.00$ $200.00 170.00$ $170.00 210.00$ $210.00 52 Furnish and Install Rubber Bearing in Existing Retainer EA 3 45.00$ $135.00 45.00$ $135.00 30.00$ $90.00 35.00$ $105.00 53 Remove Existing Sleeve and Install New Stainless Steel Shaft Sleeve on Existing Line Shaft EA 1 50.00$ $50.00 75.00$ $75.00 80.00$ $80.00 105.00$ $105.00 54 Furnish and Install new Dishcharge Head Bearing LS 1 300.00$ $300.00 300.00$ $300.00 250.00$ $250.00 350.00$ $350.00 55 Stainless Steel Head Shaft LS 1 600.00$ $600.00 600.00$ $600.00 700.00$ $700.00 750.00$ $750.00 56 Furnish and Install Complete Set of Bowl Bearings LS 2 170.00$ $340.00 800.00$ $1,600.00 600.00$ $1,200.00 200.00$ $400.00 57 Stainless Steel Bowl Shaft LS 1 525.00$ $525.00 800.00$ $800.00 650.00$ $650.00 700.00$ $700.00 58 Machine Bowl and Furnish and Install Bronze Impeller Ring in Each Stage EA 2 600.00$ $1,200.00 500.00$ $1,000.00 550.00$ $1,100.00 550.00$ $1,100.00 59 Reassemble Bowl LS 1 300.00$ $300.00 300.00$ $300.00 700.00$ $700.00 600.00$ $600.00 60 Paint Exterior of Column and Bowl LS 1 800.00$ $800.00 2,000.00$ $2,000.00 1,300.00$ $1,300.00 850.00$ $850.00 Part 4 - Low Zone Pump Repair LZP4 $12,505.00 $17,815.00 $19,365.00 $21,615.00 2019-163 Bid Tab BT-4 BID TABULATION Item Num Item Units Qty Unit Price Total Unit Price Total Unit Price Total Unit Price Total Traut Companies Bidder No. 4 Keys Well Drilling Company Bidder No. 3Bidder No. 2 E. H. Renner & Sons, Inc. Bidder No. 1 Bergerson Caswell, Inc. Part 5 - Allowance 61 Allowance for Motor and Miscellaneous Repairs LS 1 12,000.00$ $12,000.00 12,000.00$ $12,000.00 12,000.00$ $12,000.00 12,000.00$ $12,000.00 Total Part 5 - Allowance $12,000.00 $12,000.00 $12,000.00 $12,000.00 Base Bid 62 Total Part 1 - Well 6 Pump Repairs $32,790.00 $40,072.00 $43,510.00 $67,390.00 63 Total Part 2 - Well 11 Pump Repairs $24,775.00 $23,510.00 $32,050.00 $50,060.00 64 Total Part 3 - Well 20 Pump Repairs $25,575.00 $21,850.00 $32,270.00 $50,525.00 65 Total Part 4 - Low Zone Pump 4 Repairs $12,505.00 $17,815.00 $19,365.00 $21,615.00 66 Total Part 5 - Allowance $12,000.00 $12,000.00 $12,000.00 $12,000.00 Total Base Bid $107,645.00 $115,247.00 $139,195.00 $201,590.00 Contractor E. H. Renner & Sons, Inc. Traut Companies Address 1156 Homer Street Address Phone Representative Jeffrey W. Keys Timothy Berquam Title Bid Bond Responisble Contractor Form Yes Yes Yes Yes Joe Traut PO Box 547 Waite Park, MN 56387 320-251-5090763-479-2183 / 763-479-3121 St. Paul, MN 55116-3232 Maple Plain, MN 55359 Keys Well Drilling Company Elk River, MN 55330 763-427-0533 / 763-427-6100651-641-0216 / 651-646-7871 Bergerson Caswell, Inc. 5115 Industrial Street Katie Renner 15688 Jarvis Street 2019-163 Bid Tab BT-5 I T E M: 4.N. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Agreement with P roAct, I nc., for 2020 Cleaning Services S taff Contact: B arry B ernstein, Parks and Recreation Director Department / Division: Parks and Recreation Department AC T I O N RE Q UE S T E D: Approve Agreement with ProAct, Inc., for 2020 Cleaning Services. S UM M ARY: Attached please find a copy of the proposed service agreement with ProAct, Inc. ProAct is a Dakota C ounty non-profit organization serving people with disability barriers to employment. T heir work crews perform janitorial and grounds keeping tasks at various park facilities and are reimbursed with a nominal hourly rate of pay. B AC K G RO UND: T he crews have successfully been performing this service for the C ity of Apple Valley for more than ten years. Staff has reviewed this agreement and recommends C ity C ouncil approval based on previous experience with ProA ct, Inc. Please contact me if you need more details regarding the services provided. B UD G E T I M PAC T: $8,247.20 AT TAC HM E NT S : Agreement I T E M: 4.O. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Agreement with R MR Services, L L C, for Project 2020-112, 2020 Water Meter Reading S ervices S taff Contact: Carol Blommel J ohnson, Public Works Superintendent - Utilities Department / Division: Utilities Division AC T I O N RE Q UE S T E D: Approve the agreement with RMR Services, LLC , for Project 2020-112, 2020 Water Meter Reading Services, in the amount of $12,620.00. S UM M ARY: RMR Services, LLC , has agreed to extend their agreement with the C ity for Water Meter Reading Services for 2020. RMR has read residential water meters for the C ity for the past nine (9) years. Water meter replacements began in early 2019. Approximately 70% of the meters have been installed and are being read with the new A MI (Advanced Metering Infrastructure) system. A standard City contract will be utilized for this project. B AC K G RO UND: T he C ity has contracted for water meter reading services since 1992. T he current contract for meter reading is scheduled to expire on December 31, 2019. B UD G E T I M PAC T: T he funding for water meter reading services is included in the Public Works Utilities Division 2020 operating budget. T he estimated annual cost for 2020 is $12,620.00. Predetermined thresholds have been established and tied into the meter replacement program. As the number of meters is reduced in an area the cost increases per meter read, which is detailed in the attached proposal. T he actual cost for meter reading in 2020 will be dependent on the number of meters read and the water meter replacement program installation timeline. T he reduced number of meters in an area creates reading inefficiencies. In 2019, a manual read fee was added to the fee schedule in anticipation of some residents not wanting the A MI data read device. T he table below estimates meter reading costs. Quarterly Meter Readings 2020-112 5310.6735 Quarter 1 Estimate $ 4,320.00 Quarter 2 Estimate $ 3,550.00 Quarter 3 Estimate $ 2,750.00 Quarter 4 Estimate $ 2,000.00 Total Annual Estimate $ 12,620.00 AT TAC HM E NT S : Proposal I T E M: 4.P. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Change Order No. 1 to A greement with Total Mechanical Services, I nc., for P roject 2018-156, A pple Valley Sports A rena 2019 I ce S ystem Replacement S taff Contact: B arry B ernstein, Director of P arks & Recreation Department / Division: Parks and Recreation Department AC T I O N RE Q UE S T E D: Approve C hange Order No. 1 to agreement with Total Mechanical Services, Inc., for Project 2018-156, Apple Valley Sports Arena 2019 Ice System Replacement, to address construction-in-progress adjustments. S UM M ARY: Total Mechanical Services, Inc., was contracted to replace the Sports Arena's ice refrigeration system. C hange Order No. 1 covers HVA C hood replacement, repair to fire alarm and electrical wiring, a change in controls contractor at IS D #196's request, and others as outlined in the attached. A majority of the project work has been completed; however, there is some warranty work yet to finish. Staff suggests holding the project's retainage until all work is completed. T his will necessitate the carry over of funding into 2020. T he authorization to carry over the needed funds into 2020 will be brought before the City C ouncil for consideration on D ecember 26, 2019 as part of the Finance Department's routine end of year carry over resolution. B AC K G RO UND: An agreement in the amount of $1,900,900.00 was awarded to Total Mechanical Services, Inc., for replacement of the Sports Arena's ice refrigeration system. A majority of the work has been completed; however, the remaining warranty work on the floor will require removal of the ice. Staff will work with the vendor to coordinate the least disruptive schedule dates available for this after conclusion of the current ice season. Staff recommends carrying over the funding into 2020 as a springtime project. B UD G E T I M PAC T: Original C ontract Price $1,900,900.00 C hg Order 1 - A D D $39,839.05 Adjusted Contract Price $1,940,739.05 Invoiced To-Date $1,839,237.10 Balance to Finish, Plus Retainage $101,501.95 AT TAC HM E NT S : Change Order Document(s) May 7, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-001 Electrical PR#1 Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. We have reviewed the information provided in proposal request #1.The net cost effect is an add of $918. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 0 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-001 WORK DESCRIPTION: Electrical Proposal Request #1 DATE:5/7/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary -$ ----------------- Material & Equip Subtotal - 7.125% Sales Tax - ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX - Labor Net hrs - See summary 90.00$ / Hour =- -------------- ------------------- - Supervision Premium 3.00$ / Hour =- -------------- ------------------- ------------------ TOTAL LABOR DOLLARS - ------------------ SUBTOTAL - OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL - -------------------- '15% Mark-up for overhead and profit - -------------------- TOTAL NET IN-HOUSE COSTS - SUBCONTRACTORS: Merit Electrical March 13th Reply Attached 840.00 ---------------- - - ---------------- TOTAL SUBCONTRACTORS 840.00 ---------------- 5% Mark-up for overhead and profit 42.00 ---------------- TOTAL SUBCONTRACTOR COSTS 882.00 ---------------- SUBTOTAL 882.00 ---------------- 2% Bond premium 17.64 ---------------- SUBTOTAL 899.64$ ---------------- Permits 2%17.99 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 918$ ========== 751 Payne Av e nue, St. Paul, MN 55130 (651) 7 74-9671 FAX (651) 772 -166 8 Page 1 of 1 March 1 3 , 2019 Total Mechanical 420 Broadway Ave St. Paul Park, MN 55071 Re: PR#1 Apple Valley Sports Ice Arena Attention: Bruce Merit Electric Company proposes t o upgrade items per PR #1 p er plans provided for the sum of $840.00 If you have any qu estions, contact me at 651 -774-9671 or rich@meritelectriccompany.com Price good for 60 days Thank you, Rich Chermak September 19, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-002 PR #2 (revised) Floor Drain Spill Containment Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. We have reviewed proposal request #2. The net cost effect is an add of $3,017. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 15 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-002 WORK DESCRIPTION: Floor Drain Spill Containment PR#2 DATE:9/19/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary 2,007.00$ ----------------- Material & Equip Subtotal 2,007.00 7.125% Sales Tax 143.00 ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX 2,150.00 Labor Net hrs 4 See summary 90.00$ / Hour =360.00 -------------- ------------------- 4 Supervision Premium 3.00$ / Hour =12.00 -------------- ------------------- ------------------ TOTAL LABOR DOLLARS 372.00 ------------------ SUBTOTAL 2,522.00 OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL 2,522.00 -------------------- '15% Mark-up for overhead and profit 378.30 -------------------- TOTAL NET IN-HOUSE COSTS 2,900.30 SUBCONTRACTORS: None - ---------------- - - ---------------- TOTAL SUBCONTRACTORS - ---------------- 5% Mark-up for overhead and profit - ---------------- TOTAL SUBCONTRACTOR COSTS - ---------------- SUBTOTAL 2,900.30 ---------------- 2% Bond premium 58.01 ---------------- SUBTOTAL 2,958.30$ ---------------- Permits 2%59.17 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 3,017$ ========== Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 TAKE OFF AND SUMMARY DATE:9/19/2019 ------------------ PROJECT:Apple Valley Ice Arena TMS PROJECT NUMBER:C1123 ---------------------------------------------------------------------------------------------------- COR#C1123-002 -------------------------------------------------------------------------------- DESCRIPTION PR#2 Floor Drain Spill Containment -------------------------------------------------------------------------------- ITEM #UNIT UNIT LABOR NUMBER DESCRIPTION QTY PRICE EXTENSION LABOR TOTAL -------------------------------------------------------------------------------------------------------- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Floor Drain Seals (see attached)2.00 99.00 198.00 - - Floor Drain Berms (see attached)3.00 503.00 1,509.00 - Labor 1.00 - 4.00 4.00 - - Estimated Freight 1.00 300.00 300.00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ================= SUBTOTAL 2,007.00 4.00 - - 9/19/2019 UltraTech 2054 Spill Berm Plus, 5 Foot Length, 4 1/2"H https://www.calpaclab.com/ultratech-2054-spill-berm-plus-5-foot-length-4-1-2h/ut-2054 1/3 UltraTech Spill Berm Plus, 5 List: $578.00 $503.30 (You save $74.70) UltraTech berm plus. Features: Measures 5-feet length by 4-inches width by 4-1/2-inches height. Flexible polyurethane construction. Unique, urethane material. Easily cleans with soap and water. Can be repeatedly used. Non absorbing polyurethane material. Complies with NPDES and SPCC. We’re currently collecting product reviews for this item. In the meantime, here are some fro experience: 4.8 Out of 5.0 Overall Rating Write a review about this product ▶ September 18, 2019 by Jack M. “Very easy site to order from.” September 16, 2019 by Anna S. Home Spill Control Spill Containment Berms Spill Berm Plus, 5 Foot Length, 4-1/2"H RELATED PRODUCTS CUSTOMERS ALSO VIEWED CATEGORIES Justrite® 2" Spill Containment Berm, Choose Size Part #: JP-28414 $218.09 OPTIONS Spill Berm, Low-Profile, 10 Foot Length, 1-3/8" H Part #: UT-2052 $469.00 $408.10 ADD TO CART Top Sellers Sale ADA Products Bollard Posts and Barriers Bottles and Containers Caps and Closures Cleaning and Sterilization Closed Systems - Port Caps Chemicals Part Number:UT-2054 Lead Time:5 days Shipping:Free Shipping on m Bulk Pricing:Buy in bulk and Size:4.5 x 5' Color:orange 1 ADD TO CART Description Product Reviews R California Small Business #58199 - Bay Area Green Business - Woman Owned - DBE - GSA # GS-07F-238AA Search for th Top Products About Us About ECO Funnel Chemical Charts Promotions Reference Fun Stuff 9/19/2019 UltraTech 2054 Spill Berm Plus, 5 Foot Length, 4 1/2"H https://www.calpaclab.com/ultratech-2054-spill-berm-plus-5-foot-length-4-1-2h/ut-2054 2/3 “excellent- easy website to navigate and checkout” September 3, 2019 by Debra P. “very easy” 1 2 3 ▸ Featured Reviews MPN: 2054 BRANDS Drums Drum Handling Drum Pumps ECO Battery Bin ECO Funnels Emergency Care Equipment Recycling Services Filtration Fume Extractors Fume Hoods Funnels Furniture Geek Chic Industrial Products Lab Equipment Lab Supplies Outdoor Storage Buildings Personal Protection Pharmacy Safety Cabinets Safety Cans Signage Spill Control Storage Training & Teaching Waste Containers Ricca Chemical AccuForm Qorpak Dynalon DWK Life Sciences (WHEATON) TOKU-E Nalgene Chemglass Justrite Bel-Art View All 9/19/2019 UltraTech 2054 Spill Berm Plus, 5 Foot Length, 4 1/2"H https://www.calpaclab.com/ultratech-2054-spill-berm-plus-5-foot-length-4-1-2h/ut-2054 3/3 Sign up for amazing offers RECENT ARTICLES Top 10 OSHA Workplace Violations for 2019 On September 10, 2019 at the NSC Congress and Expo in San Diego, the National Safety Coun CP Lab Safety and Emery Pharma to Exhibit at American Chemical Society (ACS), BOOTH #1323 NOVATO, California, August 13, 2019 - Emery Pharma and CP Lab Safety will be attending the American Safe + Sound Week 2019: A Safe Workplace is a Sound Workplace What is safe and sound week?A safe workplace is a sound business. Every August a nationwide event i Quick Links Top Products About Us About ECO Funnel Chemical Charts Promotions Reference Fun Stu Contact Sitemap Brands Ricca Chemical AccuForm Qorpak Dynalon DWK Life Sciences (WHEATON) TOKU-E Nalgene Chemglass Justrite Bel-Art View All Catego Top Sel Sale ADA Pro Bollard Bottles Caps an Cleanin Closed Caps Chemic View Al © 2019 CP Lab Safety. All Rights Reserve.Sitemap | 9/19/2019 UltraTech 2134 Drain Seal, Flexible Urethane, Orange, 2 Hour Rated https://www.calpaclab.com/drain-seal-water-tight-flexible-cover-12-round-2-hour-rated-orange/ut-2134#1/3 UltraTech Drain Seal, Water-Tight Flexible Cover, 2-Hour Rated, Orange List: $125.00 $99.99 (You save $25.01) Drain Seal, Water-Tight Flexible Cover, 12" Round, 2-Hour Rated, Orange. UltraTech flexible drain cover offers effective and quick spill re the drain, and storm water will be diverted. A valuable addition to any emergency response plan, spill kit or stormwater management program. Flexible, non-absorbing urethane material with reinforced, tear-resistant mesh. Reinforced mesh is "sandwiched" between layers of polyurethane - increases durability and resistance to tearing. Resists oil, water and most aggressive chemicals, cleans with soap and water. Unique, urethane construction allows the pad to deform and seal off most drains and temporarily "seals" to any smooth surface. Unlike some alternative products, BOTH sides will quickly seal drains - there is no specified "top" or "bottom". Optional Ultra-Drain Seal Wall Mount Storage Units allow quick response to any spill - just "grab and go" NOTE: Not intended for long-term outdoor use (more than two (2) hours), as UV exposure and/or heat for extended periods can degrad applications where extended use may be required, the Ultra-Drain Seal Plus should be considered. Follow these easy steps to assure maximum effectiveness: 1. Make sure the Ultra Drain Seal is the correct size. For best results, use a drain cover which is 6" larger than the outside of the grate. 2. Applying the Ultra Drain Seal storm drain cover: 1. Remove all stones, branches, or other debris off the object you desire to cover. 2. Remove the plastic film from the Drain Seal and remember to re-apply it before storage. 3. Place the Drain Seal over the drain, grate, or manhole you desire to seal. 4. To gain a faster seal you may step on the Drain Seal. However never attempt this after spill has reached the drain. 5. Drain Seal helps seal off drains and allows for inspection to minimize problems! 3. Always decontaminate the drain cover before reuse or storage. 1. Wash the Drain Seal and its plastic film in warm water with a non-abrasive detergent or petroleum solvent cleaner. 2. Dry both the Seal and plastic film with a cloth and re-apply the plastic film to the Drain Seal. 3. Using the tube provided, roll up the Drain Seal and place it back into the container for storage. 4. Store the Drain Seal out of direct sunlight, at room temperature. IMPORTANT NOTES: 1. Never allow the Drain Seal to touch itself for long periods of time. 2. The Drain Seal will become less flexible if stored in cold temperatures. 3. Due to the nature of softer urethane, the physical properties of these products may change with exposure to certain environmental con temperature, humidity and UV radiation. Please inspect the stored product regularly to ensure it is in a usable state. 4. Not intended for long-term outdoor use (more than two (2) hours), as UV exposure and/or heat for extended periods can degrade the p applications where extended use may be required, the Ultra-Drain Seal Plus should be considered. Home Industrial Products Stormwater Management Drain Seal, Water-Tight Flexible Cover, 12" Round, 2-Hour Rated, Orange RELATED PRODUCTS CUSTOMERS ALSO VIEWED CATEGORIES Truck Mount Storage Canister for Ultra Drain Seal Part #: UT-2145 $227.00 $212.57 OPTIONS Drain Guard Filter to Remove Oil and Sediment, 0.83 gallon Part #: UT-9217 $62.00 $61.19 OPTIONS Top Sellers Sale ADA Products Bollard Posts and Barriers Bottles and Containers Caps and Closures Cleaning and Sterilization Closed Systems - Port Caps Part Number:UT-2134 Lead Time:5 days Shipping:Free Shipping on most orders* Bulk Pricing:Buy in bulk and save Size:12" Color:orange Material:urethane 1 ADD TO CART Description Videos Reviews My Account Sign I California Small Business #58199 - Bay Area Green Business - Woman Owned - DBE - GSA # GS-07F-238AA Search for the products here...SEARCH Top Products About Us About ECO Funnel Chemical Charts Promotions Reference Fun Stuff Contact 9/19/2019 UltraTech 2134 Drain Seal, Flexible Urethane, Orange, 2 Hour Rated https://www.calpaclab.com/drain-seal-water-tight-flexible-cover-12-round-2-hour-rated-orange/ut-2134#2/3 Seal Drains and Stop Spills Stop spills from going down the drain The Ultra-Drain Seal is... We’re currently collecting product reviews for this item. In the meantime, here are some from our past customers sharing their ove experience: 4.8 Out of 5.0 Overall Rating 97% of customers that buy from this merchant give them a 4 or 5-Star rating Write a review about this product ▶ September 18, 2019 by Jack M. “Very easy site to order from.” September 16, 2019 by Anna S. “excellent- easy website to navigate and checkout” September 3, 2019 by Debra P. “very easy” 1 2 3 ▸ Featured Reviews MPN: BRANDS Chemicals Drums Drum Handling Drum Pumps ECO Battery Bin ECO Funnels Emergency Care Equipment Recycling Services Filtration Fume Extractors Fume Hoods Funnels Furniture Geek Chic Industrial Products Lab Equipment Lab Supplies Outdoor Storage Buildings Personal Protection Pharmacy Safety Cabinets Safety Cans Signage Spill Control Storage Training & Teaching Waste Containers Ricca Chemical AccuForm Qorpak Dynalon DWK Life Sciences (WHEATON) TOKU-E Nalgene Chemglass Justrite Bel-Art View All Seal Drains and Stop SpillsSeal Drains and Stop Spills Product Reviews 9/19/2019 UltraTech 2134 Drain Seal, Flexible Urethane, Orange, 2 Hour Rated https://www.calpaclab.com/drain-seal-water-tight-flexible-cover-12-round-2-hour-rated-orange/ut-2134#3/3 2134 Sign up for amazing offers Sign Up Contac (888 RECENT ARTICLES Top 10 OSHA Workplace Violations for 2019 On September 10, 2019 at the NSC Congress and Expo in San Diego, the National Safety Coun CP Lab Safety and Emery Pharma to Exhibit at American Chemical Society (ACS), BOOTH #1323 NOVATO, California, August 13, 2019 - Emery Pharma and CP Lab Safety will be attending the American Safe + Sound Week 2019: A Safe Workplace is a Sound Workplace What is safe and sound week?A safe workplace is a sound business. Every August a nationwide event i Quick Links Top Products About Us About ECO Funnel Chemical Charts Promotions Reference Fun Stu Contact Sitemap Brands Ricca Chemical AccuForm Qorpak Dynalon DWK Life Sciences (WHEATON) TOKU-E Nalgene Chemglass Justrite Bel-Art View All Categories Top Sellers Sale ADA Products Bollard Posts and Barriers Bottles and Containers Caps and Closures Cleaning and Sterilization Closed Systems - Port Caps Chemicals View All © 2019 CP Lab Safety. All Rights Reserve.Sitemap | September 19, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-003 PR #3 Replace Gravity Roof Hood Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. We have reviewed proposal request #3. The net cost effect is an add of $3,043. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 15 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-003 WORK DESCRIPTION: Replace Gravity Roof Hood Per PR#3 DATE:9/19/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary 1,350.00$ ----------------- Material & Equip Subtotal 1,350.00 7.125% Sales Tax 96.19 ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX 1,446.19 Labor Net hrs 8 See summary 90.00$ / Hour =720.00 -------------- ------------------- 4 Supervision Premium 3.00$ / Hour =12.00 -------------- ------------------- ------------------ TOTAL LABOR DOLLARS 732.00 ------------------ SUBTOTAL 2,178.19 OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL 2,178.19 -------------------- '15% Mark-up for overhead and profit 326.73 -------------------- TOTAL NET IN-HOUSE COSTS 2,504.92 SUBCONTRACTORS: Boom Truck Rental 400.00 ---------------- - - ---------------- TOTAL SUBCONTRACTORS 400.00 ---------------- 5% Mark-up for overhead and profit 20.00 ---------------- TOTAL SUBCONTRACTOR COSTS 420.00 ---------------- SUBTOTAL 2,924.92 ---------------- 2% Bond premium 58.50 ---------------- SUBTOTAL 2,983.41$ ---------------- Permits 2%59.67 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 3,043$ ========== Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 TAKE OFF AND SUMMARY DATE:9/19/2019 ------------------ PROJECT:Apple Valley Ice Arena TMS PROJECT NUMBER:C1123 ---------------------------------------------------------------------------------------------------- COR#C1123-003 -------------------------------------------------------------------------------- DESCRIPTION PR#3 Replace Gravity Roof Hood -------------------------------------------------------------------------------- ITEM #UNIT UNIT LABOR NUMBER DESCRIPTION QTY PRICE EXTENSION LABOR TOTAL -------------------------------------------------------------------------------------------------------- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 30x24 gravity roof hood 1.00 1,350.00 1,350.00 - - Remove and dispose of existing hood 1.00 - 2.00 2.00 Prep curb and install Hood 1.00 - 6.00 6.00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ================= SUBTOTAL 1,350.00 8.00 - - October 29, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project (Revised V3) COR# C1123-005 Modify Building Controls Subcontractors PR#5 Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. We have reviewed the information provided in proposal request #5. The net cost effect is an add of $14,916. The attached breakdown and recap are provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 30 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-005 WORK DESCRIPTION:Proposal Request #5 Revise Building Controls DATE:10/15/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary 75.00$ ----------------- Material & Equip Subtotal 75.00 7.125% Sales Tax 5.34 ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX 80.34 Labor Net hrs 6 See summary 90.00$ / Hour =540.00 -------------- ------------------- 6 Supervision Premium 3.00$ / Hour =18.00 -------------- ------------------- ------------------ TOTAL LABOR DOLLARS 558.00 ------------------ SUBTOTAL 638.34 OTHER DIRECT COSTS: Truck and Drayage 25.00 ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS 25.00 -------------------- SUBTOTAL 663.34 -------------------- '15% Mark-up for overhead and profit 99.50 -------------------- TOTAL NET IN-HOUSE COSTS 762.85 SUBCONTRACTORS: Credit from NAC See attached (30,699.00) ---------------- Add from UHL Company See Attached 43,900.00 ---------------- TOTAL SUBCONTRACTORS 13,201.00 ---------------- 5% Mark-up for overhead and profit 660.05 ---------------- TOTAL SUBCONTRACTOR COSTS 13,861.05 ---------------- SUBTOTAL 14,623.90 ---------------- 2% Bond premium 292.48 ---------------- SUBTOTAL 14,916.37$ ---------------- Permits 0%- ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 14,916$ ========== Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 TAKE OFF AND SUMMARY DATE:10/29/2019 ------------------ PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER:C1123 ---------------------------------------------------------------------------------------------------- COR#C1123-005 -------------------------------------------------------------------------------- DESCRIPTION Proposal Request #5 Revise Building Controls -------------------------------------------------------------------------------- ITEM #UNIT UNIT LABOR NUMBER DESCRIPTION QTY PRICE EXTENSION LABOR TOTAL ------------------------------------------------------------------------------------------------------- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Relocate Pneumatic Control panel and disconnect - - - - boiler control panel for installation by others 1.00 75.00 75.00 6.00 6.00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ================= SUBTOTAL 75.00 6.00 - - - CHANGE ORDER REQUEST #1 NAC JOB #:A1676EED DATE:10/14/19 RFI #: ASI #: PR #:?????????? ITEM #COST EXTENDED 1 (42,860.00)$ (42,860.00)$ 2 4,674.00$ 4,674.00$ 3 2,492.00$ 2,492.00$ 4 982.00$ 982.00$ 5 -$ -$ 6 -$ -$ 7 -$ -$ 8 -$ -$ 9 -$ -$ 10 -$ -$ Shipping -$ Subtotal (34,712.00)$ Material Total (34,712.00)$ ITEM #RATE EXTENDED 1 114.00$ 3,648.00$ 2 109.00$ -$ 3 96.00$ -$ 4 109.00$ -$ 5 -$ -$ 6 -$ -$ 7 -$ -$ 8 -$ -$ 9 -$ -$ 10 -$ -$ Labor Subtotal 3,648.00$ NOTES:10%364.80$ Labor Total 4,012.80$ Change Order Sub-Total (30,699.20)$ Change Order Total (30,699.20)$ Submitted by: Authorized by: Bruce Pylkas Controls Division MATERIAL LABOR Apple Valley Sports Arena DESCRIPTION Delete HVAC controls from NAC's work scope. Refrigeration controls to remain. Total Mechanical Services, Inc. Alerton order (VLC Controllers, sensors, transformers, control wire, etc.) Original quoted amount for HVAC controls Engineering/Programming (Design, engineering and submittals) Automation Technician (network layout changes) Electrician/Foreman (site review, parts lists) Commissioning HOURS Alps order (control panels) Belimo order (control valves, damper actuators) DESCRIPTION 1001 Labore Industrial Court, Suite B Vadnais Heights, MN 55110 P: 651-490-9868 F: 651-490-1636 1 1 1 1 QTY Erik Edson PROJECT NAME: REQUEST DESCRIPTION: PHONE: FAX: ATTN: CONTRACTOR: 0 0 0 32 Proposal #: Date: To: Project: Attention: All material is guaranteed to be as specified, and the above work to be completed in a substantial workmanlike manner for the sum of: Any alteration or deviation from above specifications involving extra cost will be executed only upon written order and will become an extra charge over and above the estimate. This proposal is valid for days. Respectfully submitted: ACCEPTANCE OF PROPOSAL The prices, specifications and additional Terms and Conditions set forth on the next page of this proposal are satisfactory and are hereby accepted. You are authorized to do work as specified. Payment will be made as outlined herein. Accepted by: Name (print): 9065 Zachary Lane N. PROPOSAL Maple Grove, MN 55369 JT1997 7/25/2019 Rosemount, Apple Valley, Eagan Schools Ice Arena Temperature Controls 14445 Diamond Path Rosemount, MN 55068 Mike Schwanke We propose to furnish the material and/or perform the labor necessary to:\ Provide a new BACnet gateway and convertor for boiler integration. Relocate the existing boiler control panel to the mezzanine adjacent to the relocated boilers. Provide and install emergency boiler shutdown switch. Provide and install boiler water supply and return temps Boiler Pump CP-1 Start/Stop/Status (VFD Modulation). Boiler Pump CP-2 Start/Stop/Status (VFD Modulation). Hot water loop differential pressure. Install field devices on AHU provided by equipment manufacturers. Furnish heating valve for AHU. Provide and install building static pressure sensors. Provide and install space temperature sensor for EF-1. Provide DDC controls and modulating valves on Qty (3) unit heaters. Provide and install emergency refrigeration evacuation switches at entrances (2). Provide install controls for refrigeration evacuation mode for EF-2. Provide and install controls for domestic hot water heat exchanger. Not included: AirFlow measuring station. Actuators. Dampers Controls for AAON AHU. Boiler Isolation valves. $43,900 30 Jim Tichy Account Manager Page 1 of 3 Title: Company Name: Date: Page 2 of 3 Uhl Company, Inc. – Terms and Conditions of Service 1.Uhl Company will use competent personnel and state of the art equipment to perform its work in a timely and professional manner. 2.Uhl Company warrants it is covered by Worker’s Compensation insurance, general liability insurance, automobile liability insurance, and excess liability policies. Certificates for all such insurance policies will be provided to you upon written request. You will carry Builder’s Risk with full owner and contractor coverage’s and other necessary insurance for the project. 3.Payment is due within 30 days of Uhl Company’s invoice date. Interest shall accrue on any unpaid balance at a rate of 1.5% per month. Acceptance by Uhl Company of partial payments shall not constitute any release of collection or lien rights. 4.In the event of your default, Uhl Company will give 10 days notice to cure. If you remain in default, Uhl Company may terminate this agreement and recover the balance due. You will pay all expenses, damages and cost, including reasonable attorney’s fees, incurred by Uhl Company in collecting the outstanding debt. 5.If, for any reason, you direct a cessation of the work on all or any part of the project, Uhl Company shall be paid at least for the portion of its work completed at the time of cancellation, including all expenses incurred by Uhl Company. 6.Unless otherwise specified in the proposal, Uhl Company will not furnish any performance or material payment bond. 7.All repair labor is guaranteed for 90 days (except in the case of compressor replacements which carry a thirty day warranty), while materials and parts are warranted per manufacturer specifications. Warranties do not apply where failure is a result of faulty installation or abuse, or incorrect electrical connections or alterations made by others, or use under abnormal operating conditions or misapplication of the products and parts. Uhl Company makes no other warranty expressed or implied; and any implied warranty of merchantability or fitness for a particular purpose which exceeds the foregoing is hereby disclaimed by Uhl Company and excluded from any agreement made by acceptance of an order pursuant to this proposal. Under no circumstance shall Uhl Company be liable for prospective or speculative profits, or special, indirect, incidental, consequential, or punitive damages and/or physical injuries. Under no circumstances will Uhl Company’s liability exceed the dollar amount of this proposal and shall terminate one year after the completion of Uhl Company’s work, and Uhl Company may, at its option, provide a repair or replacement remedy. 8.All material and equipment furnished and installed by Uhl Company will carry the manufacturer’s standard warranty. In many cases, this warranty will include an allowance for the cost of labor and related costs such as crane rental, refrigerant, etc., for correcting defects in material and workmanship, for a period of 90 days after installation. However, if the standard manufacturer’s warranty does not provide for this additional coverage, the owner will be responsible for payment of these repairs. THIS WARRANTY SPECIFICALLY EXCLUDES COVERAGE FOR ENVIRONMENTAL CONDITIONS, SUCH AS MOLD. UHL COMPANY HAS MADE NO INSPECTION FOR, NOR REPRESENTATION REGARDING THE EXISTENCE OR NON-EXISTENCE OF MOLD ON THE OWNER’S PREMISES. UHL COMPANY HAS FURTHER MADE NO PROMISE OR AFFIRMATION THAT THE MATERIALS AND LABOR PROVIDED WILL ASSIST IN THE PREVENTION OR REMEDIATION OF MOLD OR OTHER ENVIRONMENTAL CONCERNS. 9.Everyone is concerned over the potential threat to our environment by the release of chlorofluorocarbon refrigerants (C.F.C.’s) into the atmosphere. Uhl Company has for many years had a “no pollution, we care” policy with contaminants including refrigerants and refrigerant oil. Our technicians are trained to reclaim, filter, and re-use these refrigerants or, if badly contaminated, recycle them for re-use. All used refrigerant oils are disposed of through a licensed disposal organization. Many contractors are talking about doing something about pollutants – Uhl Company IS DOING IT. 10.Our pricing does not cover any cost that may be incurred due to hazardous material or its removal or disposal, unless specifically provided for in the attached proposal. If such costs are incurred by Uhl Company, they will be passed on to you at Uhl Company’s actual cost without the need for written approval. 11.All estimated labor is to be performed during Uhl Company’s normal working hours unless specified elsewhere in this proposal. 12.For compressor replacements, Uhl Company will perform an acid test after the drier change (testing for any unsafe acidic oil levels). If more drier and oil changes are needed, you will be informed, and the cost of these additional changes will be added to the contract price. 13.This contract constitutes the entire agreement and complete understanding between the parties. No verbal representations shall be binding on either party and you have not relied on any representation made by Uhl Company that is not contained herein. 14.These Terms may in some instances conflict with some of the terms and conditions or other document issued by you. In such case, the Terms contained herein shall govern and acceptance of this Proposal is conditioned upon your acceptance of the Terms herein. 15.Uhl Company shall not be liable for any penalty or damage, delay or injury, or for failure to give notice of delay, or to perform, when such damage, delay, injury or failure is due to the elements, acts of god, acts of the owner, act of civil or military authority, war, riots, terrorism, concerted labor action, strikes, shortages of materials, accidents or any cause beyond the reasonable control of Uhl Company. The completion date shall be deemed extended for a period of time equal to the time lost due to any delay excusable under this provision. Page 3 of 3 September 19, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-006 Additional CMU at Mechanical Room Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. Above the existing stucco ceiling at the new vestibule the existing masonry wall did not go all the way to the deck above. Additional CMU was required to provide the required containment. The net cost effect is an add of $3,211. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 15 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-006 WORK DESCRIPTION: Additional CMU in Mechanical Room DATE:9/19/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary -$ ----------------- Material & Equip Subtotal - 7.125% Sales Tax - ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX - Labor Net hrs - See summary 90.00$ / Hour =- -------------- ------------------- - Supervision Premium 3.00$ / Hour =- -------------- ------------------- ------------------ TOTAL LABOR DOLLARS - ------------------ SUBTOTAL - OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL - -------------------- '15% Mark-up for overhead and profit - -------------------- TOTAL NET IN-HOUSE COSTS - SUBCONTRACTORS: Sheehy Construction See Attached 2,939.00 ---------------- - - ---------------- TOTAL SUBCONTRACTORS 2,939.00 ---------------- 5% Mark-up for overhead and profit 146.95 ---------------- TOTAL SUBCONTRACTOR COSTS 3,085.95 ---------------- SUBTOTAL 3,085.95 ---------------- 2% Bond premium 61.72 ---------------- SUBTOTAL 3,147.67$ ---------------- Permits 2%62.95 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 3,211$ ========== SHEEHY CONSTRUCTION COMPANY PROJECT: 19-207 - Cottage Grove Ice Arena DATE 9/10/2019 ESTIMATOR: Adam Krause DESCRIPTION QTY U cost / u Cost ****** DO NOT USE OR DELETE THIS LINE ****** LS - - - - Subtotal - Labor - Phil Gould 16 HR 82.00 1,312.00 Dale Lesser 16 HR 80.00 1,280.00 - - - - - - - - - Subtotal 2,592.00 Materials CMU 45 EA 1.78 80.08 - - - - Subtotal 80.08 Equipment - - - Subtotal - ****** DO NOT USE OR DELETE THIS LINE ****** TOTAL 2,672.08 Overhead & Profit 10.0%267.21 Subtotal 2,939.29 Total 2,939.29 Subcontractors Sheehy Construction Change Order #1 - Additional CMU to meet Fire Code September 19, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-007 Relocate Existing Unit Heater in Mechanical Room Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. The existing unit heater on the West side of the mechanical room was not installed in the location shown on the drawing. It conflicted with the new brine piping and had to be relocated. The net cost effect is an add of $715. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 15 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-007 WORK DESCRIPTION: Relocate Existing Unit Heater in Mechanical Room DATE:9/19/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary 45.00$ ----------------- Material & Equip Subtotal 45.00 7.125% Sales Tax 3.21 ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX 48.21 Labor Net hrs 6 See summary 90.00$ / Hour =540.00 -------------- ------------------- 3 Supervision Premium 3.00$ / Hour =9.00 -------------- ------------------- ------------------ TOTAL LABOR DOLLARS 549.00 ------------------ SUBTOTAL 597.21 OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL 597.21 -------------------- '15% Mark-up for overhead and profit 89.58 -------------------- TOTAL NET IN-HOUSE COSTS 686.79 SUBCONTRACTORS: None - ---------------- - - ---------------- TOTAL SUBCONTRACTORS - ---------------- 5% Mark-up for overhead and profit - ---------------- TOTAL SUBCONTRACTOR COSTS - ---------------- SUBTOTAL 686.79 ---------------- 2% Bond premium 13.74 ---------------- SUBTOTAL 700.52$ ---------------- Permits 2%14.01 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 715$ ========== Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 TAKE OFF AND SUMMARY DATE:9/19/2019 ------------------ PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER:C1123 ---------------------------------------------------------------------------------------------------- COR#C1123-007 -------------------------------------------------------------------------------- DESCRIPTION Relocate Existing Unit Heater in Mechanical Room -------------------------------------------------------------------------------- ITEM #UNIT UNIT LABOR NUMBER DESCRIPTION QTY PRICE EXTENSION LABOR TOTAL -------------------------------------------------------------------------------------------------------- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Disconnect and relocate unit heater 1.00 45.00 45.00 6.00 6.00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ================= SUBTOTAL 45.00 6.00 - - - September 19, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-009 Damaged Underground Fire Alarm Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. Thru the course of this project there have been several un-foreseen under slab electrical conduits that were cut during concrete removal. One of them was the fire alarm cable that feeds the arena from the school. We have instructed our electrical subcontractor to identify it and present a cost. The net cost effect is an add of $6,751. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 15 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-009 WORK DESCRIPTION: Damaged U/G Fire Alarm Cable and Conduit DATE:9/19/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary -$ ----------------- Material & Equip Subtotal - 7.125% Sales Tax - ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX - Labor Net hrs - See summary 90.00$ / Hour =- -------------- ------------------- - Supervision Premium 3.00$ / Hour =- -------------- ------------------- ------------------ TOTAL LABOR DOLLARS - ------------------ SUBTOTAL - OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL - -------------------- '15% Mark-up for overhead and profit - -------------------- TOTAL NET IN-HOUSE COSTS - SUBCONTRACTORS: Merit Electrical See Attached 6,180.00 ---------------- - - ---------------- TOTAL SUBCONTRACTORS 6,180.00 ---------------- 5% Mark-up for overhead and profit 309.00 ---------------- TOTAL SUBCONTRACTOR COSTS 6,489.00 ---------------- SUBTOTAL 6,489.00 ---------------- 2% Bond premium 129.78 ---------------- SUBTOTAL 6,618.78$ ---------------- Permits 2%132.38 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 6,751$ ========== 751 Payne Av e nue, St. Paul, MN 55130 (651) 7 74-9671 FAX (651) 772 -1668 Page 1 of 1 Sept 10 , 201 9 Total Mechanical 420 Broadway Ave St. Paul Park, MN 55071 Re: Apple Valley Sports Ice Arena Dam aged Fire Alarm Attention: Bruce Merit Electric Company proposes t he following fire alarm repairs 1. Identify why fire alarm panel keeps g oin g into alarm 2. Locate underg round cable problems 3. Install new cabling between the s chool fire alarm panel and the arena mechanical room. C able to be installed overhead in stead of under the arena ice All the a bove work can be done for the sum of $6,169.75 $4 ,012.00 Labo r (50 hours at $100.30 per hour ) $350.00 Materi al (conduit, conduit fittings and wire ) $804.75 15% overhead and prof it If you have any questions, contact me at 651 -774-9671 or rich@meri telectriccompany.com Price good for 60 days Thank you, Rich Chermak September 19, 2019 Mr. Scott Ward Mr. Adam Thorson B32 Engineering Group Inc. 2211 O’Neil Road Hudson, WI 54016 Re: Apple Valley Sports Arena Ice System Replacement Project COR# C1123-010 Damaged Underground Electrical Cable Dear Mr. Ward and Mr. Thorson, The purpose of this letter is to request consideration for a change order. Thru the course of this project there have been several un-foreseen under slab electrical conduits that were cut during concrete removal. We have instructed our electrical subcontractor to repair them as necessary. The net cost effect is an add of $7,759. The attached breakdown and recap is provided for your information. This change request includes only the direct costs associated with the changed condition that is readily apparent or can be anticipated at this time. We reserve the right to assess the impact of this change order at a later date and to submit these costs, as they become known. It is anticipated that all work required in this change request will be preformed on a straight time basis. This request is for acceptance within 30 days and is subject to escalation thereafter. A contract extension of 15 days is required. Please advise as soon as possible if this request is accepted Respectfully, Bruce Pylkas President Total Mechanical Services, Inc. 651-768-9367 x102 Cell 651-775-5006 bpylkas@totalmech.com Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 651-768-9367 FAX 651-768-9258 Total Mechanical Services, Inc. 420 Broadway Avenue St. Paul Park, MN 55071 Ph: 651-768-9367 Fax: 651-768-9258 PROJECT:Apple Valley Sports Arena Ice System Replacement TMS PROJECT NUMBER: C1123 COR#C1123-010 WORK DESCRIPTION: Damaged U/G Electrical Cable and Conduit DATE:9/19/2019 IN-HOUSE COSTS: MATERIAL and EQUIPMENT Material see takeoff and summary -$ ----------------- Material & Equip Subtotal - 7.125% Sales Tax - ------------------ TOTAL MATERIAL, EQUIPMENT & SALES TAX - Labor Net hrs - See summary 90.00$ / Hour =- -------------- ------------------- - Supervision Premium 3.00$ / Hour =- -------------- ------------------- ------------------ TOTAL LABOR DOLLARS - ------------------ SUBTOTAL - OTHER DIRECT COSTS: Truck and Drayage - ---------------- Parking - ---------------- Tools - ---------------- TOTAL OTHER DIRECT COSTS - -------------------- SUBTOTAL - -------------------- '15% Mark-up for overhead and profit - -------------------- TOTAL NET IN-HOUSE COSTS - SUBCONTRACTORS: Merit Electrical See Attached 7,103.00 ---------------- - - ---------------- TOTAL SUBCONTRACTORS 7,103.00 ---------------- 5% Mark-up for overhead and profit 355.15 ---------------- TOTAL SUBCONTRACTOR COSTS 7,458.15 ---------------- SUBTOTAL 7,458.15 ---------------- 2% Bond premium 149.16 ---------------- SUBTOTAL 7,607.31$ ---------------- Permits 2%152.15 ========== TOTAL ESTIMATED COST OF PROPOSAL REQUEST 7,759$ ========== 751 Payne Av e nue, St. Paul, MN 55130 (651) 7 74-9671 FAX (651) 772 -1668 Page 1 of 1 Sept 10 , 201 9 Total Mechanical 420 Broadway Ave St. Paul Park, MN 55071 Re: Apple Valley Sports Ice Arena Dam aged Underground Attention: Bruce Merit Electric Company proposes t he following repair s 1. 2 o utlet circuit s within the mechanical room 2. Sprin kler pump circuit within the mechanical room 3. Speaker cabling in the arena . Because of corrosion the existing underground p ipe is no longer usabl e. Install new pipe and wire. Concrete remo val and repair by others All the a bove work can be done for the sum of $7 ,102.98 $5,516.50 Labo r (55 hours at $100.30 per hour ) $660.00 Materi al (conduit, conduit fittings and wire ) $9 26.48 15% overhead and prof it If you have any questions, contact me at 651 -774-9671 or rich@meritelectriccompany.com Price good for 60 days Thank you, Rich Chermak 1 Julie Bauermeister Subject:FW: Staff hours for reimbursement From: Christianson, Brian <bchristianson@ci.apple‐valley.mn.us> Sent: Thursday, October 31, 2019 3:25 PM To: Scott Ward <scott.ward@b32eng.com> Subject: Staff hours for reimbursement Scott‐ Here are my staff hours we needed to use when the floor issues arose: 7.5hrs at $34.36/hr = $257.70 15hrs at $15.55/hr = $233.25 Do you need anything else from me to get this over to Bruce? Thanks! Apple Valley ‐ Celebrating 50 Golden Years Brian Christianson | Arenas Manager O:952.953.2367 C:612.270.6078 | bchristianson@cityofapplevalley.org I T E M: 4.Q. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove P ersonnel Report S taff Contact: Melissa Haas, Human Resources Manager Department / Division: Human Resources Division AC T I O N RE Q UE S T E D: Approve the personnel report. S UM M ARY: T he employment actions attached to this memo are recommended for City C ouncil Approval. B AC K G RO UND: T he City Council's approval of the Personnel Report includes the ratification of the City Administrator's actions in carrying out the terms and conditions of the employment of the City personnel. B UD G E T I M PAC T: Budgeted positions. AT TAC HM E NT S : Personnel Report PERSONNEL REPORT December 12, 2019 City of Apple Valley Human Resources EMPLOYMENT ACTIONS The following employment actions are recommended for City Council approval: First Name Last Name Action Position Status Dept. Base Pay Rate Pay Type Pay Scale Date (on or about) Collin Beane Rehire Facility Attendant ‐ Warming House Casual, Seasonal 1800 $ 10.55 Hourly C‐01 12/19/2019 Robert Beane Rehire Facility Attendant ‐ Warming House Casual, Variable Hour 1800 $ 11.05 Hourly C‐01 12/19/2019 Carol Blommel Johnson Accept Retirement Public Works Superintendent ‐ Utilities Full‐Time, Regular 5305 1/6/2020 Max Bolger Rehire Facility Attendant ‐ Warming House Casual, Seasonal 1800 $ 10.55 Hourly C‐01 12/19/2019 Jack Busse Rehire Facility Attendant ‐ Warming House Casual, Seasonal 1800 $ 10.30 Hourly C‐01 12/19/2019 Brenda Clemen Hire Elections Assistant Casual, Variable Hour 1015 $ 16.00 Hourly C‐10 1/15/2020 Krista Erickson Accept Resignation Police Officer Full‐Time, Regular 1200 1/2/2020 Mary Anne Lantz Rehire Elections Assistant Casual, Variable Hour 1015 $ 16.00 Hourly C‐10 1/15/2020 Payton Melville Hire Facility Attendant ‐ Warming House Casual, Seasonal 1800 $ 10.30 Hourly C‐01 12/19/2019 Kyle Quandt Hire Sales Clerk Casual, Variable Hour 5020 $ 12.00 Hourly L‐1 12/2/2019 Gary Reichow Rehire Facility Attendant ‐ Warming House Casual, Seasonal 1800 $ 11.60 Hourly C‐01 12/19/2019 Alexander Robinson Hire Facility Attendant ‐ Warming House Casual, Seasonal 1800 $ 10.30 Hourly C‐01 12/19/2019 Michael Tietz Accept Resignation Police Officer Full‐Time, Regular 1200 12/6/2019 The Council’s approval of the Personnel Report includes the ratification of the City Administrator’s actions in carrying out the terms and conditions of the employment of the City personnel. Page 1 of 1 I T E M: 4.R. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Consent A genda Description: A pprove Claims and B ills S taff Contact: Ron Hedberg, Finance Director Department / Division: Finance Department AC T I O N RE Q UE S T E D: Approve claims and bills. S UM M ARY: Attached for C ity C ouncil review and approval are check registers for recent claims and bills. B AC K G RO UND: N/A B UD G E T I M PAC T: Check registers dated November 20, 2019, and November 27, 2019, in the amounts of $3,339,539.15 and $734,547.43, respectively. AT TAC HM E NT S : Claims and Bills Claims and Bills I T E M: 5.A. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: A dopt Resolution A ffirming P lanning Commission's Recommendation for Denial of Request by A pple Valley Golf Course for Re-designation from "P R" (Private Recreation) to "L D" (L ow Density Residential) and "MD" (Medium Density Residential) S taff Contact: Thomas L ovelace, City Planner Department / Division: Community Development Department Applicant: J oel Watrud P roject Number: P C19-09-P Applicant Date: 5/22/2019 60 Days: 120 Days: AC T I O N RE Q UE S T E D: Adopt a resolution affirming the Planning Commission's recommendation for denial of property owner's request for the re-designation of six parcels of land, totaling approximately 23 acres, located at 8661 140th Street West from "PR" (Private Recreation) to "LD" (Low Density Residential) and "MD" (Medium Density Residential). S UM M ARY: Mr. J oel Watrud, the owner of the Apple Valley Golf C ourse located at 8661 140th Street West, has requested the following amendments to the City's Comprehensive Land Use Map: 1. Re-designate .5 acres from "PR" (Private Recreation) to "LD" (Low Density Residential) 2. Re-designate 22.5 acres from "PR" (Private Recreation) to "MD" (Medium Density Residential) T his is an amended request from their original, which called for re-designation of .5 acres to "LD", 14.5 acres to "MD" and 8 acres to "HD" (High Density Residential). T he 23-acre golf course property is located at the northwest corner of 140th Street West and Garden View D rive. Adjacent uses include single-family residential to the north, single- family, two-family and multi-family residential to the west and south, and multi-family to the east. T he site directly abuts single-family residential to the north and west, and two community collector streets to the south and east. T he original request was considered by the City C ouncil at their September 26, 2019, meeting. T he Council reviewed the application and the Planning Commission's recommendation for denial of "HD" and "MD" re-designations and voted to direct the Planning C ommission to review an amended request from the petitioner that removes the "HD" designation from further evaluation and requested that a residential designation be further considered. T he Planning C ommission held a public hearing on the amended request on October 16, 2019. T hey considered the request at their November 6, 2019, meeting and voted 3-1 to recommend denial of the request as presented by the applicant. B AC K G RO UND: Comprehensiv e P lan: T he property is currently designated "P R" (Private Recreation). T he 2030 Plan created this designation of “Private Recreation” to recognize the current use of the subject property as a privately owned public golf course. T his is the only property in the city with this designation. T he property has the same designation in the draft 2040 Comprehensive Plan. It was recognized in 2009 and again in 2018, that the Apple Valley Golf C ourse may face challenges in the future, primarily financial, similar to the challenges faced by other small golf courses in the Metropolitan Area. It was understood during the preparation of the 2030 and 2040 Plans, that these challenges might cause the property owner to seek a change in land use. T he 2030 and 2040 Plans go further to state that any change in land use must be carefully considered for the ability of the property to support the proposed use, the fit with the surrounding area and the overall plans for Apple Valley. T he current Institutional zoning designation best reflects the present use and numerous alternative uses may be allowed in the future. T he golf course is surrounded by residential uses that might also be evaluated for comparison as to their density and value if a change is requested. C ommercial uses are not encouraged unless those businesses have a residential character and are integrated in a mixed-use urban design. As stated previously, the applicant is requesting C omprehensive Plan Land Use Map amendments that would re-designate .5 acres from "P R" (Private Recreation) to "LD" (Low Density Residential) and 22.5 acres from "PR" (Private Recreation) to "MD" (Medium Density Residential). T his is an amendment to the petitioner's original request, which included a request for re-designation of eight (8) acres to "HD" (High Density Residential) T he “LD” (Low D ensity Residential) designation consists of areas in the city with primarily single-family, detached dwellings. T his is the single largest land use in Apple Valley. A large base of owner-occupied homes promotes neighborhood stability by reducing resident turnover and encouraging homeowner investment in private property. Limiting conflicts with high- intensity uses ensures that property values are protected over time. Protected property values help maintain stable neighborhoods and directly benefit local citizens through contributions to the municipal tax base. Low-density neighborhoods benefit from a variety of services and institutions, including parks, playgrounds, schools, religious institutions, and appropriate-scale commercial. A system of safe and well-designed sidewalks and trails is essential to connect with schools, parks, downtown, and other destinations in the community. A variety of housing types may be built in Low Density Residential areas including single-family detached dwellings, duplexes, twin homes, townhomes, and other types of attached housing at densities of 2-6 units per acre. C ompatible zoning include "R-1", "R-2", "R-3 or "R-C L" (Single-Family); "R-5" (Two- Family) "M-1", "M-2" and "M-3" (Multiple-Family), and "P D" (Planned Development) designations. Outlot A, Cobblestones I addition is a .5-acre outlot that is currently used as a tee box for hole #2, which has characteristics commonly associated with the "LD" designation. T he “MD” (Medium Density Residential) designation provides for single-family living options which is becoming an increasingly attractive option for aging baby boomers seeking a transition to a living environment that offers independence without the maintenance requirements and a property tax bill associated with conventional single-family detached housing. In addition, Medium Density Residential typically provides housing at a lower price point than low density residential and helps enable the City to meet its share of regional affordable housing requirements. "MD" land uses could include townhomes, other attached single-family dwellings, and low-rise apartments and condominiums at densities that range from 6-12 units per acre. T his designation fits with the "M-4", "M-5", "M-6", and "PD" zoning districts. T hese zoning districts would restrict the height of any building to 35-45 feet and number of stories to three. P ublic Hearing Comments: A public hearing on this amended request was held on October 16, 2019. Staff is providing a synopsis of the comments from the public hearing, with staff's response. A concern regarding potential flooding if medium density was allowed. Staff Response - Please ref er to the C ity Engineer's October 9, 2019, memo f or information pertaining to this concern. A concern that the traffic data is five years old. He asked for the C ommission to consider traffic data that is accurate. Staff Response - The map presented f rom the C ity's Comprehensive Plan and does not contain the most up to date data. The C ity Engineer's memo, dated October 9, 2019, contains traff ic data f rom 2018. The daily traf f ic expected to be generated with the proposed change to land use is expected to be approximately 2,035 Total Trips assuming all 22.5 acres are developed. The roadways are expected to be able to accommodate the 9-14% increase in traf fic. A separate operational and intersection analysis will need to be completed at the time of a land use application f or review of access spacing needs and traf fic mitigation. A comment was received regarding if the C ity could look into some additional crosswalks in the neighborhood. Staff Response - C urrently there are marked crosswalks at 140th and Garden View (at the traff ic signal) and at 140th Street West and McAndrews Road (at the traf fic signal). A requirement of any subdivision of this property would be to add an 8’ bituminous pathway along the north side of 140th f rom Garden View to approximately Holyoke Lane. This addition will greatly benef it pedestrians to get to a marked crosswalk f rom the north side of 140th without having to cross 140th to reach a pedestrian route. 140th Street is a 45 mph f our (4) lane undivided roadway. Marked crosswalks alone are insuff icient and pedestrian crash risk may increase by providing marked crosswalks on this type of roadway. Other treatments, such as additional traf f ic signals or other pedestrian f acilities would be necessary. The use of mid-block crosswalks is generally discouraged unless an engineering study determines a specif ic need f or this type of crosswalk and shall confirm with the MN Manual on Unif orm Traff ic Control Devices (MU TC D). Concerns were raised that the proposed C omprehensive Plan Land Use Map amendments were in conflict with the C ity’s mission statement to promote the health and well-being of its citizens and all that visit the city. Staff R esponse – The C ity’s mission statement is the f ollowing: The C ity of Apple Valley is pledged to promote and enhance the health, saf ety and general well-being of its citizens and all who visit the city. In achieving this goal, the City will: Provide a full range of municipal services; Encourage active participation; Promote quality development; Provide a balance of residential, commercial, and public uses; Promote employment opportunities within the community; Experiment with new ideas in the delivery of public services; and Transmit to future citizens a better and more beautif ul community. The C ity utilizes many available tools to ensure the ongoing health, saf ety and general welfare of its residents and guests. Those tools include the comprehensive plan, as well as the subdivision control, natural resources management and zoning chapters of the city’s code of ordinances. All of these tools will be used when considering f uture development on the subject property. Comments were received about the impact this request would have on the schools. Staff Response – The IS D 196 demographer estimates that the average student population is .58 students per single-family unit, .34 students per townhome unit and .32 students per apartment unit dwelling unit. These are estimates that the school district would use f or their planning purposes, and these numbers may vary when other f actors are taken into consideration. Elementary students would attend Westview Elementary, middle school students would attend Falcon Ridge Middle School, and high school students would attend Apple Valley Senior High School. School of f icials inf ormed staf f that all three schools would be able to accommodate the increase in student population generated by development on the property. The school district was provided notice of the proposed amendments f or review and comment. The district commented that the proposed amendments were not anticipated to impact the district's operations. Concerns were raised regarding the impact on real estate values of adjacent properties. Staff R e s ponse – Because many dif f erent f actors contribute to the value of a home, it is not possible to attribute impacts of property value on a single adjacent land use. Property values are impacted by overall City development patterns and not one specific land use. The Urban Land Institute’s “Higher-Density Development Myth and Fact” and “The C ase f or Multifamily Housing” documents cite academic studies that show that multi-family developments do not negatively impact existing adjacent single-family home values. In some studies, they have indicated that multi-f amily residential adjacent to single-family homes can have a positive impact on property values. Possible reasons f or positive impact are the f ollowing: Multi-family developments can make an area more attractive than nearby communities with f ewer housing choices. They increase the pool of potential f uture homebuyers. Professional companies who are hired by a homeowners association or a apartment management company usually ensure the ongoing maintenance of multi-family properties. Any f uture building construction on the golf course property will be in compliance with the City’s exterior design requirements, zoning and subdivision codes, and State Building C ode requirements. Concerns were raised about the increase in traffic generated by future residential development on the golf course property and the impact to the existing road system. Staff Response – See the attached memo from the City Engineer. Concerns were raised about the potential loss of mature trees on the site with a development project. Staff R esponse – Any development on this property will require the submittal of a tree inventory that will identif y the size, species, condition, and location of each significant tree. A signif icant tree is def ined as any healthy deciduous tree measuring eight inches or greater in diameter, or any conif erous tree measuring six inches or greater in diameter, at f our and one-half feet above grade. As with any development, a developer will be required to identif y all the signif icant trees to be preserved as well as any that will be removed, or lost as a result of any land-disturbing activity. The City’s ordinance requires that 10% of the signif icant removed must be replaced with caliper inches within the development. Also, approved landscape plans shall be required f or any multi-f amily development on this site. These plans shall include size, location, quantity and species of all plant materials and method of maintenance. The minimum cost of the landscaping installed shall be 2½% of the estimated building(s) construction cost. Concerns were raised about loss of green space and the City should preserve the open space with the purchase of the property for a public park. Staff Response – The City promotes diverse recreational opportunities, services, f acilities, and trails through the Parks and Recreation Department. There are currently 54 public parks of various types distributed throughout the city. These include neighborhood parks, community parks and special use parks. N eighborhood parks serve residents with a half-mile radius and of fers a variety of services f rom basic recreation, such as a playground, small playf ield, and a picnic shelter. Sunset and Wildwood parks are such parks that are located within a ½-mile of the golf course neighborhood. The area is also located near two community parks, which are designed to serve a larger population. These parks provide intensive activity such as ballf ields, several picnic shelters, one or two playground areas, and open space areas. Examples of this type of park is Hayes Park, a 25-acre park, located within a mile of the subject property and Alimagnet Park, an 85-acre park that has areas f or both passive and active recreation. Access to this park is within a ½-mile of the golf course property. Like all development projects in the city, the development of this property will require park dedication. The City will have a choice of taking the dedication in land, cash-in-lieu of land or a combination thereof . This will be determined at the time of approval of the subdivision of the property. Concerns were received about adding more multi-family residential units when there are existing units that are unoccupied in the city. Staff Response - On J une 14, 2019, staff attended the Minnesota Real Estate J ournal State of the Residential Market Conf erence. Marquette Advisors provided a comprehensive review of multi-f amily units throughout the metro, and community specif ic inf ormation. The f ollowing points illustrate the main trends in the market: The multi-f amily market has increasingly low vacancies, between zero and 2 percent f or most units, with high demand for additional units. Rents in the suburbs have risen signif icantly, particularly in the suburbs. Rents metro wide increased by 6.7% from the f irst quarter in 2018 to f irst quarter in 2019. This type of rate increase, despite lower job growth numbers, means the market is still in need of additional multi-family units. A survey of 1,977 multi-f amily dwelling units in the city was completed in early 2019. The survey reviewed the average rents and vacancy rates f or all types of units in the city. The vacancy rates f or the f irst quarter of 2019 was 1.5%. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Resolution Background Material Background Material Background Material Memo L etter L ocation Map Comp Plan Map Map Presentation Exhibit Exhibit Exhibit Exhibit CITY OF APPLE VALLEY RESOLUTION NO. 2019-___ A RESOLUTION AFFIRMING THE PLANNING COMMISSION’S RECOMMENDATION OF PROPOSED AMENDMENTS TO THE APPLE VALLEY COMPREHENSIVE PLAN FOR PROPERTY LOCATED AT 8661 140TH STREET WEST, APPLE VALLEY, MN WHEREAS, pursuant to Minnesota Statutes, section 473.864, the City of Apple Valley (“City”) adopted its 2030 Comprehensive Plan (“Comprehensive Plan”); and WHEREAS, pursuant to Minnesota Statutes, sections 473.175 and 473.864, any amendment to the Comprehensive Plan requires submittal to and action by the Metropolitan Council (“Met Council”) in the same manner as the original plan; and WHEREAS, pursuant to Minnesota Statutes, section 473.858, amendments to the Comprehensive Plan must be submitted to the Met Council following recommendation by the Apple Valley Planning Commission (“Planning Commission”) and after consideration but before final approval by the Apple Valley City Council (“Council”); and WHEREAS, pursuant to Minnesota Statutes, section 462.355, subd. 2, the Planning Commission may recommend an amendment of the Comprehensive Plan, and the Council may propose an amendment of the Comprehensive Plan by resolution submitted to the Planning Commission; and WHEREAS, pursuant to Minnesota Statutes, section 462.355, subd. 2, prior to adopting an amendment of the Comprehensive Plan, the Planning Commission is required to hold at least one public hearing thereon; and WHEREAS, pursuant to Minnesota Statutes, section 462.355, subd. 3, a proposed amendment to the Comprehensive Plan may not be acted upon by the Council until it has received the recommendation of the Planning Commission or until 60 days have elapsed from the date an amendment proposed by the Council was submitted to the Planning Commission for its recommendation; and WHEREAS, Joel Watrud (“Applicant”) is the owner of six parcels of land totaling approximately 23 acres within the City, which are legally described on Exhibit “A” attached hereto (“Property”); and WHEREAS, a privately owned and operated golf course has existed on the Property for decades; and WHEREAS, the Property is designated as “PR” (Private Recreation) within the Land Use section of the Comprehensive Plan, in recognition of its historical use as a golf course; and 2 WHEREAS, the Comprehensive Plan describes the Property as being challenged to remain as presently used and that a change in land use must be carefully considered for the ability of the property to support the proposed use, the fit with the surrounding area and the overall plans of the City. The golf course is surrounded by residential uses that might also be evaluated for comparison to their density; and WHEREAS, the Applicant requested the City to process an amendment of the Comprehensive Plan to designate the Property to three land use categories under the Land Use section: .5 acres to “LD” (Low Density Residential); 14.5 acres to “MD” (Medium Density Residential), and 8 acres to “HD” (High Density Residential) (“Application”), which proposal is shown on Exhibit “B” attached hereto; and WHEREAS, under the Comprehensive Plan, the “LD” land use designation allows a minimum of three housing units per acre and a maximum of six housing units per acre; the “MD” land use designation allows a minimum of six housing units per acre and a maximum of twelve housing units per acre; and the “HD” land use designation allows a minimum of twelve housing units per acre and a maximum of forty housing units per acre; and WHEREAS, the adjacent properties to the North, East, South, and West of the Property are all designated “LD” (Low Density Residential); and WHEREAS, on June 19, 2019, the Planning Commission held a public hearing on the Application; and WHEREAS, at or prior to the public hearing, the Planning Commission received a Report prepared by the City’s Planning staff; testimony from a representative of the Applicant and testimony from residents and interested parties; and WHEREAS, at its regular scheduled meeting on August 7, 2019, the Planning Commission considered the Application and received the Planning staff recommendation; and WHEREAS, the Planning staff noted that the location of the Property does not provide the criteria required to support an “HD” land use designation (e.g., closeness to services such as shopping, transit, daycare and recreation; link of people to jobs; direct access to high volume arterial transportation corridor); and WHEREAS, the Planning staff recommended that the .5 acres (Outlot B, Cobblestones I) be re-designated “LD” and the remainder of the Property be re-designated “MD”; and WHEREAS, the Planning Commission recommended that Outlot B, Cobblestones I be re- designated “LD”; and WHEREAS, the Planning Commission through a series of motions: i.e., recommendations to approve re-designations of portions of the Property to “MD” and “HD” having failed, effectively recommended that the Application be denied; and 3 WHEREAS, the members of the Planning Commission expressed that the Property should be consistent with the density of the neighboring properties, which allows townhome developments as well as single family housing, with up to six units per acre; and WHEREAS, the City Council received the recommendation of the Planning Commission at their September 26, 2019, meeting; and WHEREAS, the Applicant agreed to amend the application to request “MD” for the Property and to remove a request for “HD” consideration (“Revised Application”); and WHEREAS, the City Council approved Resolution No. 2019-113 directing the Planning Commission to consider and recommend an amendment to the Comprehensive Plan for the Property, or portions thereof, to residential designation(s) under the Land Use section other than the designation of “HD”; and WHEREAS, on October 16, 2019, the Planning Commission held a public hearing on the Revised Application; and WHEREAS, at its regular scheduled meeting on November 6, 2019, the Planning Commission considered the Revised Application; and WHEREAS, the Planning Commission voted to recommend denial of the Revised Application based upon the following findings: 1. Concerns in terms of the number of units that can be accommodated on the usable portion of the 22.5 acres. 2. There is low density residential surrounding the Property and the allowed density for the Property should be more consistent with a low density range. 3. The “MD” designation is not consistent with the character of the surrounding neighborhood. 4. Though the Property may reasonably support a density slightly greater than “LD”, a density in the upper limits of “MD” (i.e. 10 to 12 units per acre) is unreasonable in light of the neighborhood. NOW THEREFORE, the City Council, having received the recommendation of the Planning Commission, does hereby find: 1. The Revised Application proposes a land use for the Property that is inconsistent with the land uses of the surrounding neighborhoods. 2. The determination of the Planning Commission has a rational basis and is supported by the facts and circumstances relating to the Property. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that the Applicant’s request to process an Application for “MD” amendment to the Comprehensive Plan as proposed in the Revised Application is Denied. 4 ADOPTED this 12th day of December, 2019. __________________________________ Mary Hamann-Roland, Mayor ATTEST: ___________________________________ Pamela J. Gackstetter, City Clerk 2040 Comprehensive Plan Update Land Use Chapter Low Density Residential (LD) Description Use type examples: Single-family detached homes, duplexes, twin homes, townhomes Low Density Residential (LD) broadly consists of single-family, detached dwellings. This is the single largest land use in Apple Valley. A large base of owner-occupied homes promotes neighborhood stability by reducing resident turnover and encouraging homeowner investment in private property. Low-Density Residential (single-family residential) is the most restrictive zone. Limiting conflicts with high-intensity uses ensures that property values are protected over time. Protected property values help maintain stable neighborhoods and directly benefit local citizens through contributions to the municipal tax base. Low Density neighborhoods benefit from a variety of services and institutions, including parks, playgrounds, schools, religious institutions, and appropriate-scale commercial. A system of safe and well-designed sidewalks and trails is essential to connect with schools, parks, downtown, and other destinations in the community. A variety of housing types may be built in Low Density Residential areas including single-family detached dwellings, duplexes, twin homes, townhomes, and other types of attached housing. In the past, housing densities ranged from one-half to 6 units per acre. Today, the Land Use Plan places housing densities in Low Density Residential areas at 3-6 units per acre. However, the City recognizes that in some cases of infill development when there are severe slopes, mature trees, lakes, wetlands, or existing adjacent residential neighborhoods, it may not be practical to meet the density standard. The City will use the zoning ordinance and other land use controls to manage this land use category. Most existing single-family residential neighborhoods are zoned R-1, R-2, R-3 or R- CL. Additionally, the R-5 (two-family); M-1, M-2, and M-3 (multiple-family), and PD (planned development) districts are eligible for this land use category provided that the performance criteria set forth in the zoning ordinance are met. Medium Density Residential (MD) Description Use type examples: Duplexes (side-by-side or stacked), carriage houses, triplexes, fourplexes, bungalow courts, townhomes Medium Density Residential (MD). Nationwide, alternative single-family living options are increasingly becoming an attractive option for aging baby boomers seeking a transition to a living environment that offers independence without the maintenance requirements and property tax bill associated with conventional single-family detached housing. In addition, medium-density residential typically provides housing at a lower price point than low-density residential and helps enable the City to meet its share of regional affordable housing requirements. Medium Density Residential land uses include townhomes, other attached single-family dwell- ings, and low-rise apartments and condominiums at densities that range from 6-12 units per acre. This designation fits with the M-4, M-5, M-6, and PD zoning districts. Minutes from the 10/16/19 Planning Commission meeting public hearing: A. Apple Valley Golf Course Comprehensive Plan Amendments – PC19-09-P Chair Melander opened the public hearing at 7:02 p.m. City Planner Tom Lovelace stated, Joel Watrud, the owner of the Apple Valley Golf Course located at 8661 140th Street West, is requesting the following amendments to the City's Comprehensive Land Use Map: 1. Re-designate .5 acres from "PR" (Private Recreation) to "LD" (Low Density Residential) 2. Re-designate 22.5 acres from "PR" (Private Recreation) to "MD" (Medium Density Residential) This is an amended request from their original, which called for re-designation of 14.5 acres to "MD" (Medium Density Residential) and 8 acres to "HD" (High Density Residential). The 23-acre golf course property is located at the northwest corner of 140th Street West and Garden View Drive. Adjacent uses include single-family residential to the north, single-family, two-family and multi-family residential to the west and south, and multi-family to the east. Three wetlands are located on the site as well as mature vegetation established as part of the golf course operation. These features were established as part of the development of the golf course. Any development on the site would need to adhere to regulations related to wetland management and tree removal and replacement. This request was considered by the City Council at their September 26, 2019, meeting. The Council reviewed the application and the Planning Commission's recommendation for denial of "HD" (High Density Residential) and "MD" (Medium Density Residential) and voted to direct the Planning Commission to review an amended request from the petitioner that removes the "HD" designation from further evaluation and requested that a residential designation be further considered. The future land use designation to 2040, should identify the low and medium density designations in the neighborhoods and guide the estimated potentially developable 8.5 acres of land for housing with open space, wetlands, storm water, ponding as amenities, and pipelines that this site of 23 acres offers as both constraints and opportunities. This designation would also acknowledge the site's proximity to abutting road system, as well as wetlands, topography, and existing easements. If the Commission concurs, staff would ask that they be directed to prepare a draft of a "LD/MD" designation for their review. If so, staff would recommend that the public hearing remain open. Commissioner Burke asked if they were tasked with taking some of the qualities of the low density and medium density and were to come up with a new designation. Mr. Lovelace answered to try take the parameters that are there and maybe try to reach some middle ground that understands the adjacent uses and the road system that is there that can accommodate a higher density of development and other factors related to the property itself and try to come up with some type of special development district that could accommodate a development without having any adverse impact on surrounding uses. Commissioner Kurtz commented that residents would be voting on the levy this year and one of the issues is the high student versus the teacher ratio and questioned what would happen if the levy does not pass. Mr. Lovelace said he did not pose that question to them but assumes that the school district can accommodate the extra students as they said and that it is dispersed over the elementary, middle school and high school age groups. Chair Melander asked for confirmation that the Apple Valley Golf Course is not City owned and is privately owned. Mr. Lovelace said that is correct. Chair Melander commented it is bisected by the pipeline and has wetlands and asked how much of the site is buildable that could be covered with a building. Mr. Lovelace answered that could be up for discussion but could be about 8.5 acres and there are some areas that are squeezed between a pond and a pipeline easement and would be very challenging to get a dwelling unit in that location. Chair Melander said relative to density like 5 units per acres, low density only applies to maybe 40 units on 8 acres. Mr. Lovelace said with zoning and other factors, such as easements and streets that the land gets whittled away. Chair Melander said we are really talking about how many units could be on 8.5 acres depending on what designation we use. Mr. Lovelace agreed. Commissioner Scanlan commented on the difficulty of the site and asked if the applicant had done any concept or type of product of how it fits into the community here and what they are trying to do to market the property versus what numbers we are just looking at right now. Mr. Lovelace said that would be a good question for the applicant. Commissioner Alwin said he struggles with coming up with a creative definition and applying it to certain townhouses or apartments with a number of units per acre that may or may not work when it is not his property or development proposal and could lock this parcel into something that they could make a mistake at. Chair Melander commented that he thought the Planning Commission should have responded to what was proposed, and they did, but the City Council asked them to come up with what could be put there. Peter Coyle, representing the owner of the Apple Valley Golf Course and the Watrud family, said the challenge is to find a use so there can be a buyer. He said this is a unique site that is not a cornfield or industrial building proposing to be leveled. It has multiple features that are unavoidable. They need to create a land use flexibility to the site such that they can entice any buyer to be willing to spend the money that it takes to put forward a plan that is credible, technically financially feasible and that the City will embrace. If he cannot advance something to a buyer that is financially viable, and allows the buyer to bring something back to the City that will be endorsed, then this is just a waste of time. It is what the process requires. There is a legal component to that too. The City has a legal obligation to the comprehensive planning process to make sure that any private landowner has a reasonable economic use of their property. The City gets to set the rules - the land use rules, the zoning rules, the subdivision rules. Once those rules are set it is the landowner’s obligation to comply with those rules if they can. If the rules are so restrictive that the reasonable economic use is not possible, that’s a taking. He is trying to identify potential opportunities for someone to come on this site and be willing to invest millions of dollars to try to make something up on this property that has many challenges that are built into it. They cannot fill in the wetlands. The City has added on that by making buffer area requirements. There is a pipeline easement that chops up the site. The challenge is not to cast a vote to see what people like or do not like but to try identify a future land use vision for the City that will allow a reasonable economic use of this property to occur. For them, even in the modified form, they endorse the recommendation from staff to allow for the possibility of medium density to be included on this property because it is the best opportunity that they can envision to try for the opportunity for someone a reasonable use of this property to get that would be able to absorb the expense associated with developing the property. If they are not able to do that then they have a different problem. They have had a hard time trying to figure out how to have a low density plan work on this property. Commissioner Alwin asked, in terms of flexibility, if they are envisioning something that looks more like a medium density with some options to do some detached like we might have in a low density or why not just go straight up medium density. Mr. Coyle answered with medium density there is not a place to put everything on that site so we will be stuck with something that is very low density on that site. It will make this a very challenging site even in the best conditions. Commissioner Scanlan agreed that the property presents the challenges and a lot of what is presented is financial in nature like to drive what you need to do to develop something. Financial issues are not part of their concern. There are 22 acres but there are not 22 acres to develop here and there are limitations by the rules for the wetlands, etc. with any applicant that comes forward that has to deal with those rules. Trying to find something viable to work, it is the hardships of the property that are dictating things. He felt they were walking a fine line on the financial side which is not part of their process. Mr. Coyle said the constitution compels the City to provide the reasonable economic use and understands it is not the Planning Commission’s choice to make. If low density property cannot cash flow that allows this property to be sold, then that is a problem, because the City set those rules. The private landowner is bound by those rules but the flip side of that is once the City makes those rules and it is obligated by whatever the consequences are. He is here to find a solution that would be beneficial to the community as a whole not just the landowner. Jon Kotek, 13583 Hollins Ct, commented the land is unique and it would have been developed, if it could have been developed. And by being threatened financially on this is being very disingenuous and generally kind of being mean. He commented that the Commission already said low density. Now the applicant wants to start playing a game of let’s make something interesting here and work it in here so he can make more money. If there was actually money to be made for somebody here, he would have a plan to come in here with this. So why does he not just drop off, come back with a developer who has a plan and then talk about doing this. Otherwise just do a low density and call it a day, because that is what the Commission said in the first place. Carole Elfstrum, 8580 136th Ct, thanked the Planning Commission and City staff for all the time and effort that has gone into this issue. She commented that Chair Melander previously said economic impacts cannot be a factor in considering comprehensive plan change. Any change in land use must be considered a fit with the surrounding land use. Referred to the minutes of August 7, and said the Commission said only low density would fit. Wants the Planning Commission to come back to the low density. She did not understand why a new classification would be needed. Terri Langfus, 13933 Holyoke Ct, commented she has duplexes across from her and she has a single family home. She said those have become low income and it is becoming Holyoke ghetto. She also have a pond in the back and gets the runoff from the golf course. Vickie Loher Johnson, 8907 – 138th Street Ct, said she wants all the other emails and comments included in this meeting as well. If medium density was not appropriate just across the street then it is inappropriate here as well. This should be single family dwellings not a hybrid created definition that no one knows how it would be applied at this site. She said the Planning Commission voted last time to deny medium density and she requested the Commission to deny it again and rezone to low density residential only, R-1 through R-3 housing options only. Linda Harty, 8581 – 136th Ct, did not see anything for a new designation and believed it should be low density. She expressed concern for increased traffic and said Lake Alimagnet is already impaired and feels there would be more flooding if medium density was allowed. She supports the previous decision. Kathy Lundin, 13531 Hollins Ct, said all the townhomes around them are low density but medium density could include a 3-story apartment building. She said around the golf course are all single family homes. She does not think there are any anywhere else in Apple Valley where there are multiple apartment buildings right in the middle of a single family neighborhood. Traffic is significant. She feels the Planning Commission should stick to the original decision and only allow low density and not to recommend medium and high density. Michael McGettigan, 8589 – 136th Ct, expressed concern for the hybrid definition and the traffic and said the traffic data is 5 years old. He asked for the Commission to consider traffic data that is accurate. Amanda Patterson, 8380 - 141st Ct, commented she enjoys the green space in the neighborhood and would hate to see schools and traffic be affected. She supports the low density. Jim Stewart, 949 Harvest Drive, found out Apple Valley Golf Course was moving and thought that could be a place to move to. The cost of construction dooms the project. They do not want to move away from Apple Valley. Peter Inman, 13511 Hollins Ct, commented on the parks close by and said if they want to walk to a park they have to cross either Garden View or 140th Street and that is without a crosswalk and asked if the City could look into some crosswalks. As part of the consideration of this redevelopment maybe the property owner would donate a portion of his proceeds to help fund some of these and the community would get behind it. Estee Krueger, 13792 Holyoke Path, said her experience with high density and medium density apartments have really been horrendous. She commented to the Commission that you are voting on something you really do not know. She supports single family housing. Chair Melander said they could keep the public hearing open and they had been directed by City Council to say what the Commission would like to see at this site. He asked the Commission if there should be direction for staff to prepare something that is not low but is not medium either but between that might be acceptable. Somebody in the audience said that is not an option. They do not want something other than low density. They paid taxes all those years and the Commission is not listening. Jim Granger, 13555 Holiday Ct, said the seller has no concern for other people’s property value. It is not part of the equation. Just like the finances to the seller should not be part of your equation. If 90 students are added then the school district has to add teachers. He expressed concern for the amount of traffic and said present day statistics should be used and not something 5 years old. Parks map included parks to the southeast. If you centered the map on the site property, it would not include those parks as shown. He felt if a hybrid option would be designed, it should have been put in place before any conversations. He commented no M-6 was mentioned during the density presentation. Corey Porter, 13596 Hollins Ct, expressed concern for medium density that could have 270 units and only 91 influx of students at Westview elementary school. She did not think that added up because how many families have one child or less. She said Westview is already overcrowded and that needs to be considered. Low density land is in high demand in Apple Valley. Buyers are looking for low density in this area. Chair Melander commented it is awkward for them to sit up there because they get directions from several different groups of people. Council says one thing, staff says another and residents say another. It is a hard spot to come up with something that might be acceptable. He clarified that the Planning Commission voted against medium density and high density and the project moved on to the City Council. The Planning Commission was then directed by the City Council to decide what they do like since they voted against medium density and high density. This is a new process for them as a Commission as well. They have been asked to come up with something as an alternative to the low density that they are receiving a lot of resistance from the applicant for. In turn they are getting lots of resistance for the medium density from the residents and personal opinions of the Commissioners. The Commission has to come up with something reasonable that works all the way around. Commissioner Alwin asked about the head count projections from the school district of 91students and if those were students all going to one school. Mr. Lovelace said that would include the elementary, middle school and high school age. Kathy Lundin, 13531 Hollins Ct, asked where the school district information came from because she subs in the school district and said Westview is bursting at the seams. The schools do seem crowded to her and that is one of her concerns if the levy does not pass. Mr. Lovelace replied that the information came from the school district demographer and they said they would be able to accommodate that increase in student population. Vicki Loher Johnson, 8907 – 138th Street Ct, commented that what they heard is the owner cannot do low density residential but there have been no efforts entered into the record in regard what those efforts have been. At the City Council meeting the applicant said they had not even marketed the property one way or the other. So what are the efforts with regard to showing that low density would not work here. What is preventing the Commission from saying zone it low density and show us some efforts with regard to redeveloping it that way. Linda Harty, 8581 – 136th Ct, commented that the Commission said “they were directed to”, but she thought on the presentation it said the “staff recommends” and asked if it was not correct then that the Commission does not need to go along with the staff. If the Commission agrees with all the residents that low density makes sense and it fits in the current low density area and that traffic is such big issue already, low density makes sense to all of us. Chair Melander clarified that is correct that the Planning Commission does not have to do what staff recommends nor does the City Council have to do what the Planning Commission recommends. The Commission does not have the final yes or no on a project. Commissioner Kurtz commented, as a suggestion, that in her line of business she sees a lot of 50 year olds downsizing and what they are looking for are single level homes and in Apple Valley there is not a lot to offer as seen in other cities. Commissioner Scanlan commented that with low density there is some flexibility in terms of looking at the surrounding properties that have used low density into a higher end of the scale there and asked the applicant what did he feel was missing from low density that you would like pulled in from medium density to fulfill the needs for the property to be marketed. Mr. Coyle said he did not think he could answer the question directly but it is the unknown with respect to the condition of the property that is causing them to be so cautious about it. It is the unknowns. This is not a cornfield that we know for sure we are going to get to make use of “x” acres without risk about whatever soil conditions exist or stormwater issues exist that they do not know about yet. He said he is trying to preserve flexibility. Commissioner Scanlan asked if we look at this hybrid is it not going to fulfill the needs of what you are looking for. Mr. Coyle said he does not have an answer for that. They do not know yet what they can do because he does not know what the City is suggesting would be allowed. He added to go to a buyer and say flip a coin, spend a bunch of money and throw a dart against the wall, maybe you will get it and maybe you won’t. That is a problem. We do not know what we get to do and cannot analyze any solutions yet. We are just guessing. That is what the City uses the Comprehensive Plan for, to give guidance to landowners as to uses that will be acceptable. That is your job as Planning Commissioners and Council’s job ultimately by advice of staff. Chair Melander said if it is 8 acres and if it is low density (6 units/acre) it could be 48 units or if it is 8 units/acre is could be 64 units. The difference between low density top end and some number slightly higher than that might accommodate that sort of development Commissioner Kurtz referred to with a little more density but not a lot more density. We are talking about a difference between 48 to 64, so not that many units. It is pretty easy to get hung up on low and medium but if you look at actual number of units, it is not that big of difference. What we are being asked is for staff to come up with something like “how do you like the looks of this”. We are being asked to evaluate what some hybrid might be that could incorporate such things as could restrict the number of stories, the height, possibly (if you can) denying apartments specifically. We could put some constraints on what could be done to something that is not low density and they are just being asked for a chance to see if they can come up with something that could be more acceptable. Jon Kotek, 13583 Hollins Ct, suggested the Commission give the property owner low density and then he can apply for a variance at a later date rather than give him medium density and try to reel him in. He understands why the City Council kicked it back and believes they do not want the legal quagmire and felt the City Council threw this back onto the Planning Commission and said let’s narrow it down and talk when the applicant gets a plan. Chair Melander asked the attorney if they would have the right to do that if it is at 6 units/acre and they come back with 8 units/acre as a variance. City Attorney Sharon Hills replied that variances do not apply to comprehensive plan designations. Variances apply to zoning regulations. Chair Melander said then we would have to have this hybrid option. Ms. Hills said she was not sure where the hybrid idea came from. There are the designations and she feels what City Council is asking for is if the motion is to deny the application, then state by a motion what you would want that property to be. Patti Kellum, 8581 Holland Avenue, commented that one level homes are in high demand and suggested luxury single level homes and keep it at that. Pat Stratton, 13301 Huntington Circle, asked why it has to change and why it cannot stay as a golf course. Chair Melander said it is private property and somebody has a right to try sell it for other uses. Jon Kotek, 13583 Hollins Ct, commented City Councilmember Ruth Grendahl asked if they were willing to sell the property as is and they did not have a number. He thought at least let’s work some numbers here. At least throw a number out and Apple Valley can turn it into a park. He said there are too many people annoyed about this. Commissioner Burke asked if the property can be designated to strictly be an M-4 and nothing more than an M-4. Mr. Lovelace replied that you cannot designate that because you would be mixing the comp plan with the zoning. M-4 refers to the zoning. Commissioner Burke asked how you go about only allowing a maximum of 8 units/acre. Mr. Lovelace said that would be through the designation and then you would set the parameters of the low end to the high end, similar to what is already existing in low density (2-6 units/acre), medium density (6-12 units/acre) and high density (12+ units/acre). So with this hybrid specialized designation would the parameters increase a little bit at the low end and decrease at the high end. Commissioner Burke said he likes the characteristics of low density but would be willing to say if you could make 8 units look like low density, he could go that far but not any farther than that. Kathy Lundin, 13531 Hollins Ct, commented if you picture townhomes there is no way you would need 8 units/acre. There is no way it would be over 6. Right now she thinks it is 2-4 at the most in her area. Why would you need 8 unit/acre if you are talking townhomes. If you do 8 units/acre you are talking multiple stories. Chair Melander commented that the feedback he is getting is that anything beyond low density is a lot of pushback. If we were going to make a motion and follow staff, we would be asking staff continue to develop something higher than 6 units/acre. He felt from the feedback that no one wanted to consider that. Commissioner Scanlan expressed concern for this hybrid concept and what it means down the road for us and setting precedence. If we do this for this one development, what does it mean for the next one. Would this be more of a planned development with something specific that they would put together that would work for this property versus trying to make it work within low density/ medium density. There might be some flexibility to increase that density very slightly but he did not know if he wanted to see that happen just within this special designation. Should this be done through a planned development where the applicant has to come back presenting something where they have to show how this can work based on the difficulty of the property. The difficulty of the property is the owner’s concern too to come up with a solution not necessarily the Planning Commission as Commissioner Alwin said earlier to do the design with a foundation for them to work from. Ms. Hills said staff is asking if you want to consider a special use designation for this parcel and it would be applicable to this parcel. It would not be a planned development which is zoning. This is simply a guide as to a use. The consideration for you is this parcel because of its uniqueness and unique features with things on it is appropriate to have a special use designation, hence the density. Council is asking for the Commission to make a formal action recommendation as to what the Commission thinks is an appropriate designation. Chair Melander clarified that the applicant is asking for medium density throughout except for the one little parcel between the homes on the north side by the 2nd tee. We could vote on that and say yes or no. The Commission said no before to medium density as a group, not individually. You could come back and say come up with a plan for 8 units/acre, staff does this then comes back to the Planning Commission, application still stands for medium. They would want a yes or no on medium. So we could say no to medium or no to the recommendation but we would take low density. Could that be an option. Ms. Hills answered that when it comes back, you will take action on the application. If the vote comes back as a denial, City Council wants you to then take action, make a recommendation as to what then is a proper designation for the property. Staff may have a proposal. If the Commission does not like that, then the Commission needs to state, as a whole, what you are recommending the designation should be and it could be a special use designation for this parcel. Chair Melander asked Ms. Hills if the public hearing should be kept open to hear the recommendation from staff. Ms. Hills replied no, that it is like any other matter that is before you. You have your public hearing, you close the public hearing and then you come back and take action. Chair Melander commented that there was a lot of good input like they had the previous time. The Commission voted one way last time. They have summary on issues that were brought up this evening from staff. But the City Council wants more than just a yes or no. If the Commission does not like the medium, we have to come up with something we would take. Commissioner Alwin said there are hundreds of proposals every year that we vote yes or no on to pass them on to Council. Is there another option where we would look at the application before us and we would say no. Could we not say that we think the appropriate designation stays at “PR” (private recreation) and then some developer comes in and at some point has a better idea and at that point we weight in on that proposal. We have other applications that get rejected and they get rejected without us saying “but here is what we think we would like”. It seems to put the Commission into an awkward spot to say no “but we would accept this” even when we do not know what “this” is. Ms. Hills said the way to answer that is that City Council asked for the Planning Commission to come back with a recommendation. Commissioner Alwin added that the Commission could come back with leaving it at “PR” (private recreation). Ms. Hills said that could absolutely be an option. The Council would like to know if you effectively recommend denial of the application, then what do you recommend as a body. Commissioner Alwin asked why would they need the public hearing to remain open because what new information is going to come. Judy Yung, 13835 Pennock Avenue, understands why the owner is requesting something more changing zoning from the recreational to some kind of development. It seems to her that is premature to do anything other than low density without a plan. Without the owner of the property to sell it as low density. If the owner comes back and has made his efforts and presented those efforts, and it still does not fly, he can come back and ask for a change from low to medium. She does not see why we need to jump from recreational to medium density. We could be doing it in increments if necessary but hopefully it could be developed as low density. But he (applicant) cannot sell it – sell the idea to a developer as it is right now. She feels the consensus here right now is there is no objection going from recreational to low density. She feels a can of worms is being opened up in a lot of areas to try to figure out a hybrid because this is still a pig in a poke. If the zoning changes from recreational to low density then the owner has something to work with. Let him go out and sell it to a developer as a low density and see where the chips fall. But to talk about changing to further than low density without a plan being presented seems to be very presumptuous and just not making a lot of sense. Vickie Loher Johnson, 8907 – 138th Street Ct, said she has one concern with that plan with regard to making it low and having them come to us and say we failed. They would say they have not been able to sell it as low density. They have not tried to sell it as a golf course either. So what is preventing them from making no efforts whatsoever, marketing it as low density housing and then coming back to you and saying see we cannot do it. They have not marketed the property as it is right now either. Chair Melander said he would like to not continue the public hearing, take a vote next time on a recommendation to Council and he closed the public hearing at 8:46 p.m. Minutes from the 11/6/19 Planning Commission Meeting: A. Apple Valley Golf Course Comprehensive Plan Amendments – PC19-09-P City Planner Tom Lovelace stated Mr. Joel Watrud, the owner of the Apple Valley Golf Course located at 8661 140th Street West, is requesting the following amendments to the City's Comprehensive Land Use Map: 1. Re-designate .5 acres from "PR" (Private Recreation) to "LD" (Low Density Residential) 2. Re-designate 22.5 acres from "PR" (Private Recreation) to "MD" (Medium Density Residential) This is an amended request from their original, which called for re-designation of 14.5 acres to "MD" (Medium Density Residential) and 8 acres to "HD" (High Density Residential). The 23-acre golf course property is located at the northwest corner of 140th Street West and Garden View Drive. Adjacent uses include single-family residential to the north, single-family, two-family and multi-family residential to the west and south, and multi-family to the east. The site directly abuts single-family residential to the north and west, and two community collector streets to the south and east. Three wetlands are located on the site as well as mature vegetation established as part of the golf course operation. These features were established as part of the development of the golf course. Any development on the site would need to adhere to regulations related to wetland management and tree removal and replacement. This request was considered by the City Council at their September 26, 2019, meeting. The Council reviewed the application and the Planning Commission's recommendation for denial of "HD" (High Density Residential) and "MD" (Medium Density Residential) and voted to direct the Planning Commission to review an amended request from the petitioner that removes the "HD" designation from further evaluation and requested that a residential designation be further considered. Chair Melander confirmed that the Planning Commission took it to a vote the first time based on the application and the Commission did not find in favor of medium and high density. It then went onto the City Council and they sent it back to the Planning Commission stating that they are looking for a different density or they are looking for the Commission to recommend what density they would like. Mr. Lovelace said what is before the Commission tonight is a request from the applicant, action would be taken and make a recommendation on what the applicant is asking. He stated the City Council asked the Planning Commission to review this and he thinks reviewing it like you would the Comp Plan and changing designation related to the Comp Plan and come back and provide the City Council with your recommendation on what this should be designated. Chair Melander clarified that this is not a zoning request. It is a Comp Plan request. Mr. Lovelace said correct. Commissioner Burke commented that they are waiting on the zoning when there is an application and at that point determine what zone it falls into. Mr. Lovelace said yes. The applicant has made no application for what zoning it falls into. The application is for comp plan re-designation only or an amendment. Commissioner Burke commented, for example, if he was willing to go 8 units/acre, that he really cannot do that at this particular time and would have to wait until the zoning part of it would come into play. City Attorney Sharon Hills clarified that what is before the Planning Commission is solely the comp guide and the zoning will come down in the future perhaps. Certainly to look at the future guiding of this property. Chair Melander commented that the action that will be taken tonight is on this application, and is taken as a group, not individually. It is to be one action - .5 acre at low density and 22.5 acres at medium density. He said they will vote on that and asked what is the next step. Mr. Lovelace said recommend for approval or recommend denial. If you recommend approval of the request of the applicant, then that would move forward to the City Council as to what you would want on the property. If you recommend denial of this application, then the Commission should be prepared to provide reasons for that denial. Then we need to know what your expectations are, based upon the Commission, are you looking at a different designation for this. If so, we would have to hold a public hearing because of state statute that it has to be done for that to happen. There would be a motion from the Commissioners to set the public hearing if you believe that medium density is not appropriate for this site. If you are looking at lower density for this site, we would have to set a public hearing to consider that. Chair Melander stated that the first time we went through this we had medium density and high density and it was not our job to come up with an alternative. Now a vote tonight, thumbs up or down, on medium density, mostly medium density. If it does not pass, then another presentation with another public hearing on some sort of different comp plan arrangement. Mr. Lovelace said yes and that if it is the desire of the Commission that medium density is inappropriate and a lower density designation should be considered, then we have to set that public hearing. Community Development Director Bruce Nordquist clarified that the City Council has specifically requested of the Planning Commission that at the end of the day there would be Comp Plan designation for this property and the discussion has been related to housing. He added that the Commission can certainly act on something but the work is not done depending on the consideration of this application or for it to be further considered for a lower density designation. If that is so, that designation requires a public hearing. We are compelled to follow the process and statute and the work is not done. Chair Melander commented that the Comp Plan is something the Commission is responsible for. Mr. Nordquist said regarding the Comp Plan designation, if you look at this application and this request very broadly and the request of the City Council, it is to make a determination of what this Comp Plan designation will be for this 23-acre area in the future. MOTION: Commissioner Burke moved, seconded by Commissioner Scanlan recommending approval of amendments to the City's Comprehensive Plan Land Use Map re- designating 23 acres of property, located at 8661 140th Street West, in the following manner: 1. Outlot B, Cobblestones I from "PR" (Private Recreation) to "LD" (Low Density Residential). 2. Outlots A, C and D, Cobblestones I; and two unplatted parcels totaling 21 acres, from "PR" (Private Recreation) to "MD" (Medium Density). Commissioner Burke commented that the last time they voted on this, he was in favor of the medium density designation but not the high density, and he stated an interest in getting to something 8 units/acre, and obviously, he cannot do that until we get to the zoning ordinance so up until that time he is in favor of the medium density until we get to the zoning discussion. Ayes - 1 - Nays - 3. (Alwin, Melander and Scanlan) Commissioner Scanlan said this has been a long process and they had heard a lot of comments both from the applicant and the residents that have been very diligent expressing concerns with the direction of the property and the property has a lot of concerns in terms of the number of units that can actually be useful land that is available to use of the 22.5 acres. There is just a small portion that can actually be used. He had concerns with the fact that there is low density surrounding the property that it should fall within that low density range or we have talked about possibly adding one or two additional units per acre. He did not feel with the limitations of the property that medium density is supported as it is currently defined. Commissioner Alwin echoed what Commissioner Scanlan stated and thinks given the character of the surrounding neighborhood that medium density designation is just too high. It is not consistent with the character of the surrounding neighborhood. He thinks that within the low density designation there remains opportunity for a slightly higher density development such as townhomes and believes some of the other surrounding properties are still low density designations but not necessarily a detached single-family home. He thinks there are some development opportunities within the low density designation that would fit better with the character of the surrounding neighborhood. Chair Melander referenced an application earlier in the evening with 12+ units/acre and commented that is a lot of stuff on one parcel of land. 6-12, if that were 12, that is what they could build and that is pretty dense. That is in keeping with the neighborhood or probably appropriate for that parcel. That is his feeling on it. MOTION: Commissioner Alwin moved, seconded by Commissioner Burke setting the public hearing for December 4, 2019, at 7:00 p.m. to consider a lower density designation for 8661 140th Street West. Ayes - 4 - Nays - 0. APPLE VALLEY GOLF COURSE COMPREHENSIVE PLAN LAND USE MAP AMENDMENTS EXISTING CONDITIONS Property Location: 8661 140th Street West Legal Description: Comprehensive Plan Designation “PR” (Private Recreation) Zoning Classification “P” (Institutional) Existing Platting 14 acres are unplatted with the remainder platted as outlots Current Land Use Golf Course Size: 23 acres Topography: Varying, typical of a golf course Existing Vegetation Grasses and vegetation associated with a golf course Other Significant Natural Features Presence of wetlands Adjacent Properties/Land Uses NORTH Single-Family Residential Dwellings Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “R-3” (Single Family Residential) SOUTH Single and Two-Family Residential and Townhome Dwellings Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “R-3” (Single Family Residential), “R-5” (Two Family Residential), and “M-3C” (Multiple Family Residential) EAST Wildwood Townhomes and Private Open Space Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “M-3C” (Medium Density Residential) and “P” (Institutional) WEST Single Family Residential Dwellings Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “R-3” (Single Family Residential) CITY OF MEMO Public Works TO: Tom Lovelace, Planner FROM: Brandon S. Anderson, PE, City Engineer DATE: October 9, 2019 SUBJECT: Apple Valley East Golf Course Comprehensive Plan Amendments Traffic 1. The 2040 Comprehensive Plan designates both Garden View and 140th as Major Collectors. The posted speed limit on 140th Street is 45 mph, while Garden View Drive is posted at 40 mph. a. The capacity of a 4-lane undivided urban roadway (140th Street) is 24,000 – 28,000 ADT. 2018 Volumes on 140th Street are at 10,740 ADT with 2040 projected volumes to be 14,700 ADT. b. The capacity of a 2-lane undivided urban roadway (Garden View north of 140th) is 14,000 – 15,000 ADT. 2018 Volumes on Garden View (north of 140th) are at 2,652 ADT with 2040 projected volumes to be 4,000 ADT. c. The capacity of a 2-lane undivided urban roadway (Garden View south of 140th) is 14,000 – 15,000 ADT. 2018 Volumes on Garden View (south of 140th) are at 4,708 ADT with 2040 projected volumes to be 6,100 ADT. 2. See table below for the estimated roadway impacts from three different scenarios. The trips were generated using the ITE Trip Generation Manual 10th Edition daily estimates for medium density residential developments. The scenario for which trip generation was completed includes the applicant proposed scenario (Table 1). Table 1. Applicant Proposed Scenario Trip Generation with Full Build out of Site Type of Units Acres Units Per Acre Trips/Unit Total Trips Low Density 0.5 2 9.5 9.5 Medium Density 22.5 12 7.5 2025 High Density 0 24 5.5 0 Total Trips 2035 3. The trips were then distributed to the area roadways based on a directional distribution that was estimated based on existing volume patterns and engineering judgement. It was assumed that the proposed development would have one access point to 140th Street (outside of the single low density unit on Hollins Court). Impacts were then developed based on the trip generation and distribution. The potential roadway impacts were then evaluated, included the amount of new trips expected on the roadway segments and a check of the capacity of those segments. The analysis was completed for the Applicant proposed scenario (Table 2). Table 2. Applicant Proposed Scenario Roadway Impacts with Full Build out of Site Public Roadway Systems Impact Roadway Cross Section Ex. AADT Estimated AADT Increase Proposed Future AADT Percent Change in AADT Roadway Capacity * Volume to Capacity Ratio LOS Garden View Drive N of 140th Street 2 Lane Undivided Urban 2650 310 2960 14% 10000 0.30 A 140th St S of McAndrews Road 4 Lane Undivided Urban 10900 1225 12125 13% 28000 0.43 B 140th St W of Garden View Drive 4 Lane Undivided Urban 10300 815 11115 9% 28000 0.40 B Hollins Court 2 Lane Residential* 100 10 110 10% 1000 0.11 A *Typical roadway capacity of residential roadways is estimated as 1000 trips per day. Other roadway capacities obtained from the City of Apple Valley Comprehensive Plan 4. Public Roadway Systems Impact a. The daily traffic expected to be generated with the proposed change to land use is expected to be approximately 2,035 Total Trips assuming all 22.5 acres are developed. b. The roadways are expected to be able to accommodate the 9-14% increase in traffic. A separate operational and intersection analysis will need to be completed at the time of a land use application for review of access spacing needs and traffic mitigation. Sanitary Sewer 5. Public 8” Sanitary Sewer is available within the 140th Street ROW which drains to a Trunk Sanitary sewer within Garden View and ultimately discharges to an MCES meter connection at the Lakeville/Apple Valley border near Cedar Avenue and 160th Street. The available capacity in the trunk system varies from 40-60% remaining capacity. Water main 6. Public 8” water main is available with 140th Street ROW north of the 138th Street Intersection. Water main would need to be extended to the southeast along 140th Street and connected to the Garden View 12” Trunk Water main to adequately serve the site. Current available Fire Flow at 20 psi is <1,500 gpm. Average pressures are +61 psi within the Middle Pressure Zone. Storm water Management 7. The site is located within the Alimagnet Lake Watershed. Alimagnet Lake is currently listed as impaired for Excess Nutrients. In accordance with 2018 Surface Water Management Plan (SWMP), several storm water policies would need to be addressed for new or redevelopment of the site: a. Policy 6.1 The City requires compliance with all applicable post-construction water quality criteria for new and redevelopment activity adopted by the Black Dog Watershed Management Organization and the Vermillion River Watershed Joint Powers Organization, as described in the BDWMO Watershed Management Plan (2012, as amended) and VRWJPO Standards (2016, as amended). b. Policy 6.2 The City requires that all new, redeveloped, or expanded commercial, industrial, multiple residential, or institutional development provide infiltration for a volume equivalent to 0.5 inches of runoff over the area of the development. c. Policy 6.3 The City requires that new and redevelopment activity of 0.2 acres or more shall be required to achieve no-net-increase in average annual total suspended solids (TSS) and total phosphorus (TP) loading compared to the pre- development condition of the site. d. Policy 6.4 The City may require additional treatment measures as needed for any development or re-development activity to protect downstream receiving waters, including, but not limited to, additional measures in TMDLs or WRAPS watersheds plans. 8. The site is also located adjacent to where areas of localized flooding has occurred during the 10- and 100-year, 24 hour storm events: a. Holyoke Path and Holyoke Lane b. Garden View Drive just south of 140th Street W. 9. In accordance with SWMP policy 1.5, the city requires that new development and redevelopment activities do not increase peak runoff rates relative to pre-project runoff rates for the 1-year, 2-year, 10-year and 100-year critical storm event. The City may impose more stringent rate control requirements if the capacity of the downstream system is limited. a. The downstream system (AL-P5 and AL-P6) from the site is limited in storm water capacity and any new or redevelopment will require more stringent rate control requirements. Natural Resources 10. Three (3) Wetlands were identified on site per the Wetland Delineation Report submitted to the City of Apple Valley on July 25, 2018. a. All 3 wetlands were determined to be Manage 2 wetlands and in accordance with Wetland and buffer policies within the 2018 SWMP. The following policies would need to be addressed for new or redevelopment of the site: i. Policy 4.4 The City requires water quality treatment of all storm water prior to discharge to wetlands. ii. Policy 4.5 The City requires that hydrologic impacts to wetlands resulting from development and redevelopment activities do not exceed the following: Wetland Classification Allowable bounce Allowable inundation period (1-year event) Allowable inundation period (2-year event) Allowable inundation period (10-year event) Protect Existing Existing Existing Existing Manage 2 Existing + 1.0ft Existing + 2 days Existing + 2 days Existing + 14 days iii. Policy 4.6 The City requires vegetated buffers zones adjacent to wetlands to be established for development and redevelopment activities. Required buffer zone widths from the delineated edge of the wetland are based on the type of development and wetland classification, as follows: Development Type Wetland Classification Average buffer width (ft) Minimum buffer width (ft) Minimum building setback from buffer (ft) New developments and subdivisions Manage 2 30 25 10 iv. Policy 4.7 The City requires that protective buffer zones be established consistent with the procedures and criteria established in City ordinance chapter 152.57. The protective buffer zone shall be memorialized in perpetuity by a written document approved by the City and a certified survey of the property which shall be recorded by Dakota County. The document shall establish the location of any buffer zones, restrictions, allowances, and management requirements. 12/12/2019 1 APPLE VALLEY GOLF COURSE COMP PLAN AMENDMENTS APPLE VALLEY CITY COUNCIL DECEMBER 12, 2019 MEETING APPLE VALLEY GOLF COURSE COMP PLAN AMENDMENTS PROPERTY OWNER’S REQUEST Re‐designate a 23‐acre private golf course property from “PR” (Private Recreation) to the following: •.5 acres to “LD” (Low Density Residential/2‐6 units per acre) •22.5 acres to “MD” (Medium Density Residential/6‐12 units per acre) 12/12/2019 2 LOCATION MAP SITE 1 4 0 T H S T WGARDEN VIEW DRH O L Y O K E L N 138TH ST W HOLYO KE CT135TH ST W 1 4 0 T H S T R E E T B L V D H O L Y O K E P A T H EXISTING COMP PLAN MAP SITE PR LD LD LD LD MD LD LD LD LD LD "PR" (Private Recreation) 12/12/2019 3 CURRENT DESIGNATION Apple Valley Golf Course currently designated “PR” (Private Recreation) 1. Any change in land use must be carefully considered for: a. the ability of the property to support the proposed use, b. the fit with the surrounding area; and the overall plans for Apple Valley 2. The golf course is surrounded by residential uses that might also be evaluated for comparison as to their density and value if a change is requested 3. Commercial uses are not encouraged unless those businesses have a residential character and are integrated in a mixed‐use urban design ORIGINAL COMP PLAN MAP REQUEST "MD" - Medium Density Residential (14.5 acres) "HD" - High Density Residential (8 Acres) "LD" - Low Density Residential (.5 Acres) 1 4 0 T H S T W 135TH ST W GARDEN VIEW DRH O L Y O K E L N 1 3 4 T H S T W H OL Y OK E P A T H 138TH ST W HENNA AVEHERSHEY CTHERALD WAYHOLYOKE CT 12/12/2019 4 REVISED COMP PLAN MAP REQUEST LD HD MD P LD LD LD LD LD LD LD LD LD MD LD LD LD MD LDLD LD LD LD MD LD DESIGNATIONS Low Density Residential – Land uses include single‐family detached dwellings, duplexes, twin homes, townhomes, and other types of attached housing. Densities in the LD areas are three to six units per acre. Medium Density Residential ‐Land uses include townhomes, other attached single‐family dwellings, and low‐rise apartments and condominiums at densities that range between six and twelve units per acre. 12/12/2019 5 COMPATIBLE ZONING Zoning in a “LD” designated areas include: •“R‐1”, “R‐2”, “R‐3” or “R‐CL”, which permit detached single‐family dwellings •“R‐5” (Two‐Family Residential) •“M‐1”, “M‐2”, and “M‐3” (Multi‐Family Residential) •“PD” (Planned Development) zoning districts Zoning in “MD” designated areas include: •“M‐4”, “M‐5”, “M‐6” (Multi‐Family Residential) •“PD” zoning districts ZONING MAP Lake Alimagnet SITE P R-5 R-3 R-5 M4-C M4-C M4-C PD-144 R-2 R-3 R-3 R-3 M3-C M3-C M3-C M3-C M3-C R-3 R-3 R-3 R-5 P P P P P 140 T H S T W MCANDREWS RD 1 3 4 T H S T W GARDEN VIEW DR135TH ST W 1 3 7 T H S T W HERALD WAYHAVELOCK TRLHOLYOKE LNREFLECTI ON RDHOLYOKE PATH R I M R O C K D R HENNA AVE138TH ST W HUNTINGTON DR H U R O N C T HERSHEY CT139TH CT PALOMINO DR HOLLINS CTHOLYOKE CT136TH CTHAVELOCK CT133RD ST W140T H S T R E E T B L V D138TH STREET CT HEMLOCK CTH U G H E S C T HUMMI NGBIR D DR HAYES RD137TH CT HUNTINGTON CIR HEYWOOD PATHHOLIDAY CTHUMMINGBIRD LN 134TH STREET CT L OWER 1 3 8 T H CTH E N N A C T 140TH STREET CTH E M L O C K C T 135TH ST W 1 3 7 TH C T 12/12/2019 6 APPLE VALLEY GOLF COURSE COMP PLAN AMENDMENTS RECOMMENDED ACTION Adopt Resolution Affirming Planning Commission's Recommendation for Denial of Request by Apple Valley Golf Course for Re‐designation from "PR" (Private Recreation) to "LD" (Low Density Residential) and "MD" (Medium Density Residential) From: Linda Harty Sent: Thursday, December 12, 2019 12:14 PM To: Grawe, Charles <CGrawe@ci.apple-valley.mn.us>; Murphy, Joan <JMurphy@ci.apple-valley.mn.us>; Murphy, Joan <JMurphy@ci.apple-valley.mn.us> Subject: AVGC News To: Apple Valley City Council Cc: AV City Staff I just heard the late-breaking news about AVGC Owner offering to sell the land to the City – that is great news! I hope all of you seriously consider and make plans to proceed with this. If it has to go to a public hearing again, many many many residents would be in favor of this action (as you know from past public hearings, and from all the word around town, about this beautiful green-space land). If the City can buy and keep it as a park or nature area that would be fantastic (or keep it a golf course - I think it would be viable with the right public advertising, promoting it, having city events there, etc, especially as a family-oriented learning/fun-type course. A prime example of a success story like this is on north side of the metro: Brightwood Hills in New Brighton). But either way, keep it as a green-space of some sort to preserve the many beautiful trees and other natural landscaping, the wetlands, and all the birds and wildlife in the area. Equally important, this will resolve/do away with the higher traffic and safety concerns, it will keep the low density, heavily treed, scenic neighborhood areas of the surrounding area, and it will save Lake Alimagnet from becoming even further impaired. I implore you to consider and proceed with the purchase of AVGC. For the Dec 12th City Council meeting, even if the above offer/purchase doesn’t go through sometime in the future, please vote to DENY the new ‘LDF’ land use category. Low-Density Flex doesn’t make sense – it’s a misnomer and misleading since it’s providing for density up to 8 units per acre which has always been in the Med.Density range. 8/acre is currently MD for Apple Valley, and for all surrounding communities that I googled and found info on their Land Use categories. A few, like Lakeville, even consider 8/acre borderline HD: they have a Med/High land use range that covers 5-9/acres (their regular MD is 4-7). The new proposed LDF seems to be disguising the fact that density will really be in the Medium range. Linda Harty 136th Ct W. From: Anita Sullivan Sent: Thursday, December 12, 2019 12:56 PM To: Grawe, Charles <CGrawe@ci.apple-valley.mn.us> Subject: City council Hello there elected city council members! I am writing today to express my desire that the AV golf course land would become something unique and local for the city and residents surrounding the are. I have lived near this golf course on Gardenview and 140th for 52 years (since 1st grade). I have ALWAYS loved the open green space at this intersection. Now that the gold course and the family is selling the land, it’s a perfect “once in a lifetime” chance to develop it into something amazing and unique!! How about an amphitheater for outdoor concerts (an even better one that exists on the eastern side off Galaxie), maybe walking paths, meditation paths, park for adults, etc. SO many fun options! Lets get unique! Let’s let “old, original Apple valley” shine! Lets not just be the same as all the other newer suburbs and fill with townhouses and chain stores!!! I know you will consider this amazing opportunity carefully! And I thank you! Don’t just think about $$$$ that can be made! Sincerely, Anita (Yetzer) Sullivan 13635 Harwell Path Apple Valley, MN I T E M: 5.B. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: A dopt Resolution A uthorizing Submittal to Metropolitan Council of P roposed Amendments to 2040 A pple Valley Comprehensive Plan Modifying the L and Use Chapter Related to Apple Valley Golf Course, L ocated at 8661 140th S treet W. S taff Contact: Thomas L ovelace, City Planner Department / Division: Community Development Department Applicant: City of Apple Valley P roject Number: P C19-09-P Applicant Date: 60 Days: 120 Days: AC T I O N RE Q UE S T E D: Adopt a resolution authorizing submittal to the Metropolitan C ouncil the proposed modifications to the proposed 2040 C omprehensive Plan to include language in the Land Use chapter describing the “LD F” (Low Density Flex Residential) designation and the Land Use Map re-designating the property at 8661 140th Street West from “PR” (Private Recreation) to “LD F” (Low Density Flex Residential). S UM M ARY: For your consideration is a request for amendments to the C ity's 2040 C omprehensive Land chapter and Land Use Map. T he amendments include the addition of language describing a new residential land use called "LD F" (Low Density Flex Residential) and re-designating approximately 23 acres of land from "P R" (Private Recreation) to "LD F" (Low Density Flex Residential) with a density range of 3-8 units per acre. T hese proposed amendments relate to a site, located at the northwest corner of 140th Street West and Garden View Drive, which is currently a nine-hole executive golf course. Adjacent uses include single-family residential to the north, single-family, two-family and multi-family residential to the west and south, and multi-family to the east. T he site directly abuts single- family residential to the north and west, and two community collector streets to the south and east. T he "PR" designation was created as part of the 2030 C omprehensive Plan Update to recognize the current use of the subject property as a privately owned public golf course. T his is the only property in the city with this designation. T he property has the same designation in the draft 2040 C omprehensive Plan. It was recognized in 2009 and again in 2018, that the A pple Valley Golf C ourse may face challenges in the future, primarily financial, similar to the challenges faced by other small golf courses in the Metropolitan Area. It was understood during the preparation of the 2030 and 2040 Plans, that these challenges might cause the property owner to seek a change in land use. T he 2030 and 2040 Plans go further to state that any change in land use must be carefully considered for the ability of the property to support the proposed use, the fit with the surrounding area and the overall plans for Apple Valley. T he current Institutional zoning designation best reflects the present use and numerous alternative uses may be allowed in the future. T he golf course is surrounded by residential uses that might also be evaluated for comparison as to their density and value if a change is requested. C ommercial uses are not encouraged unless those businesses have a residential character and are integrated in a mixed-use urban design. T he "LD F" is a new residential designation for properties within an established neighborhood whose current use may be discontinued or is vacant. T he "LD F" designation would permit the existing use to continue with the understanding that the future use would consist of residential dwellings that are compatible to and complement the character of the surrounding residential uses, while taking into consideration the development opportunities and the constraints of the property. A variety of housing types may be built in "LD F" areas including single-family detached dwellings, duplexes, twin homes, townhomes, and other types of attached housing at densities of 3-8 units per acre. Compatible zoning in the this designation would be "R-3" (single- family), "R-C L" (residential cluster), "R-5" (two-family), "M-1", "M-2", "M-3" and "M-4" (multiple-family), and "PD" (planned development) districts. Preferred zoning for a "LD F" area would be a planned development, which would allow for a more creative and efficient use of the property, flexibility of the distribution of the overall density and the intensity of land uses. Future development within this designation will be subject to the following: Only single-family and two-family dwelling buildings shall be constructed on parcels directly abutting existing single- or two-family dwellings. No buildings shall be constructed having more than two stories or a maximum height of greater than 35 feet. T he density of any particular acreage may be increased in areas not directly abutting existing single-and two-family dwellings, so long as the overall designation of the properties do not exceed eight (8) units per acre. To allow for a more efficient use of property and to protect natural resources within this designation with features such as reduced lot sizes, and flexible building setbacks and roadway widths will be considered as part of a planned development zoning designation. T his designation allows for an overall greater density and than the "LD" designation, but does not allow townhomes to be located directly adjacent to existing single-or two- family dwellings, which the "LD" designation would not prohibit. On D ecember 4, 2019, the Planning Commission held a public hearing on a request to consider re-designating the property from "PR" to "LD" or "LD F". T he hearing was open, testimony was taken, and the hearing was closed. T he commission voted unanimously (7-0) to recommend the re-designation of the subject property from "P R" to "LD F" and the description of the new designation as presented. B AC K G RO UND: All cities and counties within the seven-county Twin C ities Metropolitan Region are required to update their comprehensive plan every ten years. As required by the Minnesota Metropolitan Land Planning Act, each local jurisdiction's plan must fit within the regional goals set forth by the Metropolitan C ouncil. T he C ouncil has established their regional goals in T hrive 2040, which is the vision for the region over the next 30 years. T hrive MS P 2040 sets the policy foundations for systems and policy plans developed by the C ouncil, which include transportation, water resources, regional parks, and housing policy plans. Upon completion of these policy plans, the Council prepares and distributes a system statement to each community and county in the region. T his document addresses the implications of the metropolitan systems plans for each community in the region and are intended to help in the preparation or update of their comprehensive plan. Included in the statement is information specific to each community, which in our case included: Our C ity's designation as " Suburban", which are communities that experienced growth and expansion in the 1980s and early 1990s that typically have auto -oriented development patterns at lower densities. Suburban communities are expected to plan for forecasted population and household growth at average densities of at least 5 units per acre for new development and redevelopment. T hey are also expected to identify opportunities for more intensive development near regional transit investments. Forecasted population, households, and employment through 2040. Guidance on appropriate densities to ensure that regional services and infrastructure can be provided in an efficient manner. T he C ity's affordable need allocation, which is 468 new units affordable to households earning up to 80% of area median income (A MI). O f these units 221 should be affordable to households earning at or below 30% of A MI, 118 affordable to households earning 31% to 50% of A MI, and 129 affordable to households earning 51% to 80% of A MI. Each plan is required to contain a land use, transportation, water resources (water supply, water quality, and wastewater), parks and trails, and housing chapter and may contain an economic chapter. When preparing a comprehensive plan update or plan amendments, such the Apple Valley Golf C ourse request, the C ity shall be responsive to the city's as well as the region's needs. T hose needs include: Providing housing choices for a lifetime. Full utilization of the developed area and available land. Providing both market rate and affordable housing choices. Public utilities are available to the site. Development of the property would include the extension of public utilities within the site. Storm water management will be an important issue with any type of development on this property. Onsite management and discharge will be essential to any future development. T hree wetlands are located on the site as well as mature vegetation established as part of the development of the golf course. A wetland delineation report has been prepared for this site. T hree wetlands have been identified and delineated. Any future development on the site would need to adhere to applicable regulations related to wetland management and tree removal and replacement. It should be also noted that an 80-foot wide pipeline easement bisects the property. T he location of this utility will impact any development as it is generally understood that uses over a pipeline easement are restrictive and no buildings or landscaping shall be placed within an easement of this type. T he site abuts Garden View Drive on the east, 140th Street West on the west and Hollins Court on the north. Garden View Drive and 140th Street West are major collectors, which are designed to collect traffic from neighborhoods and employment centers and distribute it to the city arterial system. Hollins Court is a local street, whose primary use is to serve local transportation needs such as gaining access to the property bordering it. Local or private streets will likely serve any on-site development. Improvements to the abutting collector roads will be evaluated as part of any development project on this property. On October 2, 2019, staff reported back to the C ommission on the C ity Council's decision and provided some background information to consider as part of the review of a comprehensive plan re-designation request for the property. T his included the makeup of the existing housing within a quarter mile of the golf course property. Staff found that of the 640 housing units counted, there are: 230 single-family detached homes (36%) in the R-2 and R-3 zoning districts that are in lower density designations; and 410 attached homes (64%) in the R-5, M-3 and M-4 zoning districts that are in lower density designations. Please note that there is no zoning or land development request being reviewed at this time. Rather, the future land use designation to 2040, should identify a residential density designation in the neighborhoods and guide the estimated potentially developable 8.5 acres of land for housing with open space, wetlands, storm water ponding as amenities, and pipelines that this site of 23 acres offers as both constraints and opportunities. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Resolution Background Material Background Material Background Material Background Material L ocation Map Comp Plan Map Comp Plan Map Background Material Background Material Presentation Proposed 2040 Comprehensive Plan Land Use Designation Low Density Flex Residential (LDF) Low Density Flex Residential (LDF) is a special designation for properties within an established neighborhood whose current use may be discontinued or is vacant. The LDF designation would permit the existing use to continue with the understanding that the future use would consist of residential dwellings that are compatible to and complement the character of the surrounding residential uses, while taking into consideration the development opportunities and the constraints of the property. A variety of housing types may be built in LDF areas including single-family detached dwellings, duplexes, twin homes, townhomes, and other types of attached housing at densities of 3-8 units per acre. Compatible zoning in the LDF designation would be R-3 (single-family), R-CL (residential cluster), R-5 (two-family), M-1, M-2, M-3 and M-4 (multiple-family), and PD (planned development) districts. Preferred zoning for a LDF area would be a planned development, which would allow for a more creative and efficient use of the property, flexibility of the distribution of the overall density and the intensity of land uses. Future development within this designation will be subject to the following: Only single-family and two-family dwelling buildings shall be constructed on parcels directly abutting existing single- or two-family dwellings. No buildings shall be constructed having more than two stories or a maximum height of greater than 35 feet. The density of any particular acreage may be increased in areas not directly abutting existing single-and two-family dwellings, so long as the overall designation of the properties do not exceed eight (8) units per acre. To allow for a more efficient use of property and to protect natural resources within this designation with features such as reduced lot sizes, and flexible building setbacks and roadway widths will be considered as part of a planned development zoning designation 2040 Comprehensive Land Use Plan Update Low Density Residential (LD) Description Use type examples: Single-family detached homes, duplexes, twin homes, townhomes Low Density Residential (LD) broadly consists of single-family, detached dwellings. This is the single largest land use in Apple Valley. A large base of owner-occupied homes promotes neighborhood stability by reducing resident turnover and encouraging homeowner investment in private property. Low-Density Residential (single-family residential) is the most restrictive zone. Limiting conflicts with high-intensity uses ensures that property values are protected over time. Protected property values help maintain stable neighborhoods and directly benefit local citizens through contributions to the municipal tax base. Low Density neighborhoods benefit from a variety of services and institutions, including parks, playgrounds, schools, religious institutions, and appropriate-scale commercial. A system of safe and well- designed sidewalks and trails is essential to connect with schools, parks, downtown, and other destinations in the community. A variety of housing types may be built in Low Density Residential areas including single-family detached dwellings, duplexes, twin homes, townhomes, and other types of attached housing. In the past, housing densities ranged from one-half to 6 units per acre. Today, the Land Use Plan places housing densities in Low Density Residential areas at 3-6 units per acre. However, the City recognizes that in some cases of infill development when there are severe slopes, mature trees, lakes, wetlands, or existing adjacent residential neighborhoods, it may not be practical to meet the density standard. The City will use the zoning ordinance and other land use controls to manage this land use category. Most existing single-family residential neighborhoods are zoned R-1, R-2, R-3 or R-CL. Additionally, the R-5 (two-family); M-1, M-2, and M-3 (multiple-family), and PD (planned development) districts are eligible for this land use category provided that the performance criteria set forth in the zoning ordinance are met. Apple Valley Golf Course 2040 Land Use Designation Approaches Criteria LDF LD Units/Acre 3 to 8 3 to 6 City Coverage 1 location, 23 acres Designation suited for other residential areas considering in-fill (under review) 4,528 acres and 40.5% of all land use in the City (as reported in the 2040 Comprehensive Plan) Special requirements • Residential height (35 ft.) • Single family/two family abutting existing single family • Emphasis on open/natural space in road/building placement • Housing density could occur along 140th Street, further buffering established single family • Residential height (35 ft.) • No such requirement • No such requirement beyond functional roads and building placement • Housing density would be placed directly next to established single family Present use of property Property owner may continue existing use or proceed with allowed designated development Existing use becomes nonconforming and must be discontinued Compatibility within ¼ mile Compatible Restricts housing density to less than existing neighborhood density Multi-unit housing on scattered sites Develops a flexible new category for existing residential neighborhoods as in-fill is proposed; deliberately redirects higher density housing to rapid transit corridors and Downtown locations Limits access to new attached forms of one-level housing choices for empty nester and senior households due to less density flexibility. Raises concerns from the Metropolitan Council that future “LD” housing does not comply with projected household growth of Apple Valley to 2040 Units on an estimated 8.5 acres A range of 26 to 68 units (an increase of about 2 units/acre over “LD”) A range of 26 to 51 units APPLE VALLEY GOLF COURSE COMPREHENSIVE PLAN LAND USE MAP AMENDMENTS EXISTING CONDITIONS Property Location: 8661 140th Street West Legal Description: Comprehensive Plan Designation “PR” (Private Recreation) Zoning Classification “P” (Institutional) Existing Platting 14 acres are unplatted with the remainder platted as outlots Current Land Use Golf Course Size: 23 acres Topography: Varying, typical of a golf course Existing Vegetation Grasses and vegetation associated with a golf course Other Significant Natural Features Presence of wetlands Adjacent Properties/Land Uses NORTH Single-Family Residential Dwellings Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “R-3” (Single Family Residential) SOUTH Single and Two-Family Residential and Townhome Dwellings Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “R-3” (Single Family Residential), “R-5” (Two Family Residential), and “M-3C” (Multiple Family Residential) EAST Wildwood Townhomes and Private Open Space Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “M-3C” (Medium Density Residential) and “P” (Institutional) WEST Single Family Residential Dwellings Comprehensive Plan “LD” (Low Density Residential) Zoning/Land Use “R-3” (Single Family Residential) 12/12/2019 1 APPLE VALLEY GOLF COURSE COMP PLAN AMENDMENT APPLE VALLEY CITY COUNCIL DECEMBER 12, 2019 MEETING APPLE VALLEY GOLF COURSE COMP PLAN AMENDMENT REQUEST Consider the request for approval of an amendment to the City's Comprehensive Plan Land Use re‐designating 23 acres of property, located at 8661 140th Street West, in the following manner from "PR" (Private Recreation) to "LDF" (Low Density Flex Residential) 12/12/2019 2 LOCATION MAP SITE 1 4 0 T H S T WGARDEN VIEW DRH O L Y O K E L N 138TH ST W HOLYO KE CT135TH ST W 1 4 0 T H S T R E E T B L V D H O L Y O K E P A T H EXISTING COMP PLAN MAP SITE PR LD LD LD LD MD LD LD LD LD LD "PR" (Private Recreation) 12/12/2019 3 CURRENT DESIGNATION Apple Valley Golf Course currently designated “PR” (Private Recreation) 1. Any change in land use must be carefully considered for: a. the ability of the property to support the proposed use, b. the fit with the surrounding area; and the overall plans for Apple Valley 2. The golf course is surrounded by residential uses that might also be evaluated for comparison as to their density and value if a change is requested 3. Commercial uses are not encouraged unless those businesses have a residential character and are integrated in a mixed‐use urban design COMP PLAN RE‐DESIGNATION REQUEST SITE PR LD LD LD LD MD LD LD LD LD LD LDF Low Density Flex/3‐8 Units Per Acre 12/12/2019 4 LOW DENSITY FLEX DESIGNATION DESCRIPTION A special residential designation for properties within an established neighborhood whose current use may be discontinued or is vacant. The “LDF” designation would: •Permit the existing use to continue •The future use would consist of residential dwellings that are compatible to and complement the character of the surrounding residential uses •Take into consideration the development opportunities and the constraints of the property •Allow a variety of housing types to be built including single‐family detached dwellings duplexes, twin homes, townhomes, and other types of attached housing at densities of 3‐8 units per acre LOW DENSITY FLEX FEATURES Future development within this designation will be subject to the following: •Only single‐family and two‐family dwelling buildings shall be constructed on parcels directly abutting existing single‐ or two‐family dwellings •No buildings shall be constructed having more than two stories or a maximum height of greater than 35 feet •The density of any particular acreage may be increased in areas not directly abutting existing single‐and two‐family dwellings, so long as the overall designation of the properties do not exceed eight (8) units per acre •To allow for a more efficient use of property and to protect natural resources within this designation with features such as reduced lot sizes, and flexible building setbacks and roadway widths will be considered as part of a planned development zoning designation 12/12/2019 5 COMPATIBLE ZONING Zoning in a “LDF” designated areas include: •"R‐3" (Single‐Family), "R‐CL" (Residential Cluster) •"R‐5" (Two‐Family), •"M‐1", "M‐2", "M‐3" and "M‐4" (Multiple‐Family) •"PD" (Planned Development) Preferred zoning for a “LDF” area would be a planned development, which would allow for a more creative and efficient use of the property, flexibility of the distribution of the overall density and the intensity of land uses ZONING MAP Lake Alimagnet SITE P R-5 R-3 R-5 M4-C M4-C M4-C PD-144 R-2 R-3 R-3 R-3 M3-C M3-C M3-C M3-C M3-C R-3 R-3 R-3 R-5 P P P P P 140 T H S T W MCANDREWS RD 1 3 4 T H S T W GARDEN VIEW DR135TH ST W 1 3 7 T H S T W HERALD WAYHAVELOCK TRLHOLYOKE LNREFLECTI ON RDHOLYOKE PATH R I M R O C K D R HENNA AVE138TH ST W HUNTINGTON DR H U R O N C T HERSHEY CT139TH CT PALOMINO DR HOLLINS CTHOLYOKE CT136TH CTHAVELOCK CT133RD ST W140T H S T R E E T B L V D138TH STREET CT HEMLOCK CTH U G H E S C T HUMMI NGBIR D DR HAYES RD137TH CT HUNTINGTON CIR HEYWOOD PATHHOLIDAY CTHUMMINGBIRD LN 134TH STREET CT L OWER 1 3 8 T H CTH E N N A C T 140TH STREET CTH E M L O C K C T 135TH ST W 1 3 7 TH C T 12/12/2019 6 DWELLING TYPE MAP AVEM C A N D R E W S R D Dwelling Type Single Family Residential Duplex Townhouse Twin Home Apartment Assisted Living SITE 140TH STREET WEST CEDAR AVENUEGARDEN VIEW DRIVEAPPLE VALLEY GOLF COURSE COMP PLAN AMENDMENT RECOMMENDED ACTION Adopt a resolution authorizing submittal to Metropolitan Council the proposed amendments to 2040 Apple Valley Comprehensive Plan modifying the Land Use chapter related to Apple Valley Golf Course, located at 8661 140th Street West I T E M: 5.C. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: 2020 Proposed Budget and P roperty Tax L evy S taff Contact: Ron Hedberg, Finance Director Department / Division: Finance Department AC T I O N RE Q UE S T E D: 1. Conduct the Truth in Taxation budget meeting. 2. Adopt resolution approving 2020 proposed budget and property tax levy. S UM M ARY: T he 2020 budget process began with the City C ouncil goal setting session with staff and provided specific direction on the 2020 budget to minimize the impacts to the property taxes paid by property owners. T his meeting was followed up with a budget discussion at the Informal C ity C ouncil meetings on August 22, 2019 and September 12, 2019. T he City Council adopted the Preliminary Budget and Property Tax Levy on September 12, 2019 and set December 12, 2019 as the date to hold the Truth in Taxation meeting and consider adopting the final 2020 budget and property tax levy. In November 2019, parcel specific estimates of property taxes payable for 2020 were mailed to property owners. T he estimated taxes were based on the preliminary tax levy adopted at the September 12, 2019 meeting. T his parcel specific notice also included the notice of December 12, 2019 as the Truth in Taxation budget meeting. Changes Since Preliminary Budget One change has been made to the current budget and that was to remove the Economic Development Authority (ED A) budget from the attached resolution adopting the proposed 2020 budget. T his fund has been removed from pages 9 and 10 which serves as Exhibit A in the resolution. At the September Informal Council Meeting there were requests to discuss further the participation in Greater MS P and its inclusion in the ED A 2020 budget. T he 2020 ED A Budget is expected to be discussed at the upcoming ED A meeting on December 26, 2019 and would then be considered for adoption by the ED A. T he ED A related budget pages can be considered for inclusion for informational purposes only. T he total levy did not change since the September preliminary adoption. Following the Truth in Taxation budget meeting, the City C ouncil is asked to adopt the 2020 proposed budget and property tax levy. Once the final budget and levy is adopted, a final adopted budget will be prepared and posted on the C ity's Website. Lev y Component 2019 2020 Difference % Change General Lev y $21,164,055 $22,047,895 $883,840 4.18% Street Maintenance P rogram 3,437,000 3,540,000 103,000 3.00% Municipal Building F und 186,000 192,000 6,000 3.23% T he total levy for 2020 is proposed to be $27,381,000 up 3.91% or $1,031,000 over 2019. At this levy amount, the median valued home in Apple Valley of $277,700, that experienced an increase of 7.0% in value, will see the City’s share of their property tax bill increase $56 or 5.5% for 2020. Staff believes that the preliminary budget accomplishes a number of important objectives: Retains a focus on the provision of basic C ity services and funds their provision at adequate levels Demonstrates a strong stewardship of existing infrastructure and plans for its repair/replacement in a proactive manner. T he proposed budget maintains the stated goal of the C ity C ouncil to not Specially Assess for the annual street maintenance program by providing property tax levy support of the program in the form of a transfer from the General Fund. T he property tax levy support of the C ity’s annual street maintenance program was increased for the coming year to $3,540,000. T he 2020 C ity property taxes will show an increase of 5.5% (approximately $56 per year or $4.65 per month) in the City’s portion of the property taxes on the median valued home. T he 2020/2021 budget provides funding for the following items over the next two years: New Positions in the following areas are included in the two year budget: Communications Specialist Police Officer position Utility Maintenance Operator Street Maintenance Operator Continuation of the Water Meter replacement program. Continued support of the A nnual Street and Infrastructure Replacement Program, including property tax levy support of $3,540,000. Conducting the upcoming general election at an increased cost of $194,000. Cost to respond to the Emerald Ash Borer infection of $280,000. T he proposed 2020 budget was presented to the C ity C ouncil August 22, 2019. T he direction received at the informal session was to go forward with the preliminary levy as presented and that an additional meeting would be held on September 12 at the C ouncil Informal Meeting. Adoption of this proposed budget and property tax levy establishes the maximum levy for 2020. Breakdown of the 2020 tax lev y: P roperty Tax Delinquencies 50,000 50,000 -0.00% I ce Arena Support 121,000 121,000 -0.00% Debt Serv ice- Voter Approv ed 993,800 1,016,230 22,430 2.26% Debt Serv ice- All Other Lev y Supported 398,145 413,875 15,730 3.95% Total $26,350,000 $27,381,000 $1,031,000 3.91% Additional information can be obtained in the attached 2020 Proposed Operating Budget. B AC K G RO UND: N/A B UD G E T I M PAC T: T he attached resolution will establish the operating budget for 2020 and the tax levy for 2020. AT TAC HM E NT S : Resolution Exhibit Budget Presentation CITY OF APPLE VALLEY RESOLUTION NO. 2019- RESOLUTION ADOPTING 2020 PROPOSED BUDGETS AND TAX LEVY WHEREAS, the City Council reviewed the proposed 2020 operating budget on August 22nd and September 12th as set forth in Exhibit A of this resolution; and WHEREAS, the Council desires to adopt the operating budgets for management purposes; and thereby establishing a maximum tax levy for 2020; and WHEREAS, the Minnesota Statutes require the certification of the Proposed Budget and Tax Levy for taxes payable in 2020 by December 28, 2019, to the County Auditor. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley that revenue and expenditure budgets for 2020 shall be as noted in Exhibit A of this Resolution and as supported by the detailed document, as revised. BE IT FURTHER RESOLVED by the City Council that the 2020 scheduled levy for the 2013A GO Refunding Bonds is hereby reduced by $580,350 to reflect available resources and current needs to meet the payable 2020 debt service requirements on 2013A GO Refunding Bonds; and BE IT FURTHER RESOLVED by the City Council that the following proposed sums of money be levied for the current year, collectible in 2020, upon the taxable property in the City of Apple Valley for the following purposes: General Purposes: $22,289,895 Annual Street Maintenance Program 3,540,000 Ice Arena support 121,000 Debt Levy: Market Value Based Debt Levy: GO. Refunding Bonds 2013A 344,650 GO Refunding Bonds 2015B 671,580 1,016,230 Tax Capacity Based Debt Levy: GO Equipment Certificates 2015 133,875 GO Equipment Certificates 2012 128,000 GO. Equipment Certificates 2014 152,000 413,875 $ 27,381,000 BE IT FURTHER RESOLVED that the City Clerk is hereby instructed to transmit a certified copy of this Resolution to the County Auditor of Dakota County, Minnesota. ADOPTED this 12th day of December, 2019. Mary Hamann-Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk CERTIFICATE I, Pamela Gackstetter, City Clerk, hereby certify that the above resolution is a true and correct copy of a resolution adopted by the City Council of the City of Apple Valley, Dakota County, Minnesota, on the date above indicated. ________________________________ Pamela J. Gackstetter, City Clerk CITY OF APPLE VALLEY, MINNESOTA 2020 Operating Budget Summary Exhibit A Total Other Total Budgeted Budgeted General Funds Enterprise Funds Revenues: Fund 2020 Funds 2020 General property taxes - Current $25,779,895 $ - 121,000 $25,900,895 General property taxes - Mobile home 36,000 - - 36,000 General property tax- Delinq Net 50,000 - 50,000 Property tax- Current & Delq Net 25,865,895$ -$ 121,000$ 25,986,895$ Franchise & other taxes 661,600 221,000 - 882,600 Special assessments 14,000 250,000 - 264,000 Licenses 195,175 - - 195,175 Permits 1,559,700 - - 1,559,700 Intergovernmental 956,250 3,071,500 444,000 4,471,750 Charges for services 2,402,910 162,168 25,963,100 28,528,178 Fines and penalties 299,500 - - 299,500 Investment earnings 200,000 189,601 279,000 668,601 Other Revenues 128,230 76,007 205,500 409,737 Rentals 707,245 246,600 - 953,845 Admin Charges to other funds 1,010,200 1,152,820 - 2,163,020 Subtotal before transfers & debt 34,000,705 5,369,696 27,012,600 66,383,001 Debt Issued - - - - Transfers In 1,385,000 10,688,168 - 12,073,168 Total revenues 35,385,705 16,057,864 27,012,600 78,456,169 Expenditures: Salaries & Wages 16,749,325 216,360 3,454,140 20,419,825 Social Security (FICA & Medicare)852,900 16,550 261,180 1,130,630 PERA 1,741,260 16,225 232,900 1,990,385 Provided Insurance 2,332,535 48,200 488,130 2,868,865 Other Benefits (Work Comp,etc)621,630 1,000 107,845 730,475 Total Personal Service 22,297,650 298,335 4,544,195 27,140,180 Supplies 1,379,518 5,245 529,995 1,914,758 Contractural Services 3,503,266 106,190 1,225,883 4,835,339 Utilities 582,259 33,050 777,633 1,392,942 Repairs & Maintenance 414,157 37,250 487,918 939,325 Travel, Training, Dues 616,560 8,800 103,930 729,290 Other Expenditures 1,473,975 8,920 4,344,518 5,827,413 Miscellaneous - - 226,500 226,500 Items for Resale 68,500 - 7,618,890 7,687,390 Capital Outlay 1,317,820 15,893,450 10,067,050 27,278,320 Depreciation - 1,029,250 4,600,400 5,629,650 Admin Fees - - 817,000 817,000 Debt Service - - 891,875 891,875 Subtotal before transfers 31,653,705 17,420,490 36,235,787 85,309,982 Transfers Out 3,732,000 285,250 1,385,000 5,402,250 Total expenditures 35,385,705 17,705,740 37,620,787 90,712,232 Revenues over (under) expenditures - (1,647,876) (10,608,187) (12,256,063) CITY OF APPLE VALLEY, MINNESOTA 2020 Operating Budget Summary - Other Governmental Funds Exhibit A Other Funds Other Funds Total Other Cable TV Cable TV Cable TV Cable TV Future Road Education Municipal Vehicle Budgeted Joint Powers Special Rev. Special Rev. Capital Projects Capital Improvement Building Building Replacement Funds Revenues: Fund PEG Fund Non-PEG Fund Fund Projects Fund Fund Fund Fund 2020 General property taxes - Current $ - $ - $ - $ - $ - $ - $ - $ - $ - General property taxes - Mobile home - - - - - - - - - General property tax- Delinq Net - Property tax- Current & Delq Net -$ -$ -$ -$ -$ -$ -$ -$ -$ Franchise & other taxes - 71,000 150,000 - - - - - - 221,000 Special assessments - - - - - 250,000 - - - 250,000 Licenses - - - - - - - - - - Permits - - - - - - - - - - Intergovernmental - - - - - 3,071,500 - - - 3,071,500 Charges for services 162,168 - - - - - - - - 162,168 Fines and penalties - - - - - - - - - - Investment earnings 1,500 1,500 500 - 163,000 - 3,732 8,300 11,069 189,601 Other Revenues - - - - 7,007 - - - 69,000 76,007 Rentals - - - - - - 246,600 - - 246,600 Admin Charges to other funds - - - - - - - - 1,152,820 1,152,820 Subtotal before transfers & debt 163,668 72,500 150,500 - 170,007 3,321,500 250,332 8,300 1,232,889 5,369,696 Debt Issued - - - - - - - - - - Transfers In 162,168 - - - 500,000 9,622,000 - 404,000 - 10,688,168 Total revenues 325,836 72,500 150,500 0 670,007 12,943,500 250,332 412,300 1,232,889 16,057,864 Expenditures: Salaries & Wages 216,360 - - - 216,360 Social Security (FICA & Medicare)16,550 - - - 16,550 PERA 16,225 - - - 16,225 Provided Insurance 48,200 - - - 48,200 Other Benefits (Work Comp,etc)1,000 - - - 1,000 Total Personal Service 298,335 - - - - - - - - 298,335 Supplies 4,000 - 1,195 - - - 50 - - 5,245 Contractural Services 4,700 - 12,500 - - - 88,990 - - 106,190 Utilities - - - - - - 33,050 - - 33,050 Repairs & Maintenance 6,000 - 1,800 - - - 29,450 - - 37,250 Travel, Training, Dues 8,800 - - - - - - - - 8,800 Other Expenditures 2,500 - - - - - 6,420 - - 8,920 Miscellaneous - - - - - - - - - - Items for Resale - - - - - - - - - - Capital Outlay - 58,750 - 30,000 1,550,000 12,943,500 100,000 378,500 832,700 15,893,450 Depreciation - - - - - - - - 1,029,250 1,029,250 Admin Fees - - - - - - - - - - Debt Service - - - - - - - - - - Subtotal before transfers 324,335 58,750 15,495 30,000 1,550,000 12,943,500 257,960 378,500 1,861,950 17,420,490 Transfers Out - 5,250 78,000 - 202,000 - - - - 285,250 324,335 64,000 93,495 30,000 1,752,000 12,943,500 257,960 378,500 1,861,950 17,705,740 1,501 8,500 57,005 (30,000) (1,081,993) - (7,628) 33,800 (629,061) (1,647,876) CITY OF APPLE VALLEY, MINNESOTA 2020 Operating Budget Summary - Enterprise Funds Exhibit A Enterprise Funds Total Valleywood Water Sports Storm Street Enterprise Liquor Golf Course & Sewer Arena Drainage Light Cemetery Funds Revenues: Fund Fund Fund Fund Fund Utility Fund 2020 General property taxes - Current $ - $ - $ - $121,000 $ - $ - $121,000 General property taxes - Mobile home $ - - General property tax- Delinq Net - - - - - - - Property tax- Current & Delq Net -$ -$ -$ 121,000$ -$ -$ -$ 121,000$ Franchise & other taxes - - - - - - - - Special assessments - - - - - - - - Licenses - . - - - - - - Permits - - - - - - - - Intergovernmental - - - 200,000 244,000 - - 444,000 Charges for services 9,959,000 1,204,000 11,413,000 581,500 2,075,000 550,000 180,600 25,963,100 Fines and penalties - - - - - - - - Investment earnings 40,000 - 200,000 - 34,000 1,000 4,000 279,000 Other Revenues - - 180,000 18,500 5,000 - 2,000 205,500 Rentals - - - - - - - - Admin Charges to other funds - - - - - - - - Subtotal before transfers & debt 9,999,000 1,204,000 11,793,000 921,000 2,358,000 551,000 186,600 27,012,600 Debt Issued - - - - - - - - Transfers In - - - - - - - - Total revenues 9,999,000 1,204,000 11,793,000 921,000 2,358,000 551,000 186,600 27,012,600 Expenditures: Wages & Salaries 866,665 585,980 1,469,460 305,955 220,330 3,000 2,750 3,454,140 Social Security (FICA & Medicare)66,305 44,830 109,580 23,405 16,855 - 205 261,180 PERA 65,000 30,325 104,355 16,490 16,525 - 205 232,900 Provided Insurance 92,330 65,790 276,885 35,180 17,945 - - 488,130 Other Benefits (Work Comp,etc)33,920 14,600 44,105 6,245 8,760 - 215 107,845 1,124,220 741,525 2,004,385 387,275 280,415 3,000 3,375 4,544,195 - - - - - - Supplies 21,650 133,500 265,445 28,900 51,970 14,780 13,750 529,995 Contractural Services 41,065 52,200 485,755 33,750 512,825 55,200 45,088 1,225,883 Utilities 56,480 54,500 441,800 147,100 72,800 2,153 2,800 777,633 Repairs & Maintenance 40,168 21,500 329,340 42,500 54,000 - 410 487,918 Travel, Training, Dues 13,530 7,250 46,545 7,750 13,115 7,000 8,740 103,930 Other Expenditures 270,540 31,850 3,945,230 37,235 19,950 21,500 18,213 4,344,518 Miscellaneous 151,500 20,000 54,000 1,000 - - - 226,500 Items for Resale 7,070,890 57,000 55,000 16,000 - 420,000 - 7,618,890 Capital Outlay 22,500 107,000 6,596,800 288,750 2,717,000 80,000 255,000 10,067,050 Depreciation 142,800 179,000 3,107,000 152,100 1,000,000 - 19,500 4,600,400 Admin Fees - - 447,000 - 370,000 - - 817,000 Debt Service - 8,950 674,225 - 208,700 - - 891,875 Subtotal before transfers 8,955,343 1,414,275 18,452,525 1,142,360 5,300,775 603,633 366,876 36,235,787 Transfers Out 660,000 - 725,000 - - - - 1,385,000 Total expenditures 9,615,343 1,414,275 19,177,525 1,142,360 5,300,775 603,633 366,876 37,620,787 Revenues over (under) expenditures 383,657 (210,275) (7,384,525) (221,360) (2,942,775) (52,633) (180,276) (10,608,187) Addback: Principal Portion Debt Service inc above - 400,000 - 170,000 - 570,000 Capital outlay above - not an expense 22,500 107,000 6,596,800 288,750 2,717,000 80,000 255,000 10,067,050 Net Income 406,157 (103,275) (387,725)67,390 (55,775)27,367 74,724 28,863 2020 Operating Budget December 12, 2019 Notes: TABLE OF CONTENTS City Administrator Cover Memo ......................................................................................... Budget and Tax Levy Resolutions .................................................................................. 1 Tax Levy History & Taxes Available for General Fund .................................................... 3 Tax Capacity and Tax Rate Comparison ......................................................................... 5 Tax Impacts to Residential Property owners ................................................................... 6 Budget Summary ............................................................................................................ 9 General Fund Revenue Summary ................................................................................. 10 General Fund Revenue Detail ....................................................................................... 13 General Fund Expenditures by Department .................................................................. 21 General Fund Expenditure Summary ............................................................................ 22 General Fund Expenditures Subtotals by Department & Expense Category ................. 26 GENERAL FUND PROGRAM DETAILS GENERAL GOVERNMENT Mayor and Council ....................................................................................................... 33 Administration ............................................................................................................... 37 City Clerk ...................................................................................................................... 41 Human Resources / Front Desk .................................................................................... 47 Information Technology ............................................................................................... 51 General Government Buildings ..................................................................................... 57 FINANCE Finance ......................................................................................................................... 63 Data Processing ........................................................................................................... 69 Independent Audit ......................................................................................................... 73 LEGAL Legal Services .............................................................................................................. 77 COMMUNITY DEVELOPMENT Community Development .............................................................................................. 81 Code Enforcement ........................................................................................................ 87 POLICE Police ............................................................................................................................ 93 Civil Defense ............................................................................................................... 123 Community Service Officer (CSO) .............................................................................. 127 FIRE Fire ............................................................................................................................. 131 Fire relief ..................................................................................................................... 139 Notes: PUBLIC WORKS City Engineering ............................................................................................................ 143 Inspections .................................................................................................................... 151 Public Works Administration ........................................................................................ 159 Central Maintenance Facility ......................................................................................... 167 Street Maintenance ....................................................................................................... 175 Snow & Ice Removal ..................................................................................................... 185 Traffic Signs/Signals/Markers ....................................................................................... 191 PARK AND RECREATION Park Recreation Administration .................................................................................... 197 Park Maintenance ......................................................................................................... 203 Recreation Programs .................................................................................................... 213 Redwood Pool ............................................................................................................... 219 Recreation Self-Supported Programs ........................................................................... 225 Apple Valley Community Center ................................................................................... 231 Aquatic Swim Center .................................................................................................... 237 Apple Valley Senior Center ........................................................................................... 243 UNALLOCATED Insurance ...................................................................................................................... 249 Council Contingency ..................................................................................................... 253 OTHER GOVERNMENTAL FUNDS BUDGETED Cable TV Joint Powers Reserve Fund .......................................................................... 257 Cable Capital Equip-PEG ............................................................................................. 263 Cable Special Revenue-NONPEG ................................................................................ 267 Cable Capital Projects Fund ......................................................................................... 271 Future Capital Projects Fund ........................................................................................ 275 Road Improvement Fund .............................................................................................. 279 EDA Operations Fund (informational purposes only) ................................................... 283 Education Building Fund ............................................................................................... 287 VERF (Vehicle & Equipment Replacement Fund) ........................................................ 291 Municipal Building Fund ................................................................................................ 295 ENTERPRISE FUNDS Liquor Fund ................................................................................................................... 299 Golf Fund ...................................................................................................................... 317 Ice Arena Fund ............................................................................................................. 335 Water Operations .......................................................................................................... 351 Sewer Operations ......................................................................................................... 365 Storm Drainage Utility-Water Quality ............................................................................ 375 Street Light Utility .......................................................................................................... 385 Cemetery Fund ............................................................................................................. 389 Notes: 2020-2021 BUDGET MESSAGE TO: Mayor and City Council Members FROM: Tom Lawell, City Administrator SUBJECT: Preliminary City Budget for 2020 and 2021 DATE: August 8, 2019 Over the past year, the City has been celebrating its 50th Anniversary and we have spent time a fair amount of time reflecting on the past. The early leaders of the community were true pioneers who set the community in a positive direction and nurtured its growth through the early years. Throughout its existence, Apple Valley has always had a reputation as being a great place to live, work and play. That reputation continues as strong as ever, in large part to the continuing contributions made by our residents and the visionary approach of our community leaders. A hallmark of our success has, and continues to be, sound fiscal planning. The most visible component of that planning is our annual budget process. Attached please find the draft 2020-2021 budget, which is designed to continue our legacy of fiscal stability and the provision of the high-quality public services our community has come to expect. This document is centered around the goals and objectives we have as a community and translates that vision into a financial blueprint for success. In the coming months, we will spend many hours reviewing the details of the budget. Until then, the intent of this memo is to share with you the budgetary framework, highlights and assumptions that went into preparing the document. As always, five tried and true core fiscal principles guided the development of our budget: 1)Focus on the provision of basic City services and fund their provision at adequate levels. 2)Estimate anticipated revenues at realistic levels. 3)Retain adequate reserves to protect against fiscal uncertainty. 4)Anticipate continued community growth and program capital improvements to serve our growing community. 5)Demonstrate strong stewardship of existing infrastructure and plan for its repair/replacement in a proactive manner. By staying focused on these budgetary principles, our reputation among the financial agencies that monitor and rate governmental entities remains solid. The City has earned the top bond rating possible from not one, but two, bond rating agencies (Moody’s Investors Service and Standard and Poor’s). This is a clear indication of our financial strength and validates our past financial practices. In fact, having two top bond ratings from two agencies is quite rare--only 11 out of 854 Minnesota cities have earned that distinction. With two top bond ratings in hand, the City of Apple Valley will achieve the lowest possible borrowing costs when it needs to issue bonds in the financial marketplace. Low borrowing costs translate into ongoing savings for all city taxpayers. The budget document you hold in your hands outlines the investments we intend to make in 2020 and 2021 to remain a high-quality and fiscally-strong community. This detailed two-year budget affords us the ability to better forecast revenue and expenditure trends, especially when coupled with our f ive-year Capital Improvements Program. In the pages that follow, the following information is provided: •Summary of important financial trends being experienced within Apple Valley •Description of the current budget environment and important changes in State law •Explanation on how the budget document is organized •Description of the revenue and expenditure trends associated with the General Fund •Summary of the City’s various other funds and budget highlights COMMUNITY TRENDS According to the latest estimate from the Metropolitan Council, the population of Apple Valley as of April 1, 2018, was 53,429 living in 20,361 households. The year prior the population was estimated at 52,361 living in 20,149 households; so in the course of one year, the City grew 2.04 percent in population and 1.05 percent in households. Building permit activity in the City continues to be strong, although somewhat less than the record- breaking year of 2017. In 2018, the City added over $141 million in building permit value, compared to $202 million in 2017. You will recall that 2017 was the year that Independent School District 196 undertook an extensive school improvement program, including over $33 million in Apple Valley school improvements. By comparison, 2018 was modest in terms of school improvement work . The table below shows the permit valuation history in three categories from 2011 through 2018. $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 $200,000,000 $220,000,000 2011 2012 2013 2014 2015 2016 2017 2018 Building Permit Valuation History 2011-2018 Residential Commercial Alterations/Repairs Total Looking at the 2018 data more carefully, the City added approximately $82.7 million in residential permit value, $39.8 million in commercial/industrial permit value, and $18.9 million in other permit valuation (i.e., accessory building, alterations, repairs, additions, siding and roof replacements) for a total of $141,378,881 million. Within this total, we added 65 single-family homes, 2 townhomes, 58 senior condominiums, 32 manufactured homes and 373 apartment units. On the commercial side, we experienced $9.9 million in new construction and another $28.7 million in additions, alterations and repairs through the issuance of 83 permits. Construction within the City continues in 2019 with many projects permitted in 2018 still under construction. The issuance of new permits in 2019 has moderated significantly. Through July 2019, we have issued permits for 20 single-family homes, 2 townhomes and 10 manufactured homes. Total residential permit value through July totals $7.4 million. On the commercial side, new permits have been issued for new tenants in the Apple Valley Square Shopping Center and a retail building addition next to Cub Foods. Work is also underway on the expansion of the Apple Valley Transit Station and the Minnesota Zoo is upgrading its Tiger Lair and Aviary exhibits. Through July, new commercial building permit valuation totals in excess of $17.8 million. Combining all permit activity through July, new permit valuation totals approximately $40 million. Added growth in the community also equates to an expansion of our City owned and maintained utility infrastructure. The City Engineer has updated our utility infrastructure statistics as follows: As we still have large tracts of vacant land in the City, we will have infrastructure additions to make in the years to come. Most of the remaining infrastructure additions in the community will occur south of County Road 42 and east of Flagstaff Avenue in the area currently utilized for sand and gravel mining. Planning for the Mixed Business Campus in this area has been and will remain a top goal of the City. City Apple Valley Utility Infrastructure Changes from 2018 thru June 2019 Item Existing As Of 6-30-18 New Additions Through 6-30-19 Total Sanitary Sewer (miles) 200.55 0.02 200.57 Force Main (miles) 3.65 0.0 3.65 Sanitary Manholes (each) 5,607 7 5,614 Water Main (miles) 250.55 0.01 250.56 Valves (each) 3,877 27 3,904 Hydrants (each) 2,492 2 2,494 Storm Sewer (miles) 173.12 0.12 173.24 Storm Sewer Manholes (each) 8,428 41 8,469 Streets (miles) 179.45 0 179.45 Cul de sac (each) 325 0 325 Roundabouts (each) 3 0 3 Water Treatment Plant Capacity (million gallons per day) 24 0 24 Major collector streets anticipated in the Mixed Business Campus area include Johnny Cake Ridge Road from County Road 42 to County Road 46 and the extension of 153rd/155th Street from Flagstaff Avenue to Pilot Knob Road. In addition, major additions to the City’s storm water system are needed in this area, along with an extension of the regional and local trail system. Property values in Apple Valley and across Dakota County are determined annually by the Dakota County Assessor’s Office. They report the following preliminary valuation trends for Apple Valley comparing 2019 and 2020: Taxable Market Value Comparison by Property Classification Preliminary 2019 to 2020 Payable 2019 Payable 2020 % Change Residential $4,495,488,125 $4,848,551,969 7.85% Commercial/Industrial $541,112,800 $552,220,900 2.05% Utility $12,398,500 $12,270,200 -1.03% Agricultural/Rural Vacant $3,272,200 $1,228,500 -62.46% Cabins $275,400 $304,100 10.42% Apartments $498,992,452 $569,782,856 14.19% Personal Property $48,141,300 $48,608,500 0.97% Total $5,599,680,777 $6,032,967,025 7.74% Both Residential and Commercial/Industrial property values in Apple Valley continue to increase. Given current Minnesota tax laws and the fact that the pace of increase is much greater for residential properties relative to commercial/industrial (7.85% vs. 2.05%), the overall tax burden in 2020 will continue to shift from commercial/industrial properties to residential properties. Dakota County also produces a report that measures the percentage change in estimated market value for residential homestead properties from year to year. Apple Valley experienced a 7.09% increase in median home value from 2018 to 2019. This compares with a 9.32% increase from 2017 to 2018. The new median residential homestead value in Apple Valley for 2019 is $278,000, compared to $259,600 in 2018. THE BUDGET PROCESS AND TIMELINE The timeline for the preparation of the City’s 2020 budget follows a timeline established by the State of Minnesota. The first deadline of the budget process this year is September 30, 2019, the date by which the City must adopt its 2020 preliminary property tax levy and preliminary budget. The adoption of the preliminary property tax levy sets the maximum amount permissible. After September 30, the amount may be decreased, but not increased, when the final certified 2020 levy is adopted in December 2019. State law requires that we also by September 30 announce the time and place of a future City Council meeting at which the budget and levy will be discussed and public input allowed, prior to final budget adoption and levy determination. By State law, this public input meeting must occur after November 24 and must start at or after 6:00 p.m. By that same September 30 date, the City must provide the County Auditor with the above information, plus a phone number and address where comments and questions about the City’s budget can be directed. It is our intent to ask the City Council to consider the adoption of the preliminary levy resolution on September 12, 2019. After adoption, we will forward the City’s preliminary levy resolution to Dakota County and they will then prepare parcel specific notices to be sent out to all Apple Valley property taxpayers. Per State law, the County will send the parcel-specific notices out between November 11 and November 24. We are required by State law to adopt our final property tax levy and certify the amount to the County auditor on or before December 28. Apple Valley City Council meetings in December are scheduled for December 12 and 26. Ideally, we would be able to finalize both the budget and tax levy at our December 12 meeting. STATE BUDGET CONDITIONS AND AID DISTRIBUTION The budget outlook for the State of Minnesota remains favorable. The 2019 Legislative Session concluded May 25, 2019, with a balanced budget for the current biennium. A Revenue and Economic Update issued by the Minnesota Office of Management and Budget (MMB) on July 10, 2019, indicated that Minnesota’s net general fund receipts for FY 2019 are now estimated to total $23.393 billion, $636 million (2.8 percent) more than projected in the February 2019 Budget and Economic Forecast. The MMB Update further noted that net tax receipts exceeded the forecast for all major types and that general fund revenues for FY 2019 are now estimated to be 6.1 percent greater than in FY 2018. According to the MMB Update, the current U.S. economic expansion is now the longest on record and the economy is expected to continue to grow, albeit at slower rates. Knowing that the economic expansion will come to an end at some point, it is important that the state have adequate reserves to help weather an economic downturn. The state’s total reserve account is now at nearly $2.5 billion — the most the state has had in savings since at least 1994. The state’s latest adopted $48.3 biennial budget relies on spending surplus tax collections and state savings. Over the next two years, the state plans to tap a projected $1 billion budget surplus and take $412 million from accounts dedicated to health care programs. By 2023, they plan to have spent $514 million more from the health care funds and $491 million from the state rainy day fund. Tapping into the state’s rainy day fund during a period of economic growth weakens the state’s ability to weather a true economic storm, but the approach apparently proved necessary to pass the state budget during the last legislative session. The next full state budget forecast will be released in December 2019. The recently adopted budget also includes an increase in the state’s Local Government Aid (LGA) program which provides financial aid to approximately 90 percent of Minnesota cities. The recently adopted tax bill includes a $26 million increase in LGA for 2020 and another $4 million increase in 2021. That will bring the LGA expenditure for 2021 to about $565 million, the highest it has been since 2002. Unfortunately, the LGA distribution formula continues to exclude Apple Valley and many other metropolitan cities from receiving any LGA funds. Media reports will frequently include reference to the new aid distribution to cities, but readers should be clear that Apple Valley is not a benefactor of the LGA program. Unlike many other states, the vast majority of cities in Minnesota do not receive sales tax revenue from business transactions that occur within their boundaries. Instead, sales tax receipts are collected by the State and are then re-distributed as the State Legislature deems appropriate. This redistribution has taken various forms through the years including the abovementioned LGA program, the Homestead and Agricultural Credit Aid (HACA) program, and the Market Value Homestead Credit (MVHC) program. Suburban cities like Apple Valley have steadily been excluded from such programs. In the late 1990s/early 2000s, the City of Apple Valley routinely received approximately $3 million in annual State assistance. The last year Apple Valley received LGA, HACA or MVHC was 2010. It should be noted that individual homeowners and renters may be eligible to receive direct property tax relief from the State of Minnesota through their Homestead Credit Refund and Renter’s Property Tax Refund programs. State Mandated PERA Rates As required by law, eligible employees of the City of Apple Valley participate in the State’s Public Employees Retirement Association (PERA). Employee and employer contribution amounts are set by the State. For 2020, employee contributions for coordinated members of the General Employees Plan will remain unchanged at 6.50% of salary and employer contributions for coordinated members of the General Plan will remain unchanged at 7.50% of salary. Certain employees of the City are covered by the PERA Police and Fire (P&F) Plan. Based on the outcome of the 2018 legislative session, employer and employer contribution rates increased in 2019 and will increase again in 2020. Effective January 1, 2020, the employee contribution will increase to 11.80% of salary and the employer contribution will increase to 17.70% of salary. Finally, the state previously provided financial aid to cities to assist in funding (PERA) employer contributions. This aid is scheduled to expire after distributions are made this fall. The net impact on the City of Apple Valley is a loss of approximately $36,000 in 2020. PROPOSED PROPERTY TAX LEVY The various components of the approved 2019 and proposed 2020 levy are summarized below. Levy Component 2019 2020 Difference % Change General Fund $21,164,055 $22,047,895 $883,840 4.18% Street Maintenance Program 3,437,000 3,540,000 103,000 3.00% Municipal Building Fund 186,000 192,000 6,000 3.23% Property Tax Delinquencies Allowance 50,000 50,000 0 0.00% Ice Arena Support 121,000 121,000 0 0.00% Debt Service – Voter Approved 993,800 1,016,230 22,430 2.26% Debt Service – All Other Levy 398,145 413,875 15,730 3.95% Total $26,350,000 $27,381,000 $1,031,000 3.91% The total levy for 2020 is proposed to be $27,381,000 up 3.91% or $1,031,000 over 2019. At this levy amount, the median-valued home in Apple Valley valued at $278,000 will see the City’s share of their annual property tax bill increase $61.27 or $5.11 per month. The total City property tax on this median home is projected to increase 6.02% going from $1,018 in 2019 to approximately $1,079 in 2020. This impact is consistent with the financial analysis presented by Finance Director Ron Hedberg at our annual Goal Setting Session held in early 2019. Additional details are provided on page 5 of the budget document. The 2020 property tax levy continues the strategy begun in 2013 by increasing the property tax levy to fund the increase in the street maintenance program. The City’s decision to fund future road reconstruction projects through the General Fund as opposed to levying special assessments against benefitting properties is unique and farsighted. In essence, the City’s property tax rate will be higher than many of our neighboring cities going forward, but our citizens will not need to worry about receiving large, unexpected special assessments for road work in the future. It is important that we routinely remind our citizens of this unique and affordable approach to road reconstruction. Given the importance of this topic, the Road Improvement Fund will be further discussed in greater detail later in this memo. BUDGET ORGANIZATION The City currently administers over 74 individual funds in various categories such as general, debt service, capital projects, proprietary funds and special revenue. The draft 2020/2021 City Budget includes some, but not all, of these funds. While each fund is important, the primary fund that affects many of the City’s daily operations is the General Fund. As is our custom, the majority of the budget document, and the majority of this budget message, will focus on revenues and expenditures related to the General Fund. The City also operates many proprietary or enterprise functions, which are accounted for in their own funds, such as Water, Sewer, Storm Water, Golf Course, Sport Arenas, Cemetery and Liquor Operations. In addition to the General Fund and proprietary funds, the budget includes a number of other funds: Road Improvement Fund, Equipment Certificate Fund, Future Capital Projects Fund, Cable Television Joint Powers, the Municipal Building Fund and the Vehicle and Equipment Replacement Fund (VERF), an internal service fund. Notable changes in these non-General Fund accounts are also included in this budget message. GENERAL FUND OVERVIEW Revenue Estimates As the largest fund in our financial reporting system, our ability to accurately estimate the yearly revenues of the General Fund is very important. General Fund revenues are depicted in the following pie charts. The first chart shows the various sources of General Fund revenues for 2019. The second chart shows the various sources anticipated in the budget for 2020. We anticipate raising $35,385,705 in General Fund revenue for 2020, which is an increase of 3.99% compared to 2019. Of note, approximately 8.7% of this revenue increase is directly related to increased development activity in the City. The 2020 revenue amount is comprised of a number of revenue sources. Similar to years past, the largest source of revenue for the General Fund is the property tax. The remainder of the General Fund revenue is generated by sources such as licenses, lease income, permits, fees, service charges, park operations, transfers and other revenues. As noted above, the General Fund receives no revenue from State programs, such as Local Government Aid. Taxes 73% Franchise Fees & Other Taxes 2%Licenses & Permits 5% State Police & Fire Relief Aid 2%Park & Rec Chgs & Rents 4% Other Charges for Services & Rents 5% Fines & Penalties 1% Other Revenues 1%Transfers In, Admin Charges & Reserves 7% General Fund Revenues 2019 Adopted $34,029,360 Expenditure Estimates Within the General Fund, we can categorize our operations into three broad categories: personnel services, commodities/other and capital outlay. As the name implies, personnel services accounts for the salaries, insurance costs, mandated withholdings and retirement costs of our most important organizational assets, our employees. Staffing decisions directly affect our ability to deliver customer service and meet expectations. The proposed budget includes the addition of several General Fund staff positions over the next two years. These include a Police Officer, a Communications/Media Specialist and a Streets Division Maintenance Operator. A Utilities Maintenance Operator is also included in the Utilities Division. Given our aging public infrastructure, the overall growth of the community and our commitment to providing our residents with timely information, all of the identified positions are highly desirable and will enable us meet the needs of our community. Through the budget review process, staff will present additional information on each recommended position. Commodities/other department expenditures in the General Fund include expenditures for consultant fees, repairs, utility costs, training, supplies, etc. A significant and growing expenditure within the General Fund relates to addressing Emerald Ash Borer (EAB). This invasive pest is now prevalent in Minnesota and will eventually kill most, if not all, ash trees in our urban forest. Costs associated with combatting EAB are found in the Natural Resources (page 159)and Streets Maintenance (page 175) divisions. In 2019, we budgeted $133,000 to address EAB. Based on the ever-increasing workload of dealing with dying ash trees, the recommended investment for 2020 is $290,000 and for 2021 is $334,650. Taxes 73% Franchise Fees & Other Taxes 2% Licenses & Permits 5%State Police & Fire Relief Aid 2% Park & Rec Chgs & Rents 4% Other Charges for Services & Rents 5%Fines & Penalties 1% Other Revenues 1% Transfers In, Admin Charges & Reserves 7% General Fund Revenues 2020 Proposed $35,385,705 Capital outlay expenditures are for those items deemed more durable and having a life span generally in excess of five years. Because they tend to be more expensive and irregular, the City has adopted strategies to better enable us to plan and execute capital purchases. Specifically, the City has implemented the Vehicle and Equipment Replacement Fund, the Future Capital Projects Fund and Municipal Building Fund to help eliminate major peaks and valleys of the capital cycle and to help ensure that we can adequately cover equipment and facility needs. All three funds are discussed in greater detail below. A summary of budgeted General Fund expenditures from 2019 to 2020 is as follows: 2019 Adopted 2020 Proposed Difference % Change Personnel Services $20,976,418 $22,297,650 $1,321,232 6.30% Commodities/Other 7,869,942 8,038,235 168,293 2.14% Capital Outlay 1,560,010 1,317,820 (242,190) -15.52% Transfer to Road Improvement Fund 3,437,000 3,540,000 103,000 3.00% Transfer to Municipal Building Fund 186,000 192,000 6,000 3.23% General Fund Total $34,029,370 $35,385,705 $1,356,335 3.99% General fund expenses are described in detail beginning on page 33 of the budget book. OTHER GOVERNMENTAL FUNDS/ ENTERPRISE FUNDS OVERVIEW The City maintains a number of other funds which are essential to our operations. Beginning on page 257 of your budget book, these various funds are described in detail. Highlights from these various funds are provided below. Vehicle and Equipment Replacement Fund The Vehicle and Equipment Replacement Fund (VERF) was created in 2014 to provide a funding mechanism for the systematic replacement of vehicles in the City’s fleet. The goal of the fund is to have sufficient cash flow to fund annual equipment purchases without the need to borrow through equipment certificates, and to stabilize budgeting for major equipment purchases. The revenue source for the VERF includes an annual inter-fund charge to the participating departments, proceeds from trade-ins and equipment sales for those items covered by the program, and the addition of interest earnings. Over the course of time, we have been moving various department vehicle purchases into the VERF. All General Fund departments are now fully integrated into the VERF program and, as such, each of these departments will now see a consistent, annual expense in their budget necessary to incrementally accumulate the funds necessary to fund their future vehicle and equipment replacement costs. Total VERF Inter-fund charges for 2020 are projected to be $1,117,970 and charges for 2021 are projected to be $1,325,230. More information can be found on page 291. Future Capital Projects Fund The Future Capital Projects Fund (FCPF) exists to help accumulate funds necessary for the future acquisition, construction or replacement of City capital assets. Currently, the fund is being used to support the City’s street reconstruction program and various expenditures through the Municipal Building Fund. Details on the FCPF are provided beginning on page 275. Municipal Building Fund The Municipal Building Fund provides a financing mechanism for the systematic improvement of municipal buildings and facilities. The goal of the fund is to have sufficient cash flow to fund annual purchases and to stabilize budgeting for these building improvement expenditures. The revenue source for the fund includes an annual transfer from the General Fund and a transfer from the FCPF in an amount approximately equal to the prior year’s interest earnings experienced in the FCPF. The City currently owns in excess of 80 buildings ranging in size from pump houses to the Municipal Center. As these facilities age, the capital needs associated with the replacement of key building components and various site amenities, such as parking lots, will increase. We anticipate $378,500 in capital improvements in 2020, followed by $962,900 in improvements in 2021. Details can be found starting on page 295. Road Improvement Fund The Road Improvement Fund provides for a consolidated source of funding for City street improvements. Street improvements under this activity include new street construction, street resurfacing (overlay), pavement preservation (micro surfacing and seal coating) and traffic signal improvements. This is an area of high importance and significant investment for the City as we seek to proactively maintain the overall pavement condition of our streets. Revenue for the fund is primarily derived from a portion of the property tax levy and is anticipated to be $3,540,000 and $3,664,000 in 2020 and 2021, respectively. Other funding sources are transfers from the City’s utility funds to cover water, sanitary, storm sewer and street light improvements associated with identified road reconstruction projects, the Municipal State Aid (MSA) contribution derived from the State’s motor fuel tax, Special Assessments for new road alignments, and revenue from other units of government. In 2020, the Road Improvement Fund is recommending the investment of approximately $12.9 million in projects throughout the City, most notably the residential street reconstruction of Cimarron Road Phase 1 and Garden View Drive from County Road 42 to Whitney Drive, as well as access improvements in the 147th and Glazier Avenue area. In 2021, the Road Improvement Fund is proposed to support approximately $9.1 million in projects including residential street reconstruction in the Cimarron Road Phase 2 (Surrey Trail) neighborhood. Details can be found beginning on page 279. EDA Operations Fund The Apple Valley Economic Development Authority Fund exists to support economic and business development activities as they may arise. For 2020 and 2021, the fund is proposed to support our continued involvement with GREATER MSP, the regional economic development organization that fosters business development within the Twin Cities. In addition, the continuation of the Open for Business program, sponsored by the Dakota County Community Development Authority and the Metropolitan Consortium of Community Developers, is also proposed for both years. It is also proposed that we continue to work with Uponor to develop relationships with other Nordic companies to attract them to locate within our business park, creating both jobs and tax-base. Further details are provided on page 283. Municipal Liquor Operation The City’s three liquor stores continue to exercise appropriate control over the sale of off-sale liquor within the City. Gross and net profit margins consistently surpass other municipal liquor operations in the metropolitan area, and according to the latest information published by the State Auditor’s Office, the Apple Valley Municipal Liquor Operation ranks fifth in in the State in terms of annual gross sales. Continued residential growth in the community has been beneficial to our operations with projected sales at Store #3, the area experiencing the most residential growth, increasing five percent for 2020. The only notable capital items are the addition of three door coolers at Stores #1 and #3. Details regarding the liquor operation budget can be found beginning on page 299. To the benefit of all taxpayers, our liquor operations also provide a significant transfer to the City’s General Fund each year. Recent and proposed expenditures supported by the liquor fund include: Annual Municipal Liquor Store Transfers Support the Community Year Amount Expenditures Supported by Annual Transfer 2012 $525,000 Five Police Squad Cars and Parks & Recreation Activities 2013 $525,000 Four Police Squad Cars and Parks & Recreation Activities 2014 $600,000 Two Snow Plow Trucks, Five Police Squad Cars and Parks & Recreation Activities 2015 $600,000 Six Police Squad Cars, Snow Plow Truck and Parks & Recreation Activities 2016 $630,000 Fire Engine (Pumper), One Police Squad Car and Parks & Recreation Activities 2017 $630,000 Fire Command Van, Police Squad Car, Parks Tractor/Snowplow and Parks & Recreation Activities 2018 $630,000 Fire Self-Contained Breathing Apparatus, Fire Rescue Response Truck, Three Police Vehicles and Parks & Recreation Activities 2019 $660,000 Fire Thermal Imagers, Three Police Vehicles, 800Mhz Radios and Parks and Recreation Activities 2020 Proposed $660,000 Seven Police Vehicles, Fire Dept. Hydraulic Rescue Tools, 800Mhz Radios and Parks and Recreation Activities 2021 Proposed $680,000 Six Police Vehicles, Fire Dept. Ladder Truck, 800Mhz Radios and Parks and Recreation Activities As our liquor operations expand and prosper, we have been able to steadily increase the amount of the annual transfer to the General Fund. In fact, by the end of 2021 the total amount of the transfer over the 19-year time period will exceed $10.2 million. The history of our recent Liquor Fund transfers is as follows: Valleywood Golf Course Valleywood Golf Course continues to provide a quality recreation amenity for the community. As a seasonal, weather-dependent operation, the number of rounds of play on the course will vary from year to year. Fortunately, the golf course opened earlier in 2019 than in 2018 and overall revenues are running approximately $50,000 higher than the 2018 year. Earlier in 2018, the City entered into an operational partnership with the Roasted Pear restaurant to handle food and beverage operations at the clubhouse. This fall we anticipate an increase in the number of event rentals at the facility. These include weddings, corporate rentals, non-golf sports teams and non-profit groups. Valleywood staff will continue to evaluate revenue options, including adjustments to the season pass program, to help improve the financial performance of the golf course. A looming capital expense at the course involves the underground irrigation system. The system is original to the course, and is in need of replacement. In 2019, a consultant has been engaged to begin planning for the eventual replacement project. Also in 2019, a special work group has been created to update Valleywood’s business plan to improve the financial operations of the course and clubhouse. It is anticipated the group will complete its work by the end of 2019. Recognizing the importance of maintaining the playing conditions at Valleywood, during 2019 it is recommended that we replace several pieces of aging maintenance equipment. A detailed description of the proposed Valleywood budget can be found beginning on page 317. Sport Arenas The Sports Arena attached to Apple Valley High School is a successful collaboration between the City and ISD196. The School District pays half of the operating costs associated with the facility. In 2019, the 40+ year old ice refrigeration plant at the Sports Arena replacement project will be completed in time for the fall 2019 season. In 2020 and 2021, windows, doors and the scoreboard will be replaced at the Sports Arena. Half of these capital cost will be funded by ISD196. $235,000$285,000$390,000$400,000$440,000$440,000$440,000$440,000$485,000$525,000$525,000$525,000$600,000$600,000$630,000$630,000$630,000$660,000$660,000$680,00020022003200420052006200720082009201020112012201320142015201620172018201920202021Actual and Proposed Annual Transfers from Liquor Fund to General Fund Totals $10,220,000 Since 2002 The Hayes Ice Arena is an important facility on the Apple Valley Hayes Park campus where youth and adults are provided ice and dry floor rental opportunities. A new ice resurfacer and cooling tower improvements are planned for 2020. For 2021, staff is requesting the replacement of the artificial turf and sound system. Detailed budget information on the arenas can be found beginning on page 335. Cable Television Cable Television services are provided through a joint powers agreement with the Cities of Farmington and Rosemount. There are also certain cable-related expenses which are specific to Apple Valley alone. With the adoption of the new franchise agreement with Charter Communications, revenues derived from Public, Education, Government (PEG) fees are now restricted to capital items only. As a result, multiple cable-related funds have been established to accurately account for all PEG supported expenditures. These various cable-related funds begin on page 257. Water Utility Fund The Water Utility Fund begins on page 351. As Council is aware, we are well underway in our effort to replace all water meters in the City through a multi-year, multi-million dollar project. We also have on the schedule the rehabilitation of various wells and reservoirs in the next few years, along with water utility costs associated with our annual street reconstruction program. To sustain the operations within this utility and help fund the water meter replacement program, water rates are proposed to increase by five percent in 2020 and 2021. Sanitary Sewer Fund The Sanitary Sewer Fund begins on page 365. Notable sanitary sewer projects in 2020 and 2021 include the replacement of sanitary sewer lines associated with street reconstruction projects in various residential areas. To sustain operations within this utility, sanitary sewer rates are proposed to increase by five percent in 2020 and 2021. Stormwater Utility The City continues to make progress in improving its stormwater management system in accordance with state and federal requirements. This effort includes adherence to State Municipal Separate Storm Sewer System (MS4) permit requirements and managing various lakes subject to Total Maximum Daily Load (TMDL) requirements. To ensure regional coordination, the City also continues to actively participate in both the Blackdog River Watershed District and the Vermillion River Joint Powers Organization. Road reconstruction work in the Cimarron Road area in 2020 and 2021 presents an opportunity to improve stormwater management practices in this area. Given the growing demands on this utility, stormwater utility water rates are proposed to increase by ten percent in 2020 and 2021. Further details can be found beginning on page 375. Street Light Utility This fund accounts for the more than 3,600 street lights that are in operation within the City. The vast majority of street lights in the City are owned and maintained by Dakota Electric under a fixed-rate program with the City. The City owns and maintains a number of street lights in the downtown area and also on sections of 147th Street and Flagstaff Avenue. In pursuit of greater energy efficiency, the City is incrementally upgrading from inefficient high pressure sodium street lights to LED lights which are much more efficient. Street light utility charges are proposed to increase three percent in 2020 and 2021. Further details can be found beginning on page 385. Notes: CITY OF APPLE VALLEY RESOLUTION NO. 2019- RESOLUTION ADOPTING 2020 PROPOSED BUDGETS AND TAX LEVY WHEREAS, the City Council reviewed the proposed 2020 operating budget on August 22nd as set forth in Exhibit A of this resolution; and WHEREAS, the Council desires to adopt the operating budgets for management purposes; and thereby establishing a maximum tax levy for 2020; and WHEREAS, the Minnesota Statutes require the certification of the Proposed Budget and Tax Levy for taxes payable in 2020 by September 30, 2019, to the County Auditor. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley that revenue and expenditure budgets for 2020 shall be as noted in Exhibit A of this Resolution and as supported by the detailed document, as revised. BE IT FURTHER RESOLVED by the City Council that the 2020 scheduled levy for the 2013A GO Refunding Bonds is hereby reduced by $580,350 to reflect available resources and current needs to meet the payable 2020 debt service requirements on 2013A GO Refunding Bonds; and BE IT FURTHER RESOLVED by the City Council that the following proposed sums of money be levied for the current year, collectible in 2019, upon the taxable property in the City of Apple Valley for the following purposes: General Purposes: $22,289,895 Annual Street Maintenance Program 3,540,000 Ice Arena support 121,000 Debt Levy: Market Value Based Debt Levy: GO. Refunding Bonds 2013A 344,650 GO Refunding Bonds 2015B 671,580 1,016,230 Tax Capacity Based Debt Levy: GO Equipment Certificates 2015 133,875 GO Equipment Certificates 2012 128,000 GO. Equipment Certificates 2014 152,000 413,875 $ 27,381,000 BE IT FURTHER RESOLVED that the City Clerk is hereby instructed to transmit a certified copy of this Resolution to the County Auditor of Dakota County, Minnesota. ADOPTED this 12th day of September, 2019. 1 Mary Hamann-Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk CERTIFICATE I, Pamela Gackstetter, City Clerk, hereby certify that the above resolution is a true and correct copy of a resolution adopted by the City Council of the City of Apple Valley, Dakota County, Minnesota, on the date above indicated. ________________________________ Pamela J. Gackstetter, City Clerk 2 City of Apple Valley Property Tax levy History 2016 2017 2018 2019 2020 2021 GENERAL LEVIES General Fund 19,389,555 19,893,070 20,772,125 21,350,055 22,239,895 23,557,336 Annual Street Maintenance Program 3,028,200 3,332,100 3,417,000 3,437,000 3,540,000 3,664,000 Ice Arena Support 121,000 121,000 121,000 121,000 121,000 121,000 Delinquency allowance 150,000 100,000 50,000 50,000 50,000 50,000 TOTAL GENERAL LEVIES 22,688,755 23,446,170 24,360,125 24,958,055 25,950,895 27,392,336 DEBT LEVIES Equipment Certificates: Eq Cert of 2010 Refunding 2010a - Equip cert of 2012 - $900,000 180,000 181,000 125,000 127,000 128,000 128,000 2014 equip cert 120,000 120,000 130,000 140,000 152,000 - 2015 Equip Cert 2015B 133,245 130,830 133,665 131,145 133,875 - 2018 Ameresco Energy Efficiency Project Debt Levy 95,000 - - - 433,245 431,830 483,665 398,145 413,875 128,000 General Obligation Bonds (Market Value based) Park Bonds of 2011 91,000 92,000 - - - - Park Bonds of 2007 - $6,400,000 425,000 435,000 - - - - Park Bonds of 2008 - $6,685,000 420,000 435,000 - - - - GO Bonds of 2013 A (refunded portions of 2007 & 2008)- - 344,650 347,150 2013a - 2007 Portion 174,025 172,650 - - 2013a - 2008 Portion 170,805 174,770 - - 2015b -2007 Portion 234,675 251,475 262,605 273,420 2015b -2008 Portion 253,995 270,480 286,545 307,440 2015b -2011 Portion 115,710 124,425 122,430 120,435 Total G.O. MV Based 936,000 962,000 949,210 993,800 1,016,230 1,048,445 TOTAL DEBT LEVY 1,369,245 1,393,830 1,432,875 1,391,945 1,430,105 1,176,445 TOTAL LEVY 24,058,000 24,840,000 25,793,000 26,350,000 27,381,000 28,568,781 Increase in Net Levy 3.99% 3.25% 3.84% 2.16% 3.91% 4.34% City of Apple Valley Allocation of Total Property Tax levy and Property Taxes Available for General Fund 2016 2017 2018 2019 2020 2021 Total Gross Levy:24,058,000 24,840,000 25,793,000 26,350,000 27,381,000 28,568,781 Less Delinquency allowance (150,000) (100,000) (50,000) (50,000) (50,000) (50,000) Less MVHC provided to residents - - - - - - Property Tax Levy Available for Operations 23,908,000 24,740,000 25,743,000 26,300,000 27,331,000 28,518,781 - - - - - Less Amounts allocated to other funds - - - - - Fire Relief - - - - - - Ice Arena Support (121,000) (121,000) (121,000) (121,000) (121,000) (121,000) Annual Street Maintenance Program Less Amounts for Debt Service Equipment Certificates;(433,245) (431,830) (483,665) (398,145) (413,875) (128,000) Ice Arena Bonds Special Assessment Bonds - - - - - - Market Value based Park & Cemetery Bonds (936,000) (962,000) (949,210) (993,800) (1,016,230) (1,048,445) - - - - - Amounts of Levy for General Fund 22,417,755 23,225,170 24,189,125 24,787,055 25,779,895 27,221,336 3 City of Apple Valley Tax Capacity & Tax Extension Rate Calculation 12/8/2016 7/5/2018 3/1/2019 7/29/2019 9/9/2019 2016 2017 2018 FINAL 2019 FINAL 2020 2020 FINAL 2016 FINAL 2017 FINAL 2018 FINAL 2019 PRELIM 2020 (prior to County TIF Values) PRELIM 2020 (With County TIF Values) A. REFERENDA Market Value (1000's)4,694,056 4,890,750 5,280,179 5,781,638 6,184,821 6,178,805 4.74%4.19%7.96%9.13%6.97%6.87% B. VALUES 1. Value 50,578,728 52,809,471 57,270,236 62,864,517 67,086,172 67,312,273 2. Fiscal Disp Loss (4,188,782)(4,278,476) (4,243,281) (4,548,509) (4,655,980) (4,655,980) 3. Tax Increment (946,637)(1,440,671) (1,971,790) (2,528,210) (3,068,000) (2,961,036) MV Exclusion 4. RATE VALUE 45,443,309 47,090,324 51,055,165 55,787,798 59,362,192 59,695,257 5. Fiscal Disp Gain 6,183,653 6,564,270 7,101,309 7,682,103 8,200,338 8,220,985 6. Value With FD 51,626,962 53,654,594 58,156,474 63,469,901 67,562,530 67,916,242 C. TAX DOLLARS 1. Fiscal Disp Adjustment 2,799,587 2,935,607 3,158,165 3,262,973 3,247,519 3,255,757 2. HACA Aid 3. City Levy 20,322,413 20,942,393 21,685,625 22,093,227 23,117,251 23,109,013 4. Tax Levies - Gross 23,122,000 23,878,000 24,843,790 25,356,200 26,364,770 26,364,770 D. RATES 1. Fiscal (C1/B5)45.274%44.721% 44.473% 42.475% 39.602% 39.603% 2. City Levy (C3/B4)44.720%44.473% 42.475% 39.602% 38.943% 38.712% 0 E. MARKET VALUE DOLLAR/RATE 1. City Dollar Levy 936,000 962,000 949,210 993,800 1,016,230 1,016,230 2. City Rate (E1/A)0.01994%0.01967% 0.01798% 0.01719% 0.01643% 0.01645% Tax Capacity Levy 23,122,000 23,878,000 24,843,790 25,356,200 26,364,770 26,364,770 MV Levy 936,000 962,000 949,210 993,800 1,016,230 1,016,230 24,058,000 24,840,000 25,793,000 26,350,000 27,381,000 27,381,000 3.99%3.25%3.84%2.16%3.91%3.91% RECONCILIATION OF TAX DOLLARS GENERATED - Pay 2020 tax capacity based MV based total Tax Dollars Generated Target Tax Cap Ext rate 38.712% 0.016447% total Tax Capacity (excluded TCV contributed to FD pool & & TIF Captured 59,695,257 6,178,805,000 Gross tax Dollars generated 23,109,013 1,016,230 24,125,243 Add Fiscal Disparity distribution rec'd from pool 3,255,757 3,255,757 26,364,770 1,016,230 27,381,000 UPDATED FOR NEW COUNTY VALUES & FISCAL DISPARITY AMOUNTS Tax Capacity 2020 prelim 9-12-19 4 CITY OF APPLE VALLEY EST. PROPERTY TAXES - PAYABLE 2020 CITY PORTION OF TAXES ONLY 9/12/2019 TAX IMPACT FOR PROPERTY WITH VALUE INCREASING 7.09% (the median increase for AV) Year 2019 2020 City ChangeNew Market Value Exclusion New Market Value Exclusion 19 to '20 Market Value 259,600 277,700 6.97% Market Value - Exclusion MV (13,876)(12,247) Taxable MV 245,724 265,453 8.03% Tax Capacity 2457 2655 Tax Capacity Rates: City 39.602%38.712% City Ref.0.01719%0.01645% Total Property Taxes: City 973.03 1,027.79 54.76 City Ref.44.62 45.67 1.05 Total 1,017.65 1,073.46 55.81$ Operation 5.38% Debt 0.10% Total 5.48% TAX IMPACT FOR PROPERTY WITH VALUE INCREASING 2.08% (=TMV 2.4% incr.) =ZERO TAX INCREASE Year 2019 2020 City ChangeNew Market Value Exclusion New Market Value Exclusion 19 to '20 Market Value 259,600 265,000 2.08% Market Value - Exclusion MV (13,876)(13,390) Taxable MV 245,724 251,610 2.40% Tax Capacity 2457 2516 Tax Capacity Rates: City 39.602%38.712% City Ref.0.01719%0.01645% Total Property Taxes: City 973.03 973.98 0.95 City Ref.44.62 43.58 (1.04) Total 1,017.65 1,017.56 (0.09)$ Operation 0.09% Debt -0.10% Total -0.01% TAX IMPACT FOR PROPERTY WITH VALUE INCREASING 8.68% (= TMV 10.0% incr.) Year 2019 2020 City ChangeNew Market Value Exclusion ew Market Value Exclusio 19 to '20 Market Value 259,600 282,133 8.68% Market Value - Exclusion MV (13,876)(11,848) Taxable MV 245,724 270,285 10.00% Tax Capacity 2457 2703 Tax Capacity Rates: City 39.602%38.712% City Ref.0.01719%0.01645% Total Property Taxes: City 973.03 1,046.38 73.35 City Ref.44.62 46.40 1.78 Total 1,017.65 1,092.78 75.13$ Operation 7.21% Debt 0.17% Total 7.38% 5 Notes: 6 ALL FUNDS BUDGET SUMMARY 7 Notes: 8 CITY OF APPLE VALLEY, MINNESOTA 2020 Operating Budget Summary Exhibit A Total Other Total Budgeted Budgeted General Funds Enterprise Funds Revenues:Fund 2020 Funds 2020 General property taxes - Current $25,779,895 $ - 121,000 $25,900,895 General property taxes - Mobile home 36,000 - - 36,000 General property tax- Delinq Net 50,000 - 50,000 Property tax- Current & Delq Net 25,865,895$ -$ 121,000$ 25,986,895$ Franchise & other taxes 661,600 221,000 -882,600 Special assessments 14,000 250,000 -264,000 Licenses 195,175 - - 195,175 Permits 1,559,700 - - 1,559,700 Intergovernmental 956,250 3,071,500 444,000 4,471,750 Charges for services 2,402,910 162,168 25,963,100 28,528,178 Fines and penalties 299,500 - - 299,500 Investment earnings 200,000 189,601 279,000 668,601 Other Revenues 128,230 76,007 205,500 409,737 Rentals 707,245 246,600 -953,845 Admin Charges to other funds 1,010,200 1,152,820 - 2,163,020 Subtotal before transfers & debt 34,000,705 5,369,696 27,012,600 66,383,001 Debt Issued - - - - Transfers In 1,385,000 10,688,168 - 12,073,168 Total revenues 35,385,705 16,057,864 27,012,600 78,456,169 Expenditures: Salaries & Wages 16,749,325 216,360 3,454,140 20,419,825 Social Security (FICA & Medicare)852,900 16,550 261,180 1,130,630 PERA 1,741,260 16,225 232,900 1,990,385 Provided Insurance 2,332,535 48,200 488,130 2,868,865 Other Benefits (Work Comp,etc)621,630 1,000 107,845 730,475 Total Personal Service 22,297,650 298,335 4,544,195 27,140,180 Supplies 1,379,518 5,245 529,995 1,914,758 Contractural Services 3,503,266 106,190 1,225,883 4,835,339 Utilities 582,259 33,050 777,633 1,392,942 Repairs & Maintenance 414,157 37,250 487,918 939,325 Travel, Training, Dues 616,560 8,800 103,930 729,290 Other Expenditures 1,473,975 8,920 4,344,518 5,827,413 Miscellaneous - - 226,500 226,500 Items for Resale 68,500 - 7,618,890 7,687,390 Capital Outlay 1,317,820 15,893,450 10,067,050 27,278,320 Depreciation - 1,029,250 4,600,400 5,629,650 Admin Fees - - 817,000 817,000 Debt Service - - 891,875 891,875 Subtotal before transfers 31,653,705 17,420,490 36,235,787 85,309,982 Transfers Out 3,732,000 285,250 1,385,000 5,402,250 Total expenditures 35,385,705 17,705,740 37,620,787 90,712,232 Revenues over (under) expenditures - (1,647,876) (10,608,187) (12,256,063) 9 CITY OF APPLE VALLEY, MINNESOTA 2020 Operating Budget Summary - Other Governmental Funds Exhibit A Other Funds Other Funds Total Other Cable TV Cable TV Cable TV Cable TV Future Road Education Municipal Vehicle Budgeted Joint Powers Special Rev. Special Rev. Capital Projects Capital Improvement Building Building Replacement Funds Revenues:Fund PEG Fund Non-PEG Fund Fund Projects Fund Fund Fund Fund 2020 General property taxes - Current $ - $ - $ - $ - $ - $ - $ - $ - $ - General property taxes - Mobile home - - - - - - - - - General property tax- Delinq Net - Property tax- Current & Delq Net -$ -$ -$ -$ -$ -$ -$ -$ -$ Franchise & other taxes - 71,000 150,000 - - - - - - 221,000 Special assessments - - - - - 250,000 - - - 250,000 Licenses - - - - - - - - - - Permits - - - - - - - - - - Intergovernmental - - - - - 3,071,500 - - - 3,071,500 Charges for services 162,168 - - - - - - - - 162,168 Fines and penalties - - - - - - - - - - Investment earnings 1,500 1,500 500 - 163,000 - 3,732 8,300 11,069 189,601 Other Revenues - - - - 7,007 - - - 69,000 76,007 Rentals - - - - - - 246,600 - - 246,600 Admin Charges to other funds - - - - - - - - 1,152,820 1,152,820 Subtotal before transfers & debt 163,668 72,500 150,500 - 170,007 3,321,500 250,332 8,300 1,232,889 5,369,696 Debt Issued - - - - - - - - - - Transfers In 162,168 - - - 500,000 9,622,000 - 404,000 - 10,688,168 Total revenues 325,836 72,500 150,500 0 670,007 12,943,500 250,332 412,300 1,232,889 16,057,864 Expenditures: Salaries & Wages 216,360 - - - 216,360 Social Security (FICA & Medicare)16,550 - - - 16,550 PERA 16,225 - - - 16,225 Provided Insurance 48,200 - - - 48,200 Other Benefits (Work Comp,etc)1,000 - - - 1,000 Total Personal Service 298,335 - - - - - - - - 298,335 Supplies 4,000 - 1,195 - - - 50 - - 5,245 Contractural Services 4,700 - 12,500 - - - 88,990 - - 106,190 Utilities - - - - - - 33,050 - - 33,050 Repairs & Maintenance 6,000 - 1,800 - - - 29,450 - - 37,250 Travel, Training, Dues 8,800 - - - - - - - - 8,800 Other Expenditures 2,500 - - - - - 6,420 - - 8,920 Miscellaneous - - - - - - - - - - Items for Resale - - - - - - - - - - Capital Outlay - 58,750 - 30,000 1,550,000 12,943,500 100,000 378,500 832,700 15,893,450 Depreciation - - - - - - - - 1,029,250 1,029,250 Admin Fees - - - - - - - - - - Debt Service - - - - - - - - - - Subtotal before transfers 324,335 58,750 15,495 30,000 1,550,000 12,943,500 257,960 378,500 1,861,950 17,420,490 Transfers Out - 5,250 78,000 - 202,000 - - - - 285,250 324,335 64,000 93,495 30,000 1,752,000 12,943,500 257,960 378,500 1,861,950 17,705,740 1,501 8,500 57,005 (30,000) (1,081,993) - (7,628) 33,800 (629,061) (1,647,876) 10 CITY OF APPLE VALLEY, MINNESOTA 2020 Operating Budget Summary - Enterprise Funds Exhibit A Enterprise Funds Total Valleywood Water Sports Storm Street Enterprise Liquor Golf Course & Sewer Arena Drainage Light Cemetery Funds Revenues: Fund Fund Fund Fund Fund Utility Fund 2020 General property taxes - Current $ - $ - $ - $121,000 $ - $ - $121,000 General property taxes - Mobile home $ - - General property tax- Delinq Net - - - - - - - Property tax- Current & Delq Net -$ -$ -$ 121,000$ -$ -$ -$ 121,000$ Franchise & other taxes - - - - - - - - Special assessments - - - - - - - - Licenses - . - - - - - - Permits - - - - - - - - Intergovernmental - - - 200,000 244,000 - - 444,000 Charges for services 9,959,000 1,204,000 11,413,000 581,500 2,075,000 550,000 180,600 25,963,100 Fines and penalties - - - - - - - - Investment earnings 40,000 - 200,000 - 34,000 1,000 4,000 279,000 Other Revenues - - 180,000 18,500 5,000 - 2,000 205,500 Rentals - - - - - - - - Admin Charges to other funds - - - - - - - - Subtotal before transfers & debt 9,999,000 1,204,000 11,793,000 921,000 2,358,000 551,000 186,600 27,012,600 Debt Issued - - - - - - - - Transfers In - - - - - - - - Total revenues 9,999,000 1,204,000 11,793,000 921,000 2,358,000 551,000 186,600 27,012,600 Expenditures: Wages & Salaries 866,665 585,980 1,469,460 305,955 220,330 3,000 2,750 3,454,140 Social Security (FICA & Medicare)66,305 44,830 109,580 23,405 16,855 - 205 261,180 PERA 65,000 30,325 104,355 16,490 16,525 - 205 232,900 Provided Insurance 92,330 65,790 276,885 35,180 17,945 - - 488,130 Other Benefits (Work Comp,etc)33,920 14,600 44,105 6,245 8,760 - 215 107,845 1,124,220 741,525 2,004,385 387,275 280,415 3,000 3,375 4,544,195 - - - - - - Supplies 21,650 133,500 265,445 28,900 51,970 14,780 13,750 529,995 Contractural Services 41,065 52,200 485,755 33,750 512,825 55,200 45,088 1,225,883 Utilities 56,480 54,500 441,800 147,100 72,800 2,153 2,800 777,633 Repairs & Maintenance 40,168 21,500 329,340 42,500 54,000 - 410 487,918 Travel, Training, Dues 13,530 7,250 46,545 7,750 13,115 7,000 8,740 103,930 Other Expenditures 270,540 31,850 3,945,230 37,235 19,950 21,500 18,213 4,344,518 Miscellaneous 151,500 20,000 54,000 1,000 - - - 226,500 Items for Resale 7,070,890 57,000 55,000 16,000 - 420,000 - 7,618,890 Capital Outlay 22,500 107,000 6,596,800 288,750 2,717,000 80,000 255,000 10,067,050 Depreciation 142,800 179,000 3,107,000 152,100 1,000,000 - 19,500 4,600,400 Admin Fees - - 447,000 - 370,000 - - 817,000 Debt Service - 8,950 674,225 - 208,700 - - 891,875 Subtotal before transfers 8,955,343 1,414,275 18,452,525 1,142,360 5,300,775 603,633 366,876 36,235,787 Transfers Out 660,000 - 725,000 - - - - 1,385,000 Total expenditures 9,615,343 1,414,275 19,177,525 1,142,360 5,300,775 603,633 366,876 37,620,787 Revenues over (under) expenditures 383,657 (210,275) (7,384,525) (221,360) (2,942,775) (52,633) (180,276) (10,608,187) Addback: Principal Portion Debt Service inc above - 400,000 - 170,000 - 570,000 Capital outlay above - not an expense 22,500 107,000 6,596,800 288,750 2,717,000 80,000 255,000 10,067,050 Net Income 406,157 (103,275) (387,725)67,390 (55,775)27,367 74,724 28,863 11 Notes: 12 2020 GENERAL FUND REVENUE BUDGET SUMMARY 2016 Actual 2017 Actual 2018 Actual 2018 Adopted 2019 Adopted 2020 Proposed 2021 Proposed Tax Revenue 22,541,746$ 23,335,830$ 24,390,777$ 24,273,125$ 24,871,055$ 25,865,895$ 27,308,336$ Other Taxes 94,976 89,419 50,380 103,900 105,600 96,600 96,700 Franchise Fees 490,000 515,245 515,000 515,000 515,000 565,000 565,000 Special Assessments 6,939 2,712 496 14,000 14,000 14,000 - Licenses 193,803 213,022 200,969 176,780 194,460 195,175 195,175 Permits 1,858,749 3,028,270 2,053,296 1,327,930 1,457,200 1,559,700 1,555,400 Intergovernmental Revenue 806,909 831,907 881,315 864,255 846,250 956,250 959,460 Charges for Service - Recreation 1,067,581 960,237 1,060,966 1,066,300 1,089,700 1,104,700 1,112,600 Charges for Service - General Government 650,071 717,509 881,620 1,066,810 1,043,810 1,058,810 1,089,810 Charges for Service - Public Safety 222,286 221,332 250,476 237,265 236,200 239,400 249,100 Rentals Park / Rec Facilities 223,305 210,724 239,323 180,500 232,600 237,600 250,000 Rentals Other 476,249 493,486 536,925 468,140 468,885 469,645 470,400 Fines & Penalties 273,588 315,770 302,748 279,500 279,500 299,500 300,000 Other Revenues 348,862 197,968 372,502 302,500 324,400 328,230 338,100 Admin charge to other funds 798,500 1,066,379 893,450 962,650 985,700 1,010,200 1,036,700 Transfer In 1,281,000 1,300,500 1,317,600 1,317,600 1,365,000 1,385,000 1,427,000 31,334,564$ 33,500,310$ 33,947,843$ 33,156,255$ 34,029,360$ 35,385,705$ 36,953,781$ Taxes 73% Franchise Fees & Other Taxes 2%Licenses & Permits 5% State Police & Fire Relief Aid 2% Park & Rec‐ Chgs & Rents 4% Other Charges for Services & Rents 5% Fines & Penalties 1% Other Revenues 1%Transfers In, Admin charges & Reserves 7% General Fund Revenues 2019 Adopted $34,029,360 Taxes 73% Franchise Fees & Other Taxes 2%Licenses & Permits 5% State Police & Fire Relief Aid 2% Park & Rec‐ Chgs & Rents 4% Other Charges for Services & Rents 5% Fines & Penalties 1% Other Revenues 1%Transfers In, Admin charges & Reserves 7% General Fund Revenues 2020 Proposed $35,385,705 13 2020 GENERAL FUND REVENUE ACCOUNT DETAIL ObjectAccountAccount Description 2016 Actual 2017 Actual 2018 Actual 4010 TAXES-CURRENT AD VALOREM 22,461,587 23,183,688 24,218,953 4011 TAXES-DELINQUENT AD VALOREM 44,050 116,258 134,466 4013 MV HOMESTEAD CREDIT REVENUE - - 4017 EXCESS TIF - 817 24 4014 TAXES-MOBILE HOME 36,109 35,067 37,334 Tax Revenue 22,541,746 23,335,830 24,390,777 4015 PILOT - AUGUSTANA/LIFEWORKS 54,182 51,517 50,380 4020 GRAVEL TAX 40,794 37,902 - Other Taxes 94,976 89,419 50,380 5335 CABLE FRANCHISE FEE 490,000 515,245 515,000 Franchise Fees 490,000 515,245 515,000 5045 ASSESSMENT NEW LEVY COLL BY AV 941 - - 5055 SA COLL BY DAK CTY-CURRENT 5,659 2,400 - 5056 SA COLL BY DAK CTY-DELINQUENT 302 197 - 5057 SA COLL BY DAK CTY-DEFERRED - - - 5078 ESCROW PROJECT COSTS - - - 5079 SA MOWING / SNOW / FALSE ALARMS - - 496 5058 SA PEN & INT COLL BY DAK CTY 37 115 - Special Assessments 6,939 2,712 496 4030 LICENSE-TOBACCO - 10,625 383 4031 LICENSE-TRASH COLLECTION 5,683 7,272 6,427 4032 LICENSE-DOG (public safety)9,553 21,410 8,920 4032 LICENSE-KENNEL - - 4033 LICENSE-FUEL 11,986 12,320 12,840 4034 LICENSE-LIQUOR / WINE 131,750 133,190 148,330 4035 LICENSE-BEER ON & OFF 11,720 3,425 3,520 4036 LICENSE-TRANSIENT MERCHANT 11,480 12,253 9,346 4037 LICENSE-VENDING MACHINES 1,764 2,535 2,485 4038 LICENSE-MASSAGE THERAPY 5,300 5,997 6,385 4049 LICENSE-OTHER 4,567 3,995 2,333 Licenses 193,803 213,022 200,969 4060 PERMIT-BUILDING PERMIT 901,615 1,480,518 931,774 4061 PERMIT-GRADING 12,926 10,126 11,423 4062 PERMIT-GRAVEL OPERATION 10,135 10,388 10,613 4063 PERMIT-HEATING 137,635 260,042 146,414 4065 PERMIT-PLUMBING 166,239 256,383 189,769 4066 PERMIT-SIGNS & BILLBOARDS 9,170 9,692 12,464 4067 PERMIT-UTILITY INSTALLATION - - (5) 4070 PERMIT-SP INSP/REINSP FEE 616 204 10,574 4071 TEMP CERTIFICATE OF OCCUPANCY 509 4072 STATE SURTAX COLLECTED (3,361) (44) 4073 PERMIT-BUILDING PLAN REVIEW 400,781 721,883 517,460 4074 PERMIT FEES-ROW 30,950 26,056 42,246 4075 PERMIT-FIRE ALRM/SPRINKLER 16,648 49,070 16,100 4076 PERMIT SMALL CELL-ENGINEERING - - - 4077 PERMIT SMALL CELL-INSPECTIONS - - - 4099 PERMIT-OTHER 3,001 2,647 2,300 4911 WATER SERVICE PERMIT 5,177 6,016 2,210 4915 SEWER SERVICE PERMIT 5,425 6,207 3,120 4924 ELECTRICAL INSPECTION PERMIT 157,922 192,399 157,687 4923 COMMCL WTR/SWR PERMIT (809) Permits 1,858,749 3,028,270 2,053,296 14 2020 GENERAL FUND REVENUE ACCOUNT DETAIL ObjectAccountAccount Description 4010 TAXES-CURRENT AD VALOREM 4011 TAXES-DELINQUENT AD VALOREM 4013 MV HOMESTEAD CREDIT REVENUE 4017 EXCESS TIF 4014 TAXES-MOBILE HOME Tax Revenue 4015 PILOT - AUGUSTANA/LIFEWORKS 4020 GRAVEL TAX Other Taxes 5335 CABLE FRANCHISE FEE Franchise Fees 5045 ASSESSMENT NEW LEVY COLL BY AV 5055 SA COLL BY DAK CTY-CURRENT 5056 SA COLL BY DAK CTY-DELINQUENT 5057 SA COLL BY DAK CTY-DEFERRED 5078 ESCROW PROJECT COSTS 5079 SA MOWING / SNOW / FALSE ALARMS 5058 SA PEN & INT COLL BY DAK CTY Special Assessments 4030 LICENSE-TOBACCO 4031 LICENSE-TRASH COLLECTION 4032 LICENSE-DOG (public safety) 4032 LICENSE-KENNEL 4033 LICENSE-FUEL 4034 LICENSE-LIQUOR / WINE 4035 LICENSE-BEER ON & OFF 4036 LICENSE-TRANSIENT MERCHANT 4037 LICENSE-VENDING MACHINES 4038 LICENSE-MASSAGE THERAPY 4049 LICENSE-OTHER Licenses 4060 PERMIT-BUILDING PERMIT 4061 PERMIT-GRADING 4062 PERMIT-GRAVEL OPERATION 4063 PERMIT-HEATING 4065 PERMIT-PLUMBING 4066 PERMIT-SIGNS & BILLBOARDS 4067 PERMIT-UTILITY INSTALLATION 4070 PERMIT-SP INSP/REINSP FEE 4071 TEMP CERTIFICATE OF OCCUPANCY 4072 STATE SURTAX COLLECTED 4073 PERMIT-BUILDING PLAN REVIEW 4074 PERMIT FEES-ROW 4075 PERMIT-FIRE ALRM/SPRINKLER 4076 PERMIT SMALL CELL-ENGINEERING 4077 PERMIT SMALL CELL-INSPECTIONS 4099 PERMIT-OTHER 4911 WATER SERVICE PERMIT 4915 SEWER SERVICE PERMIT 4924 ELECTRICAL INSPECTION PERMIT 4923 COMMCL WTR/SWR PERMIT Permits (continued) 2018 Adopted 2019 Adopted 2020 RECOMMENDED 2021 RECOMMENDED 24,189,125 24,787,055 25,779,895 27,221,336 50,000 50,000 50,000 50,000 - - - - - - - - 34,000 34,000 36,000 37,000 24,273,125 24,871,055 25,865,895 27,308,336 58,000 59,700 50,700 50,700 45,900 45,900 45,900 46,000 103,900 105,600 96,600 96,700 515,000 515,000 565,000 565,000 515,000 515,000 565,000 565,000 4,000 4,000 4,000 - 2,500 2,500 2,500 - 7,500 7,500 7,500 - - - - - - - - - - - - - - - 14,000 14,000 14,000 - 5,250 5,250 6,375 6,375 5,410 6,135 6,165 6,165 5,300 5,300 9,000 9,000 100 100 - - 11,860 12,870 12,910 12,910 125,690 134,725 132,920 132,920 5,600 6,100 5,400 5,400 8,375 11,480 11,050 11,050 1,895 1,895 2,300 2,300 3,445 6,295 5,480 5,480 3,855 4,310 3,575 3,575 176,780 194,460 195,175 195,175 700,630 798,000 800,000 800,000 - - - - 11,900 11,900 11,900 11,900 89,600 95,000 90,000 90,000 94,500 96,500 100,000 100,000 7,400 7,400 7,400 7,400 9,200 9,200 7,400 - - - - - - - - - - - - - 282,900 303,000 384,000 384,000 - - 12,000 12,500 - - 4,500 4,600 - - 12,500 12,500 - - 1,500 2,000 3,200 3,200 500 500 - - - - - - - - 128,600 133,000 128,000 130,000 - - - - 1,327,930 1,457,200 1,559,700 1,555,400 15 2020 GENERAL FUND REVENUE ACCOUNT DETAIL ObjectAccountAccount Description 2016 Actual 2017 Actual 2018 Actual 4110 STATE GRANTS (PERA & Perf Measurement)37,719 44,916 43,426 4120 AID-LOCAL GOVERNMENT - 4130 AID-FIRE # - see note 281,578 283,581 298,751 4140 AID-STATE POLICE PERA 418,953 420,565 442,980 4142 STATE GRANTS - OTHER - Fire MBFTE Training 24,640 30,551 18,036 4143 FED GRANT - POLICE - 4144 FED GRANT - FIRE 4,360 4141 GRANTS - OTHER - Misc Pub Safety 24,026 36,079 29,022 4141 FEES-POST BOARD REIMB CONTINUING ED 15,633 16,215 47,850 4144 FED GRANT - Fire - Training officer - 4150 GRANTS-OTHER - Police - - 1,250 Intergovernmental Revenue 806,909 831,907 881,315 4310 REDWOOD PUBLIC SWIMMING 33,912 29,950 32,230 4311 REDWOOD SWIMMING LESSONS 15,677 14,149 20,126 4312 REDWOOD CONCESSIONS 7,273 5,870 5,179 4313 REDWOOD RENTALS 250 300 644 4330 SWIM CENTER REVENUE 575,742 506,029 586,029 4331 SWIM CENTER CONCESSION 127,736 102,687 106,401 4350 SUMMER PLAYGROUND ACTIVITIES 12,736 8,117 10,796 4351 PRE SCHOOL PROGRAMS 26,515 37,588 54,526 4352 TEEN PROGRAMS - - - 4355 RECREATION USER FEES 65,671 58,801 57,638 4356 RECREATION LEAGUE ENTRY FEES 160,074 159,791 148,154 4357 JCRP CONCESSIONS 8,328 9,827 9,081 4358 VENDING COMMISSIONS 2,454 1,842 1,694 4359 REC SENIOR REVENUE-REIMB 587 60 2,904 4360 REC-SENIOR PROGRAM REVENUE 27,176 24,919 25,474 4224 CHGS FOR SERV -PK/REC OT REIMB 3,450 307 90 Charges for Service - Recreation 1,067,581 960,237 1,060,966 4210 FEES-ELECTION FILING 80 - 120 4211 FEES-MAP SALES 535 100 19 4212 FEES-ASSESSMENT SEARCHES 80 65 45 4214 FEES-PLAT 9,665 5,489 11,271 4215 FEES-SPECIAL USE 1,780 2,187 1,238 4216 FEES-REZONING 9,280 4,908 6,909 4217 FEES-INSPECTIONS NAT RESOURCES 34,578 33,014 17,473 4218 FEES - CODE ENFORCEMENT 1,150 1,150 1,650 4219 FEES - ENGINEERING 585,999 667,485 837,618 4220 FEES - PROJECT PLANS - - - 4229 FEES-OTHER 6,924 3,111 5,277 Charges for Service - General Government 650,071 717,509 881,620 16 2020 GENERAL FUND REVENUE ACCOUNT DETAIL ObjectAccountAccount Description 4110 STATE GRANTS (PERA & Perf Measurement) 4120 AID-LOCAL GOVERNMENT 4130 AID-FIRE # - see note 4140 AID-STATE POLICE PERA 4142 STATE GRANTS - OTHER - Fire MBFTE Training 4143 FED GRANT - POLICE 4144 FED GRANT - FIRE 4141 GRANTS - OTHER - Misc Pub Safety 4141 FEES-POST BOARD REIMB CONTINUING ED 4144 FED GRANT - Fire - Training officer 4150 GRANTS-OTHER - Police Intergovernmental Revenue 4310 REDWOOD PUBLIC SWIMMING 4311 REDWOOD SWIMMING LESSONS 4312 REDWOOD CONCESSIONS 4313 REDWOOD RENTALS 4330 SWIM CENTER REVENUE 4331 SWIM CENTER CONCESSION 4350 SUMMER PLAYGROUND ACTIVITIES 4351 PRE SCHOOL PROGRAMS 4352 TEEN PROGRAMS 4355 RECREATION USER FEES 4356 RECREATION LEAGUE ENTRY FEES 4357 JCRP CONCESSIONS 4358 VENDING COMMISSIONS 4359 REC SENIOR REVENUE-REIMB 4360 REC-SENIOR PROGRAM REVENUE 4224 CHGS FOR SERV -PK/REC OT REIMB Charges for Service - Recreation 4210 FEES-ELECTION FILING 4211 FEES-MAP SALES 4212 FEES-ASSESSMENT SEARCHES 4214 FEES-PLAT 4215 FEES-SPECIAL USE 4216 FEES-REZONING 4217 FEES-INSPECTIONS NAT RESOURCES 4218 FEES - CODE ENFORCEMENT 4219 FEES - ENGINEERING 4220 FEES - PROJECT PLANS 4229 FEES-OTHER Charges for Service - General Government (continued) 2018 Adopted 2019 Adopted 2020 RECOMMENDED 2021 RECOMMENDED 43,000 43,000 25,500 7,500 - - - - 285,000 287,000 290,000 295,000 418,000 420,000 440,000 445,000 18,000 18,000 20,500 24,000 - - 102,000 105,060 - - - - 18,000 5,350 5,350 10,000 66,300 16,000 16,000 16,000 - - - - 15,955 56,900 56,900 56,900 864,255 846,250 956,250 959,460 33,000 31,000 31,000 31,000 20,600 20,600 20,600 20,600 8,000 8,000 8,000 8,000 - - - - 566,000 566,000 566,000 571,000 120,000 120,000 130,000 130,000 17,300 17,300 17,300 17,500 31,600 37,000 43,000 45,000 - 5,000 - - 79,000 79,000 79,000 79,000 165,000 163,000 163,000 163,000 5,400 14,000 14,000 14,000 3,300 2,800 2,800 3,000 1,100 1,000 1,000 1,000 16,000 25,000 29,000 29,500 - - - - 1,066,300 1,089,700 1,104,700 1,112,600 - - - - 1,180 1,180 1,180 1,180 - - - - 8,400 8,400 8,400 8,400 2,430 2,430 2,430 2,430 8,400 8,400 8,400 8,400 15,800 15,800 15,800 15,800 2,100 2,100 2,100 2,100 1,018,000 995,000 1,010,000 1,041,000 - - - - 10,500 10,500 10,500 10,500 1,066,810 1,043,810 1,058,810 1,089,810 17 2020 GENERAL FUND REVENUE ACCOUNT DETAIL ObjectAccountAccount Description 2016 Actual 2017 Actual 2018 Actual 4250 FEES-ACCIDENT REPORT 291 320 515 4251 FEES-ANIMAL PICKUP 3,830 3,049 4,824 4259 FEES-OTHER PUBLIC SAFETY 10,433 12,894 14,003 4259 FEES-DARE,LIASON OFFICER 155,699 157,256 160,401 4226 FEES-OTHER PUBLIC SAFETY - - 5345 REIMBURSE POLICE SPEC DETAIL 52,033 47,813 70,733 5345 REIMBURSE POLICE SPEC DETAIL - - Charges for Service - Public Safety 222,286 221,332 250,476 5110 RENTS-REDWOOD 14,624 1,054 41 5115 RENTS-APPLE VALLEY COMM CENTER 57,924 76,333 73,822 5116 RENTS-HAYES COMM & SENIOR CTR 76,795 58,515 63,231 5120 RENTS-SWIM CENTER 15,813 12,254 14,002 5126 RENTS-FIELDS 50,426 51,921 80,345 5130 RENTS-TEEN CENTER 374 1,011 1,284 5130 RENTS-JCRP ACTIVITY CENTER - - - 5199 RENTS-OTHER 7,349 9,636 6,598 Rentals Park / Rec Facilities 223,305 210,724 239,323 5197 RENTS-OTHER - Allina Fire Hall Lease 35,072 38,987 36,062 5195 RENTS -STREETS - - 5210 ANTENNA LEASE 441,177 454,499 500,863 5215 ANTENNA LEASE- ESCROWS - - 5199 RENTS-OTHER - - - Rentals Other 476,249 493,486 536,925 4270 COURT FINES 271,722 307,937 301,169 4276 SUBPOENA FEES 216 683 254 4275 PENALTIES 1,650 7,150 1,325 Fines & Penalties 273,588 315,770 302,748 8100 SALE OF PROPERTY - - 5010 INVESTMENT INTEREST 157,028 91,352 237,028 5310 CONTRIBUTIONS & DONATIONS 3,509 2,160 7,497 5320 POP MACHINE _ CITY HALL 2,560 562 663 5321 POP MACHINE - CMF 1,950 1,972 789 5322 WASTE OIL - - - 5330 FORESTERY REVENUE - 386 5340 REFUNDS & REIMBURSEMENTS - General Gov 5340 REFUNDS & REIMBURSEMENTS - Recreation (JCRP 77,727 67,566 47,485 5340 REFUNDS & REIMBURSEMENTS - Public Works - 5340 REFUNDS & REIMBURSEMENTS - Public Safety - 691 500 5399 OTHER MISCELLANEOUS REVENUE 106,088 33,279 78,540 Other Revenues 348,862 197,968 372,502 5396 ADMIN CHG - SPECIAL ASSESSMENT FUNDS - 196,149 - 5395 ADMIN CHG -UTILITY FUNDS 688,500 750,230 769,450 5397 ADMIN CHG - INVESTMENT FUND 110,000 120,000 124,000 5499 ADMIN CHG - LIQUOR FUND - - Admin charge to other funds 798,500 1,066,379 893,450 5410 FROM LIQUOR FUND 630,000 630,000 630,000 5415 TRANSFER FROM WATER & SEWER FUND 651,000 670,500 687,600 5425 FROM POLICE RELIEF FUND Transfer In 1,281,000 1,300,500 1,317,600 Grand Total - General Fund 31,334,564 33,500,310 33,947,843 18 2020 GENERAL FUND REVENUE ACCOUNT DETAIL ObjectAccountAccount Description 4250 FEES-ACCIDENT REPORT 4251 FEES-ANIMAL PICKUP 4259 FEES-OTHER PUBLIC SAFETY 4259 FEES-DARE,LIASON OFFICER 4226 FEES-OTHER PUBLIC SAFETY 5345 REIMBURSE POLICE SPEC DETAIL 5345 REIMBURSE POLICE SPEC DETAIL Charges for Service - Public Safety 5110 RENTS-REDWOOD 5115 RENTS-APPLE VALLEY COMM CENTER 5116 RENTS-HAYES COMM & SENIOR CTR 5120 RENTS-SWIM CENTER 5126 RENTS-FIELDS 5130 RENTS-TEEN CENTER 5130 RENTS-JCRP ACTIVITY CENTER 5199 RENTS-OTHER Rentals Park / Rec Facilities 5197 RENTS-OTHER - Allina Fire Hall Lease 5195 RENTS -STREETS 5210 ANTENNA LEASE 5215 ANTENNA LEASE- ESCROWS 5199 RENTS-OTHER Rentals Other 4270 COURT FINES 4276 SUBPOENA FEES 4275 PENALTIES Fines & Penalties 8100 SALE OF PROPERTY 5010 INVESTMENT INTEREST 5310 CONTRIBUTIONS & DONATIONS 5320 POP MACHINE _ CITY HALL 5321 POP MACHINE - CMF 5322 WASTE OIL 5330 FORESTERY REVENUE 5340 REFUNDS & REIMBURSEMENTS - General Gov 5340 REFUNDS & REIMBURSEMENTS - Recreation (JCRP 5340 REFUNDS & REIMBURSEMENTS - Public Works 5340 REFUNDS & REIMBURSEMENTS - Public Safety 5399 OTHER MISCELLANEOUS REVENUE Other Revenues 5396 ADMIN CHG - SPECIAL ASSESSMENT FUNDS 5395 ADMIN CHG -UTILITY FUNDS 5397 ADMIN CHG - INVESTMENT FUND 5499 ADMIN CHG - LIQUOR FUND Admin charge to other funds 5410 FROM LIQUOR FUND 5415 TRANSFER FROM WATER & SEWER FUND 5425 FROM POLICE RELIEF FUND Transfer In Grand Total - General Fund (continued) 2018 Adopted 2019 Adopted 2020 RECOMMENDED 2021 RECOMMENDED 1,000 1,000 1,000 1,000 7,100 7,100 7,100 7,100 10,200 10,200 10,200 10,200 161,465 160,400 163,600 163,600 10,200 10,200 10,200 10,200 47,300 47,300 47,300 57,000 - - - - 237,265 236,200 239,400 249,100 - - - - 45,000 80,000 80,000 81,000 70,000 70,000 70,000 70,000 8,000 14,000 14,000 15,000 48,400 61,600 61,600 70,000 1,000 - - - - - 5,000 7,000 8,100 7,000 7,000 7,000 180,500 232,600 237,600 250,000 37,140 37,885 38,645 39,400 - - - - 431,000 431,000 431,000 431,000 - - - - - - - - 468,140 468,885 469,645 470,400 275,400 275,400 295,400 300,000 - - - - 4,100 4,100 4,100 - 279,500 279,500 299,500 300,000 20,400 20,400 20,400 21,000 195,000 197,000 200,000 205,000 - - - - 3,000 200 500 500 2,000 200 600 600 500 - - - - - - - - - - - 61,200 71,200 71,200 75,000 - - - - - - - - 20,400 35,400 35,530 36,000 302,500 324,400 328,230 338,100 69,200 69,200 69,200 69,200 769,450 792,500 816,000 840,000 124,000 124,000 125,000 127,500 - - - - 962,650 985,700 1,010,200 1,036,700 630,000 660,000 660,000 680,000 687,600 705,000 725,000 747,000 - - - - 1,317,600 1,365,000 1,385,000 1,427,000 33,156,255 34,029,360 35,385,705 36,953,781 19 Notes: 20 Department 2017 Actual 2018 Actual 2018 Council Adopted Original 2019 Council Adopted Original 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 01 - MAYOR & CITY COUNCIL 138,100 142,606 157,375 154,135 158,855 158,855 165,340 165,340 02 - ADMINISTRATION 440,403 460,731 475,490 483,425 573,600 573,600 635,255 635,255 03 - CITY CLERK/ELECTIONS 279,424 440,726 473,800 313,613 507,202 506,798 335,486 335,080 04 - HUMAN RESOURCES/FRONT DESK 553,670 590,130 602,575 623,165 639,950 639,950 660,825 660,825 05 - INFORMATION TECHNOLOGY 643,438 825,643 836,475 975,340 1,097,575 1,066,075 1,123,785 1,117,285 16 - GENERAL GOVERNMENT BUILDINGS 427,171 385,658 376,340 379,641 389,165 387,690 397,850 396,375 2,482,205 2,845,494 2,922,055 2,929,319 3,366,347 3,332,968 3,318,541 3,310,160 08 - FINANCE 594,399 654,501 668,945 683,245 716,550 710,350 737,345 731,345 09 - DATA PROCESSING 261,033 242,904 243,935 244,482 255,800 255,800 269,000 269,000 10 - INDEPENDENT AUDIT 14,433 12,996 13,900 12,290 12,740 12,740 12,900 12,900 869,865 910,401 926,780 940,017 985,090 978,890 1,019,245 1,013,245 14 - LEGAL SERVICES 503,924 521,498 532,990 533,530 549,630 549,630 565,470 565,470 503,924 521,498 532,990 533,530 549,630 549,630 565,470 565,470 15 - COMMUNITY DEVELOPMENT 750,198 715,833 730,825 695,140 723,315 722,890 751,515 751,090 06 - CODE ENFORCEMENT 208,125 216,827 237,695 258,383 323,340 323,340 340,540 340,540 958,322 932,660 968,520 953,523 1,046,655 1,046,230 1,092,055 1,091,630 20 - POLICE 8,983,024 9,411,143 9,450,735 9,761,838 10,281,980 10,366,730 10,704,017 10,809,077 21 - CIVIL DEFENSE 17,445 16,529 20,185 19,185 19,775 19,775 21,835 21,835 22 - COMM SERV OFFIC (CSO) 85,021 105,866 106,350 109,000 110,135 110,135 115,975 115,975 9,085,490 9,533,538 9,577,270 9,890,023 10,411,890 10,496,640 10,841,827 10,946,887 23 - FIRE 1,716,624 2,025,043 1,930,630 1,963,642 2,031,873 2,031,123 2,141,494 2,140,744 76 - FIRE RELIEF 527,531 552,421 540,130 543,223 547,500 547,500 561,000 561,000 2,244,155 2,577,464 2,470,760 2,506,865 2,579,373 2,578,623 2,702,494 2,701,744 27 - PW ENGINEERING 657,361 704,610 859,155 839,890 916,225 897,325 952,075 960,845 28 - BUILDING INSPECTIONS 1,090,176 1,020,628 1,015,410 1,004,290 1,039,990 1,009,990 1,021,440 1,034,810 29 - PUBLIC WORKS ADMIN/NATURAL RES 476,162 534,155 578,005 607,395 749,045 723,745 820,815 795,515 30 - CMF-FLEET & BUILDINGS 633,632 666,402 650,760 766,475 831,110 807,885 867,175 856,025 31 - STREET MAINTENANCE 1,814,329 1,931,798 2,095,385 2,182,533 2,501,190 2,345,120 2,473,200 2,705,860 32 - SNOW & ICE REMOVAL 252,813 437,371 371,030 399,840 430,324 430,324 428,365 428,365 33 - TRAFFIC SIGNS/SIGNALS/MARKERS 206,749 223,774 245,340 224,055 239,160 225,945 236,750 229,700 5,131,222 5,518,738 5,815,085 6,024,478 6,707,044 6,440,334 6,799,820 7,011,120 37 - PARK/RECREATION ADMINISTRATION 920,510 944,602 955,880 1,002,160 1,027,395 1,025,695 1,061,455 1,059,755 38 - PARK MAINTENANCE 2,749,024 2,808,116 2,942,745 3,005,195 3,049,490 3,011,690 3,183,715 3,121,215 39 - RECREATION PROGRAMS 167,423 144,458 186,980 163,395 165,425 159,100 168,055 161,955 40 - REDWOOD POOL 100,709 109,805 104,670 173,470 112,865 112,865 113,175 112,175 41 - RECREATION SELF-SUPPORTED PROG 191,057 196,754 200,925 200,820 201,235 196,735 208,095 203,595 42 - AV COMMUNITY CENTER 437,314 286,843 292,345 309,965 333,410 323,410 338,640 338,640 43 - CABLE TV 0 0 0 0 44 - AQUATIC SWIM CENTER 688,235 619,716 642,600 868,320 632,145 632,145 640,140 640,140 45 - APPLE VALLEY SENIOR CENTER 410,775 399,943 399,655 415,710 423,760 403,760 436,560 436,560 5,665,047 5,510,237 5,725,800 6,139,035 5,945,725 5,865,400 6,149,835 6,074,035 47 - INSURANCE 314,976 316,024 319,350 325,150 334,500 324,500 347,000 337,000 48 - CONTINGENCY & TRANSFERS 5,528,255 4,963,000 3,897,645 3,787,420 3,782,490 3,772,490 3,912,490 3,902,490 5,843,231 5,279,024 4,216,995 4,112,570 4,116,990 4,096,990 4,259,490 4,239,490 Grand Total 32,783,462 33,629,053 33,156,255 34,029,370 35,708,744 35,385,705 36,748,777 36,953,781 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY TOTAL EXPENSES BY DEPARTMENT 21 City of Apple Valley 2020-2021 Budget Summary by Object General Fund Object Account 2016 Actual 2017 Actual 2018 Actual 2018 Council Adopted Original 2019 Council Adopted Original 6110 - SALARY-REGULAR EMPLOYEES 11,539,664 12,007,883 12,521,460 12,344,825 13,004,795 6111 - SALARY PART-TIME 817,080 832,664 773,029 856,960 883,700 6112 - SALARY-SEASONAL TEMP 860,763 816,271 985,762 805,100 777,000 6113 - OVERTIME-REGULAR EMPLOYEES 600,174 465,198 649,182 596,225 594,100 6114 - OVERTIME PART-TIME EMPLOYEES 3,498 2,797 4,488 6,100 6,100 6117 - HOLIDAY PAY 132,568 146,852 156,085 130,960 123,225 6121 - INSURANCE CASH BENEFIT 46,020 53,430 48,900 0 0 6122 - COMP REQUEST -252,803 -229,829 -273,762 -140,000 -140,000 6123 - SALARY-OTHER 0 0 0 475,530 517,860 6124 - OVERTIME-SEASONAL TEMP 5,432 5,706 8,756 5,300 5,300 6105 - SALARIES AND WAGES 13,752,397 14,100,971 14,873,900 15,081,000 15,772,080 6138 - MEDICARE 188,265 195,444 204,669 214,870 218,528 6139 - FICA 480,349 501,299 519,163 553,135 562,530 6141 - PENSIONS-PERA 1,362,153 1,399,513 1,448,473 1,507,410 1,576,760 6142 - WORKERS COMPENSATION 399,531 476,063 511,376 529,440 583,950 6143 - UNEMPLOYMENT COMPENSATION 10,551 11,976 2,749 6,200 12,000 6144 - LONG-TERM DISABILITY INSURANCE 30,829 23,582 24,516 35,090 36,595 6145 - MEDICAL INSURANCE 1,803,074 1,992,785 2,244,560 2,323,070 2,467,675 6146 - DENTAL INSURANCE 153,755 169,224 177,904 0 0 6147 - LIFE INSURANCE-BASIC 903 934 951 0 0 6148 - LIFE INSURANCE-SUPP/DEPEND 43,364 50,543 42,069 00 6170 - EMPLOYEE PAID PREMIUMS -267,082 -388,130 -253,700 6125 - EMPLOYEE BENEFITS 4,472,775 4,554,281 4,788,301 5,169,215 5,204,338 6100 - TOTAL PERSONAL SERVICES 18,225,172 18,655,252 19,662,200 20,250,215 20,976,418 6210 - OFFICE SUPPLIES 24,372 26,539 29,452 34,455 31,025 6211 - SMALL TOOLS & EQUIPMENT 119,740 187,248 164,040 152,780 112,960 6212 - MOTOR FUELS/OILS 207,178 214,590 271,317 264,555 310,705 6213 - FERTILIZER 46,859 30,581 34,326 51,000 45,000 6214 - CHEMICALS 9,014 11,904 9,620 10,985 15,085 6215 - EQUIPMENT-PARTS 207,470 183,975 162,644 163,975 163,514 6216 - VEHICLES-TIRES/BATTERIES 31,011 40,895 33,984 34,900 34,460 6229 - GENERAL SUPPLIES 544,775 566,293 620,078 678,825 641,113 6205 - SUPPLIES 1,190,419 1,262,025 1,325,462 1,391,475 1,353,862 6231 - LEGAL SERVICES 518,521 504,906 521,498 532,990 534,330 6235 - CONSULTANT SERVICES 178,655 342,604 314,742 294,305 257,235 6236 - ELECTION JUDGE PAYMENTS 63,601 0 60,239 68,800 0 6237 - TELEPHONE/PAGERS 126,789 132,831 143,194 142,710 138,505 6238 - POSTAGE/UPS/FEDEX 40,148 27,961 33,420 35,300 32,900 6239 - PRINTING 70,407 78,691 59,575 86,215 78,270 6240 - CLEANING SERVICE/GARBAGE 64,083 89,618 102,651 90,405 85,631 6242 - FIRE ALARM PLAN REVIEWS 0 0 0 750 750 6243 - ELECTRICAL PERMIT FEES 86,949 121,885 161,913 85,000 100,000 6244 - ROW EPERMIT FEES 975 1,244 2,604 1,000 1,400 6249 - OTHER CONTRACTUAL SERVICES 1,650,741 1,673,908 1,902,522 1,967,240 2,009,745 6230 - CONTRACTUAL SERVICES 2,800,869 2,973,649 3,302,359 3,304,715 3,238,766 6255 - UTILITIES-ELECTRIC 291,652 308,222 312,006 296,920 294,700 6256 - UTILITIES-NATURAL GAS 116,723 140,025 147,762 137,180 127,680 6257 - UTILITIES-PROPANE/WATER/SEWER 149,386 109,384 151,875 123,015 143,860 6250 - UTILITIES 557,761 557,632 611,643 557,115 566,240 6265 - REPAIRS-EQUIPMENT 161,901 148,839 145,807 165,765 175,155 6266 - REPAIRS-BUILDING 130,476 162,802 211,756 169,340 145,740 6269 - REPAIRS-OTHER 76,934 91,573 47,448 104,200 152,500 6260 - REPAIRS AND MAINTENA 369,311 403,215 405,011 439,305 473,395 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 75,757 77,138 72,653 100,190 100,818 6276 - SCHOOLS/CONFERENCES/EXP OTHER 62,741 67,232 82,757 91,510 98,454 6277 - MILEAGE/AUTO ALLOWANCE 28,845 28,923 29,547 36,865 32,385 6278 - SUBSISTENCE ALLOWANCE 4,450 6,700 6,756 9,050 9,375 6280 - DUES & SUBSCRIPTIONS 123,256 129,420 144,964 155,095 180,613 6281 - UNIFORM/CLOTHING ALLOWANCE 151,618 165,214 190,836 189,410 178,654 6270 - TRAINING/TRAVEL/DUES 446,667 474,626 527,514 582,120 600,299 6200 - TOTAL OPERATING COSTS 5,365,028 5,671,147 6,171,990 6,274,730 6,232,562 22 City of Apple Valley 2020-2021 Budget Summary by Object General Fund Object Account 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 13,675,935 13,757,935 14,363,385 14,448,445 6111 - SALARY PART-TIME 1,077,790 1,077,790 1,107,615 1,107,615 6112 - SALARY-SEASONAL TEMP 778,950 743,950 620,620 620,620 6113 - OVERTIME-REGULAR EMPLOYEES 620,200 620,200 610,310 610,310 6114 - OVERTIME PART-TIME EMPLOYEES 4,600 4,600 4,600 4,600 6117 - HOLIDAY PAY 137,625 137,625 143,170 143,170 6121 - INSURANCE CASH BENEFIT 6122 - COMP REQUEST -140,000 -140,000 -140,000 -140,000 6123 - SALARY-OTHER 616,725 541,725 629,835 591,085 6124 - OVERTIME-SEASONAL TEMP 5,500 5,500 5,500 5,500 6105 - SALARIES AND WAGES 16,777,325 16,749,325 17,345,035 17,391,345 6138 - MEDICARE 233,475 233,475 242,225 242,225 6139 - FICA 619,425 619,425 644,070 644,070 6141 - PENSIONS-PERA 1,741,260 1,741,260 1,820,765 1,820,765 6142 - WORKERS COMPENSATION 609,630 609,630 655,550 655,550 6143 - UNEMPLOYMENT COMPENSATION 12,000 12,000 12,000 12,000 6144 - LONG-TERM DISABILITY INSURANCE 40,790 40,790 42,745 42,745 6145 - MEDICAL INSURANCE 2,545,345 2,545,345 2,709,675 2,709,675 6146 - DENTAL INSURANCE 6147 - LIFE INSURANCE-BASIC 6148 - LIFE INSURANCE-SUPP/DEPEND 6170 - EMPLOYEE PAID PREMIUMS -253,600 -253,600 -248,240 -248,240 6125 - EMPLOYEE BENEFITS 5,548,325 5,548,325 5,878,790 5,878,790 6100 - TOTAL PERSONAL SERVICES 22,325,650 22,297,650 23,223,825 23,270,135 6210 - OFFICE SUPPLIES 33,165 32,165 31,645 30,645 6211 - SMALL TOOLS & EQUIPMENT 144,495 113,445 146,529 137,969 6212 - MOTOR FUELS/OILS 318,538 313,513 331,108 320,483 6213 - FERTILIZER 45,000 40,000 40,000 35,000 6214 - CHEMICALS 15,690 11,950 16,150 12,450 6215 - EQUIPMENT-PARTS 185,335 185,035 169,660 168,260 6216 - VEHICLES-TIRES/BATTERIES 40,060 37,060 40,900 37,900 6229 - GENERAL SUPPLIES 657,175 646,350 664,925 654,425 6205 - SUPPLIES 1,439,458 1,379,518 1,440,917 1,397,132 6231 - LEGAL SERVICES 550,530 550,530 566,370 566,370 6235 - CONSULTANT SERVICES 306,705 304,705 275,215 273,215 6236 - ELECTION JUDGE PAYMENTS 6237 - TELEPHONE/PAGERS 159,350 159,350 169,520 169,520 6238 - POSTAGE/UPS/FEDEX 43,600 38,600 39,600 34,600 6239 - PRINTING 85,090 84,865 78,835 78,835 6240 - CLEANING SERVICE/GARBAGE 86,645 86,445 91,670 91,670 6242 - FIRE ALARM PLAN REVIEWS 750 0 750 0 6243 - ELECTRICAL PERMIT FEES 90,000 90,000 80,000 80,000 6244 - ROW EPERMIT FEES 2,000 2,000 2,000 2,000 6249 - OTHER CONTRACTUAL SERVICES 2,297,486 2,186,771 2,404,089 2,322,739 6230 - CONTRACTUAL SERVICES 3,622,156 3,503,266 3,708,049 3,618,949 6255 - UTILITIES-ELECTRIC 300,320 298,320 303,965 301,965 6256 - UTILITIES-NATURAL GAS 130,979 130,979 134,539 134,539 6257 - UTILITIES-PROPANE/WATER/SEWER 154,960 152,960 155,440 153,440 6250 - UTILITIES 586,259 582,259 593,944 589,944 6265 - REPAIRS-EQUIPMENT 187,832 180,877 189,907 185,452 6266 - REPAIRS-BUILDING 143,280 141,280 175,780 173,280 6269 - REPAIRS-OTHER 92,000 92,000 82,000 57,000 6260 - REPAIRS AND MAINTENA 423,112 414,157 447,687 415,732 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 106,985 105,985 111,090 110,090 6276 - SCHOOLS/CONFERENCES/EXP OTHER 94,655 94,655 99,045 99,045 6277 - MILEAGE/AUTO ALLOWANCE 28,960 27,960 28,355 27,355 6278 - SUBSISTENCE ALLOWANCE 9,650 9,650 9,650 9,650 6280 - DUES & SUBSCRIPTIONS 194,267 193,863 210,911 210,505 6281 - UNIFORM/CLOTHING ALLOWANCE 185,547 184,447 186,699 185,599 6270 - TRAINING/TRAVEL/DUES 620,064 616,560 645,750 642,244 6200 - TOTAL OPERATING COSTS 6,691,049 6,495,760 6,836,347 6,664,001 23 City of Apple Valley 2020-2021 Budget Summary by Object General Fund Object Account 2016 Actual 2017 Actual 2018 Actual 2018 Council Adopted Original 2019 Council Adopted Original 6310 - RENTAL EXPENSE 108,995 108,175 118,918 114,680 110,965 6311 - INSURANCE-PROPERTY/LIABILITY 288,000 303,000 313,150 313,150 313,150 6319 - REIMBURSEMENT OF REV COLL FOR 541,408 526,781 551,681 537,930 542,223 6320 - REFUNDS & REIMBURSEMENTS 0 0 0 200 100 6321 - CASH OVER/SHORT -123 125 5 0 0 6322 - UNCOLLECTIBLE CHECKS/ACCOUNTS 0 0 2,217 0 0 6333 - GENERAL-CASH DISCOUNTS -989 -725 -719 0 0 6349 - LATE FEES/FINANCE CHARGES 89 380 0 0 0 6350 - BANK FEES/CHARGES 0 0 31 0 0 6351 - VISA/BANK CHARGES 29,575 26,608 38,291 26,250 24,850 6355 - ONLINE REGISTRATION FEES 26,125 22,872 24,535 21,000 21,000 6399 - OTHER CHARGES 341,224 428,759 377,386 492,920 556,482 6300 - TOTAL OTHER EXPENDITURES 1,334,305 1,415,974 1,425,496 1,506,130 1,568,770 6400 - TOTAL EXPENDITURES 00000 6540 - TAXABLE MISC FOR RESALE 69,789 60,492 64,186 68,500 68,500 6545 - NON-TAXABLE MISC FOR RESALE 0 0 0 2,700 100 6500 - TOTAL EXPENDITURES 69,789 60,492 64,186 71,200 68,600 6600 - TOTAL DEPRECIATION 0 0 0 6715 - CAPITAL OUTLAY-BUILDINGS 78,771 61,089 0 0 0 6720 - CAPITAL OUTLAY-FURNITURE & FIX 8,595 49,447 15,305 5,500 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 55,541 219,915 121,958 118,300 158,600 6730 - CAPITAL OUTLAY-TRANSPORTATION 16,853 0 0 27,500 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 102,941 179,009 43,729 26,500 67,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 12,870 120,457 129,408 109,000 302,000 6745 - VERF CHARGES 716,355 841,580 1,031,780 969,180 1,032,410 6700 - TOTAL CAPITAL OUTLAY 991,927 1,471,497 1,342,181 1,255,980 1,560,010 6900 - TOTAL DEBT SERVICE 0 0 0 6001 - EXPENDITURES 25,986,220 27,274,362 28,666,053 29,358,255 30,406,360 7110 - TRANSFER TO OTHER FUNDS 4,849,700 5,509,100 4,963,000 3,798,000 3,623,000 7100 - TOTAL TRANSFERS 4,849,700 5,509,100 4,963,000 3,798,000 3,623,000 30,835,920 32,783,462 33,629,053 33,156,255 34,029,360 24 City of Apple Valley 2020-2021 Budget Summary by Object General Fund Object Account 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6310 - RENTAL EXPENSE 118,380 118,380 116,845 116,845 6311 - INSURANCE-PROPERTY/LIABILITY 322,500 312,500 335,000 325,000 6319 - REIMBURSEMENT OF REV COLL FOR 546,500 546,500 560,000 560,000 6320 - REFUNDS & REIMBURSEMENTS 100 100 100 100 6321 - CASH OVER/SHORT 6322 - UNCOLLECTIBLE CHECKS/ACCOUNTS 6333 - GENERAL-CASH DISCOUNTS 6349 - LATE FEES/FINANCE CHARGES 6350 - BANK FEES/CHARGES 6351 - VISA/BANK CHARGES 28,850 28,850 30,600 30,600 6355 - ONLINE REGISTRATION FEES 22,500 22,500 22,500 22,500 6399 - OTHER CHARGES 474,395 445,145 476,930 461,930 6300 - TOTAL OTHER EXPENDITURES 1,513,225 1,473,975 1,541,975 1,516,975 6400 - TOTAL EXPENDITURES 6540 - TAXABLE MISC FOR RESALE 68,500 68,500 68,500 68,500 6545 - NON-TAXABLE MISC FOR RESALE 0 0 6500 - TOTAL EXPENDITURES 68,500 68,500 68,500 68,500 6600 - TOTAL DEPRECIATION 6715 - CAPITAL OUTLAY-BUILDINGS 0 0 6720 - CAPITAL OUTLAY-FURNITURE & FIX 0 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 152,500 134,000 193,500 190,000 6730 - CAPITAL OUTLAY-TRANSPORTATION 17,000 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 41,000 31,000 5,000 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 15,000 0 38,000 38,000 6745 - VERF CHARGES 1,152,820 1,152,820 979,630 1,344,170 6700 - TOTAL CAPITAL OUTLAY 1,378,320 1,317,820 1,216,130 1,572,170 6900 - TOTAL DEBT SERVICE 6001 - EXPENDITURES 31,976,744 31,653,705 32,886,777 33,091,781 7110 - TRANSFER TO OTHER FUNDS 3,732,000 3,732,000 3,862,000 3,862,000 7100 - TOTAL TRANSFERS 3,732,000 3,732,000 3,862,000 3,862,000 35,708,744 35,385,705 36,748,777 36,953,781 25 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY EXPENSES BY DEPARTMENT AND TYPE Department Object Account 2016 Actual 2017 Actual 2018 Actual 2018 Council Adopted Original 2019 Council Approved Original 01 - MAYOR & CITY COUNCIL TOTAL PERSONNEL SERVICES 116,658 115,566 119,476 125,965 122,500 01 - MAYOR & CITY COUNCIL TOTAL OPERATING COSTS 16,840 22,384 22,942 31,410 31,635 01 - MAYOR & CITY COUNCIL TOTAL OTHER EXPENDITURES 0 150 188 01 - MAYOR & CITY COUNCIL EXPENDITURES 133,498 138,100 142,606 157,375 154,135 02 - ADMINISTRATION TOTAL PERSONNEL SERVICES 414,025 427,350 443,114 457,945 466,465 02 - ADMINISTRATION TOTAL OPERATING COSTS 15,824 13,053 17,617 17,545 16,960 02 - ADMINISTRATION TOTAL OTHER EXPENDITURES 0 0 0 02 - ADMINISTRATION EXPENDITURES 429,849 440,403 460,731 475,490 483,425 03 - CITY CLERK/ELECTIONS TOTAL PERSONNEL SERVICES 233,025 197,109 263,537 263,900 218,750 03 - CITY CLERK/ELECTIONS TOTAL OPERATING COSTS 133,165 80,361 174,430 206,900 94,863 03 - CITY CLERK/ELECTIONS TOTAL OTHER EXPENDITURES 1,612 0 2,235 3,000 0 03 - CITY CLERK/ELECTIONS TOTAL CAPITAL OUTLAY 5,925 1,954 524 0 0 03 - CITY CLERK/ELECTIONS EXPENDITURES 373,727 279,424 440,726 473,800 313,613 04 - HUMAN RESOURCES/FRONT DESK TOTAL PERSONNEL SERVICES 477,973 497,403 512,541 523,080 542,220 04 - HUMAN RESOURCES/FRONT DESK TOTAL OPERATING COSTS 34,739 33,078 47,829 47,195 48,745 04 - HUMAN RESOURCES/FRONT DESK TOTAL OTHER EXPENDITURES 21,756 22,426 27,754 32,300 32,200 04 - HUMAN RESOURCES/FRONT DESK TOTAL CAPITAL OUTLAY 0 762 2,007 0 0 04 - HUMAN RESOURCES/FRONT DESK EXPENDITURES 534,467 553,670 590,130 602,575 623,165 05 - INFORMATION TECHNOLOGY TOTAL PERSONNEL SERVICES 400,512 340,136 458,885 468,150 557,725 05 - INFORMATION TECHNOLOGY TOTAL OPERATING COSTS 218,395 117,916 242,887 245,025 263,615 05 - INFORMATION TECHNOLOGY TOTAL OTHER EXPENDITURES 8,380 8,230 7,976 8,200 8,000 05 - INFORMATION TECHNOLOGY TOTAL CAPITAL OUTLAY 50,245 177,157 115,895 115,100 146,000 05 - INFORMATION TECHNOLOGY EXPENDITURES 677,532 643,438 825,643 836,475 975,340 06 - CODE ENFORCEMENT TOTAL PERSONNEL SERVICES 194,942 196,007 201,699 214,945 240,683 06 - CODE ENFORCEMENT TOTAL OPERATING COSTS 12,710 9,578 12,589 20,210 15,160 06 - CODE ENFORCEMENT TOTAL OTHER EXPENDITURES 0 0 0 0 0 06 - CODE ENFORCEMENT TOTAL CAPITAL OUTLAY 2,540 2,540 2,540 2,540 2,540 06 - CODE ENFORCEMENT TOTAL DEBT SERVICE 0 0 0 06 - CODE ENFORCEMENT EXPENDITURES 210,192 208,125 216,827 237,695 258,383 08 - FINANCE TOTAL PERSONNEL SERVICES 470,761 550,926 601,656 612,670 626,120 08 - FINANCE TOTAL OPERATING COSTS 44,463 36,399 47,754 50,985 47,735 08 - FINANCE TOTAL OTHER EXPENDITURES 8,117 7,074 5,090 5,290 5,290 08 - FINANCE TOTAL EXPENDITURES 0 0 0 08 - FINANCE TOTAL CAPITAL OUTLAY 0 0 0 0 4,100 08 - FINANCE EXPENDITURES 523,341 594,399 654,501 668,945 683,245 09 - DATA PROCESSING TOTAL OPERATING COSTS 0 0 0 0 0 09 - DATA PROCESSING TOTAL OTHER EXPENDITURES 252,042 261,033 242,904 243,935 244,482 09 - DATA PROCESSING EXPENDITURES 252,042 261,033 242,904 243,935 244,482 10 - INDEPENDENT AUDIT TOTAL OPERATING COSTS 13,647 14,433 12,996 13,900 12,290 10 - INDEPENDENT AUDIT EXPENDITURES 13,647 14,433 12,996 13,900 12,290 14 - LEGAL SERVICES TOTAL PERSONNEL SERVICES 0 0 0 14 - LEGAL SERVICES TOTAL OPERATING COSTS 518,521 503,924 521,498 532,990 533,530 14 - LEGAL SERVICES EXPENDITURES 518,521 503,924 521,498 532,990 533,530 15 - COMMUNITY DEVELOPMENT TOTAL PERSONNEL SERVICES 515,665 593,484 618,669 628,950 650,765 15 - COMMUNITY DEVELOPMENT TOTAL OPERATING COSTS 43,643 156,113 96,542 101,875 43,775 15 - COMMUNITY DEVELOPMENT TOTAL OTHER EXPENDITURES 550 600 622 600 15 - COMMUNITY DEVELOPMENT TOTAL CAPITAL OUTLAY 0 0 0 0 0 15 - COMMUNITY DEVELOPMENT EXPENDITURES 559,858 750,198 715,833 730,825 695,140 16 - GENERAL GOVERNMENT BUILDINGS TOTAL PERSONNEL SERVICES 190,355 180,144 185,340 183,270 194,300 16 - GENERAL GOVERNMENT BUILDINGS TOTAL OPERATING COSTS 161,837 190,497 191,102 187,750 182,621 16 - GENERAL GOVERNMENT BUILDINGS TOTAL OTHER EXPENDITURES -21 -6 1,762 16 - GENERAL GOVERNMENT BUILDINGS TOTAL EXPENDITURES 3,200 2,571 691 2,700 100 16 - GENERAL GOVERNMENT BUILDINGS TOTAL CAPITAL OUTLAY 81,391 53,965 6,763 2,620 2,620 16 - GENERAL GOVERNMENT BUILDINGS EXPENDITURES 436,762 427,171 385,658 376,340 379,641 20 - POLICE TOTAL PERSONNEL SERVICES 7,209,491 7,338,853 7,650,711 7,740,480 7,954,975 20 - POLICE TOTAL OPERATING COSTS 1,264,261 1,342,788 1,491,049 1,458,885 1,538,643 20 - POLICE TOTAL OTHER EXPENDITURES 34,396 28,051 28,253 33,500 30,000 20 - POLICE TOTAL EXPENDITURES 0 0 0 20 - POLICE TOTAL CAPITAL OUTLAY 205,428 273,331 241,130 217,870 238,220 20 - POLICE EXPENDITURES 8,713,576 8,983,024 9,411,143 9,450,735 9,761,838 21 - CIVIL DEFENSE TOTAL PERSONNEL SERVICES 0 0 21 - CIVIL DEFENSE TOTAL OPERATING COSTS 16,849 17,457 16,529 20,185 19,185 21 - CIVIL DEFENSE TOTAL OTHER EXPENDITURES -17 -12 0 21 - CIVIL DEFENSE TOTAL CAPITAL OUTLAY 0 0 0 0 0 21 - CIVIL DEFENSE EXPENDITURES 16,832 17,445 16,529 20,185 19,185 22 - COMM SERV OFFIC (CSO) TOTAL PERSONNEL SERVICES 71,031 74,898 94,247 91,575 94,375 22 - COMM SERV OFFIC (CSO) TOTAL OPERATING COSTS 11,135 10,138 11,630 14,775 14,625 22 - COMM SERV OFFIC (CSO) TOTAL OTHER EXPENDITURES 0 -15 -11 22 - COMM SERV OFFIC (CSO) EXPENDITURES 82,165 85,021 105,866 106,350 109,000 26 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY EXPENSES BY DEPARTMENT AND TYPE Department Object Account 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 01 - MAYOR & CITY COUNCIL TOTAL PERSONNEL SERVICES 127,220 127,220 133,705 133,705 01 - MAYOR & CITY COUNCIL TOTAL OPERATING COSTS 31,635 31,635 31,635 31,635 01 - MAYOR & CITY COUNCIL TOTAL OTHER EXPENDITURES 01 - MAYOR & CITY COUNCIL EXPENDITURES 158,855 158,855 165,340 165,340 02 - ADMINISTRATION TOTAL PERSONNEL SERVICES 556,535 556,535 618,190 618,190 02 - ADMINISTRATION TOTAL OPERATING COSTS 17,065 17,065 17,065 17,065 02 - ADMINISTRATION TOTAL OTHER EXPENDITURES 02 - ADMINISTRATION EXPENDITURES 573,600 573,600 635,255 635,255 03 - CITY CLERK/ELECTIONS TOTAL PERSONNEL SERVICES 404,815 404,815 238,480 238,480 03 - CITY CLERK/ELECTIONS TOTAL OPERATING COSTS 98,787 98,383 97,006 96,600 03 - CITY CLERK/ELECTIONS TOTAL OTHER EXPENDITURES 3,600 3,600 0 0 03 - CITY CLERK/ELECTIONS TOTAL CAPITAL OUTLAY 03 - CITY CLERK/ELECTIONS EXPENDITURES 507,202 506,798 335,486 335,080 04 - HUMAN RESOURCES/FRONT DESK TOTAL PERSONNEL SERVICES 559,905 559,905 579,880 579,880 04 - HUMAN RESOURCES/FRONT DESK TOTAL OPERATING COSTS 47,845 47,845 48,245 48,245 04 - HUMAN RESOURCES/FRONT DESK TOTAL OTHER EXPENDITURES 32,200 32,200 32,700 32,700 04 - HUMAN RESOURCES/FRONT DESK TOTAL CAPITAL OUTLAY 0 0 04 - HUMAN RESOURCES/FRONT DESK EXPENDITURES 639,950 639,950 660,825 660,825 05 - INFORMATION TECHNOLOGY TOTAL PERSONNEL SERVICES 607,710 607,710 641,020 641,020 05 - INFORMATION TECHNOLOGY TOTAL OPERATING COSTS 328,315 315,315 280,215 277,215 05 - INFORMATION TECHNOLOGY TOTAL OTHER EXPENDITURES 9,050 9,050 9,050 9,050 05 - INFORMATION TECHNOLOGY TOTAL CAPITAL OUTLAY 152,500 134,000 193,500 190,000 05 - INFORMATION TECHNOLOGY EXPENDITURES 1,097,575 1,066,075 1,123,785 1,117,285 06 - CODE ENFORCEMENT TOTAL PERSONNEL SERVICES 305,640 305,640 322,840 322,840 06 - CODE ENFORCEMENT TOTAL OPERATING COSTS 15,160 15,160 15,160 15,160 06 - CODE ENFORCEMENT TOTAL OTHER EXPENDITURES 06 - CODE ENFORCEMENT TOTAL CAPITAL OUTLAY 2,540 2,540 2,540 2,540 06 - CODE ENFORCEMENT TOTAL DEBT SERVICE 06 - CODE ENFORCEMENT EXPENDITURES 323,340 323,340 340,540 340,540 08 - FINANCE TOTAL PERSONNEL SERVICES 652,445 652,445 678,120 678,120 08 - FINANCE TOTAL OPERATING COSTS 58,815 52,615 53,935 47,935 08 - FINANCE TOTAL OTHER EXPENDITURES 5,290 5,290 5,290 5,290 08 - FINANCE TOTAL EXPENDITURES 08 - FINANCE TOTAL CAPITAL OUTLAY 0 0 08 - FINANCE EXPENDITURES 716,550 710,350 737,345 731,345 09 - DATA PROCESSING TOTAL OPERATING COSTS 09 - DATA PROCESSING TOTAL OTHER EXPENDITURES 255,800 255,800 269,000 269,000 09 - DATA PROCESSING EXPENDITURES 255,800 255,800 269,000 269,000 10 - INDEPENDENT AUDIT TOTAL OPERATING COSTS 12,740 12,740 12,900 12,900 10 - INDEPENDENT AUDIT EXPENDITURES 12,740 12,740 12,900 12,900 14 - LEGAL SERVICES TOTAL PERSONNEL SERVICES 14 - LEGAL SERVICES TOTAL OPERATING COSTS 549,630 549,630 565,470 565,470 14 - LEGAL SERVICES EXPENDITURES 549,630 549,630 565,470 565,470 15 - COMMUNITY DEVELOPMENT TOTAL PERSONNEL SERVICES 678,940 678,940 707,140 707,140 15 - COMMUNITY DEVELOPMENT TOTAL OPERATING COSTS 43,775 43,350 43,775 43,350 15 - COMMUNITY DEVELOPMENT TOTAL OTHER EXPENDITURES 600 600 600 600 15 - COMMUNITY DEVELOPMENT TOTAL CAPITAL OUTLAY 15 - COMMUNITY DEVELOPMENT EXPENDITURES 723,315 722,890 751,515 751,090 16 - GENERAL GOVERNMENT BUILDINGS TOTAL PERSONNEL SERVICES 201,065 201,065 208,200 208,200 16 - GENERAL GOVERNMENT BUILDINGS TOTAL OPERATING COSTS 185,480 184,005 187,030 185,555 16 - GENERAL GOVERNMENT BUILDINGS TOTAL OTHER EXPENDITURES 16 - GENERAL GOVERNMENT BUILDINGS TOTAL EXPENDITURES 0 0 16 - GENERAL GOVERNMENT BUILDINGS TOTAL CAPITAL OUTLAY 2,620 2,620 2,620 2,620 16 - GENERAL GOVERNMENT BUILDINGS EXPENDITURES 389,165 387,690 397,850 396,375 20 - POLICE TOTAL PERSONNEL SERVICES 8,381,085 8,483,085 8,767,320 8,872,380 20 - POLICE TOTAL OPERATING COSTS 1,594,645 1,591,645 1,618,497 1,618,497 20 - POLICE TOTAL OTHER EXPENDITURES 44,250 30,000 30,000 30,000 20 - POLICE TOTAL EXPENDITURES 20 - POLICE TOTAL CAPITAL OUTLAY 262,000 262,000 288,200 288,200 20 - POLICE EXPENDITURES 10,281,980 10,366,730 10,704,017 10,809,077 21 - CIVIL DEFENSE TOTAL PERSONNEL SERVICES 21 - CIVIL DEFENSE TOTAL OPERATING COSTS 19,775 19,775 21,835 21,835 21 - CIVIL DEFENSE TOTAL OTHER EXPENDITURES 21 - CIVIL DEFENSE TOTAL CAPITAL OUTLAY 21 - CIVIL DEFENSE EXPENDITURES 19,775 19,775 21,835 21,835 22 - COMM SERV OFFIC (CSO) TOTAL PERSONNEL SERVICES 95,260 95,260 101,100 101,100 22 - COMM SERV OFFIC (CSO) TOTAL OPERATING COSTS 14,875 14,875 14,875 14,875 22 - COMM SERV OFFIC (CSO) TOTAL OTHER EXPENDITURES 22 - COMM SERV OFFIC (CSO) EXPENDITURES 110,135 110,135 115,975 115,975 27 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY EXPENSES BY DEPARTMENT AND TYPE Department Object Account 2016 Actual 2017 Actual 2018 Actual 2018 Council Adopted Original 2019 Council Approved Original 23 - FIRE TOTAL PERSONNEL SERVICES 1,010,553 1,058,171 1,191,570 1,179,920 1,253,060 23 - FIRE TOTAL OPERATING COSTS 382,049 363,537 494,066 421,260 370,582 23 - FIRE TOTAL OTHER EXPENDITURES 2,999 2,815 3,626 2,950 2,950 23 - FIRE TOTAL CAPITAL OUTLAY 286,300 292,100 335,782 326,500 337,050 23 - FIRE EXPENDITURES 1,681,901 1,716,624 2,025,043 1,930,630 1,963,642 27 - PW ENGINEERING TOTAL PERSONNEL SERVICES 472,612 523,236 552,176 689,425 697,610 27 - PW ENGINEERING TOTAL OPERATING COSTS 34,455 119,174 142,186 159,480 132,030 27 - PW ENGINEERING TOTAL OTHER EXPENDITURES -360 -3 0 0 27 - PW ENGINEERING TOTAL CAPITAL OUTLAY 4,760 15,311 10,250 10,250 10,250 27 - PW ENGINEERING EXPENDITURES 511,827 657,361 704,610 859,155 839,890 28 - BUILDING INSPECTIONS TOTAL PERSONNEL SERVICES 636,988 691,788 691,213 757,865 785,835 28 - BUILDING INSPECTIONS TOTAL OPERATING COSTS 117,558 212,387 195,258 155,865 143,705 28 - BUILDING INSPECTIONS TOTAL OTHER EXPENDITURES 14,358 90,916 68,057 58,380 58,650 28 - BUILDING INSPECTIONS TOTAL EXPENDITURES 0 0 0 28 - BUILDING INSPECTIONS TOTAL CAPITAL OUTLAY 10,956 95,085 66,100 43,300 16,100 28 - BUILDING INSPECTIONS EXPENDITURES 779,860 1,090,176 1,020,628 1,015,410 1,004,290 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL PERSONNEL SERVICES 400,845 418,082 442,164 453,140 489,185 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL OPERATING COSTS 44,401 49,305 81,582 117,200 105,015 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL OTHER EXPENDITURES 5,238 4,325 5,959 3,215 3,695 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL CAPITAL OUTLAY 4,450 4,450 4,450 4,450 9,500 29 - PUBLIC WORKS ADMIN/NATURAL RES EXPENDITURES 454,934 476,162 534,155 578,005 607,395 30 - CMF-FLEET & BUILDINGS TOTAL PERSONNEL SERVICES 458,600 470,059 476,388 498,045 589,420 30 - CMF-FLEET & BUILDINGS TOTAL OPERATING COSTS 124,328 137,968 169,166 142,205 166,945 30 - CMF-FLEET & BUILDINGS TOTAL OTHER EXPENDITURES 6,684 7,025 5,566 7,660 7,260 30 - CMF-FLEET & BUILDINGS TOTAL EXPENDITURES 2,854 2,457 1,182 0 0 30 - CMF-FLEET & BUILDINGS TOTAL CAPITAL OUTLAY 5,400 16,122 14,101 2,850 2,850 30 - CMF-FLEET & BUILDINGS EXPENDITURES 597,866 633,632 666,402 650,760 766,475 31 - STREET MAINTENANCE TOTAL PERSONNEL SERVICES 1,238,401 1,273,104 1,283,259 1,424,815 1,522,365 31 - STREET MAINTENANCE TOTAL OPERATING COSTS 415,169 428,899 415,977 463,795 457,668 31 - STREET MAINTENANCE TOTAL OTHER EXPENDITURES -26 -64 -22 3,775 500 31 - STREET MAINTENANCE TOTAL CAPITAL OUTLAY 16,853 112,390 232,584 203,000 202,000 31 - STREET MAINTENANCE EXPENDITURES 1,670,397 1,814,329 1,931,798 2,095,385 2,182,533 32 - SNOW & ICE REMOVAL TOTAL PERSONNEL SERVICES 129,305 63,537 211,140 147,455 152,480 32 - SNOW & ICE REMOVAL TOTAL OPERATING COSTS 178,578 189,276 226,233 223,575 247,360 32 - SNOW & ICE REMOVAL TOTAL OTHER EXPENDITURES 0 0 -1 32 - SNOW & ICE REMOVAL TOTAL CAPITAL OUTLAY 32 - SNOW & ICE REMOVAL EXPENDITURES 307,883 252,813 437,371 371,030 399,840 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL PERSONNEL SERVICES 80,020 82,431 83,599 79,705 82,630 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL OPERATING COSTS 102,506 124,223 124,339 145,635 141,425 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL OTHER EXPENDITURES 171 95 -9 0 0 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL CAPITAL OUTLAY 0 0 15,844 20,000 0 33 - TRAFFIC SIGNS/SIGNALS/MARKERS EXPENDITURES 182,697 206,749 223,774 245,340 224,055 37 - PARK/RECREATION ADMINISTRATION TOTAL PERSONNEL SERVICES 710,551 774,568 800,628 807,830 838,110 37 - PARK/RECREATION ADMINISTRATION TOTAL OPERATING COSTS 91,792 77,833 74,994 85,250 101,250 37 - PARK/RECREATION ADMINISTRATION TOTAL OTHER EXPENDITURES 67,123 68,108 68,980 62,800 62,800 37 - PARK/RECREATION ADMINISTRATION TOTAL EXPENDITURES 0 0 0 0 0 37 - PARK/RECREATION ADMINISTRATION TOTAL CAPITAL OUTLAY 0 0 37 - PARK/RECREATION ADMINISTRATION EXPENDITURES 869,466 920,510 944,602 955,880 1,002,160 38 - PARK MAINTENANCE TOTAL PERSONNEL SERVICES 1,674,657 1,685,852 1,691,478 1,781,995 1,785,315 38 - PARK MAINTENANCE TOTAL OPERATING COSTS 770,480 776,531 787,681 830,700 882,100 38 - PARK MAINTENANCE TOTAL OTHER EXPENDITURES 55,733 59,351 66,905 57,550 61,000 38 - PARK MAINTENANCE TOTAL DEPRECIATION 0 0 0 38 - PARK MAINTENANCE TOTAL CAPITAL OUTLAY 212,122 227,289 262,052 272,500 276,780 38 - PARK MAINTENANCE EXPENDITURES 2,712,993 2,749,024 2,808,116 2,942,745 3,005,195 39 - RECREATION PROGRAMS TOTAL PERSONNEL SERVICES 141,001 132,783 115,279 150,930 128,250 39 - RECREATION PROGRAMS TOTAL OPERATING COSTS 29,962 30,394 24,985 25,250 23,645 39 - RECREATION PROGRAMS TOTAL OTHER EXPENDITURES 5,548 3,609 3,411 10,800 11,500 39 - RECREATION PROGRAMS TOTAL EXPENDITURES 0 0 0 39 - RECREATION PROGRAMS TOTAL EXPENDITURES 361 637 783 0 0 39 - RECREATION PROGRAMS TOTAL CAPITAL OUTLAY 0 0 39 - RECREATION PROGRAMS EXPENDITURES 176,871 167,423 144,458 186,980 163,395 40 - REDWOOD POOL TOTAL PERSONNEL SERVICES 71,636 62,641 66,971 64,095 65,270 40 - REDWOOD POOL TOTAL OPERATING COSTS 28,469 25,419 31,230 35,575 53,100 40 - REDWOOD POOL TOTAL OTHER EXPENDITURES 905 1,701 1,334 1,000 1,100 40 - REDWOOD POOL TOTAL EXPENDITURES 0 0 0 0 0 40 - REDWOOD POOL TOTAL EXPENDITURES 3,460 3,071 3,018 4,000 4,000 40 - REDWOOD POOL TOTAL CAPITAL OUTLAY 0 7,877 7,253 0 50,000 40 - REDWOOD POOL EXPENDITURES 104,470 100,709 109,805 104,670 173,470 28 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY EXPENSES BY DEPARTMENT AND TYPE Department Object Account 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 23 - FIRE TOTAL PERSONNEL SERVICES 1,275,575 1,275,575 1,334,415 1,334,415 23 - FIRE TOTAL OPERATING COSTS 364,298 363,548 395,629 394,879 23 - FIRE TOTAL OTHER EXPENDITURES 3,600 3,600 3,650 3,650 23 - FIRE TOTAL CAPITAL OUTLAY 388,400 388,400 407,800 407,800 23 - FIRE EXPENDITURES 2,031,873 2,031,123 2,141,494 2,140,744 27 - PW ENGINEERING TOTAL PERSONNEL SERVICES 730,905 730,905 767,505 767,505 27 - PW ENGINEERING TOTAL OPERATING COSTS 174,810 155,910 184,570 182,570 27 - PW ENGINEERING TOTAL OTHER EXPENDITURES 27 - PW ENGINEERING TOTAL CAPITAL OUTLAY 10,510 10,510 0 10,770 27 - PW ENGINEERING EXPENDITURES 916,225 897,325 952,075 960,845 28 - BUILDING INSPECTIONS TOTAL PERSONNEL SERVICES 824,735 794,735 826,525 826,525 28 - BUILDING INSPECTIONS TOTAL OPERATING COSTS 133,530 133,530 123,665 123,665 28 - BUILDING INSPECTIONS TOTAL OTHER EXPENDITURES 68,745 68,745 71,250 71,250 28 - BUILDING INSPECTIONS TOTAL EXPENDITURES 28 - BUILDING INSPECTIONS TOTAL CAPITAL OUTLAY 12,980 12,980 0 13,370 28 - BUILDING INSPECTIONS EXPENDITURES 1,039,990 1,009,990 1,021,440 1,034,810 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL PERSONNEL SERVICES 518,770 518,770 538,745 538,745 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL OPERATING COSTS 224,680 199,380 276,245 250,945 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL OTHER EXPENDITURES 3,595 3,595 3,775 3,775 29 - PUBLIC WORKS ADMIN/NATURAL RES TOTAL CAPITAL OUTLAY 2,000 2,000 2,050 2,050 29 - PUBLIC WORKS ADMIN/NATURAL RES EXPENDITURES 749,045 723,745 820,815 795,515 30 - CMF-FLEET & BUILDINGS TOTAL PERSONNEL SERVICES 619,580 619,580 651,045 651,045 30 - CMF-FLEET & BUILDINGS TOTAL OPERATING COSTS 181,390 175,165 197,790 191,640 30 - CMF-FLEET & BUILDINGS TOTAL OTHER EXPENDITURES 7,440 7,440 7,540 7,540 30 - CMF-FLEET & BUILDINGS TOTAL EXPENDITURES 30 - CMF-FLEET & BUILDINGS TOTAL CAPITAL OUTLAY 22,700 5,700 10,800 5,800 30 - CMF-FLEET & BUILDINGS EXPENDITURES 831,110 807,885 867,175 856,025 31 - STREET MAINTENANCE TOTAL PERSONNEL SERVICES 1,674,125 1,599,125 1,825,880 1,787,130 31 - STREET MAINTENANCE TOTAL OPERATING COSTS 591,180 516,110 608,790 539,800 31 - STREET MAINTENANCE TOTAL OTHER EXPENDITURES 515 515 530 530 31 - STREET MAINTENANCE TOTAL CAPITAL OUTLAY 235,370 229,370 38,000 378,400 31 - STREET MAINTENANCE EXPENDITURES 2,501,190 2,345,120 2,473,200 2,705,860 32 - SNOW & ICE REMOVAL TOTAL PERSONNEL SERVICES 151,855 151,855 162,140 162,140 32 - SNOW & ICE REMOVAL TOTAL OPERATING COSTS 278,469 278,469 266,225 266,225 32 - SNOW & ICE REMOVAL TOTAL OTHER EXPENDITURES 32 - SNOW & ICE REMOVAL TOTAL CAPITAL OUTLAY 0 0 32 - SNOW & ICE REMOVAL EXPENDITURES 430,324 430,324 428,365 428,365 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL PERSONNEL SERVICES 85,935 85,935 88,760 88,760 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL OPERATING COSTS 144,225 140,010 147,990 140,940 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL OTHER EXPENDITURES 33 - TRAFFIC SIGNS/SIGNALS/MARKERS TOTAL CAPITAL OUTLAY 9,000 0 33 - TRAFFIC SIGNS/SIGNALS/MARKERS EXPENDITURES 239,160 225,945 236,750 229,700 37 - PARK/RECREATION ADMINISTRATION TOTAL PERSONNEL SERVICES 868,845 868,845 899,405 899,405 37 - PARK/RECREATION ADMINISTRATION TOTAL OPERATING COSTS 94,250 92,550 97,750 96,050 37 - PARK/RECREATION ADMINISTRATION TOTAL OTHER EXPENDITURES 64,300 64,300 64,300 64,300 37 - PARK/RECREATION ADMINISTRATION TOTAL EXPENDITURES 37 - PARK/RECREATION ADMINISTRATION TOTAL CAPITAL OUTLAY 37 - PARK/RECREATION ADMINISTRATION EXPENDITURES 1,027,395 1,025,695 1,061,455 1,059,755 38 - PARK MAINTENANCE TOTAL PERSONNEL SERVICES 1,891,690 1,866,690 1,989,495 1,969,495 38 - PARK MAINTENANCE TOTAL OPERATING COSTS 859,100 846,300 859,600 817,100 38 - PARK MAINTENANCE TOTAL OTHER EXPENDITURES 62,000 62,000 64,000 64,000 38 - PARK MAINTENANCE TOTAL DEPRECIATION 38 - PARK MAINTENANCE TOTAL CAPITAL OUTLAY 236,700 236,700 270,620 270,620 38 - PARK MAINTENANCE EXPENDITURES 3,049,490 3,011,690 3,183,715 3,121,215 39 - RECREATION PROGRAMS TOTAL PERSONNEL SERVICES 122,480 122,480 125,035 125,035 39 - RECREATION PROGRAMS TOTAL OPERATING COSTS 30,245 28,920 30,320 29,220 39 - RECREATION PROGRAMS TOTAL OTHER EXPENDITURES 12,700 7,700 12,700 7,700 39 - RECREATION PROGRAMS TOTAL EXPENDITURES 39 - RECREATION PROGRAMS TOTAL EXPENDITURES 39 - RECREATION PROGRAMS TOTAL CAPITAL OUTLAY 0 0 39 - RECREATION PROGRAMS EXPENDITURES 165,425 159,100 168,055 161,955 40 - REDWOOD POOL TOTAL PERSONNEL SERVICES 65,565 65,565 66,825 66,825 40 - REDWOOD POOL TOTAL OPERATING COSTS 37,200 37,200 40,850 39,850 40 - REDWOOD POOL TOTAL OTHER EXPENDITURES 1,100 1,100 1,500 1,500 40 - REDWOOD POOL TOTAL EXPENDITURES 40 - REDWOOD POOL TOTAL EXPENDITURES 4,000 4,000 4,000 4,000 40 - REDWOOD POOL TOTAL CAPITAL OUTLAY 5,000 5,000 40 - REDWOOD POOL EXPENDITURES 112,865 112,865 113,175 112,175 29 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY EXPENSES BY DEPARTMENT AND TYPE Department Object Account 2016 Actual 2017 Actual 2018 Actual 2018 Council Adopted Original 2019 Council Approved Original 41 - RECREATION SELF-SUPPORTED PROG TOTAL PERSONNEL SERVICES 73,892 60,806 54,795 66,215 65,800 41 - RECREATION SELF-SUPPORTED PROG TOTAL OPERATING COSTS 124,444 120,795 131,033 120,960 123,120 41 - RECREATION SELF-SUPPORTED PROG TOTAL OTHER EXPENDITURES 4,101 6,479 6,059 8,250 7,400 41 - RECREATION SELF-SUPPORTED PROG TOTAL EXPENDITURES 3,875 2,978 4,866 5,500 4,500 41 - RECREATION SELF-SUPPORTED PROG EXPENDITURES 206,311 191,057 196,754 200,925 200,820 42 - AV COMMUNITY CENTER TOTAL PERSONNEL SERVICES 193,230 202,511 194,641 194,695 200,315 42 - AV COMMUNITY CENTER TOTAL OPERATING COSTS 88,856 105,089 87,235 92,550 105,650 42 - AV COMMUNITY CENTER TOTAL OTHER EXPENDITURES 3,258 3,974 4,897 5,100 4,000 42 - AV COMMUNITY CENTER TOTAL EXPENDITURES 0 0 0 42 - AV COMMUNITY CENTER TOTAL EXPENDITURES 71 42 - AV COMMUNITY CENTER TOTAL CAPITAL OUTLAY 102,443 125,740 0 0 0 42 - AV COMMUNITY CENTER EXPENDITURES 387,787 437,314 286,843 292,345 309,965 43 - CABLE TV TOTAL PERSONNEL SERVICES 0 0 0 43 - CABLE TV TOTAL OPERATING COSTS 0 0 0 0 0 43 - CABLE TV TOTAL OTHER EXPENDITURES 0 0 0 0 0 43 - CABLE TV TOTAL CAPITAL OUTLAY 0 0 0 0 0 43 - CABLE TV TOTAL TRANSFERS 0 0 0 0 0 43 - CABLE TV EXPENDITURES 0 0 0 0 0 44 - AQUATIC SWIM CENTER TOTAL PERSONNEL SERVICES 326,129 331,291 345,280 322,150 323,295 44 - AQUATIC SWIM CENTER TOTAL OPERATING COSTS 235,556 271,656 205,702 234,550 243,275 44 - AQUATIC SWIM CENTER TOTAL OTHER EXPENDITURES 11,863 10,016 9,007 6,900 6,750 44 - AQUATIC SWIM CENTER TOTAL EXPENDITURES 0 0 0 0 0 44 - AQUATIC SWIM CENTER TOTAL EXPENDITURES 56,040 48,778 53,575 59,000 60,000 44 - AQUATIC SWIM CENTER TOTAL CAPITAL OUTLAY 0 26,494 6,153 20,000 235,000 44 - AQUATIC SWIM CENTER EXPENDITURES 629,588 688,235 619,716 642,600 868,320 45 - APPLE VALLEY SENIOR CENTER TOTAL PERSONNEL SERVICES 300,951 300,360 308,997 314,805 316,600 45 - APPLE VALLEY SENIOR CENTER TOTAL OPERATING COSTS 67,318 70,815 72,065 69,050 71,310 45 - APPLE VALLEY SENIOR CENTER TOTAL OTHER EXPENDITURES 124 670 126 800 800 45 - APPLE VALLEY SENIOR CENTER TOTAL EXPENDITURES 0 0 0 0 0 45 - APPLE VALLEY SENIOR CENTER TOTAL CAPITAL OUTLAY 3,113 38,930 18,755 15,000 27,000 45 - APPLE VALLEY SENIOR CENTER EXPENDITURES 371,505 410,775 399,943 399,655 415,710 47 - INSURANCE TOTAL PERSONNEL SERVICES 11,366 11,976 2,749 6,200 12,000 47 - INSURANCE TOTAL OPERATING COSTS 125 47 - INSURANCE TOTAL OTHER EXPENDITURES 288,000 303,000 313,150 313,150 313,150 47 - INSURANCE EXPENDITURES 299,366 314,976 316,024 319,350 325,150 48 - CONTINGENCY & TRANSFERS TOTAL PERSONNEL SERVICES 180 0 48 - CONTINGENCY & TRANSFERS TOTAL OPERATING COSTS 21,471 18,976 0 48 - CONTINGENCY & TRANSFERS TOTAL OTHER EXPENDITURES 0 0 0 99,645 164,420 48 - CONTINGENCY & TRANSFERS TOTAL TRANSFERS 4,849,700 5,509,100 4,963,000 3,798,000 3,623,000 48 - CONTINGENCY & TRANSFERS EXPENDITURES 4,871,171 5,528,255 4,963,000 3,897,645 3,787,420 76 - FIRE RELIEF TOTAL PERSONNEL SERVICES 0 0 76 - FIRE RELIEF TOTAL OPERATING COSTS 1,609 750 740 2,200 1,000 76 - FIRE RELIEF TOTAL OTHER EXPENDITURES 541,408 526,781 551,681 537,930 542,223 76 - FIRE RELIEF EXPENDITURES 543,017 527,531 552,421 540,130 543,223 Grand Total 30,835,920 32,783,462 33,629,053 33,156,255 34,029,360 30 CITY OF APPLE VALLEY 2020-2021 GENERAL FUND SUMMARY EXPENSES BY DEPARTMENT AND TYPE Department Object Account 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 41 - RECREATION SELF-SUPPORTED PROG TOTAL PERSONNEL SERVICES 56,040 56,040 57,275 57,275 41 - RECREATION SELF-SUPPORTED PROG TOTAL OPERATING COSTS 133,295 128,795 139,020 134,520 41 - RECREATION SELF-SUPPORTED PROG TOTAL OTHER EXPENDITURES 7,400 7,400 7,300 7,300 41 - RECREATION SELF-SUPPORTED PROG TOTAL EXPENDITURES 4,500 4,500 4,500 4,500 41 - RECREATION SELF-SUPPORTED PROG EXPENDITURES 201,235 196,735 208,095 203,595 42 - AV COMMUNITY CENTER TOTAL PERSONNEL SERVICES 205,210 205,210 209,590 209,590 42 - AV COMMUNITY CENTER TOTAL OPERATING COSTS 108,200 108,200 125,050 125,050 42 - AV COMMUNITY CENTER TOTAL OTHER EXPENDITURES 4,000 4,000 4,000 4,000 42 - AV COMMUNITY CENTER TOTAL EXPENDITURES 42 - AV COMMUNITY CENTER TOTAL EXPENDITURES 42 - AV COMMUNITY CENTER TOTAL CAPITAL OUTLAY 16,000 6,000 42 - AV COMMUNITY CENTER EXPENDITURES 333,410 323,410 338,640 338,640 43 - CABLE TV TOTAL PERSONNEL SERVICES 43 - CABLE TV TOTAL OPERATING COSTS 43 - CABLE TV TOTAL OTHER EXPENDITURES 43 - CABLE TV TOTAL CAPITAL OUTLAY 43 - CABLE TV TOTAL TRANSFERS 43 - CABLE TV EXPENDITURES 44 - AQUATIC SWIM CENTER TOTAL PERSONNEL SERVICES 332,320 332,320 336,340 336,340 44 - AQUATIC SWIM CENTER TOTAL OPERATING COSTS 233,075 233,075 235,300 235,300 44 - AQUATIC SWIM CENTER TOTAL OTHER EXPENDITURES 6,750 6,750 8,500 8,500 44 - AQUATIC SWIM CENTER TOTAL EXPENDITURES 44 - AQUATIC SWIM CENTER TOTAL EXPENDITURES 60,000 60,000 60,000 60,000 44 - AQUATIC SWIM CENTER TOTAL CAPITAL OUTLAY 0 0 44 - AQUATIC SWIM CENTER EXPENDITURES 632,145 632,145 640,140 640,140 45 - APPLE VALLEY SENIOR CENTER TOTAL PERSONNEL SERVICES 319,400 319,400 336,850 336,850 45 - APPLE VALLEY SENIOR CENTER TOTAL OPERATING COSTS 83,560 63,560 98,910 98,910 45 - APPLE VALLEY SENIOR CENTER TOTAL OTHER EXPENDITURES 800 800 800 800 45 - APPLE VALLEY SENIOR CENTER TOTAL EXPENDITURES 45 - APPLE VALLEY SENIOR CENTER TOTAL CAPITAL OUTLAY 20,000 20,000 45 - APPLE VALLEY SENIOR CENTER EXPENDITURES 423,760 403,760 436,560 436,560 47 - INSURANCE TOTAL PERSONNEL SERVICES 12,000 12,000 12,000 12,000 47 - INSURANCE TOTAL OPERATING COSTS 47 - INSURANCE TOTAL OTHER EXPENDITURES 322,500 312,500 335,000 325,000 47 - INSURANCE EXPENDITURES 334,500 324,500 347,000 337,000 48 - CONTINGENCY & TRANSFERS TOTAL PERSONNEL SERVICES 48 - CONTINGENCY & TRANSFERS TOTAL OPERATING COSTS 48 - CONTINGENCY & TRANSFERS TOTAL OTHER EXPENDITURES 50,490 40,490 50,490 40,490 48 - CONTINGENCY & TRANSFERS TOTAL TRANSFERS 3,732,000 3,732,000 3,862,000 3,862,000 48 - CONTINGENCY & TRANSFERS EXPENDITURES 3,782,490 3,772,490 3,912,490 3,902,490 76 - FIRE RELIEF TOTAL PERSONNEL SERVICES 76 - FIRE RELIEF TOTAL OPERATING COSTS 1,000 1,000 1,000 1,000 76 - FIRE RELIEF TOTAL OTHER EXPENDITURES 546,500 546,500 560,000 560,000 76 - FIRE RELIEF EXPENDITURES 547,500 547,500 561,000 561,000 Grand Total 35,708,744 35,385,705 36,748,777 36,953,781 31 Notes: 32 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 01 1005 Mayor & City Council DESCRIPTION OF ACTIVITY Mayor and Council reflects the expenses required to operate and maintain the Apple Valley City Council function. The Council is the policy-making body that governs the City and determines the scope of services provided by the City and the price of services to residents and service users. The individual members also represent the City on various joint powers boards and organizations including but not limited to: the League of Minnesota Cities, the National League of Cities, Metro Cities, the Municipal Legislative Commission, Metropolitan Airports Commission Noise Oversight Committee, Minnesota Valley Transit Authority, Dakota Communications Center Board, ALF Ambulance, Metropolitan Council Livable Communities Advisory Committee, Minnesota Mayors Association, and Apple Valley Fire Relief Association. MAJOR OBJECTIVES FOR 2020 and 2021 The councilmembers covered under this company consider policy issues throughout the year and provide direction to staff. The Council meets regularly twice per month with special meetings called as needed. 1.Provide policy directives for various issues pertaining to the governance of the City and its residents. 2.Determine appropriate services and taxation levels for each year’s budgets. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Residents represented 51,338 52,361 Tbd Tbd Tbd Tbd City Market Value (in 1000’s) 4,694,056 4,890,750 5,280,179 5,781,638 6,184,821 Tbd Gen Fund Budget overseen 30,283,220 31,504,315 33,156,255 33,796,940 35,236,285 35,236,285 Total All Budgeted Funds $72 million $73 million $84 million $84 million $89 million $89 million Moody’s Bond Rating Aaa Aaa Aaa Aaa Aaa Aaa Standard & Poor’s Bond Rating AAA AAA AAA AAA AAA AAA Parcels within the City 18,015 18,012 18,232 18,293 18,321 Tbd # Residential parcels 17,517 17,531 17,750 17,811 17,839 Tbd # Homesteaded parcels 15,221 14,760 15,417 15,199 15,303 Tbd Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Councilmember 5 5 5 5 5 5 33 Summary Budget Department 01 Mayor & Council 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 45,804 46,849 48,027 49,695 49,365 53,755 55,280 Emp. Benefits 70,854 68,716 71,450 76,270 73,135 73,465 78,425 Supplies 598 966 744 655 725 725 725 Contractual Serv.743 3,080 2,922 3,120 3,120 3,120 3,120 Training/Travel/Dues 15,499 18,338 19,276 27,635 27,790 27,790 27,790 Other Exp.- 150 188 - - - Capital outlay - - - - - - Total Exp.133,498 138,100 142,606 157,375 154,135 158,855 165,340 Net provision to (use of) general revenues (133,498) (138,099) (142,607) (157,375) (154,135) (158,855) (165,340) 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTLAY None 34 City of Apple Valley Department Expense Summary Budget Years (2020-2021) MAYOR & CITY COUNCIL Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 45,804 46,849 48,027 47,925 23,288 52,275 52,275 53,755 53,755 6123 - SALARY-OTHER 1,440 1,480 1,480 1,525 1,525 6105 - SALARIES AND WAGES 45,804 46,849 48,027 49,365 23,288 53,755 53,755 55,280 55,280 6138 - MEDICARE 545 663 626 715 278 780 780 800 800 6139 - FICA 1,120 1,540 1,392 1,925 568 2,090 2,090 2,150 2,150 6141 - PENSIONS-PERA 2,502 2,560 2,624 2,925 1,272 3,190 3,190 3,280 3,280 6142 - WORKERS COMPENSATION 112 150 162 170 87 210 210 225 225 6145 - MEDICAL INSURANCE 58,106 60,895 66,660 73,800 27,950 73,595 73,595 78,370 78,370 6146 - DENTAL INSURANCE 5,932 6,626 6,860 2,896 6147 - LIFE INSURANCE-BASIC 30 30 30 14 6148 - LIFE INSURANCE-SUPP/DEPEND 2,506 3,042 2,638 1,921 6170 - EMPLOYEE PAID PREMIUMS -6,788 -9,543 -6,400 -3,357 -6,400 -6,400 -6,400 -6,400 6125 - EMPLOYEE BENEFITS 70,854 68,716 71,450 73,135 31,631 73,465 73,465 78,425 78,425 6100 - TOTAL PERSONNEL SERVICES 116,658 115,566 119,476 122,500 54,919 127,220 127,220 133,705 133,705 6210 - OFFICE SUPPLIES 256 251 135 200 119 200 200 200 200 6211 - SMALL TOOLS & EQUIPMENT 87 30 0 0 6229 - GENERAL SUPPLIES 256 685 608 525 362 525 525 525 525 6205 - SUPPLIES 598 966 744 725 481 725 725 725 725 6237 - TELEPHONE/PAGERS 143 3,018 2,922 3,000 1,417 3,000 3,000 3,000 3,000 6239 - PRINTING 600 62 0 120 0 120 120 120 120 6230 - CONTRACTUAL SERVICES 743 3,080 2,922 3,120 1,417 3,120 3,120 3,120 3,120 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 1,441 793 1,569 1,335 972 1,335 1,335 1,335 1,335 6276 - SCHOOLS/CONFERENCES/EXP OTHER 11,607 13,349 13,919 21,500 3,642 21,500 21,500 21,500 21,500 6277 - MILEAGE/AUTO ALLOWANCE 1,421 1,692 1,383 1,600 304 1,600 1,600 1,600 1,600 6278 - SUBSISTENCE ALLOWANCE 750 2,450 2,350 3,250 750 3,250 3,250 3,250 3,250 6280 - DUES & SUBSCRIPTIONS 280 55 55 105 0 105 105 105 105 6270 - TRNG/TRAVL/DUES/UNIF 15,499 18,338 19,276 27,790 5,667 27,790 27,790 27,790 27,790 6200 - TOTAL OPERATING COSTS 16,840 22,384 22,942 31,635 7,565 31,635 31,635 31,635 31,635 6310 - RENTAL EXPENSE 0 150 188 -150 6301 - OTHER EXPENDITURES 0 150 188 -150 6300 - TOTAL OTHER EXPENDITURES 0 150 188 -150 133,498 138,100 142,606 154,135 62,334 158,855 158,855 165,340 165,340 35 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 01: MAYOR & CITY COUNCIL - 1005 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 45,550 47,925 47,925 52,275 52,275 53,755 53,755 6123 Salary - Other 4,145 1,440 1,440 1,480 1,480 1,525 1,525 6138 Medicare 720 715 715 780 780 800 800 6139 FICA 1,935 1,925 1,925 2,090 2,090 2,150 2,150 6141 Pension - PERA 2,950 2,925 2,925 3,190 3,190 3,280 3,280 6142 Work Comp Ins 165 170 170 210 210 225 225 6145 Hospital & Life Insurance 70,500 73,800 73,800 73,595 73,595 78,370 78,370 6170 Employee Paid Premiums - (6,400) (6,400) (6,400) (6,400) (6,400) (6,400) Position Changes - - - - - - - Total 125,965 122,500 122,500 127,220 127,220 133,705 133,705 6210 OFFICE SUPPLIES 145 200 200 200 200 200 200 Total 145 200 200 200 200 200 200 6229 GENERAL SUPPLIES Miscellaneous 385 400 225 400 400 400 400 Council Shirts 125 125 125 125 125 125 125 Total 510 525 350 525 525 525 525 6237 TELEPHONE/PAGERS Mobile Phone 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Total 3,000 3,000 3,000 3,000 3,000 3,000 3,000 6239 PRINTING/PUBLISHING Miscellaneous (Business Cards)120 120 120 120 120 120 120 Total 120 120 120 120 120 120 120 6275 SCHOOL/CONF/EXP - LOCAL Includes LMC, AMM, and 1,000 725 335 725 725 725 725 other General Conference 130 130 130 130 130 130 130 and Workshop Expenses 350 130 200 130 130 130 130 - 350 350 350 350 350 350 Total 1,480 1,335 1,015 1,335 1,335 1,335 1,335 6276 SCHOOL/CONF/EXP - OTHER LMC Annual 3,000 3,000 900 3,000 3,000 3,000 3,000 NLC Spring (DC) 6,000 6,000 4,030 6,000 6,000 6,000 6,000 NLC Fall 10,000 10,000 4,000 10,000 10,000 10,000 10,000 NLC Board / Board Committees 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Mayor's Association 500 500 500 500 500 500 500 Total 21,500 21,500 11,430 21,500 21,500 21,500 21,500 6277 MILEAGE ALLOWANCE Miscellaneous Mileage 1,400 1,600 1,500 1,600 1,600 1,600 1,600 Total 1,400 1,600 1,500 1,600 1,600 1,600 1,600 6278 SUBSISTANCE ALLOWANCE NLC Spring (DC) @ 500 1,500 1,500 1,100 1,500 1,500 1,500 1,500 NLC Fall @ $250 1,000 1,000 1,000 1,000 1,000 1,000 1,000 NLC Board/ Board Committees - 150 150 150 150 150 150 LMC Annual @ $150 600 600 150 600 600 600 600 Other Conferences 50 - - - - - - Total 3,150 3,250 2,400 3,250 3,250 3,250 3,250 6280 DUES & SUBSCRIPTIONS Mayor Association Dues 25 25 25 25 25 25 25 Miscellaneous 80 80 80 80 80 80 80 Total 105 105 105 105 105 105 105 Total Net of Personnel 31,410 31,635 20,120 31,635 31,635 31,635 31,635 TOTAL EXPENSES 157,375$ 154,135$ 142,620$ 158,855$ 158,855$ 165,340$ 165,340$ 36 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 02 1010 Administration DESCRIPTION OF ACTIVITY Administration reflects the expenses involved in the general administration of the City and its services. In addition to the activities involved in serving the City Council to carry out its directives and providing the ultimate supervisory authority for all of the individual departments, the Administration Department also has direct management responsibilities for information technologies, cable television, general City communications functions, budget development and management, capital improvement planning, website management, physical facility planning, energy management, facility security coordination, airport noise complaint coordination, and generally all issues that do not fall directly into individual departments. MAJOR OBJECTIVES FOR 2020 and 2021 1. Develop balanced 2020 budget within financial parameters set by City Council. 2. Administer Council directives for service levels in response to economic conditions. 3. Develop 2020-2024 Capital Improvements Program. 4. Administer Municipal Center Lower Level Finishing project. 5. Continue integration of City website design and utilities into department operations and activities to enhance customer experience with website. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Full-time Employees 187 187 191 191 Gen Fund Budget Managed $30,283,220 $31,504,315 $33,156,255 $33,796,940 $35,236,285 $35,236,285 Total All Budgeted Funds $ 72 million $ 73 million $ 84 million $ 84 million $ 89 million $ 89 million Moody’s Bond Rating Aaa Aaa Aaa Aaa Aaa Aaa Standard & Poor’s Bond Rating AAA AAA AAA AAA AAA AAA Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 City Administrator 1 1 1 1 1 1 Asst. City Administrator 1 1 1 1 1 1 Dept. Specialist 1 1 1 1 1 1 Communication Specialist 1 1 Temporary Status Personnel Schedule Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None 37 Summary Budget Department 02 Administration 2016 Actual 2017 Actual 2018 Actual 2018 Adopted 2019 Proposed 2020 Proposed 2021 Proposed Revenue: Expenditures: Salaries & Wages Emp. Benefits Supplies Contractual Serv. Training/Travel/Dues Total Expense Net provision to (use of ) general revenues 305,853 108,172 87 2,006 13,732 320,142 107,208 26 1,940 11,087 331,449 111,665 995 1,808 14,814 342,835 115,110 265 1,950 15,330 353,620 112,845 265 2,000 14,695 454,800 101,735 265 2,000 14,800 479,180 139,010 265 2,000 14,800 429,850 440,403 460,731 475,490 483,425 573,600 635,255 (429,850) (440,403) (460,731) (475,490) (483,425) (613,140) (635,255) 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTLAY None 38 City of Apple Valley Department Expense Summary Budget Years (2020-2021) ADMINISTRATION Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 309,895 320,363 335,774 338,085 165,493 438,530 438,530 456,635 456,635 6113 - OVERTIME-REGULAR EMPLOYEES 0 817 0 0 0 6122 - COMP REQUEST -4,041 -1,038 -4,326 -149 6123 - SALARY-OTHER 15,535 16,270 16,270 22,545 22,545 6105 - SALARIES AND WAGES 305,853 320,142 331,449 353,620 165,344 454,800 454,800 479,180 479,180 6138 - MEDICARE 4,260 4,530 4,624 5,170 2,309 5,425 5,425 6,950 6,950 6139 - FICA 16,649 18,093 18,320 20,185 9,872 21,035 21,035 26,425 26,425 6141 - PENSIONS-PERA 22,939 24,011 24,774 26,750 12,327 28,045 28,045 35,940 35,940 6142 - WORKERS COMPENSATION 1,629 1,593 1,740 1,895 919 2,080 2,080 2,835 2,835 6144 - LONG-TERM DISABILITY INSURANCE 847 642 669 985 307 1,030 1,030 1,320 1,320 6145 - MEDICAL INSURANCE 56,916 61,243 66,964 65,760 30,028 52,020 52,020 73,440 73,440 6146 - DENTAL INSURANCE 3,996 4,518 4,694 2,201 6147 - LIFE INSURANCE-BASIC 18 18 18 8 6148 - LIFE INSURANCE-SUPP/DEPEND 917 915 915 429 6170 - EMPLOYEE PAID PREMIUMS -8,354 -11,053 -7,900 -2,840 -7,900 -7,900 -7,900 -7,900 6125 - EMPLOYEE BENEFITS 108,172 107,208 111,665 112,845 55,559 101,735 101,735 139,010 139,010 6100 - TOTAL PERSONNEL SERVICES 414,025 427,350 443,114 466,465 220,903 556,535 556,535 618,190 618,190 6210 - OFFICE SUPPLIES 87 26 27 190 34 190 190 190 190 6211 - SMALL TOOLS & EQUIPMENT 0 0 99 0 6229 - GENERAL SUPPLIES 0 0 869 75 0 75 75 75 75 6205 - SUPPLIES 87 26 995 265 34 265 265 265 265 6237 - TELEPHONE/PAGERS 1,352 1,237 1,111 1,200 358 1,200 1,200 1,200 1,200 6239 - PRINTING 654 703 697 800 697 800 800 800 800 6230 - CONTRACTUAL SERVICES 2,006 1,940 1,808 2,000 1,055 2,000 2,000 2,000 2,000 6260 - REPAIRS AND MAINTENA 0 0 0 0 0 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 1,355 1,548 1,508 1,840 1,154 1,840 1,840 1,840 1,840 6276 - SCHOOLS/CONFERENCES/EXP OTHER 4,764 1,914 5,178 4,850 960 4,950 4,950 4,950 4,950 6277 - MILEAGE/AUTO ALLOWANCE 4,640 4,620 4,620 4,670 2,310 4,670 4,670 4,670 4,670 6278 - SUBSISTENCE ALLOWANCE 400 350 750 600 0 600 600 600 600 6280 - DUES & SUBSCRIPTIONS 2,573 2,655 2,758 2,735 1,524 2,740 2,740 2,740 2,740 6270 - TRNG/TRAVL/DUES/UNIF 13,732 11,087 14,814 14,695 5,948 14,800 14,800 14,800 14,800 6200 - TOTAL OPERATING COSTS 15,824 13,053 17,617 16,960 7,038 17,065 17,065 17,065 17,065 6301 - OTHER EXPENDITURES 0 0 0 0 6300 - TOTAL OTHER EXPENDITURES 0 0 0 0 429,849 440,403 460,731 483,425 227,941 573,600 573,600 635,255 635,255 39 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 02: ADMINISTRATION - 1010 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 326,530 338,085 338,085 357,720 357,720 378,715 378,715 6110 Add Comm Specialist (All Costs)- - - 80,810 80,810 115,035 115,035 6123 Salaries - Other 16,305 15,535 15,535 16,270 16,270 17,165 17,165 6138 Medicare 4,970 5,170 5,170 5,425 5,425 5,740 5,740 6139 FICA 19,740 20,185 20,185 21,035 21,035 21,260 21,260 6141 Pension - PERA 25,715 26,750 26,750 28,045 28,045 29,695 29,695 6142 Work Comp Insurance 1,770 1,895 1,895 2,080 2,080 2,310 2,310 6144 Long-term Disability Insurance 945 985 985 1,030 1,030 1,090 1,090 6145 Hospital & Life Insurance 61,970 65,760 65,760 52,020 52,020 55,080 55,080 6170 Employee Paid Premiums - (7,900) (7,900) (7,900) (7,900) (7,900) (7,900) Total 457,945 466,465 466,465 556,535 556,535 618,190 618,190 6210 OFFICE SUPPLIES Miscellaneous 190 190 100 190 190 190 190 Total 190 190 100 190 190 190 190 6229 GENERAL SUPPLIES Various 75 75 75 75 75 75 75 Total 75 75 75 75 75 75 75 6237 TELEPHONE/PAGERS Mobile Phones 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Total 1,200 1,200 1,200 1,200 1,200 1,200 1,200 6239 PRINTING/PUBLISHING Various 750 800 800 800 800 800 800 Total 750 800 800 800 800 800 800 6275 SCHOOL/CONF/EXP - LOCAL Workshops/Meetings 1,100 700 700 700 700 700 700 Other Local Training - 140 140 140 140 140 140 Other Local Training 1,480 1,000 1,000 1,000 1,000 1,000 1,000 Total 2,580 1,840 1,840 1,840 1,840 1,840 1,840 6276 SCHOOL/CONF/EXP - OTHER NLC Fall 1,500 1,500 1,500 1,600 1,600 1,600 1,600 LMC 600 600 1,000 600 600 600 600 ICMA 1,750 1,750 1,750 1,750 1,750 1,750 1,750 MCMA (1 attendee @ $880)1,000 1,000 - 1,000 1,000 1,000 1,000 Total 4,850 4,850 4,250 4,950 4,950 4,950 4,950 6277 MILEAGE ALLOWANCE Car Allowance ($385 per month)4,620 4,620 4,620 4,620 4,620 4,620 4,620 Other Mileage 50 50 50 50 50 50 50 Total 4,670 4,670 4,670 4,670 4,670 4,670 4,670 6278 SUBSISTANCE ALLOWANCE NLC Fall 250 250 250 250 250 250 250 LMC (1 @ $150)150 150 100 150 150 150 150 ICMA 200 200 200 200 200 200 200 Total 600 600 550 600 600 600 600 6280 DUES & SUBSCRIPTIONS MAMA 45 45 45 45 45 45 45 MCMA - Administrator 165 175 175 175 175 175 175 MCMA - Assistant 135 140 145 145 145 145 145 ICMA - Administrator 1,145 1,175 1,175 1,175 1,175 1,175 1,175 ICMA - Assistant 900 925 925 925 925 925 925 Other 15 - - - - - - MPAL 25 25 25 25 25 25 25 Rotary 200 250 250 250 250 250 250 Total 2,630 2,735 2,740 2,740 2,740 2,740 2,740 Total Net of Personnel 17,545 16,960 16,225 17,065 17,065 17,065 17,065 TOTAL EXPENSES ABOVE 475,490$ 483,425$ 482,690$ 573,600$ 573,600$ 635,255$ 635,255$ 40 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 03 1015 City Clerk/Elections DESCRIPTION OF ACTIVITY Carries out the duties of the City Clerk's office, as prescribed by State Statute, and manages all functions of the office, including: serving as the Clerk to the City Council; preparing official meeting agendas and minutes; publishing legal notices; conducting bid openings; processing contracts and agreements; administering issuance of municipal licenses; filing insurance claims; filing certified documents with the County and other agencies; coordinating the election process; coordinating auctions; and maintaining official records and files for the City. MAJOR OBJECTIVES FOR 2020 AND 2021 A primary objective for 2020 will be to prepare for and conduct the first City-administered Presidential Primary Nomination as well as the State Primary and General Elections, including securing polling sites, recruiting and training judges, training and testing election equipment, ordering supplies, and coordinating the absentee ballot and early voting processes. In 2021, in addition to the regular and recurring duties assigned to the City Clerk’s office, the 18th major supplement of the Code of Ordinances will be prepared and distributed. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Projected Projected Item 2016 2017 2018 2019 2020 2021 Agenda Packets & Minutes 24 24 24 24 24 24 Resolutions 243 215 219 200 200 200 Ordinances 22 12 16 14 14 14 Public Hearing Notices 41 36 38 40 40 40 Legal Ads 80 60 85 65 65 65 Licenses & Permits 358 336 346 320 340 320 Insurance Claims 46 55 69 50 50 50 Agreements/Contracts 121 133 116 110 110 110 Change Orders 17 21 24 20 20 20 Bid Openings 7 14 10 10 10 10 Elections 2 2 2 0 3 1 Total Voters - Primary 3,069 NA 8,781 NA 4,000 NA Total Voters - General 29,853 NA 27,170 NA 28,000 NA Election Day Regist.- Primary 125 NA 401 NA 300 NA Election Day Regist - General 2,884 NA 1,942 NA 2,500 NA Absentee Ballots - Primary 196 NA 1,199 NA 1,200 NA Absentee Ballots - General 8,692 NA 7,759 NA 10,000 NA CUP’s/IUP’s Filed 2 7 4 4 4 4 Vacations Filed 3 3 4 3 3 3 Auctions 6 6 6 5 5 5 Scanned Documents 21,800 27,660 21,855 20,000 15,000 20,000 41 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 City Clerk 1 1 1 1 1 1 Division Specialist 1 1 1 1 1 1 Part-time Status Personnel Schedule – Hours (*) Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Election Assistants 0 0 1,500 0 1,600 0 Head Election Judges 0 1,600 0 2,300 0 Election Judges 0 4,800 0 6,800 0 (*) prior to 2016 election judges were paid through contract services Summary Budget Department 03 - City Clerk / Elections 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: License: 4030 TOBACCO - 10,625 383 5,250 5,250 6,375 6,375 4031 TRASH COLLECTION 5,683 7,272 6,427 5,410 6,135 6,165 6,165 4033 FUEL 11,986 12,320 12,840 11,860 12,870 12,910 12,910 4034 LIQUOR / WINE 131,750 133,190 148,330 125,690 134,725 132,920 132,920 4035 BEER ON & OFF 11,720 3,425 3,520 5,600 6,100 5,400 5,400 4036 PEDDLER / SOLICITOR 11,480 12,253 9,346 8,375 11,480 11,050 11,050 4037 VENDING MACHINES 1,764 2,535 2,485 1,895 1,895 2,300 2,300 4038 MASSAGE THERAPY 5,300 5,997 6,385 3,445 6,295 5,480 5,480 4049 LICENSE-OTHER 4,567 3,995 2,333 3,855 4,310 3,575 3,575 8100 AUCTION SALES 18,844 10,120 18,924 20,400 20,400 20,400 21,000 203,094 201,732 210,972 191,780 209,460 206,575 207,175 Expenditures: Salaries & Wages 176,800 145,537 202,941 202,965 166,165 334,285 179,710 Emp. Benefits 56,225 51,572 60,596 60,935 52,585 70,530 58,770 Supplies 2,102 1,782 31,184 49,700 950 3,200 1,000 Contractual Serv.71,203 6,448 73,945 83,150 10,600 13,400 9,850 Repairs & Maint.- 9,864 9,864 10,100 17,100 17,100 17,100 Training/Travel/Dues 59,860 62,267 59,437 63,950 66,213 64,683 68,650 Other Exp.1,612 - 2,236 3,000 - 3,600 - Capital outlay 5,925 1,954 524 - - - Total Exp 373,727 279,424 440,727 473,800 313,613 506,798 335,080 Net addition to (use of) general revenues (170,633) (77,692) (229,755) (282,020) (104,153) (300,223) (127,905) 2020 CAPITAL OUTLAY 42 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CITY CLERK/ELECTIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 149,202 143,974 160,870 158,435 76,523 164,840 164,840 171,570 171,570 6111 - SALARY PART-TIME 0 334 4,368 0 0 6112 - SALARY-SEASONAL TEMP 11,717 780 22,807 0 0 140,450 140,450 0 0 6113 - OVERTIME-REGULAR EMPLOYEES 15,835 551 15,737 3,000 149 24,000 24,000 3,000 3,000 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 8 0 6122 - COMP REQUEST -439 -102 -850 0 6123 - SALARY-OTHER 4,730 4,995 4,995 5,140 5,140 6124 - OVERTIME-SEASONAL TEMP 486 0 0 0 6105 - SALARIES AND WAGES 176,800 145,537 202,941 166,165 76,671 334,285 334,285 179,710 179,710 6138 - MEDICARE 2,249 1,902 2,677 2,410 961 4,845 4,845 2,605 2,605 6139 - FICA 9,617 8,133 11,447 10,300 4,109 20,725 20,725 11,140 11,140 6141 - PENSIONS-PERA 12,243 10,635 13,271 12,465 5,750 14,540 14,540 13,480 13,480 6142 - WORKERS COMPENSATION 1,358 804 1,409 995 459 2,005 2,005 1,130 1,130 6144 - LONG-TERM DISABILITY INSURANCE 398 302 316 455 144 535 535 495 495 6145 - MEDICAL INSURANCE 27,683 33,877 35,688 32,760 14,443 34,680 34,680 36,720 36,720 6146 - DENTAL INSURANCE 2,664 3,012 3,129 0 1,467 6147 - LIFE INSURANCE-BASIC 12 12 12 6 6170 - EMPLOYEE PAID PREMIUMS -7,106 -7,353 -6,800 -2,002 -6,800 -6,800 -6,800 -6,800 6125 - EMPLOYEE BENEFITS 56,225 51,572 60,596 52,585 25,336 70,530 70,530 58,770 58,770 6100 - TOTAL PERSONNEL SERVICES 233,025 197,109 263,537 218,750 102,007 404,815 404,815 238,480 238,480 6210 - OFFICE SUPPLIES 1,003 576 1,882 550 82 1,750 1,750 550 550 6229 - GENERAL SUPPLIES 1,099 1,206 29,302 400 830 1,450 1,450 450 450 6205 - SUPPLIES 2,102 1,782 31,184 950 912 3,200 3,200 1,000 1,000 6231 - LEGAL SERVICES 0 164 0 0 6236 - ELECTION JUDGE PAYMENTS 63,601 0 60,239 0 0 6239 - PRINTING 4,622 3,357 3,529 6,600 1,632 9,350 9,350 5,700 5,700 6249 - OTHER CONTRACTUAL SERVICES 2,981 2,927 10,177 4,000 495 4,050 4,050 4,150 4,150 6230 - CONTRACTUAL SERVICES 71,203 6,448 73,945 10,600 2,127 13,400 13,400 9,850 9,850 6265 - REPAIRS-EQUIPMENT 0 9,864 9,864 17,100 0 17,100 17,100 17,100 17,100 6260 - REPAIRS AND MAINTENA 0 9,864 9,864 17,100 0 17,100 17,100 17,100 17,100 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 783 870 399 1,400 140 1,400 1,400 1,400 1,400 6276 - SCHOOLS/CONFERENCES/EXP OTHER 674 2,350 0 3,200 2,679 900 900 4,100 4,100 6277 - MILEAGE/AUTO ALLOWANCE 568 50 610 375 105 1,125 1,125 400 400 6278 - SUBSISTENCE ALLOWANCE 200 450 0 400 400 400 400 400 400 6280 - DUES & SUBSCRIPTIONS 57,636 58,547 58,429 60,838 28,039 61,262 60,858 62,756 62,350 6270 - TRNG/TRAVL/DUES/UNIF 59,860 62,267 59,437 66,213 31,362 65,087 64,683 69,056 68,650 6200 - TOTAL OPERATING COSTS 133,165 80,361 174,430 94,863 34,401 98,787 98,383 97,006 96,600 6310 - RENTAL EXPENSE 1,612 0 2,045 0 0 3,600 3,600 0 0 6333 - GENERAL-CASH DISCOUNTS 0 0 -1 0 6399 - OTHER CHARGES 0 0 192 0 6301 - OTHER EXPENDITURES 1,612 0 2,235 0 0 3,600 3,600 0 0 6300 - TOTAL OTHER EXPENDITURES 1,612 0 2,235 0 0 3,600 3,600 0 0 6720 - CAPITAL OUTLAY-FURNITURE & FIX 5,925 1,954 524 0 0 6701 - TOTAL CAPITAL OUTLAY 5,925 1,954 524 0 0 6700 - TOTAL CAPITAL OUTLAY 5,925 1,954 524 0 0 373,727 279,424 440,726 313,613 136,409 507,202 506,798 335,486 335,080 43 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 03: CITY CLERK/ELECTIONS - 1015 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACCT DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6110 SALARIES Regular Employees 150,865 158,435 158,435 164,840 164,840 171,570 171,570 6112 *Salary-Seasonal Temp 28,000 - - 38,000 38,000 - - 6112 *Head Judges 1,600 hours @ $13.00 - - - - - - - 6112 *Other Judges 4,800 hours @ $10.00 - - - - - - - 6112 *Head Judges 2,300 hours @ $13.50 - - - 31,050 31,050 - - 6112 *Other Judges 6,800 hours @ $10.50 - - - 71,400 71,400 - - 6113 Overtime - Reg 18,000 3,000 3,000 24,000 24,000 3,000 3,000 6123 Salaries - Other 6,100 4,730 4,730 4,995 4,995 5,140 5,140 6138 Medicare 3,675 2,410 2,410 4,845 4,845 2,605 2,605 6139 FICA 10,660 10,300 10,300 20,725 20,725 11,140 11,140 6141 Pension - PERA 12,900 12,465 12,465 14,540 14,540 13,480 13,480 6142 Work Comp Ins 1,470 995 995 2,005 2,005 1,130 1,130 6144 Long-term Disability Insurance 430 455 455 535 535 495 495 6145 Hospital & Life Insurance 31,800 32,760 32,760 34,680 34,680 36,720 36,720 6170 Employee Paid Premiums - (6,800) (6,800) (6,800) (6,800) (6,800) (6,800) Position Changes - - - - - - - Total 263,900 218,750 218,750 404,815 404,815 238,480 238,480 6210 OFFICE SUPPLIES Miscellaneous 550 550 550 550 550 550 550 *Polling Place/Election Supplies 1,200 - - 1,200 1,200 - - Total 1,750 550 550 1,750 1,750 550 550 6229 GENERAL SUPPLIES Miscellaneous 450 400 400 450 450 450 450 Microsoft Surface or Similar Product - - - - - - - *Polling Place Supplies & Signs &1,000 - - 1,000 1,000 - - Various Election Supplies - - - - - - - *3 AB Bin Storage Casters - - - - - - - *3 Scanners, 2 Label Printers - - - - - - - *E-Poll Book Systems 54 x $1,000 93,000 - - - - - - *E-Poll Book Systems Grant Dollars (46,500) - - - - - - Total 47,950 400 400 1,450 1,450 450 450 6236 ELECTION JUDGE PAYMENTS *Election: Primary & General - - - - - - - *Head Judges 1,600 hours @ $13.00 20,800 - - - - - - *Other Judges 4,800 hours @ $10.00 48,000 - - - - - - Total 68,800 - - - - - - 6239 PRINTING/PUBLISHING Legal Notices 5,000 5,000 4,000 4,000 4,000 4,100 4,100 Dakota County Filing Fees 1,100 1,100 1,100 1,100 1,100 1,100 1,100 *Election Judge Manuals 1,000 - - 1,000 1,000 - - *General Election Ballots 2,000 - - 2,000 2,000 - - *Election Postal Verification Cards 750 - - 750 750 - - Business Card Stock, Misc.500 500 500 500 500 500 500 Adjust to Trend - - - - - - - Total 10,350 6,600 5,600 9,350 9,350 5,700 5,700 6249 OTHER CONTRACTUAL SERVICES Update Codification of Ordinances 3,500 3,500 3,500 3,500 3,500 3,600 3,600 Host City Code on Web Site 500 500 500 550 550 550 550 Total 4,000 4,000 4,000 4,050 4,050 4,150 4,150 6265 REPAIRS - EQUIPMENT Office Equipment Repairs 200 200 200 200 200 200 200 *Annual Maintenance for Vote Tabulators (19 tabulators)- - - - - - - Poll Pads (68)7,000 7,000 7,000 7,000 7,000 7,000 HAVA Equipment (16 machines)- - - - - - - Dominion Election Equipment (16)9,900 9,900 9,900 9,900 9,900 9,900 9,900 Total 10,100 17,100 17,100 17,100 17,100 17,100 17,100 6275 SCHOOL/CONF/EXP - LOCAL Workshops 900 900 900 900 900 900 900 Meetings 300 300 300 300 300 300 300 Other 200 200 200 200 200 200 200 Total 1,400 1,400 1,400 1,400 1,400 1,400 1,400 6276 SCHOOL/CONF/EXP - OTHER MCFOA 900 900 900 900 900 1,800 1,800 IIMC - 2,300 2,300 - - 2,300 2,300 Total 900 3,200 3,200 900 900 4,100 4,100 6277 MILEAGE ALLOWANCE Allowance, Clerk 375 375 375 375 375 400 400 *Mileage, Election Judges & Employees 750 - - 750 750 - - Total 1,125 375 375 1,125 1,125 400 400 44 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 03: CITY CLERK/ELECTIONS - 1015 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACCT DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6278 SUBSISTENCE ALLOWANCE MCFOA, IIMC, LMC 200 400 400 400 400 400 400 Total 200 400 400 400 400 400 400 6280 DUES & SUBSCRIPTIONS IIMC 200 200 210 210 210 210 210 MCFOA 80 90 90 90 90 90 90 LMC Directory 70 70 70 70 70 70 70 Other 299 300 300 300 300 300 300 NLC Dues 3,813 3,928 3,928 3,928 3,928 4,045 4,045 LMC Dues 32,100 32,096 32,096 32,510 32,510 33,485 33,485 Metro Cities Dues 13,013 13,404 13,000 13,404 13,000 13,806 13,400 Municipal Legislative Commission 10,500 10,500 10,500 10,500 10,500 10,500 10,500 Minnesota Statutes - - - - - - - Minnesota Rules - - - - - - - Dakota Co. Historical Society 250 250 250 250 250 250 250 AV Trademark - - 1,200 - - - - Total 60,325 60,838 61,644 61,262 60,858 62,756 62,350 6310 RENTAL EXPENSE *Polling Places 1,700 - - 2,000 2,000 - - *Van/Trailer for Set-Up 1,300 - - 1,600 1,600 - - Total 3,000 - - 3,600 3,600 - - Total Net of Personnel 209,900 94,863 94,669 102,387 101,983 97,006 96,600 TOTAL EXPENSES 473,800$ 313,613$ 313,419$ 507,202$ 506,798$ 335,486$ 335,080$ 45 Notes: 46 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 – General Fund 04 1020/1021 Human Resources/Front Desk DESCRIPTION OF ACTIVITY The Human Resources Department serves as a strategic partner in support of the City’s mission to promote a team philosophy within the organization and develop a quality workplace together. Our core services and competencies include recruitment and staffing, employee relations, organizational and employee development, safety and health programs, compensation and benefits, payroll, policy and procedure development and administration, and regulatory compliance. MAJOR OBJECTIVES FOR 2020 / 2021 • Implement laser fiche personnel scanning and onboarding workflows • Initiate NEOGOV hiring requisition and approval process • Establish City-wide safety committee IMPACT MEASURES / PERFORMANCE INDICATORS ITEM Actual 2016 Actual 2017 Actual 2018 Projected 2019 Projected 2020 Projected 2021 PERFORMANCE INDICATORS Employment actions processed 430 443 404 440 440 440 New hires 194 205 182 200 200 200 Rehires 174 174 183 180 180 180 Other: promotion, transfer, status change, term 62 64 39 60 60 60 Employment applications processed 2,079 2,378 1,980 2,400 2,400 2,400 Checks generated 11,629 10,937 10,879 11,000 11,250 11,250 W-2s generated 729 766 735 750 750 750 Section 125 enrollment savings $34,323 $24,269 $31,099 $32,000 $32,000 $32,000 Benefit enrollments/changes processed Mid-year 77 107 76 75 75 75 New year open enrollment: medical/dental/life 108 150 115 109 100 100 1094-Cs generated 201 200 233 250 250 250 ITEM Actual 2016 Actual 2017 Actual 2018 Projected 2019 Projected 2020 Projected 2020 OUTCOME MEASURES Days to fill vacancies 48 88 90 75 75 75 Turnover rate Full-Time Regular 7.50% 8.90% 5.73% 6.00% 6.00% 6.00% Part-Time Regular 6.00% 6.00% 0% 5.00% 5.00% 5.00% Part-Time Liquor Operations 57.14% 40.00% 88.46% 40.00% 40.00% 40.00% Paid-on-Call Firefighters 10.67% 10.67% 5.33% 10.00% 10.00% 10.00% Performance review completion 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Health claims experience 110.32% 130.18% 107.89% 100.00% 100.00% 100.00% Safety metrics Workers' comp. experience modifier 0.89 1.01 .95 .83 .85 .85 Days away from work 77 7 315 506 225 225 Restricted days 310 557 129 170 290 290 Volunteer Engagement City-Wide Volunteer Hours 6,349 5,775 6,186 6,200 6,200 6,200 Equivalent Wages Value $149,582 $139,409 $152,732 $155,000 $155,000 $155,000 47 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 HUMAN RESOURCES MGR 1.0 1.0 1.0 1.0 1.0 1.0 DEPARTMENT SPECIALIST 1.0 1.0 1.0 1.0 1.0 1.0 HR COORDINATOR 1.0 1.0 1.0 1.0 1.0 1.0 PAYROLL COORDINATOR 1.0 1.0 1.0 1.0 1.0 1.0 RECEPTIONIST 1.0 1.0 1.0 1.0 1.0 1.0 Temporary Status Personnel Schedule – Hours (Part Time) Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None Summary Budget Department 04 Human Resources 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 357,509 378,436 392,313 392,735 405,745 421,115 434,330 Emp. Benefits 120,463 118,968 120,228 130,345 136,475 138,790 145,550 Supplies 1,549 489 356 650 650 650 650 Contractual Serv.29,175 28,447 44,067 40,850 42,550 41,650 41,950 Training/Travel/Dues 4,014 4,142 3,406 5,695 5,545 5,545 5,645 Other Exp.21,756 22,426 27,754 32,300 32,200 32,200 32,700 Capital outlay 762 2,007 - - - - 534,467 553,670 590,130 602,575 623,165 639,950 660,825 Net addition to (use of ) general revenues (534,467) (553,670) (590,130) (602,575) (623,165) (639,950) (660,825) 2020 CAPITAL OUTLAY: None 2021 CAPITAL OUTLAY: None 48 City of Apple Valley Department Expense Summary Budget Years (2020-2021) HUMAN RESOURCES/FRONT DESK Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 357,233 374,414 359,992 383,290 187,570 401,890 401,890 415,945 415,945 6112 - SALARY-SEASONAL TEMP 0 0 22,331 0 0 6113 - OVERTIME-REGULAR EMPLOYEES 3,761 5,598 11,221 5,500 4,833 6,000 6,000 6,000 6,000 6121 - INSURANCE CASH BENEFIT 2,520 2,880 2,220 1,080 6122 - COMP REQUEST -6,005 -4,457 -8,233 -1,891 6123 - SALARY-OTHER 16,955 13,225 13,225 12,385 12,385 6124 - OVERTIME-SEASONAL TEMP 0 0 4,781 0 6105 - SALARIES AND WAGES 357,509 378,436 392,313 405,745 191,593 421,115 421,115 434,330 434,330 6138 - MEDICARE 5,079 5,425 5,544 5,885 2,613 6,105 6,105 6,300 6,300 6139 - FICA 21,718 23,199 23,712 25,125 11,173 26,105 26,105 26,675 26,675 6141 - PENSIONS-PERA 26,624 28,167 27,150 30,430 14,288 31,590 31,590 32,575 32,575 6142 - WORKERS COMPENSATION 1,880 2,129 2,300 2,420 1,135 2,530 2,530 2,735 2,735 6144 - LONG-TERM DISABILITY INSURANCE 971 746 703 1,115 351 1,160 1,160 1,195 1,195 6145 - MEDICAL INSURANCE 54,405 51,889 60,325 73,800 28,657 73,600 73,600 78,370 78,370 6146 - DENTAL INSURANCE 6,639 6,626 6,894 0 3,668 6147 - LIFE INSURANCE-BASIC 30 30 27 14 6148 - LIFE INSURANCE-SUPP/DEPEND 3,116 3,208 1,392 482 6170 - EMPLOYEE PAID PREMIUMS -2,452 -7,820 -2,300 -3,587 -2,300 -2,300 -2,300 -2,300 6125 - EMPLOYEE BENEFITS 120,463 118,968 120,228 136,475 58,795 138,790 138,790 145,550 145,550 6100 - TOTAL PERSONNEL SERVICES 477,973 497,403 512,541 542,220 250,387 559,905 559,905 579,880 579,880 6210 - OFFICE SUPPLIES 1,491 429 356 500 406 500 500 500 500 6211 - SMALL TOOLS & EQUIPMENT 28 0 0 0 6229 - GENERAL SUPPLIES 29 60 0 150 0 150 150 150 150 6205 - SUPPLIES 1,549 489 356 650 406 650 650 650 650 6235 - CONSULTANT SERVICES 24,982 22,557 38,777 32,500 10,515 35,500 35,500 35,500 35,500 6238 - POSTAGE/UPS/FEDEX 0 0 0 50 0 50 50 50 50 6239 - PRINTING 420 600 0 500 425 500 500 500 500 6249 - OTHER CONTRACTUAL SERVICES 3,774 5,290 5,290 9,500 0 5,600 5,600 5,900 5,900 6230 - CONTRACTUAL SERVICES 29,175 28,447 44,067 42,550 10,940 41,650 41,650 41,950 41,950 6260 - REPAIRS AND MAINTENA 0 0 0 0 0 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 1,467 1,359 361 2,500 1,974 2,500 2,500 2,500 2,500 6276 - SCHOOLS/CONFERENCES/EXP OTHER 798 778 861 900 350 900 900 1,000 1,000 6277 - MILEAGE/AUTO ALLOWANCE 329 276 320 300 46 300 300 300 300 6280 - DUES & SUBSCRIPTIONS 1,420 1,729 1,864 1,845 1,454 1,845 1,845 1,845 1,845 6270 - TRNG/TRAVL/DUES/UNIF 4,014 4,142 3,406 5,545 3,824 5,545 5,545 5,645 5,645 6200 - TOTAL OPERATING COSTS 34,739 33,078 47,829 48,745 15,171 47,845 47,845 48,245 48,245 6399 - OTHER CHARGES 21,756 22,426 27,754 32,200 12,226 32,200 32,200 32,700 32,700 6301 - OTHER EXPENDITURES 21,756 22,426 27,754 32,200 12,226 32,200 32,200 32,700 32,700 6300 - TOTAL OTHER EXPENDITURES 21,756 22,426 27,754 32,200 12,226 32,200 32,200 32,700 32,700 6720 - CAPITAL OUTLAY-FURNITURE & FIX 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 0 762 2,007 0 1,738 0 0 6701 - TOTAL CAPITAL OUTLAY 0 762 2,007 0 1,738 0 0 6700 - TOTAL CAPITAL OUTLAY 0 762 2,007 0 1,738 0 0 534,467 553,670 590,130 623,165 279,521 639,950 639,950 660,825 660,825 49 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 04: HUMAN RESOURCES/FRONT DESK - 1020 & 1021 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROPOSED RECOMMEND PROPOSED RECOMMEND SALARIES 6110 Regular Employees 374,570 383,290 383,290 401,890 401,890 415,945 415,945 6113 Overtime - Reg 4,000 5,500 8,000 6,000 6,000 6,000 6,000 6123 Salaries - Other 14,165 16,955 16,955 13,225 13,225 12,385 12,385 6138 Medicare 5,695 5,885 5,885 6,105 6,105 6,300 6,300 6139 FICA 24,350 25,125 25,125 26,105 26,105 26,675 26,675 6141 Pension - PERA 29,455 30,430 30,430 31,590 31,590 32,575 32,575 6142 Work Comp Ins 2,275 2,420 2,420 2,530 2,530 2,735 2,735 6144 Long-term Disability Insurance 1,070 1,115 1,115 1,160 1,160 1,195 1,195 6145 Hospital & Life Insurance 67,500 73,800 73,800 73,600 73,600 78,370 78,370 6170 Employee Paid Premiums - (2,300) (2,300) (2,300) (2,300) (2,300) (2,300) Position Changes - - - - - - - Total 523,080 542,220 544,720 559,905 559,905 579,880 579,880 6210 OFFICE SUPPLIES Miscellaneous 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6229 GENERAL SUPPLIES Miscellaneous 150 150 150 150 150 150 150 Total 150 150 150 150 150 150 150 6235 CONSULTANT SERVICES Staff Training and Development 5,000 15,000 15,000 15,000 15,000 15,000 15,000 Short-term Disability case manager 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Other (Special Legal)15,000 5,000 4,500 8,000 8,000 8,000 8,000 Other (Special Selection)5,000 5,000 4,500 5,000 5,000 5,000 5,000 Safety Consultant 4,500 4,500 6,300 4,500 4,500 4,500 4,500 Laserfiche Consultant 4,000 - - - - - - Total 36,500 32,500 33,300 35,500 35,500 35,500 35,500 6238 POSTAGE/UPS/FEDEX Courier/Other 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6239 PRINTING/PUBLISHING City Wide Recruitment (Ads etc.)500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6249 OTHER CONTRACTUAL SERVICES NEOGov Software Maint 3,800 6,500 5,600 5,600 5,600 5,900 5,900 On-line benefits enrollment software - 3,000 - - - - - Total 3,800 9,500 5,600 5,600 5,600 5,900 5,900 6275 SCHOOL/CONF/EXP - LOCAL Staff Training and Development - - - - - - - Misc Workshops 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Total 2,500 2,500 2,500 2,500 2,500 2,500 2,500 6276 SCHOOL/CONF/EXP - OTHER MPELRA Summer Conf 800 900 900 900 900 1,000 1,000 Total 800 900 900 900 900 1,000 1,000 6277 MILEAGE ALLOWANCE Miscellaneous Mileage 550 300 300 300 300 300 300 Total 550 300 300 300 300 300 300 6280 DUES & SUBSCRIPTIONS N/MPELRA 200 200 200 200 200 200 200 IPMA-National 150 150 150 150 150 150 150 IPMA-Local chapter 25 25 25 25 25 25 25 APA-National 220 220 220 220 220 220 220 APA-Local chapter 50 50 50 50 50 50 50 SHRM 200 200 200 200 200 200 200 MN Safety Council 525 525 525 525 525 525 525 Misc Publications 475 475 475 475 475 475 475 Total 1,845 1,845 1,845 1,845 1,845 1,845 1,845 6399 OTHER CHARGES Recognition Program (1025-6399)5,000 5,000 5,000 5,000 5,000 5,000 5,000 Recognition Event (1025-6399)5,000 5,000 5,000 5,000 5,000 5,000 5,000 Employee Gatherings 200 200 200 200 200 200 200 Volunteer Coordinator Program 16,500 16,500 16,500 17,000 17,000 17,500 17,500 Wellness Program (To Self Ins Fund)- - - - - - - Safety Committee 5,600 5,500 5,000 5,000 5,000 5,000 5,000 Total 32,300 32,200 31,700 32,200 32,200 32,700 32,700 Total Net of Personnel 79,495 80,945 77,345 80,045 80,045 80,945 80,945 TOTAL EXPENSES 602,575 623,165 622,065 639,950 639,950 660,825 660,825 50 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 05 1030 Information Technology DESCRIPTION OF ACTIVITY The Information Technology division is responsible for enabling and enhancing efficient business processes through the adoption and management of technology-related resources. The division’s core services include user application support, workstation provisioning and management, wired and wireless network and infrastructure administration, software lifecycle management, security and risk management, telecommunications administration, print and media management, and backup and recovery services. MAJOR OBJECTIVES FOR 2020 The employees covered under this company provide the daily care and maintenance to the hardware, software, network infrastructure, and user support. In addition to the routine daily assignments, major goals for 2020 include: 1. Upgrade and replace approximately 30 desktop computer workstations as planned in the annual replacement cycle and lifecycle management plan. 2. Upgrade and replace approximately 9 network closet switches as anticipated in the lifecycle management plan. 3. Upgrade server cluster host architecture. 4. Enhance IT office areas with redesigned ergonomic workspaces. 5. Upgrade and enhance wireless access system. 6. Assist various departments with line-of-business application implementations and upgrades. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 User accounts 250 265 270 285 290 300 Desktops and Laptops supported 278 266 272 275 300 305 Servers supported 32 30 30 32 32 30 Network nodes (firewalls, switches, APs, WLCs, bridges, etc.) 60 64 68 74 76 80 Facilities or sites supported 20 20 20 20 20 20 Number of printers, copiers, scanners 80 78 76 70 70 70 Number of VoIP phones & devices 275 275 275 275 275 275 Software applications supported 130 148 163 180 190 190 Mobile devices supported 90 102 105 110 120 120 Help Desk requests resolved 954 988 1080 1100 1100 1100 51 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Proposed Proposed Position Title 2017 2018 2019 2020 2021 IT Manager 1 1 1 1 1 Systems Analyst 2 2 2 2 2 IT Specialist 1 1 1 1 1 IT Support Technician - - *1 1 1 *-9 Months 1 1 Temporary Status Personnel Schedule Adopted Adopted Position Title 2017 2018 2019 2020 2021 Summer IT Intern 0 1 0 0 1 BUDGET SUMMARY: Summary Budget Department 05 Information Technology 2016 2017 2018 2018 2019 2020 2021 Actual Actual Adopted Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 302,078 259,368 348,791 355,935 443,180 459,545 483,830 Emp. Benefits 98,434 80,767 110,094 112,215 114,545 148,165 157,190 Supplies 6,570 8,630 6,261 11,000 9,800 7,800 6,800 Contractual Serv.187,913 84,212 205,797 197,965 217,455 267,505 229,205 Repairs & Maint.10,319 11,138 13,893 12,600 12,200 14,200 14,200 Training/Travel/Dues 13,594 13,935 16,936 23,460 24,160 25,810 27,010 Other Exp.8,380 8,230 7,976 8,200 8,000 9,050 9,050 Capital outlay 50,245 177,157 115,895 115,100 146,000 134,000 190,000 Net addition to (use of) general revenues 677,532 643,438 825,643 836,475 975,340 1,066,075 1,117,285 CAPITAL OUTLAY: 2018 2019 2020 2021 ADOPTED ADOPTED PROPOSED PROPOSED CAPITAL OUTLAY - OFFICE EQUIP CONT.- - - Server/Workstation Hardware Upgrades 56,000 56,000 56,000 56,000 Cisco Core Switch Replacement - - 60,000 60,000 Cisco Networking Switch Upgrades/Replacements 16,000 12,000 16,000 60,000 Cisco Ironport Web/Email Appliance - - - - Network Security/Firewall/VPN 12,000 8,000 - - SAN (Storage Area Network)- 50,000 - - Cisco Wireless Access Points/Mgmt.6,400 8,000 - 8,000 Cable Installation - - - 3,500 IT Server Racks & Furniture - 6,000 15,000 - UPS Replacement - 6,000 - - Enhanced Endpoint Security Licenses 8,000 - - 6,000 Email Archive Appliance 16,700 - - - Total 115,100 146,000 147,000 193,500 52 City of Apple Valley Department Expense Summary Budget Years (2020-2021) INFORMATION TECHNOLOGY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 292,007 246,387 341,506 422,960 173,216 436,510 436,510 460,945 460,945 6112 - SALARY-SEASONAL TEMP 0 3,334 2,792 0 274 0 0 6113 - OVERTIME-REGULAR EMPLOYEES 10,126 8,969 5,190 4,000 2,294 4,000 4,000 4,000 4,000 6121 - INSURANCE CASH BENEFIT 0 720 0 0 6122 - COMP REQUEST -55 -41 -697 0 -541 6123 - SALARY-OTHER 16,220 19,035 19,035 18,885 18,885 6105 - SALARIES AND WAGES 302,078 259,368 348,791 443,180 175,243 459,545 459,545 483,830 483,830 6138 - MEDICARE 4,090 3,634 4,847 5,395 2,430 6,665 6,665 7,015 7,015 6139 - FICA 17,489 15,539 20,724 23,055 10,388 28,495 28,495 30,000 30,000 6141 - PENSIONS-PERA 20,241 19,149 25,950 27,890 13,061 34,465 34,465 36,290 36,290 6142 - WORKERS COMPENSATION 1,569 1,294 1,884 2,060 994 2,645 2,645 2,930 2,930 6144 - LONG-TERM DISABILITY INSURANCE 805 493 675 1,025 322 1,265 1,265 1,330 1,330 6145 - MEDICAL INSURANCE 49,868 44,921 63,460 62,820 27,673 82,330 82,330 87,325 87,325 6146 - DENTAL INSURANCE 4,344 3,614 5,078 0 2,483 6147 - LIFE INSURANCE-BASIC 23 18 23 11 6148 - LIFE INSURANCE-SUPP/DEPEND 4 208 96 45 6170 - EMPLOYEE PAID PREMIUMS -8,102 -12,643 -7,700 -3,552 -7,700 -7,700 -7,700 -7,700 6125 - EMPLOYEE BENEFITS 98,434 80,767 110,094 114,545 53,855 148,165 148,165 157,190 157,190 6100 - TOTAL PERSONNEL SERVICES 400,512 340,136 458,885 557,725 229,098 607,710 607,710 641,020 641,020 6210 - OFFICE SUPPLIES 0 1,282 492 800 218 800 800 800 800 6211 - SMALL TOOLS & EQUIPMENT 5,904 7,205 5,467 8,000 2,961 8,000 6,000 8,000 6,000 6215 - EQUIPMENT-PARTS 244 7 13 148 6229 - GENERAL SUPPLIES 422 137 289 1,000 214 1,000 1,000 1,000 0 6205 - SUPPLIES 6,570 8,630 6,261 9,800 3,541 9,800 7,800 9,800 6,800 6235 - CONSULTANT SERVICES 6,553 2,433 14,471 16,000 1,115 63,400 63,400 20,400 20,400 6237 - TELEPHONE/PAGERS 19,422 17,970 22,926 19,500 9,200 20,100 20,100 20,100 20,100 6238 - POSTAGE/UPS/FEDEX 0 400 39 200 0 200 200 200 200 6239 - PRINTING 0 8,800 236 0 0 6240 - CLEANING SERVICE/GARBAGE 341 442 0 600 788 600 600 600 600 6249 - OTHER CONTRACTUAL SERVICES 161,597 54,168 168,125 181,155 84,284 194,205 183,205 187,905 187,905 6230 - CONTRACTUAL SERVICES 187,913 84,212 205,797 217,455 95,387 278,505 267,505 229,205 229,205 6265 - REPAIRS-EQUIPMENT 10,319 11,138 13,893 12,200 5,861 14,200 14,200 14,200 14,200 6260 - REPAIRS AND MAINTENA 10,319 11,138 13,893 12,200 5,861 14,200 14,200 14,200 14,200 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 2,395 691 40 4,900 0 6,400 6,400 6,400 6,400 6276 - SCHOOLS/CONFERENCES/EXP OTHER 7,651 7,659 10,668 11,400 1,222 11,400 11,400 12,000 12,000 6277 - MILEAGE/AUTO ALLOWANCE 3,448 3,512 3,537 4,260 1,650 4,260 4,260 4,260 4,260 6278 - SUBSISTENCE ALLOWANCE 0 250 500 600 250 750 750 750 750 6280 - DUES & SUBSCRIPTIONS 99 1,823 2,191 3,000 0 3,000 3,000 3,600 3,600 6270 - TRNG/TRAVL/DUES/UNIF 13,594 13,935 16,936 24,160 3,122 25,810 25,810 27,010 27,010 6200 - TOTAL OPERATING COSTS 218,395 117,916 242,887 263,615 107,911 328,315 315,315 280,215 277,215 6310 - RENTAL EXPENSE 7,886 7,886 7,886 8,000 3,943 9,050 9,050 9,050 9,050 6349 - LATE FEES/FINANCE CHARGES 84 344 0 0 6399 - OTHER CHARGES 410 0 90 0 6301 - OTHER EXPENDITURES 8,380 8,230 7,976 8,000 3,943 9,050 9,050 9,050 9,050 6300 - TOTAL OTHER EXPENDITURES 8,380 8,230 7,976 8,000 3,943 9,050 9,050 9,050 9,050 6725 - CAPITAL OUTLAY-OFFICE EQUIP 50,245 177,157 115,895 146,000 64,280 152,500 134,000 193,500 190,000 6701 - TOTAL CAPITAL OUTLAY 50,245 177,157 115,895 146,000 64,280 152,500 134,000 193,500 190,000 53 City of Apple Valley Department Expense Summary Budget Years (2020-2021) INFORMATION TECHNOLOGY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6700 - TOTAL CAPITAL OUTLAY 50,245 177,157 115,895 146,000 64,280 152,500 134,000 193,500 190,000 677,532 643,438 825,643 975,340 405,233 1,097,575 1,066,075 1,123,785 1,117,285 54 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 05: INFORMATION TECHNOLOGY - 1030 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6110 SALARIES Regular Employees 309,945 351,675 364,910 436,510 436,510 460,945 460,945 New Position 2019 - Includes Total Compensation - 71,285 36,608 - - - - IT Staffing Position Upgrade Reorg 22,490 - - - - - - 6112 Salary-Seasonal Temp (Intern)10,000 - 1,500 - - - - 6113 Overtime - Reg 2,000 4,000 5,000 4,000 4,000 4,000 4,000 6123 Salaries - Other 11,500 16,220 16,220 19,035 19,035 18,885 18,885 6138 Medicare 4,690 5,395 5,395 6,665 6,665 7,015 7,015 6139 FICA 20,055 23,055 23,055 28,495 28,495 30,000 30,000 6141 Pension - PERA 24,260 27,890 27,890 34,465 34,465 36,290 36,290 6142 Work Comp Ins 1,725 2,060 2,060 2,645 2,645 2,930 2,930 6144 Long-term Disability Insurance 885 1,025 1,025 1,265 1,265 1,330 1,330 6145 Hospital & Life Insurance 60,600 62,820 62,820 82,330 82,330 87,325 87,325 6170 Employee Paid Premiums - (7,700) (7,700) (7,700) (7,700) (7,700) (7,700) Position Changes - - - - - - - Total 468,150 557,725 538,783 607,710 607,710 641,020 641,020 6210 OFFICE SUPPLIES Miscellaneous Supplies 1,000 800 800 800 800 800 800 Total 1,000 800 800 800 800 800 800 6211 SMALL TOOLS & EQUIP. Miscellaneous Equipment 8,000 8,000 8,000 8,000 6,000 8,000 6,000 Total 8,000 8,000 8,000 8,000 6,000 8,000 6,000 6229 GENERAL SUPPLIES Miscellaneous Technology Items 2,000 1,000 1,000 1,000 1,000 1,000 - Total 2,000 1,000 1,000 1,000 1,000 1,000 - 6235 CONSULTANT SERVICES Miscellaneous 2,000 2,000 - - - - - LOGIS - Network Services 3,000 14,000 10,000 14,000 14,000 14,000 14,000 OPG-3 Concierge Care Package - - 6,400 6,400 6,400 6,400 6,400 Information Security Audit - - - 43,000 43,000 - - Total 5,000 16,000 16,400 63,400 63,400 20,400 20,400 6237 TELEPHONE/PAGERS Cellular Phones or Stipends 3,000 3,000 3,300 3,600 3,600 3,600 3,600 Mobile Wireless Data 500 500 500 500 500 500 500 Primary Interface (Zayo/Frontier)16,000 16,000 16,000 16,000 16,000 16,000 16,000 Total 19,500 19,500 19,800 20,100 20,100 20,100 20,100 6238 POSTAGE/UPS/FEDEX Shipping 100 200 200 200 200 200 200 Total 100 200 200 200 200 200 200 6240 CLEANING/GARBAGE SERVICES Electronics Recycling 600 600 1,500 600 600 600 600 Total 600 600 1,500 600 600 600 600 6249 OTHER CONTRACTUAL SERVICES Cisco Smartnet Maintenance 11,000 5,100 4,200 6,000 6,000 6,000 6,000 Microsoft Software Licensing 54,700 60,000 60,000 60,000 60,000 60,000 60,000 Laserfiche Annual Maintenance 21,300 22,000 22,000 22,000 22,000 22,000 22,000 Email Filter Maintenance (3yr begin 2017)- - 1,500 - - - - Web Filter Maintenance (3yr begin 2014)10,000 2,600 2,600 2,600 2,600 2,600 2,600 Veeam Maintenance (5yr begin 2019)- 1,600 3,400 - - - - PDQ Annual Maintenance - 4,500 4,500 4,500 4,500 4,500 4,500 AntiVirus Annual Maintenance 3,700 4,000 4,000 11,000 - 4,000 4,000 Vmware Maintenance (3yr begin 2019)4,600 4,600 13,000 - - - - Server Software Maint. (WebHelpDesk, Ninite, Hyena)1,600 2,000 2,000 2,000 2,000 2,000 2,000 ESRI Software Maintenance (6 license)6,400 6,400 6,400 - - - - Fiber Optic Locating Services (ISD196 + MPNexlevel)9,200 - - - - - DC Broadband - 30,000 35,000 35,000 35,000 35,000 35,000 Hootsuite Annual Subscription 180 180 180 180 180 180 180 MailChimp Annual Subscription 360 360 360 360 360 360 360 Wufoo Annual Subscription 360 400 400 400 400 400 400 Smartsheet (Wunderlist) Annual Subscription 300 300 1,200 1,200 1,200 1,600 1,600 OET VPN Annual Subscription 265 265 265 265 265 265 265 Adobe Creative Cloud Subscription 600 600 600 600 600 600 600 Adobe Software Maintenance Subscription 2,700 2,700 2,700 3,000 3,000 3,000 3,000 AMAG Software Maintenance - - 6,000 2,000 2,000 2,000 2,000 IP Phone System Annual Maintenance 17,500 17,500 17,500 17,500 17,500 17,500 17,500 KnowBe4 Security Training (via LOGIS)2,400 2,400 2,400 2,400 2,400 2,400 2,400 Mobile Device Management Subscription 12,000 9,000 6,000 9,000 9,000 9,000 9,000 Web Hosting - CivicPlus 4,600 4,650 5,200 5,200 5,200 5,500 5,500 Agenda Management - NovusAGENDA 9,000 9,000 9,000 9,000 9,000 9,000 9,000 Total 172,765 190,155 210,405 194,205 183,205 187,905 187,905 6265 REPAIRS - EQUIPMENT Konica-Minolta Service 10,000 10,000 12,000 12,000 12,000 12,000 12,000 HP Printer Managed Service 2,000 1,600 1,200 1,600 1,600 1,600 1,600 Other Not Contracted 600 600 - 600 600 600 600 Total 12,600 12,200 13,200 14,200 14,200 14,200 14,200 55 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 05: INFORMATION TECHNOLOGY - 1030 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6275 SCHOOL/CONF/EXP - LOCAL IT Technical Training 2,500 2,500 3,000 2,500 2,500 2,500 2,500 Gov't/IT Workshops 900 900 900 900 900 900 900 End User Training (Office, Windows)1,500 1,500 - 3,000 3,000 3,000 3,000 Total 4,900 4,900 3,900 6,400 6,400 6,400 6,400 6276 SCHOOL/CONF/EXP - OTHER National Tech Conferences - Mgr & Staff 10,700 11,400 11,400 11,400 11,400 12,000 12,000 Total 10,700 11,400 11,400 11,400 11,400 12,000 12,000 6277 MILEAGE ALLOWANCE IT Mgr Car Allowance ($275 per month)3,300 3,300 3,300 3,300 3,300 3,300 3,300 IT Staff Mileage Remibursement ($20/each per mon 960 960 720 960 960 960 960 Total 4,260 4,260 4,020 4,260 4,260 4,260 4,260 6278 SUBSISTANCE ALLOWANCE 600 600 750 750 750 750 750 Total 600 600 750 750 750 750 750 6280 DUES & SUBSCRIPTIONS Computer Based Training Nuggets Subscription 3,000 3,000 - 3,000 3,000 3,600 3,600 Total 3,000 3,000 - 3,000 3,000 3,600 3,600 6310 RENTAL EXPENSE Multifunction Copiers (Municipal Center)8,200 8,000 7,900 9,050 9,050 9,050 9,050 Total 8,200 8,000 7,900 9,050 9,050 9,050 9,050 6725 CAPITAL OUTLAY - OFFICE EQUIP Server/Workstation Hardware Upgrades 56,000 56,000 64,000 60,000 45,000 56,000 56,000 Cisco Core Switch Replacement - - - - - 60,000 60,000 Cisco Networking Switch Replacements 16,000 12,000 - 60,000 60,000 60,000 60,000 Network Security/Firewall/VPN 12,000 8,000 8,000 - - - - SAN (Storage Area Network)- 50,000 60,000 - - - - AMAG Card Access Software Upgrade - - - - - - - Cisco Wireless Access Points/Mgmt.6,400 8,000 8,000 8,000 8,000 8,000 8,000 Cabling Installation (code to 6249)- - 2,500 3,500 - 3,500 - IT Server Racks & Furniture - 6,000 - - - - - Phone System Replacement - - - 15,000 15,000 - - UPS Replacement - 6,000 4,000 - - - - Enhanced Endpoint Security Licenses 8,000 - - 6,000 6,000 6,000 6,000 Email Archive Appliance 16,700 - 18,000 - - - - Total 115,100 146,000 164,500 152,500 134,000 193,500 190,000 Total Net Non-Personnel 368,325 426,615 463,775 489,865 458,365 482,765 476,265 TOTAL EXPENSES 836,475 984,340 1,002,558 1,097,575 1,066,075 1,123,785 1,117,285 56 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 16 1060 General Government Buildings DESCRIPTION OF ACTIVITY General Government Buildings reflects the expenses required to operate and maintain the Apple Valley Municipal Center, which includes both the City Hall portion and the Police Facility portion of the building. The City Hall portion provides Class A office space for Administration, City Council, City Clerk, Human Resources, Finance, Fire, Information Technology, Building Inspections, Community Development, Engineering, and Cable TV functions. It also serves as the main location for the City’s public meetings including the City Council and Planning Commission. The Police Facility portion provides office space for the Patrol, Investigations, Records, and Administration functions. It contains secured spaces for the processing, temporary holding, and questioning of criminal suspects. MAJOR OBJECTIVES FOR 2020 The employees covered under this company provide the daily care and maintenance to the building and grounds. Contractual services are utilized for tasks that cannot be performed by the employees. 1. Evaluate maintenance practices and work assignments for improved efficiency and potential cost savings. 2. Develop duty rotation to provide optimum maintenance. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Buildings 1 1 1 1 1 1 Number of Total Sq. Ft. 73,500 73,500 73,500 73,500 73,500 73,500 Number of Finished Sq. Ft. 66,239 66,239 66,239 66,239 66,239 66,239 Number of Restrooms 12 12 12 12 12 12 Number of Locker/ Shower 4 4 4 4 4 4 Number of Snow/ Ice Events 40 40 40 40 40 40 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Maintenance Worker II 2 2 2 2 2 2 57 Temporary Status Personnel Schedule Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None Summary Budget Department 16 General Government Buildings 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Vending Commissions- City Hall & AVCC 2,560 562 663 3,300 200 500 500 2,560 562 663 3,300 200 500 500 Expenditures: Salaries & Wages 140,732 133,248 133,396 131,670 137,590 141,665 145,640 Emp. Benefits 49,623 46,896 51,944 51,600 56,710 59,400 62,560 Supplies 13,350 22,741 23,631 22,300 21,725 20,350 21,350 Contractual Serv.13,465 24,632 29,174 32,800 29,680 29,800 30,290 Utilities 80,741 90,311 93,639 81,500 78,500 80,720 80,780 Repairs & Maint.53,732 52,251 43,839 50,350 51,966 52,385 52,385 Training/Travel/Dues 548 562 819 800 750 750 750 Other Exp.(21) (6) 1,762 - - - - Items for resale 3,200 2,571 691 2,700 100 - - Capital outlay 81,391 53,965 6,763 2,620 2,620 2,620 2,620 Total Exp 436,762 427,171 385,658 376,340 379,641 387,690 396,375 Net Addition (use of) general revenues (434,202) (426,609) (384,995) (373,040) (379,441) (387,190) (395,875) 2020 CAPITAL OUTLAY VERF Charges for Pool Vehicle $ 2,620 Included in Other Funds: Future Capital Projects Fund: 2020 Lower Level Finishing $ 800,000 2021: DC Govt. Center Lot Overlay/ Reconfig $ 120,000 58 City of Apple Valley Department Expense Summary Budget Years (2020-2021) GENERAL GOVERNMENT BUILDINGS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 133,943 127,967 129,192 126,870 61,140 130,595 130,595 134,490 134,490 6111 - SALARY PART-TIME 0 6113 - OVERTIME-REGULAR EMPLOYEES 8,652 7,321 7,910 7,000 4,670 7,200 7,200 7,200 7,200 6121 - INSURANCE CASH BENEFIT 540 540 0 0 6122 - COMP REQUEST -2,403 -2,580 -3,706 -1,271 6123 - SALARY-OTHER 3,720 3,870 3,870 3,950 3,950 6105 - SALARIES AND WAGES 140,732 133,248 133,396 137,590 64,539 141,665 141,665 145,640 145,640 6138 - MEDICARE 1,972 1,889 1,842 1,995 887 2,055 2,055 2,110 2,110 6139 - FICA 8,434 8,075 7,876 8,530 3,791 8,785 8,785 9,030 9,030 6141 - PENSIONS-PERA 9,435 9,810 9,953 10,320 4,838 10,625 10,625 10,925 10,925 6142 - WORKERS COMPENSATION 5,624 5,347 5,312 5,925 3,204 7,735 7,735 8,350 8,350 6144 - LONG-TERM DISABILITY INSURANCE 319 226 253 380 114 390 390 400 400 6145 - MEDICAL INSURANCE 20,993 18,447 28,917 30,060 12,787 30,310 30,310 32,245 32,245 6146 - DENTAL INSURANCE 1,936 1,920 2,166 1,016 6147 - LIFE INSURANCE-BASIC 12 11 12 6 6148 - LIFE INSURANCE-SUPP/DEPEND 899 1,685 0 0 6170 - EMPLOYEE PAID PREMIUMS -514 -4,388 -500 -1,401 -500 -500 -500 -500 6125 - EMPLOYEE BENEFITS 49,623 46,896 51,944 56,710 25,241 59,400 59,400 62,560 62,560 6100 - TOTAL PERSONNEL SERVICES 190,355 180,144 185,340 194,300 89,780 201,065 201,065 208,200 208,200 6210 - OFFICE SUPPLIES 79 10 180 0 0 6211 - SMALL TOOLS & EQUIPMENT 587 4,647 5,172 750 459 750 750 750 750 6212 - MOTOR FUELS/OILS 256 331 385 1,975 134 1,975 500 1,975 500 6215 - EQUIPMENT-PARTS 16 1,862 187 200 21 300 300 300 300 6229 - GENERAL SUPPLIES 12,412 15,891 17,706 18,800 7,369 18,800 18,800 19,800 19,800 6205 - SUPPLIES 13,350 22,741 23,631 21,725 7,983 21,825 20,350 22,825 21,350 6235 - CONSULTANT SERVICES 19 40 130 100 95 100 100 100 100 6237 - TELEPHONE/PAGERS 2,107 2,514 2,066 2,550 1,034 2,550 2,550 2,100 2,100 6238 - POSTAGE/UPS/FEDEX 0 0 16 56 6240 - CLEANING SERVICE/GARBAGE 2,504 16,243 19,856 20,810 13,669 20,810 20,810 21,750 21,750 6249 - OTHER CONTRACTUAL SERVICES 8,836 5,835 7,107 6,220 590 6,340 6,340 6,340 6,340 6230 - CONTRACTUAL SERVICES 13,465 24,632 29,174 29,680 15,443 29,800 29,800 30,290 30,290 6255 - UTILITIES-ELECTRIC 54,069 59,231 62,643 54,000 21,318 55,620 55,620 55,620 55,620 6256 - UTILITIES-NATURAL GAS 24,426 27,973 28,338 22,000 18,282 22,600 22,600 22,660 22,660 6257 - UTILITIES-PROPANE/WATER/SEWER 2,246 3,107 2,658 2,500 639 2,500 2,500 2,500 2,500 6250 - UTILITIES 80,741 90,311 93,639 78,500 40,240 80,720 80,720 80,780 80,780 6265 - REPAIRS-EQUIPMENT 1,901 913 1,773 1,500 262 1,500 1,500 1,500 1,500 6266 - REPAIRS-BUILDING 51,481 51,338 42,066 50,466 24,840 50,885 50,885 50,885 50,885 6269 - REPAIRS-OTHER 350 0 0 0 6260 - REPAIRS AND MAINTENA 53,732 52,251 43,839 51,966 25,102 52,385 52,385 52,385 52,385 6280 - DUES & SUBSCRIPTIONS 15 20 20 15 6281 - UNIFORM/CLOTHING ALLOWANCE 533 542 799 750 368 750 750 750 750 6270 - TRNG/TRAVL/DUES/UNIF 548 562 819 750 383 750 750 750 750 6200 - TOTAL OPERATING COSTS 161,837 190,497 191,102 182,621 89,151 185,480 184,005 187,030 185,555 6310 - RENTAL EXPENSE -243 -248 0 0 6322 - UNCOLLECTIBLE CHECKS/ACCOUNTS 1,565 0 6333 - GENERAL-CASH DISCOUNTS -18 -19 -52 -8 6349 - LATE FEES/FINANCE CHARGES 0 21 0 0 59 City of Apple Valley Department Expense Summary Budget Years (2020-2021) GENERAL GOVERNMENT BUILDINGS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6399 - OTHER CHARGES 240 240 249 100 6301 - OTHER EXPENDITURES -21 -6 1,762 92 6300 - TOTAL OTHER EXPENDITURES -21 -6 1,762 92 6540 - TAXABLE MISC FOR RESALE 3,200 2,571 691 0 6545 - NON-TAXABLE MISC FOR RESALE 0 0 0 100 0 0 0 6501 - TAXABLE/NON-TAXABLE MISC RESAL 3,200 2,571 691 100 0 0 0 6500 - TOTAL EXPENDITURES 3,200 2,571 691 100 0 0 0 6715 - CAPITAL OUTLAY-BUILDINGS 78,771 50,517 0 0 0 0 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 828 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 4,143 0 0 6745 - VERF CHARGES 2,620 2,620 2,620 2,620 1,310 2,620 2,620 2,620 2,620 6701 - TOTAL CAPITAL OUTLAY 81,391 53,965 6,763 2,620 1,310 2,620 2,620 2,620 2,620 6700 - TOTAL CAPITAL OUTLAY 81,391 53,965 6,763 2,620 1,310 2,620 2,620 2,620 2,620 436,762 427,171 385,658 379,641 180,333 389,165 387,690 397,850 396,375 60 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 16: GENERAL GOVERNMENT BUILDINGS - 1060 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 123,340 126,870 126,870 130,595 130,595 134,490 134,490 6113 Overtime - Reg 5,000 7,000 7,000 7,200 7,200 7,200 7,200 6123 Salaries - Other 3,330 3,720 3,720 3,870 3,870 3,950 3,950 6138 Medicare 1,910 1,995 1,995 2,055 2,055 2,110 2,110 6139 FICA 8,165 8,530 8,530 8,785 8,785 9,030 9,030 6141 Pension - PERA 9,875 10,320 10,320 10,625 10,625 10,925 10,925 6142 Work Comp Ins 5,500 5,925 5,925 7,735 7,735 8,350 8,350 6144 Long-term Disability Insurance 350 380 380 390 390 400 400 6145 Hospital & Life Insurance 25,800 30,060 30,060 30,310 30,310 32,245 32,245 6170 Employee Paid Premiums - (500) (500) (500) (500) (500) (500) Position Changes - - - - - - - Total 183,270 194,300 194,300 201,065 201,065 208,200 208,200 6211 SMALL TOOL & EQUIPMENT Miscellaneous 750 750 1,000 750 750 750 750 Total 750 750 1,000 750 750 750 750 6212 MOTOR FUELS/OILS City Hall Van (moved from Comm Dev)1,000 475 475 475 475 475 475 Emergency Generator 2,500 1,500 1,500 1,500 25 1,500 25 Total 3,500 1,975 1,975 1,975 500 1,975 500 6215 EQUIPMENT - PARTS 250 200 200 300 300 300 300 Total 250 200 200 300 300 300 300 6229 GENERAL SUPPLIES Cleaning supplies, hardware, bulbs,14,000 15,000 15,000 15,000 15,000 16,000 16,000 filters, paper products, landscape items, ice melt, and coffee. Furniture-misc 3,800 3,800 3,800 3,800 3,800 3,800 3,800 Total 17,800 18,800 18,800 18,800 18,800 19,800 19,800 6235 CONSULTANT SERVICES Drug & hearing testing, immunizations 125 100 100 100 100 100 100 Total 125 100 100 100 100 100 100 6237 TELEPHONE/PAGERS Frontier analog lines 2,100 2,100 2,060 2,100 2,100 2,100 2,100 Cable boxes 380 450 - 450 450 - - Trend Adjustment - - - - - - - Total 2,480 2,550 2,060 2,550 2,550 2,100 2,100 6240 C. SERVICE/GARBAGE REMOVAL Trash Removal 2,000 2,450 2,422 2,450 2,450 2,450 2,450 Rug Service 700 600 570 600 600 600 600 Additional Contract Cleaning& Mowing Sup 25,000 - - - - - - Move Mowing to 6249 (25,000) - - - - - - Restroom Cleaning 17,240 17,760 17,630 17,760 17,760 18,700 18,700 Lektreiver Maintenance 1,000 - - - - - - Move Lektreiver to 6285 (1,000) - - - - - - Fire Alarm Testing/ Monitoring 2,500 - - - - - - Move Fire Alarm to 6249 (2,500) - - - - - - Total 19,940 20,810 20,622 20,810 20,810 21,750 21,750 6249 Contract Services Fire Alarm Monitoring 250 250 250 250 250 250 250 Fire Alarm Testing 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Lawn Maintenance and Mowing 5,000 4,000 4,000 4,000 4,000 4,000 4,000 Pest Control 340 340 340 340 340 340 340 Other 3,165 130 250 250 250 250 250 Total 10,255 6,220 6,340 6,340 6,340 6,340 6,340 6255 UTILITIES - ELECTRIC Municipal Center 54,000 54,000 50,000 55,620 55,620 55,620 55,620 Total 54,000 54,000 50,000 55,620 55,620 55,620 55,620 61 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 16: GENERAL GOVERNMENT BUILDINGS - 1060 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6256 UTILITIES - NATURAL GAS Municipal Center 25,000 22,000 23,000 22,600 22,600 22,660 22,660 Total 25,000 22,000 23,000 22,600 22,600 22,660 22,660 6257 UTILITIES - OTHER Municipal Center 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Total 2,500 2,500 2,500 2,500 2,500 2,500 2,500 6265 REPAIRS - EQUIPMENT Security, generator, and other repair 250 500 1,500 500 500 1,500 1,500 Lektreiver Maintenance 1,000 1,000 1,000 1,000 Total 1,250 1,500 1,500 1,500 1,500 1,500 1,500 6266 REPAIRS / MAINT- BUILDINGS HVAC Repairs 20,000 20,000 20,000 20,000 20,000 20,000 20,000 HVAC Routine Maintenance 10,000 10,000 5,000 10,000 10,000 10,000 10,000 Data/ Security/ Fire Suppression 2,150 2,150 2,150 2,150 2,150 2,150 2,150 Electrical 1,750 1,750 750 1,750 1,750 1,750 1,750 Elevator 7,000 8,366 7,968 8,785 8,785 8,785 8,785 General Interior 3,000 3,000 3,000 3,000 3,000 3,000 3,000 General Exterior and Roof 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Other (includes generator service etc.)3,000 3,000 6,000 3,000 3,000 3,000 3,000 Window Cleaning 700 700 700 700 700 700 700 Total 49,100 50,466 47,068 50,885 50,885 50,885 50,885 6281 UNIFORM/CLOTHING ALLOWANCE Uniform Allowance 800 750 750 750 750 750 750 Total 800 750 750 750 750 750 750 6545 NON - TAXABLE MISC 4 RESALE Pop and Juice 2,700 100 - - - - - Total 2,700 100 - - - - - 6715 CAPITAL OUTLAY - BUILDINGS PD HVAC to Muni Bldg FD - - - - - - Total - - - - - - - 6745 VEHICLE REPLACEMENT FUND VERF 2,620 2,620 2,620 2,620 2,620 2,620 2,620 Total 2,620 2,620 2,620 2,620 2,620 2,620 2,620 Total Net of Personnel 193,070 185,341 178,535 188,100 186,625 189,650 188,175 TOTAL EXPENSES 376,340$ 379,641$ 372,835$ 389,165$ 387,690$ 397,850$ 396,375$ 62 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 08 1035 Finance DESCRIPTION OF ACTIVITY Finance is responsible for processing monetary transactions in accordance with Federal, State and local laws and in compliance with Generally Accepted Accounting Standards. Transactions include accounts payable, accounts receivable, investing, special assessments and financial reporting. The finance function also accounts for the unallocated costs of office supplies within City Hall, postage and the postage machine. MAJOR OBJECTIVES FOR 2020/21 • Generate financial policies and procedures and offer guidance to other departments • Maintain the City’s Aaa Bond Rating • Implement efficiencies in the accounts payable function through A/P automation and Vendor ACH payment process provided through LOGIS offerings. • Continued implementation of improvements in the Utility Billing area achieving additional efficiencies. • Work with the utilities department in the implementation of the meter change out programs and implementing a switch to monthly utility billing. • Improve the monthly interim reporting • Implement customer portal for utility consumption expand online payments • Continued monitoring and analysis of outstanding debt • Monitor TIF Fund status • Provide the financial support to evaluate funding needs and issue debt instruments as needed • Participate in the GFOA’s Certificate of Achievement program for the Annual Financial report and the Operating Budget IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Accounts payable checks 7541 6485 5360 6500 6500 6500 Purchase Orders Issued 118 158 191 200 200 200 A/R Invoices Processed 444 442 468 450 450 450 Receipts Processed 2462 1813 1966 2000 2000 2000 Investment return 1.5% 1.0% 1.7% 1.7% 1.9% 1.9% Moody’s Bond Rating Aaa Aaa Aaa Aaa Aaa Aaa S & P Rating AAA AAA AAA AAA AAA AAA Office Supplies $ 38,260 $26,075 $ 40,340 $ 36,590 $37,090 $37,090 General City Hall Office Supplies included within Finance Department 63 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Finance Director 1 1 1 1 1 1 Assistant Fin. Director 1 1 1 1 1 1 Finance Analyst - 1 1 1 1 1 Accountant I 1 1 1 1 1 1 Accounting Technician 1 1 1 1 1 1 1 Summary Budget Department 08 Finance 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Investment Mgmt Fee 110,000 120,000 124,000 124,000 124,000 125,000 127,500 Charge to Construction Funds - 196,149 - 69,200 69,200 69,200 69,200 Asssment Searches 80 65 45 - - - - 110,080 316,214 124,045 193,200 193,200 194,200 196,700 Expenditures: Salaries & Wages 361,046 424,821 461,109 465,290 486,900 508,360 526,380 Emp. Benefits 109,715 126,105 140,547 147,380 139,220 144,085 151,740 Supplies 7,406 8,212 9,544 11,470 10,220 9,950 9,950 Contractual Serv.32,394 20,809 32,682 31,200 28,700 34,000 29,000 Training/Travel/Dues 4,663 7,377 5,528 8,315 8,815 8,665 8,985 Other Exp.8,117 7,074 5,090 5,290 5,290 5,290 5,290 Capital outlay - - - 4,100 - - Total Expenses 523,341 594,399 654,501 668,945 683,245 710,350 731,345 Net addition to (use of) general revenues (413,261) (278,185) (530,456) (475,745) (490,045) (516,150) (534,645) CAPITAL OUTLAY 2020: None 2021: None 64 City of Apple Valley Department Expense Summary Budget Years (2020-2021) FINANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 361,062 423,824 461,786 467,470 229,453 490,570 490,570 507,900 507,900 6113 - OVERTIME-REGULAR EMPLOYEES 2,335 391 275 500 0 500 500 500 500 6121 - INSURANCE CASH BENEFIT 1,260 1,140 1,440 0 720 6122 - COMP REQUEST -3,612 -535 -2,392 0 0 6123 - SALARY-OTHER 18,930 17,290 17,290 17,980 17,980 6105 - SALARIES AND WAGES 361,046 424,821 461,109 486,900 230,173 508,360 508,360 526,380 526,380 6138 - MEDICARE 4,953 5,675 6,147 7,060 3,082 7,370 7,370 7,635 7,635 6139 - FICA 21,178 24,265 26,285 29,195 13,177 30,475 30,475 31,310 31,310 6141 - PENSIONS-PERA 26,984 31,798 34,502 36,520 17,126 38,125 38,125 39,480 39,480 6142 - WORKERS COMPENSATION 1,859 2,327 2,658 2,905 1,374 3,050 3,050 3,315 3,315 6144 - LONG-TERM DISABILITY INSURANCE 985 818 926 1,340 427 1,400 1,400 1,450 1,450 6145 - MEDICAL INSURANCE 49,420 70,607 82,524 76,500 32,745 77,965 77,965 82,850 82,850 6146 - DENTAL INSURANCE 2,856 4,829 5,869 0 2,314 6147 - LIFE INSURANCE-BASIC 24 27 30 14 6148 - LIFE INSURANCE-SUPP/DEPEND 1,456 828 1,216 570 6170 - EMPLOYEE PAID PREMIUMS -15,067 -19,611 -14,300 -4,274 -14,300 -14,300 -14,300 -14,300 6125 - EMPLOYEE BENEFITS 109,715 126,105 140,547 139,220 66,555 144,085 144,085 151,740 151,740 6100 - TOTAL PERSONNEL SERVICES 470,761 550,926 601,656 626,120 296,728 652,445 652,445 678,120 678,120 6210 - OFFICE SUPPLIES 7,301 7,279 9,453 9,750 3,551 10,850 9,850 10,850 9,850 6211 - SMALL TOOLS & EQUIPMENT 0 890 0 250 17 0 0 6215 - EQUIPMENT-PARTS 78 37 40 120 0 50 50 50 50 6229 - GENERAL SUPPLIES 26 6 51 100 0 50 50 50 50 6205 - SUPPLIES 7,406 8,212 9,544 10,220 3,568 10,950 9,950 10,950 9,950 6235 - CONSULTANT SERVICES 0 0 1,301 0 0 6237 - TELEPHONE/PAGERS 40 40 0 0 6238 - POSTAGE/UPS/FEDEX 22,500 12,602 21,793 17,900 13,447 28,400 23,400 23,400 18,400 6239 - PRINTING 9,854 8,167 9,588 10,600 1,710 10,600 10,600 10,600 10,600 6240 - CLEANING SERVICE/GARBAGE 0 0 0 200 0 200 0 6249 - OTHER CONTRACTUAL SERVICES 0 0 0 6230 - CONTRACTUAL SERVICES 32,394 20,809 32,682 28,700 15,158 39,200 34,000 34,000 29,000 6265 - REPAIRS-EQUIPMENT 0 0 0 0 0 0 0 6260 - REPAIRS AND MAINTENA 0 0 0 0 0 0 0 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 573 1,552 544 1,050 160 1,100 1,100 1,100 1,100 6276 - SCHOOLS/CONFERENCES/EXP OTHER 2,330 3,091 2,841 4,865 1,345 4,865 4,865 4,865 4,865 6277 - MILEAGE/AUTO ALLOWANCE 305 405 123 400 29 200 200 200 200 6278 - SUBSISTENCE ALLOWANCE 0 300 0 300 300 300 300 300 300 6280 - DUES & SUBSCRIPTIONS 1,455 2,030 2,020 2,200 1,960 2,200 2,200 2,520 2,520 6270 - TRNG/TRAVL/DUES/UNIF 4,663 7,377 5,528 8,815 3,794 8,665 8,665 8,985 8,985 6200 - TOTAL OPERATING COSTS 44,463 36,399 47,754 47,735 22,520 58,815 52,615 53,935 47,935 6310 - RENTAL EXPENSE 5,103 5,103 5,103 5,290 2,552 5,290 5,290 5,290 5,290 6333 - GENERAL-CASH DISCOUNTS -28 -29 -44 0 6349 - LATE FEES/FINANCE CHARGES 0 0 0 15 6350 - BANK FEES/CHARGES 0 0 31 0 3,328 6399 - OTHER CHARGES 3,041 2,000 0 0 0 0 0 6301 - OTHER EXPENDITURES 8,117 7,074 5,090 5,290 5,895 5,290 5,290 5,290 5,290 6300 - TOTAL OTHER EXPENDITURES 8,117 7,074 5,090 5,290 5,895 5,290 5,290 5,290 5,290 6401 - EXPENDITURES 0 0 0 0 65 City of Apple Valley Department Expense Summary Budget Years (2020-2021) FINANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6400 - TOTAL EXPENDITURES 0 0 0 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 0 0 0 4,100 378 0 0 6701 - TOTAL CAPITAL OUTLAY 0 0 0 4,100 378 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 0 4,100 378 0 0 523,341 594,399 654,501 683,245 325,520 716,550 710,350 737,345 731,345 66 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 08: FINANCE - 1035 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED REQUEST RECOMMEND REQUEST RECOMMEND SALARIES 6110 Regular Employees 442,910 467,470 486,400 490,570 490,570 507,900 507,900 6111 Salary - Part time - - - - - - - 6113 Overtime - Regular 1,000 500 300 500 500 500 500 6121 Insurance Cash Benefit - - - - - - - 6122 Comp request - - - - - - - 6123 Salaries - Other 21,380 18,930 17,290 17,290 17,980 17,980 6138 Medicare 6,745 7,060 7,060 7,370 7,370 7,635 7,635 6139 FICA 28,260 29,195 29,195 30,475 30,475 31,310 31,310 6141 Pension - PERA 34,900 36,520 36,520 38,125 38,125 39,480 39,480 6142 Work Comp 2,695 2,905 2,905 3,050 3,050 3,315 3,315 6144 Long-term Disability Insurance 1,280 1,340 1,340 1,400 1,400 1,450 1,450 6145 Hospital & Life Insurance 73,500 76,500 76,500 77,965 77,965 82,850 82,850 6170 Employee Paid Premiums - (14,300) (14,300) (14,300) (14,300) (14,300) (14,300) Total 612,670 626,120 625,920 652,445 652,445 678,120 678,120 6210 OFFICE SUPPLIES General Office Supplies 3,800 4,150 4,150 4,150 4,150 4,150 4,150 Copier Paper 6,900 5,000 6,000 5,000 5,000 5,000 5,000 Postage Machine Supplies 300 600 100 600 600 600 600 Bank Deposit Bags - - 1,075 1,100 100 1,100 100 Total 11,000 9,750 11,325 10,850 9,850 10,850 9,850 6211 Small tools Miscellaneous 250 250 - - - - - Total 250 250 - - - - - 6215 Equipment - Parts Phone Equip / batteries 120 120 50 50 50 50 50 Total 120 120 50 50 50 50 50 6229 GENERAL SUPPLIES Miscellaneous 100 100 50 50 50 50 50 Total 100 100 50 50 50 50 50 Total - - - - - - - 6238 POSTAGE/UPS/FEDEX Postal Permits 250 250 250 250 250 250 250 Postage 20,000 17,500 23,500 28,000 23,000 23,000 18,000 Misc. Postal Charges 150 150 100 150 150 150 150 Total 20,400 17,900 23,850 28,400 23,400 23,400 18,400 6239 PRINTING/PUBLISHING Envelopes and Letterhead 3,800 3,800 2,500 3,800 3,800 3,800 3,800 Receipts, Checks, Requisitions, P.O.'s, e 500 500 2,000 500 500 500 500 Printing ; inserts etc.650 650 650 650 650 650 650 County Charge for T in T notices 4,200 4,200 3,200 4,200 4,200 4,200 4,200 Publish Budget, Fin report 1,450 1,450 1,900 1,450 1,450 1,450 1,450 Total 10,600 10,600 10,250 10,600 10,600 10,600 10,600 6240 CLEANING / GARBAGE Shredding 200 200 - 200 - - - Total 200 200 - 200 - - - 6275 SCHOOL/CONF/EXP - LOCAL Municipals 240 250 250 250 250 250 250 Mileage to local training 200 200 200 250 250 250 250 Webinars - 150 150 150 150 150 150 Other 50 50 50 50 50 50 50 State GFOA Monthly Meetings 410 400 200 400 400 400 400 Total 900 1,050 850 1,100 1,100 1,100 1,100 6276 SCHOOL/CONF/EXP - OTHER LMC 50 50 50 50 50 50 Other training 700 700 200 700 700 700 700 GFOA Conf 2,565 2,565 3,025 2,565 2,565 2,565 2,565 Mn GFOA Conf 1,550 1,550 1,600 1,550 1,550 1,550 1,550 Total 4,865 4,865 4,825 4,865 4,865 4,865 4,865 6277 MILEAGE ALLOWANCE Miscellaneous 400 400 200 200 200 200 200 Total 400 400 200 200 200 200 200 6278 SUBSISTENCE National GFOA 300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6280 Dues and Subscriptions National GFOA 350 600 600 600 600 600 600 GFOA - CAFR & PAFR review 550 750 750 750 750 750 750 GFOA Subscription service (GASB Revie 70 70 70 70 70 70 70 State GFOA 180 180 180 180 180 180 180 Books 100 - - - - - - Notary - - 120 - - 120 120 MnCPA 300 300 300 300 300 300 300 MN CPA license 200 200 200 200 200 200 200 Sam's Club 100 100 150 100 100 300 300 Total 1,850 2,200 2,370 2,200 2,200 2,520 2,520 67 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 08: FINANCE - 1035 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED REQUEST RECOMMEND REQUEST RECOMMEND 6310 Rental Expense Postage Meter Maintenance 150 150 150 150 150 150 150 Postage Meter Lease 5,140 5,140 5,105 5,140 5,140 5,140 5,140 Total 5,290 5,290 5,255 5,290 5,290 5,290 5,290 6725 CAPITAL OUTLAY - OFFICE EQUIP Adjustable height workstations (2)- 4,100 4,060 - - - - Total - 4,100 4,060 - - - - Total Net of Personnel 56,275 57,125 63,385 64,105 57,905 59,225 53,225 TOTAL EXPENSES 668,945$ 683,245$ 689,305$ 716,550$ 710,350$ 737,345$ 731,345$ 68 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 09 1040 Data Processing DESCRIPTION OF ACTIVITY This business unit accounts for the unallocated costs associated with the LOGIS consortium and the JD Edwards finance software in use. Portions of the cost are allocated to the enterprise funds based on numbers of system users. MAJOR OBJECTIVES FOR 2020/21 • The budget increases for 2020 reflect an average increase of 5.4%. • The individual modules increased at different rates but the largest increase is in the Building Permits which increased $6,810, or 20% for 2020, the Police Records & Mobiles system; which increased $6,986 or 4.4% for 2020. • LOGIS is projecting increases of approximately 5.0% for 2021.These projected increases were included in the proposed 2020 and 2021 budgets. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of JD Edwards Licenses / Users 11 11 11 11 11 11 Insight GL Inquiry Licenses 10 10 10 10 10 10 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Contractual Serv.- - - - - - - Other Exp.252,042 261,033 242,904 243,935 244,482 255,800 269,000 Capital outlay - - - - - - - Net addition to (use of) general revenues 252,042 261,033 242,904 243,935 244,482 255,800 269,000 2020 /2021 CAPITAL OUTLAY: None 69 City of Apple Valley Department Expense Summary Budget Years (2020-2021) DATA PROCESSING Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6230 - CONTRACTUAL SERVICES 0 0 0 0 0 6270 - TRNG/TRAVL/DUES/UNIF 0 0 0 0 6200 - TOTAL OPERATING COSTS 0 0 0 0 0 6399 - OTHER CHARGES 252,042 261,033 242,904 244,482 131,905 255,800 255,800 269,000 269,000 6301 - OTHER EXPENDITURES 252,042 261,033 242,904 244,482 131,905 255,800 255,800 269,000 269,000 6300 - TOTAL OTHER EXPENDITURES 252,042 261,033 242,904 244,482 131,905 255,800 255,800 269,000 269,000 252,042 261,033 242,904 244,482 131,905 255,800 255,800 269,000 269,000 70 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 09: DATA PROCESSING - 1040 COMPANY 1000: GENERAL FUND 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROPOSED RECOMMEND PROPOSED RECOMMEND 6399 OTHER CHARGES LOGIS Charges - OPEN GOV - Transparency Software - AP Automation (incl. 20% annl maint.)- AP Automation (scanners & maint)350 375 375 375 375 375 375 PAY MODE / Wells Fargo Payment Mgr - Financial 51,685 53,736 53,736 57,811 57,811 60,700 60,700 AP AUTOMATION - Docusphere 11,380 11,727 11,727 13,217 13,217 13,880 13,880 HR / Payroll / ESS 67,790 70,383 70,383 67,556 67,556 70,930 70,930 utility Billing 96,935 100,183 100,183 103,438 103,438 108,610 108,610 Police Mobiles 36,970 39,973 39,973 42,918 42,918 45,060 45,060 Fire Mobiles 4,925 4,953 4,953 5,328 5,328 5,590 5,590 Police Records 107,915 113,814 113,814 117,480 117,480 123,350 123,350 Permits & Inspections 32,900 30,028 30,028 34,418 34,418 36,140 36,140 e-Permits 3,480 3,480 3,480 5,900 5,900 6,200 6,200 Managed Services - Hosted Servers 7,250 7,250 7,250 7,250 7,250 7,610 7,610 internet 18,810 19,936 19,936 22,241 22,241 23,350 23,350 System Development - UB 6,120 6,304 6,304 6,350 6,350 6,670 6,670 System Development - Bldg Insp 1,960 2,019 2,019 2,475 2,475 2,600 2,600 System Development - Other 27,015 16,681 16,681 19,987 19,987 20,980 20,980 Water Sewer (175,100) (181,920) (181,920) (188,500) (188,500) (197,200) (197,200) Liquor (11,640) (12,130) (12,130) (12,640) (12,640) (13,400) (13,400) Ice Arena (4,100) (4,260) (4,260) (5,235) (5,235) (5,600) (5,600) Direct bill to Bldg Insp (45,590) (43,500) (43,500) (50,045) (50,045) (52,550) (52,550) Additional services by hour 800 800 800 496 496 475 475 State of MN WAN access 4,080 4,650 4,650 4,980 4,980 5,230 5,230 Total 243,935 244,482 244,482 255,800 255,800 269,000 269,000 Total Net of Personnel 243,935 244,482 244,482 255,800 255,800 269,000 269,000 TOTAL EXPENSES 243,935$ 244,482$ 244,482$ 255,800$ 255,800$ 269,000$ 269,000$ 71 Notes: 72 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 10 1045 Independent Audit DESCRIPTION OF ACTIVITY This business unit accounts for the General Fund’s share of the annual audit cost. Portions of the audit costs are also allocated to the enterprise funds. The City currently contracts with Malloy, Montague, Karnowski, Radosevich and Company P.A. (MMKR) from Minneapolis for the annual audit. In 2017, a 3 year engagement was entered into for the audit of the 2016 to 2018 financial statements, with work to be completed in 2017-2019. Staff will issue a new request for Proposal for audit services for another 3 year period commencing with the 2019 fiscal year audit completed in 2020. MAJOR OBJECTIVES FOR 2020/21 With the known grant requests that have been submitted it is likely that a Federal Single Audit will be required for the 2019 and 2020 fiscal years. Continue to work with the current auditor and maintain compliance with Minnesota Statutes as related to the financial system processes and monitor internal controls at various locations. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Unqualified Opinion Received Yes Yes Yes Yes Yes Yes Single Audit Required on Federal Receipts Yes No No No Yes Yes 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Contractual Services 13,647 14,433 12,996 13,900 12,290 12,740 12,900 Total Exp 13,647 14,433 12,996 13,900 12,290 12,740 12,900 Net addition to (use of) general revenues 13,647 14,433 12,996 13,900 12,290 12,740 12,900 2020 / 2021 CAPITAL OUTLAY: None 73 City of Apple Valley Department Expense Summary Budget Years (2020-2021) INDEPENDENT AUDIT Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6235 - CONSULTANT SERVICES 13,647 14,433 12,996 12,290 8,003 12,740 12,740 12,900 12,900 6230 - CONTRACTUAL SERVICES 13,647 14,433 12,996 12,290 8,003 12,740 12,740 12,900 12,900 6200 - TOTAL OPERATING COSTS 13,647 14,433 12,996 12,290 8,003 12,740 12,740 12,900 12,900 13,647 14,433 12,996 12,290 8,003 12,740 12,740 12,900 12,900 74 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 10: INDEPENDENT AUDIT - 1045 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6235 CONSULTANT SERVICES Audit Fee 13,900 12,290 12,290 12,740 12,740 12,900 12,900 Total 13,900 12,290 12,290 12,740 12,740 12,900 12,900 Total Net of Personnel 13,900 12,290 12,290 12,740 12,740 12,900 12,900 TOTAL EXPENSES 13,900$ 12,290$ 12,290$ 12,740$ 12,740$ 12,900$ 12,900$ 75 Notes: 76 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 14 1050 & 1055 Legal Services DESCRIPTION OF ACTIVITY Legal covers the City’s activities related to civil matters and criminal prosecution. The City utilizes the services of a private law firm for these services. The firm provides a retainer fee for both basic civil work and criminal prosecution. Hourly rates are charged to defend against lawsuits, to prepare special projects where it is appropriate for the project to potentially pay for the legal expense, and to appeal criminal cases. Additional reimbursable expenses are also charged against this account. MAJOR OBJECTIVES FOR 2020 Provide high quality civil legal counsel and criminal prosecution services. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of criminal cases reviewed 265 317 332 340 340 340 Number of formal complaints issued 200 286 221 235 235 235 Number of cases opened 710 818 1,771 846 845 845 Key: • Number of criminal cases reviewed means the number of cases the City forwarded to the City Attorney for review for formal charging. • Number of formal complaint issued means the number of cases reviewed that resulted in a formal complaint charge. • Number of cases opened means a file was opened for any misdemeanor and gross misdemeanor offense. The City Attorney also opens files for petty misdemeanors with court trials. • In 2016, cases reviewed and the number of formal complaints decreased due to officers being able to issue more citations for the violations without our involvement. This is often the result of the nature of the offense, combined with fewer demands by defendants for formal complaints. Though there may be less involvement by our attorneys at an earlier stage in prosecuting, the total number of incidents being added to the court docket and being prosecuted increased. 77 Summary Budget Department 14 Legal Services 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Proposed Proposed Proposed Revenue: Court Fines 271,722 307,937 301,169 275,400 275,400 295,400 300,000 271,722 307,937 301,169 275,400 275,400 295,400 300,000 Expenditures: Contractual Serv.518,521 503,924 521,498 532,990 533,530 549,630 565,470 Total Exp 518,521 503,924 521,498 532,990 533,530 549,630 565,470 Net provision to (use of ) general revenues (246,799) (195,987) (220,329) (257,590) (258,130) (254,230) (265,470) 2020 CAPITAL OUTLAY: None 2021 CAPITAL OUTLAY: None 78 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LEGAL SERVICES Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6105 - SALARIES AND WAGES 0 0 0 0 6125 - EMPLOYEE BENEFITS 0 0 0 0 6100 - TOTAL PERSONNEL SERVICES 0 0 0 0 6231 - LEGAL SERVICES 518,521 503,924 521,498 533,530 275,346 549,630 549,630 565,470 565,470 6230 - CONTRACTUAL SERVICES 518,521 503,924 521,498 533,530 275,346 549,630 549,630 565,470 565,470 6200 - TOTAL OPERATING COSTS 518,521 503,924 521,498 533,530 275,346 549,630 549,630 565,470 565,470 518,521 503,924 521,498 533,530 275,346 549,630 549,630 565,470 565,470 79 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 14: LEGAL SERVICES- 1050 / 1055 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADM DEPT ADM ADOPTED ADOPTED PROJECTED PROP RECOM PROP RECOM 6231 CONSULTANT SERVICES General Legal Retainer 169,460 174,543 174,543 179,780 179,780 185,175 185,175 Police Legal Retainer 328,530 338,387 338,387 348,550 348,550 358,995 358,995 General Legal-Nonretainer 27,000 15,450 20,000 16,000 16,000 16,000 16,000 Police Legal-Nonretainer 8,000 5,150 5,000 5,300 5,300 5,300 5,300 Total 532,990 533,530 537,930 549,630 549,630 565,470 565,470 6249 OTHER CONTRACTUAL SERVICES (reimburseable expenses) General - - Police - - Total - - - - - - - Total Net of Personnel 532,990 533,530 537,930 549,630 549,630 565,470 565,470 TOTAL EXPENSES 532,990$ 533,530$ 537,930$ 549,630$ 549,630$ 565,470$ 565,470$ 80 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 15 1100 Community Development DESCRIPTION OF ACTIVITY The Community Development Department is responsible for short and long term community and project based planning, the planning and zoning review process, code compliance, and economic development. The department promotes, evaluates and monitors commercial development and redevelopment, primarily in the established downtown; industrial development in areas of the City guided by the Comprehensive Plan for job creation; housing development with a range of densities; and the evaluation of new approaches to development: mixed use and/or transit oriented development that creates value in live, work, shop and recreate environments. MAJOR OBJECTIVES FOR 2020 and 2021 • Facilitate planning and development in established and emerging industrial, commercial, mixed use, transit oriented and neighborhood areas. • Implement the 2040 Comprehensive Plan Update process to completion. • Launch development at Orchard Place; formerly the active mining area. • Facilitate Economic Development Authority (EDA) opportunities to support development; consideration of job development tax increment tools, public/private partnerships, and business assistance as funds are available. • Facilitate the “Great Neighborhood” program that enhances homes and neighborhood livability. • Foster positive business relationships, outreach, and collaboration. • Facilitate downtown development and redevelopment; priority areas include the quadrants of CR42 and Cedar Avenue. • Recommend and implement communication strategies that emphasize the Apple Valley brand and attract national and global business development interests. • Review and process subdivision, land use, conditional use, and ordinance modifications and facilitate development opportunities. • Issue economic development updates weekly. • Pursue federal, state, and regional resources and state legislative initiatives to support objectives. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Land Use Actions 63 56 65 60 60 60 Comm/Industrial Permits 105 179 97 110 110 110 Value of Comm/Industrial $28.6 mill $59 mill $39 mill $35 mill $35 mill $35 mill Residential Permits 157 182 115 115 130 115 Value of Residential $42.4 mill $26.8 mill $82 mill $35 mill $40 mill $35 mill Closed Sales-Residential 1,137 1,107 1,010 1,100 1,100 1,100 81 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Community Development Dir. 1 1 1 1 1 1 City Planner 1 1 1 1 1 1 Planner 2 2 2 2 2 2 Department Assistant 1 1 1 1 1 1 Summary Budget Department 15 Community Development 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: FEES-PLAT 9,665 5,489 11,271 8,400 8,400 8,400 8,400 FEES-SPECIAL USE 1,780 2,187 1,238 2,430 2,430 2,430 2,430 FEES-REZONING 9,280 4,908 6,909 8,400 8,400 8,400 8,400 20,725 12,584 19,418 19,230 19,230 19,230 19,230 Expenditures: Salaries & Wages 399,942 459,989 483,809 481,905 508,875 534,700 555,075 Emp. Benefits 115,723 133,496 134,861 147,045 141,890 144,240 152,065 Supplies 1,683 504 437 1,400 900 900 900 Contractual Serv.28,669 139,143 80,518 80,900 25,900 25,900 25,900 Repairs & Maint.2,084 - - 425 425 - - Training/Travel/Dues 11,207 16,466 15,586 19,150 16,550 16,550 16,550 Other Exp.550 600 622 - 600 600 600 Capital outlay - - - - - - - Total Exp 559,858 750,198 715,833 730,825 695,140 722,890 751,090 Net addition to (use of) general revenues (539,133) (737,614) (696,415) (711,595) (675,910) (703,660) (731,860) 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTL AY None 82 City of Apple Valley Department Expense Summary Budget Years (2020-2021) COMMUNITY DEVELOPMENT Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 395,579 455,142 478,295 485,235 234,566 514,355 514,355 535,055 535,055 6112 - SALARY-SEASONAL TEMP 0 105 0 0 6113 - OVERTIME-REGULAR EMPLOYEES 4,183 3,602 4,794 3,000 1,718 3,000 3,000 3,000 3,000 6121 - INSURANCE CASH BENEFIT 180 1,140 720 360 6123 - SALARY-OTHER 20,640 17,345 17,345 17,020 17,020 6105 - SALARIES AND WAGES 399,942 459,989 483,809 508,875 236,644 534,700 534,700 555,075 555,075 6138 - MEDICARE 5,548 6,553 6,867 7,380 3,339 7,755 7,755 8,050 8,050 6139 - FICA 23,132 27,622 28,749 30,510 14,275 32,175 32,175 33,165 33,165 6141 - PENSIONS-PERA 29,037 34,406 36,139 38,165 17,721 40,100 40,100 41,630 41,630 6142 - WORKERS COMPENSATION 2,073 2,552 2,812 3,035 1,422 3,210 3,210 3,500 3,500 6144 - LONG-TERM DISABILITY INSURANCE 1,064 914 956 1,400 441 1,470 1,470 1,525 1,525 6145 - MEDICAL INSURANCE 50,730 65,610 65,359 71,100 29,980 69,230 69,230 73,895 73,895 6146 - DENTAL INSURANCE 4,036 4,717 3,972 1,862 6147 - LIFE INSURANCE-BASIC 26 30 30 14 6148 - LIFE INSURANCE-SUPP/DEPEND 78 1,338 181 85 6170 - EMPLOYEE PAID PREMIUMS -10,245 -10,204 -9,700 -3,025 -9,700 -9,700 -9,700 -9,700 6125 - EMPLOYEE BENEFITS 115,723 133,496 134,861 141,890 66,115 144,240 144,240 152,065 152,065 6100 - TOTAL PERSONNEL SERVICES 515,665 593,484 618,669 650,765 302,759 678,940 678,940 707,140 707,140 6210 - OFFICE SUPPLIES 316 504 417 500 11 500 500 500 500 6211 - SMALL TOOLS & EQUIPMENT 1,152 0 0 0 6229 - GENERAL SUPPLIES 215 0 20 400 6,701 400 400 400 400 6205 - SUPPLIES 1,683 504 437 900 6,712 900 900 900 900 6235 - CONSULTANT SERVICES 2,616 101,096 41,820 7,500 15,912 7,500 7,500 7,500 7,500 6238 - POSTAGE/UPS/FEDEX 0 178 0 0 6239 - PRINTING 448 1,143 796 2,200 3,776 2,200 2,200 2,200 2,200 6240 - CLEANING SERVICE/GARBAGE 180 286 211 0 71 6249 - OTHER CONTRACTUAL SERVICES 25,425 36,440 37,691 16,200 -3,926 16,200 16,200 16,200 16,200 6230 - CONTRACTUAL SERVICES 28,669 139,143 80,518 25,900 15,833 25,900 25,900 25,900 25,900 6250 - UTILITIES 0 6265 - REPAIRS-EQUIPMENT 2,084 0 0 425 0 425 0 425 0 6260 - REPAIRS AND MAINTENA 2,084 0 0 425 0 425 0 425 0 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 2,599 3,741 2,477 3,800 1,652 3,800 3,800 3,800 3,800 6276 - SCHOOLS/CONFERENCES/EXP OTHER 599 3,239 3,729 2,500 0 2,500 2,500 2,500 2,500 6277 - MILEAGE/AUTO ALLOWANCE 3,735 4,125 4,131 4,300 1,650 4,300 4,300 4,300 4,300 6278 - SUBSISTENCE ALLOWANCE 0 200 350 750 0 750 750 750 750 6280 - DUES & SUBSCRIPTIONS 4,274 5,160 4,899 5,200 2,237 5,200 5,200 5,200 5,200 6270 - TRNG/TRAVL/DUES/UNIF 11,207 16,466 15,586 16,550 5,539 16,550 16,550 16,550 16,550 6200 - TOTAL OPERATING COSTS 43,643 156,113 96,542 43,775 28,084 43,775 43,350 43,775 43,350 6310 - RENTAL EXPENSE 550 600 600 600 550 600 600 600 600 6399 - OTHER CHARGES 0 0 22 0 6301 - OTHER EXPENDITURES 550 600 622 600 550 600 600 600 600 6300 - TOTAL OTHER EXPENDITURES 550 600 622 600 550 600 600 600 600 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 559,858 750,198 715,833 695,140 331,393 723,315 722,890 751,515 751,090 83 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 15: COMM DEVELOPMENT - 1100 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6110 SALARIES Regular Employees 458,010 485,235 485,235 514,355 514,355 535,055 535,055 6111 Salary-Parttime - 6113 Salaries - Overtime 3,000 3,000 3,000 3,000 3,000 3,000 3,000 6123 Salaries - Other 20,895 20,640 20,640 17,345 17,345 17,020 17,020 6138 Medicare 6,990 7,380 7,380 7,755 7,755 8,050 8,050 6139 FICA 29,300 30,510 30,510 32,175 32,175 33,165 33,165 6141 Pension - PERA 36,145 38,165 38,165 40,100 40,100 41,630 41,630 6142 Work Comp Ins 2,795 3,035 3,035 3,210 3,210 3,500 3,500 6144 Long-term Disability Insurance 1,315 1,400 1,400 1,470 1,470 1,525 1,525 6145 Hospital & Life Insurance 70,500 71,100 71,100 69,230 69,230 73,895 73,895 6170 Employee Paid Premiums (9,700) (9,700) (9,700) (9,700) (9,700) (9,700) Position Changes Total 628,950 650,765 650,765 678,940 678,940 707,140 707,140 6210 OFFICE SUPPLIES Project Folders 500 500 500 500 500 500 500 Misc - DIrector's Chair, design software 500 - - Total 1,000 500 500 500 500 500 500 6229 GENERAL SUPPLIES Name Plates, Pins - Drafting Supplies 400 400 400 400 400 400 400 Total 400 400 400 400 400 400 400 6235 CONSULTANT SERVICES Co-Star Mkt access 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Special Studies 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Comprehensive Plan - F. Balance 30,000 30,000 TOD-Transit Oriented Development - Economic Dev. Studies - Station area TOD local match (45,000)- Total 37,500 7,500 37,500 7,500 7,500 7,500 7,500 6239 PRINTING/PUBLISHING Promotion Printing 3,000 2,000 2,000 2,000 2,000 2,000 2,000 Report Printing (Comp Plan)- Business Cards 200 200 200 200 200 200 200 Total 3,200 2,200 2,200 2,200 2,200 2,200 2,200 6249 OTHER CONTRACTUAL SERVICES City Promotions - Chamber 5,200 5,200 5,200 5,200 5,200 5,200 5,200 Economic Development 7,500 7,500 7,500 7,500 7,500 7,500 7,500 GIS Support Contract - Dakota County 24,000 - - Pictometry 2,000 2,000 2,000 2,000 2,000 2,000 2,000 ArcView Maintenance Contract 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Total 40,200 16,200 16,200 16,200 16,200 16,200 16,200 6265 REPAIRS - EQUIPMENT Color Printer Maintenance 175 175 175 175 - 175 - Misc Repairs (Lectriever)250 250 250 250 - 250 - Total 425 425 425 425 - 425 - 6275 SCHOOL/CONF/EXP - LOCAL Planning Staff State Conf / Seminars 3,500 1,900 1,900 1,900 1,900 1,900 1,900 Planning Commission State Conf 600 600 600 600 600 600 600 Rotary Meetings 500 500 500 500 500 500 500 SLUC/EDAM/ULI/Chamber 800 800 800 800 800 800 800 Total 5,400 3,800 3,800 3,800 3,800 3,800 3,800 6276 SCHOOL/CONF/EXP - OTHER LMC - day APA/ULI/IEDC Conf.2,500 1,500 1,500 1,500 1,500 1,500 1,500 NDC - week, local 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 3,500 2,500 2,500 2,500 2,500 2,500 2,500 6277 MILEAGE ALLOWANCE Mileage Allowance 3,300 3,300 3,300 3,300 3,300 3,300 3,300 Mileage Reimbursement 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 4,300 4,300 4,300 4,300 4,300 4,300 4,300 6278 SUBSISTANCE ALLOWANCE 750 750 750 750 750 750 750 Total 750 750 750 750 750 750 750 6280 DUES & SUBSCRIPTIONS APA Dues 2,600 2,600 2,600 2,600 2,600 2,600 2,600 PAS 850 850 850 850 850 850 850 Other (EDAM, ULI, SLUC, IEDC, Rotary)1,750 1,750 1,750 1,750 1,750 1,750 1,750 Positively MN - Total 5,200 5,200 5,200 5,200 5,200 5,200 5,200 6310 RENTAL EXPENSE Chamber Rental - Expo 600 600 600 600 600 600 Total - 600 600 600 600 600 600 6720 CAPITAL OUTLAY - OFFICE FURN Total - - - - - - - 84 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 15: COMM DEVELOPMENT - 1100 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6725 CAPITAL OUTLAY - OFFICE EQUIP Total - - - - - - - 6745 VEHICLE REPLACEMENT FUND VERF Total - - - - - - - Total Net of Personnel 101,875 44,375 74,375 44,375 43,950 44,375 43,950 TOTAL EXPENSES 730,825$ 695,140$ 725,140$ 723,315$ 722,890$ 751,515$ 751,090$ 85 Notes: 86 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 06 1013 Code Enforcement DESCRIPTION OF ACTIVITY Apple Valley has aging commercial and housing property and considerable investment underway. The developed commercial and residential property requires monitoring and ordinance compliance to ensure continued proper maintenance. Code Enforcement is responsible for general property maintenance concerns, notices of violation to property owners, compliance follow-up, abatement of nuisance conditions, and court assisted compliance when needed. Monitoring of waste hauling, outside parking and vehicle storage, and abatement of general nuisance conditions, such as yard storage, noise complaints and noxious weeds are common activities. Complaints and the need for follow-up actions remain in high volume and complexity. The most complex concerns require a case work approach with property owners. The maintenance of the housing stock requires vigilance with a concern about deferred maintenance and in some instances hoarding. The number of vacant, foreclosed, or poorly maintained housing is significantly declining. The budget provides resources to proactively promote housing maintenance and quality neighborhoods. MAJOR OBJECTIVES FOR 2020 and 2021 • Respond to complaints, investigate and pursue compliance. • With repeat offenders, facilitate compliance with further legal action, if necessary. • Enforce the housing and commercial property maintenance code using case work strategies that encourage property owner compliance. • Educate residents to secure voluntary compliance in ordinance requirements: tall grass and weeds, watering restrictions, waste hauling, outside parking and storage of vehicles; outside storage of materials and removal of refuse, exterior and interior maintenance of buildings. • Aggressively enforce sign ordinance requirements by removing signs in right of way. • Proactively encourage property maintenance and recommend resources to assist in remodeling and repair as the “Great Neighborhood” program is developed and guidebook prepared. • Facilitate expanding, improving and repairing of single family homes. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Inspections 4,314 4,458 4,510 5,000 5,000 5,000 Garbage Can/Trash 1,088 1,381 1,786 1,200 1,000 1,000 Grass/Weeds/Snow 212 187 440 500 300 300 Residential Alt/Addition/Repair/Roof/ 1,716 1,539 1,542 1,600 1,600 1,600 CDA Home Improvement Loans 9 4 6 6 6 6 Dart’s Senior Maint. Assist. 25 31 32 40 40 40 87 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Code Compliance Specialist 1 1 1 1 1 1 Code Compliance Technician 1 1 1 Code (seasonal) - 1 1 Admin Specialist 1 1 1 *1 1 1 *2019 – 9 Months Summary Budget Department 06 Code Enforcement 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Proposed Proposed Proposed Revenue Fines - Weed mowing 1,150 1,150 1,650 2,100 2,100 2,100 2,100 Expenditures Salaries & Wages 148,542 149,522 153,864 160,850 189,935 224,225 236,450 Emp. Benefits 46,400 46,485 47,835 54,095 50,748 81,415 86,390 Supplies 1,197 1,403 1,455 2,000 1,800 1,800 1,800 Contractual Serv.10,132 6,909 8,113 15,460 10,460 10,460 10,460 Repairs & Maint.- - - 100 200 200 200 Training/Travel/Dues 1,382 1,266 3,020 2,650 2,700 2,700 2,700 Other Exp.- - - - - - - Capital outlay 2,540 2,540 2,540 2,540 2,540 2,540 2,540 Total Exp 210,192 208,125 216,827 237,695 258,383 323,340 340,540 Net addition to (use of) general revenues (209,042) (206,975) (215,177) (235,595) (256,283) (321,240) (338,440) 2020 CAPITAL OUTLAY: None 2021 CAPITAL OUTLAY: None 88 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CODE ENFORCEMENT Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 130,242 133,100 130,915 183,345 66,333 213,410 213,410 225,950 225,950 6111 - SALARY PART-TIME 0 0 0 6112 - SALARY-SEASONAL TEMP 16,858 15,221 20,746 0 6113 - OVERTIME-REGULAR EMPLOYEES 1,145 692 1,483 2,500 642 2,500 2,500 2,500 2,500 6121 - INSURANCE CASH BENEFIT 660 720 720 360 6122 - COMP REQUEST -363 -211 0 -246 6123 - SALARY-OTHER 4,090 8,315 8,315 8,000 8,000 6105 - SALARIES AND WAGES 148,542 149,522 153,864 189,935 67,089 224,225 224,225 236,450 236,450 6138 - MEDICARE 2,097 2,136 2,189 2,073 950 3,250 3,250 3,430 3,430 6139 - FICA 8,967 9,132 9,360 8,860 4,062 13,900 13,900 14,660 14,660 6141 - PENSIONS-PERA 9,827 10,019 9,930 10,720 5,005 16,815 16,815 17,730 17,730 6142 - WORKERS COMPENSATION 774 699 745 740 356 1,185 1,185 1,315 1,315 6144 - LONG-TERM DISABILITY INSURANCE 356 267 274 395 124 615 615 650 650 6145 - MEDICAL INSURANCE 22,432 24,312 26,294 30,060 10,428 47,650 47,650 50,605 50,605 6146 - DENTAL INSURANCE 1,936 2,108 2,166 1,016 6147 - LIFE INSURANCE-BASIC 12 12 12 6 6170 - EMPLOYEE PAID PREMIUMS -2,200 -3,137 -2,100 -832 -2,000 -2,000 -2,000 -2,000 6125 - EMPLOYEE BENEFITS 46,400 46,485 47,835 50,748 21,114 81,415 81,415 86,390 86,390 6100 - TOTAL PERSONNEL SERVICES 194,942 196,007 201,699 240,683 88,203 305,640 305,640 322,840 322,840 6210 - OFFICE SUPPLIES 110 45 68 100 0 100 100 100 100 6211 - SMALL TOOLS & EQUIPMENT 0 0 105 100 56 100 100 100 100 6212 - MOTOR FUELS/OILS 956 873 998 1,000 574 1,000 1,000 1,000 1,000 6215 - EQUIPMENT-PARTS 131 29 285 250 33 250 250 250 250 6216 - VEHICLES-TIRES/BATTERIES 0 456 0 250 0 250 250 250 250 6229 - GENERAL SUPPLIES 0 0 0 100 0 100 100 100 100 6205 - SUPPLIES 1,197 1,403 1,455 1,800 663 1,800 1,800 1,800 1,800 6237 - TELEPHONE/PAGERS 1,408 1,218 999 1,400 510 1,400 1,400 1,400 1,400 6239 - PRINTING 1,259 260 758 200 92 200 200 200 200 6249 - OTHER CONTRACTUAL SERVICES 7,465 5,430 6,356 8,860 -2,335 8,860 8,860 8,860 8,860 6230 - CONTRACTUAL SERVICES 10,132 6,909 8,113 10,460 -1,733 10,460 10,460 10,460 10,460 6265 - REPAIRS-EQUIPMENT 0 0 0 200 0 200 200 200 200 6260 - REPAIRS AND MAINTENA 0 0 0 200 0 200 200 200 200 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 279 220 231 300 80 300 300 300 300 6276 - SCHOOLS/CONFERENCES/EXP OTHER 0 0 95 500 0 500 500 500 500 6277 - MILEAGE/AUTO ALLOWANCE 1,043 986 2,424 1,650 0 1,650 1,650 1,650 1,650 6280 - DUES & SUBSCRIPTIONS 60 60 160 150 0 150 150 150 150 6281 - UNIFORM/CLOTHING ALLOWANCE 0 0 109 100 0 100 100 100 100 6270 - TRNG/TRAVL/DUES/UNIF 1,382 1,266 3,020 2,700 80 2,700 2,700 2,700 2,700 6200 - TOTAL OPERATING COSTS 12,710 9,578 12,589 15,160 -990 15,160 15,160 15,160 15,160 6301 - OTHER EXPENDITURES 0 0 0 0 0 6300 - TOTAL OTHER EXPENDITURES 0 0 0 0 0 6745 - VERF CHARGES 2,540 2,540 2,540 2,540 1,270 2,540 2,540 2,540 2,540 6701 - TOTAL CAPITAL OUTLAY 2,540 2,540 2,540 2,540 1,270 2,540 2,540 2,540 2,540 6700 - TOTAL CAPITAL OUTLAY 2,540 2,540 2,540 2,540 1,270 2,540 2,540 2,540 2,540 6901 - TOTAL DEBT SERVICE 0 0 0 0 6900 - TOTAL DEBT SERVICE 0 0 0 0 89 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CODE ENFORCEMENT Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 210,192 208,125 216,827 258,383 88,483 323,340 323,340 340,540 340,540 90 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 06: CODE ENFORCEMENT - 1013 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 132,700 136,345 136,345 213,410 213,410 225,950 225,950 6110 Salary, New (2019, 2020 )47,000 47,000 6112 Salary - Part-time 22,000 6113 Overtime - Reg 2,500 2,500 2,500 2,500 2,500 2,500 2,500 6123 Salaries - Other 3,650 4,090 4,090 8,315 8,315 8,000 8,000 6138 Medicare 2,330 2,073 2,073 3,250 3,250 3,430 3,430 6139 FICA 9,735 8,860 8,860 13,900 13,900 14,660 14,660 6141 Pension - PERA 12,065 10,720 10,720 16,815 16,815 17,730 17,730 6142 Work Comp Ins 790 740 740 1,185 1,185 1,315 1,315 6144 Long-term Disability Insurance 375 395 395 615 615 650 650 6145 Hospital & Life Insurance 28,800 30,060 30,060 47,650 47,650 50,605 50,605 6170 Employee Paid Premiums (2,100) (2,100) (2,000) (2,000) (2,000) (2,000) Position Changes Total 214,945 240,683 240,683 305,640 305,640 322,840 322,840 6210 OFFICE SUPPLIES Miscellaneous 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6211 SMALL TOOLS & EQUIPMENT Miscellaneous 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6212 MOTOR FUELS/OIL Fuel, oil, etc. for 1 Vehicle 1,200 1,000 1,000 1,000 1,000 1,000 1,000 Vehicle 2 ( 2019, 2020 )- - - - - - Adjust to Trend Total 1,200 1,000 1,000 1,000 1,000 1,000 1,000 6215 EQUIPMENT - PARTS Misc 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6216 TIRES/BATTERIES Vehicle Replacement 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6229 GENERAL SUPPLIES Code Enforcement Supplies 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6237 TELEPHONE/PAGERS Mobile Phones - Verizon 700 700 700 700 700 700 700 Mobile Insp # 2 700 700 700 700 700 700 700 Total 1,400 1,400 1,400 1,400 1,400 1,400 1,400 6239 PRINTING/PUBLISHING Business cards/ door tags 200 200 200 200 200 200 200 Promotional Plan Book - - - - - - - Total 200 200 200 200 200 200 200 6249 OTHER CONTRACTUAL SERVICES Software Maintenance -'15 add'l license 9,860 5,860 5,860 7,860 7,860 7,860 7,860 Remodeling Advisor 3,000 2,000 2,000 Immediate Abatement 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 13,860 8,860 8,860 8,860 8,860 8,860 8,860 6265 REPAIRS - EQUIPMENT Car wash 100 100 100 100 100 100 100 2nd vehicle - 100 100 100 100 100 100 Total 100 200 200 200 200 200 200 6275 SCHOOL/CONF/EXP - LOCAL Workshops/Online Training 300 300 300 300 300 300 300 Mileage - Allowance - - - Total 300 300 300 300 300 300 300 6276 SCHOOL/CONF/EXP - OTHER Housing/Maintenance Code 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6277 MILEAGE ALLOWANCE 1,650 1,650 1,000 1,650 1,650 1,650 1,650 Total 1,650 1,650 1,000 1,650 1,650 1,650 1,650 6280 DUES & SUBSCRIPTIONS MAHCO (2)100 MAHCO (3)150 150 150 150 150 150 Total 100 150 150 150 150 150 150 91 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 06: CODE ENFORCEMENT - 1013 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6281 UNIFORM/CLOTHING ALLOWANCE Uniforms (1)50 50 50 50 50 50 50 Inspec.50 50 50 50 50 50 50 Total 100 100 100 100 100 100 100 6745 VEHICLE REPLACEMENT VERF-Vehicle Replacement Charges 2,540 2,540 2,540 2,540 2,540 2,540 2,540 Total 2,540 2,540 2,540 2,540 2,540 2,540 2,540 Total Net of Personnel 22,750 17,700 17,050 17,700 17,700 17,700 17,700 TOTAL EXPENSES 237,695$ 258,383$ 257,733$ 323,340$ 323,340$ 340,540$ 340,540$ 92 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 20 1200 Police DESCRIPTION OF ACTIVITY The Police Department encompasses a number of functions and activities in carrying out the department’s objectives. The core functions of the department include; Police Administration, Dispatch, Patrol, Investigations and Records. The department also provides other activities which while not mandated by law assist the department in achieving the overall mission of protecting the community and improving its quality of life through service, education and enforcement. These other “value added services and programs” include; Special Enforcement Team, K-9 program, Community Service Officer Program, Dakota County Special Operations Team, South Metro SWAT Team, Dakota County Drug Task Force, Community Impact Unit, and a county-wide Electronic Crimes Unit. Following the Police Department budget summary below, is a discussion of the functions and activities of the department. MAJOR OBJECTIVES FOR 2020 AND 2021 Our primary objective for 2020 and 2021 is to continue providing excellent services to our residents and to be mindful of the expectations placed on law enforcement because of high profile incidents in our nation. Our major objectives for the next year is to train and equip our officers to deal with the changes facing them while they police our community. We expect continued growth in the coming year and will ask for an additional patrol officer in 2021. 93 Objectives for 2020 and 2021 include: 2020 Objectives: 2021 Objectives: • Maintain our authorized staff and develop current staff • Increase our authorized staff by adding a patrol officer • Maintain adequate preventative patrol of the community and reasonable response times. • Maintain adequate preventative patrol of the community and reasonable response times. • Participation in the Dakota County Drug Task Force with one officer assigned full-time to this unit. • Participation in the Dakota County Drug Task Force with one officer assigned full-time to this unit. • Participation in Dakota County Electronic Crimes Unit with one full- time officer assigned to the group. • Participation in Dakota County Electronic Crimes Unit with one full- time officer assigned to the group. • Participation in the Dakota County Traffic Safety Initiative participating in monthly targeted traffic projects. • Participation in the Dakota County Traffic Safety Initiative participating in monthly targeted traffic projects. • Participation in the South Metro SWAT Team maintaining our five officer commitment. • Participation in the South Metro SWAT Team maintaining our five officer commitment. • Maintain our commitment to the business community through the Retail Crime Officer Program in which one patrol officer is assigned to be the liaison with businesses in our community and coordinate education and criminal investigations that impact businesses. • Maintain our commitment to the business community through the Retail Crime Officer Program in which one patrol officer is assigned to be the liaison with businesses in our community and coordinate education and criminal investigations that impact businesses. • Maintain our commitment to the youth of our community through continued participation in the Police Explorers, Teen Academy, Internships, Mentorships, and the School Resource Officer Program. • Maintain our commitment to the youth of our community through continued participation in the Police Explorers, Teen Academy, Internships, Mentorships, and the School Resource Officer Program. • Maintain our commitment to traffic safety in neighborhoods utilizing two full-time patrol officers to the Special Enforcement Team (SET), speed display trailers and Car 54. • Maintain our commitment to traffic safety in neighborhoods utilizing two full-time patrol officers to the Special Enforcement Team (SET), speed display trailers and Car 54. 94 • Maintain our commitment to train officers to handle crisis intervention and mental health related incidents. • Maintain our commitment to train officers to handle crisis intervention and mental health related incidents. 2020 Objectives (cont.) 2021 Objectives (cont.) • Investigate criminal cases in a thorough timely manner. • Investigate criminal cases in a thorough timely manner. • Promote safety in the community, educating citizens in crime prevention methods through block watch meetings, City newsletters, the City web site and newspaper articles. • Promote safety in the community, educating citizens in crime prevention methods through block watch meetings, City newsletters, the City web site and newspaper articles. • Continue our efforts to maintain quality multi-family and rental housing in the community, coordinating our effort with other city departments, utilizing the Rental Registration Ordinance, education of tenants and landlords and marketing the Crime Free Multi- Housing program devoting one patrol officer to this program. • Continue our efforts to maintain quality multi-family and rental housing in the community, coordinating our effort with other city departments, utilizing the Rental Registration Ordinance, education of tenants and landlords and marketing the Crime Free Multi- Housing program devoting one patrol officer to this program. • Continue our Crime Prevention programs including maintaining, if not increasing, the number of neighborhood watch groups, Night to Unite, Adult Citizens Academy, Teen Citizens Academy, alcohol server training and the retail crime prevention program. • Continue our Crime Prevention programs including maintaining, if not increasing, the number of neighborhood watch groups, Night to Unite, Adult Citizens Academy, Teen Citizens Academy, alcohol server training and the retail crime prevention program. • Continue to conserve energy in all reasonable ways possible including turning off computers and lights, minimize idling of squad cars, carpooling and doubling up officers in some squad cars when appropriate and continued utilization of bicycle patrol. • Continue to conserve energy in all reasonable ways possible including turning off computers and lights, minimize idling of squad cars, carpooling and doubling up officers in some squad cars when appropriate and continued utilization of bicycle patrol. 95 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 # Calls for Service 39,548 40,079 40,474 40,869 41,264 41,676 Traffic Offenses 5,672 6,141 6,300 6,600 6,900 7,100 Responses to Accidents 1,059 1,168 1,278 1,388 1,498 1,598 Detective Investigations 562 760 800 820 840 860 PERSONNEL – AUTHORIZED STAFFING LEVELS Position 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 ADMINISTRATION Chief 1 1 1 1 1 1 1 1 1 1 Captain 2 2 2 2 2 2 2 2 2 2 Police Administrative Mgr.* 0 1 1 1 1 1 1 1 1 1 Department Assistant* 1 0 0 0 0 0 0 0 0 0 PATROL Patrol Sergeant 7 7 7 7 7 7 7 7 7 7 Patrol Officer 26 26 26 26 26 27 28 28 29 30 K9 Dog (Handler(s) counted in patrol off.) 1 1 1 1 1 2 2 2 2 2 SET Officer 2 2 2 2 2 2 2 2 2 2 School Resource Officer 3 3 3 3 3 3 3 3 3 3 Community Service Officer 4 6 4 4 4 4 4 4 4 4 CIU Sergeant 1 1 1 1 1 1 1 1 1 1 Multi-Family Housing Officer 1 1 1 1 1 1 1 1 1 1 Retail Crime Officer 1 1 1 1 1 1 1 1 1 1 Crime Prevention Specialist* 1 1 1 1 1 1 1 1 1 1 INVESTIGATIONS Detective Sergeant 1 1 1 1 1 1 1 1 1 1 Detective 4 5 5 5 5 5 5 5 5 5 Drug Task Force Detective 1 1 1 1 1 1 1 1 1 1 Electronic Crimes Unit Officer 0 0 1 1 1 1 1 1 1 1 Evidence & Property Tech.* 1 1 1 1 1 1 1 1 1 1 RECORDS Records Unit Supervisor* 1 0 0 0 0 0 0 0 0 0 Lead Records Technician* 0 1 1 1 1 1 1 1 1 1 Records Technicians* 6 5 5 5 5 5 5 5 6 6 Police Records Assistant* 1 1 1 1 1 1 1 1 0 0 Total Sworn Personnel 50 51 52 52 52 53 54 54 55 56 Total Support Personnel 15 16 14 14 14 14 14 14 14 14 * Support Personnel VOLUNTEER ENGAGEMENT Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Proposed 2020 Projected 2021 Police Explorers 14 19 19 19 19 19 Chaplains 5 6 6 6 6 6 96 Summary Budget Department 20 Police 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: 4250 FEES-ACCIDENT REPORT 291 320 1,000 1,000 1,000 1,000 1,000 4226 FEES-OTHER PUBLIC SAFETY 24,026 36,081 10,200 10,200 10,200 10,200 10,200 4259 FEES-DARE,LIASON OFFICER 155,699 157,256 160,401 161,465 160,400 163,600 163,600 4141 FEES-POST BD, REIMB CONT ED, ETC.36,659 52,294 76,872 84,300 21,350 26,000 26,000 5345 REIMB POLICE SPEC DETAIL 52,033 47,813 70,733 46,400 47,300 47,300 57,000 4140 AID-STATE POLICE 418,953 420,565 442,980 418,000 420,000 440,000 445,000 4150 GRANTS OTHER - - - 15,955 6,900 75,780 32,900 687,661 714,329 762,186 737,320 667,150 763,880 735,700 Expenditures: Salaries & Wages 5,388,941 5,498,750 5,740,832 5,710,230 5,894,360 6,240,895 6,493,885 Emp. Benefits 1,820,549 1,840,103 1,909,879 2,030,250 2,060,615 2,242,190 2,378,495 Supplies 188,111 202,591 251,323 218,200 253,686 259,923 255,593 Contractual Serv.895,247 967,357 1,024,275 1,016,640 1,077,322 1,114,187 1,148,299 Utilities 1,145 977 1,441 500 1,000 1,000 1,000 Repairs & Maint.21,499 14,710 24,132 35,170 29,620 31,890 35,240 Training/Travel/Dues 158,260 157,153 189,878 188,375 177,015 184,645 178,365 Other Exp.34,396 28,051 28,253 33,500 30,000 30,000 30,000 Capital outlay 205,428 273,331 241,130 217,870 238,220 262,000 288,200 8,713,576 8,983,023 9,411,143 9,450,735 9,761,838 10,366,730 10,809,077 Net addition to (use of) general revenues (8,025,915) (8,268,694) (8,648,957) (8,713,415) (9,094,688) (9,602,850) (10,073,377) 2020 CAPITAL OUTLAY The department’s vehicle replacements are included in the Vehicle and Equipment Replacement Fund, the annual charge to the Police Department is $262,000 for 2020. Police mobile radios were placed into the VERF and a large replacement purchase took place in 2019 leaving the VERF in need of additional funding. Police admin worked with finance to minimize this increase by delaying the purchase of some police vehicles. Further, existing administrative vehicles slated for patrol use will be replaced with less expensive vehicles on the state contract. This will include hybrid vehicle options which will reduce fuel expenses over time. 97 ACTIVITIES AND FUNCTIONS The f ollowing is a discussion of the activities and functions of the Police Department, including estimated costs for performing each function. All of the costs identified in each activity discussion are included in the department-wide budget above or within other departments, for example, the Data Processing Department budget includes the costs for the LOGIS system. POLICE DEPARTMENT BUSINESS UNITS The majority of the police departments in the United States consist of five distinct business units: • Administration • Dispatch • Patrol • Investigations • Records These business units encompass the activities that must take place for a police department to exist. They will vary in relation to the size of the department. For example, in a very small police department, serving a small population, the demand for service is less and there may not be an investigation division or a records unit. That does not mean that these duties are not performed, rather it means that patrol officers perform these duties. The administrative unit may consist of a single person, the chief of police, who may also work as a patrol officer. With the demands placed upon a department the size of Apple Valley, a certain level of specialization must take place to ensure that we operate efficiently. Cost Analysis and Assumptions Used This analysis will capture the majority of the costs involved with and allocated to the various business units and programs in the Department. While it is fairly easy to capture salary and benefit costs associated with the various business units and programs, it is more difficult to assign costs such as dispatching fees and technology charges to one specific area. Therefore, you will note costs that are assessed against every employee in the Department. This is due in part to the impact that dispatching, records management, field based reporting, and data connections have on every employee. We have grouped these costs under the heading of technology. Some of the major costs captured in this assessment include, but are not limited to: • Dakota Communication Center Fees • Cellular Communication Charges • Criminal Justice Data Network Fees • Digital Dictation System Fees 98 Police Administration Minnesota law requires that each law enforcement agency have a Chief Law Enforcement Officer (CLEO) who is a licensed peace officer. In Apple Valley, the CLEO is the Chief of Police and is responsible for the operation of the department. In a department the size of Apple Valley, there is usually a command structure between that of Police Chief and Police Sergeant. In the Apple Valley Police Department this command rank is that of Captain. There are two Captains. One is in command of Patrol, which includes the Patrol Division and Community Service Officers. The other Captain is in command of Support Services, which includes the Investigation Unit and Community Impact Unit. Police Administration must be responsive to the needs and concerns of the community in the delivery of police services. It is the responsibility of the Police Administration to provide overall direction in the operation of the police department receiving guidance from the Mayor, City Council and City Administrator. Administration is also responsible for budget preparation, internal affairs investigations, developing department policy, making personnel recommendations, preparation of periodic and special reports, department evaluations, community relations, media relations, financial tracking, grant management, department training records and interdepartmental communications. The Police Chief and Captains are on call 24 hours a day and each has a police vehicle assigned to them. The following chart details the command structure of our department as well as our neighboring law enforcement agencies. City Population Chief Deputy Chief Captain Lieutenant Apple Valley 52,435 1 2 Burnsville 61,439 1 3 Eagan 66,627 1 1 3 Lakeville 63,748 1 1 4 2020 Anticipated Costs – Police Administration Salary and Benefits Chief 202,230 Captains (2) 264,534 Police Administrative Manager 123,781 Uniforms 3,150 Vehicle Costs Capitalization 13,551 Fuel 6,504 Maintenance 1,746 Direct Costs Training 3,304 Technology 5,640 DCC 53,466 800 MHz Access 1,485 LOGIS 1,599 Memberships 2,180 Total $683,170 99 Police Dispatching Services In December of 2007, the City of Apple Valley, along with all of the Dakota County public safety entities, consolidated their public safety dispatch systems into jointly owned dispatch center, the Dakota Communications Center (DCC). Governance of this entity is in the form of a Joint Powers Agreement (JPA). Each member of the JPA contributes a percentage of the funds needed to operate the center based upon population and the number of Computer Aided Dispatch (CAD) events. 2020 Anticipated Costs – DCC Direct Costs* Membership Fees 1,033,687 800 MHz Access 30,900 LOGIS (RMS & Mobile) 165,104 Total $1,229,691 * These direct costs are distributed equally among sworn personnel Patrol Division The Patrol Division is responsible for providing the department’s frontline services. This division most often provides our first point of contact with the community and provides most of our services. These core services are those most visible on a daily basis. The Patrol Division contains the largest allocation of staff and the division is unlike any other division within the police department because of its visibility and the amount of contact they have with the citizens of Apple Valley. The Patrol Division is responsible for 24 hours a day, 7 days a week response to citizen-initiated calls for service, in addition to officer- initiated activity. The authorized strength of the Patrol Division is 7 Sergeants and 28 Officers. During 2018, the Patrol Division was responsible for handling over 40,000 calls for police service. The patrol officers are the first line of defense against threats to public safety. They are highly trained professionals, who at times unselfishly place themselves at risk in order to protect the community. Patrol Division Outcome Measures Year Calls for service DUI Arrests Traffic Crashes Citations Total Arrests 2019* 12,771 70 351 1,735 406 2018 40,864 305 1,196 4,831 1,198 2017 40,079 176 1,168 4,471 1,206 2016 39,548 205 1,059 5,237 1,234 2015 35,510 171 1,022 4,926 969 2014 34,400 152 1,036 5,557 1,096 2013 35,215 160 995 6,726 1,307 2012 39,223 145 1,059 7,838 1,962 * Through 4/30/19 100 Overtime Hours We endeavor to keep overtime costs at a minimum within the department. We closely monitor overtime to minimize our costs. It is department policy not to utilize overtime to backfill shifts to allow personnel vacation time off. Overtime is only utilized when we fall below our established minimum staffing levels to ensure continuity of service. It is important to note that under the labor agreements and the personnel ordinance, employees, with the exception of the Chief of Police and Captains, have the option of selecting compensatory hours in lieu of overtime pay for hours worked. Some aspects of overtime are administratively uncontrollable. Examples include mandatory court appearances outside of normal work hours, patrol shift extensions due to arrests, or high call for service volumes. The historical overtime record for all hourly sworn personnel is depicted in the accompanying table. Year Officer Hours Sergeant Hours Overtime Pay Compensatory Pay 2019* 1,904 325 81,543 42,900 2018 3,974 530 154,500 130,000 2017 3,453 656 111,109 140,682 2016 3,836 654 190,705 159,017 2015 4,187 817 166,523 128,962 2014 4,150 811 152,735 129,000 2013 4,149 714 160,962 108,684 2012 3,689 844 129,780 108,441 * Through 4/30/19 2020 Anticipated Costs – Patrol Division Salary and Benefits Sergeants (7) 954,702 Officers (28) 3,596,908 Uniforms (35) 36,750 Vehicle Costs Capitalization 158,095 Fuel 75,880 Maintenance 20,370 Direct Costs Training 28,910 Technology 49,350 DCC 623,770 800 MHz Access 18,655 LOGIS 99,645 General Supplies & Equipment 53,305 Total $5,716,340 101 Detective Unit All but the smallest police departments in the United States have a specialized unit that conducts criminal investigations. In Apple Valley, this unit is staffed by Detectives. The Detectives investigate crimes requiring time and expertise beyond the capacity of the generalized investigations that uniformed patrol officers handle. Detectives receive specialized training in areas such as: • Homicide Investigation • Fraud • Internet Crimes Against Children • Sexual Assault • Child Abuse and Neglect • Robbery • Interview and Interrogation • Surveillance In addition to conducting criminal investigations, this unit is also responsible for: • Liquor License background investigations. • Massage Business/Therapist License background investigations. • Pre-employment investigations on potential city employees. • Solicitor permit background investigations. • Coordination of predatory sexual offender registration compliance. • Assisting the Fire Department with investigation of suspicious fires. • Conducting community education in such areas as Internet Safety. Detective Unit Outcome Measures Year Total Cases Cases per Detective 2019* 261 52 2018 521 104 2017 760 152 2016 562 113 2015 613 123 2014 512 128 2013 450 113 2012 568 142 * Through 5/20/19 102 2020 Anticipated Costs – Detective Unit Salary and Benefits Detective Sergeant (1) 159,087 Detectives (5) 706,890 Property Room Clerk 37,398 Uniforms (6) 6,300 Vehicle Costs Capitalization 27,102 Fuel 13,008 Maintenance 3,492 Direct Costs Training 4,956 Technology 8,460 DCC 106,932 800 MHz Access 3,198 LOGIS 17,082 General Supplies & Equipment 9,138 Total $1,103,043 Records Unit The police department’s role in the criminal justice system is to conduct investigative inquiries and gather facts. Every police department must document information that is obtained during investigations. This information must be maintained, searchable, and retrievable. The vast majority of the information and data created and stored by our agency is considered public data. As such, this data must be retrieved and released to the public upon demand. It is the responsibility of the records unit to process, retain, retrieve and forward this information. The unit is responsible for data entry concerning missing and wanted persons, stolen vehicles, stolen property and a host of other things that must be entered into the state and federal criminal information systems. These systems are highly controlled and monitored by both the Federal Bureau of Investigation and the Minnesota Bureau of Criminal Apprehension. The data entries are closely monitored for accuracy, and we are subject to an annual audit which not only verifies the accuracy of each entry but also verifies our policies, procedures and practices that provide for the overall security of the system. Records Unit Outcome Measures Year Incident Reports Processed Data Practices Requests Processed Permits to Purchase Firearms Criminal History Entries Processed 2018 7,127 4,200 388 908 2017 7,555 4,200 446 1,283 2016 7,468 4,100 518 1,744 2015 7,297 3,397 480 1,805 2014 7,114 3,111 419 1,609 2013 7,624 2,930 564 1,676 2012 7,932 3,488 591 1,482 2011 8,432 2,233 395 1,391 103 The Records Unit consists of a Lead Records Technician, five Records Technicians and one part- time Records Clerk. 2020 Anticipated Costs – Records Unit Salary and Benefits Lead Records Technician (1) 99,050 Records Technicians (5) 429,730 Records Clerk – Part-time (1) 17,784 Uniforms 1,500 Direct Costs Training 1,500 Technology 9,870 LOGIS 17,082 Specialized Equipment 2,250 Total $578,766 VALUE ADDED SERVICES AND PROGRAMS This section of our analysis addresses the “value added services” delivered by the police department. These services are not mandated by law, but they assist the department in achieving the overall mission of protecting our community and improving its quality of life through service, education and enforcement. It is important to note that if these programs were eliminated only a portion of their costs would result in a budgetary savings for the City of Apple Valley. For example, if you eliminate the School Resource Officer program, the department would still need to be adequately staffed to handle the requests for police services that come from the students and staff in the various school district facilities located in our community. Value Added Services and Programs – Patrol Division Special Enforcement Team Program Program Purpose The Special Enforcement Team (SET) has been in existence since it was authorized by the City Council in 2001. At the time of its inception, the focus of SET was traffic law enforcement. This was accomplished through concentrated traffic enforcement in problem areas in our community. These problem areas were identified primarily through citizen complaints and areas with the highest accident rates. Since that time, the duties of SET have been greatly expanded. SET is responsible for conducting registration verification of predatory offenders living in our community. Predatory offender registration is a requirement under Minnesota Statutes for individuals who have committed violent crimes and have been discharged from correctional facilities. Under the authority granted in Minnesota Statutes, the department is required to verify the status of these individuals through home visits, updating their employment, contact, and other biographical information. 104 SET also has responsibility for the service of arrest warrants issued by the District Court and state mandated compliance audits for the sale of alcohol and tobacco to minors. The Patrol Division as a whole could absorb all of the duties currently assigned to the SET. However, if you were to eliminate this program and reassign these duties, it would place additional time constraints on the patrol officers who are responsible for responding to the immediate calls for service from the public. Additionally, because of the current staffing levels and calls for service demands facing our patrol officers, the level of traffic law enforcement in the community would be reduced. Special Enforcement Team Outcome Measures Year Citations Issued Predatory Offenders Monitored (Quarterly) Tobacco Sales Compliance Audits Alcohol Sales Compliance Audits 2018 793 45 100 164 2017 933 44 100 164 2016 848 65 100 164 2015 746 56 105 155 2014 818 48 128 176 2013 1,314 42 128 172 2012 2,025 63 120 166 2011 1,677 41 90 167 2020 Anticipated Costs – Special Enforcement Team Program Salary and Benefits Officers (2) 256,922 Uniforms 2,100 Vehicle Costs Capitalization 9,034 Fuel 4,336 Maintenance 1,164 Direct Costs Training 1,652 Technology 2,820 DCC 35,644 800 MHz Access 1,066 LOGIS 5,694 Total $320,432 Police K-9 Program Program Purpose The safety of the public and police officers is the primary reason for having a K-9 program in our department. Our department fields two dogs and their officer/handler. This program is assigned to the Patrol Division. 105 Police dogs are a force multiplier that can do the job better and more efficiently than a police officer can do on foot. Assisting officers to detect crime, including illicit drugs, and locate and apprehend criminals, is part of keeping our community safe. As such, it is in keeping with the department’s mission. Conducting K-9 demonstrations is part of the continuous job of building a positive relationship between the police and the public, educating the public, and improving quality of life within the community. As a part of the overall evaluation of the K-9 program, we evaluate whether there is another government unit that should be performing this function or if this function should be contracted out to the private sector. Conducting searches for suspects and fugitives and making arrests are the duties of law enforcement. There are private entities that do have specially trained dogs available to assist police departments. Some examples include search and rescue dogs and cadaver dogs. These dogs are available upon request on a fee or free basis and may be utilized, but the dog handlers are prohibited by state statute from practicing law enforcement without a license. We collaborate with other agencies to provide K-9 support in the event a canine is not available. In 2018, we expanded our K-9 program to two teams, a true “unit” with overlapping coverage and overlapping service lives of the dogs. When a K-9 unit retires, it takes 1-2 years for the program to be fully functional again, depending on the time of the year a K-9 retires. We have maintained with one dog since our K-9 team’s inception and we now fully understand the profound impact a K-9 team can have on this community. K-9 Team Staffing Comparisons City K-9 Teams Apple Valley 2 Burnsville 2 Eagan 2 Lakeville 2 2020 Anticipated Costs – K-9 Program Salary and Benefits: Officers (2) 256,922 Uniforms 2,100 Vehicle Costs: Capitalization 9,034 Fuel 4,336 Maintenance 1,164 Direct Costs: Food 3,550 Memberships 160 Specialized Equipment 1,000 Training 1,652 Technology 2,820 DCC 35,644 800 MHz Access 1,066 LOGIS 5,694 Veterinary Care 2,000 Total $327,142 106 Dakota County Special Operations Team (SOT) Program Purpose The Dakota County Special Operations Team (DCSOT) is a cooperative effort of public safety agencies in Dakota County. This team was developed as a part of our nation’s response to the 9-11 terrorist attacks that occurred in 2001. The majority of the funding for the formation of the team was obtained through federal grants. The governing entity for the DCSOT is the Dakota County Domestic Preparedness Committee (DCDPC). The DCSOT is comprised of firefighters and police officers from various public safety agencies in Dakota County. The members of the DCSOT are highly trained individuals that specialize in various response scenarios that are considered high risk but have a low frequency of occurrence. Some examples of the types of responses the DCSOT is trained for include hazardous materials response, weapons of mass destruction response, technical rope rescue, confined space rescue, and trench rescue. The DCSOT is available to assist agencies within Dakota County with incidents that require additional resources or the specialized skills they possess. The membership assigned to the DCSOT is depicted below. Apple Valley PD assigned one officer to this group who eventually became the team commander. He recently retired from the team and our plan is to replace his position the next time the team recruits. Agency Fire Police Apple Valley 4 0 Burnsville 6 1 Dakota County Sheriff N/A 1 Eagan 3 2 Farmington 2 0 Hastings 1 0 Inver Grove Heights 3 0 Lakeville 2 0 Mendota Heights 1 1 Rosemount 2 1 South Metro Fire 3 N/A South Saint Paul N/A 0 West Saint Paul N/A 0 Total Membership 27 6 The DCSOT is also part of the Minnesota Structural Collapse Team, Minnesota Task Force One (MN-TF1). Together with Minneapolis, St. Paul, Edina and Rochester Fire Departments, MN-TF1 responds with specialized equipment and trained personnel to assist with Urban Search and Rescue (USAR) and Structural Collapse Incidents throughout Minnesota. 107 2020 Anticipated Costs – Dakota County Domestic Preparedness Committee (DCDPC) & Dakota County Special Operations Team (SOT) Salary and Benefits Officer – Training Time (232 Hrs.)* 14,329 Officer – Overtime 1,200 Direct Costs Memberships 15,502 Total $31,031 * The costs depicted here represent the “lost opportunity” costs associated with this activity. An officer assigned to the team would undergo extensive training to maintain proficiency for the team. Time training is lost due do not being able to fulfill their patrol duties. South Metro SWAT Team (SMS) Program Purpose The South Metro SWAT Team (SMS) is a highly trained police tactical team. This team was developed to respond to high risk but low frequency incidents that occur throughout Dakota and Rice County. In 2017, the team absorbed Rice County SWAT to become a more regional tactical asset. The SMS team responds to a number of incidents throughout the region per year. These incidents include barricaded suspects, hostage rescue, crisis negotiation, high risk warrant service, and fugitive apprehensions. Our department contributes five officers and two sergeants to the team. Our personnel undergo intensive specialized training to become members of the team. The team trains a minimum of 160 hours annually to maintain their skills. Every law enforcement agency in Dakota County, with the exception of Burnsville and Eagan, contribute members to the SMS team. Burnsville and Eagan each field their own SWAT team to handle response situations in their communities. The team is comprised of 50 officers from its member agencies and four tactical paramedics. DCMAAG Team Personnel Agency Tactical Officers Crisis Negotiators Tactical Paramedics Apple Valley 5 2 0 Dakota County Sheriff 9 3 0 Faribault 2 1 0 Farmington 2 0 0 Hastings 0 0 0 Health East 0 0 4 Inver Grove Heights 2 0 0 Lakeville 4 2 0 Mendota Heights 1 0 0 Northfield 2 0 0 Northfield EMS 0 1 0 Rosemount 2 0 0 108 Rice County 3 2 0 South Saint Paul 3 1 0 West Saint Paul 2 1 0 Total Membership 37 13 4 South Metro SWAT Team Response Data Location 2018 2017 2016 2015 2014 2013 2012 2011 2010 Apple Valley 3 2 2 2 4 5 2 1 2 Burnsville 0 0 0 0 0 2 0 0 0 Dakota County 0 3 2 0 0 2 2 0 1 Eagan 0 0 0 0 0 0 1 0 0 Faribault 1 0 0 0 0 0 0 0 0 Farmington 2 3 2 2 1 1 0 1 0 Hastings 1 3 1 1 1 2 0 3 1 Inver Grove Heights 2 2 0 2 1 2 1 1 0 Lakeville 1 2 1 1 0 2 2 1 0 Mendota Heights 0 1 0 0 1 0 0 1 0 Northfield 0 0 0 0 0 0 1 0 0 Rice County 0 0 0 1 0 0 0 0 0 Rosemount 0 1 1 1 1 1 1 1 0 South Saint Paul 0 1 2 2 2 1 2 2 2 Washington County 1 1 0 1 0 0 0 1 0 West Saint Paul 4 0 1 2 1 0 4 1 1 Other 1 2 0 0 0 0 0 0 0 Total Responses 16 23 12 15 13 18 17 13 7 It should be noted that during 2018 a partial team deployment occurred four times when the Bearcat armored vehicle was sent to assist with incidents throughout the service area. As a part of the overall evaluation of the SMS team program, we need to ascertain if there is another government unit that should be performing this function or if this function be contracted out to the private sector. Because the very nature of the types of incidents the team responds to involve law enforcement activities, these activities cannot be outsourced to the private sector 2020 Anticipated Costs – South Metro SWAT Team Salary and Benefits Tactical Negotiator - Training Time* 13,094 Tactical Negotiator - Overtime 3,000 Tactical Officer - Training Time* 70,052 Tactical Officer - Overtime 20,400 Uniforms 1,000 Direct Costs Ammunition & Supplies 6,600 Memberships 8,300 Training 3,400 Total $125,846 *The costs depicted here represent the “lost opportunity” costs associated with this activity. In total, the Officers assigned to the SMS Team spend 1,070 hours in training on an annual basis. They 109 attend this training during their normally scheduled work week. We do not backfill these hours and as such, the normal work activity they would be engaged in is lost. Value Added Services and Programs – Support Services Division Dakota County Drug Task Force Program Purpose Since 1988, Dakota County law enforcement agencies have effectively addressed illegal drug activity through a multi-jurisdictional task force model. From 1988 through 1999, two multi-jurisdictional drug task forces operated in Dakota County: South Metro Drug Task Force and East Metro Drug Task Force. In 2000, the South Metro Drug Task Force and the East Metro Drug Task Force merged to create the Dakota County Drug Task Force (DCDTF), which is the primary agency assigned to investigate illegal drug activity in Dakota County and surrounding areas. Since the establishment of the DCDTF, Dakota County’s population has grown and population demographics have changed. The growth and change in population, in combination with ever changing trends in illegal drug activity, such as the rise of methamphetamine, has resulted in a significant increase in drug and drug related crimes throughout the county. Dakota County, like many counties throughout our nation, is not immune from illegal drug activity and its negative effects. The following chart represents the increasing activity the DCDTF has been involved in. In Dakota County, in the last five years, law enforcement authorities have arrested over 4,500 individuals directly involved in the illegal manufacture, distribution, or possession of drugs such as cocaine, marijuana, methamphetamine, and ecstasy. DCDTF Activity Incident Type 2018 2017 2016 2015 2014 2013 Arrests 1,173 1,141 1,138 960 697 638 Search Warrants Executed 243 184 169 147 166 185 Cash Seizures $729,237 $355,974 $431,071 376,665 $228,771 $190,351 Vehicles Seized 2 5 8 12 13 13 Firearms Seized 94 84 41 35 88 65 Cocaine (pounds) 2 3.37 1.21 1.93 3.04 6.61 Ecstasy (doses) 224 45 502 110 6 2,459.50 Heroin (grams) 283 40.20 89.15 257 552 1,341.17 Methamphetamine (pounds) 45 19.23 8.41 5.62 15.68 34.10 Marijuana (pounds) 119 307.20 97.08 338 189.41 183.06 Marijuana Plants 180 38 10 275 439 1,033 Oxycodone/OxyContin (doses) 278 470.5 221 212 323 71.75 In recent years, police investigations have attributed several homicides, assaults, robberies, burglaries, thefts, child endangerment and neglect to illegal drug use. The extent of the presence of drugs in Dakota County is constantly growing and methods of distribution are changing. 110 Illegal drug activity in Dakota County is often connected to international drug traffickers. According to reports by the United States Department of Justice Drug Enforcement Administration, the majority of cocaine, marijuana and methamphetamine distributed in Minnesota and Dakota County is manufactured and delivered by Mexican drug traffickers. Once in Minnesota, these drugs are sold and distributed to local street gangs and independent dealers who operate and distribute the drugs in their local communities. Prior to the establishment of multi-jurisdictional drug task forces, individual police agencies in Dakota County were each responsible for drug investigations in their respective jurisdictions. Police agencies with limited and broader public safety responsibilities were slow to adapt to ever changing illegal drug trends and activities. Most of the investigation units ranged from one to seven detectives, many of whom had little, if any, expertise to effectively engage in proactive drug investigations. Valuable intelligence data was not collected, preserved, or shared with neighboring agencies. Cross-jurisdictional drug cases were often referred to an agency with sufficient resources to conduct follow-up investigations. The Dakota County Drug Task Force is comprised of law enforcement officers from the following agencies: Apple Valley Police Department Lakeville Police Department Burnsville Police Department Mendota Heights Police Department Dakota County Sheriff Office Rosemount Police Department Eagan Police Department Savage Police Department Farmington Police Department South St. Paul Police Department Hastings Police Department West St. Paul Police Department Inver Grove Heights Police Department 2020 Anticipated Costs – Dakota County Drug Task Force Salary and Benefits Detective (1) 141,378 Over-time Pay (Estimated) 15,000 Uniforms 1,050 Vehicle Costs Lease 3,600 Fuel 2,168 Maintenance 582 Direct Costs Training 826 Technology 1,410 DCC 17,822 800 MHz Access 533 LOGIS 2,847 Total $187,216 111 Dakota County Electronic Crimes Unit Program Purpose With the development of the internet and the exponential increase in the power of electronic devices both desktop and handheld, technological devices have become one of the premier focal points of any serious investigation. As the importance of proper examination of technological devices has become increasingly important it has become apparent that simply purchasing software to occasionally mirror hard-drives is a totally inadequate approach. Developing highly trained examiners and continually updating forensic capabilities is now the expectation from the citizenry, prosecutors, and courts. Developing this capability within each police agency is impractical and can be cost prohibitive. Based on the successes of cooperative efforts experienced by the law enforcement community in Dakota County with such groups as the South Metro SWAT Team, Dakota County Drug Task Force, Dakota County Special Operations Team, and the Dakota Communications Center, a collaborative approach has been adopted. A pilot project began in January of 2015 which was permanently established in 2018 through a new joint powers agreement. The Dakota County Sheriff’s Office took lead to locate and finance a permanent location. A recent legislative bonding bill which passed included funding for a SMART center which will house the ECU. The unit has been providing excellent service in a timely manner. Electronic Crime Unit Statistics since Inception Submitted Cases 2018 2017 2016 2015 Apple Valley 54 81 61 57 Burnsville 27 9 41 17 Dakota County 39 44 36 22 Eagan 0 2 3 0 Farmington 7 2 8 11 Hastings 24 29 36 25 Inver Grove Heights 10 19 2 2 Lakeville 29 24 1 0 Mendota Heights 5 5 4 1 Rosemount 24 16 8 4 South Saint Paul 23 35 23 26 West Saint Paul 11 12 12 18 Other 4 8 8 4 Drug Task Force 29 28 18 5 TOTAL 286 334 261 192 112 2020 Anticipated Costs - Electronic Crimes Task Force Salary and Benefits: Detective (1) 141,378 Over-time Pay (Estimated) 4,000 Uniforms 1,050 Vehicle Costs: Capitalization 4,517 Fuel 2,168 Maintenance 582 Direct Costs: Training 826 Technology 1,410 DCC 17,822 800 MHz Access 533 LOGIS 2,847 Total $177,133 Community Impact Unit (CIU) Program Purpose The Neighborhood Collaboration Officer Program (NCOP) was established in 2007 to increase the department’s efforts in the area of problem-oriented policing. The unit was re- named to Community Impact Unit (CIU) in 2019 but functions in the same manner. Problem-oriented policing is an approach to policing in which we conduct a careful examination of crime issues that are occurring in our community in hopes of discovering a new and more effective strategy for dealing with the issues. Problem-oriented policing places a high value on responses that are preventive in nature, that are not dependent on the use of the criminal justice system, and that engage other public agencies, the community and the private sector when their involvement has the potential for significantly contributing to the reduction of crime and quality of life issues. CIU has responsibility for the following activities: • Partnering with 102 organized neighborhood watch groups • Monitoring approximately 1,800 residential rental properties • Citizen’s Police Academy • Teen Police Academy • Teacher’s Academy • Child Passenger Safety Program • Safety Camp • Business Watch • Residential Vacation Check Program 113 CIU is staffed by: • One Sergeant who supervises the program. • One Officer assigned to multi-family housing issues. • One Officer assigned to retail crime issues. • One civilian Crime Prevention Specialist. The CIU Sergeant also has supervisory responsibilities for the SRO program. As a part of the overall evaluation of CIU, we need to ascertain if there is another government unit that should be performing this function or if it could be contracted out to the private sector. Because CIU is entrusted with developing strategies that target not only problem properties but problem chronic offenders, they were charged by the City Council to coordinate and create a unified and collaborative effort on the part of the city departments (police, fire, code enforcement, building inspection, community development and prosecution) to address these issues. The efforts of the CIU unit in reducing crime in multi-family and rental housing, educating landlords and tenants, making our schools safe and communicating crime prevention information to our citizens and businesses is in keeping with the department mission of protecting our community and preserving quality of life. 2020 Anticipated Costs – Community Impact Unit (CIU) Salary and Benefits Sergeant 136,386 Retail Crime Officer 128,461 Multi-Housing Officer 128,461 Crime Prevention Specialist 111,821 Uniforms (3) 3,150 Vehicle Costs Capitalization 13,551 Fuel 6,504 Maintenance 1,746 Direct Costs Crime Prevention Meeting Supplies 1,600 Crime Prevention Promotional Materials 7,000 Memberships 310 Training 3,304 Technology 5,640 DCC 53,466 800 MHz Access 1,599 LOGIS 8,541 Total $611,540 114 School Resource Officer Program Program Purpose This program assigns police officers to the role of a School Resource Officer (SRO). The SRO works at the various schools in our community in partnership with ISD 196 during the academic year. They are present in the schools to provide for the safety and security needs of the students and staff. We currently have three SROs partnering with ISD 196: One SRO is assigned to the three middle schools in our community (Falcon Ridge Middle School, Scott Highlands Middle School, and Valley Middle School) which have a combined student enrollment of 3,000; one SRO at Apple Valley High School with a student enrollment of 1,800; and one SRO at Eastview High School with a student enrollment of approximately 2,200. The three SROs have the potential of interacting with over 7,000 students on a daily basis. The SROs do much more than provide for the security and protection of the students and staff in our schools. The SROs play a significant role in intervening in home situations that are less than ideal and assisting students that are in crisis. They also play an educational role teaching students about the criminal justice system, drug abuse, self-respect, the safe operation of motor vehicles and build a relationship between the police and youth of our community. The duties of the SROs include: • Addressing crime and disorder problems affecting and occurring in or around middle and high schools. • Developing and expanding crime prevention efforts for students. • Educating students in crime prevention and personal safety. • Educating students in the area of conflict resolution. • Assisting school staff in the identification of physical changes in the environment that may reduce crime in or around schools. • Assisting school staff in developing school policies as they relate to crime and recommending procedural changes. As a part of the overall evaluation of the SRO program, we need to ascertain if there is another government unit that should be performing this function or if it can be contracted out to the private sector. In some areas of the United States, school districts have established their own police departments. Examples include: • Clark County School District Police Department in the Las Vegas Metropolitan Area • San Diego School District Police in San Diego, California • Los Angeles School District Police Department in the Los Angeles Metropolitan Area Currently, Minnesota Statutes Chapter 626 does not authorize school districts in the state to create their own police departments. 115 ISD 196 does provide funding for counselors, social workers and psychologists who work directly with students. They also have staff members that assist with school security. The SROs fulfill a unique role in that they have one foot in the community, performing traditional police work, and the other foot in the schools, emphasizing safety and serving as a role model for the students. We do not believe that the private sector could be as effective in this role. Minnesota has experienced violent incidents in schools in the past. Sometimes they have resulted in deaths. The SRO is first and foremost an armed police officer who is charged with protecting the students and staff. School Resource Officer Incidents Investigated Academic Year Apple Valley High School Eastview High School Middle Schools 2018 – 2019* 228 330 205 2017 – 2018 258 82 246 2016 – 2017 219 157 245 2015 – 2016 213 217 214 2014 – 2015 227 223 251 2013 – 2014 203 254 263 2012 – 2013 267 339 313 2011 – 2012 223 247 228 *This statistic does not include the 40 calls for service handled by the SROs at the School of Environmental Studies and the Alternative Learning Center. 2020 Anticipated Costs – School Resource Officer Program Salary and Benefits Officers (3) 385,383 Uniforms 3,150 Vehicle Costs Capitalization 13,551 Fuel 6,504 Maintenance 1,746 Direct Costs Training 2,478 Technology 4,230 DCC 53,466 800 MHz Access 1,599 LOGIS 8,541 Revenue ISD 196 Reimbursement (160,401) Total $320,247 116 City of Apple Valley Department Expense Summary Budget Years (2020-2021) POLICE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 5,042,000 5,168,249 5,408,997 5,357,990 2,643,938 5,584,525 5,686,525 5,833,510 5,938,570 6111 - SALARY PART-TIME 43,553 45,973 49,051 43,475 23,950 45,645 45,645 47,965 47,965 6112 - SALARY-SEASONAL TEMP 0 0 0 0 282 6113 - OVERTIME-REGULAR EMPLOYEES 281,621 255,992 252,535 290,000 125,352 290,000 290,000 290,000 290,000 6114 - OVERTIME PART-TIME EMPLOYEES 0 286 218 0 235 6117 - HOLIDAY PAY 132,568 146,852 156,085 123,225 44,089 137,625 137,625 143,170 143,170 6121 - INSURANCE CASH BENEFIT 22,980 23,460 22,560 0 11,340 6122 - COMP REQUEST -133,780 -142,061 -148,613 -130,000 -82,356 -130,000 -130,000 -130,000 -130,000 6123 - SALARY-OTHER 209,670 211,100 211,100 204,180 204,180 6105 - SALARIES AND WAGES 5,388,941 5,498,750 5,740,832 5,894,360 2,766,830 6,138,895 6,240,895 6,388,825 6,493,885 6138 - MEDICARE 73,253 75,124 78,017 84,325 38,271 89,015 89,015 92,640 92,640 6139 - FICA 29,759 30,070 30,134 35,430 16,572 36,860 36,860 46,800 46,800 6141 - PENSIONS-PERA 809,484 828,765 837,608 916,580 415,422 1,025,950 1,025,950 1,067,380 1,067,380 6142 - WORKERS COMPENSATION 137,500 169,985 183,057 193,975 96,543 228,115 228,115 249,155 249,155 6143 - UNEMPLOYMENT COMPENSATION 0 2,123 6144 - LONG-TERM DISABILITY INSURANCE 13,480 10,038 10,243 15,425 4,683 16,750 16,750 17,430 17,430 6145 - MEDICAL INSURANCE 680,778 738,765 819,235 904,680 337,717 935,300 935,300 995,090 995,090 6146 - DENTAL INSURANCE 58,745 63,615 65,721 0 31,588 6147 - LIFE INSURANCE-BASIC 343 357 360 0 170 6148 - LIFE INSURANCE-SUPP/DEPEND 17,208 17,934 17,039 0 8,433 6170 - EMPLOYEE PAID PREMIUMS -94,548 -131,535 -89,800 -33,776 -89,800 -89,800 -90,000 -90,000 6125 - EMPLOYEE BENEFITS 1,820,549 1,840,103 1,909,879 2,060,615 917,745 2,242,190 2,242,190 2,378,495 2,378,495 6100 - TOTAL PERSONNEL SERVICES 7,209,491 7,338,853 7,650,711 7,954,975 3,684,575 8,381,085 8,483,085 8,767,320 8,872,380 6210 - OFFICE SUPPLIES 7,159 6,173 6,910 8,400 2,997 8,400 8,400 8,400 8,400 6211 - SMALL TOOLS & EQUIPMENT 20,182 20,902 46,833 31,100 4,622 31,100 31,100 23,100 23,100 6212 - MOTOR FUELS/OILS 74,440 81,577 93,802 122,486 42,430 125,723 125,723 129,393 129,393 6215 - EQUIPMENT-PARTS 21,970 20,836 23,345 20,000 18,103 20,000 20,000 20,000 20,000 6216 - VEHICLES-TIRES/BATTERIES 4,779 11,272 10,113 7,000 3,431 10,000 10,000 10,000 10,000 6229 - GENERAL SUPPLIES 59,581 61,830 70,321 64,700 37,810 64,700 64,700 64,700 64,700 6205 - SUPPLIES 188,111 202,591 251,323 253,686 109,393 259,923 259,923 255,593 255,593 6235 - CONSULTANT SERVICES 6,638 4,169 12,837 6,000 10,233 7,500 7,500 7,500 7,500 6237 - TELEPHONE/PAGERS 55,073 57,107 51,299 56,050 27,216 57,550 57,550 57,550 57,550 6238 - POSTAGE/UPS/FEDEX 295 265 385 300 186 400 400 400 400 6239 - PRINTING 5,054 7,372 4,461 5,550 2,575 5,550 5,550 5,550 5,550 6240 - CLEANING SERVICE/GARBAGE 980 1,381 980 1,400 285 1,400 1,400 1,400 1,400 6249 - OTHER CONTRACTUAL SERVICES 827,206 897,062 954,313 1,008,022 587,536 1,041,787 1,041,787 1,075,899 1,075,899 6230 - CONTRACTUAL SERVICES 895,247 967,357 1,024,275 1,077,322 628,031 1,114,187 1,114,187 1,148,299 1,148,299 6255 - UTILITIES-ELECTRIC 1,145 977 1,441 1,000 1,152 1,000 1,000 1,000 1,000 6250 - UTILITIES 1,145 977 1,441 1,000 1,152 1,000 1,000 1,000 1,000 6265 - REPAIRS-EQUIPMENT 20,221 14,710 23,260 29,620 9,644 34,890 31,890 35,240 35,240 6266 - REPAIRS-BUILDING 1,278 0 872 0 0 6260 - REPAIRS AND MAINTENA 21,499 14,710 24,132 29,620 9,644 34,890 31,890 35,240 35,240 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 30,974 33,819 28,806 36,850 12,929 36,850 36,850 36,850 36,850 6276 - SCHOOLS/CONFERENCES/EXP OTHER 14,349 10,417 22,091 18,310 4,806 19,310 19,310 18,310 18,310 6278 - SUBSISTENCE ALLOWANCE 0 0 156 0 0 6280 - DUES & SUBSCRIPTIONS 39,237 41,212 39,808 44,805 22,426 46,785 46,785 47,505 47,505 6281 - UNIFORM/CLOTHING ALLOWANCE 73,700 71,705 99,017 77,050 55,333 81,700 81,700 75,700 75,700 6270 - TRNG/TRAVL/DUES/UNIF 158,260 157,153 189,878 177,015 95,494 184,645 184,645 178,365 178,365 117 City of Apple Valley Department Expense Summary Budget Years (2020-2021) POLICE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6200 - TOTAL OPERATING COSTS 1,264,261 1,342,788 1,491,049 1,538,643 843,714 1,594,645 1,591,645 1,618,497 1,618,497 6310 - RENTAL EXPENSE 22,308 22,308 22,308 22,400 8,154 22,400 22,400 22,400 22,400 6321 - CASH OVER/SHORT -123 125 5 0 0 6333 - GENERAL-CASH DISCOUNTS -175 -115 -77 0 -33 6399 - OTHER CHARGES 12,386 5,733 6,017 7,600 550 21,850 7,600 7,600 7,600 6301 - OTHER EXPENDITURES 34,396 28,051 28,253 30,000 8,671 44,250 30,000 30,000 30,000 6300 - TOTAL OTHER EXPENDITURES 34,396 28,051 28,253 30,000 8,671 44,250 30,000 30,000 30,000 6501 - TAXABLE/NON-TAXABLE MISC RESAL 0 0 0 0 6500 - TOTAL EXPENDITURES 0 0 0 0 6720 - CAPITAL OUTLAY-FURNITURE & FIX 0 47,493 0 0 0 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 8,558 28,968 17,160 0 825 0 0 6745 - VERF CHARGES 196,870 196,870 223,970 238,220 119,110 262,000 262,000 288,200 288,200 6701 - TOTAL CAPITAL OUTLAY 205,428 273,331 241,130 238,220 119,935 262,000 262,000 288,200 288,200 6700 - TOTAL CAPITAL OUTLAY 205,428 273,331 241,130 238,220 119,935 262,000 262,000 288,200 288,200 8,713,576 8,983,024 9,411,143 9,761,838 4,656,895 10,281,980 10,366,730 10,704,017 10,809,077 118 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 20: POLICE - 1200 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUES: 4250 Accident reports 1,000 1,000 1,000 1,000 1,000 1,000 1,000 4259 Other Public Safety fees 10,200 10,200 10,200 10,200 10,200 10,200 10,200 4259 ISD 196 Fees (SRO program)161,465 160,400 160,400 163,600 163,600 163,600 163,600 5345 Police Special Detail (extra duty)46,400 47,300 47,300 47,300 47,300 57,000 57,000 4140 State Aid - Police PERA aid 418,000 420,000 420,000 420,000 440,000 445,000 445,000 4141 Post Board Training Reimbursement 18,000 16,000 16,000 16,000 16,000 16,000 16,000 4141 Reimbursements: Traffic Safety + POST + SOT 73,255 61,980 50,000 68,880 68,880 26,000 26,000 Ballastic Vest Reimbursement 9,000 6,900 6,900 6,900 6,900 6,900 6,900 TOTAL REVENUES 737,320 723,780 711,800 733,880 753,880 725,700 725,700 SALARIES 6110 Regular Employees 5,111,730 5,278,990 5,278,990 5,584,525 5,584,525 5,833,510 5,833,510 6111 Salary-Part-time 41,015 43,475 43,475 45,645 45,645 47,965 47,965 6113 Overtime - Regular 284,500 290,000 290,000 290,000 290,000 290,000 290,000 6122 Comp Request (130,000) (130,000) (130,000) (130,000) (130,000) (130,000) (130,000) 6117 Holiday/Invest Stipend/Master Pat 130,960 123,225 123,225 137,625 137,625 143,170 143,170 6123 Salaries - Other 175,425 209,670 209,670 211,100 211,100 204,180 204,180 6138 Medicare 80,085 84,325 84,325 89,015 89,015 92,640 92,640 6139 FICA 34,270 35,430 35,430 36,860 36,860 46,800 46,800 6141 Pension - PERA 866,185 916,580 916,580 1,025,950 1,025,950 1,067,380 1,067,380 6142 Work Comp Ins 182,810 193,975 193,975 228,115 228,115 249,155 249,155 6144 Long-term Disability Insurance 14,900 15,425 15,425 16,750 16,750 17,430 17,430 6145 Hospital & Life Insurance 852,000 904,680 904,680 935,300 935,300 995,090 995,090 6170 Employee Paid Premiums (89,800) (89,800) (89,800) (89,800) (90,000) (90,000) Position Addition (Paid by Grant)96,600 79,000 79,000 - 102,000 - 105,060 Total 7,740,480 7,954,975 7,954,975 8,381,085 8,483,085 8,767,320 8,872,380 6210 OFFICE SUPPLIES Paper & Supplies 7,000 7,000 6,700 7,000 7,000 7,000 7,000 Ticket Writer Paper 1,400 1,400 1,300 1,400 1,400 1,400 1,400 Total 8,400 8,400 8,000 8,400 8,400 8,400 8,400 6211 SMALL TOOL & EQUIPMENT AED Units 2,200 9,900 9,900 9,900 9,900 9,900 9,900 Chemical Aerosol Replacement 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Clerical Headset Replacements 250 250 250 250 250 250 250 Data Master Mouthpieces 500 500 500 500 500 500 500 Fire Extinguishers/Car Door Openers 500 500 500 500 500 500 500 Forensic Computer Supplies 750 750 750 750 750 750 750 K-9 Equipment 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Portable Breath Testers - Intox mouthpieces 2,200 2,200 2,200 2,200 2,200 2,200 2,200 Radar Units 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Tasers 10,000 10,000 10,000 10,000 10,000 2,000 2,000 Total 23,400 31,100 31,100 31,100 31,100 23,100 23,100 6212 MOTOR FUELS/OILS Gas 91,800 119,111 119,111 122,348 122,348 126,018 126,018 Oil 3,200 3,375 3,375 3,375 3,375 3,375 3,375 Total 95,000 122,486 122,486 125,723 125,723 129,393 129,393 6215 EQUIPMENT - PARTS Batteries (Laptop, AA, AAA, C, D)4,000 4,000 4,000 4,000 4,000 4,000 4,000 Bike Parts 750 750 750 750 750 750 750 Gun Parts Replacement 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Patrol/Inv/Admin Vehicles 13,500 13,500 13,500 13,500 13,500 13,500 13,500 Squad License Plates 250 250 250 250 250 250 250 Total 20,000 20,000 20,000 20,000 20,000 20,000 20,000 6216 EQUIPMENT - TIRES/BATTERIES Patrol/Inv/Admin Vehicles 7,000 7,000 10,000 10,000 10,000 10,000 10,000 Total 7,000 7,000 10,000 10,000 10,000 10,000 10,000 6229 GENERAL SUPPLIES 12 Gauge Less Lethal Ammo 1,500 1,500 1,500 1,500 1,500 1,500 1,500 AED Batteries/Pads 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Ammunition 18,000 18,000 18,000 18,000 18,000 18,000 18,000 Canine Supplies & Food 3,550 3,550 4,000 3,550 3,550 3,550 3,550 Cell Phone Batteries/Supplies 350 350 350 350 350 350 350 Coffee / Water / Meeting Supplies 2,750 2,750 3,000 2,750 2,750 2,750 2,750 Crime Prevention Meeting Supplies 1,600 1,600 1,600 1,600 1,600 1,600 1,600 Crime Prevention Promotional Materials 7,000 7,000 7,000 7,000 7,000 7,000 7,000 Detention Supplies 500 500 500 500 500 500 500 First Aid Supplies 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Flares 500 500 500 500 500 500 500 Flex Cuffs 100 100 100 100 100 100 100 Hearing Protectors 100 100 100 100 100 100 100 Investigation Supplies 6,500 6,500 6,500 6,500 6,500 6,500 6,500 119 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 20: POLICE - 1200 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6229 GENERAL SUPPLIES CONT. SWAT Supplies 6,600 6,600 6,600 6,600 6,600 6,600 6,600 Mentoring - Academy Supplies 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Narcotic Field Testing Kits 450 450 450 450 450 450 450 Patrol Supplies 3,500 3,800 3,800 3,800 3,800 3,800 3,800 Shooting Glasses 150 150 150 150 150 150 150 Targets/Gun Cleaning Materials 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Taser Cartridges/Batteries 3,250 3,250 3,250 3,250 3,250 3,250 3,250 Total 64,400 64,700 65,400 64,700 64,700 64,700 64,700 6235 CONSULTANT SERVICES Canine Vet Services 1,250 2,000 4,000 2,000 2,000 2,000 2,000 Mantoux & Hepatitis Test & Inoculations 500 500 500 500 500 500 500 Pre-employment Medicals & Psychologicals 3,500 3,500 5,000 5,000 5,000 5,000 5,000 Total 5,250 6,000 9,500 7,500 7,500 7,500 7,500 6237 TELEPHONE/PAGERS Cellular Phone Services 37,100 37,500 38,500 39,000 39,000 39,000 39,000 Frontier Phone Lines 250 250 200 250 250 250 250 Verizon LTE 4G Wireless Services 15,840 16,000 16,000 16,000 16,000 16,000 16,000 Telephone Language Translation Service 1,800 2,300 2,300 2,300 2,300 2,300 2,300 Total 54,990 56,050 57,000 57,550 57,550 57,550 57,550 6238 POSTAGE/UPS/FEDEX UPS Expense 300 300 400 400 400 400 400 Total 300 300 400 400 400 400 400 6239 PRINTING/PUBLISHING Annual Report 100 100 100 100 100 100 100 Business Cards 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Crime Prevention Materials 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Evidence Labels and Bar Codes 800 800 800 800 800 800 800 Forms/Stationery/Envelopes 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Misc Printing 500 500 500 500 500 500 500 Night to Unite Yard Signs 950 950 950 950 950 950 950 Total 5,550 5,550 5,550 5,550 5,550 5,550 5,550 6240 C. SERVICE/GARBAGE REMOVAL Shredding Service 1,000 1,400 1,300 1,400 1,400 1,400 1,400 Total 1,000 1,400 1,300 1,400 1,400 1,400 1,400 6249 OTHER CONTRACTUAL SERVICES DCC Debt Service 911 fund balance applied equally over next 5 years to DCC D - - - - DCC Fees (General & Capital Projects)943,150 999,922 999,922 1,033,687 1,033,687 1,067,799 1,067,799 Background Investigation Fees 2,000 2,000 1,000 2,000 2,000 2,000 2,000 Consolidated Lead Evaluation and Reporting 1,900 3,600 3,600 3,600 3,600 3,600 3,600 Evidentiary Impound & Tow Fees 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Total 949,550 1,008,022 1,007,022 1,041,787 1,041,787 1,075,899 1,075,899 6255 UTILITIES - ELECTRIC Dakota Electric and Excel Energy 1,000 2,000 2,000 2,000 2,000 2,000 2,000 Reimbursement from Eagan PD for Range (500) (1,000) (1,000) (1,000) (1,000) (1,000) (1,000) Total 500 1,000 1,000 1,000 1,000 1,000 1,000 6265 REPAIRS - EQUIPMENT *** = Service Contract *** Digital Dictation 2,240 2,240 2,240 2,240 2,240 2,240 2,240 *** Konica Copiers Maintenance 2,700 3,000 3,000 3,000 3,000 3,000 3,000 *** Digital ICV/Body Cam Server Maint 5,940 5,940 - - - - - *** Motorola Radio Extended Warranty 4,440 4,440 - - - 5,000 5,000 *** Quetel Software Maintenance 3,000 3,000 3,000 12,000 9,000 9,000 9,000 Car Washes 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Digital ICV/Body Cam Repairs 2,000 3,000 3,000 3,000 3,000 3,000 3,000 LOGIS Mobiles Support Maintenance 36,969 39,973 39,973 42,918 42,918 45,060 45,060 LOGIS Support is included in Data Processing (36,969) (39,973) (39,973) (42,918) (42,918) (45,060) (45,060) LOGIS RMS Support Maintenance 107,914 113,814 113,814 117,480 117,480 123,350 123,350 LOGIS RMS is included in Data Processing (107,914) (113,814) (113,814) (117,480) (117,480) (123,350) (123,350) Misc. Small Equipment Repairs 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Radar Recertifications 1,650 - - 1,650 1,650 - - Radio Repairs 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Squad Car - Not in House 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Trend Reduction - (5,000) - - - - - Total 35,170 29,620 24,240 34,890 31,890 35,240 35,240 120 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 20: POLICE - 1200 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6275 SCHOOL/CONF/EXP - LOCAL Canine Training School 1,750 1,750 1,750 1,750 1,750 1,750 1,750 Chaplains Training 500 500 500 500 500 500 500 Crisis Intervention Training 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Explorer Training/Meeting Expense 100 100 100 100 100 100 100 Meal Expense Reimbursement Training/Court 2,600 2,600 2,600 2,600 2,600 2,600 2,600 Rotary Meetings 500 500 500 500 500 500 500 Specialized Training - Crime Prevention/CIU 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Specialized Training - Detectives 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Specialized Training - Firearm Instructors 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Specialized Training - Patrol Officers 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Specialized Training - Records Unit 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Specialized Training - Supervisors 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Specialized Training - SRO 900 900 900 900 900 900 900 Specialized Training - Use of Force Instructors 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Mandated Training 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Total 36,850 36,850 36,850 36,850 36,850 36,850 36,850 6276 SCHOOL/CONF/EXP - OTHER Can-Am Narcotics Conference 450 450 450 450 450 450 450 Crime Prevention Conference 500 500 500 500 500 500 500 IACP Conference 4,500 5,000 5,000 5,000 5,000 5,000 5,000 Juvenile Officers Institute 1,000 1,000 1,000 1,000 1,000 1,000 1,000 K-9 Drug Certification 2,000 360 360 360 360 360 360 FBI NA NW Chapter Training Conference 1,000 1,000 1,000 1,000 1,000 1,000 1,000 SWAT- Annual Training Exercise 1,800 1,800 2,000 1,800 1,800 1,800 1,800 MN Chiefs of Police Executive Training Institute 2,000 2,000 2,000 2,000 2,000 2,000 2,000 National Explorer Conference 1,000 - - 1,000 1,000 - - Organized Retail Crime Conference 800 800 800 800 800 800 800 Out State Specialty Training 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Sex Crimes Investigator Conference 500 500 500 500 500 500 500 Special Operations Training Assn. Conference 1,600 1,600 1,600 1,600 1,600 1,600 1,600 State Explorer Conference 800 800 800 800 800 800 800 Total 20,450 18,310 18,510 19,310 19,310 18,310 18,310 6280 DUES & SUBSCRIPTIONS Association of Training Officers of MN 200 200 200 200 200 200 200 Crime Prevention Officers Association 180 180 180 180 180 180 180 Criminal Code/Law Books 50 50 50 50 50 50 50 Dakota County Chiefs of Police Association 600 600 600 600 600 600 600 DC 800 MHz Access Fee 27,000 28,200 28,200 30,900 30,900 30,900 30,900 Explorer Re-charter 250 250 250 250 250 250 250 International Association of Chiefs of Police 450 450 450 450 450 450 450 SWAT Dues 8,300 8,300 8,300 8,300 8,300 8,300 8,300 Misc. Books & Publications 500 500 500 500 500 500 500 MN Chiefs of Police Association 580 580 580 580 580 580 580 MN Law Enforcement Explorers Association 75 75 75 75 75 75 75 MN Multi-Housing Assn. Coalition 130 130 130 130 130 130 130 National FBI Academy Association/LEEDA 350 350 350 350 350 350 350 Police License Renewals ($90 each)1,800 1,980 1,980 1,260 1,260 1,980 1,980 Rotary Dues 200 200 200 200 200 200 200 Tri-County Investigators Association 100 100 100 100 100 100 100 U.S. Police Canine Association 160 160 160 160 160 160 160 VITALS Aware Services - 2,500 2,500 2,500 2,500 2,500 2,500 Total 40,925 44,805 44,805 46,785 46,785 47,505 47,505 6281 UNIFORM/CLOTHING ALLOWANCE Awards/Plaques/Commendation Medals 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Bike Uniforms 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Chaplain/Volunteer Uniforms 500 500 500 500 500 500 500 SWAT 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Patches/Badges 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Records Personnel Uniforms 2,000 1,500 1,500 1,500 1,500 1,500 1,500 Replacement Ballastic Vests 21,000 8,400 8,400 12,000 12,000 6,000 6,000 Sworn Officers 55,650 55,650 55,650 56,700 56,700 56,700 56,700 Sworn Officers New Hires 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Uniforms & Badges, Explorer Program 500 500 500 500 500 500 500 Total 90,150 77,050 77,050 81,700 81,700 75,700 75,700 6310 RENTAL EXPENSE CJDN Connection Fees-BCA Desktop Query 5,760 5,760 5,760 5,760 5,760 5,760 5,760 CJDN Connection Fees-BCA Mobile Query 5,040 5,040 5,040 5,040 5,040 5,040 5,040 CJDN Connection Fees-BCA Submission 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Konica Minolta Copier Leases 6,800 6,800 6,800 6,800 6,800 6,800 6,800 Vehicle Lease (Drug Task Force)3,600 3,600 3,600 3,600 3,600 3,600 3,600 Total 22,400 22,400 22,400 22,400 22,400 22,400 22,400 6399 OTHER CHARGES Blood Tests 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Outdoor Range Maintenance/Repairs 8,000 5,000 5,000 19,250 5,000 5,000 5,000 Scale Calibration Maintenance 500 - - - - - - Subpoena Fees 1,100 1,100 1,100 1,100 1,100 1,100 1,100 Total 11,100 7,600 7,600 21,850 7,600 7,600 7,600 121 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 20: POLICE - 1200 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6730 CAPITAL OUTLAY - VEHICLES - - - - - - - Sedans (Admin.)- - - - - - - Squad Cars - - - - - - - Van (Detectives)- - - - - - - Total - - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS - - - - - - - Canine - Saint Paul PD - - - - - - - Records Scanner - - - - - - - AR-15 Squad Rifle Suppression 21,000 - - - - - - (Trade in Value)- - - - - - - Total 21,000 - - - - - - 6745 VEHICLE REPLACEMENT - - - - - - - VEHICLE - UTV Fleet Addition - - - - - - - VERF-Vehicle Replacement Charges 196,870 238,220 238,220 262,000 262,000 288,200 288,200 Total 196,870 238,220 238,220 262,000 262,000 288,200 288,200 Total Net of Personnel 1,710,255 1,806,863 1,808,433 1,900,895 1,883,645 1,936,697 1,936,697 TOTAL EXPENSES 9,450,735 9,761,838 9,763,408$ 10,281,980$ 10,366,730$ 10,704,017$ 10,809,077$ TOTAL REVENUES (from Above) :737,320 723,780 711,800$ 733,880$ 753,880$ 725,700$ 725,700$ NET ADDITION TO (USE OF ) GENERAL REVENUES (8,713,415)$ (9,038,058)$ (9,051,608) (9,548,100) (9,612,850) (9,978,317) (10,083,377) 122 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 21 1290 Civil Defense DESCRIPTION OF ACTIVITY Civil Defense The City Council designates an Emergency Management Director. The Police Chief serves in this capacity. Duties include maintenance of the nine outdoor warning sirens, insuring that the Emergency Operations Center is properly equipped, updating and coordinating the periodic exercising the City’s Emergency Operations Plan. The Police Chief works closely with the Fire Chief and the Dakota County Emergency Operations Director in coordinating Civil Defense activities. MAJOR OBJECTIVES FOR 2020 Continue ongoing maintenance on outdoor warning sirens including monitoring and replacement of DC power supply (batteries) as needed. Due to the retirement of key city personnel, the department entered into a service agreement with Frontline Warning Systems in order to maintain the Whelen siren system up to the current industry standards. Members of the Apple Valley Police Department supervisory team will continue to receive training in the National Incident Management System (NIMS) by attending the various NIMS courses provided by the Dakota County Domestic Preparedness Committee. In addition, tabletop exercises will be provided under the framework of the newly revised Emergency Operations Plan. The department will continue working to place the warning siren system into the city’s CEP. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Proposed Proposed Item 2017 2018 2019 2020 2021 Number of Warning Sirens 9 9 9 9 9 Summary Budget Department 21 Civil Defense 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Proposed Proposed Proposed Revenue: Expenditures: Supplies 163 712 635 2,000 2,000 2,000 2,000 Contractual Serv.15,410 15,303 15,139 15,410 15,410 16,000 18,060 Utilities 505 551 550 675 675 675 675 Repairs & Maint.754 880 205 2,000 1,000 1,000 1,000 Training/Travel/Dues - - - 100 100 100 100 Capital outlay - - - - - - - Total Exp 16,832 17,447 16,529 20,185 19,185 19,775 21,835 Net addition to (use of) general revenues (16,832) (17,447) (16,529) (20,185) (19,185) (19,775) (21,835) 2020 CAPITAL OUTLAY: None 123 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CIVIL DEFENSE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6105 - SALARIES AND WAGES 0 6100 - TOTAL PERSONNEL SERVICES 0 6211 - SMALL TOOLS & EQUIPMENT 168 724 0 2,000 0 1,000 1,000 1,000 1,000 6215 - EQUIPMENT-PARTS 12 0 635 776 1,000 1,000 1,000 1,000 6205 - SUPPLIES 180 724 635 2,000 776 2,000 2,000 2,000 2,000 6249 - OTHER CONTRACTUAL SERVICES 15,410 15,303 15,139 15,410 15,352 16,000 16,000 18,060 18,060 6230 - CONTRACTUAL SERVICES 15,410 15,303 15,139 15,410 15,352 16,000 16,000 18,060 18,060 6255 - UTILITIES-ELECTRIC 505 551 550 675 275 675 675 675 675 6250 - UTILITIES 505 551 550 675 275 675 675 675 675 6265 - REPAIRS-EQUIPMENT 754 880 205 1,000 2,250 1,000 1,000 1,000 1,000 6260 - REPAIRS AND MAINTENA 754 880 205 1,000 2,250 1,000 1,000 1,000 1,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 0 0 0 0 0 0 0 6280 - DUES & SUBSCRIPTIONS 0 0 0 100 0 100 100 100 100 6270 - TRNG/TRAVL/DUES/UNIF 0 0 0 100 0 100 100 100 100 6200 - TOTAL OPERATING COSTS 16,849 17,457 16,529 19,185 18,652 19,775 19,775 21,835 21,835 6333 - GENERAL-CASH DISCOUNTS -17 -12 0 0 6301 - OTHER EXPENDITURES -17 -12 0 0 6300 - TOTAL OTHER EXPENDITURES -17 -12 0 0 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 16,832 17,445 16,529 19,185 18,652 19,775 19,775 21,835 21,835 124 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 21: CIVIL DEFENSE - 1290 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6211 SMALL TOOL & EQUIPMENT Siren Maint Supplies 1,000 1,000 1,000 - - - - Avian Flu Supplies 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 2,000 2,000 2,000 1,000 1,000 1,000 1,000 6215 B BATTERIES Siren Batteries - - 650 1,000 1,000 1,000 1,000 Total 650 1,000 1,000 1,000 1,000 6249 OTHER CONTRACTUAL SERVICES DCDPC Annual Dues 15,410 15,410 15,139 16,000 16,000 15,510 15,510 Frontline Warning Service Contra - - - - - 2,550 2,550 Total 15,410 15,410 15,139 16,000 16,000 18,060 18,060 6255 UTILITIES - ELECTRIC Dakota Electric - Excel Energy 675 675 600 675 675 675 675 Total 675 675 600 675 675 675 675 6265 REPAIRS - EQUIPMENT Routine Maintenance 2,000 1,000 2,550 1,000 1,000 1,000 1,000 Total 2,000 1,000 2,550 1,000 1,000 1,000 1,000 6275 SCHOOL/CONF/EXP - LOCAL Exercise Expenses - - - - - - - Total - - - - - - - 6280 DUES & SUBSCRIPTIONS AMEM 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 Total Net of Personnel 20,185 19,185 21,039 19,775 19,775 21,835 21,835 TOTAL EXPENSES 20,185$ 19,185$ 21,039$ 19,775$ 19,775$ 21,835$ 21,835$ 125 Notes: 126 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 22 1295 Comm Serv Offic (CSO) DESCRIPTION OF ACTIVITY Community Service Officer A Community Service Officer (CSO) provides support in crime prevention, investigation, and response where full police powers are unnecessary and assists police officers in upholding law and order. CSOs work under the supervision of a patrol sergeant. They perform duties that don’t require the level of training or expertise of a police officer, thereby freeing the officer to engage in activities that do require their attention. The duties of the CSOs include: • Fingerprinting citizens applying for certain licenses from state agencies or adoption. • Assisting patrol officers in performing traffic control, such as accident scene traffic control, special events control, and other similar situations. • Assisting officers in requesting and ensuring vehicle tows are completed at accident scenes and other arrest situations where a vehicle is involved. • Assisting in booking prisoners at the police station. • Handling dog bite calls, animal at large calls and injured animal calls. • Opening locked car doors for citizens. • Delivering City Council agenda packets. • Delivering the City Hall mail to the post office each day. • Deploying the radar display speed trailers as well as “Car 54”. • Enforcing certain ordinance violations including selected parking violations. • Maintaining department supplies and equipment. • Shuttling squad cars back and forth from the police station to mechanics at CMF. • Transporting evidence to and from the Minnesota Bureau of Criminal Apprehension for analysis. • Monitoring winter sidewalk snow shoveling complaints. • Fingerprinting residents who require it as part of job applications MAJOR OBJECTIVES FOR 2020 • Continue providing quality non-sworn police service • Continue providing service and monitoring of animal control issues, animal impoundments, and potentially dangerous/dangerous dog monitoring and accountability. • Continue providing parking enforcement service. 127 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Animal Licenses Sold 479 1,067 1,200 1,200 1,200 1,200 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Proposed Proposed Propo sed Position Title 2016 2017 2018 2019 2020 2021 CSO 2.8 2.8 2.8 2.8 2.8 2.8 Temporary Status Personnel Schedule – Hours (Part Time) Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 CSO (Additional time) 1381 1381 1381 1381 1381 1381 Summary Budget Department 22 Comm Serv Offic (CSO) 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: FEES-Animal Pickup 3,830 3,049 4,824 7,100 7,100 7,100 7,100 LICENSE-Dog (pub.safety) 9,553 21,410 8,920 5,300 5,300 9,000 9,000 13,383 24,459 13,744 12,400 12,400 16,100 16,100 Expenditures: Salaries & Wages 62,380 66,574 81,741 77,160 79,645 79,915 84,670 Emp. Benefits 8,650 8,324 12,506 14,415 14,730 15,345 16,430 Supplies 4,767 5,637 5,905 6,625 6,475 6,975 6,975 Contractual Serv.5,546 3,855 5,725 6,150 6,150 5,900 5,900 Uniforms / Equipment 821 646 - 2,000 2,000 2,000 2,000 Other Exp.- (15) (11) 82,165 85,021 105,866 106,350 109,000 110,135 115,975 Net addition to (use of) general revenues 82,164 85,021 105,866 106,350 109,000 110,135 115,975 2020 CAPITAL OUTLAY: None 128 City of Apple Valley Department Expense Summary Budget Years (2020-2021) COMM SERV OFFIC (CSO) Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 0 59 147 0 232 6111 - SALARY PART-TIME 58,882 64,004 77,392 72,990 26,610 72,635 72,635 78,170 78,170 6114 - OVERTIME PART-TIME EMPLOYEES 3,498 2,511 4,202 3,100 1,091 3,100 3,100 3,100 3,100 6123 - SALARY-OTHER 3,555 4,180 4,180 3,400 3,400 6105 - SALARIES AND WAGES 62,380 66,574 81,741 79,645 27,933 79,915 79,915 84,670 84,670 6138 - MEDICARE 904 965 1,185 1,155 405 1,160 1,160 1,230 1,230 6139 - FICA 3,868 4,128 5,068 4,940 1,732 4,955 4,955 5,250 5,250 6141 - PENSIONS-PERA 2,179 1,023 3,416 5,740 1,890 5,995 5,995 6,350 6,350 6142 - WORKERS COMPENSATION 1,699 2,209 2,837 2,895 1,059 3,235 3,235 3,600 3,600 6125 - EMPLOYEE BENEFITS 8,650 8,324 12,506 14,730 5,086 15,345 15,345 16,430 16,430 6100 - TOTAL PERSONNEL SERVICES 71,031 74,898 94,247 94,375 33,018 95,260 95,260 101,100 101,100 6210 - OFFICE SUPPLIES 14 0 0 6211 - SMALL TOOLS & EQUIPMENT 499 133 0 300 0 300 300 300 300 6212 - MOTOR FUELS/OILS 3,559 4,400 5,309 5,750 1,649 5,750 5,750 5,750 5,750 6215 - EQUIPMENT-PARTS 65 0 0 0 6216 - VEHICLES-TIRES/BATTERIES 507 451 0 250 0 500 500 500 500 6229 - GENERAL SUPPLIES 138 639 597 175 0 175 175 175 175 6205 - SUPPLIES 4,767 5,637 5,905 6,475 1,649 6,725 6,725 6,725 6,725 6238 - POSTAGE/UPS/FEDEX 23 0 0 6239 - PRINTING 0 0 0 250 0 250 250 250 250 6249 - OTHER CONTRACTUAL SERVICES 5,546 3,831 5,725 5,900 1,349 5,900 5,900 5,900 5,900 6230 - CONTRACTUAL SERVICES 5,546 3,855 5,725 6,150 1,349 6,150 6,150 6,150 6,150 6260 - REPAIRS AND MAINTENA 0 0 0 0 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 0 0 0 0 0 6281 - UNIFORM/CLOTHING ALLOWANCE 821 646 0 2,000 0 2,000 2,000 2,000 2,000 6270 - TRNG/TRAVL/DUES/UNIF 821 646 0 2,000 0 2,000 2,000 2,000 2,000 6200 - TOTAL OPERATING COSTS 11,135 10,138 11,630 14,625 2,998 14,875 14,875 14,875 14,875 6333 - GENERAL-CASH DISCOUNTS 0 -15 -11 0 6301 - OTHER EXPENDITURES 0 -15 -11 0 6300 - TOTAL OTHER EXPENDITURES 0 -15 -11 0 82,165 85,021 105,866 109,000 36,016 110,135 110,135 115,975 115,975 129 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 22: COMM SERV OFFIC (CSO) - 1295 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6110 SALARIES 6111 Salary - Part-time 71,255 72,990 77,391 72,635 72,635 78,170 78,170 6112 Salary-Seasonal Temp - - - - - - - 6114 Overtime PT 3,100 3,100 4,202 3,100 3,100 3,100 3,100 6123 Salary - Other 2,805 3,555 - 4,180 4,180 3,400 3,400 6138 Medicare 1,120 1,155 1,185 1,160 1,160 1,230 1,230 6139 FICA 4,785 4,940 5,067 4,955 4,955 5,250 5,250 6141 PERA 5,785 5,740 3,416 5,995 5,995 6,350 6,350 6142 Work Comp 2,725 2,895 2,837 3,235 3,235 3,600 3,600 Position Changes Total 91,575 94,375 94,099 95,260 95,260 101,100 101,100 6211 SMALL TOOL & EQUIPMENT Cages, Traps, Repellent, Gloves 300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6212 MOTOR FUELS/OILS Gas 5,500 5,500 5,309 5,500 5,500 5,500 5,500 Oil 250 250 250 250 250 250 250 Total 5,750 5,750 5,559 5,750 5,750 5,750 5,750 6216 EQUIPMENT - TIRES/BATTERIES Animal Control Trucks 250 250 262 500 500 500 500 Total 250 250 262 500 500 500 500 6229 GENERAL SUPPLIES Dog Licenses 175 100 175 175 175 175 175 Dog Nooses/Misc Supplies 150 75 75 - - - - Total 325 175 250 175 175 175 175 6239 PRINTING/PUBLISHING Printing 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6249 OTHER CONTRACTUAL SERVICES Palomino Pet Hospital 5,900 5,900 5,724 5,900 5,900 5,900 5,900 Boarding Fees Recapture Credit - - - - - - - Wildlife Trapping Service - - - - - - - Total 5,900 5,900 5,724 5,900 5,900 5,900 5,900 6281 UNIFORM/CLOTHING ALLOWANCE Community Service Officer Uniforms 2,000 2,000 2,500 2,000 2,000 2,000 2,000 Total 2,000 2,000 2,500 2,000 2,000 2,000 2,000 Total Net of Personnel 14,775 14,625 14,845 14,875 14,875 14,875 14,875 TOTAL EXPENSES 106,350 109,000 108,944 110,135 110,135 115,975 115,975 130 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 23 1300 Fire Department DESCRIPTION OF ACTIVITY The mission of the Apple Valley Fire Department is to reduce the loss of life and property by providing fire suppression, rescue services, non-emergency services, and fire and life safety education to the public. This is accomplished by training for and providing pre-emergency planning, fire protection, rescue, emergency medical services, hazardous materials response, natural or manmade disaster response, and emergency support when needed during other community crisis. Our priorities are life safety, property conservation, and environmental protection. These are achieved through our vision to be an innovative, effective, and progressive fire department. We are dedicated to the delivery of effective fire suppression, rescue services, and quality fire and safety education. We strive to offer the best available education and training to our firefighters, in preparation of meeting the needs and expectations of our citizens and visitors. Our training programs allow firefighters to receive classroom and practical education that is compliant with the National Fire Protection Association (NFPA), the Federal Emergency Management Agency’s (FEMA) National Incident Management System (NIMS), and the Insurance Services Office, Inc. (ISO). By striving for the goal of meeting nationally recognized standards of these agencies, the Apple Valley Fire Department is able to provide consistent, systematic, and proactive response to emergent and other public safety needs. We also participate in coordinated county-wide training and response which provide optimum use of resources and personnel across inter- and intra-jurisdictional organizations, should the need arise. Our goal of ensuring our residential and business communities meet all City Ordinances and Minnesota State Fire Codes is met through our fire prevention program. Fire prevention activities provide multiple fire and life safety educational and training opportunities to the residents, businesses, and visitors of our city. Scheduled fire inspections of new and existing commercial and multi-family properties provide additional and effective safety. MAJOR OBJECTIVES FOR 2020 • Complete a needs analysis for Fire Station 2. • Create specifications and place order for new Ladder 1, delivery and payment in 2021. • Research and replace 15-year-old hydraulic rescue tools (Jaws of Life) for Engines 1, 2 and 3. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Fire/Rescue/EMS Calls 1,622 1,787 2,074 2,300 2,500 2,600 Response Times (minutes) 6:28 avg 6:03 avg 5:35 avg 5:50 avg 5:50 avg 5:50 avg Fire Inspections 122 82 1060 1100 1100 1100 Firefighter Training Hours 7,881 10,869 9,859 10,000 10,000 10,000 Fire Safety Education Programs 69 93 116 120 120 120 131 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Fire Chief 1 1 1 1 1 1 Fire Deputy Chief/Training Officer 1 1 1 1 1 1 Fire Marshal 1 1 1 1 1 1 Fire Inspector 1 1 1 1 1 1 Department Assistant 1 1 1 1 1 1 Part-Time Status Personnel Schedule In Hours Adopted Adopted Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Paid-on-Call Firefighters (74) 24,347 23,980 26,372 27,750 27,750 29,500 Firefighter Clerical Assistant (PT) 1,456 1,456 728 1,456 1,456 1,456 2020 CAPITAL OUTLAY: Hydraulic Rescue Tools (in VERF Fund) $94,600 Summary Budget Department 23 Fire 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenues: Lease Allina Space-Fire Station #1 35,072 38,987 36,062 37,140 37,885 38,645 39,400 Fire Alarms/Permits 16,648 49,070 16,100 - - 12,000 12,500 Grants and Other Revenue 24,640 30,551 18,036 18,000 18,000 20,500 24,000 76,360 118,608 70,197 55,140 55,885 71,145 75,900 Expenditures: Salaries & Wages 794,951 828,140 936,290 902,260 965,560 989,555 1,030,225 Employee Benefits 215,603 230,031 255,280 277,660 287,500 286,020 304,190 Supplies & Equipment 99,555 94,242 113,626 86,405 71,965 70,855 89,994 Contractual Services 76,575 76,484 89,309 91,860 84,240 84,970 88,730 Utilities 27,570 30,063 33,525 28,940 29,865 31,564 31,689 Repairs & Maintenance 93,537 65,980 162,552 110,335 80,184 70,877 72,377 Training/Travel/Dues 84,813 96,768 95,054 103,720 104,328 105,282 112,089 Other Expenses 2,999 2,815 3,626 2,950 2,950 3,600 3,650 Vehicle Replacement Charge (VERF)286,300 292,100 335,782 321,000 337,050 388,400 407,800 Capital Outlay 5,500 - - - Total Expenditures 1,681,903 1,716,624 2,025,043 1,930,630 1,963,642 2,031,123 2,140,744 132 City of Apple Valley Department Expense Summary Budget Years (2020-2021) FIRE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 374,332 379,195 445,852 464,630 176,394 450,530 450,530 477,660 477,660 6111 - SALARY PART-TIME 419,038 446,511 485,127 460,325 268,496 496,075 496,075 509,070 509,070 6113 - OVERTIME-REGULAR EMPLOYEES 3,692 3,286 6,950 6,200 3,519 6,200 6,200 6,200 6,200 6121 - INSURANCE CASH BENEFIT 1,440 1,440 1,800 720 6122 - COMP REQUEST -3,551 -2,291 -3,440 -3,273 6123 - SALARY-OTHER 34,405 36,750 36,750 37,295 37,295 6105 - SALARIES AND WAGES 794,951 828,140 936,290 965,560 445,856 989,555 989,555 1,030,225 1,030,225 6138 - MEDICARE 9,776 10,353 11,751 7,145 5,580 6,970 6,970 7,965 7,965 6139 - FICA 3,988 4,156 1,399 4,895 2,087 5,030 5,030 5,170 5,170 6141 - PENSIONS-PERA 53,652 55,674 65,962 65,855 26,721 76,770 76,770 81,370 81,370 6142 - WORKERS COMPENSATION 95,845 109,946 115,974 145,765 63,214 129,265 129,265 137,420 137,420 6144 - LONG-TERM DISABILITY INSURANCE 1,001 760 861 1,340 311 1,320 1,320 1,395 1,395 6145 - MEDICAL INSURANCE 46,941 56,282 70,225 73,800 24,876 77,965 77,965 82,850 82,850 6146 - DENTAL INSURANCE 3,871 4,216 4,893 2,031 6147 - LIFE INSURANCE-BASIC 24 24 28 11 6148 - LIFE INSURANCE-SUPP/DEPEND 505 503 878 713 6170 - EMPLOYEE PAID PREMIUMS -11,882 -16,691 -11,300 -3,964 -11,300 -11,300 -11,980 -11,980 6125 - EMPLOYEE BENEFITS 215,603 230,031 255,280 287,500 121,581 286,020 286,020 304,190 304,190 6100 - TOTAL PERSONNEL SERVICES 1,010,553 1,058,171 1,191,570 1,253,060 567,438 1,275,575 1,275,575 1,334,415 1,334,415 6210 - OFFICE SUPPLIES 220 744 1,791 225 189 225 225 225 225 6211 - SMALL TOOLS & EQUIPMENT 38,539 42,483 46,777 10,790 1,763 10,025 10,025 27,894 27,894 6212 - MOTOR FUELS/OILS 13,296 15,325 22,727 18,719 9,316 18,720 18,720 18,720 18,720 6214 - CHEMICALS 2,352 3,008 1,458 2,350 567 2,350 2,350 2,350 2,350 6215 - EQUIPMENT-PARTS 15,593 16,544 11,892 12,566 9,232 12,220 12,220 13,490 13,490 6216 - VEHICLES-TIRES/BATTERIES 2,326 765 8,930 3,200 405 3,200 3,200 3,200 3,200 6229 - GENERAL SUPPLIES 27,230 15,372 20,051 24,115 6,946 24,115 24,115 24,115 24,115 6205 - SUPPLIES 99,555 94,242 113,626 71,965 28,419 70,855 70,855 89,994 89,994 6235 - CONSULTANT SERVICES 19,503 20,378 26,949 19,950 11,907 19,950 19,950 22,315 22,315 6237 - TELEPHONE/PAGERS 12,004 11,300 11,519 12,930 5,566 12,930 12,930 13,040 13,040 6238 - POSTAGE/UPS/FEDEX 154 209 256 200 381 300 300 300 300 6239 - PRINTING 324 558 2,943 710 1,245 710 710 1,380 1,380 6240 - CLEANING SERVICE/GARBAGE 2,034 2,084 2,093 2,161 1,223 2,440 2,440 2,460 2,460 6242 - FIRE ALARM PLAN REVIEWS 0 0 0 750 0 750 0 750 0 6249 - OTHER CONTRACTUAL SERVICES 42,555 41,956 45,549 47,539 19,968 48,640 48,640 49,235 49,235 6230 - CONTRACTUAL SERVICES 76,575 76,484 89,309 84,240 40,290 85,720 84,970 89,480 88,730 6255 - UTILITIES-ELECTRIC 17,122 17,974 19,073 18,175 7,652 18,175 18,175 18,300 18,300 6256 - UTILITIES-NATURAL GAS 7,421 8,871 11,385 8,480 8,387 10,179 10,179 10,179 10,179 6257 - UTILITIES-PROPANE/WATER/SEWER 3,026 3,218 3,067 3,210 860 3,210 3,210 3,210 3,210 6250 - UTILITIES 27,570 30,063 33,525 29,865 16,899 31,564 31,564 31,689 31,689 6265 - REPAIRS-EQUIPMENT 58,616 45,074 50,833 47,910 9,521 49,982 49,982 50,482 50,482 6266 - REPAIRS-BUILDING 34,921 20,906 111,719 32,274 58,146 20,895 20,895 21,895 21,895 6260 - REPAIRS AND MAINTENA 93,537 65,980 162,552 80,184 67,667 70,877 70,877 72,377 72,377 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 17,340 19,762 20,449 20,970 6,400 20,970 20,970 20,970 20,970 6276 - SCHOOLS/CONFERENCES/EXP OTHER 17,806 16,069 16,285 18,629 12,552 18,630 18,630 19,870 19,870 6278 - SUBSISTENCE ALLOWANCE 2,900 2,350 2,400 3,000 850 3,000 3,000 3,000 3,000 6280 - DUES & SUBSCRIPTIONS 2,881 3,581 2,861 4,100 1,211 4,100 4,100 4,100 4,100 6281 - UNIFORM/CLOTHING ALLOWANCE 43,885 55,007 53,058 57,629 45,984 58,582 58,582 64,149 64,149 6270 - TRNG/TRAVL/DUES/UNIF 84,813 96,768 95,054 104,328 66,997 105,282 105,282 112,089 112,089 133 City of Apple Valley Department Expense Summary Budget Years (2020-2021) FIRE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6200 - TOTAL OPERATING COSTS 382,049 363,537 494,066 370,582 220,272 364,298 363,548 395,629 394,879 6310 - RENTAL EXPENSE 600 0 600 0 600 600 600 600 6333 - GENERAL-CASH DISCOUNTS -117 -165 -173 -36 6399 - OTHER CHARGES 2,516 2,980 3,199 2,950 3,221 3,000 3,000 3,050 3,050 6301 - OTHER EXPENDITURES 2,999 2,815 3,626 2,950 3,185 3,600 3,600 3,650 3,650 6300 - TOTAL OTHER EXPENDITURES 2,999 2,815 3,626 2,950 3,185 3,600 3,600 3,650 3,650 6720 - CAPITAL OUTLAY-FURNITURE & FIX 0 0 14,782 0 0 0 0 6745 - VERF CHARGES 286,300 292,100 321,000 337,050 168,525 388,400 388,400 407,800 407,800 6701 - TOTAL CAPITAL OUTLAY 286,300 292,100 335,782 337,050 168,525 388,400 388,400 407,800 407,800 6700 - TOTAL CAPITAL OUTLAY 286,300 292,100 335,782 337,050 168,525 388,400 388,400 407,800 407,800 1,681,901 1,716,624 2,025,043 1,963,642 959,420 2,031,873 2,031,123 2,141,494 2,140,744 134 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 23: FIRE - 1300 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 441,940 464,630 445,900 450,530 450,530 477,660 477,660 6111 Part time 424,660 460,325 507,919 496,075 496,075 509,070 509,070 6113 Overtime - Regular 5,865 6,200 6,800 6,200 6,200 6,200 6,200 6123 Salaries - Other 29,795 34,405 34,405 36,750 36,750 37,295 37,295 6138 Medicare 11,590 7,145 11,400 6,970 6,970 7,965 7,965 6139 FICA 4,655 4,895 4,300 5,030 5,030 5,170 5,170 6141 Pension - PERA 69,310 65,855 68,000 76,770 76,770 81,370 81,370 6142 Work Comp Ins 117,335 145,765 110,000 129,265 129,265 137,420 137,420 6144 Long-term Disability Insurance 1,270 1,340 1,100 1,320 1,320 1,395 1,395 6145 Hospital & Life Insurance 73,500 73,800 73,800 77,965 77,965 82,850 82,850 6170 Employee Paid Premiums (11,300) (11,300) (11,300) (11,980) (11,980) Trend Reduction - Parttime Position Changes Total 1,179,920 1,253,060 1,263,624 1,275,575 1,275,575 1,334,415 1,334,415 6210 OFFICE SUPPLIES Miscellaneous 410 225 225 225 225 225 225 Total 410 225 225 225 225 225 225 6211 SMALL TOOLS & EQUIPMENT Firefighting Hand Tools and Equipment 800 800 800 800 800 800 800 Technical Rescue Equipment 550 600 600 600 600 600 600 Vehicle Extrication Equipment (Rescue 2 Combi-Tool)VERF VERF Fire Hose (Attack and Supply)5,255 5,256 5,256 5,256 5,256 5,405 5,405 Investigation Equipment 200 200 200 200 200 200 200 Firefighting Nozzles 1,200 400 400 400 400 400 400 Flashlights 225 225 225 225 225 225 225 EMS Equipment Non-Expendable - - 800 800 Fire Extinguishers/Stat-X First Responder Suppressant 150 150 150 150 150 300 300 High Visibility Traffic Vests - - Rescue Saw Equipment and Blades 200 200 200 200 200 200 200 Mops, Brooms, Cleaning Equipment 200 200 200 200 200 200 200 Station Hand Tools and Equipment 175 175 175 175 175 175 175 Water/Ice Rescue Suit (1 per year x7)635 636 636 636 636 636 636 SCBA Firefighter Face Mask 255 253 253 253 253 253 253 Disposable Single Gas CO Detectors (4 per year)895 895 1,100 930 930 1,200 1,200 Technology Upgrades (TVs, Apparatus Display Monitors, etc…)- 800 800 VHF Fire Pagers Replacement (Minitor VI)1,200 Pluggie the Fire Hydrant 6,825 Automatic External Defibrillator x 11 16,500 16,500 Multi-Gas Monitoring Equipment - - Workout Gym Equipment (2018-Exercise Bike/2019-Muli-Gym )5,000 K12 Rescue Saw 1,915 Total 25,680 10,790 10,995 10,025 10,025 27,894 27,894 6212 MOTOR FUELS/OILS/ADDITIVES Unleaded 9,195 7,193 7,193 7,193 7,193 7,193 7,193 Diesel 6,455 8,456 8,456 8,457 8,457 8,457 8,457 Diesel Road Tax 1,070 1,070 1,070 1,070 1,070 1,070 1,070 Oils & Additives 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Total 18,720 18,719 18,719 18,720 18,720 18,720 18,720 6214 CHEMICALS Plug & Dike - 100 100 100 100 100 100 Hazmat Absorbents (Absorbent/Pillows/Pads)300 300 300 300 300 300 300 SCBA Cleaning & Disinfectant 350 350 350 350 350 350 350 Class A Foam 1,600 1,600 1,600 1,600 1,600 1,600 1,600 Total 2,250 2,350 2,350 2,350 2,350 2,350 2,350 6215 EQUIPMENT - PARTS Batteries (Rechargeable)750 750 3,000 905 905 1,025 1,025 Batteries (Non-Rechargeable)1,365 1,366 1,366 1,365 1,365 1,365 1,365 SCBA Equipment & Compressors 300 300 300 300 300 300 300 Firefighting Equipment & Tools 250 250 250 250 250 300 300 General / Miscellaneous 890 900 900 900 900 1,000 1,000 Apparatus / Vehicle Parts 8,000 7,500 9,500 8,000 8,000 9,000 9,000 Atmospheric Monitor Sensor Replacements 1,500 1,500 500 500 500 500 500 Total 13,055 12,566 15,816 12,220 12,220 13,490 13,490 6216 TIRES & BATTERIES (VEHICLES) Tires 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Batteries 700 700 700 700 700 700 700 Total 3,200 3,200 3,200 3,200 3,200 3,200 3,200 6229 GENERAL SUPPLIES EMS Supplies Expendable 375 375 375 375 375 375 375 Traffic Control Devices (Fuses, Cones, etc…)250 250 250 250 250 250 250 Cleaning Supplies and Laundry Soap 2,100 2,100 2,100 2,100 2,100 2,100 2,100 Maps & Preplan Materials - 1,000 1,000 1,000 1,000 1,000 1,000 Infection Control Supplies 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Fire Line Barrier Tape 140 140 140 140 140 140 140 Hazmat Decontamination Supplies 660 660 660 660 660 660 660 Atmosheric Monitoring Calibration Gas 1,350 1,350 1,350 1,350 1,350 1,350 1,350 Smoke Machine Training Replacment - - Liquid Smoke (Training Smoke Machine)100 100 100 100 100 100 100 Medical Gloves (Latex Free)1,750 1,750 1,750 1,750 1,750 1,750 1,750 Vehicle Soap 1,300 1,300 1,300 1,300 1,300 1,300 1,300 N95 Particulate Respirator Masks 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Fire Box Rekeying - - Station Furnishings 1, 2, & 3 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Primary Eye Protection 50 50 50 50 50 50 50 Salvage Tarps 400 400 400 400 400 400 400 135 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 23: FIRE - 1300 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6229 GENERAL SUPPLIES Fire Codes and NFPA Standards 1,305 1,400 1,400 1,400 1,400 1,400 1,400 Training Materials (Books, Curriculum, Videos)1,670 1,600 2,100 2,100 2,100 2,100 2,100 Fire Prevention Materials 6,900 6,900 6,900 6,900 6,900 6,900 6,900 Food for Emergency Incidents and Standbys 1,240 1,240 1,240 1,240 1,240 1,240 1,240 Incident Command Software (moved to 6249)- - Volunteer Fire Corp Citizens Program 500 500 Total 23,090 24,115 24,115 24,115 24,115 24,115 24,115 6235 CONSULTANT SERVICES New Hire Physical/Ability/Psychological Assessment 7,000 7,000 10,700 7,000 7,000 9,000 9,000 Annual Physical Exams (74 @ $143)10,580 10,582 10,582 10,582 10,582 10,582 10,582 Tuberculosis (TB) Testing (74 @ $22)1,630 1,628 1,628 1,628 1,628 1,628 1,628 Flu Shots (74 @ $10)740 740 1,105 740 740 1,105 1,105 Total 19,950 19,950 24,015 19,950 19,950 22,315 22,315 6237 TELEPHONE/PAGERS Cellular Phone Services 4,550 2,730 3,720 3,720 3,720 3,760 3,760 Mobile Device Stipends 8,880 2,800 1,800 1,800 1,800 1,800 1,800 Sprint/Verizon Mobile EVDO Wireless Services 6,300 6,300 6,300 6,300 6,300 6,340 6,340 Cable Television 300 300 300 300 300 310 310 IaR Firefighter Supplemental Notification System 800 800 810 810 810 830 830 Total 20,830 12,930 12,930 12,930 12,930 13,040 13,040 6238 POSTAGE/UPS/FEDEX Miscellaneous Shipping 200 200 400 300 300 300 300 Total 200 200 400 300 300 300 300 6239 PRINTING/PUBLISHING Fire Code Enforcement Forms - - Business Cards 180 180 180 180 180 180 180 Stationery and Envelopes 200 200 200 200 200 200 200 Recruitment Materials (Flyers, Door Knockers, etc…)330 330 1,000 330 330 1,000 1,000 Total 710 710 1,380 710 710 1,380 1,380 6240 CLEAN SERVICE/WASTE REMOVAL Garbage Station 1 1,120 1,154 1,294 1,294 1,294 1,300 1,300 Garbage Station 2 480 497 573 573 573 580 580 Garbage Station 3 495 510 573 573 573 580 580 Total 2,095 2,161 2,440 2,440 2,440 2,460 2,460 6242 FIRE ALARM PLAN REVIEW Fire Alarm Plan Review Consultant 750 750 750 - 750 - Total 750 750 - 750 - 750 - 6249 OTHER CONTRACTUAL SERVICES Online Interactive Training Services 5,865 5,865 5,610 5,865 5,865 5,865 5,865 Custodial Services Fire Station 1(+Allina), 2, and 3 6,720 6,720 6,720 6,720 6,720 6,790 6,790 Hazardous Materials Disposal - - Fire RMS (ImageTrend)3,425 3,607 2,834 3,610 3,610 3,610 3,610 Lawn Care (Fire Stations x 3) 11,000 11,000 12,400 12,100 12,100 12,600 12,600 Fire Alarm Panel Monitoring (Fire Stations x 3)1,115 1,147 1,152 1,145 1,145 1,170 1,170 800 MHz Radio Subscriber fees (64@$300)19,200 19,200 18,700 19,200 19,200 19,200 19,200 Incident Command Software Subscription (ICx Command)- - - - Total 47,325 47,539 47,416 48,640 48,640 49,235 49,235 6255 UTILITIES - ELECTRIC Station 1 11,065 11,395 11,395 11,395 11,395 11,480 11,480 Station 2 3,295 3,394 3,394 3,394 3,394 3,414 3,414 Station 3 3,285 3,386 3,386 3,386 3,386 3,406 3,406 Total 17,645 18,175 18,175 18,175 18,175 18,300 18,300 6256 UTILITIES - NATURAL GAS Station 1 4,755 4,900 6,900 5,900 5,900 5,900 5,900 Station 2 1,805 1,914 2,714 2,314 2,314 2,314 2,314 Station 3 1,620 1,666 2,467 1,965 1,965 1,965 1,965 Total 8,180 8,480 12,081 10,179 10,179 10,179 10,179 6257 UTILITIES - OTHER Station 1 1,870 1,926 1,926 1,926 1,926 1,926 1,926 Station 2 745 770 770 770 770 770 770 Station 3 500 514 514 514 514 514 514 Total 3,115 3,210 3,210 3,210 3,210 3,210 3,210 6265 REPAIRS - EQUIPMENT 800 MHz Radios and Pager Repair 425 450 450 450 450 450 450 Apparatus/Vehicle Maintenance and Repairs 16,250 16,737 16,737 16,737 16,737 16,737 16,737 Hydraulic Rescue Tool Maintenance & Coupling Change 900 1,000 1,000 1,000 1,000 1,000 1,000 SCBA Annual Testing and Maintenance 6,965 7,175 7,175 7,100 7,100 7,100 7,100 Boat & Motor Maintenance 175 175 175 175 175 175 175 Annual Apparatus Fire Pump Test (x7)5,870 6,045 9,178 8,830 8,830 8,830 8,830 Annual Ground and Aerial (x2) Ladder Testing 2,650 2,650 2,650 2,400 2,400 2,400 2,400 Annual Fire Hose Testing 4,190 4,188 3,800 3,800 3,800 3,800 3,800 Fire Hose Repair - - Turnout Clothing Inspection and Repairs 3,570 6,140 6,140 6,140 6,140 6,640 6,640 Firefighting Equipment Maintenance 750 750 750 750 750 750 750 EMS Equipment Maintenance 200 200 200 200 200 200 200 General Equipment Maintenance 900 900 900 900 900 900 900 Fire Extinguisher Maintenance 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Total 44,345 47,910 50,655 49,982 49,982 50,482 50,482 6266 REPAIRS - BUILDINGS HVAC Maintenance & Repair (Fire Stations x 3)5,995 6,174 6,174 6,175 6,175 6,175 6,175 Overhead Garage Doors General Maintenance 1,600 1,600 1,600 1,600 1,600 1,600 1,600 General Building Maintenance (+ Interior Painting)15,420 10,000 10,000 10,000 10,000 10,000 10,000 FS 3 Dayroom Floor Replacement 10,000 - 136 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 23: FIRE - 1300 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6266 REPAIRS - BUILDINGS FS 1 Training Room Carpet Replacement - 6,000 6,000 - - - - Annual Fire Sprinkler Testing 475 500 500 620 620 620 620 FS 3 - Office Chairs (x25)- 5,500 5,500 - - - - Fire Station 1 Apparatus Bay Floor Refinishing 30,000 - - - - - - ABLE Fire Training Facility Maintenance 2,500 2,500 2,500 2,500 2,500 3,500 3,500 Total 65,990 32,274 32,274 20,895 20,895 21,895 21,895 6275 SCHOOLS/CONF/MEETING EXP - LOCAL Firefighting Courses and Continuing Education 4,500 4,500 4,500 4,500 4,500 4,500 4,500 Fire Service Certifications 1,765 1,800 1,800 1,800 1,800 1,800 1,800 EMS Training 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Department Assistant Continuing Education 650 500 500 500 500 500 500 Fire Marshall / Inspector Continuing Education 1,520 1,520 1,520 1,520 1,520 1,520 1,520 Technical Rescue Training 1,800 1,800 1,800 1,800 1,800 1,800 1,800 Blue Card Command CE and Certification 3,440 3,800 3,800 3,800 3,800 3,800 3,800 Hazardous Materials Training 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Emergency Response Driving Course 3,250 3,250 3,250 3,250 3,250 3,250 3,250 Refreshments / Meals 1,600 1,600 1,600 1,600 1,600 1,600 1,600 Total 20,725 20,970 20,970 20,970 20,970 20,970 20,970 6276 SCHOOLS/CONFERENCES EXP - OTHER MN State Fire Department Conference - - MN State Fire Chiefs Conference 3,100 3,100 4,100 3,600 3,600 4,300 4,300 Fire Department Instructors Conference (FDIC)8,070 8,229 5,713 8,930 8,930 8,970 8,970 Fire Rescue International Conference (FRI)3,600 3,600 5,100 3,800 3,800 4,200 4,200 Regional Fire Schools 2,200 2,200 2,200 2,300 2,300 2,400 2,400 Storage Tank Firefighting 1,400 1,500 1,500 Total 18,370 18,629 18,613 18,630 18,630 19,870 19,870 Total - - - - - - - 6278 SUBSISTENCE ALLOWANCE Subsistence allowance for out-of-metro area trips 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Total 3,000 3,000 3,000 3,000 3,000 3,000 3,000 6280 DUES & SUBSCRIPTIONS Dues 2,000 2,100 2,100 2,100 2,100 2,100 2,100 Subscriptions (NFPA Standards and Trade Magazines)2,000 2,000 2,000 2,000 2,000 2,000 2,000 Total 4,000 4,100 4,100 4,100 4,100 4,100 4,100 6281 UNIFORM/CLOTHING ALLOWANCE Fire Fighting Boots 3,750 3,750 3,750 4,100 4,100 4,550 4,550 Fire Fighting/Extrication/Rescue Gloves 2,940 2,940 2,940 2,940 2,940 3,080 3,080 Fire Fighting Coats 15,190 15,189 15,189 15,190 15,190 18,600 18,600 Fire Fighting Pants 12,070 12,069 12,069 12,670 12,670 13,800 13,800 Fire Fighting Helmets 3,465 3,465 3,465 3,466 3,466 3,735 3,735 Fire Fighting Protective Hoods (Nomex Barrier)3,835 3,836 3,836 3,836 3,836 4,004 4,004 Volunteer/Paid-on-Call Uniforms(74 @ $125)9,250 9,250 9,250 9,250 9,250 9,250 9,250 T-Shirts, Explorers 125 130 130 130 130 130 130 Badges/Awards/Plaques/Commendation Medals 3,300 3,300 3,300 3,300 3,300 3,300 3,300 Regular (Full-Time) Uniforms (4 @ $925)3,700 3,700 3,700 3,700 3,700 3,700 3,700 Total 57,625 57,629 57,629 58,582 58,582 64,149 64,149 6310 RENTAL EXPENSE Home and Garden Show 600 600 600 600 600 Total - - 600 600 600 600 600 6399 OTHER CHARGES Annual Service Awards Banquet 2,950 2,950 2,950 3,000 3,000 3,050 3,050 Total 2,950 2,950 2,950 3,000 3,000 3,050 3,050 6720 CAPITAL OUTLAY - OFFICE FURNITURE FS 2 - Office Chairs (x25)5,500 - - - - - - Total 5,500 - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS Self-Contained Breathing Apparatus [SCBA] Replacement VERF VERF VERF VERF Replacement (42 each $5,857) Thermal Imager Replacement (7 each $8,300)VERF VERF VERF VERF Hydraulic Rescue Tool Replacement (3 each $37,000)VERF VERF VERF VERF 800 MHz Radio Replacement (64 each $5,000)VERF VERF VERF VERF Total - - - - - - - 6745 VEHICLE REPLACEMENT VERF-Vehicle Replacement Fund Charges 321,000 337,050 337,050 388,400 388,400 407,800 407,800 Total 321,000 337,050 337,050 388,400 388,400 407,800 407,800 Total Net of Personnel 750,710 710,582 725,308 756,298 755,548 807,079 806,329 TOTAL EXPENSES 1,930,630$ 1,963,642$ 1,988,932$ 2,031,873$ 2,031,123$ 2,141,494$ 2,140,744$ 137 Notes: 138 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 76 1365 Fire Relief DESCRIPTION OF ACTIVITY This business unit accounts for the activity associated with contributions to the Apple Valley Firefighter’s Relief Association. The Apple Valley Firefighter’s Relief Association is a separate legal entity that receives and manages monies to provide retirement and other benefits to its members (Volunteer/Paid-On-Call Firefighters) and beneficiaries (Retired Volunteer/Paid-On-Call Firefighters). There are two major sources of revenue in the fund; the first is a pass through whereby Minnesota State Fire Aid is received from the State which then, by statute, is to go to the Firefighters Relief Association; the second is a property tax levy that the City of Apple Valley levies each year to support the Firefighters Relief Association. MAJOR OBJECTIVES FOR 2020 The Relief Association Special Fund actuarial valuation study completed in May of 2019 shows a decrease in the funding ratio from 101.75% in 2018 to 92.23% in 2019. For 2020, the required municipal contribution as defined by the actuarial is $59,457. In response to changes to the calculation of state aid for Fire Reliefs at the state level, the formula for the city’s additional contribution was amended to be 90% of the total aid received 2 years prior. The City will also receive a pass through contribution in the form of State Fire Aid estimated to $290,000 and $295,000 in 2020 and 2021 respectively. Summary Budget Department 76 Fire Relief 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: State Fire Aid - pass through 281,578$ 283,581$ 294,751$ 285,000$ 287,000$ 290,000$ 295,000$ Supplemental Aid -Pass through 4,000 - - - - Total Revenue 281,578 283,581 298,751 285,000 287,000 290,000 295,000 Expenditures: Contractual Services 1,609 750 740 2,200 1,000 1,000 1,000 State Fire Aid - pass through 281,578 283,581 298,751 285,000 287,000 290,000 295,000 City Contribution to Fire Relief 259,830 243,200 252,930 252,930 255,233 256,500 265,000 Total Expenditures 543,017 527,531 552,421 540,130 543,233 547,500 561,000 Net addition to (use of) general revenues (261,439) (243,950) (253,670) (255,130) (256,233) (257,500) (266,000) 2020 CAPITAL OUTLAY : None 139 City of Apple Valley Department Expense Summary Budget Years (2020-2021) FIRE RELIEF Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6125 - EMPLOYEE BENEFITS 0 6100 - TOTAL PERSONNEL SERVICES 0 6235 - CONSULTANT SERVICES 1,609 750 740 1,000 750 1,000 1,000 1,000 1,000 6230 - CONTRACTUAL SERVICES 1,609 750 740 1,000 750 1,000 1,000 1,000 1,000 6200 - TOTAL OPERATING COSTS 1,609 750 740 1,000 750 1,000 1,000 1,000 1,000 6319 - REIMBURSEMENT OF REV COLL FOR 541,408 526,781 551,681 541,233 4,000 546,500 546,500 560,000 560,000 6301 - OTHER EXPENDITURES 541,408 526,781 551,681 541,233 4,000 546,500 546,500 560,000 560,000 6300 - TOTAL OTHER EXPENDITURES 541,408 526,781 551,681 541,233 4,000 546,500 546,500 560,000 560,000 543,017 527,531 552,421 542,233 4,750 547,500 547,500 561,000 561,000 140 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 76: FIRE RELIEF - 1365 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6235 CONSULTANT SERVICES City share of GASB 67/68 Actuarial 2,200 1,000 750 1,000 1,000 1,000 1,000 Total 2,200 1,000 750 1,000 1,000 1,000 1,000 6319 CONTRIBUTION TO FIRE RELIEF ASSOCIATION State Fire Aid Pass Through 285,000 287,000 287,000 290,000 290,000 295,000 295,000 City Contribution to Fire Relief Association 252,930 255,223 265,275 256,500 256,500 265,000 265,000 Total 537,930 542,223 552,275 546,500 546,500 560,000 560,000 Total Net of Personnel 540,130 543,223 553,025 547,500 547,500 561,000 561,000 TOTAL EXPENSES 540,130$ 543,223$ 553,025$ 547,500$ 547,500$ 561,000$ 561,000$ 141 Notes: 142 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 27 1510 Public Works ENGINEERING DESCRIPTION OF ACTIVITY The Public Works Engineering Division provides engineering design and plan review services for street and utility infrastructure projects and land development projects. Engineering Division staff also responds to inquiries and questions from the City Council, various City departments, land developers, businesses and residents. SERVICE CATEGORIES The Engineering Division provides the following internal and external services related to engineering functions for the City of Apple Valley. 1. Engineering Design and Construction Contracting Services Prepare engineering plans and specifications for public infrastructure projects Conduct public bidding process for projects in accordance with State Statutes Provide contract administration for projects through completion of construction 2. Construction Inspections and Surveying Services Provide field surveys to assist in preparation of construction plans Provide construction field survey staking for projects Conduct field inspections and coordination of construction activities 3. Traffic and Transportation Engineering Services Determine traffic forecasts for the City street system to assist with design work Study existing street segments and intersections based on various traffic concerns Review proposed development plans for traffic generation and traffic flow 4. Development and Site Plan Review Services Review proposed development plans for compliance with City engineering standards Attend meetings with architects, engineers and land developers to discuss infrastructure coordination for land development projects Determine need and availability of public utility services for proposed development Conduct site inspections during construction for compliance with approved plans 5. Technical Assistance and Right-of-Way Management Administer City’s right-of-way management ordinance and permit process Assist residents, businesses, staff and Council regarding infrastructure issues Address drainage and flood control issues 143 MAJOR OBJECTIVES FOR 2020 In addition to recurring annual duties, the following primary projects are scheduled for design and construction over the next year using technical resources within the Public Works Engineering Division business unit. Project Anticipated Contract Title Award Timeline 2020 Street & Utility Improvements Spring 2020 • Cimarron Road, Yancy Court, Shasta Court, Beaumont Court, Sabra Court • Garden View (CR 42 to Whitney) 2020 Micro surfacing Project Summer 2020 2020 Crack sealing Project Summer 2020 2020 Street Improvements Spring 2020 • Garden View (Whitney to CR 46) • Garden View (CR 42 to Walnut) • 134th Street W. • Highview Drive 2020 Intersection Improvements Summer 2020 • 147th and Glazier Roundabout • CR 42 and Johnny Cake Ridge Road MAJOR OBJECTIVES FOR 2021 In addition to recurring annual duties, the following primary projects are scheduled for design and construction over the next year using technical resources within the Public Works Engineering Division business unit. Project Anticipated Contract Title Award Timeline 2021 Street & Utility Improvements Spring 2021 • Surrey Trail and Cimarron Court 2021 Micro surfacing Project Summer 2021 2021 Crack sealing Project Summer 2021 2021 Street Improvements Spring 2021 • Pennock Ave (140th to 145th) • 145th (Cedar to Pennock) • 140th (Cedar to Pennock) • 133rd (Galaxie to Flagstaff) 2021 Utility Improvements Summer 2021 2021 Signal Improvements Spring 2021 • 132nd and Galaxie • HAWK Signal at Greenleaf 144 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Total Contract Value of Projects Delivered $8.95M $8.0M $9.8M $13.8M $12.5M $9.5 M Number of Right-of- Way Permits 89 72 70 70 70 70 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 City Engineer 1 1 1 1 1 1 Assistant City Engineer 0 0 0 0 0 0 Civil Engineer 1 1 1 1 1 1 Engineering Tech III 1 1 1 1 1 1 Eng / Construction Tech I & II 2 2 2 2 2 2 GIS Tech FT position split with 5305, 5365, 5505 0 0.25 0.25 0.25 0.25 0.25 Administrative Specialist FT position split with 1400 0 0.5 0.5 0.5 0.5 0.5 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Engineering Intern 1300 1100 1100 1100 1300 1300 145 Summary Budget Business Unit 1510 Engineering 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue Engineering Fees 585,999 667,485 837,618 1,018,000 995,000 960,000 991,000 Permit Fees - Small Cell - - - - - 12,500 12,500 Permit Fees - Right of Way 30,950 26,056 42,246 - - 12,000 12,500 616,949 693,541 879,864 1,018,000 995,000 984,500 1,016,000 Expenditures Salaries & Wages 365,529 410,585 424,123 524,215 524,090 556,615 582,940 Emp. Benefits 107,083 112,651 128,053 165,210 173,520 174,290 184,565 Supplies 12,814 8,685 14,921 15,010 19,960 17,560 16,600 Contractual Serv.15,517 105,446 116,332 127,800 92,500 92,350 102,550 Repairs & Maint.- 495 - 650 350 500 500 Training/Travel/Dues 6,124 4,188 10,930 16,020 19,220 45,500 62,920 Vehicle Replacement Fund - 10,250 10,250 10,250 10,510 10,770 Capital outlay 4,760 15,311 - - - - - Total Exp 511,827 657,361 704,610 859,155 839,890 897,325 960,845 Net addition to (use of) general revenues 105,122 36,180 175,254 158,845 155,110 87,175 55,155 2020 Capital Outlay: None 2021 Capital Outlay: None 146 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PW ENGINEERING Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 323,789 371,493 379,183 441,820 201,131 477,775 477,775 502,660 502,660 6111 - SALARY PART-TIME 0 0 0 6112 - SALARY-SEASONAL TEMP 9,255 7,692 11,375 15,000 5,636 15,000 15,000 16,000 16,000 6113 - OVERTIME-REGULAR EMPLOYEES 37,418 33,328 37,581 40,000 7,384 40,000 40,000 40,000 40,000 6121 - INSURANCE CASH BENEFIT 1,020 2,100 720 360 6122 - COMP REQUEST -8,829 -6,904 -4,907 -1,298 6123 - SALARY-OTHER 22,270 18,840 18,840 19,280 19,280 6124 - OVERTIME-SEASONAL TEMP 2,877 2,876 171 5,000 540 5,000 5,000 5,000 5,000 6105 - SALARIES AND WAGES 365,529 410,585 424,123 524,090 213,753 556,615 556,615 582,940 582,940 6138 - MEDICARE 5,097 5,821 5,832 7,605 2,971 8,070 8,070 8,440 8,440 6139 - FICA 21,795 24,890 24,936 32,510 12,705 34,510 34,510 35,890 35,890 6141 - PENSIONS-PERA 26,267 26,523 30,868 37,825 15,542 40,245 40,245 42,520 42,520 6142 - WORKERS COMPENSATION 1,858 1,682 1,884 2,425 1,055 2,830 2,830 3,105 3,105 6144 - LONG-TERM DISABILITY INSURANCE 836 699 759 1,275 383 1,530 1,530 1,600 1,600 6145 - MEDICAL INSURANCE 45,725 56,153 76,300 100,080 32,487 95,305 95,305 101,210 101,210 6146 - DENTAL INSURANCE 4,278 4,262 5,373 2,681 6147 - LIFE INSURANCE-BASIC 24 27 28 14 6148 - LIFE INSURANCE-SUPP/DEPEND 1,204 1,267 224 120 6170 - EMPLOYEE PAID PREMIUMS -8,673 -18,149 -8,200 -4,371 -8,200 -8,200 -8,200 -8,200 6125 - EMPLOYEE BENEFITS 107,083 112,651 128,053 173,520 63,588 174,290 174,290 184,565 184,565 6100 - TOTAL PERSONNEL SERVICES 472,612 523,236 552,176 697,610 277,341 730,905 730,905 767,505 767,505 6210 - OFFICE SUPPLIES 312 1,024 386 750 152 800 800 800 800 6211 - SMALL TOOLS & EQUIPMENT 9,541 3,873 11,022 13,600 620 29,700 11,200 10,650 9,150 6212 - MOTOR FUELS/OILS 1,686 1,904 2,783 3,500 941 3,250 3,000 3,800 3,550 6215 - EQUIPMENT-PARTS 681 431 563 650 0 850 700 1,000 750 6216 - VEHICLES-TIRES/BATTERIES 0 440 0 460 125 660 660 850 850 6229 - GENERAL SUPPLIES 594 1,374 171 1,000 252 1,200 1,200 1,500 1,500 6205 - SUPPLIES 12,814 9,045 14,924 19,960 2,092 36,460 17,560 18,600 16,600 6231 - LEGAL SERVICES 0 818 0 0 6235 - CONSULTANT SERVICES 6,527 95,176 99,466 60,400 30,308 82,500 82,500 91,500 91,500 6237 - TELEPHONE/PAGERS 3,362 3,242 3,952 4,650 2,187 4,800 4,800 5,400 5,400 6239 - PRINTING 732 4,680 2,741 1,050 2,378 3,050 3,050 3,650 3,650 6240 - CLEANING SERVICE/GARBAGE 180 286 390 71 6244 - ROW EPERMIT FEES 975 1,244 2,604 1,400 255 2,000 2,000 2,000 2,000 6249 - OTHER CONTRACTUAL SERVICES 3,740 0 7,178 25,000 2,393 0 0 6230 - CONTRACTUAL SERVICES 15,517 105,446 116,332 92,500 37,592 92,350 92,350 102,550 102,550 6265 - REPAIRS-EQUIPMENT 0 495 0 350 0 500 500 500 500 6260 - REPAIRS AND MAINTENA 0 495 0 350 0 500 500 500 500 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 4,304 1,916 3,830 6,270 577 8,000 8,000 11,350 11,350 6276 - SCHOOLS/CONFERENCES/EXP OTHER 199 0 5,000 2,940 2,500 2,500 2,700 2,700 6277 - MILEAGE/AUTO ALLOWANCE 0 113 0 1,380 0 1,380 1,380 1,500 1,500 6278 - SUBSISTENCE ALLOWANCE 250 6280 - DUES & SUBSCRIPTIONS 377 625 6,103 5,620 7,335 32,620 32,620 45,870 45,870 6281 - UNIFORM/CLOTHING ALLOWANCE 1,443 1,333 997 950 443 1,000 1,000 1,500 1,500 6270 - TRNG/TRAVL/DUES/UNIF 6,124 4,188 10,930 19,220 11,546 45,500 45,500 62,920 62,920 6200 - TOTAL OPERATING COSTS 34,455 119,174 142,186 132,030 51,229 174,810 155,910 184,570 182,570 6310 - RENTAL EXPENSE -360 0 0 6333 - GENERAL-CASH DISCOUNTS -3 0 147 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PW ENGINEERING Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6301 - OTHER EXPENDITURES -360 -3 0 0 6300 - TOTAL OTHER EXPENDITURES -360 -3 0 0 6720 - CAPITAL OUTLAY-FURNITURE & FIX 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 0 5,311 0 0 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 0 0 6745 - VERF CHARGES 4,760 10,000 10,250 10,250 5,125 10,510 10,510 0 10,770 6701 - TOTAL CAPITAL OUTLAY 4,760 15,311 10,250 10,250 5,125 10,510 10,510 0 10,770 6700 - TOTAL CAPITAL OUTLAY 4,760 15,311 10,250 10,250 5,125 10,510 10,510 0 10,770 511,827 657,361 704,610 839,890 333,695 916,225 897,325 952,075 960,845 148 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 27: PUBLIC WORKS ENGINEERING - 1510 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 4219 Engineering Charges 1,018,000 995,000 885,000 960,000 960,000 991,000 991,000 4076 Small Cell Permits 0 0 12,000 12,500 12,500 12,500 12,500 4074 Permit Fees- ROW 0 0 0 12,000 12,000 12,500 12,500 Total 1,018,000 995,000 897,000 984,500 984,500 1,016,000 1,016,000 SALARIES 6110 Regular Employees 445,235 441,820 420,000 477,775 477,775 502,660 502,660 6112 Salary-Seasonal Temp 15,000 15,000 15,000 15,000 15,000 16,000 16,000 6113 Overtime - Reg 40,000 40,000 38,000 40,000 40,000 40,000 40,000 6123 Salaries - Other 18,980 22,270 18,840 18,840 19,280 19,280 6124 Overtime - Seasonal Temp 5,000 5,000 5,000 5,000 5,000 5,000 5,000 6138 Medicare 7,600 7,605 8,070 8,070 8,440 8,440 6139 FICA 32,500 32,510 34,510 34,510 35,890 35,890 6141 Pension - PERA 37,815 37,825 40,245 40,245 42,520 42,520 6142 Work Comp Ins 2,635 2,425 2,830 2,830 3,105 3,105 6144 Long-term Disability Insurance 1,260 1,275 1,530 1,530 1,600 1,600 6145 Hospital & Life Insurance 83,400 100,080 95,305 95,305 101,210 101,210 6170 Employee Paid Premiums (8,200) (8,200) (8,200) (8,200) (8,200) Total 689,425 697,610 478,000 730,905 730,905 767,505 767,505 6210 OFFICE SUPPLIES General Supplies 750 750 500 800 800 800 800 Total 750 750 500 800 800 800 800 6211 SMALL TOOL & EQUIPMENT AutoCad & Eng Software Maint 4,100 7,100 4,500 7,100 7,100 7,800 7,800 General Tools 500 500 300 500 500 600 600 HydroCad Software - - 600 600 750 750 iPad Pros (3) for Inspectors 3,600 - - - - - Laptop (1)1,500 - PCSWMM Software (2)- 6,000 2160 3,000 3,000 Innovyze Software-Sanitary Modeling - - 18,500 - Total 8,200 13,600 6,960 29,700 11,200 10,650 9,150 6212 MOTOR FUELS/OILS No lead Fuel 3,750 3,250 2,000 3,000 2,750 3,500 3,250 Oils 200 250 250 250 250 300 300 Total 3,950 3,500 2,250 3,250 3,000 3,800 3,550 6215 EQUIPMENT - PARTS Fleet Parts 650 650 650 850 700 1,000 750 650 650 650 850 700 1,000 750 6216 EQUIPMENT - TIRES/BATTERIES Eng Fleet 460 460 460 660 660 850 850 Total 460 460 460 660 660 850 850 6229 GENERAL SUPPLIES Survey Lath 500 500 500 600 600 750 750 Marking Paint 500 500 500 600 600 750 750 1,000 1,000 1,000 1,200 1,200 1,500 1,500 6235 CONSULTANT SERVICES General Consulting Eng Services 14,600 14,600 14,000 20,000 20,000 22,000 22,000 Traffic Consulting Eng Services 20,800 20,800 20,000 22,000 22,000 25,000 25,000 Pavement Management Surveys - 1/3 per year 15,000 20,000 20,000 20,500 20,500 20,500 20,500 ADA Transition Plan 40,000 235 GIS Consulting Services 5,000 5,000 20,000 20,000 24,000 24,000 Traffic Consulting - Comp Plan Update 17,000 Total 107,400 60,400 59,235 82,500 82,500 91,500 91,500 6237 TELEPHONE/PAGERS Mobile Phones 3,100 3,200 5,205 3,300 3,300 3,800 3,800 iPad Cell Air Time 1,450 1,450 - 1,500 1,500 1,600 1,600 Total 4,550 4,650 5,205 4,800 4,800 5,400 5,400 6239 PRINTING/PUBLISHING Printing Plans/Specs, Gen Materials 250 250 250 250 250 350 350 Annual City Street Maps 4,400 600 600 2,600 2,600 2,800 2,800 Record Plans 200 200 200 200 200 500 500 Total 4,850 1,050 1,050 3,050 3,050 3,650 3,650 6244 ROW PERMIT FEES Fees paid 1,000 1,400 1,400 2,000 2,000 2,000 2,000 1,000 1,400 1,400 2,000 2,000 2,000 2,000 6249 OTHER CONTRACTUAL SERVICES Dakota County GIS Fees 25,000 25,000 Cartegraph Conversion to On-line 10,000 - - - 10,000 25,000 25,000 - - - - 6265 REPAIRS - EQUIPMENT Vehicles (4)500 350 350 500 500 500 500 Holdover Field Truck 150 - - - Total 650 350 350 500 500 500 500 149 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 27: PUBLIC WORKS ENGINEERING - 1510 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6275 SCHOOL/CONF/EXP - LOCAL MnDOT / LTAP Training 550 550 140 550 550 2,000 2,000 Inspector School Training 500 500 AutoCad Training 850 1,500 1,500 1,500 1,500 2,000 2,000 CEAM and APWA 2,440 2,440 1,000 2,500 2,500 3,000 3,000 Management Training 350 350 350 350 350 500 500 ESRI GIS State Conference 1,100 1,100 1,200 1,200 MnDOT Certifications 1,100 780 1,500 1,500 1,500 2,000 2,000 School/Conf Mileage - 650 650 650 Total 5,290 6,270 4,490 8,000 8,000 11,350 11,350 6276 SCHOOL/CONF/EXP - OTHER Cartegraph/ESRI National Conference 5,000 3,280 2,500 2,500 2,700 2,700 Total - 5,000 3,280 2,500 2,500 2,700 2,700 6277 MILEAGE ALLOWANCE Meeting Travel 630 630 300 630 630 700 700 School/Conf Mileage 750 750 500 750 750 800 800 Total 1,380 1,380 800 1,380 1,380 1,500 1,500 6280 DUES & SUBSCRIPTIONS PE License Renewals 370 370 - 370 370 370 370 Code Books & Eng Publications 580 - - Membership APWA, ASCE and CEAM 500 1,750 1,750 2,000 2,000 PCSWMM License (2)1,200 1,200 Innovyze Software Licenses ESRI Annual Licensing 26,500 23,500 23,500 35,000 35,000 Cartegraph On-line Licenses 7,000 5,250 7,000 7,000 7,000 7,300 7,300 Total 8,450 5,620 33,500 32,620 32,620 45,870 45,870 6281 UNIFORM/CLOTHING ALLOWANCE Eng Staff 900 950 925 1,000 1,000 1,500 1,500 900 950 925 1,000 1,000 1,500 1,500 6730 CAPITAL OUTLAY - VEHICLES Replace Vehicle #116 - Total - - - - - - - 6745 VEHICLE REPLACEMENT VERF - Vehicle Repl. Charges 10,250 10,250 10,510 10,510 - 10,770 Total 10,250 10,250 - 10,510 10,510 - 10,770 Total Net of Personnel 169,730 142,280 147,055 185,320 166,420 184,570 193,340 TOTAL EXPENSES 859,155$ 839,890$ 625,055$ 916,225$ 897,325$ 952,075$ 960,845$ Revenue 1,018,000$ 995,000$ 897,000$ 984,500$ 984,500$ 1,016,000$ 1,016,000$ NET EXPENSES (Revenues)158,845$ 155,110$ 271,945$ 68,275$ 87,175$ 63,925$ 55,155$ 150 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 28 1400 BUILDING INSPECTIONS Public Works DESCRIPTION OF ACTIVITY The Building Inspections Division of Public Works is responsible for reviewing proposed building plans and performing field inspections to ensure that residential, commercial, institutional and industrial building projects are in compliance with the State Building Code. The City of Apple Valley is responsible for administering and enforcing the 2015 State Building Code, including: the commercial and residential building codes; mechanical codes; electrical codes; plumbing codes; and energy codes. The State of Minnesota administers the elevator codes within the City. SERVICE CATEGORIES The Building Inspections Division provides for the local application of the state building code as required by Minnesota Statutes 326B.133. The following internal and external services are provided by the Building Inspections Division. 1. Building Plan Reviews and Building Permit Services Review proposed building plans for compliance with Minnesota State Building Codes Issue and monitor building permits in accordance with State requirements Collect Met Council SAC fees and building permit fees and State Surcharge 2. Building Permit Inspections Services Schedule inspections with contractors and property owners Conduct inspections during construction for compliance with approved construction plans and building codes Administer special inspections program as required by the State Building Code Issue Certificates of Occupancy upon proper completion of building construction work Provide technical assistance to homeowners during home improvement projects 3. Electrical Permit Services Review plans for compliance with state electrical codes Issue electrical permits for approved construction projects Schedule site inspections and collect permit fees 4. State Building Code Enforcement and Property Damage Services Issue compliance orders or citations for non-compliant construction activities Investigate existing structures that are non-compliant with State Building Codes Coordinate building assessment efforts following natural disasters, catastrophic events and structure fires 151 MAJOR OBJECTIVES FOR 2020 With the implementation of e-plan review software, the amount of time spent on digital file organization by staff will be lessened. Plans will no longer need to be scanned in manually and saved electronically to a folder. By the end of 2019, it is hoped that most contractors, both commercial and residential, will be getting used to the digital features offered by the City with regards to electronic plan review intake, review and permit issuance. The Building Inspections Division plans to work with the City’s Media/Cable Department to create a two part, short video production in 2019 for the City website in order to better serve permit applicants. Staff believes there is interest in short (1-2 minute) videos to assist applicants during the electronic permitting process. The goal is to empower applicants to complete the process without seeking City employee intervention – allowing applicants to troubleshoot and/or complete applications and revisions 24/7/365. It is envisioned that applicants would be able to watch a side-by-side video comparison to their actual screen and move through the permit process at their own speed. Multi-family and larger commercial projects anticipated going into and thru 2019 include Cortland 6th, Quarry Ponds 5th,, Apple Valley Square Shopping Center, Ryan Building corner of 148th and Cedar, Menards, The Springs at Cobblestone, Existing Golf Course 140th, The Shores Townhomes, Panera Bread, Time Square Renovation, Buller Property, Ulrich Property, Ryan Companies Medical Place, Apple Valley East Medical, Jardin Academy, Reliable Mini Warehouse, MVTA Expansion, Village at Founders Circle Apartment Building and the Shops at Orchard Place. MAJOR OBJECTIVES FOR 2021 Remodeling of existing homes, redevelopment and commercial building projects will continue to provide a steady workload for inspections staff. The Inspections department has been approved for the State delegation of inspections for Public Buildings such as schools, the Minnesota Zoo and State licensed facilities. These projects will help with the future permit revenue. 152 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Total Permits 6,393 6,932 5,698 5,000 6,500 5,000 Building Valuation $93M $202M $141M $40M $85M $40M New Single Family Homes 140 167 65 27 12 2 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Building Official 1 1 1 1 1 1 Building Inspector 2 3 4 4 4 4 Plumbing/Mechanical Spec 1 1 0 0 0 0 Dept Specialists/Clerical Administrative Specialist FT position split with 1510 2 0 2 0.5 2 0.5 2 0.5 2 0.5 2 0.5 Temporary Status Personnel Schedule – Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 (1)Seasonal Inspector 2080 1040 1040 1040 0 0 153 Summary Budget Department 28, Business Unit 1400 - Building Inspections 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: 4060 PERMIT-Building Permit 901,615 1,480,518 931,774 700,630 798,000 800,000 800,000 4073 PERMIT-Plan Review 400,781 721,884 517,460 282,900 303,000 384,000 384,000 4924 PERMIT-Electrical 157,922 192,399 157,687 128,600 133,000 113,000 130,000 4063 PERMIT-Heating 137,635 260,042 146,414 89,600 95,000 90,000 90,000 4065 PERMIT-Plumbing 166,239 256,383 189,769 94,500 96,500 100,000 100,000 4066/4067 PERMIT-Signs/Util Inst 9,170 9,692 12,459 7,400 16,600 14,800 7,400 4075 Fire Sprinkler/Alarm Permits - - - - - 4,500 4,600 4077 PERMIT Small Cell - - - - - 1,500 2,000 4070 PERMIT-Special & Reinsp.616 204 10,574 - - - - 4099 PERMIT-Other 3,001 2,647 2,300 3,200 3,200 500 500 1,776,979 2,923,768 1,968,437 1,306,830 1,445,300 1,508,300 1,518,500 Expenditures: Salaries & Wages 485,360 522,508 512,811 553,820 583,810 579,755 604,905 Emp. Benefits 151,628 169,280 178,402 204,045 202,025 214,980 221,620 Supplies 17,785 74,436 15,774 50,605 21,655 22,105 21,955 Contractual Serv.6,575 7,720 7,644 9,450 9,650 9,050 8,850 Electrical Inspections 86,949 121,885 161,913 85,000 100,000 90,000 80,000 Repairs & Maint.891 872 477 1,000 1,000 1,000 1,000 Training/Travel/Dues 5,359 7,473 9,450 9,810 11,400 11,375 11,860 Other Exp.550 77,770 44,248 44,380 44,650 53,745 53,250 VISA M/C 13,808 13,146 23,809 14,000 14,000 15,000 18,000 Vehicle Replacement Fund 5,660 9,500 40,100 12,600 12,600 12,980 13,370 Capital outlay 5,296 85,585 26,000 30,700 3,500 - - Total Exp 779,860 1,090,176 1,020,628 1,015,410 1,004,290 1,009,990 1,034,810 Net addition to (use of) general revenues 997,119 1,833,592 947,809 291,420 441,010 498,310 483,690 2020 Capital Outlay None 2021 Capital Outlay None 154 City of Apple Valley Department Expense Summary Budget Years (2020-2021) BUILDING INSPECTIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 414,246 481,608 499,352 520,510 222,151 546,125 546,125 568,530 568,530 6111 - SALARY PART-TIME 0 6112 - SALARY-SEASONAL TEMP 50,306 33,528 10,542 30,000 163 30,000 0 6113 - OVERTIME-REGULAR EMPLOYEES 22,294 8,919 2,867 11,000 1,874 10,000 10,000 10,000 10,000 6121 - INSURANCE CASH BENEFIT 1,260 1,770 2,700 1,440 6122 - COMP REQUEST -2,747 -3,575 -2,649 -1,087 6123 - SALARY-OTHER 22,300 23,630 23,630 26,375 26,375 6124 - OVERTIME-SEASONAL TEMP 258 0 0 6105 - SALARIES AND WAGES 485,360 522,508 512,811 583,810 224,542 609,755 579,755 604,905 604,905 6138 - MEDICARE 6,793 7,402 7,197 8,465 3,164 8,830 8,830 9,205 9,205 6139 - FICA 29,046 31,649 30,775 36,195 13,528 37,745 37,745 39,365 39,365 6141 - PENSIONS-PERA 33,155 37,026 37,351 41,535 16,709 43,405 43,405 47,620 47,620 6142 - WORKERS COMPENSATION 2,483 2,421 2,565 2,995 1,206 3,215 3,215 3,610 3,610 6144 - LONG-TERM DISABILITY INSURANCE 1,117 932 1,056 1,495 429 1,565 1,565 1,745 1,745 6145 - MEDICAL INSURANCE 73,724 92,340 109,050 120,240 35,392 129,120 129,120 128,975 128,975 6146 - DENTAL INSURANCE 4,907 5,999 7,331 2,878 6147 - LIFE INSURANCE-BASIC 35 41 47 20 6148 - LIFE INSURANCE-SUPP/DEPEND 369 790 1,147 389 6170 - EMPLOYEE PAID PREMIUMS -9,320 -18,117 -8,900 -1,911 -8,900 -8,900 -8,900 -8,900 6125 - EMPLOYEE BENEFITS 151,628 169,280 178,402 202,025 71,804 214,980 214,980 221,620 221,620 6100 - TOTAL PERSONNEL SERVICES 636,988 691,788 691,213 785,835 296,347 824,735 794,735 826,525 826,525 6210 - OFFICE SUPPLIES 678 2,288 775 1,700 12 1,700 1,700 1,700 1,700 6211 - SMALL TOOLS & EQUIPMENT 10,737 65,943 8,742 12,625 4,443 12,775 12,775 13,125 13,125 6212 - MOTOR FUELS/OILS 3,504 4,298 4,046 4,730 1,413 4,530 4,530 4,830 4,830 6215 - EQUIPMENT-PARTS 1,050 -51 648 600 0 650 650 150 150 6216 - VEHICLES-TIRES/BATTERIES 0 944 0 700 0 700 700 700 700 6229 - GENERAL SUPPLIES 1,816 1,014 1,562 1,300 940 1,750 1,750 1,450 1,450 6205 - SUPPLIES 17,785 74,436 15,774 21,655 6,808 22,105 22,105 21,955 21,955 6231 - LEGAL SERVICES 0 0 0 800 0 900 900 900 900 6235 - CONSULTANT SERVICES 77 81 600 450 0 450 450 450 450 6237 - TELEPHONE/PAGERS 4,107 5,644 5,111 6,400 2,093 5,700 5,700 6,200 6,200 6238 - POSTAGE/UPS/FEDEX 12 0 0 0 6239 - PRINTING 1,777 882 1,127 1,000 0 1,000 1,000 200 200 6240 - CLEANING SERVICE/GARBAGE 603 1,115 805 1,000 1,393 1,000 1,000 1,100 1,100 6243 - ELECTRICAL PERMIT FEES 86,949 121,885 161,913 100,000 25,362 90,000 90,000 80,000 80,000 6249 - OTHER CONTRACTUAL SERVICES 0 0 0 0 0 0 0 6230 - CONTRACTUAL SERVICES 93,524 129,605 169,557 109,650 28,848 99,050 99,050 88,850 88,850 6265 - REPAIRS-EQUIPMENT 891 872 477 1,000 0 1,000 1,000 1,000 1,000 6260 - REPAIRS AND MAINTENA 891 872 477 1,000 0 1,000 1,000 1,000 1,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 2,842 2,779 5,646 6,325 2,455 6,325 6,325 6,745 6,745 6276 - SCHOOLS/CONFERENCES/EXP OTHER 240 539 0 650 -45 650 650 650 650 6277 - MILEAGE/AUTO ALLOWANCE 109 270 195 400 0 400 400 400 400 6278 - SUBSISTENCE ALLOWANCE 0 0 0 125 0 100 100 100 100 6280 - DUES & SUBSCRIPTIONS 1,065 1,656 1,549 2,000 1,475 2,000 2,000 2,065 2,065 6281 - UNIFORM/CLOTHING ALLOWANCE 1,104 2,228 2,059 1,900 755 1,900 1,900 1,900 1,900 6270 - TRNG/TRAVL/DUES/UNIF 5,359 7,473 9,450 11,400 4,640 11,375 11,375 11,860 11,860 6200 - TOTAL OPERATING COSTS 117,558 212,387 195,258 143,705 40,296 133,530 133,530 123,665 123,665 6310 - RENTAL EXPENSE 550 600 600 650 550 700 700 700 700 155 City of Apple Valley Department Expense Summary Budget Years (2020-2021) BUILDING INSPECTIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6351 - VISA/BANK CHARGES 13,808 13,146 23,809 14,000 12,511 18,000 18,000 18,000 18,000 6399 - OTHER CHARGES 0 77,170 43,648 44,000 20,382 50,045 50,045 52,550 52,550 6301 - OTHER EXPENDITURES 14,358 90,916 68,057 58,650 33,443 68,745 68,745 71,250 71,250 6300 - TOTAL OTHER EXPENDITURES 14,358 90,916 68,057 58,650 33,443 68,745 68,745 71,250 71,250 6401 - EXPENDITURES 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 6725 - CAPITAL OUTLAY-OFFICE EQUIP 5,296 35,857 4,057 3,500 1,370 0 0 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 0 0 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 49,728 21,943 0 0 6745 - VERF CHARGES 5,660 9,500 40,100 12,600 6,300 12,980 12,980 0 13,370 6701 - TOTAL CAPITAL OUTLAY 10,956 95,085 66,100 16,100 7,670 12,980 12,980 0 13,370 6700 - TOTAL CAPITAL OUTLAY 10,956 95,085 66,100 16,100 7,670 12,980 12,980 0 13,370 779,860 1,090,176 1,020,628 1,004,290 377,756 1,039,990 1,009,990 1,021,440 1,034,810 156 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 28: PUBLIC WORKS BUILDING INSPECTIONS - 1400 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 4060 Building Permits 700,630 798,000 500,000 800,000 800,000 700,000 800,000 4073 Plan Review Fee 282,900 303,000 250,000 305,000 384,000 280,000 384,000 4924 Electrical Permits 128,600 133,000 130,000 113,000 113,000 130,000 130,000 4063 Heating Permits 89,600 95,000 95,000 90,000 90,000 95,000 90,000 4065 Plumbing Permits 94,500 96,500 90,000 100,000 100,000 90,000 100,000 4066 Permits-Signs & Billboards 7,400 7,400 7,400 7,400 7,400 7,400 7,400 4067 Utility Installation - 9,200 - 7,400 7,400 - - 4075 Fire Sprinkler/Alarm Permits (70 Fire/30)- - - 4,500 4,500 4,600 4,600 4077 Small Cell Permits (70 Eng/30 Insp)- - 1,000 1,500 1,500 2,000 2,000 4099 Other Revenue 3,200 3,200 3,200 3,200 500 500 500 Total 1,306,830 1,445,300 1,076,600 1,432,000 1,508,300 1,309,500 1,518,500 SALARIES 6110 Salary- Regular Employees 491,900 520,510 485,000 546,125 546,125 568,530 568,530 6112 Salary-Seasonal Temp (1)30,000 30,000 - 30,000 - - - 6113 Overtime - Reg 10,000 11,000 8,000 10,000 10,000 10,000 10,000 6123 Salaries - Other 21,920 22,300 22,300 23,630 23,630 26,375 26,375 6138 Medicare 8,030 8,465 8,465 8,830 8,830 9,205 9,205 6139 FICA 34,335 36,195 36,195 37,745 37,745 39,365 39,365 6141 Pension - PERA 39,290 41,535 41,535 43,405 43,405 47,620 47,620 6142 Work Comp Ins 2,775 2,995 2,995 3,215 3,215 3,610 3,610 6144 Long-term Disability Insurance 1,415 1,495 1,495 1,565 1,565 1,745 1,745 6145 Hospital & Life Insurance 118,200 120,240 120,240 129,120 129,120 128,975 128,975 6170 Employee Paid Premiums (8,900) (8,900) (8,900) (8,900) (8,900) (8,900) Total 757,865 785,835 717,325 824,735 794,735 826,525 826,525 6210 OFFICE SUPPLIES General Supplies 700 700 700 700 700 700 700 Blueprint hanging mobile storage rack 500 - Shelving and Office Items 1,000 1,000 100 1,000 1,000 1,000 1,000 Total 2,200 1,700 800 1,700 1,700 1,700 1,700 6211 SMALL TOOL & EQUIPMENT Logis hosting fee Project Dox (to 6399)7,250 - - - Laserfische Quick Field license 2,500 - Shoe slip covers disposable - 350 - 350 350 New Scanner for Permit Tech 2,500 - Computer and screen 3,000 - Electronic Plan Review Software 20,000 10,000 6,000 10,000 10,000 10,000 10,000 Surface Pro or Laptop (iPad)1,500 - Tablet Replacements - 1,300 - 1,600 1,600 1,600 1,600 Smart Phones 400 400 400 600 600 600 600 Replace Office Chair 425 425 425 425 425 425 425 Hard Hats and Safety Vest 150 150 25 150 150 150 150 Total 40,225 12,625 6,850 12,775 12,775 13,125 13,125 6212 MOTOR FUELS/OILS Vehicle #'s 101, 102, 104, 107 Unlead Fuel 4,000 4,500 4,000 4,300 4,300 4,600 4,600 Oils 230 230 230 230 230 230 230 Total 4,230 4,730 4,230 4,530 4,530 4,830 4,830 6215 EQUIPMENT - PARTS Inspection Vehicles and Equipment 600 600 150 650 650 150 150 Total 600 600 150 650 650 150 150 6216 EQUIPMENT - TIRES/BATTERIES Inspection Vehicles 700 700 700 700 700 700 700 Total 700 700 700 700 700 700 700 6229 GENERAL SUPPLIES Inspection Card Covers 800 - - - Home and Garden Show Supplies 850 300 345 750 750 450 450 New code books and electronic downloads 1,000 1,000 1,020 1,000 1,000 1,000 1,000 Total 2,650 1,300 1,365 1,750 1,750 1,450 1,450 6231 LEGAL SERVICES Legal Services from City Attorney - 800 800 900 900 900 900 Total - 800 800 900 900 900 900 6235 CONSULTANT SERVICES SSTS Plan Reviews and Inspections 200 450 450 450 450 450 450 Total 200 450 450 450 450 450 450 6237 TELEPHONE/PAGERS Mobile Phones 3,100 3,500 2,600 3,000 3,000 3,300 3,300 Mobile Laptops 2,500 2,900 2,500 2,700 2,700 2,900 2,900 PIMS Bar Coding Annual Fees 650 - - - Total 6,250 6,400 5,100 5,700 5,700 6,200 6,200 157 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 28: PUBLIC WORKS BUILDING INSPECTIONS - 1400 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6239 PRINTING/PUBLISHING Correction Notice Booklets - 800 800 - - Forms/ Convert Microfische Plans 2,000 1,000 200 200 200 200 200 Total 2,000 1,000 200 1,000 1,000 200 200 6240 GARBAGE/CLEANING Shredding Service (Moved from 6249)1,000 1,000 2,000 1,000 1,000 1,100 1,100 Total 1,000 1,000 2,000 1,000 1,000 1,100 1,100 6243 ELECTRICAL PERMIT FEES Fees for Contract Electrical Inspector 85,000 100,000 80,000 90,000 90,000 80,000 80,000 Total 85,000 100,000 80,000 90,000 90,000 80,000 80,000 6249 OTHER CONTRACTUAL SERVICES Scan Commercial Plans - - Total - - - - - - - 6265 REPAIRS - EQUIPMENT Office Equip 1,000 1,000 700 1,000 1,000 1,000 1,000 Total 1,000 1,000 700 1,000 1,000 1,000 1,000 6275 SCHOOL/CONF/EXP - LOCAL Monthly Meetings - Dakota County 750 800 700 800 800 750 750 U of M Annual IBO School (2 days/Insp)1,500 2,000 2,000 2,000 2,000 2,100 2,100 MAPMO MN Chapter 200 250 250 250 250 250 250 Municipals 275 275 140 275 275 145 145 ICC Upper Great Plains Inst Seminar (2)2,300 3,000 3,000 3,000 3,000 3,500 3,500 Total 5,025 6,325 6,090 6,325 6,325 6,745 6,745 6276 SCHOOL/CONF/EXP - OTHER State Conference In-State Only 650 650 650 650 650 650 650 Total 650 650 650 650 650 650 650 6277 MILEAGE ALLOWANCE School/Conf Mileage 300 400 350 400 400 400 400 Total 300 400 350 400 400 400 400 6278 SUBSISTENCE ALLOWANCE Building Official Conf 100 125 100 100 100 100 100 Total 100 125 100 100 100 100 100 6280 DUES & SUBSCRIPTIONS License Renewals (State, ICC)425 435 435 435 435 450 450 IAPMO 250 255 255 255 255 265 265 MBPTA Permit Tech 220 225 225 225 225 235 235 10,000 Lakes MN Building Officials 180 185 185 185 185 190 190 MAPMO - Plumbing & Mechanical 170 175 175 175 175 180 180 AMBO Membership 420 425 425 425 425 435 435 ICC Memberships 270 300 300 300 300 310 310 Total 1,935 2,000 2,000 2,000 2,000 2,065 2,065 6281 UNIFORM/CLOTHING ALLOWANCE Building Inspectors 1,800 1,900 1,900 1,900 1,900 1,900 1,900 Total 1,800 1,900 1,900 1,900 1,900 1,900 1,900 6310 RENTAL EXPENSE Home and Garden Show Booth Rental 750 650 650 700 700 700 700 Total 750 650 650 700 700 700 700 6399 OTHER CHARGES LOGIS PIMS/ePermits & Avolve hosting 43,630 44,000 42,000 50,045 50,045 52,550 52,550 Total 43,630 44,000 42,000 50,045 50,045 52,550 52,550 6351 VISA/BANK CHARGES Credit Card System Fees 14,000 14,000 17,000 18,000 18,000 18,000 18,000 Total 14,000 14,000 17,000 18,000 18,000 18,000 18,000 6725 CAPITAL OUTLAY - OFFICE EQUIP Refrigerator & Microwave 1,000 - Inspection Office Modifications 3,200 2,500 1,370 Total 3,200 3,500 1,370 - - - - 6730 CAPITAL OUTLAY - VEHICLES Replace Veh No. 109 ($27,500) 2018 27,500 Total 27,500 - - - - - - 6745 VEHICLE REPLACEMENT VERF - Vehicle Repl. Charges 12,600 12,600 12,600 12,980 12,980 - 13,370 Total 12,600 12,600 12,600 12,980 12,980 - 13,370 Total Net of Personnel 257,545 218,455 188,055 215,255 215,255 194,915 208,285 TOTAL EXPENSES 1,015,410$ 1,004,290$ 905,380$ 1,039,990$ 1,009,990$ 1,021,440$ 1,034,810$ Revenue 1,306,830$ 1,445,300$ 1,076,600$ 1,432,000$ 1,508,300$ 1,309,500$ 1,518,500$ NET EXPENSES 291,420$ 441,010$ 171,220$ 392,010$ 498,310$ 288,060$ 483,690$ 158 DESCRIPTION OF ACTIVITY The Public Works Administration Division coordinates activities for functions within the Public Works Department, consisting of: Engineering; Building Inspections; Street Maintenance; Snow and Ice Control; Traffic Management; Fleet and Buildings; Water; Sanitary Sewer; Storm Drainage; Street Light Utilities; Natural Resources; and the Lebanon Cemetery. Natural Resources staff within the Administration Division implements policies and ordinances related to forestry management and surface water quality of lakes, ponds and wetlands. SERVICE CATEGORIES The Administration Division of the Public Works Department provides budgetary and overall management for the divisions/business units associated with the department. The following internal and external services are provided by the Public Works Administration and Natural Resources Division. 1. Department Operating Budget Administration Services: Prepare and assemble annual operating budget for the Public Works Department Monitor budget performance of Public Works Divisions on a monthly basis Review requisitions for purchases by Public Works Divisions 2. Department Management Services: Conduct weekly staff meetings to coordinate work within the department Coordinate Public Works legal issues with City Attorney’s Office and LMCIT Administer, manage and develop asset management software program Manage work orders and citizen requests for services Coordinate Public Works services with Emergency Management Director in response to severe weather, flooding and other natural disasters 3. Capital Improvement Program Planning Services: Prepare annual updates to the Capital Improvement Program for City Infrastructure Establish and adjust project priorities and schedules Provide long-term planning and management of available funds for capital projects Coordinate implementation of the Capital Improvement Program 4. Agency Coordination: Coordinate with Dakota County on planned improvements to County Highways Facilitate inter-community coordination issues with adjacent communities 5. Forestry Management Services: Proactive planning and management of boulevard trees, removal and replacement coordination for Emerald Ash Borer devastation Administer diseased tree program for control of tree diseases Identify and coordinate removal of diseased and hazardous trees Provide technical assistance to residents seeking advice on tree issues COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 29 1500 Public Works Administration/ Natural Resources 159 MAJOR OBJECTIVES FOR 2020 In addition to recurring annual duties, the following major objectives are established for 2020 within this business unit. Continue proactive Emerald Ash Borer Management Plan since 2015 infestation. Provide assistance with boulevard tree removal and replacement as it relates to street improvement projects. Develop higher level infrastructure analysis using advanced asset management and GIS capabilities to forecast future asset conditions, current investment levels, and financial needs. Restructure current intercommunity wastewater flow agreements with the City of Eagan based on metering. MAJOR OBJECTIVES FOR 2021 In addition to recurring annual duties, the following major objectives are established for 2021 within this business unit. Continue use of asset management system for better forecasting and budgeting within the Public Works Department. Provide additional Emerald Ash Borer Management. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Annual Street & Utility Capital Improvements (excluding developments) ($ in millions) 8.95 8.0 9.8 13.8 11.5 11.5 Disease Tree Removals 346 449 500 625 1000 1000 Number of Work Orders/Tasks* 1,600 1,700 2,000 4,200 5,500 6,000 Nat Resource Mgt Permits 68 50 36 50 50 55 *OMS Asset Number of service requests will vary between years due to factors such as snow fall amount. Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Public Works Director 1 1 1 1 1 1 Public Works Coordinator 1 1 1 1 1 1 Natural Resources Coord. 1 1 1 1 1 1 Natural Resources Tech 0 0.5 0.5 0.5 0.5 0.5 (FT Position split with 5505) Clerical Assistant 0.65 0 0 0 0 0 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Tree Inspector 646 646 646 646 1292 1292 Administrative Intern 0 646 646 646 646 646 160 Summary Budget Department 29, Business Unit 1500 Administration/Natural Resources 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 311,457 325,792 341,051 343,575 370,425 401,400 416,035 Emp. Benefits 89,387 92,290 101,113 109,565 118,760 117,370 122,710 Supplies 3,870 5,461 11,267 6,735 6,705 6,995 8,690 Contractual Serv.33,028 35,510 58,399 95,575 83,445 178,850 228,980 Repairs & Maint.2,345 2,424 2,575 1,850 2,000 2,250 2,400 Training/Travel/Dues 5,158 5,910 9,342 13,040 12,865 11,285 10,875 Other Exp.5,238 4,325 5,959 3,215 3,695 3,595 3,775 Vehicle Replacement Fund 4,450 4,450 4,450 4,450 4,500 - - Capital outlay - - - - 5,000 2,000 2,050 Total Exp 454,934 476,162 534,155 578,005 607,395 723,745 795,515 Net addition to (use of) general revenues (454,934) (476,162) (534,155) (578,005) (607,395) (723,745) (795,515) 2020 Capital Outlay: None 2021 Capital Outlay: None 161 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PUBLIC WORKS ADMIN/NATURAL RES Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 282,934 310,329 328,604 331,975 162,044 349,000 349,000 363,305 363,305 6111 - SALARY PART-TIME 2,435 0 0 0 0 6112 - SALARY-SEASONAL TEMP 21,040 12,304 9,370 18,500 0 32,500 32,500 32,500 32,500 6113 - OVERTIME-REGULAR EMPLOYEES 6,594 598 859 8,600 404 8,600 8,600 8,600 8,600 6121 - INSURANCE CASH BENEFIT 1,440 2,640 2,880 1,440 6122 - COMP REQUEST -2,986 -79 -662 -808 6123 - SALARY-OTHER 11,350 11,300 11,300 11,630 11,630 6105 - SALARIES AND WAGES 311,457 325,792 341,051 370,425 163,080 401,400 401,400 416,035 416,035 6138 - MEDICARE 4,331 4,698 4,920 5,575 2,345 5,615 5,615 5,830 5,830 6139 - FICA 18,515 19,921 20,712 22,955 10,026 22,975 22,975 23,600 23,600 6141 - PENSIONS-PERA 21,749 23,598 24,660 26,395 12,123 27,670 27,670 28,765 28,765 6142 - WORKERS COMPENSATION 3,944 5,431 6,072 8,170 3,100 8,155 8,155 7,875 7,875 6144 - LONG-TERM DISABILITY INSURANCE 772 652 706 945 326 1,065 1,065 1,105 1,105 6145 - MEDICAL INSURANCE 35,543 32,607 38,315 54,720 14,765 51,890 51,890 55,535 55,535 6146 - DENTAL INSURANCE 3,268 4,030 4,333 0 2,031 6147 - LIFE INSURANCE-BASIC 18 22 24 11 6148 - LIFE INSURANCE-SUPP/DEPEND 1,247 1,331 1,370 642 6125 - EMPLOYEE BENEFITS 89,387 92,290 101,113 118,760 45,369 117,370 117,370 122,710 122,710 6100 - TOTAL PERSONNEL SERVICES 400,845 418,082 442,164 489,185 208,449 518,770 518,770 538,745 538,745 6210 - OFFICE SUPPLIES 1,037 1,544 1,404 2,060 755 1,850 1,850 1,930 1,930 6211 - SMALL TOOLS & EQUIPMENT 886 768 4,647 825 17 825 825 2,200 2,200 6212 - MOTOR FUELS/OILS 1,371 1,714 1,608 1,500 479 1,800 1,500 1,875 1,575 6215 - EQUIPMENT-PARTS 175 637 1,696 430 239 430 430 450 450 6216 - VEHICLES-TIRES/BATTERIES 0 451 477 300 132 300 300 300 300 6229 - GENERAL SUPPLIES 402 346 1,434 1,590 -213 2,090 2,090 2,235 2,235 6205 - SUPPLIES 3,870 5,461 11,267 6,705 1,407 7,295 6,995 8,990 8,690 6235 - CONSULTANT SERVICES 0 20 21 20 21 25 25 30 30 6237 - TELEPHONE/PAGERS 2,207 2,131 2,134 2,200 958 2,300 2,300 2,400 2,400 6238 - POSTAGE/UPS/FEDEX 138 227 153 250 0 250 250 250 250 6239 - PRINTING 457 244 310 975 92 975 975 1,000 1,000 6240 - CLEANING SERVICE/GARBAGE 12 0 100 0 6249 - OTHER CONTRACTUAL SERVICES 30,214 32,888 55,681 80,000 131,449 200,300 175,300 250,300 225,300 6230 - CONTRACTUAL SERVICES 33,028 35,510 58,399 83,445 132,519 203,850 178,850 253,980 228,980 6250 - UTILITIES 0 6265 - REPAIRS-EQUIPMENT 2,345 2,424 2,575 2,000 1,111 2,250 2,250 2,400 2,400 6260 - REPAIRS AND MAINTENA 2,345 2,424 2,575 2,000 1,111 2,250 2,250 2,400 2,400 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 2,416 1,499 1,383 2,550 1,368 2,280 2,280 1,800 1,800 6276 - SCHOOLS/CONFERENCES/EXP OTHER 625 2,047 1,709 2,450 1,102 2,350 2,350 2,400 2,400 6277 - MILEAGE/AUTO ALLOWANCE 803 388 400 1,000 107 600 600 600 600 6278 - SUBSISTENCE ALLOWANCE 200 100 0 250 250 250 250 6280 - DUES & SUBSCRIPTIONS 300 1,230 5,060 5,735 5,780 4,775 4,775 4,825 4,825 6281 - UNIFORM/CLOTHING ALLOWANCE 1,014 745 590 1,030 467 1,030 1,030 1,000 1,000 6270 - TRNG/TRAVL/DUES/UNIF 5,158 5,910 9,342 12,865 8,825 11,285 11,285 10,875 10,875 6200 - TOTAL OPERATING COSTS 44,401 49,305 81,582 105,015 143,862 224,680 199,380 276,245 250,945 6310 - RENTAL EXPENSE 5,233 4,085 5,360 3,425 1,485 3,325 3,325 3,475 3,475 6333 - GENERAL-CASH DISCOUNTS 0 -2 -2 0 6349 - LATE FEES/FINANCE CHARGES 5 12 0 0 162 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PUBLIC WORKS ADMIN/NATURAL RES Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6399 - OTHER CHARGES 0 231 601 270 60 270 270 300 300 6301 - OTHER EXPENDITURES 5,238 4,325 5,959 3,695 1,545 3,595 3,595 3,775 3,775 6300 - TOTAL OTHER EXPENDITURES 5,238 4,325 5,959 3,695 1,545 3,595 3,595 3,775 3,775 6725 - CAPITAL OUTLAY-OFFICE EQUIP 0 0 0 5,000 0 0 0 6745 - VERF CHARGES 4,450 4,450 4,450 4,500 2,250 2,000 2,000 2,050 2,050 6701 - TOTAL CAPITAL OUTLAY 4,450 4,450 4,450 9,500 2,250 2,000 2,000 2,050 2,050 6700 - TOTAL CAPITAL OUTLAY 4,450 4,450 4,450 9,500 2,250 2,000 2,000 2,050 2,050 454,934 476,162 534,155 607,395 356,106 749,045 723,745 820,815 795,515 163 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 29: PUBLIC WORKS ADMINISTRATION/ NATURAL RESOURCES - 1500 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 314,520 331,975 331,975 349,000 349,000 363,305 363,305 6112 Salary-Seasonal Temp (Tree Inspector)10,000 14,000 14,000 28,000 28,000 28,000 28,000 6112 Seasonal Temp (Admin)4,500 4,500 4,500 4,500 4,500 4,500 6113 Overtime - Reg 8,600 8,600 8,600 8,600 8,600 8,600 8,600 6123 Salaries - Other 10,455 11,350 11,350 11,300 11,300 11,630 11,630 6138 Medicare 4,980 5,575 5,575 5,615 5,615 5,830 5,830 6139 FICA 20,850 22,955 22,955 22,975 22,975 23,600 23,600 6141 Pension - PERA 25,020 26,395 26,395 27,670 27,670 28,765 28,765 6142 Work Comp Ins 6,220 8,170 8,170 8,155 8,155 7,875 7,875 6144 Long-Term Disability Insurance 895 945 945 1,065 1,065 1,105 1,105 6145 Hospital & Life Insurance 51,600 54,720 54,720 51,890 51,890 55,535 55,535 6170 Employee Paid Premiums - - - - Total 453,140 489,185 489,185 518,770 518,770 538,745 538,745 6210 OFFICE SUPPLIES General Supplies (PW Admin)1,200 1,200 1,200 1,200 1,200 1,200 1,200 General Supplies (Natural Resources)205 220 220 220 220 300 300 Printer/Copier Supplies 430 430 430 430 430 430 430 Adobe X (1-Admin)- 210 210 Total 1,835 2,060 2,060 1,850 1,850 1,930 1,930 6211 SMALL TOOLS & EQUIPMENT Tools - Tree Inspection 500 500 - 500 500 500 500 Graphic Cards & Monitor for 2 PC's 665 Additional Monitor for 1 PC 325 325 325 325 Replacement iPad 1,000 1,000 Folding Machine - 1,000 Buckthorn Pullers (2)- - 700 700 Total 1,165 825 1,325 825 825 2,200 2,200 6212 MOTOR FUELS/OILS/ADDITIVES Vehicle 603 Nolead Fuel (~800 gal.)1,600 1,325 1,525 1,625 1,325 1,700 1,400 Oil/Lub 150 175 175 175 175 175 175 Total 1,750 1,500 1,700 1,800 1,500 1,875 1,575 6215 EQUIPMENT - PARTS Vehicle 601 430 430 400 430 430 450 450 Total 430 430 400 430 430 450 450 6216 EQUIPMENT - TIRES/BATTERIES Vehicle 601 300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6229 GENERAL SUPPLIES Manuals 255 255 150 255 255 300 300 Meeting Supplies 700 700 700 700 700 Paint (Paint for Marking Tree Disease)325 375 300 400 400 500 500 Personal Protective Equip - Safety 400 400 200 200 200 200 200 Tree Sale 9,300 10,400 9,950 10,600 10,600 11,000 11,000 less offsetting revenue from tree sale (9,300) (10,400) (9,950) (10,600) (10,600) (11,000) (11,000) Large Format Plotter (inks, head) 250 525 500 500 500 500 500 Wooden Stakes 25 35 35 35 35 35 35 Total 1,255 1,590 1,885 2,090 2,090 2,235 2,235 6235 CONSULTANT SERVICES Hearing Consultant 60 20 20 25 25 30 30 Total 60 20 20 25 25 30 30 6237 TELEPHONE/PAGERS Mobile phones & service 2,155 2,200 2,200 2,300 2,300 2,400 2,400 Track Phone (Seasonal Tree Insp)135 - - - - Total 2,290 2,200 2,200 2,300 2,300 2,400 2,400 6238 POSTAGE/UPS/FEDEX Postage 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6239 PRINTING/PUBLISHING Business Cards, PW Poster, Forms 425 425 100 425 425 400 400 Brochures and Forms 550 550 300 550 550 600 600 Total 975 975 400 975 975 1,000 1,000 6249 OTHER CONTRACTUAL SERVICES Shade Tree Management Strategies 85,000 80,000 154,000 200,000 175,000 250,000 225,000 800 Mhz Fees 300 300 300 300 300 Total 92,000 80,000 154,300 200,300 175,300 250,300 225,300 164 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 29: PUBLIC WORKS ADMINISTRATION/ NATURAL RESOURCES - 1500 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6265 REPAIRS - EQUIPMENT Copier Maintenance - Main Print Ct, Maint. Envelope Printer & Utilities Printer 1,800 1,800 2,000 2,100 2,100 2,200 2,200 Large Format Plotter 150 200 150 150 200 200 Folding Machine, Typewriter 50 50 - Total 1,850 2,000 2,200 2,250 2,250 2,400 2,400 6275 SCHOOL/CONF/EXP - LOCAL Seminars/Mtgs (CONDAC, PW Mtgs)950 950 300 450 450 450 450 Shade Tree Short Course 500 520 600 750 750 800 800 Forestry Management Workshop (x2)205 200 200 200 200 300 300 Natural Resources Seminar 230 230 230 230 230 250 250 EAB Pest Control Training 200 - -- - MPWA Fall Conference - Metro 350 350 335 350 350 - - Admin Training (Municipals, Staff Dev)300 300 240 300 300 300 300 Total 2,735 2,550 1,905 2,280 2,280 1,800 1,800 6276 SCHOOL/CONF/EXP - OTHER APWA PWX Conference 2,425 2,450 2,250 2,350 2,350 2,400 2,400 Total 2,425 2,450 2,250 2,350 2,350 2,400 2,400 6277 MILEAGE ALLOWANCE Mileage 1,400 1,000 500 600 600 600 600 Total 1,400 1,000 500 600 600 600 600 6278 SUBSISTENCE ALLOWANCE out of town - training 100 100 250 250 250 250 250 Total 100 100 250 250 250 250 250 6280 DUES & SUBSCRIPTIONS Prof Dues (APWA)1,200 1,600 1,620 225 225 250 250 Prof Dues (Soc of Arbor, ADF, Pesticide)150 135 175 350 350 375 375 Cartegraph On-line Licenses 4,000 4,000 4,000 4,200 4,200 4,200 4,200 Total 5,350 5,735 5,795 4,775 4,775 4,825 4,825 6281 UNIFORM/CLOTHING ALLOWANCE Clothing Natural Resources 950 950 950 950 950 1,000 1,000 Clothing Public Works 80 80 80 80 80 100 100 Total 1,030 1,030 950 1,030 1,030 1,000 1,000 6310 RENTAL EXPENSE *Home & Garden Expo Booth (Split with Storm)315 325 275 325 325 375 375 Copier Lease 2,900 3,100 2,925 3,000 3,000 3,100 3,100 Total 3,215 3,425 3,200 3,325 3,325 3,475 3,475 6399 OTHER CHARGES Nursery Sale Permit (Tree Sale)270 250 270 270 300 300 Total - 270 250 270 270 300 300 6725 CAPITAL OUTLAY - OFFICE EQUIP Office Modifications - Standing Desks 5,000 8,000 - - - - Total - 5,000 8,000 - - - - 6745 VEHICLE REPLACEMENT VERF - Vehicle Repl. Charges 4,450 4,500 2,250 2,000 2,000 2,050 2,050 Total 4,450 4,500 2,250 2,000 2,000 2,050 2,050 Total Net of Personnel 124,865 118,210 192,390 230,275 204,975 282,070 256,770 TOTAL EXPENSES 578,005$ 607,395$ 681,575$ 749,045$ 723,745$ 820,815$ 795,515$ 165 Notes: 166 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 30 1530 FLEET & BUILDINGS Public Works DESCRIPTION OF ACTIVITY The Public Works Central Maintenance Division is responsible for maintaining the City’s vehicle fleet consisting of over 250 pieces of equipment and vehicles. Routine preventative maintenance and full-service repair work is performed on City-owned vehicles and equipment by staff mechanics. This division also operates and maintains the central fuel dispensing system located at the Central Maintenance Facility. The Central Maintenance Division maintains the buildings and grounds for the Central Maintenance Facility (Public Works and Parks Maintenance). Personnel within the division perform building maintenance, cleaning, stocking of general supplies and facility repairs as well as operate the heating, ventilation, and air conditioning (HVAC) systems. This division also supervises HVAC systems and building maintenance personnel at the Municipal Center (City Hall/Police). SERVICE CATEGORIES The Public Works Central maintenance Division provides a centralized source for the following services related to fleet and building functions for the City of Apple Valley. 1. City Fleet Repair and Maintenance Services Provide repair and preventative maintenance services for City owned vehicles and equipment, ranging from major engine repair to routine oil changes Provide initial equipment set-up and supply replacement parts for City fleet Track replacement cycles and consolidate replacement costs for City fleet Coordinate auto body repair work with vendors for damaged City vehicles 2. Buildings and Grounds Custodial Services Provide routine custodial services for the Municipal Center, Police Department and Central Maintenance Facility Administer contract services for cleaning (i.e. window cleaning, carpet cleaning, etc.) Provide lawn care, landscape maintenance and snow plowing for city facilities 3. Building Maintenance and Repair Services Maintain heating, ventilation and air conditioning systems, electrical systems, and plumbing systems for the Municipal Center, Police Department and Central Maintenance Facility Provide contract repair of city building structures, such as repairs to roofs, doors, flooring and other building components Provide planning and budgeting for building improvements at the Municipal Center, Police Department and Central Maintenance Facility 167 4. City Fuel Supply Services Purchase diesel and unleaded fuel for City fleet, including Police, Fire, Public Works and Parks Department Maintain 20,000 gallon central fuel supply system located at the Central Maintenance Facility Monitor and report fuel consumption to Finance Department of proper coding to City departments 5. Fleet Acquisition and Disposition Services Assist departments with specifications for replacement vehicles Coordinate vehicle purchasing process, typically under the State Cooperative Purchasing Program (State Contract) Provide for disposition of City vehicles and forfeiture vehicles through auctions MAJOR OBJECTIVES FOR 2020/2021 In addition to recurring annual duties, the primary 2020/2021 goals for this division include the following items. In 2020: Complete implementation of AssetWorks for vehicle maintenance records. Initiate charge back system for vehicle & equipment maintenance costs. Budget & plan for recommendations of CMF Space Needs Study. In 2021: Implement recommendations of CMF Space Needs Study. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Fleet Equip Items 262 264 265 269 265 265 Number of Equipment Repair Orders 1,673 1518 2042 2000 1500 1500 Number of Vehicles Replaced 21 24 18 14 14 14 Gallons of Fuel Supplied 111,533 121,556 124031 120,000 120,000 120,000 Miles Driven 870,838 851,702 932978 870,000 900,000 900,000 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Propos ed Position Title 2016 2017 2018 2019 2020 2021 Public Works Supervisor 1 1 1 1 1 1 Fleet Maintenance Foreman 1 1 1 1 1 1 Fleet Maintenance/Mechanic 2 2 2 *3 3 3 Building Maintenance 3 3 3 3 3 3 *2019 – 9 Months 1FTE 168 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal Maintenance 700 700 700 700 1200 1200 Summary Budget Department 30, Business Unit 1530 - Fleet & Buildings-CMF 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 336,039 349,964 354,650 365,940 455,780 456,915 478,270 Emp. Benefits 122,561 120,095 121,738 132,105 133,640 162,665 172,775 Supplies 25,889 26,516 24,999 26,740 27,135 26,270 34,175 Contractual Serv.12,393 14,608 27,264 20,095 22,185 38,830 39,570 Utilities 53,688 60,372 73,524 62,700 63,750 69,000 72,900 Repairs & Maint.25,235 28,912 36,319 25,420 26,000 28,000 30,500 Training/Travel/Dues 7,123 7,560 7,061 7,250 27,875 13,065 14,495 Other Exp.6,684 7,026 5,566 7,660 7,260 7,440 7,540 Misc for resale 2,854 2,457 1,182 - - - - Vehicle Replacement Fund 5,400 5,550 2,850 2,850 2,850 5,700 5,800 Capital outlay - 10,572 11,251 - - - - Total Exp 597,866 633,632 666,402 650,760 766,475 807,885 856,025 Net addition to (use of) general revenues (597,866) (633,632) (666,402) (650,760) (766,475) (807,885) (856,025) 2020 Capital Outlay Replace Scissor Lift $ 6,000 2021 Capital Outlay Replace Training Room Projector at CMF $ 5,000 169 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CMF-FLEET & BUILDINGS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 335,573 341,575 347,440 430,385 196,412 419,690 419,690 439,725 439,725 6112 - SALARY-SEASONAL TEMP 8,684 8,988 9,058 10,500 6,882 17,000 17,000 17,500 17,500 6113 - OVERTIME-REGULAR EMPLOYEES 3,972 4,014 7,310 3,000 1,912 3,000 3,000 3,000 3,000 6121 - INSURANCE CASH BENEFIT 1,980 2,520 2,340 1,440 6122 - COMP REQUEST -14,171 -7,133 -11,498 -7,124 6123 - SALARY-OTHER 11,895 17,225 17,225 18,045 18,045 6105 - SALARIES AND WAGES 336,039 349,964 354,650 455,780 199,522 456,915 456,915 478,270 478,270 6138 - MEDICARE 4,774 5,093 5,145 5,535 2,887 6,535 6,535 6,840 6,840 6139 - FICA 20,413 21,777 21,998 23,670 12,343 27,960 27,960 29,250 29,250 6141 - PENSIONS-PERA 24,113 25,433 25,192 27,845 12,387 32,995 32,995 34,560 34,560 6142 - WORKERS COMPENSATION 8,542 8,001 8,693 9,575 4,617 12,465 12,465 13,675 13,675 6144 - LONG-TERM DISABILITY INSURANCE 897 686 701 1,015 304 1,240 1,240 1,295 1,295 6145 - MEDICAL INSURANCE 56,205 56,979 59,370 71,100 23,744 86,570 86,570 92,255 92,255 6146 - DENTAL INSURANCE 4,621 3,913 3,972 0 2,117 6147 - LIFE INSURANCE-BASIC 30 30 30 14 6148 - LIFE INSURANCE-SUPP/DEPEND 2,967 3,509 3,695 2,322 6170 - EMPLOYEE PAID PREMIUMS -5,326 -7,057 -5,100 -1,881 -5,100 -5,100 -5,100 -5,100 6125 - EMPLOYEE BENEFITS 122,561 120,095 121,738 133,640 58,855 162,665 162,665 172,775 172,775 6100 - TOTAL PERSONNEL SERVICES 458,600 470,059 476,388 589,420 258,377 619,580 619,580 651,045 651,045 6210 - OFFICE SUPPLIES 89 77 52 200 57 200 200 300 300 6211 - SMALL TOOLS & EQUIPMENT 6,288 11,795 6,901 6,100 4,442 7,345 6,345 13,300 13,300 6212 - MOTOR FUELS/OILS 2,072 1,411 1,709 2,200 1,015 2,025 2,025 2,075 2,075 6214 - CHEMICALS 0 67 0 0 6215 - EQUIPMENT-PARTS 7,489 4,361 3,777 5,300 2,690 4,500 4,500 5,500 4,500 6216 - VEHICLES-TIRES/BATTERIES 863 -130 438 500 251 400 400 600 600 6229 - GENERAL SUPPLIES 9,087 8,935 12,122 12,835 8,059 13,525 12,800 13,400 13,400 6205 - SUPPLIES 25,889 26,516 24,999 27,135 16,514 27,995 26,270 35,175 34,175 6235 - CONSULTANT SERVICES 449 100 237 325 104 300 300 330 330 6237 - TELEPHONE/PAGERS 1,313 1,404 6,322 1,450 7,857 18,220 18,220 18,360 18,360 6239 - PRINTING 55 135 0 210 0 210 210 215 215 6240 - CLEANING SERVICE/GARBAGE 9,967 11,220 19,345 17,960 9,499 18,115 18,115 19,050 19,050 6249 - OTHER CONTRACTUAL SERVICES 610 1,750 1,360 2,240 583 2,485 1,985 2,765 1,615 6230 - CONTRACTUAL SERVICES 12,393 14,608 27,264 22,185 18,042 39,330 38,830 40,720 39,570 6255 - UTILITIES-ELECTRIC 20,524 22,163 23,484 25,000 13,156 24,000 22,000 25,500 23,500 6256 - UTILITIES-NATURAL GAS 30,820 35,782 42,764 36,000 31,701 37,000 37,000 39,000 39,000 6257 - UTILITIES-PROPANE/WATER/SEWER 2,344 2,427 7,276 2,750 5,062 12,000 10,000 12,400 10,400 6250 - UTILITIES 53,688 60,372 73,524 63,750 49,918 73,000 69,000 76,900 72,900 6265 - REPAIRS-EQUIPMENT 5,731 5,140 11,287 4,500 538 5,000 5,000 5,500 5,500 6266 - REPAIRS-BUILDING 19,378 23,772 25,032 21,500 10,176 23,000 23,000 25,000 25,000 6269 - REPAIRS-OTHER 126 0 0 0 6260 - REPAIRS AND MAINTENA 25,235 28,912 36,319 26,000 10,714 28,000 28,000 30,500 30,500 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 1,044 880 20 750 525 1,250 1,250 1,900 1,900 6277 - MILEAGE/AUTO ALLOWANCE 3,300 3,300 2,475 200 72 225 225 275 275 6280 - DUES & SUBSCRIPTIONS 275 240 860 22,575 0 7,140 7,140 7,420 7,420 6281 - UNIFORM/CLOTHING ALLOWANCE 2,504 3,139 3,706 4,350 1,604 4,450 4,450 4,900 4,900 6270 - TRNG/TRAVL/DUES/UNIF 7,123 7,560 7,061 27,875 2,201 13,065 13,065 14,495 14,495 6200 - TOTAL OPERATING COSTS 124,328 137,968 169,166 166,945 97,389 181,390 175,165 197,790 191,640 170 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CMF-FLEET & BUILDINGS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6322 - UNCOLLECTIBLE CHECKS/ACCOUNTS 652 0 6333 - GENERAL-CASH DISCOUNTS -31 -15 -15 -1 6349 - LATE FEES/FINANCE CHARGES 0 1 0 0 6399 - OTHER CHARGES 6,715 7,039 4,929 7,260 7,391 7,440 7,440 7,540 7,540 6301 - OTHER EXPENDITURES 6,684 7,025 5,566 7,260 7,390 7,440 7,440 7,540 7,540 6300 - TOTAL OTHER EXPENDITURES 6,684 7,025 5,566 7,260 7,390 7,440 7,440 7,540 7,540 6540 - TAXABLE MISC FOR RESALE 2,854 2,457 1,182 0 6545 - NON-TAXABLE MISC FOR RESALE 0 0 0 0 0 6501 - TAXABLE/NON-TAXABLE MISC RESAL 2,854 2,457 1,182 0 0 6500 - TOTAL EXPENDITURES 2,854 2,457 1,182 0 0 6715 - CAPITAL OUTLAY-BUILDINGS 0 10,572 0 0 0 0 0 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 0 0 17,000 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 0 11,251 0 815 0 0 5,000 0 6745 - VERF CHARGES 5,400 5,550 2,850 2,850 1,425 5,700 5,700 5,800 5,800 6701 - TOTAL CAPITAL OUTLAY 5,400 16,122 14,101 2,850 2,240 22,700 5,700 10,800 5,800 6700 - TOTAL CAPITAL OUTLAY 5,400 16,122 14,101 2,850 2,240 22,700 5,700 10,800 5,800 597,866 633,632 666,402 766,475 365,396 831,110 807,885 867,175 856,025 171 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 30: FLEET & BUILDINGS-CMF - 1530 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 343,040 356,385 356,385 419,690 419,690 439,725 439,725 6112 Salary-Seasonal Temp 10,500 10,500 8,000 17,000 17,000 17,500 17,500 6113 Overtime - Regular 3,000 3,000 4,104 3,000 3,000 3,000 3,000 6123 Salaries - Other 9,400 11,895 11,895 17,225 17,225 18,045 18,045 6138 Medicare 5,305 5,535 5,535 6,535 6,535 6,840 6,840 6139 FICA 22,690 23,670 23,670 27,960 27,960 29,250 29,250 6141 Pension - PERA 26,660 27,845 26,287 32,995 32,995 34,560 34,560 6142 Work Comp Ins 8,980 9,575 9,306 12,465 12,465 13,675 13,675 6144 Long-Term Disability Insurance 970 1,015 1,015 1,240 1,240 1,295 1,295 6145 Hospital & Life Insurance 67,500 71,100 71,100 86,570 86,570 92,255 92,255 Position Changes (Add'l Mechanic)- 74,000 50,000 6170 Employee Paid Premiums (5,100) (5,100) (5,100) (5,100) (5,100) (5,100) Total 498,045 589,420 562,197 619,580 619,580 651,045 651,045 6210 OFFICE SUPPLIES General Supplies 200 200 175 200 200 300 300 Total 200 200 175 200 200 300 300 6211 SMALL TOOL & EQUIPMENT Small Tools 4,110 4,200 8,100 4,400 4,400 4,500 4,500 Scan Tool Updates - Heavy Equipment 1,150 1,150 1,150 1,250 1,250 1,850 1,850 Scan Tool Updates- Light Equipment 740 750 695 695 695 750 750 New A/C Recovery Unit - 6,200 6,200 Replace 50 Ton Press (Split Str/San/Wat/Parks)1,000 - - - Total 6,000 6,100 9,945 7,345 6,345 13,300 13,300 6212 MOTOR FUELS/OILS Nolead Fuel 700 725 1,300 1,300 1,300 1,340 1,340 Diesel Fuel 700 750 250 300 300 310 310 Diesel Fuel Tax 80 - - - - - - Antifreeze, Windshield Fluid 500 500 200 200 200 200 200 Oil and Lubricants 215 225 225 225 225 225 225 Total 2,195 2,200 1,975 2,025 2,025 2,075 2,075 6215 EQUIPMENT - PARTS Small Parts 2,550 2,600 2,000 2,000 2,000 2,700 2,200 Building Maintenance Parts 2,665 2,700 2,200 2,500 2,500 2,800 2,300 Total 5,215 5,300 4,200 4,500 4,500 5,500 4,500 6216 EQUIPMENT - TIRES/BATTERIES Vehicles #702 and #704 500 500 325 400 400 600 600 Total 500 500 325 400 400 600 600 6229 GENERAL SUPPLIES Cleaning Supplies, Paper Products 12,300 12,500 12,276 12,875 12,450 13,000 13,000 Tank storage units (w/Fleet/Wat/Sew/Parks)150 300 - Oxygen - Acetylene 330 335 335 350 350 400 400 Total 12,630 12,835 12,761 13,525 12,800 13,400 13,400 6235 CONSULTANT SERVICES Safety (Prescription Safety Glasses, Hepatitis, Respirator, Hearing Test)320 325 275 300 300 330 330 Total 320 325 275 300 300 330 330 6237 TELEPHONE/PAGERS Cellular Phones 1,450 850 1,220 1,220 1,220 1,250 1,250 Verizon Network Fleet service GPS 16,800 16,900 16,900 17,000 17,000 Cable TV/UHF Radios 600 100 100 100 110 110 Total 1,450 1,450 18,120 18,220 18,220 18,360 18,360 6239 PRINTING/PUBLISHING Maintenance Req., Bus. Cards, Misc.205 210 100 210 210 215 215 Total 205 210 100 210 210 215 215 6240 C. SERVICE/GARBAGE REMOVAL Trash Removal 7,100 6,850 6,750 7,000 7,000 7,200 7,200 Rug Service 1,100 1,125 1,125 1,150 1,150 1,200 1,200 Fluorescent Light Recycling (DEA)760 500 350 200 200 200 200 Recycle Floor Dry 855 875 1,050 875 875 1,100 1,100 Tire & Filter Disposal 555 550 600 600 600 900 900 Hazardous Waste Disposal 450 500 450 500 500 550 550 Contractual Cleaning - CMF 5,100 7,560 7,560 7,790 7,790 7,900 7,900 Total 15,920 17,960 17,885 18,115 18,115 19,050 19,050 172 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 30: FLEET & BUILDINGS-CMF - 1530 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6249 OTHER CONTRACTUAL SERVICES Weed Control - CMF 1,125 1,150 850 900 900 1,150 425 800 Mhz Radio Fees 570 570 600 600 Fire System Monitoring 360 365 365 365 365 365 365 Fire System Annual Testing 715 725 725 650 650 650 650 Reduce to Trend (500) (425) Total 2,200 2,240 1,940 2,485 1,985 2,765 1,615 6255 UTILITIES - ELECTRIC Electric 25,000 25,000 23,000 24,000 22,000 25,500 23,500 Total 25,000 25,000 23,000 24,000 22,000 25,500 23,500 6256 UTILITIES - NATURAL GAS Natural Gas 35,000 36,000 39,000 37,000 37,000 39,000 39,000 Total 35,000 36,000 39,000 37,000 37,000 39,000 39,000 6257 UTILITIES - OTHER Water & Sewer 2,700 2,750 10,000 12,000 10,000 12,400 10,400 Total 2,700 2,750 10,000 12,000 10,000 12,400 10,400 6265 REPAIRS - EQUIPMENT Shop Equipment, etc.4,420 4,500 4,000 5,000 5,000 5,500 5,500 Total 4,420 4,500 4,000 5,000 5,000 5,500 5,500 6266 REPAIRS - BUILDINGS Repairs (H.V.A.C., Roof, Doors, Elec.)21,000 21,500 22,500 23,000 23,000 25,000 25,000 Total 21,000 21,500 22,500 23,000 23,000 25,000 25,000 6275 SCHOOL/CONF/EXP - LOCAL Training & ASE Certification 500 750 500 1,250 1,250 1,900 1,900 Total 500 750 500 1,250 1,250 1,900 1,900 6277 MILEAGE/AUTO ALLOWANCE Car Allowance - Supervisor 3,300 - - - - Mileage misc.105 200 225 225 225 275 275 Total 3,405 200 225 225 225 275 275 6280 DUES & SUBSCRIPTIONS AC Delco Dues 75 75 75 75 150 150 Sams Club Membership - City Supplies 35 50 50 50 50 50 50 APWA Dues 215 215 220 220 AssetWorks Hosting & Service Fee - 6,450 5,000 6,800 6,800 7,000 7,000 Verizon Network Fleet Service 16,000 - - - Total 35 22,575 5,125 7,140 7,140 7,420 7,420 6281 UNIFORM/CLOTHING ALLOWANCE Uniform/Boots (4) 2019 (5)1,870 2,000 2,000 2,050 2,050 2,500 2,500 Uniform Rental/Rag Cleaning Service 1,440 2,350 2,100 2,400 2,400 2,400 2,400 Total 3,310 4,350 4,100 4,450 4,450 4,900 4,900 6399 OTHER CHARGES Pressure Vessel Certification 82 85 85 60 60 60 60 Misc. Dues/Vehicle Inspection Decals 82 85 60 85 85 85 85 Licenses 318 (County Hazardous Waste)- 65 65 70 70 70 70 (MN Haz. Chem. Inventory Fee )- 25 25 25 25 25 25 AC Delco & Ford Motorcraft Computer Sub 2,204 2,150 2,420 2,200 2,200 2,200 2,200 Mitchel 1 On-line Service Manuals 4,974 4,850 4,821 5,000 5,000 5,100 5,100 Total 7,660 7,260 7,476 7,440 7,440 7,540 7,540 6730 CAPITAL OUTLAY - VEHICLES Replace 2012 lawn mower (split w/water)11,000 - Replace Scissor Lift (split w/Fleet, Wat, San)6,000 - Total 17,000 - - - 6735 CAPITAL OUTLAY - OTHER IMP Replace Hoist Bay #3 - in muni bldg in muni bldg Replace Hoist Bay #5 in muni bldg in muni bldg Rehab Existing CMF Building Windows - in muni bldg in muni bldg in muni bldg in muni bldg Front Office E/W Facing Window panes in muni bldg Hallway Tile Reflooring in muni bldg Old Washbay Conversion in muni bldg Replace Training Room Projector at CMF 5,000 - Police Storage bldg unit heater #1 in muni bldg in muni bldg Parks Storage bldg unit heater #2 in muni bldg in muni bldg Streets/Parks Building Unit Heater (#3)in muni bldg in muni bldg Total - - - - - 5,000 - 6745 VEHICLE REPLACEMENT VERF - Vehicle Repl. Charges 2,850 2,850 2,850 5,700 5,700 5,800 5,800 Total 2,850 2,850 2,850 5,700 5,700 5,800 5,800 Total Net of Personnel 152,715 177,055 186,477 211,530 188,305 216,130 204,980 TOTAL EXPENSES 650,760$ 766,475$ 748,674$ 831,110$ 807,885$ 867,175$ 856,025$ 173 Notes: 174 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 31 1600 STREETS MAINTENANCE Public Works DESCRIPTION OF ACTIVITY The Public Works Streets Division is responsible for maintaining the local streets system consisting of approximately 429 lane miles of roadway. Duties include repairing street pavement sections; repair and maintenance of storm drainage catch basins and storm water management ponds; and maintenance of sidewalks and on-street pathways throughout the community. This division is also responsible for boulevard maintenance, tree trimming and forestry maintenance work for trees located within the public street right-of-way. In addition, the City owned cemetery is maintained and managed by this division. SERVICE CATEGORIES The Public Works Street Division provides a centralized source for the following internal and external services related to street maintenance functions for the City of Apple Valley. 1. Street Maintenance and Preservation Services Repair structural and surface failure of street pavement (patching, pothole repair, etc.) Remove and replace sections of damaged curb and valley gutters Conduct crack sealing and micro surfacing to preserve street pavements Conduct street sweeping on public streets, removing approximately 500 tons of material per year 2. Sidewalk and Trail System Maintenance Services Inspect one-third of all sidewalk sections each year to identify repair needs Remove and replace concrete sidewalk sections as determined during inspections Conduct concrete leveling work to repair uneven concrete joints (trip hazards) Repair and maintain segments of trail system located in the right-of-way (excludes segments of public trails located in city parks) 3. Boulevard Tree Maintenance Services Trim boulevard trees to maintain minimum vertical clearance for roadways Remove dead or diseased trees located within the public right-of-way Remove debris from streets following severe storm events 4. Drainage System Maintenance Services: Inspect and repair storm sewer catch basins along roadways Inspect and clear pond outlets to prevent blockages and associated flooding Repair inlet and outlet pipe connections to storm water ponds Remove accumulated sediment deltas from ponds 175 Contractual work associated with storm drainage system maintenance is funded by the Storm Drainage Utility, see Business Unit 5505 5. Turf Mowing Services Mow approximately 76 miles of boulevards along collector streets with adjacent trail systems Mow and remove excess vegetation adjacent to storm water ponds Provide additional turf mowing along County right-of-ways to maintain community appearance 6. Cemetery Services Lot and columbarium sales Internments Maintain turf, trees and plantings Routine grounds maintenance to ensure a well-groomed appearance MAJOR OBJECTIVES FOR 2020 In addition to recurring annual duties, the following major objectives are established for 2020 within this business unit. Continue pavement preservation program (microsurfacing/crack sealing) for public streets and trails. Conduct an inventory of existing storm water ponds throughout the city to identify and prioritize maintenance needs, including dredging and removal of sand deltas. Staff plans to implement a mobile management system to the street sweeping operation in order to accurately monitor and record service levels to address State and Federal mandates for water quality improvements. Eastern concrete pathway paving for the Cemetery Additional seeding, landscaping and tree planting as needed Additional Columbarium at Cemetery Develop an additional Boulder Cremation Area at Cemetery Expand the use of PreCise MRM to create efficiencies within the department Concentrated effort to move to more digital work order system & expand the use of Cartegraph, the City’s asset management system to field staff. MAJOR OBJECTIVES FOR 2021 In addition to recurring annual duties, the following major objectives are established for 2021 within this business unit. Continue expanded use of Cartegraph, the City’s asset management system to field staff. Add a Grounds Maintenance Building to the Cemetery Additional Gate on the Pilot Knob Entrance at Cemetery 176 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Lane Miles of Street Maintained 424 424 429 429 430 430 Number of Blvd Trees Maintained 1,600 1,565 1,500 1,500 1,500 1,500 Street Sweeping (Ton) 530 460 540 540 550 550 R/W Trails Maintained (mile) 59 61 63 63 63 63 Sidewalk Maintained (mile) 136 137 139 139 139 139 Leaves Collected (Cu.Yd.) 1,300 1,130 1,100 1,100 1,100 1,100 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Public Works Supt. Public Works Supervisor 1 0 1 0 1 0 1 1 1 1 1 1 Streets Foreman 2 2 2 2 2 2 Technical Specialist 3 3 3 2 2 2 Maintenance I/II 10 10 10 10 10 11 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal Street Maint. 3,150 3,800 3,800 4,150 4,150 4,150 Summary Budget Department 31 Street Maintenance 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 869,642 895,454 896,673 988,170 1,071,590 1,141,530 1,315,810 Emp. Benefits 368,759 377,649 386,586 436,645 450,775 457,595 471,320 Supplies 199,511 202,208 190,144 200,085 208,248 207,640 219,480 Contractual Serv.183,595 197,978 193,849 223,325 210,755 270,645 281,260 Utilities 1,964 1,935 1,989 3,900 2,550 2,400 2,500 Repairs & Maint.16,349 12,889 11,287 17,020 16,650 15,730 16,270 Training/Travel/Dues 13,749 13,889 18,707 19,465 19,465 19,695 20,290 Other Exp.(26) (64) (22) 3,775 500 515 530 Vehicle Replacement Fund - 105,000 185,000 185,000 185,000 229,370 378,400 Capital Outlay 16,853 7,390 47,584 18,000 17,000 - - Total Exp 1,670,397 1,814,329 1,931,798 2,095,385 2,182,533 2,345,120 2,705,860 Net addition to (use of) general revenues (1,670,397) (1,814,329) (1,931,798) (2,095,385) (2,182,533) (2,345,120) (2,705,860) 177 2020 CAPITAL OUTLAY: VERF Charges $ 194,370 Fleet Addition -Supervisor Pick-Up $ 35,000 $ 229,370 2021 CAPITAL OUTLAY: Blacktop Roller $ 17,000 Replace Skid Steer Trailer $ 6,000 Crash Attenuator $ 15,000 $ 38,000 See VERF budget for details of additional Street item replacements 178 City of Apple Valley Department Expense Summary Budget Years (2020-2021) STREET MAINTENANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 825,564 843,507 827,726 949,780 439,005 1,001,195 1,001,195 1,132,760 1,132,760 6112 - SALARY-SEASONAL TEMP 45,092 45,914 51,595 53,000 15,513 54,000 54,000 55,620 55,620 6113 - OVERTIME-REGULAR EMPLOYEES 24,972 24,582 57,688 36,700 38,814 37,000 37,000 38,110 38,110 6121 - INSURANCE CASH BENEFIT 5,760 5,880 4,680 2,640 6122 - COMP REQUEST -31,747 -24,428 -45,097 -26,318 6123 - SALARY-OTHER 32,110 124,335 49,335 128,070 89,320 6124 - OVERTIME-SEASONAL TEMP 0 0 82 290 6105 - SALARIES AND WAGES 869,642 895,454 896,673 1,071,590 469,943 1,216,530 1,141,530 1,354,560 1,315,810 6138 - MEDICARE 12,191 12,711 12,596 15,205 6,589 16,550 16,550 17,050 17,050 6139 - FICA 52,125 54,350 53,858 65,010 28,174 70,775 70,775 72,900 72,900 6141 - PENSIONS-PERA 61,208 62,957 63,030 74,520 33,860 81,565 81,565 84,010 84,010 6142 - WORKERS COMPENSATION 54,438 64,970 68,143 81,030 32,051 77,205 77,205 79,520 79,520 6144 - LONG-TERM DISABILITY INSURANCE 2,414 1,862 1,803 2,630 851 3,140 3,140 3,230 3,230 6145 - MEDICAL INSURANCE 167,197 184,687 204,738 237,780 79,839 233,760 233,760 240,770 240,770 6146 - DENTAL INSURANCE 13,421 15,364 15,735 7,500 6147 - LIFE INSURANCE-BASIC 90 91 87 41 6148 - LIFE INSURANCE-SUPP/DEPEND 5,675 7,363 4,328 1,145 6170 - EMPLOYEE PAID PREMIUMS -26,705 -37,731 -25,400 -8,867 -25,400 -25,400 -26,160 -26,160 6125 - EMPLOYEE BENEFITS 368,759 377,649 386,586 450,775 181,183 457,595 457,595 471,320 471,320 6100 - TOTAL PERSONNEL SERVICES 1,238,401 1,273,104 1,283,259 1,522,365 651,127 1,674,125 1,599,125 1,825,880 1,787,130 6210 - OFFICE SUPPLIES 220 326 183 215 6211 - SMALL TOOLS & EQUIPMENT 7,361 8,059 15,379 8,010 2,150 19,565 11,065 21,490 19,330 6212 - MOTOR FUELS/OILS 52,970 55,652 78,765 81,245 52,506 83,600 80,600 86,460 82,860 6214 - CHEMICALS 980 1,277 1,595 5,235 0 5,240 2,000 5,400 2,200 6215 - EQUIPMENT-PARTS 72,186 69,691 47,342 48,000 19,427 49,200 49,200 50,670 50,670 6216 - VEHICLES-TIRES/BATTERIES 13,269 18,913 7,209 12,800 3,128 15,050 13,050 15,500 13,500 6229 - GENERAL SUPPLIES 52,525 48,289 39,671 52,958 25,737 59,025 51,725 57,920 50,920 6205 - SUPPLIES 199,511 202,208 190,144 208,248 103,164 231,680 207,640 237,440 219,480 6235 - CONSULTANT SERVICES 1,377 1,548 1,459 1,600 390 1,640 1,640 1,690 1,690 6237 - TELEPHONE/PAGERS 1,870 1,775 2,039 4,325 1,765 7,750 7,750 8,970 8,970 6238 - POSTAGE/UPS/FEDEX 31 12 0 0 6239 - PRINTING 272 315 274 630 0 700 700 720 720 6240 - CLEANING SERVICE/GARBAGE 16,430 22,051 23,048 9,200 1,823 9,430 9,430 9,710 9,710 6249 - OTHER CONTRACTUAL SERVICES 163,615 172,277 167,029 195,000 34,394 301,125 251,125 310,170 260,170 6230 - CONTRACTUAL SERVICES 183,595 197,978 193,849 210,755 38,371 320,645 270,645 331,260 281,260 6255 - UTILITIES-ELECTRIC 484 623 611 850 268 850 850 870 870 6257 - UTILITIES-PROPANE/WATER/SEWER 1,480 1,312 1,379 1,700 38 1,550 1,550 1,630 1,630 6250 - UTILITIES 1,964 1,935 1,989 2,550 306 2,400 2,400 2,500 2,500 6265 - REPAIRS-EQUIPMENT 16,349 12,889 11,287 16,650 26,095 16,760 15,730 17,300 16,270 6269 - REPAIRS-OTHER 0 0 0 0 562 6260 - REPAIRS AND MAINTENA 16,349 12,889 11,287 16,650 26,656 16,760 15,730 17,300 16,270 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 789 0 330 945 0 3,470 3,470 3,580 3,580 6277 - MILEAGE/AUTO ALLOWANCE 3,260 3,271 3,264 3,600 1,650 0 0 6280 - DUES & SUBSCRIPTIONS 25 25 4,012 5,420 5,200 5,985 5,985 6,160 6,160 6281 - UNIFORM/CLOTHING ALLOWANCE 9,675 10,593 11,101 9,500 6,230 10,240 10,240 10,550 10,550 6270 - TRNG/TRAVL/DUES/UNIF 13,749 13,889 18,707 19,465 13,080 19,695 19,695 20,290 20,290 6200 - TOTAL OPERATING COSTS 415,169 428,899 415,977 457,668 181,578 591,180 516,110 608,790 539,800 6310 - RENTAL EXPENSE 0 0 0 500 0 515 515 530 530 179 City of Apple Valley Department Expense Summary Budget Years (2020-2021) STREET MAINTENANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6333 - GENERAL-CASH DISCOUNTS -26 -64 -22 -11 6399 - OTHER CHARGES 0 0 0 0 0 0 0 6301 - OTHER EXPENDITURES -26 -64 -22 500 -11 515 515 530 530 6300 - TOTAL OTHER EXPENDITURES -26 -64 -22 500 -11 515 515 530 530 6730 - CAPITAL OUTLAY-TRANSPORTATION 16,853 0 0 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 7,390 47,584 17,000 0 6,000 0 38,000 38,000 6745 - VERF CHARGES 105,000 185,000 185,000 92,500 229,370 229,370 0 340,400 6701 - TOTAL CAPITAL OUTLAY 16,853 112,390 232,584 202,000 92,500 235,370 229,370 38,000 378,400 6700 - TOTAL CAPITAL OUTLAY 16,853 112,390 232,584 202,000 92,500 235,370 229,370 38,000 378,400 1,670,397 1,814,329 1,931,798 2,182,533 925,194 2,501,190 2,345,120 2,473,200 2,705,860 180 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 31: STREET MAINTENANCE - 1600 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 871,060 924,780 910,000 1,001,195 1,001,195 1,132,760 1,132,760 6111 Salary-Parttime 6112 Salary-Seasonal Temp 45,600 53,000 53,000 54,000 54,000 55,620 55,620 6113 Overtime - Reg 36,700 36,700 55,000 37,000 37,000 38,110 38,110 6123 Salaries - Other 34,810 32,110 32,110 49,335 49,335 50,820 50,820 6138 Medicare 14,330 15,205 15,205 16,550 16,550 17,050 17,050 6139 FICA 61,265 65,010 65,010 70,775 70,775 72,900 72,900 6141 Pension - PERA 70,695 74,520 74,520 81,565 81,565 84,010 84,010 6142 Worker's Compensation 76,365 81,030 81,030 77,205 77,205 79,520 79,520 6144 Long-Term Disability Insurance 2,490 2,630 2,630 3,140 3,140 3,230 3,230 6145 Hospital & Life Insurance 211,500 237,780 237,780 233,760 233,760 240,770 240,770 6170 Employee Paid Premiums (25,400) (25,400) (25,400) (25,400) (26,160) (26,160) Reclassify Position - Supervisor 25,000 25,000 Position Changes (Attached Form)75,000 - 77,250 38,500 Total 1,424,815 1,522,365 1,525,885 1,674,125 1,599,125 1,825,880 1,787,130 6211 SMALL TOOL & EQUIPMENT Misc. Tools, Toolbox 6,200 4,500 4,000 4,996 4,996 5,150 5,150 Replace Weed Whips 350 360 360 369 369 380 380 Bobcat stump grinder - - 0 0 Backhoe Bucket Thumbs 7,000 - - 0 0 Chain Saw Replacement 625 650 651 1,000 1,000 1,030 1,030 Replace Metal Locator 1,200 1,200 Replace Trailer 372 3,500 3,500 Pruning Poles 1,000 - - 1,030 1,030 Push Lawn Mower 800 - - 900 900 Back Pack Blower 600 - - 630 630 Hand Grinder Replace 400 - - 430 430 Fairmont Pole Saw Replace - 2,500 2,500 Replace 50 Ton Press (Split Flt/San/Wat/Parks)1,000 - iPads for Field Staff (3)- - 2,100 - 2,160 0 Microsoft Surface Pro (4)5,400 - Turfco T3100 Fertilizer Spreader 9,780 9,780 Total 16,975 8,010 7,511 19,565 11,065 21,490 19,330 6212 MOTOR FUELS/OILS 'Gas and Diesel Fuel No lead Fuel 5812 gal @ $2.75 gal.9,940 16,000 10,300 12,000 11,000 13,000 11,400 Diesel Fuel 23,741 gal. @ $2.75 gal.47,745 54,920 58,800 61,000 59,000 62,500 60,500 Diesel Road Tax 4,075 3,500 2,275 2,590 2,590 2,700 2,700 Fluids, Coolant & Propane 3,000 3,000 3,000 3,100 3,100 Oil 6,500 6,825 4,610 5,010 5,010 5,160 5,160 Total 68,260 81,245 78,985 83,600 80,600 86,460 82,860 6214 CHEMICALS Street Maintenance Products 235 235 235 240 240 250 250 Weed Killer (from 6229)5,000 3,000 5,000 5,000 5,150 5,150 Reduce to Trend (3,240) (3,200) Total 235 5,235 3,235 5,240 2,000 5,400 2,200 6215 EQUIPMENT - PARTS Mowers/Tractors 3,065 4,000 4,000 4,100 4,100 4,220 4,220 Trucks/Other Vehicles 41,287 42,000 42,000 43,050 43,050 44,340 44,340 Sweepers - Repair Parts (to Storm in 2018)- - - - - - - Stump Grinder Teeth 1,753 2,000 2,000 2,050 2,050 2,110 2,110 Total 46,105 48,000 48,000 49,200 49,200 50,670 50,670 6216 EQUIPMENT - TIRES/BATTERIES Batteries 1,530 2,000 2,000 2,050 2,050 2,110 2,110 Tires - Vehicles 6,630 6,700 6,700 8,000 6,000 8,240 6,240 Tires - Off Road Tires 4,080 4,100 4,100 5,000 5,000 5,150 5,150 Total 12,240 12,800 12,800 15,050 13,050 15,500 13,500 6229 GENERAL SUPPLIES 3/8" Granite Chips for Pothole Patching 2,785 2,869 2,869 2,940 2,940 3,030 3,030 Bituminous Hot Mix 6,180 5,365 5,365 5,625 5,625 5,790 5,790 Bituminous Cold Mix 1,070 1,102 1,100 1,130 1,130 1,160 1,160 1" Crushed Limestone 1,995 2,055 2,055 2,100 2,100 2,160 2,160 1-1/2" Crushed Rock 1,640 1,689 1,689 1,730 1,730 1,780 1,780 Sod/ Black Dirt (Sidewalk Repairs)5,255 4,413 4,413 4,550 4,550 4,690 4,690 Trees for Ring Route Replacement 7,355 6,576 6,576 7,500 7,500 7,730 7,730 Hardware & Supplies 3,860 2,976 2,976 3,075 3,075 3,170 3,170 Hydroseed Mulch 1,640 1,689 1,689 1,725 1,725 1,780 1,780 Mulch and Landscape Supplies - Cedar 1,605 1,653 1,653 1,690 1,690 1,740 1,740 Concrete Sealer - Ring Route & Cedar 13,300 13,699 13,699 14,045 7,045 14,470 7,470 Asphalt Emulsifier 6,680 5,880 5,880 7,050 7,050 7,260 7,260 181 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 31: STREET MAINTENANCE - 1600 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6229 GENERAL SUPPLIES Safety Equipment (+Chainsaw Boots)2,200 2,266 2,266 4,820 4,820 2,390 2,390 Tank storage units (w/Fleet/Wat/Sew/Parks)300 - Grass Seed 705 726 726 745 745 770 770 Total 56,270 52,958 52,956 59,025 51,725 57,920 50,920 6235 CONSULTANT SERVICES Safety (Safety Glasses, hepatitis,1,400 1,600 1,600 1,640 1,640 1,690 1,690 respirator, hearing & drug testing) Total 1,400 1,600 1,600 1,640 1,640 1,690 1,690 6237 TELEPHONE/PAGERS Mobile Phones 1,870 2,400 2,400 2,450 2,450 2,520 2,520 Mobile Air Cards 1,925 1,925 5,300 5,300 6,450 6,450 Total 1,870 4,325 4,325 7,750 7,750 8,970 8,970 6239 PRINTING/PUBLISHING Work Orders, Advertising, Misc 55 55 55 55 55 60 60 Temp No Parking Signs (4th of July)355 355 355 420 420 430 430 DOT Safety Inspection Books 220 220 220 225 225 230 230 Total 630 630 630 700 700 720 720 6240 C. SERVICE/GARBAGE REMOVAL Landfill Dumping Fee (SET,rolloff dump,7,000 7,000 7,000 7,175 7,175 7,390 7,390 road kill, stump grindings - disposal)0 0 Leaves - disposal 2,200 2,200 2,200 2,255 2,255 2,320 2,320 Landfill Dumping Fee (street sweepings)12,000 - - - - 0 0 Total 21,200 9,200 9,200 9,430 9,430 9,710 9,710 6249 OTHER CONTRACTUAL SERVICES Curb,Gutter,Sidewalk Replace/Mud Jack 27,790 33,000 33,000 80,000 55,000 82,400 57,400 STS Crews 14,585 14,500 14,500 14,860 14,860 15,310 15,310 Ring Route Painting 57,170 57,000 57,000 58,425 58,425 60,180 60,180 Colored Concrete Sealing - Ring Route 17,145 12,000 12,000 12,300 12,300 12,670 12,670 Colored Concrete Sealing - Cedar Ave 11,260 12,000 12,000 12,300 12,300 12,670 12,670 Cedar Avenue Irrigation System Maint 3,510 7,000 6,000 7,175 7,175 7,390 7,390 RR Misc. (Masonry, Trees, Sidewalks)5,000 5,000 5,000 5,125 5,125 5,280 5,280 Repair & Resurface Pathways 49,290 29,000 29,000 30,000 30,000 30,900 30,900 Blvd Weed Spraying 5,475 5,500 5,500 5,640 5,640 5,810 5,810 Cartegraph Conversion to On-line 7,000 - - - - 0 0 800 mHz Radios 300 300 310 310 Tree trimming, removal, stump grinding 20,000 20,000 75,000 50,000 77,250 52,250 Total 198,225 195,000 194,000 301,125 251,125 310,170 260,170 6255 UTILITIES - ELECTRIC Galaxie Sprinklers 400 525 525 410 410 420 420 Cedar Avenue 100 105 105 100 100 100 100 Gallavant Sprinklers 500 220 220 340 340 350 350 Total 1,000 850 850 850 850 870 870 6257 UTILITIES -WATER/SEWER Gallavant/Galaxie Sprinklers 410 410 300 300 300 330 330 Cedar Avenue 2,490 1,290 1,200 1,250 1,250 1,300 1,300 Total 2,900 1,700 1,500 1,550 1,550 1,630 1,630 6265 REPAIRS - EQUIPMENT Heavy Equipment 12,510 12,005 10,500 10,600 10,600 10,920 10,920 2-Way Radios, Pagers 540 556 550 970 970 1,000 1,000 Paint/Repair Truck frame/box 2,270 2,338 2,340 2,395 2,395 2,500 2,500 3 Bucket Truck Annual Inspections 1,700 1,751 1,750 1,795 1,765 1,850 1,850 Handsfree Communication Implementation - 200 1,000 - 1,030 0 Total 17,020 16,650 15,340 16,760 15,730 17,300 16,270 6275 SCHOOLS/CONF/EXP - LOCAL MN APWA / T2 / Snow Plow Seminar 630 630 630 645 645 660 660 Supervisor Training 315 315 315 325 325 340 340 Misc. LTAP, etc Seminars/Classes - 2,500 2,500 2,580 2,580 Total 945 945 945 3,470 3,470 3,580 3,580 6277 MILEAGE/AUTO ALLOWANCE Car Allowance 3,600 3,600 1,800 - - 0 0 Total 3,600 3,600 1,800 - - 0 0 6280 DUES & SUBSCRIPTIONS Superintendent Assoc. & Subscription 420 420 420 430 430 440 440 APWA Dues 430 430 440 440 Cartegraph On-line Licenses 5,000 5,000 5,000 5,125 5,125 5,280 5,280 Total 5,420 5,420 5,420 5,985 5,985 6,160 6,160 6281 UNIFORM/CLOTHING ALLOWANCE Uniforms & Boots (16 x $500)9,500 9,500 9,500 10,240 10,240 10,550 10,550 Total 9,500 9,500 9,500 10,240 10,240 10,550 10,550 182 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 31: STREET MAINTENANCE - 1600 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6310 RENTAL EXPENSE Screener Bucket Attachment 3,675 500 500 515 515 530 530 Total 3,675 500 500 515 515 530 530 6399 OTHER CHARGES Street Waste Hauling License 100 - - - 0 0 Total 100 - - - - 0 0 6730 CAPITAL OUTLAY - VEHICLES Replace Single Axle 314 Plow $217,000 Equip fund Replace Tandem Axle 344 Plow, $231,000 Equip fund Replace 3/4 Ton Pickup 316, $35,000 Equip fund Replace Forklift 328, $31,000 Equip fund Replace Tandem Dump 319 - $230,600 VERF Replace 3/4 Ton Pickup 360 - $42,000 VERF VERF Replace F550 Chip Dump 361 - $75,000 VERF VERF Total - - - - - 0 0 6740 CAPITAL OUTLAY - OTHER ITEMS Replace Air Compressor 302 - $18,500 VERF 2004 JCB 520 Loadall 333 - $73,600 VERF 90,000 Snow Pushers 18,000 - Add Blacktop Roller - $17,000 17,000 - - 17,000 17,000 Replace Vermeer Chipper 309 - $80,000 VERF VERF Upgrade AccuBrine Machine in Muni Bldg in Muni Bldg Replace Scissor Lift (split w/Fleet, Wat, San)6,000 - Replace Skid Steer Trailer 6,000 6,000 Add Crash Attenuator 15,000 15,000 Total 18,000 17,000 90,000 6,000 - 38,000 38,000 6745 VEHICLE REPLACEMENT VERF - Vehicle Repl. Charges 185,000 185,000 185,000 194,370 194,370 340,400 VEHICLE- Fleet Addition- Supervisor/Superintendent Pick Up 35,000 35,000 Total 185,000 185,000 185,000 229,370 229,370 0 340,400 Total Net of Personnel 670,570 660,168 724,097 827,065 745,995 647,322 918,730 TOTAL EXPENSES 2,095,385$ 2,182,533$ 2,249,982$ 2,501,190$ 2,345,120$ 2,473,200 2,705,860 183 Notes: 184 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 32 1660 & 1665 SNOW AND ICE REMOVAL Public Works DESCRIPTION OF ACTIVITY This subsection of the Public Works Streets Division provides for snow plowing and ice control along the public street system. The budget includes funds for overtime expenses when plowing is conducted after hours or weekends. Road salt and ice control materials are also funded through this business unit. The City purchases road salt materials through the cooperative purchasing program administered by the State of Minnesota. SERVICE CATEGORIES The Public Works Street Maintenance Division provides the following winter road maintenance services for the City of Apple Valley. 1. Snow Plowing Services Conduct snow plowing response to winter storms for 424 lane miles of the City public street system in the most efficient process possible with available resources Provide trained operators to simultaneously deploy equipment within 14 plow districts within the City for winter storm events Maintain plowing vehicle fleet consisting of 2 tandem axel trucks, 10 single axel plow trucks, two large loaders, two midsized loaders, two tractors, seven pick-up trucks with plows, and four versatile tractors. 2. Snow Removal and Hauling Services Remove excess snow accumulations at intersections to maintain safe sightlines for vehicle traffic Remove excess snow storage from City facilities and along collector roadways to the extent feasible with available resources Maintain snow loading equipment and use contract truck hauling to transport excess snow material 3. Ice Control Services Maintain adequate road salt inventories to provide deicing of public roadways Conduct advanced deicing strategies, including ground speed sensing of salt spreaders, pre-wetting brine injection on all salt trucks, and on-site mixing of specialized brine solutions for road salt wetting liquids 185 Provide anti-icing treatment along selected roadways to preempt ice formation and reduce overall salt usage MAJOR OBJECTIVES FOR 2020 In addition to recurring annual duties, the Public Works Department continues development of the anti-icing program. An anti-icing program involves pretreatment of streets prior to major snow and ice storm events to proactively inhibit the bonding of ice onto the surface of streets. Anti-icing activities result in an overall reduction in the total salt usage, which translates into cost savings for the City and reduced impacts to the environment. During the winter of 2016/2017, staff implemented a mobile management operation to accurately monitor and record de-icing material application and increase plowing operation efficiency. MAJOR OBJECTIVES FOR 2021 In 2021, staff will continue to provide cost effective snow and ice control for the City. Staff will build on the expected positive results of the anti-icing program began in the previous years. This program involves the pretreatment of streets prior to major snow and ice storm events to proactively inhibit the bonding of ice onto the surface of streets. Anti-icing activities result in an overall reduction in the total salt usage, which translates into cost savings for the City and reduced impacts to the environment. If positive results are observed, additional use of all liquid solutions will be expanded to other routes. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Lane Miles Maintained 424 424 429 429 429 429 Number of Snow/Ice Events per Year 40 32 40 48 40 40 Tons of Salt Material Used 2,300 2550 3,000 3,000 3,000 3,000 186 Summary Budget Department 32 Snow & Ice Removal (Overtime) 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 109,346 53,337 178,159 120,000 120,000 124,000 132,000 Emp. Benefits 19,960 10,200 32,981 27,455 32,480 27,855 30,140 Supplies 173,611 181,835 202,557 207,765 230,323 256,240 243,330 Contractual Serv.3,208 5,812 21,755 13,850 15,124 20,384 20,995 Training/Travel/Dues 1,760 1,629 1,919 1,960 1,913 1,845 1,900 Total Exp 307,883 252,813 437,371 371,030 399,840 430,324 428,365 Net addition to (use of) general revenues (307,883) (252,813) (437,371) (371,030) (399,840) (430,324) (428,365) 2020 Capital Outlay: See VERF 2021 Capital Outlay: See VERF 187 City of Apple Valley Department Expense Summary Budget Years (2020-2021) SNOW & ICE REMOVAL Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 0 0 263 484 6112 - SALARY-SEASONAL TEMP 0 31 6113 - OVERTIME-REGULAR EMPLOYEES 109,346 53,337 177,649 120,000 161,296 124,000 124,000 132,000 132,000 6122 - COMP REQUEST 0 0 -857 0 6124 - OVERTIME-SEASONAL TEMP 1,104 551 6105 - SALARIES AND WAGES 109,346 53,337 178,159 120,000 162,362 124,000 124,000 132,000 132,000 6138 - MEDICARE 1,541 762 2,501 2,105 2,299 1,800 1,800 1,920 1,920 6139 - FICA 6,589 3,260 10,691 7,960 9,831 7,690 7,690 8,190 8,190 6141 - PENSIONS-PERA 8,201 4,000 13,278 10,875 12,133 9,300 9,300 9,900 9,900 6142 - WORKERS COMPENSATION 3,629 2,177 6,511 11,540 5,359 9,065 9,065 10,130 10,130 6125 - EMPLOYEE BENEFITS 19,960 10,200 32,981 32,480 29,622 27,855 27,855 30,140 30,140 6100 - TOTAL PERSONNEL SERVICES 129,305 63,537 211,140 152,480 191,984 151,855 151,855 162,140 162,140 6211 - SMALL TOOLS & EQUIPMENT 162 0 217 0 6215 - EQUIPMENT-PARTS 28,257 19,161 24,117 24,823 8,838 45,265 45,265 26,020 26,020 6229 - GENERAL SUPPLIES 145,192 162,674 178,224 205,500 122,333 210,975 210,975 217,310 217,310 6205 - SUPPLIES 173,611 181,835 202,557 230,323 131,170 256,240 256,240 243,330 243,330 6249 - OTHER CONTRACTUAL SERVICES 3,208 5,812 21,755 15,124 3,431 20,384 20,384 20,995 20,995 6230 - CONTRACTUAL SERVICES 3,208 5,812 21,755 15,124 3,431 20,384 20,384 20,995 20,995 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 1,720 1,600 1,840 1,813 0 1,845 1,845 1,900 1,900 6277 - MILEAGE/AUTO ALLOWANCE 40 29 80 100 24 0 0 6270 - TRNG/TRAVL/DUES/UNIF 1,760 1,629 1,920 1,913 24 1,845 1,845 1,900 1,900 6200 - TOTAL OPERATING COSTS 178,578 189,276 226,233 247,360 134,625 278,469 278,469 266,225 266,225 6333 - GENERAL-CASH DISCOUNTS 0 0 -1 0 6301 - OTHER EXPENDITURES 0 0 -1 0 6300 - TOTAL OTHER EXPENDITURES 0 0 -1 0 6701 - TOTAL CAPITAL OUTLAY 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 307,883 252,813 437,371 399,840 326,609 430,324 430,324 428,365 428,365 188 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 32: SNOW & ICE REMOVAL - 1660 & 1665 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 6113 Overtime - Regular 120,000 120,000 200,000 124,000 124,000 132,000 132,000 6138 Medicare 1,740 2,105 3,000 1,800 1,800 1,920 1,920 6139 FICA 7,440 7,960 11,000 7,690 7,690 8,190 8,190 6141 Pension - PERA 9,000 10,875 13,000 9,300 9,300 9,900 9,900 6142 Work Comp Ins 9,275 11,540 11,540 9,065 9,065 10,130 10,130 6144 Long-Term Disability Insurance Position Changes (Attach Form) Total 147,455 152,480 238,540 151,855 151,855 162,140 162,140 6215 EQUIPMENT - PARTS Tire Chains 2,000 2,060 2,060 2,100 2,100 2,160 2,160 Plow Cutting Edges 21,000 21,630 21,630 21,525 21,525 22,170 22,170 Backup Alarms/Light Bars 1,100 1,133 1,133 1,640 1,640 1,690 1,690 Additive Tank 3,000 - - - - Precise Mobile Management ( VDT Units)(17)15,000 15,000 - - Precise Mobile Management ( GPS ) (4)5,000 5,000 - - Total 27,100 24,823 24,823 45,265 45,265 26,020 26,020 6229 GENERAL SUPPLIES Salt, Ice Control 113,790 100,500 100,500 103,000 103,000 106,090 106,090 less offsetting revenue from salt sale to ISD 196 (12,000) (14,000) (18,000) (14,000) (14,000) -14,420 -14,420 Clear Lane 71,750 109,000 109,000 111,725 111,725 115,080 115,080 Anti-Icing Additives 7,125 10,000 10,000 10,250 10,250 10,560 10,560 Total 180,665 205,500 201,500 210,975 210,975 217,310 217,310 6249 OTHER CONTRACTUAL SERVICES Contract Snow Removal Equip 1,050 1,082 - 1,025 1,025 1,060 1,060 Plow Damage Sod Repairs 3,050 4,000 3,500 4,100 4,100 4,220 4,220 Trucking 4,350 4,480 - 4,459 4,459 4,590 4,590 Precise Mobile Air Time (GPS) Annual Fee 2,000 2,060 2,060 4,500 4,500 4,635 4,635 Precise Mobile Air Time (GPS)3,400 3,502 3,502 6,300 6,300 6,490 6,490 Total 13,850 15,124 9,062 20,384 20,384 20,995 20,995 6275 SCHOOL/CONF/EXP - LOCAL Snow Removal School-DCTC 1,760 1,813 1,600 1,845 1,845 1,900 1,900 Total 1,760 1,813 1,600 1,845 1,845 1,900 1,900 6277 MILEAGE Snow & Ice Monitoring 200 100 - - - 0 0 Total 200 100 - - - 0 0 Total Net of Personnel 223,575 247,360 236,985 278,469 278,469 266,225 266,225 TOTAL EXPENSES 371,030$ 399,840$ 475,525$ 430,324$ 430,324$ 428,365 428,365 189 Notes: 190 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 33 1680 TRAFFIC SIGNS/ SIGNALS/ MARKERS Public Works DESCRIPTION OF ACTIVITY This subsection of the Public Works Street Maintenance Division provides for the maintenance of all signs, pavement markings and traffic signals located within the City street right-of-way. SERVICE CATEGORIES Maintenance for the City’s traffic signs along public roadways, traffic control signal systems and pavement markings include the following services provided by Public Works Department staff using city-owned equipment, contractual services from private companies and inter-agency resources through joint powers agreements. 1. Traffic Sign Maintenance Services Supply and maintain approximately 5,800 traffic control and street name signs throughout the City using public works staff and equipment Inventory and monitor sign conditions using sign management software Perform routine sign replacement to maintain Federal and State retroreflectivity standards for traffic signs in accordance with adopted City policy Replace damaged signs and knock-downs 2. Traffic Signal System Maintenance Services Provide maintenance for 12 city-owned traffic control signal systems through a Joint Powers Agreement with Dakota County, including signal programing, relamping, and minor electrical repairs Contract for major electrical and equipment repair work for city-owned traffic control signal systems through a standing service contract with a private contractor Respond to signal damage incidents and address questions regarding the operation of city-owned traffic control signal systems 3. Pavement Marking Maintenance Services Inventory and monitor the condition of pavement markings on public streets in accordance with pending Federal and State standards Provide for the repainting of all pavement markings annually to maintain compliance with standards 191 MAJOR OBJECTIVES FOR 2020 In addition to recurring annual duties, the Public Works Department continues to develop the street sign management program to achieve compliance with new Federal mandates for sign retro-reflectivity requirements. Retro-reflectivity is a term that refers to the amount of light reflected from vehicle headlights back toward the vehicle and the driver's eyes, making the signs appear brighter and easier to see at night. Road authorities must establish and implement a sign assessment or management method that will maintain minimum levels of sign retro-reflectivity. Currently, in conjunction with the annual street improvement program, all signs within the annual project areas are evaluated and upgraded to comply with the retro-reflectivity standard. Additionally, staff will continue to locate via GPS all newly installed signs. This data is then used within both our GIS and Asset Management programs. MAJOR OBJECTIVES FOR 2021 In addition to recurring annual duties, staff plans to expand the use of Cartegraph, the asset management system, for field use. This will include utilizing Cartegraph for all in- field work tasks related to signs. Examples include: sign replacements, sign knock- downs and new sign installations. Of course, staff will continue to locate via GPS all newly installed signs. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Proposed Proposed Proposed Item 2016 2017 2018 2019 2020 2021 Number of Street Signs 5880 6348 6380 6390 6400 6400 Number of Signs Replaced 354 402 520 520 520 520 Markings Repainted (ft) 453,245 706,240 700,000 700,000 700,000 700,000 STAFFING Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Technical Specialist Existing position transferred from Streets Division 1600 1 1 1 1 1 1 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None 192 Summary Budget Department 33 - Traffic Signs/Signals/Markers 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Proposed Proposed Proposed Proposed Expenditures: Salaries & Wages 66,089 67,467 68,298 64,715 66,965 70,020 72,090 Emp. Benefits 13,930 14,964 15,302 14,990 15,665 15,915 16,670 Supplies 31,809 33,401 35,992 39,850 39,425 41,315 40,150 Contractual Serv.71,216 90,171 84,924 101,000 97,000 93,570 95,510 Repairs & Maint.(520) 651 203 785 1,000 1,025 1,060 Training/Travel/Dues - - 3,221 4,000 4,000 4,100 4,220 Other Exp.171 95 (9) - - - - Capital outlay - - 15,844 20,000 - - - Total Exp 182,697 206,749 223,774 245,340 224,055 225,945 229,700 Net addition to (use of) general revenues (182,697) (206,749) (223,774) (245,340) (224,055) (225,945) (229,700) Capital Outlay 2020: None Capital Outlay 2021: None 193 City of Apple Valley Department Expense Summary Budget Years (2020-2021) TRAFFIC SIGNS/SIGNALS/MARKERS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 65,174 65,352 66,428 65,065 23,973 68,030 68,030 70,040 70,040 6112 - SALARY-SEASONAL TEMP 916 1,982 1,756 50 6113 - OVERTIME-REGULAR EMPLOYEES 0 132 113 0 6123 - SALARY-OTHER 1,900 1,990 1,990 2,050 2,050 6105 - SALARIES AND WAGES 66,089 67,467 68,298 66,965 24,023 70,020 70,020 72,090 72,090 6138 - MEDICARE 924 964 958 970 344 1,015 1,015 1,050 1,050 6139 - FICA 3,950 4,123 4,095 4,155 1,470 4,340 4,340 4,470 4,470 6141 - PENSIONS-PERA 4,888 4,912 4,991 5,025 1,798 5,250 5,250 5,410 5,410 6142 - WORKERS COMPENSATION 4,169 4,965 5,258 5,330 1,793 5,120 5,120 5,540 5,540 6144 - LONG-TERM DISABILITY INSURANCE 185 190 190 200 200 6145 - MEDICAL INSURANCE 0 0 0 6125 - EMPLOYEE BENEFITS 13,930 14,964 15,302 15,665 5,405 15,915 15,915 16,670 16,670 6100 - TOTAL PERSONNEL SERVICES 80,020 82,431 83,599 82,630 29,428 85,935 85,935 88,760 88,760 6211 - SMALL TOOLS & EQUIPMENT 1,605 1,531 1,453 2,310 430 4,110 4,110 3,670 1,820 6212 - MOTOR FUELS/OILS 2,614 496 1,873 2,600 972 2,165 2,165 2,230 2,230 6215 - EQUIPMENT-PARTS 594 1,782 1,582 1,775 1,136 1,820 1,820 1,880 1,880 6229 - GENERAL SUPPLIES 26,996 29,591 31,084 32,740 6,032 33,220 33,220 34,220 34,220 6205 - SUPPLIES 31,809 33,401 35,992 39,425 8,571 41,315 41,315 42,000 40,150 6239 - PRINTING 0 0 0 0 0 0 0 6249 - OTHER CONTRACTUAL SERVICES 71,216 90,171 84,924 97,000 52,395 97,785 93,570 100,710 95,510 6230 - CONTRACTUAL SERVICES 71,216 90,171 84,924 97,000 52,395 97,785 93,570 100,710 95,510 6265 - REPAIRS-EQUIPMENT 0 1,095 355 1,000 454 1,025 1,025 1,060 1,060 6269 - REPAIRS-OTHER -520 -444 -152 0 6260 - REPAIRS AND MAINTENA -520 651 203 1,000 454 1,025 1,025 1,060 1,060 6280 - DUES & SUBSCRIPTIONS 3,221 4,000 4,000 4,100 4,100 4,220 4,220 6270 - TRNG/TRAVL/DUES/UNIF 3,221 4,000 4,000 4,100 4,100 4,220 4,220 6200 - TOTAL OPERATING COSTS 102,506 124,223 124,339 141,425 65,420 144,225 140,010 147,990 140,940 6310 - RENTAL EXPENSE 171 97 0 0 0 6333 - GENERAL-CASH DISCOUNTS 0 -2 -9 0 6301 - OTHER EXPENDITURES 171 95 -9 0 0 6300 - TOTAL OTHER EXPENDITURES 171 95 -9 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 15,844 0 0 9,000 0 6701 - TOTAL CAPITAL OUTLAY 0 0 15,844 0 0 9,000 0 6700 - TOTAL CAPITAL OUTLAY 0 0 15,844 0 0 9,000 0 182,697 206,749 223,774 224,055 94,848 239,160 225,945 236,750 229,700 194 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 33: TRAFFIC SIGNS/SIGNALS/MARKERS - 1680 Public Works Department COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 63,010 65,065 65,065 68,030 68,030 70,040 70,040 6123 Salaries - Other 1,705 1,900 1,900 1,990 1,990 2,050 2,050 6138 Medicare 940 970 970 1,015 1,015 1,050 1,050 6139 FICA 4,015 4,155 4,155 4,340 4,340 4,470 4,470 6141 Pension - PERA 4,855 5,025 5,025 5,250 5,250 5,410 5,410 6142 Worker's Compensation 5,000 5,330 5,330 5,120 5,120 5,540 5,540 6144 Long-Term Disability Insurance 180 185 185 190 190 200 200 6145 Hospital & Life Insurance Total 79,705 82,630 82,630 85,935 85,935 88,760 88,760 6211 SMALL TOOLS Sign Post Puller 1,800 1,800 1,850 0 Post pounder 2,000 2,000 0 0 Replace Power Tool on Sign Truck 2,100 1,500 1,500 1,500 1,500 Hammer Drill 500 500 0 0 General Tools for Sign Install - Replace 310 310 310 310 310 320 320 Total 2,410 2,310 2,310 4,110 4,110 3,670 1,820 6212 MOTOR FUELS/OILS No lead Fuel - Unit 338 3,000 2,600 2,100 2,165 2,165 2,230 2,230 Total 3,000 2,600 2,100 2,165 2,165 2,230 2,230 6215 EQUIPMENT PARTS Vehicle Parts - Unit 338 400 425 425 435 435 450 450 Signal Parts, Circuit Bds, Loop Detectors 1,300 1,350 1,350 1,385 1,385 1,430 1,430 Total 1,700 1,775 1,775 1,820 1,820 1,880 1,880 6229 GENERAL SUPPLIES Crosswalk Striping Paint 2,680 1,680 1,680 3,000 3,000 3,090 3,090 Street Name Plate Replacement 9,650 7,650 7,000 7,200 7,200 7,420 7,420 Post - Traffic Signs 8,580 6,580 6,580 6,000 6,000 6,180 6,180 Bracket & Misc Hardware 1,610 1,000 1,600 1,700 1,700 1,750 1,750 Traffic Control Signs 8,580 6,580 4,580 7,000 7,000 7,210 7,210 Project Signs, Brackets, Posts Replace 9,650 7,650 7,000 6,300 6,300 6,490 6,490 Replace Counter Batteries (Resume '15)1,290 900 - 1,300 1,300 1,340 1,340 Traffic Cones and Temp Traffic Control 700 700 700 720 720 740 740 Reduce to trend (10,000) 0 0 Total 42,740 32,740 29,140 33,220 33,220 34,220 34,220 6249 OTHER CONTRACTUAL SERVICES Street Striping - JPA 68,000 64,600 62,000 66,215 62,000 68,200 63,000 Signal Maint - Dakota Co Agreement 20,000 20,000 20,000 20,500 20,500 21,110 21,110 Semaphore Painting (2 per year)5,400 10,800 6,500 11,070 11,070 11,400 11,400 Traffic Signal Rehab & Repairs - - - 0 0 Cartegraph Maintenance Fee 1,600 1,600 1,600 - - 0 0 Cartegraph Conversion to On-line 6,000 - - 0 0 Total 101,000 97,000 90,100 97,785 93,570 100,710 95,510 6265 REPAIRS - EQUIPMENT Traffic Counters 785 1,000 1,000 1,025 1,025 1,060 1,060 Total 785 1,000 1,000 1,025 1,025 1,060 1,060 6280 DUES & SUBSCRIPTIONS Cartegraph On-line Licenses 4,000 4,000 4,000 4,100 4,100 4,220 4,220 Total 4,000 4,000 4,000 4,100 4,100 4,220 4,220 6740 CAPITAL OUTLAY - OTHER ITEMS GPS Unit 9,000 - Permanent Feedback Sign 20,000 - 3,000 - - - - Total 20,000 - 3,000 9,000 - 0 0 Total Net of Personnel 175,635 141,425 133,425 153,225 140,010 147,990 140,940 TOTAL EXPENSES 255,340 224,055 216,055 239,160 225,945 236,750 229,700 195 Notes: 196 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 37 1700 Park/Recreation Administration DESCRIPTION OF ACTIVITY Expenses related to most full-time Parks & Recreation staff members, along with expenses that are accounted as administrative. MAJOR OBJECTIVES FOR 2020/2021 1. Maintain a high level of administrative services to enable Park Maintenance, Arenas, Golf Course, and Recreation divisions to meet the ever-changing needs and expectations of residents by achieving comprehensive parks and recreation activities, open space, and a trail system that will promote positive growth of individuals and community. 2. Develop, promote, collaborate and deliver leisure programs and facilities that target the leisure service needs of the Apple Valley community. The course of the leisure services offerings are in direct response to and align with our community interests. 3. Evaluate need for future Park Bond Referendum. IMPACT MEASURES / PERFORMANCE INDICATORS Actual 2016 Actual 2017 Actual 2018 Projected 2019 Projected 2020 Projected 2021 Support Community Celebrations: • Freedom Days • Mid-Winter Fest • Arts Foundation Music in the Park • Winter Concert Series at Valleywood Support Parks and Recreation Advisory Committee: • Number of public meetings: 6 6 6 6 6 6 Support of local Civic Organizations: • Valley Athletic Association • Eastview Athletic Association • Apple Valley Hockey Association • Eastview Hockey Association • Boy Scouts / Girl Scouts • Rotary Club • Chamber of Commerce 197 Regular Status Personnel Schedule –FTE’s Actual Actual Actual Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Parks and Recreation Director 1 1 1 1 1 1 Recreation Superintendent 1 0 0 0 0 0 Recreation Manager 0 1 1 1 1 1 Recreation Supervisor II 3.0 3.0 3.0 3.0 3.0 3.0 Administrative Coordinator 1 1 1 1 1 1 Department Specialist 1 1 1 1 1 1 Custodian .70 .70 .70 .70 .70 .70 Temporary Status Personnel Schedule –(# hours) Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal 1560 1560 1560 1560 1560 1560 Summary Budget Department 37 - Park/Recreation Administration 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 549,862 602,527 622,122 621,510 651,515 677,620 698,885 Emp. Benefits 160,689 172,041 178,506 186,320 186,595 191,225 200,520 Supplies 2,267 2,020 2,747 3,600 3,600 2,900 2,400 Contractual Serv.71,332 57,521 52,922 63,000 77,000 70,000 74,000 Repairs & Maint.4,519 5,494 4,905 3,000 5,000 5,000 5,000 Training/Travel/Dues 13,674 12,798 14,419 15,650 15,650 14,650 14,650 Other Exp.67,123 68,109 68,980 62,800 62,800 64,300 64,300 Capital outlay - - - - - - Misc - - - - - - Total Exp 869,466 920,510 944,602 955,880 1,002,160 1,025,695 1,059,755 Net addition (use) of general revenues (869,466) (920,510) (944,602) (955,880) (1,002,160) (1,025,695) (1,059,755) 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTLAY None 198 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PARK/RECREATION ADMINISTRATION Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 475,217 526,641 545,737 552,540 268,561 576,420 576,420 593,700 593,700 6111 - SALARY PART-TIME 71,660 73,305 73,195 76,810 36,972 80,225 80,225 83,560 83,560 6112 - SALARY-SEASONAL TEMP 143 0 164 0 257 6113 - OVERTIME-REGULAR EMPLOYEES 1,462 1,141 1,525 1,100 622 1,200 1,200 1,200 1,200 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 61 0 6121 - INSURANCE CASH BENEFIT 1,380 1,440 1,440 720 6123 - SALARY-OTHER 21,065 19,775 19,775 20,425 20,425 6105 - SALARIES AND WAGES 549,861 602,527 622,122 651,515 307,133 677,620 677,620 698,885 698,885 6138 - MEDICARE 7,707 8,595 8,838 9,450 4,336 9,825 9,825 10,135 10,135 6139 - FICA 32,953 36,752 37,790 39,615 18,539 41,040 41,040 42,080 42,080 6141 - PENSIONS-PERA 41,023 44,597 46,539 48,865 22,981 50,820 50,820 52,415 52,415 6142 - WORKERS COMPENSATION 3,678 4,226 4,580 4,980 2,443 5,575 5,575 6,080 6,080 6143 - UNEMPLOYMENT COMPENSATION 0 0 6144 - LONG-TERM DISABILITY INSURANCE 1,292 1,057 1,093 1,570 502 1,630 1,630 1,680 1,680 6145 - MEDICAL INSURANCE 67,123 78,343 85,513 90,715 35,516 90,935 90,935 96,730 96,730 6146 - DENTAL INSURANCE 4,730 6,324 6,499 0 3,047 6147 - LIFE INSURANCE-BASIC 34 36 36 0 17 6148 - LIFE INSURANCE-SUPP/DEPEND 2,149 1,148 495 0 232 6170 - EMPLOYEE PAID PREMIUMS -9,036 -12,878 -8,600 -3,515 -8,600 -8,600 -8,600 -8,600 6125 - EMPLOYEE BENEFITS 160,689 172,041 178,506 186,595 84,099 191,225 191,225 200,520 200,520 6100 - TOTAL PERSONNEL SERVICES 710,551 774,568 800,628 838,110 391,232 868,845 868,845 899,405 899,405 6210 - OFFICE SUPPLIES 1,439 1,646 2,532 2,300 785 2,300 2,300 1,800 1,800 6211 - SMALL TOOLS & EQUIPMENT 100 0 0 100 0 100 50 100 50 6215 - EQUIPMENT-PARTS 0 0 25 200 0 200 50 200 50 6229 - GENERAL SUPPLIES 728 373 191 1,000 0 1,000 500 1,000 500 6205 - SUPPLIES 2,267 2,020 2,747 3,600 785 3,600 2,900 3,100 2,400 6235 - CONSULTANT SERVICES 11,423 0 5,166 19,000 1,459 10,000 10,000 10,000 10,000 6237 - TELEPHONE/PAGERS 2,605 3,363 7,564 2,500 3,498 2,500 2,500 8,000 8,000 6238 - POSTAGE/UPS/FEDEX 16,998 14,007 10,778 14,000 3,971 14,000 14,000 15,000 15,000 6239 - PRINTING 39,836 38,675 29,414 41,000 10,051 43,000 43,000 40,500 40,500 6249 - OTHER CONTRACTUAL SERVICES 470 1,476 0 500 0 500 500 500 500 6230 - CONTRACTUAL SERVICES 71,332 57,521 52,922 77,000 18,980 70,000 70,000 74,000 74,000 6265 - REPAIRS-EQUIPMENT 4,519 5,494 4,905 5,000 2,421 5,000 5,000 5,000 5,000 6260 - REPAIRS AND MAINTENA 4,519 5,494 4,905 5,000 2,421 5,000 5,000 5,000 5,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 2,012 401 320 3,000 128 3,000 3,000 3,000 3,000 6276 - SCHOOLS/CONFERENCES/EXP OTHER 1,298 5,433 4,835 2,000 0 2,000 2,000 2,000 2,000 6277 - MILEAGE/AUTO ALLOWANCE 4,272 4,149 4,434 6,000 1,741 6,000 5,000 6,000 5,000 6278 - SUBSISTENCE ALLOWANCE 200 350 50 250 0 250 250 250 250 6280 - DUES & SUBSCRIPTIONS 5,892 2,465 4,204 3,700 1,765 3,700 3,700 3,700 3,700 6281 - UNIFORM/CLOTHING ALLOWANCE 0 0 577 700 80 700 700 700 700 6270 - TRNG/TRAVL/DUES/UNIF 13,674 12,798 14,419 15,650 3,714 15,650 14,650 15,650 14,650 6200 - TOTAL OPERATING COSTS 91,792 77,833 74,994 101,250 25,900 94,250 92,550 97,750 96,050 6310 - RENTAL EXPENSE 5,495 6,095 4,058 6,300 2,435 6,300 6,300 6,300 6,300 6333 - GENERAL-CASH DISCOUNTS -16 -15 -7 0 6351 - VISA/BANK CHARGES 0 57 394 0 0 6355 - ONLINE REGISTRATION FEES 26,125 22,872 24,535 21,000 12,152 22,500 22,500 22,500 22,500 6399 - OTHER CHARGES 35,519 39,100 40,000 35,500 32,015 35,500 35,500 35,500 35,500 199 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PARK/RECREATION ADMINISTRATION Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6301 - OTHER EXPENDITURES 67,123 68,108 68,980 62,800 46,603 64,300 64,300 64,300 64,300 6300 - TOTAL OTHER EXPENDITURES 67,123 68,108 68,980 62,800 46,603 64,300 64,300 64,300 64,300 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6701 - TOTAL CAPITAL OUTLAY 0 6700 - TOTAL CAPITAL OUTLAY 0 869,466 920,510 944,602 1,002,160 463,735 1,027,395 1,025,695 1,061,455 1,059,755 200 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 37: PARK/RECREATION ADMINISTRATION - 1700 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 525,780 552,540 576,300 576,420 576,420 593,700 593,700 6111 Salary-Parttime 73,555 76,810 80,000 80,225 80,225 83,560 83,560 6113 Overtime - Reg 1,060 1,100 1,200 1,200 1,200 1,200 1,200 6123 Salaries - Other 21,115 21,065 19,790 19,775 19,775 20,425 20,425 6138 Medicare 9,015 9,450 9,820 9,825 9,825 10,135 10,135 6139 FICA 38,180 39,615 40,740 41,040 41,040 42,080 42,080 6141 Pension - PERA 46,615 48,865 50,795 50,820 50,820 52,415 52,415 6142 Work Comp Ins 4,610 4,980 5,355 5,575 5,575 6,080 6,080 6144 Long-term Disability Insurance 1,500 1,570 1,630 1,630 1,630 1,680 1,680 6145 Hospital & Life Insurance 86,400 90,715 96,840 90,935 90,935 96,730 96,730 6170 Employee Paid Premiums (8,600) (8,600) (8,600) (8,600) (8,600) (8,600) Position Changes Total 807,830 838,110 873,870 868,845 868,845 899,405 899,405 6210 OFFICE SUPPLIES Miscellaneous 2,300 2,300 2,300 2,300 2,300 1,800 1,800 Total 2,300 2,300 2,300 2,300 2,300 1,800 1,800 6211 SMALL TOOLS & EQUIPMENT Miscellaneous 100 100 100 100 50 100 50 Total 100 100 100 100 50 100 50 6215 EQUIPMENT - PARTS Miscellaneous 200 200 200 200 50 200 50 Total 200 200 200 200 50 200 50 6229 GENERAL SUPPLIES Youth Athletic Association 500 500 500 500 500 500 500 Administration 500 500 500 500 500 500 500 Reduce to Trend - - - - (500) - (500) Total 1,000 1,000 1,000 1,000 500 1,000 500 6235 CONSULTANT SERVICES Technical Asst. Park Develop-General 6,000 6,000 6,000 10,000 10,000 10,000 10,000 Technical Asst. Park Develop-Turf - - Park Bond Research Firm - Survey 13,000 13,000 Total 6,000 19,000 19,000 10,000 10,000 10,000 10,000 6237 TELEPHONE Miscellaneous 2,500 2,500 2,500 2,500 2,500 Stipend-Mobile Communication 8,000 8,000 Total 2,500 2,500 2,500 2,500 2,500 8,000 8,000 6238 POSTAGE/UPS/FEDEX Mail Brochures 14,000 14,000 14,000 14,000 14,000 15,000 15,000 Total 14,000 14,000 14,000 14,000 14,000 15,000 15,000 6239 PRINTING/PUBLISHING Regular/Annual Publications 40,000 35,000 35,000 35,000 35,000 32,500 32,500 Bond Referendum Promotion / Info 6,000 6,000 Facility Advertising / Rental Promotion 8,000 8,000 8,000 8,000 Total 40,000 41,000 41,000 43,000 43,000 40,500 40,500 6249 OTHER CONTRACTUAL SERVICES Disabled Program - Interpreters, Aids 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6265 REPAIRS - EQUIPMENT Multi-Use Copier Mntc Agreement 3,000 5,000 5,000 5,000 5,000 5,000 5,000 Total 3,000 5,000 5,000 5,000 5,000 5,000 5,000 6275 SCHOOL/CONF/EXP - LOCAL 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Total 3,000 3,000 3,000 3,000 3,000 3,000 3,000 6276 SCHOOL/CONF/EXP - OTHER Park & Rec Conf. - Director 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Total 2,000 2,000 2,000 2,000 2,000 2,000 2,000 6277 MILEAGE ALLOWANCE Staff mileage 6,000 6,000 6,000 6,000 5,000 6,000 5,000 Total 6,000 6,000 6,000 6,000 5,000 6,000 5,000 6278 SUBSISTANCE ALLOWANCE 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6280 DUES & SUBSCRIPTIONS MRPA, NRPA 3,700 3,700 3,700 3,700 3,700 3,700 3,700 Total 3,700 3,700 3,700 3,700 3,700 3,700 3,700 6281 UNIFORMS/CLOTHING ALLOWANCE 700 700 700 700 700 700 700 Total 700 700 700 700 700 700 700 201 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 37: PARK/RECREATION ADMINISTRATION - 1700 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6310 RENTAL EXPENSE Multi-Use Copier 6,300 6,300 6,300 6,300 6,300 6,300 6,300 Total 6,300 6,300 6,300 6,300 6,300 6,300 6,300 6355 ON-LINE REGISTRATION FEES 21,000 21,000 21,000 22,500 22,500 22,500 22,500 Total 21,000 21,000 21,000 22,500 22,500 22,500 22,500 6399 OTHER CHARGES Volunteer Program 500 500 500 500 500 500 500 4th of July Fireworks 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Portion of fireworks to come from Lodging Tax admin (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) 4th of July Parade 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Portion of Parade to come from Lodging Tax admin (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) - Total 35,500 35,500 35,500 35,500 35,500 35,500 35,500 6351 BANK CHARGE FEES VISA/Bank charges - Total - - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS Registration Software Upgrade - Total - - - - - - - Total Net of Personnel 148,050 164,050 164,050 158,550 156,850 162,050 160,350 TOTAL EXPENSES 955,880$ 1,002,160$ 1,037,920$ 1,027,395$ 1,025,695$ 1,061,455$ 1,059,755$ 202 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 38 1710 Park Maintenance DESCRIPTION OF ACTIVITY Maintain the integrity of over 680 acres of park infrastructure. Including 105 athletic fields, 2 aquatic facilities, 54 playgrounds, 20 basketball and tennis courts, 26 park buildings, 6 pickleball courts, 80 miles of plowable paths, 32 parking lots, 19 outdoor ice rinks, 1 disc golf course, and a skate park. Keeping the park system safe and enjoyable for the user. Objectives for 2020/2021 • Overlay pathway system at Cobblestone • Install LED lighting on the JCRPE ball field complex • Replace backstops at Valley Middle • Upgrade filter baskets at the Aquatic Center • Reroof the JCRPW multi-purpose building, formerly known as the Teen Center • Replace dock at Lac Lavon • Upgrade play structures in the park system through use of a potential bond referendum 203 IMPACT MEASURES / PERFORMANCE INDICATORS Actuals Actual Projected Projected Projected Item 2017 2018 2019 2020 2021 Parkland Acres 680 680 680 685 685 Add’l Cobblestone & Kelley Acres 5 Athletic Field Maintenance Athletic Fields 105 105 105 105 105 Park Grounds Maintenance Managed Turf 398 acres/wk 398 acres/wk 398 acres/wk 398 acres/wk 398 acres/wk Planting Beds Maintained 39 39 39 41 41 Irrigation Systems 7 7 7 7 7 Ice Rink Maintenance Outdoor Sheets of Pleasure Rink Ice 9 9 9 9 9 Outdoor Hockey Rinks 10 10 10 10 10 Park Shelter/Building Maintenance Park Shelters/Buildings 24 26 26 26 26 Playground Structure Maintenance Playgrounds 54 54 54 54 54 Certified Playground Inspectors 2 2 2 3 3 Sidewalk,Pathway, Lot Maintenance Internal Park Paths 19 Miles 19 Miles 20 Miles 20 Miles 20 Miles Pathway and Sidewalk Plowing 75 Miles 75 Miles 79 Miles 79 Miles 79 Miles Parking Lots Maintained 31 31 32 32 32 Outdoor Court & Game Area Maintenance Pickleball Courts 6 6 6 6 6 Tennis Courts 20 20 20 20 20 Basketball Courts 20 20 20 20 20 Volleyball Courts 17 17 17 17 17 Disc Golf Course 1 1 1 1 1 Outdoor Skate Park 1 1 1 1 1 Archery Range 1 1 1 1 1 Swimming Pool Maintenance Redwood Pool 1 1 1 1 1 Family Aquatic Center 1 1 1 1 1 Certified Pool Operators 3 3 3 4 4 Regular Status Personnel Schedule – FTE’s Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Park Maintenance Superintendent 1 1 1 1 1 1 Park Foreman 3 3 3 3 3 3 Tech Specialist 5 5 5 5 5 5 Park Maintenance I/II 7 7 8 8 8 8 Temporary Status Personnel Schedule- (# Hours Part Time ) Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal Staff 15,499 14,428 16,592 14,500 14,500 14,500 204 COMPARATIVE BUDGET EXPENDITURES The following table is the expenses that have been captured over the past three years related to the service categories. Service categories 2016 Actual % of total Dept 2017 Actual % of total Dept 2018 Actual % of total Dept 1710 Park Management 899,728 31.1% 1,009,691 36.0% 865,221 31.5% 1715 /1780 Athletic Fields 543,509 18.8% 493,297 17.0% 470,558 17.0% 1720/1770/1760 Park Grounds 640,088 22.1% 642,262 23.0% 791,471 28.8% 1725 Ice Rinks 84,084 2.9% 76,047 2.0% 63,852 2.3% 1730 Park Shelter/Buildings 146,975 5.1% 149,364 5.0% 180,167 6.6% 1735 Playground Structures 78,446 2.7% 173,157 6.0% 17,006 0.6% 1740 Sidewalk,Pathway, Lot Maint/Plowing 52,371 1.8% 34,005 1.0% 69,329 2.5% 1745 Court/Game Areas 5,655 0.2% 12,833 0.4% 5,181 0.2% 1750 Swimming Pools 59,816 2.1% 84,798 3.0% 81,157 3.0% 1755 Recreation Support 9,058 0.3% 4,942 0.1% 5,834 0.2% 1765 Equipment 180,249 6.2% 197,728 7.0% 231,237 8.4% 1770 General Maintenance 18,175 0.6% 32,296 1.0% 30,742 1.1% 1771 Vandalism Repair 1,354 0.0% 1,485 0.0% 2,394 0.1% 1775 Training 11,338 0.4% 21,827 0.6% 23,588 0.9% 1785 Other Dept. Support 321 0.0% 108 0.0% 1,141 0.0% Total Park Maint Department 2,895,661 100.0% 2,933,840 100.0% 2,841,959 100.0% 205 Summary Budget Department 38 - Park Maintenance 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Expenditures: Salaries & Wages 1,241,820 1,248,914 1,251,958 1,297,585 1,318,860 1,378,660 1,449,440 Emp. Benefits 432,838 436,938 439,520 484,410 466,455 488,030 520,055 Supplies 271,444 266,669 280,195 301,600 294,100 290,300 285,600 Contractual Serv.163,102 183,512 190,815 180,500 181,500 198,000 206,000 Utilities 231,600 195,171 239,080 205,500 225,700 228,700 231,200 Repairs & Maint.93,639 117,672 62,802 128,000 162,500 113,000 78,000 Training/Travel/Dues/Uniforms 10,695 13,508 14,788 15,100 18,300 16,300 16,300 Other Exp.55,733 59,351 66,905 57,550 61,000 62,000 64,000 Capital outlay 212,122 227,289 262,052 41,500 40,000 - VERF 231,000 236,780 236,700 270,620 Total Exp 2,712,993 2,749,024 2,808,116 2,942,745 3,005,195 3,011,690 3,121,215 Net addition (use) of general revenues (2,712,993) (2,749,024) (2,808,116) (2,942,745) (3,005,195) (3,011,690) (3,121,215) 2020 Capital Outlay Funded in General Fund Budget Funded Object #6269 – Repairs Overlay Cobblestone Paths 9,000 2021 Capital Outlay Funded in General Fund Budget Funded Object #6269 – Repairs Toro Sand Pro 28,000 Asphalt Trails & Courts 55,000 28,000 55,000 Building related capital outlay requests are to be included in Muni Building Fund Vehicle Capital Outlay for vehicles now included in the VERF Fund 206 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PARK MAINTENANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 1,025,014 1,048,462 1,019,110 1,068,740 470,966 1,143,860 1,123,860 1,197,030 1,177,030 6112 - SALARY-SEASONAL TEMP 188,929 177,862 207,086 175,000 66,216 180,000 175,000 185,000 185,000 6113 - OVERTIME-REGULAR EMPLOYEES 61,924 51,128 56,585 52,000 45,491 53,000 53,000 55,000 55,000 6121 - INSURANCE CASH BENEFIT 3,600 4,680 4,320 2,160 6122 - COMP REQUEST -37,660 -33,661 -35,317 -10,000 -19,087 -10,000 -10,000 -10,000 -10,000 6123 - SALARY-OTHER 33,120 36,800 36,800 42,410 42,410 6124 - OVERTIME-SEASONAL TEMP 13 443 175 0 6105 - SALARIES AND WAGES 1,241,820 1,248,914 1,251,958 1,318,860 565,746 1,403,660 1,378,660 1,469,440 1,449,440 6138 - MEDICARE 16,947 17,412 17,362 19,125 7,810 20,500 20,500 21,450 21,450 6139 - FICA 72,462 74,450 74,238 78,880 33,395 84,725 84,725 88,500 88,500 6141 - PENSIONS-PERA 82,334 81,311 78,680 85,790 37,163 92,525 92,525 97,085 97,085 6142 - WORKERS COMPENSATION 35,642 49,442 52,004 57,170 23,285 62,625 62,625 68,815 68,815 6143 - UNEMPLOYMENT COMPENSATION 271 6144 - LONG-TERM DISABILITY INSURANCE 2,753 2,090 2,106 3,030 990 3,885 3,885 4,070 4,070 6145 - MEDICAL INSURANCE 201,239 220,612 237,514 254,160 102,367 255,470 255,470 271,835 271,835 6146 - DENTAL INSURANCE 18,308 19,918 19,487 9,391 6147 - LIFE INSURANCE-BASIC 99 99 98 48 6148 - LIFE INSURANCE-SUPP/DEPEND 3,054 5,003 5,423 2,965 6170 - EMPLOYEE PAID PREMIUMS -33,399 -47,394 -31,700 -13,302 -31,700 -31,700 -31,700 -31,700 6125 - EMPLOYEE BENEFITS 432,838 436,938 439,520 466,455 204,384 488,030 488,030 520,055 520,055 6100 - TOTAL PERSONNEL SERVICES 1,674,657 1,685,852 1,691,478 1,785,315 770,129 1,891,690 1,866,690 1,989,495 1,969,495 6210 - OFFICE SUPPLIES 475 328 739 100 155 100 100 100 100 6211 - SMALL TOOLS & EQUIPMENT 13,997 16,580 9,639 10,000 8,231 10,000 10,000 10,000 10,000 6212 - MOTOR FUELS/OILS 50,456 46,608 57,312 65,000 23,851 68,000 68,000 73,000 68,000 6213 - FERTILIZER 46,859 30,581 34,326 45,000 10,924 45,000 40,000 40,000 35,000 6214 - CHEMICALS 3,584 3,273 2,249 4,000 2,034 4,000 3,500 4,000 3,500 6215 - EQUIPMENT-PARTS 41,416 43,311 43,097 44,000 17,663 44,000 44,000 44,000 44,000 6216 - VEHICLES-TIRES/BATTERIES 9,267 7,161 6,817 9,000 6,968 9,000 8,000 9,000 8,000 6229 - GENERAL SUPPLIES 105,389 118,828 126,017 117,000 46,275 117,000 116,700 117,000 117,000 6205 - SUPPLIES 271,444 266,669 280,195 294,100 116,101 297,100 290,300 297,100 285,600 6235 - CONSULTANT SERVICES 1,038 686 1,017 0 439 6237 - TELEPHONE/PAGERS 10,751 10,353 10,866 11,000 5,514 11,000 11,000 11,000 11,000 6239 - PRINTING 0 167 135 0 6240 - CLEANING SERVICE/GARBAGE 21,598 24,625 26,007 23,000 6,009 23,000 23,000 25,000 25,000 6249 - OTHER CONTRACTUAL SERVICES 129,714 147,682 152,789 147,500 39,138 164,000 164,000 170,000 170,000 6230 - CONTRACTUAL SERVICES 163,102 183,512 190,815 181,500 51,100 198,000 198,000 206,000 206,000 6255 - UTILITIES-ELECTRIC 103,896 108,196 110,367 100,000 35,980 103,000 103,000 105,000 105,000 6256 - UTILITIES-NATURAL GAS 3,919 5,054 6,318 5,700 4,854 5,700 5,700 6,200 6,200 6257 - UTILITIES-PROPANE/WATER/SEWER 123,786 81,920 122,395 120,000 1,028 120,000 120,000 120,000 120,000 6250 - UTILITIES 231,600 195,171 239,080 225,700 41,862 228,700 228,700 231,200 231,200 6265 - REPAIRS-EQUIPMENT 12,574 7,678 9,665 15,000 2,409 15,000 13,000 15,000 13,000 6266 - REPAIRS-BUILDING 4,908 18,649 5,996 12,000 1,135 12,000 10,000 12,000 10,000 6269 - REPAIRS-OTHER 76,157 91,345 47,141 135,500 350 90,000 90,000 80,000 55,000 6260 - REPAIRS AND MAINTENA 93,639 117,672 62,802 162,500 3,894 117,000 113,000 107,000 78,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 596 1,859 2,570 3,000 610 3,000 2,000 3,000 2,000 6276 - SCHOOLS/CONFERENCES/EXP OTHER 0 24 320 1,700 0 1,700 1,700 1,700 1,700 6277 - MILEAGE/AUTO ALLOWANCE 0 0 162 0 0 6280 - DUES & SUBSCRIPTIONS 360 467 360 600 241 600 600 600 600 207 City of Apple Valley Department Expense Summary Budget Years (2020-2021) PARK MAINTENANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6281 - UNIFORM/CLOTHING ALLOWANCE 9,739 11,158 11,376 13,000 6,548 13,000 12,000 13,000 12,000 6270 - TRNG/TRAVL/DUES/UNIF 10,695 13,508 14,788 18,300 7,399 18,300 16,300 18,300 16,300 6200 - TOTAL OPERATING COSTS 770,480 776,531 787,681 882,100 220,356 859,100 846,300 859,600 817,100 6310 - RENTAL EXPENSE 55,888 59,179 66,986 61,000 39,289 62,000 62,000 64,000 64,000 6333 - GENERAL-CASH DISCOUNTS -315 -108 -180 -106 6399 - OTHER CHARGES 160 280 100 0 6301 - OTHER EXPENDITURES 55,733 59,351 66,905 61,000 39,182 62,000 62,000 64,000 64,000 6300 - TOTAL OTHER EXPENDITURES 55,733 59,351 66,905 61,000 39,182 62,000 62,000 64,000 64,000 6601 - TOTAL DEPRECIATION 0 0 0 0 6600 - TOTAL DEPRECIATION 0 0 0 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 55 14,339 13,723 40,000 10,872 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 4,312 0 9,329 0 0 0 0 6745 - VERF CHARGES 207,755 212,950 239,000 236,780 118,390 236,700 236,700 270,620 270,620 6701 - TOTAL CAPITAL OUTLAY 212,122 227,289 262,052 276,780 129,262 236,700 236,700 270,620 270,620 6700 - TOTAL CAPITAL OUTLAY 212,122 227,289 262,052 276,780 129,262 236,700 236,700 270,620 270,620 2,712,993 2,749,024 2,808,116 3,005,195 1,158,930 3,049,490 3,011,690 3,183,715 3,121,215 208 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 38: PARK MAINTENANCE - 1710 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 1,053,800 1,068,740 1,068,740 1,143,860 1,123,860 1,197,030 1,177,030 6112 Salary-Seasonal Temp 170,000 175,000 175,000 180,000 180,000 185,000 185,000 6113 Overtime - Reg 51,000 52,000 52,000 53,000 53,000 55,000 55,000 6122 Comp-Requested (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) 6123 Salaries - Other 32,785 33,120 33,120 36,800 36,800 42,410 42,410 6138 Medicare 18,960 19,125 19,125 20,500 20,500 21,450 21,450 6139 FICA 78,415 78,880 78,880 84,725 84,725 88,500 88,500 6141 Pension - PERA 85,320 85,790 85,790 92,525 92,525 97,085 97,085 6142 Work Comp Ins 55,425 57,170 57,170 62,625 62,625 68,815 68,815 6144 Long-term Disability Insurance 2,990 3,030 3,030 3,885 3,885 4,070 4,070 6145 Medical Insurance 243,300 254,160 254,160 255,470 255,470 271,835 271,835 6170 Employee Paid Premiums (31,700) (31,700) (31,700) (31,700) (31,700) (31,700) Total 1,781,995 1,785,315 1,785,315 1,891,690 1,871,690 1,989,495 1,969,495 6210 OFFICE SUPPLIES General 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6211 SMALL TOOL & EQUIPMENT Tools & Misc Equip 11,500 10,000 10,000 10,000 10,000 10,000 10,000 Total 11,500 10,000 10,000 10,000 10,000 10,000 10,000 6212 MOTOR FUELS/OILS 57,000 65,000 65,000 68,000 63,000 73,000 68,000 Total 57,000 65,000 65,000 68,000 63,000 73,000 68,000 6213 FERTILIZER 51,000 45,000 45,000 45,000 40,000 40,000 35,000 Total 51,000 45,000 45,000 45,000 40,000 40,000 35,000 6214 CHEMICALS 5,000 4,000 4,000 4,000 3,500 4,000 3,500 Total 5,000 4,000 4,000 4,000 3,500 4,000 3,500 6215 EQUIPMENT - PARTS Vehicle and Equipment Parts 36,000 36,000 36,000 36,000 36,000 36,000 36,000 Play Equipment Parts 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Irrigation Parts 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Total 44,000 44,000 44,000 44,000 44,000 44,000 44,000 6216 EQUIPMENT - TIRES/BATTERIES Miscellaneous 10,000 9,000 9,000 9,000 8,000 9,000 8,000 Total 10,000 9,000 9,000 9,000 8,000 9,000 8,000 6229 GENERAL SUPPLIES - ATHLETIC FIELDS/COURTS Athletic field paint 23,000 23,000 23,000 23,000 23,000 23,000 23,000 Athletic field chalk 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Diamond Dry, Turface, Etc.2,500 2,500 2,500 2,500 2,500 2,500 2,500 Bases, plates, rubbers 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Aglime 8,000 8,000 8,000 8,000 8,000 8,000 8,000 Mound clay 500 500 500 500 500 500 500 Fence Repair Material 500 500 500 500 500 500 500 Volleyball, Soccer, Tennis Nets 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Archery Bales 1,000 1,000 1,000 1,000 1,000 1,000 1,000 XTRA TURF FOR GOAL MOUTH REPAIR 3,500 3,500 3,500 3,500 3,500 3,500 3,500 Reduce to trend (1,000) (1,000) (300) Total 45,500 44,500 44,500 45,500 45,200 45,500 45,500 GENERAL SUPPLIES - LANDSCAPE Grass seed/seed mat 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Topsoil/compost 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Sod 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Landscape Block/Timbers 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Tree Trust and Scout Projects 10,000 10,000 10,000 9,000 9,000 9,000 9,000 Trees/shrubs, etc.12,000 12,000 12,000 10,000 10,000 10,000 10,000 Total 43,000 40,000 40,000 40,000 40,000 40,000 40,000 GENERAL SUPPLIES - PAINT Paint, Stain, Varnish 7,000 7,000 7,000 7,000 7,000 7,000 7,000 Rollers, Brushes, Drop Cloths 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Total 9,500 9,500 9,500 9,500 9,500 9,500 9,500 GENERAL SUPPLIES - BUILDINGS Lumber and Metal for Repair of Rinks, Buildings, Benches, Tables, etc.12,000 12,000 12,000 10,000 10,000 10,000 10,000 Total 12,000 10,000 10,000 10,000 10,000 10,000 10,000 GENERAL SUPPLIES - CLEANING Soap, Disinfectants, Brooms, Toilet Scrubbers, Mop Heads, Restroom Paper Products 9,000 9,000 9,000 7,000 7,000 7,000 7,000 Total 9,000 9,000 9,000 7,000 7,000 7,000 7,000 209 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 38: PARK MAINTENANCE - 1710 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND GENERAL SUPPLIES - SHOP Fasteners, Light Bulbs, Zip Ties, Garbage Bags, Rags, Tape, Sandpaper, Small Repair Parts, Hardware 4,000 4,000 4,000 5,000 5,000 5,000 5,000 Total 4,000 4,000 4,000 5,000 5,000 5,000 5,000 6229 TOTAL GENERAL SUPPLIES - All Business 123,000 117,000 117,000 117,000 116,700 117,000 117,000 6237 TELEPHONE Park buildings, foremen, superintendent 12,000 11,000 11,000 11,000 11,000 11,000 11,000 Total 12,000 11,000 11,000 11,000 11,000 11,000 11,000 6240 C. SERVICE/GARBAGE REMOVAL Buildings - Trash, yard dumpster, landfill fees, and yard waste 20,000 23,000 23,000 23,000 23,000 25,000 25,000 Total 20,000 23,000 23,000 23,000 23,000 25,000 25,000 6249 OTHER CONTRACTUAL SERVICES Sentence to Service Contract Cost 14,500 15,000 15,000 15,500 15,500 15,750 15,750 Contract Weed Spraying 24,000 26,000 26,000 28,000 28,000 28,500 28,500 Contract Mowing of smaller parks 51,500 55,000 55,000 65,000 65,000 70,000 70,000 Diseased Tree Removal 26,000 18,000 18,000 20,000 20,000 20,000 20,000 Tree Trust 3,500 3,500 3,500 3,500 3,500 3,500 3,500 Irrigation, Maintenance Service for Cobblestone Lake Park 27,000 28,000 28,000 30,000 30,000 30,250 30,250 Septic Pumping - Huntington Park 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Total 148,500 147,500 147,500 164,000 164,000 170,000 170,000 6255 UTILITIES - ELECTRIC Building, Athletic Field, Parking Lot, Fountain and Walkway Lights 100,000 100,000 100,000 103,000 103,000 105,000 105,000 Total 100,000 100,000 100,000 103,000 103,000 105,000 105,000 6256 UTILITIES - NATURAL GAS 5,500 5,700 5,700 5,700 5,700 Total 5,500 5,700 5,700 5,700 5,700 6,200 6,200 6257 UTILITIES - OTHER Water, Sewer 100,000 120,000 120,000 120,000 120,000 120,000 120,000 Add'l Service Cobblestone, Quarry Pt Total 100,000 120,000 120,000 120,000 120,000 120,000 120,000 6265 REPAIRS - EQUIPMENT Larger Outside Repairs 16,000 15,000 15,000 15,000 13,000 15,000 13,000 Total 16,000 15,000 15,000 15,000 13,000 15,000 13,000 6266 REPAIRS - BUILDINGS Outside Trade Contractors - Heating/Cooling, Electrical and other Contractual Repairs 12,000 12,000 12,000 12,000 10,000 12,000 10,000 Total 12,000 12,000 12,000 12,000 10,000 12,000 10,000 6269 REPAIRS - OTHER Cement replacements Kelley & JCRPE gazebos 13,500 13,500 Overlay Cobblestone Paths 90,000 90,000 Electric locks on restroom buildings (5)- - 20,000 - Irrigation back-up pump - JCRPW & Quarry Pt 5,000 - Backstop replacement Valley Middle 1,2,3 &4 60,000 60,000 Crack-fill and chip seal all JCRPW Lots 60,000 60,000 Upgrade Backstop - Quarry Point Park #4 25,000 - - Re-build Backstops on JCRPW 6 & 7 30,000 asphalt trails and basketball courts 45,000 55,000 55,000 Replace Sign @ JCRP W Teen Center 2,000 2,000 Total 100,000 135,500 135,500 90,000 90,000 80,000 55,000 6275 SCHOOL/CONF/EXP - LOCAL 2,500 3,000 3,000 3,000 2,000 3,000 2,000 Total 2,500 3,000 3,000 3,000 2,000 3,000 2,000 6276 SCHOOL/CONF/EXP - OTHER Park Conf. - Superintendent - 1,700 1,700 1,700 1,700 1,700 1,700 Sports Turf Managers National - - - Total - 1,700 1,700 1,700 1,700 1,700 1,700 6280 DUES & SUBSCRIPTIONS MPSA, MRPA, STMA, MNLA 600 600 600 600 600 600 600 Total 600 600 600 600 600 600 600 6281 UNIFORM/CLOTHING ALLOWANCE Uniform/Boots/Safety Equip (winter boots)12,000 13,000 13,000 13,000 12,000 13,000 12,000 Total 12,000 13,000 13,000 13,000 12,000 13,000 12,000 210 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 38: PARK MAINTENANCE - 1710 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6310 RENTAL EXPENSE Miscellaneous and Portable Commodes 18,350 19,000 19,000 19,000 19,000 19,000 19,000 Mower Leasing 39,200 42,000 42,000 43,000 43,000 45,000 45,000 Total 57,550 61,000 61,000 62,000 62,000 64,000 64,000 6735 CAPITAL OUTLAY - OTHER IMP Up-grade skate park equipment 5,000 Re-build Valley Middle Rink 13,000 Valley Middle School - School Share (6,500) Re-roof Teen Center Building - - Kelley Park power/landscape/rotory clock - - Lighting updates for JCRPE complex (LED)- - Construct JCRPW Pickleball Courts - - Remodel JCRPE Concessions 40,000 40,000 Total 11,500 40,000 40,000 - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS Replace #216 T Trailer (1989)8,000 Heavy duty turf roller for renovation work 6,000 Heavy duty 3pt tiller 7,000 Puppet Wagon Trailer 9,000 Single axel spreader Total 30,000 - - - - - - 6745 VEHICLE REPLACEMENT-VERF VERF-Vehicle Replacement Charges 231,000 236,780 236,780 236,700 236,700 242,620 242,620 Replace #251 Snowblower Replace #253 Liner 2015 Toro Workman HDX-D Utility Cart Replace #259 2010 Toro Workman FLEET ADDITIONS: Toro SandPro 28,000 28,000 Total 231,000 236,780 236,780 236,700 236,700 270,620 270,620 Total Net of Personnel 1,160,750 1,219,880 1,219,880 1,157,800 1,140,000 1,194,220 1,151,720 TOTAL EXPENSES 2,942,745 3,005,195 3,005,195 3,049,490 3,011,690 3,183,715 3,121,215 211 Notes: 212 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 39 1800 Recreation Programs DESCRIPTION OF ACTIVITY The recreation programs budget includes a number of general recreation programs, such as Summer Playground, Puppet Theatre, Outdoor Skating/Warminghouses, Redwood for Teens, Youth, Teen, Adult and Family Recreation Programs, etc. Provide fun, learning situations where parents and children learn and experience together. Some programs focus on adults and/or children as individuals, while other classes provide the opportunity to build close family/parent/child relationships while providing social interactions with folks with similar interests and goals. Recreation programs provide a service that contributes to the social, physical, educational, mental, emotional, cultural and general well-being of the community and its people. By providing these services the department strives to provide adequate physical facilities and program opportunities, which encourage people of the community to become more self-sustaining in their leisure. OBJECTIVES FOR 2020 and 2021 Continue to offer a variety of programs for all age segments in a cost-effective manner. Evaluate program offerings and introduce new activites/events. Evaluate warminghouse locations and hours. PERFORMANCE MEASURES/EFFECTIVENESS/EFFICIENCY: After Action Reports with attendance, revenue and expenditure figures are completed for each program offered, each season. Recommendations for each program are documented. The program is dropped if it is determined to be less successful. The program is continued if it is very successful, well attended or worthwhile to our mission, or if implemented changes can make it successful. 213 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Projected Projected Item 2016 2017 2018 2019 2020 2021 Playground Program Participants 3,045 2,451 2,924 3,100 3,200 3,300 Teen Center Attendance 4,440 2,158 1,470 1,200 1,200 1,000 Freedom Days Fun Run Participants (2 & 5 Milers) 430 415 554 550 575 600 Freedom Days Fun Run Participants (1/2 Milers) 111 124 147 140 140 150 Puppet Wagon Attendance 4,607 5,375 4,006 5,400 5,400 5,500 Summary Budget Department 39 - Recreation Programs 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: 4350 Summer Playground 12,736 8,117 10,796 17,300 17,300 17,300 17,500 4351 Pre School Programs 26,515 37,588 54,526 31,600 37,000 43,000 45,000 4352 Teen Programs - - - 5,000 - - 4358 Vending Commissions 2,454 1,842 1,694 3,300 2,800 2,800 3,000 5126 Rentals - Fields 50,426 51,921 80,345 48,400 61,600 61,600 70,000 5130 Rentals - JC Activity Ctr 374 1,011 1,284 1,000 - 5,000 7,000 5199 Rentals - Other 7,349 9,636 6,598 8,100 7,000 7,000 7,000 99,854 110,115 155,243 109,700 130,700 136,700 149,500 Expenditures: Salaries & Wages 122,595 115,939 100,618 130,980 108,100 106,000 108,000 Emp. Benefits 18,406 16,844 14,661 19,950 20,150 16,480 17,035 Supplies 10,843 10,133 9,579 12,125 10,900 10,400 10,400 Contractual Serv.17,496 18,905 13,760 9,875 9,875 16,300 16,600 Repairs & Maint.129 - 300 1,500 1,000 500 500 Training/Travel/Dues 1,493 1,355 1,347 1,750 1,870 1,720 1,720 Other Exp.5,548 3,609 3,411 10,800 11,500 7,700 7,700 VISA/MC Charges - - - - - - Items for resale 361 637 783 - - - - Capital outlay - - - - - - Total Exp 176,871 167,423 144,458 186,980 163,395 159,100 161,955 Net addition to (use of) general revenues (77,017) (57,308) 10,785 (77,280) (32,695) (22,400) (12,455) 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTLAY 214 City of Apple Valley Department Expense Summary Budget Years (2020-2021) RECREATION PROGRAMS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6111 - SALARY PART-TIME 54,340 36,172 0 57,000 0 0 0 6112 - SALARY-SEASONAL TEMP 68,255 79,710 100,615 49,000 34,115 106,000 106,000 108,000 108,000 6123 - SALARY-OTHER 2,100 0 0 6124 - OVERTIME-SEASONAL TEMP 0 57 3 0 6105 - SALARIES AND WAGES 122,595 115,939 100,618 108,100 34,115 106,000 106,000 108,000 108,000 6138 - MEDICARE 1,778 1,681 1,459 1,900 495 1,540 1,540 1,565 1,565 6139 - FICA 7,601 7,188 6,238 8,130 2,115 6,570 6,570 6,695 6,695 6141 - PENSIONS-PERA 5,084 3,331 2,766 4,435 518 3,675 3,675 3,750 3,750 6142 - WORKERS COMPENSATION 3,943 4,643 4,198 5,685 1,465 4,695 4,695 5,025 5,025 6143 - UNEMPLOYMENT COMPENSATION 35 6125 - EMPLOYEE BENEFITS 18,406 16,844 14,661 20,150 4,628 16,480 16,480 17,035 17,035 6100 - TOTAL PERSONNEL SERVICES 141,001 132,783 115,279 128,250 38,743 122,480 122,480 125,035 125,035 6210 - OFFICE SUPPLIES 229 0 68 300 0 300 300 300 300 6211 - SMALL TOOLS & EQUIPMENT 0 0 0 500 1,009 500 0 500 0 6215 - EQUIPMENT-PARTS 93 151 79 100 388 100 100 100 100 6216 - VEHICLES-TIRES/BATTERIES 173 0 0 6229 - GENERAL SUPPLIES 10,522 9,809 9,432 10,000 2,858 10,000 10,000 10,000 10,000 6205 - SUPPLIES 10,843 10,133 9,579 10,900 4,255 10,900 10,400 10,900 10,400 6237 - TELEPHONE/PAGERS 1,002 960 476 1,000 0 1,000 1,000 1,000 1,000 6239 - PRINTING 321 505 0 725 0 725 500 500 500 6240 - CLEANING SERVICE/GARBAGE 696 696 947 700 251 700 700 1,000 1,000 6249 - OTHER CONTRACTUAL SERVICES 15,476 16,744 12,337 7,450 3,298 14,100 14,100 14,100 14,100 6230 - CONTRACTUAL SERVICES 17,496 18,905 13,760 9,875 3,549 16,525 16,300 16,600 16,600 6265 - REPAIRS-EQUIPMENT 129 0 249 1,000 0 1,000 500 1,000 500 6266 - REPAIRS-BUILDING 0 0 51 0 0 6260 - REPAIRS AND MAINTENA 129 0 300 1,000 0 1,000 500 1,000 500 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 210 189 230 220 0 220 220 220 220 6277 - MILEAGE/AUTO ALLOWANCE 761 705 804 950 54 900 900 900 900 6280 - DUES & SUBSCRIPTIONS 0 0 0 0 0 6281 - UNIFORM/CLOTHING ALLOWANCE 522 462 312 700 326 700 600 700 600 6270 - TRNG/TRAVL/DUES/UNIF 1,493 1,355 1,347 1,870 379 1,820 1,720 1,820 1,720 6200 - TOTAL OPERATING COSTS 29,962 30,394 24,985 23,645 8,183 30,245 28,920 30,320 29,220 6310 - RENTAL EXPENSE 2,740 1,420 1,645 1,500 0 2,700 2,700 2,700 2,700 6333 - GENERAL-CASH DISCOUNTS -11 -21 -4 0 6399 - OTHER CHARGES 2,819 2,210 1,770 10,000 5 10,000 5,000 10,000 5,000 6301 - OTHER EXPENDITURES 5,548 3,609 3,411 11,500 5 12,700 7,700 12,700 7,700 6300 - TOTAL OTHER EXPENDITURES 5,548 3,609 3,411 11,500 5 12,700 7,700 12,700 7,700 6401 - EXPENDITURES 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 6540 - TAXABLE MISC FOR RESALE 361 637 783 0 415 6501 - TAXABLE/NON-TAXABLE MISC RESAL 361 637 783 0 415 6500 - TOTAL EXPENDITURES 361 637 783 0 415 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 0 0 6701 - TOTAL CAPITAL OUTLAY 0 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 0 215 City of Apple Valley Department Expense Summary Budget Years (2020-2021) RECREATION PROGRAMS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 176,871 167,423 144,458 163,395 47,345 165,425 159,100 168,055 161,955 216 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 39: RECREATION PROGRAMS - 1800 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6111 Salary-Parttime 57,350 57,000 57,000 6112 Salary-Seasonal Temp 72,000 49,000 49,000 106,000 106,000 108,000 108,000 6123 Salary-Other 1,630 2,100 2,100 6138 Medicare 1,900 1,900 1,900 1,540 1,540 1,565 1,565 6139 FICA 8,120 8,130 8,130 6,570 6,570 6,695 6,695 6141 Pension - PERA 4,425 4,435 4,435 3,675 3,675 3,750 3,750 6142 Work Comp 5,505 5,685 5,685 4,695 4,695 5,025 5,025 Position Changes Total 150,930 128,250 128,250 122,480 122,480 125,035 125,035 6210 OFFICE SUPPLIES 425 300 300 300 300 300 300 Total 425 300 300 300 300 300 300 6211 SMALL TOOLS & EQUIPMENT 775 500 500 500 - 500 - Total 775 500 500 500 - 500 - 6215 EQUIPMENT/PARTS 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6229 GENERAL SUPPLIES Programs - Puppet Wagon 725 1,000 1,000 1,000 1,000 1,000 1,000 Programs -Teen 2,200 1,500 1,500 1,000 1,000 1,000 1,000 Programs - Special Events 4,850 4,500 4,500 5,500 5,500 5,500 5,500 Programs - Summer Playground 2,450 2,000 2,000 2,000 2,000 2,000 2,000 Programs - Preschool Gym 600 1,000 1,000 500 500 500 500 Total 10,825 10,000 10,000 10,000 10,000 10,000 10,000 6237 TELEPHONE 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6239 PRINTING/PUBLISHING Flyers and Posters - Fun Run 725 725 725 725 500 500 500 Total 725 725 725 725 500 500 500 6240 GARBAGE/CLEANING SERVICES 700 700 700 700 700 1,000 1,000 Total 700 700 700 700 700 1,000 1,000 6249 OTHER CONTRACTUAL SERVICES Programs - Fun Run 1,550 1,550 1,550 1,500 1,500 1,500 1,500 Programs - Playground Bus 3,100 3,100 3,100 3,000 3,000 3,000 3,000 Programs - Other 800 800 800 Other 2,000 2,000 2,000 9,600 9,600 9,600 9,600 Total 7,450 7,450 7,450 14,100 14,100 14,100 14,100 6265 REPAIRS - EQUIPMENT Teen Center Equip 1,050 550 550 500 250 250 250 Puppet Wagon 450 450 450 500 250 750 250 Reduce to Trend - - - - - - - Total 1,500 1,000 1,000 1,000 500 1,000 500 6275 SCHOOL/CONF/EXP - LOCAL MRPA Summer Lead Workshop 200 220 220 220 220 220 220 Total 200 220 220 220 220 220 220 6277 MILEAGE ALLOWANCE Summer Playground Staff 850 950 950 900 900 900 900 Total 850 950 950 900 900 900 900 6281 UNIFORM/CLOTHING ALLOWANCE Staff Shirts - Summer Playground/Puppetee 400 600 600 600 500 600 500 Staff Shirts - Teens 300 100 100 100 100 100 100 Reduce to Trend - - - - - - - Total 700 700 700 700 600 700 600 6310 RENTAL EXPENSE Portable Toilets 2,600 1,500 1,500 2,700 2,700 2,700 2,700 Total 2,600 1,500 1,500 2,700 2,700 2,700 2,700 6399 OTHER CHARGES Outing Fees - ADA Interpreter/Aid 4,600 4,600 4,600 4,600 4,600 4,000 4,000 Outing Fees - Teens 600 5,600 5,600 5,000 5,000 3,000 3,000 Outing Fees - Summer Playground 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Trend Reduction - (3,200) (3,200) (2,600) (7,600) - (5,000) Total 8,200 10,000 10,000 10,000 5,000 10,000 5,000 Total Net of Personnel 36,050 35,145 35,145 42,945 36,620 43,020 36,920 TOTAL EXPENSES 186,980$ 163,395$ 163,395$ 165,425$ 159,100$ 168,055$ 161,955$ 217 Notes: 218 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 40 1930 Redwood Pool DESCRIPTION OF ACTIVITY The Redwood facility continues to be the heart of summer activity in the Southwest corner of Apple Valley. The Pool performs a vital service to this community, a fun safe place for kids to go each day. The Redwood Outdoor Pool is located in Redwood Park and is operated by the Parks and Recreation Department as a general fund recreational facility. It contains two pools, a leisure pool with depths running from three to twelve feet and features a diving board and a climbing wall. The smaller wading pool is appropriate for young children, with a water depth of 18 inches. The capacity of the facility is 300 people. Redwood Pool is also the primary teaching facility for the city’s American Red Cross “Learn to Swim” program, providing instruction to children and adults in swimming and water safety community wide. During weeknights, after swimming lessons, and during mornings and weekend nights, “exclusive use” rentals are offered to the public. These rentals have become very popular, especially on weekend nights. The concession operation serves a variety of snack foods, drinks and treats. MAJOR OBJECTIVES FOR 2020 Evaluate pool and building use to ensure they are being used efficiently and providing a good service to the community MAJOR OBJECTIVES FOR 2021 Evaluate pool and building use along with operating and capital expenses to ensure the facility is viable and remains an asset to the community. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Open Swim Attendance 7,245 6,161 4,756 5,500 5,500 5,500 Swim Lesson Registrations 312 254 310 320 330 350 Exclusive Use Pool Rentals 55 48 40 50 50 50 Exclusive Use Room Rentals 85 10 0 0 0 0 Regular Status Personnel Schedule –FTE’s Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Sr. Building Attendant .30 .30 .0 0 0 0 Custodian .25 .25 .25 .25 .25 .25 219 Temporary Status Personnel Schedule – (Hours by position Part Time) Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Pool Manager 1,096 1,170 935 1,170 1,100 1,200 WSI 2,185 448 652 448 650 650 Lifeguard 1,527 3,150 3,170 3,150 3,150 3,300 Pool/Concess. Attendant 324 600 197 600 300 400 Maintenance/Janitorial N/A 40 40 40 40 40 Summary Budget Department 40 - Redwood Pool 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Public Swimming 33,912 29,950 32,229 33,000 31,000 31,000 31,000 Swim Lessons 15,677 14,149 20,125 20,600 20,600 20,600 20,600 Concessions 7,273 5,870 5,179 8,000 8,000 8,000 8,000 Rentals 14,624 1,054 41 - - - - 71,486 51,023 57,574 61,600 59,600 59,600 59,600 Expenditures: Salaries & Wages 64,277 56,112 59,938 57,300 58,300 58,500 59,500 Emp. Benefits 7,359 6,529 7,032 6,795 6,970 7,065 7,325 Supplies 2,188 3,767 2,966 7,150 7,300 7,300 7,350 Contractual Serv.18,181 11,646 16,111 16,500 34,450 18,550 19,450 Utilities 3,999 5,152 4,180 4,500 4,500 4,500 4,500 Repairs & Maint.1,267 2,079 4,678 4,500 3,500 3,500 5,000 Training/Travel/Dues 2,834 2,777 3,295 2,925 3,350 3,350 3,550 Other Exp.110 571 101 300 300 300 300 VISA / MC Charges 795 1,128 1,233 700 800 800 1,200 Items for Resale 3,460 3,071 3,018 4,000 4,000 4,000 4,000 Capital Outlay - 7,877 7,253 - 50,000 5,000 - Total Exp 104,470 100,709 109,805 104,670 173,470 112,865 112,175 Net addition to (use of) general revenues (32,984) (49,686) (52,231) (43,070) (113,870) (53,265) (52,575) 2020 CAPITAL OUTLAY Diving Board Replacement $ 5,000 2021 CAPITAL OUTLAY None 220 City of Apple Valley Department Expense Summary Budget Years (2020-2021) REDWOOD POOL Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 35 0 0 0 6111 - SALARY PART-TIME 177 0 0 0 6112 - SALARY-SEASONAL TEMP 63,716 55,707 58,690 58,000 11,222 58,000 58,000 59,000 59,000 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 0 6124 - OVERTIME-SEASONAL TEMP 348 405 1,249 300 0 500 500 500 500 6105 - SALARIES AND WAGES 64,277 56,112 59,938 58,300 11,222 58,500 58,500 59,500 59,500 6138 - MEDICARE 932 814 869 845 163 845 845 865 865 6139 - FICA 3,985 3,479 3,716 3,615 696 3,625 3,625 3,690 3,690 6141 - PENSIONS-PERA 15 10 0 0 62 6142 - WORKERS COMPENSATION 2,427 2,227 2,447 2,510 599 2,595 2,595 2,770 2,770 6143 - UNEMPLOYMENT COMPENSATION 732 6125 - EMPLOYEE BENEFITS 7,359 6,529 7,032 6,970 2,253 7,065 7,065 7,325 7,325 6100 - TOTAL PERSONNEL SERVICES 71,636 62,641 66,971 65,270 13,475 65,565 65,565 66,825 66,825 6210 - OFFICE SUPPLIES 6 90 132 45 6211 - SMALL TOOLS & EQUIPMENT 0 44 105 800 0 800 800 850 850 6214 - CHEMICALS 0 0 0 100 194 100 100 100 100 6215 - EQUIPMENT-PARTS 252 54 342 1,400 188 1,400 1,400 1,400 1,400 6229 - GENERAL SUPPLIES 1,930 3,579 2,387 5,000 2,060 5,000 5,000 5,000 5,000 6205 - SUPPLIES 2,188 3,767 2,966 7,300 2,487 7,300 7,300 7,350 7,350 6235 - CONSULTANT SERVICES 176 16,000 0 0 0 6237 - TELEPHONE/PAGERS 942 1,106 1,003 950 440 950 950 1,200 1,200 6239 - PRINTING 231 244 350 350 0 350 350 350 350 6240 - CLEANING SERVICE/GARBAGE 850 525 0 450 0 550 550 600 600 6249 - OTHER CONTRACTUAL SERVICES 16,158 9,771 14,582 16,700 234 16,700 16,700 17,300 17,300 6230 - CONTRACTUAL SERVICES 18,181 11,646 16,111 34,450 674 18,550 18,550 19,450 19,450 6256 - UTILITIES-NATURAL GAS 3,999 5,152 4,180 4,500 1,838 4,500 4,500 4,500 4,500 6250 - UTILITIES 3,999 5,152 4,180 4,500 1,838 4,500 4,500 4,500 4,500 6265 - REPAIRS-EQUIPMENT 867 1,808 2,255 2,000 766 2,000 2,000 3,000 2,500 6266 - REPAIRS-BUILDING 0 271 2,423 1,500 275 1,500 1,500 3,000 2,500 6269 - REPAIRS-OTHER 400 0 0 0 6260 - REPAIRS AND MAINTENA 1,267 2,079 4,678 3,500 1,041 3,500 3,500 6,000 5,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 200 290 99 300 425 300 300 300 300 6277 - MILEAGE/AUTO ALLOWANCE 0 0 0 50 0 50 50 50 50 6280 - DUES & SUBSCRIPTIONS 1,821 1,495 1,566 2,000 680 2,000 2,000 2,000 2,000 6281 - UNIFORM/CLOTHING ALLOWANCE 813 992 1,630 1,000 1,080 1,000 1,000 1,200 1,200 6270 - TRNG/TRAVL/DUES/UNIF 2,834 2,777 3,295 3,350 2,185 3,350 3,350 3,550 3,550 6200 - TOTAL OPERATING COSTS 28,469 25,419 31,230 53,100 8,224 37,200 37,200 40,850 39,850 6310 - RENTAL EXPENSE 0 0 0 0 0 6333 - GENERAL-CASH DISCOUNTS 0 -1 -9 -2 6351 - VISA/BANK CHARGES 795 1,128 1,233 300 450 300 300 300 300 6399 - OTHER CHARGES 110 574 110 800 100 800 800 1,200 1,200 6301 - OTHER EXPENDITURES 905 1,701 1,334 1,100 549 1,100 1,100 1,500 1,500 6300 - TOTAL OTHER EXPENDITURES 905 1,701 1,334 1,100 549 1,100 1,100 1,500 1,500 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6540 - TAXABLE MISC FOR RESALE 3,460 3,071 3,018 4,000 958 4,000 4,000 4,000 4,000 221 City of Apple Valley Department Expense Summary Budget Years (2020-2021) REDWOOD POOL Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6501 - TAXABLE/NON-TAXABLE MISC RESAL 3,460 3,071 3,018 4,000 958 4,000 4,000 4,000 4,000 6500 - TOTAL EXPENDITURES 3,460 3,071 3,018 4,000 958 4,000 4,000 4,000 4,000 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 0 0 0 0 5,000 5,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 7,877 7,253 50,000 2,622 0 0 6701 - TOTAL CAPITAL OUTLAY 0 7,877 7,253 50,000 2,622 5,000 5,000 6700 - TOTAL CAPITAL OUTLAY 0 7,877 7,253 50,000 2,622 5,000 5,000 104,470 100,709 109,805 173,470 25,828 112,865 112,865 113,175 112,175 222 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 40: REDWOOD POOL - 1930 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6112 Salary-Seasonal Temp 57,000 58,000 58,000 58,000 58,000 59,000 59,000 6114 Overtime - Temp - - - 6124 Overtime - Seasonal Temp 300 300 300 500 500 500 500 6138 Medicare 830 845 845 845 845 865 865 6139 FICA 3,555 3,615 3,615 3,625 3,625 3,690 3,690 6142 Work Comp Ins 2,410 2,510 2,510 2,595 2,595 2,770 2,770 6145 Hospital & Life Insurance Total 64,095 65,270 65,270 65,565 65,565 66,825 66,825 6211 SMALL TOOL & EQUIPMENT Snack Bar Equipment 550 800 800 800 800 850 850 Total 550 800 800 800 800 850 850 6214 CHEMICALS Misc Chemicals 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6215 EQUIPMENT - PARTS Miscellaneous 1,400 1,400 1,400 1,400 1,400 1,400 1,400 Total 1,400 1,400 1,400 1,400 1,400 1,400 1,400 6229 GENERAL SUPPLIES Lifeguard Equipment 5,100 5,000 5,000 5,000 5,000 5,000 5,000 AEC - - - Total 5,100 5,000 5,000 5,000 5,000 5,000 5,000 6235 CONSULTANT SERVICES Technical Assistance - Redesign - 16,000 16,000 Total - 16,000 16,000 - - - - 6237 TELEPHONES 1,000 950 950 950 950 1,200 1,200 Total 1,000 950 950 950 950 1,200 1,200 6239 PRINTING/PUBLISHING Pool Passes, Flyers 350 350 350 350 350 350 350 Total 350 350 350 350 350 350 350 6240 CLEANING/GARBAGE SERVICE Miscellaneous 450 450 450 550 550 600 600 Total 450 450 450 550 550 600 600 6249 OTHER CONTRACTUAL SERVICES Water Management Program 13,500 13,825 13,825 15,500 15,500 16,000 16,000 When I Work Fees 200 1,875 1,875 200 200 300 300 WiFi 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 14,700 16,700 16,700 16,700 16,700 17,300 17,300 6256 UTILITIES - NATURAL GAS 4,500 4,500 4,500 4,500 4,500 4,500 4,500 Total 4,500 4,500 4,500 4,500 4,500 4,500 4,500 6265 REPAIRS - EQUIPMENT Pumps, Filters, Wiring and Lights 3,000 2,000 2,000 2,000 2,000 3,000 2,500 Total 3,000 2,000 2,000 2,000 2,000 3,000 2,500 6266 REPAIRS - BUILDING General Items 1,500 1,500 1,500 1,500 1,500 3,000 2,500 Total 1,500 1,500 1,500 1,500 1,500 3,000 2,500 6275 SCHOOL/CONF/EXP - LOCAL First Aid Training, Lifeguard Certif.300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6277 MILEAGE ALLOWANCE Mileage - Pool staff 75 50 50 50 50 50 50 Total 75 50 50 50 50 50 50 6280 DUES & SUBSCRIPTIONS Misc and Red Cross Fees 1,550 2,000 2,000 2,000 2,000 2,000 2,000 Total 1,550 2,000 2,000 2,000 2,000 2,000 2,000 6281 UNIFORM/CLOTHING ALLOWANCE Swim Suits & Attendant/Lifeguard Shirts 1,000 1,000 1,000 1,000 1,000 1,200 1,200 Redwood Bldg Attendants Total 1,000 1,000 1,000 1,000 1,000 1,200 1,200 6310 RENTAL EXPENSE As Needed - - - Total - - - - - - - 6399 OTHER CHARGES Miscellaneous 300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6351 VISA / MC CHARGES 700 800 800 800 800 1,200 1,200 Total 700 800 800 800 800 1,200 1,200 6540 TAXABLE MISC FOR RESALE Concession Operation Product 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Total 4,000 4,000 4,000 4,000 4,000 4,000 4,000 223 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 40: REDWOOD POOL - 1930 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6735 CAPITAL OUTLAY - OTHER IMPROV Redwood Building Improvements - - - Teen Center Improvements - - Diving Board Replacement - - - 5,000 5,000 Total - - - 5,000 5,000 - - 6740 CAPITAL OUTLAY - MACH/EQ/OTHER Boiler - - Fencing 40,000 40,000 Drain Cover Replacement - 10,000 10,000 Total - 50,000 50,000 - - - - Total Net of Personnel 40,575 108,200 108,200 47,300 47,300 46,350 45,350 TOTAL EXPENSES 104,670$ 173,470$ 173,470$ 112,865$ 112,865$ 113,175$ 112,175$ 224 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 41 1845 Recreation Self- Supported Programs DESCRIPTION OF ACTIVITY The self-supported programs are those that have greater revenue than expenses. Examples include Adult Athletic Leagues, Adult Open Gym Programs, Youth Camps, and Pre-School Programs. MAJOR OBJECTIVES FOR 2020 and 2021 Continue to evaluate trends in adult athletics and preschool classes to proactively promote recreational opportunities to help people of the community achieve fuller, happier, more harmonious and effective lives. Offer additional adult athletic leagues in current trend areas. Expand on popular camp offerings to have more week long programs for youth. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Indoor Open Volleyball Participants 7446 7454 6740 8300 8300 8000 Indoor Open Pickleball Participants 3810 3638 5135 4100 4300 5000 Adult Athletic Softball League Teams 164 164 148 145 140 138 Adult Athletic Basketball League Teams 23 14 14 16 16 16 Adult Athletic Volleyball League Teams 292 314 304 315 320 325 Adult Athletic Whiffleball League Teams 7 7 9 10 10 10 Adult Athletic Kickball League Teams 15 16 14 16 16 16 Temporary Status Personnel Schedule – (Hours by Position- Part Time) Actual Adopted Actual Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Recreation Attendant 150 150 150 150 150 150 Rec Program Instructor 325 325 351 385 385 385 Facility Supervisor 625 625 932 400 300 300 Volleyball Attendant 700 700 571 700 700 700 Preschool Instructor 845 845 716 845 845 845 Concession Attendant 575 575 621 650 650 650 Basketball Scorekeeper 170 170 64 150 150 150 Youth/Adult Program Instructor 1,146 1,047 1,100 655 655 655 225 Summary Budget Department 41 - Recreation Self-Supported Programs 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Rec User Fees 65,671 58,801 57,638 79,000 79,000 79,000 79,000 Rec League Entry fees 160,073 159,791 148,154 165,000 163,000 163,000 163,000 JCRP Concessions Sales 8,328 9,827 9,081 5,400 14,000 14,000 14,000 234,072 228,419 214,873 249,400 256,000 256,000 256,000 Expenditures: Salaries & Wages 64,757 53,007 46,941 58,620 58,250 50,000 51,000 Emp. Benefits 9,135 7,798 7,854 7,595 7,550 6,040 6,275 Supplies 36,655 27,463 30,803 38,090 34,650 32,350 32,350 Contractual Serv.86,813 91,707 98,882 80,700 86,500 94,500 100,400 Repairs & Maint.- - 491 300 - - - Training/Travel/Dues 976 1,625 857 1,870 1,970 1,945 1,770 Other Exp.4,101 6,479 6,059 8,250 7,400 7,400 7,300 Items for resale 3,875 2,978 4,866 5,500 4,500 4,500 4,500 Capital outlay - Total Exp 206,311 191,057 196,754 200,925 200,820 196,735 203,595 Net addition to (use of) general revenues 27,761 37,362 18,119 48,475 55,180 59,265 52,405 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTLAY None 226 City of Apple Valley Department Expense Summary Budget Years (2020-2021) RECREATION SELF-SUPPORTED PROG Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 0 150 0 0 0 6111 - SALARY PART-TIME 2,644 971 0 8,000 0 0 0 6112 - SALARY-SEASONAL TEMP 61,943 51,816 46,941 50,000 18,776 50,000 50,000 51,000 51,000 6113 - OVERTIME-REGULAR EMPLOYEES 169 0 0 0 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 0 0 0 0 0 6123 - SALARY-OTHER 250 0 0 6124 - OVERTIME-SEASONAL TEMP 0 70 0 0 6105 - SALARIES AND WAGES 64,757 53,007 46,941 58,250 18,776 50,000 50,000 51,000 51,000 6138 - MEDICARE 939 769 681 840 272 725 725 740 740 6139 - FICA 4,015 3,286 2,910 3,595 1,164 3,100 3,100 3,160 3,160 6141 - PENSIONS-PERA 2,343 1,625 2,297 600 752 0 0 6142 - WORKERS COMPENSATION 1,838 2,119 1,966 2,515 844 2,215 2,215 2,375 2,375 6125 - EMPLOYEE BENEFITS 9,135 7,798 7,854 7,550 3,032 6,040 6,040 6,275 6,275 6100 - TOTAL PERSONNEL SERVICES 73,892 60,806 54,795 65,800 21,808 56,040 56,040 57,275 57,275 6211 - SMALL TOOLS & EQUIPMENT 12 0 0 800 0 1,000 500 1,000 500 6215 - EQUIPMENT-PARTS 0 0 100 0 6229 - GENERAL SUPPLIES 36,643 27,463 30,703 33,850 14,836 33,850 31,850 33,850 31,850 6205 - SUPPLIES 36,655 27,463 30,803 34,650 14,836 34,850 32,350 34,850 32,350 6235 - CONSULTANT SERVICES 60,690 60,122 56,213 64,100 19,467 64,100 62,100 64,000 62,000 6239 - PRINTING 1,003 1,004 1,416 2,200 1,187 2,200 2,200 2,200 2,200 6240 - CLEANING SERVICE/GARBAGE 36 0 27 95 6249 - OTHER CONTRACTUAL SERVICES 25,083 30,582 41,227 20,200 22,602 30,200 30,200 36,200 36,200 6230 - CONTRACTUAL SERVICES 86,813 91,707 98,882 86,500 43,352 96,500 94,500 102,400 100,400 6265 - REPAIRS-EQUIPMENT 0 0 491 0 0 0 0 6260 - REPAIRS AND MAINTENA 0 0 491 0 0 0 0 6277 - MILEAGE/AUTO ALLOWANCE 671 610 97 600 0 600 600 500 500 6280 - DUES & SUBSCRIPTIONS 305 315 315 375 0 350 350 320 320 6281 - UNIFORM/CLOTHING ALLOWANCE 0 700 445 995 0 995 995 950 950 6270 - TRNG/TRAVL/DUES/UNIF 976 1,625 857 1,970 0 1,945 1,945 1,770 1,770 6200 - TOTAL OPERATING COSTS 124,444 120,795 131,033 123,120 58,188 133,295 128,795 139,020 134,520 6310 - RENTAL EXPENSE 897 720 580 1,000 550 1,000 1,000 900 900 6333 - GENERAL-CASH DISCOUNTS 0 0 -1 -2 6351 - VISA/BANK CHARGES 442 6399 - OTHER CHARGES 3,203 5,759 5,480 6,400 406 6,400 6,400 6,400 6,400 6301 - OTHER EXPENDITURES 4,101 6,479 6,059 7,400 1,396 7,400 7,400 7,300 7,300 6300 - TOTAL OTHER EXPENDITURES 4,101 6,479 6,059 7,400 1,396 7,400 7,400 7,300 7,300 6540 - TAXABLE MISC FOR RESALE 3,875 2,978 4,866 4,500 4,205 4,500 4,500 4,500 4,500 6501 - TAXABLE/NON-TAXABLE MISC RESAL 3,875 2,978 4,866 4,500 4,205 4,500 4,500 4,500 4,500 6500 - TOTAL EXPENDITURES 3,875 2,978 4,866 4,500 4,205 4,500 4,500 4,500 4,500 206,311 191,057 196,754 200,820 85,596 201,235 196,735 208,095 203,595 227 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 41: RECREATION SELF-SUPPORTED PROGRAMS - 1845 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6111 Salary-Parttime 8,370 8,000 8,000 6112 Salary-Seasonal Temp 50,000 50,000 50,000 50,000 50,000 51,000 51,000 6114 Overtime - Temp - 6123 Salary-Other 250 250 250 6138 Medicare 850 840 840 725 725 740 740 6139 FICA 3,635 3,595 3,595 3,100 3,100 3,160 3,160 6141 Pension - PERA 645 600 600 6142 Work Comp Ins 2,465 2,515 2,515 2,215 2,215 2,375 2,375 Position Changes Total 66,215 65,800 65,800 56,040 56,040 57,275 57,275 6211 SMALL TOOL & EQUIPMENT JCRP Concession Equip 300 800 800 1,000 500 1,000 500 Total 300 800 800 1,000 500 1,000 500 6229 GENERAL SUPPLIES Softball Programs 20,000 18,000 18,000 17,000 17,000 17,000 17,000 Volleyball Programs 5,000 7,000 7,000 6,000 6,000 6,000 6,000 Day Camp Programs 1,600 1,600 1,600 1,600 1,600 1,600 1,600 Basketball Programs 1,000 1,000 1,000 500 500 500 500 Preschool Programs 3,325 3,325 3,325 3,000 3,000 3,000 3,000 Youth & Adult Misc Programs 5,865 5,865 5,865 5,000 5,000 5,000 5,000 Kickball Programs 1,000 1,000 1,000 750 750 750 750 Trend Reduction - (3,940) (3,940) - (2,000) - (2,000) Total 37,790 33,850 33,850 33,850 31,850 33,850 31,850 6235 CONSULTANT SERVICES Miscellaneous Instructor 1,000 Umpires - Softball 56,500 47,000 47,000 51,000 51,000 49,000 49,000 Officials - Volleyball 7,700 9,000 9,000 9,000 9,000 8,000 8,000 Officials - Basketball 8,100 8,100 8,100 8,100 8,100 7,000 7,000 Adjust trend to actual (15,000) (4,000) (6,000) (2,000) Total 58,300 64,100 64,100 64,100 62,100 64,000 62,000 6239 PRINTING/PUBLISHING Schedules, Rules - Softball 500 Schedules, Rules - Volleyball 500 Tri-fold Advertising Brochure 1,000 1,000 1,000 1,000 1,000 1,000 Flyers, etc. - Mid Winter Fest 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Total 2,200 2,200 2,200 2,200 2,200 2,200 2,200 6249 OTHER CONTRACTUAL SERVICES Tot & Family Programs - Youth & Adult Programs 12,200 11,500 11,500 16,500 16,500 20,500 20,500 Day Camp Programs 2,000 2,300 2,300 2,300 2,300 3,300 3,300 Preschool Programs 6,000 6,400 6,400 11,400 11,400 12,400 12,400 Total 20,200 20,200 20,200 30,200 30,200 36,200 36,200 6265 REPAIRS EQUIP 300 Total 300 - - - - - - 6277 MILEAGE 500 600 600 600 600 500 500 Total 500 600 600 600 600 500 500 6280 DUES & SUBSCRIPTIONS Health Dept License - JCRP 375 375 375 350 350 320 320 Total 375 375 375 350 350 320 320 6281 UNIFORM/CLOTHING ALLOWANCE Staff Shirts - Softball 310 310 310 310 310 300 300 Staff Shirts - Program Staff 685 685 685 685 685 650 650 Total 995 995 995 995 995 950 950 6310 RENTAL EXPENSE Campsite - Day Camp - General Recreation 1,350 1,000 1,000 1,000 1,000 900 900 Total 1,350 1,000 1,000 1,000 1,000 900 900 6399 OTHER CHARGES Team Reg - Softball 2,500 2,400 2,400 2,400 2,400 2,400 2,400 Team Tournament - Softball 1,900 1,900 1,900 1,900 1,900 1,900 1,900 Team Reg - Volleyball 200 300 300 300 300 300 300 Team Tournament - Volleyball 300 300 300 300 300 300 300 Team Reg - Basketball 200 200 200 200 200 200 200 Team Tournament - Basketball 300 300 300 300 300 300 300 New Activities 1,500 1,500 1,500 1,000 1,000 1,000 1,000 Fees Adult Trips - Fees Youth Trips - Adjust trend to actual - (500) (500) Total 6,900 6,400 6,400 6,400 6,400 6,400 6,400 228 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 41: RECREATION SELF-SUPPORTED PROGRAMS - 1845 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6540 CONCESSIONS FOR RESALE JCRP Concession Operation 3,500 3,000 3,000 3,000 3,000 3,500 3,500 Teen Concession Operation 2,000 1,500 1,500 1,500 1,500 1,000 1,000 Total 5,500 4,500 4,500 4,500 4,500 4,500 4,500 Total Net of Personnel 134,710 135,020 135,020 145,195 140,695 150,820 146,320 TOTAL EXPENSES 200,925$ 200,820$ 200,820$ 201,235$ 196,735$ 208,095$ 203,595$ 229 Notes: 230 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 42 1900 AV Community Center DESCRIPTION OF ACTIVITY Expenses associated with the Apple Valley Community Center operations, which serves as the headquarters to the Parks and Recreation Department. It features meeting rooms, gymnasiums (hardwood and sport court flooring), a pre-school room and a warming house during the winter season. MAJOR OBJECTIVES FOR 2020 Utilize the meeting room and gymnasium space in an efficient manner for residents and rental groups. Continue to update the building to improve the customer experience in the facility. MAJOR OBJECTIVES FOR 2021 Maximize the scheduling of the building to meet the needs of the community in programming and rental space. Continue to improve the building both aesthetically and structurally so it can become a gathering spot for residents. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Projected Projected Item 2016 2017 2018 2019 2020 2021 Rental Revenue $57,924 $76,333 $73,822 $80,000 $80,000 $83,000 Regular Status Personnel Schedule –FTE’s Adopted Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2020 Parks Maintenance II 1 1 1 1 1 1 Temporary Status Personnel Schedule –(# Hours Part Time) Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Recreation Attendant 650 0 0 0 0 0 Rec Program Instructor 300 0 0 0 0 Rec Program Supervisor 0 0 0 0 0 Facility Supervisor 3,000 3,500 4,015 4,000 4,000 4,000 Facility Attendant 3,000 3,500 4,015 4,000 4,000 4,000 231 Summary Budget Department 42 - AV Community Center 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Budget Budget Proposed Proposed Revenue: Rentals 57,924 76,333 73,822 45,000 80,000 80,000 81,000 Expenditures: Salaries & Wages 155,570 162,763 155,590 153,565 157,505 161,970 164,515 Emp. Benefits 37,660 39,748 39,051 41,130 42,810 43,240 45,075 Supplies 20,542 19,917 17,199 19,650 21,000 21,000 21,000 Contractual Serv.6,866 8,529 7,702 8,300 9,350 9,600 9,500 Utilities 44,502 49,331 49,681 47,000 47,000 49,000 50,000 Repairs & Maint.16,255 25,525 12,067 16,000 26,700 27,000 43,000 Training/Travel/Dues 693 1,788 586 1,600 1,600 1,600 1,550 Other Exp.(10) - 760 100 - - - Visa / MC Charges 3,268 3,973 4,137 5,000 4,000 4,000 4,000 Resale Taxable/Nontaxable - - 71 - - - - Capital outlay 102,443 125,740 - - 6,000 - Total Exp 387,787 437,314 286,843 292,345 309,965 323,410 338,640 Net addition (use) of general revenues (329,863) (360,981) (213,021) (247,345) (229,965) (243,410) (257,640) Building improvement capital outlay requests moved to municipal building fund General Fund Municipal Bldg Fund 2020 CAPITAL OUTL AY Replace Meeting Room Tables and Chairs 6,000 Audio Visual Equipment Updates 10,000 Replace Hardwood Gym Divider Curtains 45,000 16,000 45,000 2021 CAPITAL OUTLAY Replace Sport Court Gym Divider Curtains 51,000 Flooring 40,000 Caulk/Sealant/Masonry 34,000 $ $125,000 232 City of Apple Valley Department Expense Summary Budget Years (2020-2021) AV COMMUNITY CENTER Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 61,557 61,094 61,186 63,680 25,817 65,550 65,550 67,485 67,485 6111 - SALARY PART-TIME 71,766 75,232 10,901 68,440 5,177 17,965 17,965 18,500 18,500 6112 - SALARY-SEASONAL TEMP 22,058 26,077 83,472 23,000 40,359 76,000 76,000 76,000 76,000 6113 - OVERTIME-REGULAR EMPLOYEES 414 353 409 0 928 6121 - INSURANCE CASH BENEFIT 0 360 0 0 6122 - COMP REQUEST -414 -353 -409 0 6123 - SALARY-OTHER 2,385 2,455 2,455 2,530 2,530 6124 - OVERTIME-SEASONAL TEMP 189 0 31 0 6105 - SALARIES AND WAGES 155,570 162,763 155,590 157,505 72,281 161,970 161,970 164,515 164,515 6138 - MEDICARE 2,245 2,366 2,237 2,285 1,011 2,350 2,350 2,385 2,385 6139 - FICA 9,599 10,117 9,565 9,765 4,325 10,040 10,040 10,200 10,200 6141 - PENSIONS-PERA 9,555 10,017 9,715 10,090 4,490 9,825 9,825 10,015 10,015 6142 - WORKERS COMPENSATION 5,020 6,461 6,256 6,810 3,202 7,870 7,870 8,400 8,400 6144 - LONG-TERM DISABILITY INSURANCE 160 123 127 180 57 185 185 190 190 6145 - MEDICAL INSURANCE 10,461 9,611 10,729 13,680 5,389 12,970 12,970 13,885 13,885 6146 - DENTAL INSURANCE 604 602 602 282 6147 - LIFE INSURANCE-BASIC 6 6 6 3 6148 - LIFE INSURANCE-SUPP/DEPEND 11 445 0 0 6170 - EMPLOYEE PAID PREMIUMS -186 -217 6125 - EMPLOYEE BENEFITS 37,660 39,748 39,051 42,810 18,542 43,240 43,240 45,075 45,075 6100 - TOTAL PERSONNEL SERVICES 193,230 202,511 194,641 200,315 90,824 205,210 205,210 209,590 209,590 6210 - OFFICE SUPPLIES 1,337 1,196 904 1,500 389 1,500 1,500 1,500 1,500 6211 - SMALL TOOLS & EQUIPMENT 853 615 644 1,000 213 1,000 1,000 1,000 1,000 6215 - EQUIPMENT-PARTS 503 345 372 500 565 500 500 500 500 6229 - GENERAL SUPPLIES 17,849 17,761 15,279 18,000 7,527 18,000 18,000 18,000 18,000 6205 - SUPPLIES 20,542 19,917 17,199 21,000 8,694 21,000 21,000 21,000 21,000 6235 - CONSULTANT SERVICES 19 20 21 0 0 6237 - TELEPHONE/PAGERS 977 990 931 800 414 800 800 1,000 1,000 6238 - POSTAGE/UPS/FEDEX 0 37 0 0 6239 - PRINTING 800 800 800 500 500 6240 - CLEANING SERVICE/GARBAGE 4,221 4,450 4,832 4,750 2,813 5,000 5,000 5,000 5,000 6249 - OTHER CONTRACTUAL SERVICES 1,648 3,031 1,919 3,000 906 3,000 3,000 3,000 3,000 6230 - CONTRACTUAL SERVICES 6,866 8,529 7,702 9,350 4,133 9,600 9,600 9,500 9,500 6255 - UTILITIES-ELECTRIC 29,722 31,694 30,866 31,000 11,752 33,000 33,000 33,000 33,000 6256 - UTILITIES-NATURAL GAS 13,881 16,735 18,036 15,000 11,243 15,000 15,000 16,000 16,000 6257 - UTILITIES-PROPANE/WATER/SEWER 899 902 779 1,000 706 1,000 1,000 1,000 1,000 6250 - UTILITIES 44,502 49,331 49,681 47,000 23,702 49,000 49,000 50,000 50,000 6265 - REPAIRS-EQUIPMENT 1,880 1,206 877 6,700 738 7,000 7,000 7,000 7,000 6266 - REPAIRS-BUILDING 14,374 24,320 11,189 20,000 6,461 20,000 20,000 36,000 36,000 6269 - REPAIRS-OTHER 0 0 0 0 0 6260 - REPAIRS AND MAINTENA 16,255 25,526 12,067 26,700 7,199 27,000 27,000 43,000 43,000 6277 - MILEAGE/AUTO ALLOWANCE 0 45 0 100 0 100 100 50 50 6280 - DUES & SUBSCRIPTIONS 0 -15 0 0 6281 - UNIFORM/CLOTHING ALLOWANCE 693 1,758 586 1,500 515 1,500 1,500 1,500 1,500 6270 - TRNG/TRAVL/DUES/UNIF 693 1,788 586 1,600 515 1,600 1,600 1,550 1,550 6200 - TOTAL OPERATING COSTS 88,856 105,089 87,235 105,650 44,244 108,200 108,200 125,050 125,050 6310 - RENTAL EXPENSE 27 280 800 0 0 233 City of Apple Valley Department Expense Summary Budget Years (2020-2021) AV COMMUNITY CENTER Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6333 - GENERAL-CASH DISCOUNTS -102 -99 -70 -34 6351 - VISA/BANK CHARGES 3,268 3,763 4,137 4,000 2,161 4,000 4,000 4,000 4,000 6399 - OTHER CHARGES 65 30 30 0 3,601 0 0 6301 - OTHER EXPENDITURES 3,258 3,974 4,897 4,000 5,727 4,000 4,000 4,000 4,000 6300 - TOTAL OTHER EXPENDITURES 3,258 3,974 4,897 4,000 5,727 4,000 4,000 4,000 4,000 6401 - EXPENDITURES 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 6540 - TAXABLE MISC FOR RESALE 71 0 6501 - TAXABLE/NON-TAXABLE MISC RESAL 71 0 6500 - TOTAL EXPENDITURES 71 0 6720 - CAPITAL OUTLAY-FURNITURE & FIX 2,670 0 0 0 0 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 99,773 125,740 0 0 0 16,000 6,000 6701 - TOTAL CAPITAL OUTLAY 102,443 125,740 0 0 0 16,000 6,000 6700 - TOTAL CAPITAL OUTLAY 102,443 125,740 0 0 0 16,000 6,000 387,787 437,314 286,843 309,965 140,795 333,410 323,410 338,640 338,640 234 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 42: AV COMMUNITY CENTER - 1900 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Salaries Full Time 61,670 63,680 63,680 65,550 65,550 67,485 67,485 6111 Salary-Parttime 66,410 68,440 68,440 17,965 17,965 18,500 18,500 6112 Salary-Seasonal Temporary 22,000 23,000 23,000 76,000 76,000 76,000 76,000 6123 Salary-Other 3,485 2,385 2,385 2,455 2,455 2,530 2,530 6138 Medicare 2,225 2,285 2,285 2,350 2,350 2,385 2,385 6139 FICA 9,520 9,765 9,765 10,040 10,040 10,200 10,200 6141 Pension - PERA 9,865 10,090 10,090 9,825 9,825 10,015 10,015 6142 Work Comp Ins 6,445 6,810 6,810 7,870 7,870 8,400 8,400 6144 Long-term Disability Insurance 175 180 180 185 185 190 190 6145 Hospital & Life Insurance 12,900 13,680 13,680 12,970 12,970 13,885 13,885 Position Changes Total 194,695 200,315 200,315 205,210 205,210 209,590 209,590 6210 OFFICE SUPPLIES 1,250 1,500 1,500 1,500 1,500 1,500 1,500 Total 1,250 1,500 1,500 1,500 1,500 1,500 1,500 6211 SMALL TOOL & EQUIPMENT Miscellaneous 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6215 SMALL EQUIPMENT PARTS Miscellaneous 200 500 500 500 500 500 500 Total 200 500 500 500 500 500 500 6229 GENERAL SUPPLIES Cleaning Chemicals/Paper Products 17,200 18,000 18,000 18,000 18,000 18,000 18,000 AEDs Total 17,200 18,000 18,000 18,000 18,000 18,000 18,000 6237 TELEPHONE Phones 1,000 800 800 800 800 1,000 1,000 Total 1,000 800 800 800 800 1,000 1,000 6239 PRINTING/PUBLISHING AV Community Center Brochures - 800 800 800 800 500 500 Total - 800 800 800 800 500 500 6240 C. SERVICE/GARBAGE REMOVAL Garbage Removal/Clean Floors 4,750 4,750 4,750 5,000 5,000 5,000 5,000 Total 4,750 4,750 4,750 5,000 5,000 5,000 5,000 6249 OTHER CONTRACTUAL SERVICES Other 1,750 3,000 3,000 3,000 3,000 3,000 3,000 WiFi 800 Total 2,550 3,000 3,000 3,000 3,000 3,000 3,000 6255 UTILITIES - ELECTRIC 31,000 31,000 31,000 33,000 33,000 33,000 33,000 Total 31,000 31,000 31,000 33,000 33,000 33,000 33,000 6256 UTILITIES - NATURAL GAS 15,000 15,000 15,000 15,000 15,000 16,000 16,000 Total 15,000 15,000 15,000 15,000 15,000 16,000 16,000 6257 UTILITIES - OTHER 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6265 REPAIRS - EQUIPMENT Miscellaneous 3,500 6,700 6,700 7,000 7,000 7,000 7,000 Total 3,500 6,700 6,700 7,000 7,000 7,000 7,000 6266 REPAIRS - BUILDING Miscellaneous 12,500 20,000 20,000 20,000 20,000 36,000 36,000 Total 12,500 20,000 20,000 20,000 20,000 36,000 36,000 6277 MILEAGE ALLOWANCE Part-Time Staff 100 100 100 100 100 50 50 Total 100 100 100 100 100 50 50 6281 UNIFORM/CLOTHING ALLOWANCE 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Total 1,500 1,500 1,500 1,500 1,500 1,500 1,500 6351 VISA/BANK CHARGES 5,000 4,000 4,000 4,000 4,000 4,000 4,000 Total 5,000 4,000 4,000 4,000 4,000 4,000 4,000 6399 OTHER CHARGES 100 Total 100 - - - - - - 235 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 42: AV COMMUNITY CENTER - 1900 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6735 CAPITAL OUTLAY - OTHER IMPROVEMENTS Replace Desk & Chairs/Workstations - Meeting Room TVs Replace Mtg Room Tables & Chairs 6,000 6,000 Access Card Readers - - Audio Visual Equipment Update 10,000 - Replace Flooring Various Rooms Replace Hardwood Gym Curtain in muni bldg 45,000 45,000 Sport Court Roof in muni bldg 100,000 100,000 Move to Building Improvement Fund (100,000) (100,000) (45,000) (45,000) Replace Restroom/Lockerroom Flooring in muni bldg 20,000 20,000 Move to Building Improvement Fund (20,000) (20,000) Replace Restroom/Lockerroom Partitians Security Entrance Card Readers - - Move to Building Improvement Fund Total - - - 16,000 6,000 - - 6720 CAPITAL OUTLAY - OFFICE FURN - Total - - - - - - - Total Net of Personnel 97,650 109,650 109,650 128,200 118,200 129,050 129,050 TOTAL EXPENSES 292,345$ 309,965$ 309,965$ 333,410$ 323,410$ 338,640$ 338,640$ 236 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 44 1940 Aquatic Swim Center DESCRIPTION OF ACTIVITY The Apple Valley Family Aquatic Center is a child friendly family water park located in Johnny Cake Ridge Park. It is operated by the Parks and Recreation Department as a general fund recreational facility. It contains two pools, a leisure pool and a lazy river pool, both of which have zero depth entries and are fully accessible. The capacity of the facility is 1,900 people. The facility operates 9 hours per day typically, weather permitting. Water play features are distributed around a zero depth entry in the leisure pool. The facility has six water slides, two of which require inner tubes and empty into the lazy river. There are additional sand play areas, picnic shelters and a large number of lounge chairs for patrons. The concession operation serves a variety of snack foods, fountain drinks and treats. MAJOR OBJECTIVES FOR 2020 and 2021 Market the facility to additional groups to promote group outings. Maintain high level of staff training to ensure swimmer safety. Make improvements to keep the facility attractive to residents and people in the surrounding area. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Open Swim Attendance 73,184 67,155 63,332 68,000 69,000 69,500 Water Walkers & Lap Swimmers 4,942 4,621 5,505 5,500 5,600 5,700 Group Reservations 146 138 160 160 165 170 Regular Status Personnel Schedule –FTE’s Actual Actual Actual Projected Projected Projected Position Title 2016 2017 2018 2019 2020 2021 None 237 Temporary Status Personnel Schedule –(# Hours Part Time) Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Pool Manager 1,368 1,000 1,659 1,000 1,500 1,600 Water Safety Instructor 1,258 1,250 1,250 1,250 1,250 1,250 Concession Supervisor 955 800 1,393 800 1,300 1,400 Head Guard 1,783 4,980 4,980 4,980 4,980 4,980 Office Supervisor N/A 800 800 800 800 800 Lifeguard 17,863 20,000 19,472 20,000 21,000 22,000 Attendant 3,367 5,600 4,081 5,600 5,000 5,200 Summary Budget Department 44 - Aquatic Swim Center 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Swim Center Revenues 575,742 506,029 586,029 566,000 566,000 566,000 571,000 Swim Center Concessions 127,736 102,687 106,401 120,000 120,000 130,000 130,000 Swim Center Rentals 15,813 12,254 14,002 8,000 14,000 14,000 15,000 719,291 620,970 706,432 694,000 700,000 710,000 716,000 Expenditures: Salaries & Wages 292,715 295,942 308,653 288,000 298,000 296,500 299,500 Emp. Benefits 33,413 35,349 36,627 34,150 25,295 35,820 36,840 Supplies 41,965 41,892 29,990 36,000 35,900 37,700 39,000 Contractual Serv.76,287 83,144 79,789 81,700 85,175 84,175 86,500 Utilities 87,707 97,917 88,197 95,200 86,000 88,000 88,000 Repairs & Maint.21,701 39,293 1,139 11,950 27,000 14,000 13,000 Training/Travel/Dues 7,896 9,410 6,586 9,700 9,200 9,200 8,800 Other Exp.285 1,916 289 650 500 500 500 Credit Card Fees 11,578 8,100 8,718 6,250 6,250 6,250 8,000 Items for Resale 56,040 48,778 53,575 59,000 60,000 60,000 60,000 Capital Outlay - 26,494 6,153 20,000 235,000 - - Total Exp 629,588 688,235 619,716 642,600 868,320 632,145 640,140 Net addition to (use of) general revenues 89,703 (67,265) 86,716 51,400 (168,320) 77,855 75,860 General Fund Municipal Bldg Fund 2020 CAPITAL OUTLAY None 2021 CAPITAL OUTLAY None 238 City of Apple Valley Department Expense Summary Budget Years (2020-2021) AQUATIC SWIM CENTER Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6111 - SALARY PART-TIME 447 0 0 0 0 295,000 295,000 298,000 298,000 6112 - SALARY-SEASONAL TEMP 290,749 294,346 307,487 295,000 65,741 0 0 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 0 3,000 0 1,500 1,500 1,500 1,500 6122 - COMP REQUEST 5 0 6124 - OVERTIME-SEASONAL TEMP 1,519 1,596 1,161 469 6105 - SALARIES AND WAGES 292,715 295,942 308,653 298,000 66,210 296,500 296,500 299,500 299,500 6138 - MEDICARE 4,244 4,291 4,475 4,320 960 4,300 4,300 4,340 4,340 6139 - FICA 18,148 18,348 19,136 8,150 4,105 18,385 18,385 18,570 18,570 6141 - PENSIONS-PERA 0 1,003 168 0 32 6142 - WORKERS COMPENSATION 11,020 11,706 12,847 12,825 3,484 13,135 13,135 13,930 13,930 6125 - EMPLOYEE BENEFITS 33,413 35,349 36,627 25,295 8,581 35,820 35,820 36,840 36,840 6100 - TOTAL PERSONNEL SERVICES 326,129 331,291 345,280 323,295 74,790 332,320 332,320 336,340 336,340 6210 - OFFICE SUPPLIES 447 450 470 500 265 500 500 500 500 6211 - SMALL TOOLS & EQUIPMENT 102 322 801 2,000 134 2,000 2,000 2,000 2,000 6214 - CHEMICALS 2,098 4,279 4,319 3,400 1,334 4,000 4,000 4,300 4,300 6215 - EQUIPMENT-PARTS 16,443 3,784 2,157 2,200 2,288 2,200 2,200 2,200 2,200 6229 - GENERAL SUPPLIES 22,875 33,057 22,243 27,800 6,112 29,000 29,000 30,000 30,000 6205 - SUPPLIES 41,965 41,892 29,990 35,900 10,134 37,700 37,700 39,000 39,000 6235 - CONSULTANT SERVICES 0 0 91 0 0 0 0 6237 - TELEPHONE/PAGERS 6,105 7,460 9,636 6,000 5,113 5,000 5,000 7,000 7,000 6238 - POSTAGE/UPS/FEDEX 19 0 0 0 6239 - PRINTING 1,931 820 789 1,000 0 1,000 1,000 900 900 6240 - CLEANING SERVICE/GARBAGE 2,158 2,620 2,466 2,050 169 2,050 2,050 2,500 2,500 6249 - OTHER CONTRACTUAL SERVICES 66,074 72,244 66,807 76,125 0 76,125 76,125 76,100 76,100 6230 - CONTRACTUAL SERVICES 76,287 83,144 79,789 85,175 5,283 84,175 84,175 86,500 86,500 6255 - UTILITIES-ELECTRIC 44,041 45,415 41,285 42,000 2,202 42,000 42,000 42,000 42,000 6256 - UTILITIES-NATURAL GAS 28,744 36,696 33,227 32,000 5,752 32,000 32,000 32,000 32,000 6257 - UTILITIES-PROPANE/WATER/SEWER 14,922 15,806 13,685 12,000 0 14,000 14,000 14,000 14,000 6250 - UTILITIES 87,707 97,917 88,197 86,000 7,954 88,000 88,000 88,000 88,000 6265 - REPAIRS-EQUIPMENT 21,080 26,721 681 8,000 4,204 10,000 10,000 9,000 9,000 6266 - REPAIRS-BUILDING 200 11,899 0 2,000 0 2,000 2,000 2,000 2,000 6269 - REPAIRS-OTHER 420 673 458 17,000 0 2,000 2,000 2,000 2,000 6260 - REPAIRS AND MAINTENA 21,701 39,293 1,139 27,000 4,204 14,000 14,000 13,000 13,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 359 1,370 0 500 0 500 500 500 500 6277 - MILEAGE/AUTO ALLOWANCE 32 60 71 300 0 300 300 300 300 6280 - DUES & SUBSCRIPTIONS 2,797 4,005 2,592 3,400 120 3,400 3,400 3,000 3,000 6281 - UNIFORM/CLOTHING ALLOWANCE 4,709 3,975 3,923 5,000 6,729 5,000 5,000 5,000 5,000 6270 - TRNG/TRAVL/DUES/UNIF 7,896 9,410 6,586 9,200 6,849 9,200 9,200 8,800 8,800 6200 - TOTAL OPERATING COSTS 235,556 271,656 205,702 243,275 34,424 233,075 233,075 235,300 235,300 6310 - RENTAL EXPENSE 178 260 160 300 0 300 300 300 300 6320 - REFUNDS & REIMBURSEMENTS 0 0 0 100 0 100 100 100 100 6333 - GENERAL-CASH DISCOUNTS -33 -17 -11 -4 6349 - LATE FEES/FINANCE CHARGES 1 0 0 6351 - VISA/BANK CHARGES 11,578 8,100 8,718 6,250 451 6,250 6,250 8,000 8,000 6399 - OTHER CHARGES 140 1,672 140 100 100 100 100 100 100 6301 - OTHER EXPENDITURES 11,863 10,016 9,007 6,750 547 6,750 6,750 8,500 8,500 6300 - TOTAL OTHER EXPENDITURES 11,863 10,016 9,007 6,750 547 6,750 6,750 8,500 8,500 239 City of Apple Valley Department Expense Summary Budget Years (2020-2021) AQUATIC SWIM CENTER Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6540 - TAXABLE MISC FOR RESALE 56,040 48,778 53,575 60,000 10,092 60,000 60,000 60,000 60,000 6501 - TAXABLE/NON-TAXABLE MISC RESAL 56,040 48,778 53,575 60,000 10,092 60,000 60,000 60,000 60,000 6500 - TOTAL EXPENDITURES 56,040 48,778 53,575 60,000 10,092 60,000 60,000 60,000 60,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 26,494 6,153 235,000 27,550 0 0 6701 - TOTAL CAPITAL OUTLAY 0 26,494 6,153 235,000 27,550 0 0 6700 - TOTAL CAPITAL OUTLAY 0 26,494 6,153 235,000 27,550 0 0 629,588 688,235 619,716 868,320 147,404 632,145 632,145 640,140 640,140 240 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 44: AQUATIC SWIM CENTER - 1940 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6112 Salary-Seasonal Temp 285,000 295,000 295,000 295,000 295,000 298,000 298,000 6114 Overtime - Temp 3,000 3,000 3,000 1,500 1,500 1,500 1,500 6138 Medicare 4,175 4,320 4,320 4,300 4,300 4,340 4,340 6139 FICA 17,855 8,150 8,150 18,385 18,385 18,570 18,570 6142 Work Comp Ins 12,120 12,825 12,825 13,135 13,135 13,930 13,930 Position Changes Total 322,150 323,295 323,295 332,320 332,320 336,340 336,340 6210 OFFICE SUPPLIES 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6211 SMALL TOOL & EQUIPMENT 2,100 2,000 2,000 2,000 2,000 2,000 2,000 Total 2,100 2,000 2,000 2,000 2,000 2,000 2,000 6214 CHEMICALS Cleaning Fluid, Chlorine, etc.3,400 3,400 3,400 4,000 4,000 4,300 4,300 Total 3,400 3,400 3,400 4,000 4,000 4,300 4,300 6215 EQUIPMENT - PARTS 2,200 2,200 2,200 2,200 2,200 2,200 2,200 Total 2,200 2,200 2,200 2,200 2,200 2,200 2,200 6229 GENERAL SUPPLIES Lifeguard Equipment 18,800 18,000 18,000 18,000 18,000 18,000 18,000 Chairs, Tubes, Funbrella Canvas 9,000 9,800 9,800 11,000 11,000 12,000 12,000 Total 27,800 27,800 27,800 29,000 29,000 30,000 30,000 6235 CONSULTANT SERVICES Staff Vaccinations (Blood Borne)200 - - - - Total 200 - - - - - - 6237 TELEPHONE 5,400 6,000 6,000 5,000 5,000 7,000 7,000 Total 5,400 6,000 6,000 5,000 5,000 7,000 7,000 6239 PRINTING/PUBLISHING Passes, Flyers 1,050 1,000 1,000 1,000 1,000 900 900 Total 1,050 1,000 1,000 1,000 1,000 900 900 6240 GARBAGE SERVICE 2,050 2,050 2,050 2,050 2,050 2,500 2,500 Total 2,050 2,050 2,050 2,050 2,050 2,500 2,500 6249 CONTRACTUAL SERVICE Water Mgmt Program 67,000 64,000 64,000 67,000 67,000 67,000 67,000 Floor Resurfacing 3,000 7,125 7,125 7,125 7,125 7,100 7,100 Employee Scheduling App 2,000 4,000 4,000 1,000 1,000 1,000 1,000 WiFi 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 73,000 76,125 76,125 76,125 76,125 76,100 76,100 6255 UTILITIES - ELECTRIC 45,100 42,000 42,000 42,000 42,000 42,000 42,000 Total 45,100 42,000 42,000 42,000 42,000 42,000 42,000 6256 UTILITIES - NATURAL GAS 40,000 32,000 32,000 32,000 32,000 32,000 32,000 Total 40,000 32,000 32,000 32,000 32,000 32,000 32,000 6257 UTILITIES - PROPANE & WATER 10,100 12,000 12,000 14,000 14,000 14,000 14,000 Total 10,100 12,000 12,000 14,000 14,000 14,000 14,000 6265 REPAIRS - EQUIPMENT Pumps, Filters, Wiring and Lights 5,500 8,000 8,000 10,000 10,000 9,000 9,000 Total 5,500 8,000 8,000 10,000 10,000 9,000 9,000 6266 REPAIRS - BUILDINGS Miscellaneous 2,250 2,000 2,000 2,000 2,000 2,000 2,000 Total 2,250 2,000 2,000 2,000 2,000 2,000 2,000 6269 REPAIRS - OTHER Miscellaneous 4,200 17,000 17,000 2,000 2,000 2,000 2,000 Total 4,200 17,000 17,000 2,000 2,000 2,000 2,000 6275 SCHOOL/CONF/EXP - LOCAL First Aid Training, Lifeguard Cert.700 500 500 500 500 500 500 Total 700 500 500 500 500 500 500 6277 MILEAGE ALLOWANCE Mileage - Pool staff 500 300 300 300 300 300 300 Total 500 300 300 300 300 300 300 6280 DUES & SUBSCRIPTIONS American Red Cross 3,500 3,400 3,400 3,400 3,400 3,000 3,000 Total 3,500 3,400 3,400 3,400 3,400 3,000 3,000 6281 UNIFORM/CLOTHING ALLOWANCE Swim Suits/Staff Apparel 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Total 5,000 5,000 5,000 5,000 5,000 5,000 5,000 6310 RENTAL EXPENSE Pool rentals for preseason trainings 350 300 300 300 300 300 300 Total 350 300 300 300 300 300 300 241 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 44: AQUATIC SWIM CENTER - 1940 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6320 REFUNDS & REIMBURSEMENTS 200 100 100 100 100 100 100 Total 200 100 100 100 100 100 100 6399 OTHER CHARGES 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6351 VISA/Bank Charges 6,250 6,250 6,250 6,250 6,250 8,000 8,000 Total 6,250 6,250 6,250 6,250 6,250 8,000 8,000 6540 TAXABLE MISC FOR RESALE Pop and Concessions 59,000 60,000 60,000 60,000 60,000 60,000 60,000 Total 59,000 60,000 60,000 60,000 60,000 60,000 60,000 6740 CAPITAL OUTLAY - OTHER ITEMS Improvements for Concessions 10,000 10,000 Diamond Brite Pool Shell - Diving Well 200,000 200,000 Funbrella Replacements 20,000 Drain Cover Replacement 25,000 25,000 Total 20,000 235,000 235,000 - - - - Total Net of Personnel 320,450 545,025 545,025 299,825 299,825 303,800 303,800 TOTAL EXPENSES 642,600$ 868,320$ 868,320$ 632,145$ 632,145$ 640,140$ 640,140$ 242 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 45 1920 Apple Valley Senior Center Expenses related to the operation of the Apple Valley Senior Center. The Senior Center provides modern amenities and areas for meetings and special events with seating for up to 224 in the 21,000 square foot facility. MAJOR OBJECTIVES FOR 2020 Market the facility to possible rental groups for increased revenue. Also, utilize the facility to serve the recreational interests of our senior population. MAJOR OBJECTIVES FOR 2021 Continue to meet the ever changing needs of the senior population including arts and education programming. Work on creative ways to market the facility to increase rentals. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Projected Projected Item 2016 2017 2018 2019 2020 2021 Senior Center Members 1036 963 993 1,000 1,000 1,020 Large Event Rentals 80 78 112 115 120 125 Meeting Room Rentals 130 200 171 200 210 220 Regular Status Personnel Schedule –FTE’s Actual Actual Actual Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Recreation Supervisor II 1 1 1 1 1 1 Maintenance II 1 1 1 1 1 1 Temporary Status Personnel Schedule –(# hours) Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Building Supervisor 4,300 xx 4324 4,500 4,600 4,700 Building Attendant N/A Custodian 570 700 800 900 243 Summary Budget Department 45 - Apple Valley Senior Center 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Proposed Proposed Proposed Proposed Revenue: Rentals 76,795 58,515 63,231 70,000 70,000 70,000 70,000 Rec Senior Revenue-Reimb.587 60 2,904 1,100 1,000 1,000 1,000 Rec Senior Programs 27,176 24,919 25,474 16,000 25,000 29,000 29,500 104,558 83,494 91,609 87,100 96,000 100,000 100,500 Expenditures: Salaries & Wages 232,073 229,122 237,756 239,475 247,950 247,025 253,800 Emp. Benefits 68,878 71,237 71,242 75,330 68,650 72,375 83,050 Supplies 12,073 9,313 10,105 13,800 11,800 14,300 16,900 Contractual Serv.24,587 22,853 21,592 21,500 23,850 5,950 26,400 Utilities 24,340 25,852 25,836 26,700 26,700 26,700 26,700 Repairs & Maint.5,576 12,087 13,281 6,250 8,000 15,000 27,000 Training/Travel/Dues 741 710 1,251 800 960 1,610 1,910 Other Exp.(2) 257 126 500 500 500 500 Credit Card Fees 126 414 - 300 300 300 300 Capital outlay 3,113 38,930 18,755 15,000 27,000 20,000 - Total Exp 371,505 410,775 399,943 399,655 415,710 403,760 436,560 Net addition to (use of) general revenues (266,947) (327,281) (308,334) (312,555) (319,710) (303,760) (336,060) General Fund Municipal Bldg Fund / Other Funds 2020 CAPITAL OUTLAY AV upgrades 20,000 Backup Boiler 25,000 25,000 2021 CAPITAL OUTLAY Cooling Tower 10,000 Concrete – Dumpster Area 50,000 Carpet – Yellowstone Room 50,000 110,000 244 City of Apple Valley Department Expense Summary Budget Years (2020-2021) APPLE VALLEY SENIOR CENTER Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 138,574 138,151 145,078 144,065 70,746 150,260 150,260 154,735 154,735 6111 - SALARY PART-TIME 92,139 90,161 72,995 96,660 34,889 70,245 70,245 72,350 72,350 6112 - SALARY-SEASONAL TEMP 1,102 744 18,936 6,083 20,000 20,000 20,000 20,000 6113 - OVERTIME-REGULAR EMPLOYEES 258 447 500 811 6121 - INSURANCE CASH BENEFIT 0 0 360 0 6122 - COMP REQUEST 0 -381 -114 -811 6123 - SALARY-OTHER 7,225 6,520 6,520 6,715 6,715 6105 - SALARIES AND WAGES 232,073 229,122 237,756 247,950 111,718 247,025 247,025 253,800 253,800 6138 - MEDICARE 3,085 3,215 3,283 3,595 1,537 3,580 3,580 3,680 3,680 6139 - FICA 13,191 13,746 14,038 15,375 6,571 15,315 15,315 15,735 15,735 6141 - PENSIONS-PERA 17,018 17,156 17,657 18,600 8,319 17,775 17,775 18,285 18,285 6142 - WORKERS COMPENSATION 4,960 6,551 7,059 7,610 3,438 7,600 7,600 8,190 8,190 6144 - LONG-TERM DISABILITY INSURANCE 364 276 288 410 132 425 425 440 440 6145 - MEDICAL INSURANCE 27,584 34,606 37,380 30,060 15,848 34,680 34,680 36,720 36,720 6146 - DENTAL INSURANCE 2,664 3,012 3,129 1,467 6147 - LIFE INSURANCE-BASIC 12 12 12 6 6148 - LIFE INSURANCE-SUPP/DEPEND 0 27 1,034 649 6170 - EMPLOYEE PAID PREMIUMS -7,364 -12,640 -7,000 -3,184 -7,000 -7,000 6125 - EMPLOYEE BENEFITS 68,878 71,237 71,242 68,650 34,781 72,375 72,375 83,050 83,050 6100 - TOTAL PERSONNEL SERVICES 300,951 300,360 308,997 316,600 146,500 319,400 319,400 336,850 336,850 6210 - OFFICE SUPPLIES 81 237 95 400 86 400 400 400 400 6211 - SMALL TOOLS & EQUIPMENT 950 702 36 1,000 159 3,500 3,500 5,500 5,500 6215 - EQUIPMENT-PARTS 222 1,001 353 400 74 400 400 500 500 6229 - GENERAL SUPPLIES 10,819 7,373 9,621 10,000 3,786 10,000 10,000 10,500 10,500 6205 - SUPPLIES 12,073 9,313 10,105 11,800 4,104 14,300 14,300 16,900 16,900 6235 - CONSULTANT SERVICES 19 20 253 21 6237 - TELEPHONE/PAGERS 0 0 320 600 255 600 600 600 600 6239 - PRINTING 555 0 11 800 536 800 800 800 800 6240 - CLEANING SERVICE/GARBAGE 1,293 1,594 1,545 1,350 943 1,350 1,350 1,500 1,500 6249 - OTHER CONTRACTUAL SERVICES 22,720 21,239 19,462 21,100 8,589 23,200 3,200 23,500 23,500 6230 - CONTRACTUAL SERVICES 24,587 22,853 21,592 23,850 10,344 25,950 5,950 26,400 26,400 6255 - UTILITIES-ELECTRIC 20,144 21,398 21,684 22,000 9,417 22,000 22,000 22,000 22,000 6256 - UTILITIES-NATURAL GAS 3,513 3,762 3,515 4,000 2,389 4,000 4,000 4,000 4,000 6257 - UTILITIES-PROPANE/WATER/SEWER 683 692 637 700 271 700 700 700 700 6250 - UTILITIES 24,340 25,852 25,836 26,700 12,076 26,700 26,700 26,700 26,700 6265 - REPAIRS-EQUIPMENT 1,641 440 873 2,000 1,224 2,000 2,000 2,000 2,000 6266 - REPAIRS-BUILDING 3,936 11,647 12,408 6,000 1,897 13,000 13,000 25,000 25,000 6260 - REPAIRS AND MAINTENA 5,576 12,087 13,281 8,000 3,121 15,000 15,000 27,000 27,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 60 0 0 200 0 300 300 300 300 6276 - SCHOOLS/CONFERENCES/EXP OTHER 0 125 225 365 6277 - MILEAGE/AUTO ALLOWANCE 110 316 416 150 83 300 300 400 400 6280 - DUES & SUBSCRIPTIONS 110 40 60 110 25 110 110 110 110 6281 - UNIFORM/CLOTHING ALLOWANCE 461 229 550 500 154 900 900 1,100 1,100 6270 - TRNG/TRAVL/DUES/UNIF 741 710 1,251 960 627 1,610 1,610 1,910 1,910 6200 - TOTAL OPERATING COSTS 67,318 70,815 72,065 71,310 30,272 83,560 63,560 98,910 98,910 6333 - GENERAL-CASH DISCOUNTS -102 -26 -24 -15 6351 - VISA/BANK CHARGES 126 414 0 300 0 300 300 300 300 245 City of Apple Valley Department Expense Summary Budget Years (2020-2021) APPLE VALLEY SENIOR CENTER Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6399 - OTHER CHARGES 100 282 150 500 0 500 500 500 500 6301 - OTHER EXPENDITURES 124 670 126 800 -15 800 800 800 800 6300 - TOTAL OTHER EXPENDITURES 124 670 126 800 -15 800 800 800 800 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 3,113 38,930 18,755 27,000 0 20,000 20,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 6701 - TOTAL CAPITAL OUTLAY 3,113 38,930 18,755 27,000 0 20,000 20,000 6700 - TOTAL CAPITAL OUTLAY 3,113 38,930 18,755 27,000 0 20,000 20,000 371,505 410,775 399,943 415,710 176,757 423,760 403,760 436,560 436,560 246 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 45: APPLE VALLEY SENIOR CENTER - 1920 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6110 SALARIES 137,630 144,065 144,065 150,260 150,260 154,735 154,735 6111 Salary-Parttime 92,345 96,660 96,660 70,245 70,245 72,350 72,350 6112 Salary-Seasonal 20,000 20,000 20,000 20,000 6123 Salary-Other 9,500 7,225 7,225 6,520 6,520 6,715 6,715 6138 Medicare 3,470 3,595 3,595 3,580 3,580 3,680 3,680 6139 FICA 14,850 15,375 15,375 15,315 15,315 15,735 15,735 6141 Pension - PERA 17,660 18,600 18,600 17,775 17,775 18,285 18,285 6142 Work Comp Ins 7,155 7,610 7,610 7,600 7,600 8,190 8,190 6144 Long-term Disability Insurance 395 410 410 425 425 440 440 6145 Hospital & Life Insurance 31,800 30,060 30,060 34,680 34,680 36,720 36,720 6170 Employee Paid Premiums (7,000) (7,000) (7,000) (7,000) Position Changes Total 314,805 316,600 316,600 319,400 319,400 336,850 336,850 6210 OFFICE SUPPLIES 400 400 400 400 400 400 400 Total 400 400 400 400 400 400 400 6211 SMALL TOOL & EQUIPMENT 1,000 1,000 1,000 3,500 3,500 5,500 5,500 Total 1,000 1,000 1,000 3,500 3,500 5,500 5,500 6215 SMALL EQUIPMENT PARTS 400 400 400 400 400 500 500 Total 400 400 400 400 400 500 500 6229 GENERAL SUPPLIES Heat Pump Pipes/Fittings/Connectors Program Materials 6,000 5,000 5,000 5,000 5,000 5,000 5,000 Cleaning Chemicals/Paper Products 6,000 5,000 5,000 5,000 5,000 5,500 5,500 Total 12,000 10,000 10,000 10,000 10,000 10,500 10,500 6237 TELEPHONE Maintenance Cell Phone 600 600 600 600 600 600 Total - 600 600 600 600 600 600 6239 PRINTING/PUBLISHING 1,000 800 800 800 800 800 800 Total 1,000 800 800 800 800 800 800 6240 C. SERVICE/GARBAGE REMOVAL Garbage Removal/Clean Floors 500 1,300 1,300 1,350 1,350 1,500 1,500 Floor/Carpet Cleaning - 50 50 Total 500 1,350 1,350 1,350 1,350 1,500 1,500 6249 OTHER CONTRACTUAL SERVICES Outing Fees & Instructors 11,800 13,000 13,000 15,000 15,000 15,000 15,000 Heating/Cooling Prevent. Maintenance 6,000 6,000 6,000 6,000 6,000 6,300 6,300 Elevator Inspection 1,500 1,100 1,100 1,200 1,200 1,200 1,200 Alarm Monitoring 700 1,000 1,000 1,000 1,000 1,000 1,000 Total 20,000 21,100 21,100 23,200 23,200 23,500 23,500 6255 UTILITIES - ELECTRIC 22,000 22,000 22,000 22,000 22,000 22,000 22,000 Total 22,000 22,000 22,000 22,000 22,000 22,000 22,000 6256 UTILITIES - NATURAL GAS 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Total 4,000 4,000 4,000 4,000 4,000 4,000 4,000 6257 UTILITIES - OTHER Water/Sewer/Propane 700 700 700 700 700 700 700 Total 700 700 700 700 700 700 700 6265 REPAIRS - EQUIPMENT Miscellaneous 1,250 2,000 2,000 2,000 2,000 2,000 2,000 Total 1,250 2,000 2,000 2,000 2,000 2,000 2,000 6266 REPAIRS - BUILDING 5,000 6,000 6,000 13,000 13,000 25,000 25,000 Total 5,000 6,000 6,000 13,000 13,000 25,000 25,000 6275 SCHOOLS/CONFERENCES 200 200 200 300 300 300 300 Total 200 200 200 300 300 300 300 6277 MILEAGE ALLOWANCE Part-Time Staff 200 150 150 300 300 400 400 Total 200 150 150 300 300 400 400 6280 DUES & SUBSCRIPTIONS MASS 100 110 110 110 110 110 110 Total 100 110 110 110 110 110 110 6281 UNIFORM/CLOTHING ALLOWANCE 300 500 500 900 900 1,100 1,100 Total 300 500 500 900 900 1,100 1,100 6399 OTHER CHARGES Misc 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 247 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 45: APPLE VALLEY SENIOR CENTER - 1920 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6351 VISA/BANK CHARGES 300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6720 CAPITAL OUTLAY - OFFICE FURN Total - - - - - - - 6725 CAPITAL OUTLAY - OFFICE EQUIP Total - - - - - - - 6735 CAPITAL OUTLAY - OTHER IMPROV Interior Painting - High Traffic Areas 10,000 10,000 Audio/Visual Equipment - 17,000 17,000 20,000 - - - Replace Banquet Chairs/Tables 15,000 Concrete Replacement-Entry - - Building Upgrades - - Concrete Repair Total 15,000 27,000 27,000 20,000 - - - Total Net of Personnel 84,850 99,110 99,110 104,360 84,360 99,710 99,710 TOTAL EXPENSES 399,655$ 415,710$ 415,710$ 423,760$ 403,760$ 436,560$ 436,560$ 248 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 47 1950 Insurance DESCRIPTION OF ACTIVITY This Business Unit accounts for the unallocated property and workers compensation insurance charges for the General Fund. The city participates in the League of MN Cities Insurance Trust (LMCIT). MAJOR OBJECTIVES FOR 2020/2021 Work with staff to lower the Experience Modifiers for workers compensation and property/liability insurance. The trend in the worker compensation experience modifier has declined over the past few years based on a positive experience over the past few years. The property/liability premium increases 0.3% overall for the 2019/20 premium year and the worker comp premium decreased 7.1%, which relates directly to the drop in the work comp experience modification factor from .95 to .83. The proposed budgets include these rate increases. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Worker Comp Exp. modifier .99 1.01 .95 .83 .95 .95 Liability Experience Modifier .930 1.058 .991 .991 .99 .99 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2015 2016 2017 2018 2019 2020 None Summary Budget Department 47 Insurance 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Salaries & Wages 689 - - - - - - Emp. Benefits 10,677 11,976 2,749 6,200 12,000 12,000 12,000 Supplies 125 Insurance Premium 288,000 303,000 313,150 313,150 313,150 312,500 325,000 Capital outlay Net provision to (use of) general revenues 299,366 314,976 316,024 319,350 325,150 324,500 337,000 2020/21 CAPITAL OUTLAY: None 249 City of Apple Valley Department Expense Summary Budget Years (2020-2021) INSURANCE Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 689 0 0 0 0 6105 - SALARIES AND WAGES 689 0 0 0 0 6138 - MEDICARE 10 0 0 0 6139 - FICA 44 0 0 0 6141 - PENSIONS-PERA 52 0 0 0 6142 - WORKERS COMPENSATION 20 0 0 0 0 6143 - UNEMPLOYMENT COMPENSATION 10,551 11,976 2,749 12,000 0 12,000 12,000 12,000 12,000 6125 - EMPLOYEE BENEFITS 10,677 11,976 2,749 12,000 0 12,000 12,000 12,000 12,000 6100 - TOTAL PERSONNEL SERVICES 11,366 11,976 2,749 12,000 0 12,000 12,000 12,000 12,000 6229 - GENERAL SUPPLIES 125 0 6205 - SUPPLIES 125 0 6200 - TOTAL OPERATING COSTS 125 0 6311 - INSURANCE-PROPERTY/LIABILITY 288,000 303,000 313,150 313,150 156,575 322,500 312,500 335,000 325,000 6301 - OTHER EXPENDITURES 288,000 303,000 313,150 313,150 156,575 322,500 312,500 335,000 325,000 6300 - TOTAL OTHER EXPENDITURES 288,000 303,000 313,150 313,150 156,575 322,500 312,500 335,000 325,000 299,366 314,976 316,024 325,150 156,575 334,500 324,500 347,000 337,000 250 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 47: INSURANCE - 1950 COMPANY 1000: GENERAL FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROPOSED PROP RECOMMEND PROP RECOMMEND 6143 Unemployment Compensation 6,200 12,000 12,000 12,000 12,000 12,000 12,000 Total 6,200 12,000 12,000 12,000 12,000 12,000 12,000 6235 CONSULTANT SERVICES Total - - - - - - - 6311 INSURANCE Automobile 46,200 34,000 34,000 35,000 35,000 56,000 56,000 Property 118,900 107,700 107,700 110,900 110,900 109,000 109,000 General Liability 78,750 110,450 110,450 113,800 113,800 104,000 104,000 Boiler and Machinery 13,650 10,400 10,400 10,700 10,700 16,000 16,000 Umbrella 52,500 49,600 49,600 51,100 51,100 49,000 49,000 Employee Bonds 3,150 1,000 1,000 1,000 1,000 1,000 1,000 Reduction to Trend - - - - (10,000) - (10,000) Total 313,150 313,150 313,150 322,500 312,500 335,000 325,000 Total Net of Personnel 313,150 313,150 313,150 322,500 312,500 335,000 325,000 TOTAL EXPENSES 319,350$ 325,150$ 325,150$ 334,500$ 324,500$ 347,000$ 337,000$ 251 Notes: 252 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 1000 48 1960 Contingency & Transfers DESCRIPTION OF ACTIVITY The Council Contingency business unit provides the City Council with the financial ability to address unbudgeted items that come up after the levy is adopted. Fuel costs have the potential to become volatile and could exceed individual department budgets. Starting with the 2016 budget year this business unit contains a transfer to the Municipal Building Fund to fund a portion of the building improvement requests each budget year. A significant share of the annual street maintenance program comes from the property tax levy achieved with a transfer from the general fund to the Road Improvement Fund. MAJOR OBJECTIVES FOR 2020 / 21 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Summary Budget Department 48 Contingency & Transfers 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Expenditures: Other Exp.21,471 19,156 - 99,645 164,420 40,490 40,490 Capital outlay - - - - - - Transfer to Cable TV Fund - - - - - - Transfers to FCPF 1,650,000 2,001,000 1,165,000 - - - Transfer to Muni Bldg Fund 171,500 176,000 381,000 381,000 186,000 192,000 198,000 Transfers to Road Improvement Fund 3,028,200 3,332,100 3,417,000 3,417,000 3,437,000 3,540,000 3,664,000 Total 4,871,171 5,528,255 4,963,000 3,897,645 3,787,420 3,772,490 3,902,490 2020 CAPITAL OUTLAY: None 253 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CONTINGENCY & TRANSFERS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6112 - SALARY-SEASONAL TEMP 161 0 0 6105 - SALARIES AND WAGES 161 0 0 6138 - MEDICARE 2 0 0 6139 - FICA 10 0 0 6142 - WORKERS COMPENSATION 6 0 0 6125 - EMPLOYEE BENEFITS 19 0 0 6100 - TOTAL PERSONNEL SERVICES 180 0 0 6205 - SUPPLIES 0 0 0 0 6235 - CONSULTANT SERVICES 21,471 18,976 0 9,116 6230 - CONTRACTUAL SERVICES 21,471 18,976 0 9,116 6260 - REPAIRS AND MAINTENA 0 0 0 0 6200 - TOTAL OPERATING COSTS 21,471 18,976 0 9,116 6399 - OTHER CHARGES 0 0 0 164,420 0 50,490 40,490 50,490 40,490 6301 - OTHER EXPENDITURES 0 0 0 164,420 0 50,490 40,490 50,490 40,490 6300 - TOTAL OTHER EXPENDITURES 0 0 0 164,420 0 50,490 40,490 50,490 40,490 7110 - TRANSFER TO OTHER FUNDS 4,849,700 5,509,100 4,963,000 3,623,000 0 3,732,000 3,732,000 3,862,000 3,862,000 7101 - TOTAL TRANSFERS 4,849,700 5,509,100 4,963,000 3,623,000 0 3,732,000 3,732,000 3,862,000 3,862,000 7100 - TOTAL TRANSFERS 4,849,700 5,509,100 4,963,000 3,623,000 0 3,732,000 3,732,000 3,862,000 3,862,000 4,871,171 5,528,255 4,963,000 3,787,420 9,116 3,782,490 3,772,490 3,912,490 3,902,490 254 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 48: CONTINGENCY & TRANSFERS - 1960 COMPANY 1000: GENERAL FUND JDE 2018 20109 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROPOSED PROP RECOMMEND PROP RECOMMEND 6399 OTHER CHARGES General Contingency 148,645 174,420 174,420 102,490 102,490 102,490 102,490 $.25 per gallon for fuel 30,000 30,000 30,000 30,000 20,000 30,000 20,000 Potential Labor Negot Consultant - 7,000 7,000 Participation factor for Annual Lea (35,000) (35,000) (35,000) (35,000) (35,000) Position Vacancy Factor (44,000) (47,000) (47,000) (47,000) (47,000) (47,000) (47,000) Total 99,645 164,420 164,420 50,490 40,490 50,490 40,490 7110 Transfers Out Transfer to Road Improvement Fu 3,417,000 3,437,000 3,437,000 3,540,000 3,540,000 3,664,000 3,664,000 Transfer to Muni Bldg Fund 381,000 186,000 186,000 192,000 192,000 198,000 198,000 3,798,000 3,623,000 3,623,000 3,732,000 3,732,000 3,862,000 3,862,000 Total Net of Personnel 3,897,645 3,787,420 3,787,420 3,782,490 3,772,490 3,912,490 3,902,490 TOTAL EXPENSES 3,897,645$ 3,787,420$ 3,787,420$ 3,782,490$ 3,772,490$ 3,912,490$ 3,902,490$ 255 Notes: 256 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 2010 70 2012 Cable Joint Powers DESCRIPTION OF ACTIVITY This fund is for the expenses of the Apple Valley, Farmington and Rosemount Cable Commission. Expenses are used in the production or cablecasting of video productions done on behalf of the three city commission. Revenues for the fund come from quarterly invoices to the three cities. The commission cities estimate their future capital expenses in this budget, but the funding for the capital will not be collected in advance. Instead, the cities will receive invoices divided by formula at the time capital purchases are made. The three cities can then use their PEG funds to reimburse this fund for the exact amount of the capital expense. PEG revenues collected by the cities may only be used for capital expenses. MAJOR OBJECTIVES FOR 2019 and 2020 1.Purchases and invoice member cities for Cable Commission capital purchases. IMPACT MEASURES / PERFORMANCE INDICATORS Projected Projected Projected Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 # of Cable Customers 19,800 19,800 19,800 19,800 19,917 19,917 # of City Meetings Cablecast 130 130 130 130 130 130 Total Hours of Programming Cablecast 4,500 4,500 4,500 4,500 4,500 4,500 Estimated # of Bulletin Board Messages 500 500 500 500 500 500 OUTCOME MEASURES Projected 2016 Projected 2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Cost per household from General Fund $1.45 $5.79 $6.03 $7.05 $6.03 $x.xx 257 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Cable Coordinator 1 1 1 1 1 1 Video Production Specialist 1 1 1 2 2 2 Temporary Status Personnel Schedule – Hours (Part Time) Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Cable Access Prod. Asst. 693 693 693 693 0 0 Cable Operators 1120 1120 1120 1120 1120 1120 Summary Budget Department 70 Cable TV Joint Powers 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: PEG Fees 60,954 61,252 68,122 71,000 71,000 - - Other City Shares 158,690 118,513 120,105 120,105 140,390 162,168 174,000 Investment Earnings 1,360 1,288 1,606 1,500 1,500 1,500 1,500 Transfer from Other Funds 84,072 57,289 120,105 120,105 140,390 162,168 174,000 Other Misc rev. 1,638 1,460 - - - - - 306,714 239,800 309,938 312,710 353,280 325,836 349,500 Expenditures: Salaries & Wages 153,687 159,331 159,724 159,525 192,565 216,360 234,555 Emp. Benefits 43,935 46,763 50,141 53,685 76,500 81,975 85,445 Supplies 2,299 3,820 2,820 3,900 4,000 4,000 4,000 Contractual Serv.14,857 8,529 5,842 4,700 4,700 4,700 4,700 Repairs & Maint.132 569 - 8,000 8,000 6,000 8,000 Training/Travel/Dues 5,824 5,603 2,877 6,900 6,900 8,800 8,800 Other Exp.3,504 1,496 1,561 3,500 2,500 2,500 2,500 Capital outlay 91,687 14,116 - - - 224,237 317,800 237,082 240,210 295,165 324,335 348,000 Net addition to (use of ) net assets 82,477 (78,000) 72,856 72,500 58,115 1,501 1,500 Fund Balance Beginning of Year 127,235$ 209,712$ 131,712$ 204,568$ 277,068$ 335,183$ 336,684$ Revenues 306,714 239,800 309,938 312,710 353,280 325,836 349,500 Expenditures (224,237) (317,800) (237,082) (240,210) (295,165) (324,335) (348,000) End of Year 209,712 131,712 204,568 277,068 335,183 336,684 338,184 2020/2021 CAPITAL OUTLAY The Capital Outlay will be paid directly by member cities using PEG fee collections. 258 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CABLE TV JOINT POWERS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 134,609 133,141 124,836 169,335 86,140 187,700 187,700 199,215 199,215 6111 - SALARY PART-TIME 18,840 25,269 23,439 16,650 360 16,700 16,700 7,200 7,200 6112 - SALARY-SEASONAL TEMP 0 201 11,414 0 4,947 17,200 17,200 6113 - OVERTIME-REGULAR EMPLOYEES 2,212 3,573 3,027 1,000 1,916 3,000 3,000 3,000 3,000 6121 - INSURANCE CASH BENEFIT 300 720 0 0 6122 - COMP REQUEST -2,274 -3,573 -2,991 -1,916 6123 - SALARY-OTHER 5,580 8,960 8,960 7,940 7,940 6105 - SALARIES AND WAGES 153,687 159,331 159,724 192,565 91,447 216,360 216,360 234,555 234,555 6138 - MEDICARE 2,258 2,294 2,282 2,775 1,255 3,135 3,135 3,300 3,300 6139 - FICA 9,657 9,810 9,756 11,875 5,368 13,415 13,415 14,095 14,095 6141 - PENSIONS-PERA 10,035 10,175 11,255 14,370 6,559 16,225 16,225 15,760 15,760 6142 - WORKERS COMPENSATION 460 392 454 560 395 1,000 1,000 1,105 1,105 6143 - UNEMPLOYMENT COMPENSATION 0 0 0 18 6144 - LONG-TERM DISABILITY INSURANCE 337 221 250 480 160 550 550 580 580 6145 - MEDICAL INSURANCE 19,952 23,724 27,934 46,440 20,245 47,650 47,650 50,605 50,605 6146 - DENTAL INSURANCE 1,207 1,929 2,166 1,666 6147 - LIFE INSURANCE-BASIC 12 12 12 8 6148 - LIFE INSURANCE-SUPP/DEPEND 16 40 0 0 6170 - EMPLOYEE PAID PREMIUMS -1,833 -3,967 -2,317 6125 - EMPLOYEE BENEFITS 43,935 46,763 50,141 76,500 33,357 81,975 81,975 85,445 85,445 6100 - TOTAL PERSONNEL SERVICES 197,622 206,095 209,866 269,065 124,805 298,335 298,335 320,000 320,000 6210 - OFFICE SUPPLIES 80 18 0 500 0 500 500 500 500 6211 - SMALL TOOLS & EQUIPMENT 1,525 1,716 1,223 500 127 1,000 1,000 500 500 6215 - EQUIPMENT-PARTS 295 679 30 500 30 500 500 500 500 6229 - GENERAL SUPPLIES 398 1,407 1,568 2,500 1,236 2,000 2,000 2,500 2,500 6205 - SUPPLIES 2,299 3,820 2,820 4,000 1,394 4,000 4,000 4,000 4,000 6231 - LEGAL SERVICES 11,447 7,936 4,307 0 6235 - CONSULTANT SERVICES 2,727 0 932 3,500 0 3,500 3,500 3,500 3,500 6237 - TELEPHONE/PAGERS 618 444 604 1,200 264 1,200 1,200 1,200 1,200 6238 - POSTAGE/UPS/FEDEX 0 21 0 0 6239 - PRINTING 65 129 0 58 6230 - CONTRACTUAL SERVICES 14,857 8,529 5,842 4,700 322 4,700 4,700 4,700 4,700 6265 - REPAIRS-EQUIPMENT 132 569 0 8,000 1,600 6,000 6,000 8,000 8,000 6260 - REPAIRS AND MAINTENA 132 569 0 8,000 1,600 6,000 6,000 8,000 8,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 69 675 0 1,000 0 3,000 3,000 3,000 3,000 6277 - MILEAGE/AUTO ALLOWANCE 3,300 2,230 2,219 3,000 926 3,000 3,000 3,000 3,000 6280 - DUES & SUBSCRIPTIONS 2,455 2,698 658 2,900 389 2,800 2,800 2,800 2,800 6270 - TRNG/TRAVL/DUES/UNIF 5,824 5,603 2,877 6,900 1,315 8,800 8,800 8,800 8,800 6200 - TOTAL OPERATING COSTS 23,111 18,522 11,539 23,600 4,630 23,500 23,500 25,500 25,500 6311 - INSURANCE-PROPERTY/LIABILITY 3,504 1,496 1,561 2,500 2,818 2,500 2,500 2,500 2,500 6301 - OTHER EXPENDITURES 3,504 1,496 1,561 2,500 2,818 2,500 2,500 2,500 2,500 6300 - TOTAL OTHER EXPENDITURES 3,504 1,496 1,561 2,500 2,818 2,500 2,500 2,500 2,500 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 91,687 14,116 0 1,010 6701 - TOTAL CAPITAL OUTLAY 0 91,687 14,116 0 1,010 6700 - TOTAL CAPITAL OUTLAY 0 91,687 14,116 0 1,010 224,237 317,800 237,082 295,165 133,263 324,335 324,335 348,000 348,000 259 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 70: CABLE TV JOINT POWERS- 2012 COMPANY 2010: CABLE TV JOINT POWERS JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Cable Coordinator 70,365 75,920 75,920 80,540 80,540 85,480 85,480 6110 Full-Time Employees-V.P. Specialist 43,765 93,415 93,415 107,160 107,160 113,735 113,735 6111 Part-Time Employees-Asst./Intern 20,425 - - - - 7,200 7,200 6112 PT Employees-Control room operato 16,655 16,650 16,650 16,700 16,700 17,200 17,200 6113 Overtime-Reg 1,000 1,000 1,000 3,000 3,000 3,000 3,000 6123 Salaries - Other 7,315 5,580 5,580 8,960 8,960 7,940 7,940 6138 Medicare 2,305 2,775 2,775 3,135 3,135 3,300 3,300 6139 FICA 9,865 11,875 11,875 13,415 13,415 14,095 14,095 6141 Pension - PERA 11,930 14,370 14,370 16,225 16,225 15,760 15,760 6142 Worker Comp 450 560 560 1,000 1,000 1,105 1,105 6144 Long-term Disability Insurance 335 480 480 550 550 580 580 6145 Hospital & Life Insurance 28,800 46,440 46,440 47,650 47,650 50,605 50,605 Total 213,210 269,065 269,065 298,335 298,335 320,000 320,000 6210 OFFICE SUPPLIES Misc.500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6211 SMALL TOOLS & EQUIPMENT Misc.400 500 500 1,000 1,000 500 500 Total 400 500 500 1,000 1,000 500 500 6215 EQUIPMENT-PARTS Misc 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6229 GENERAL SUPPLIES Supplies 2,500 2,500 2,500 2,000 2,000 2,500 2,500 Total 2,500 2,500 2,500 2,000 2,000 2,500 2,500 6235 CONSULTANT SERVICES Legal Fees 3,500 3,500 3,500 3,500 3,500 3,500 3,500 Technical Consulting - - - - - - - Total 3,500 3,500 3,500 3,500 3,500 3,500 3,500 6237 TELEPHONE/POSTAGE Cell Phone 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Total 1,200 1,200 1,200 1,200 1,200 1,200 1,200 6265 REPAIRS-EQUIPMENT Non-Service Contract Repairs 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Tightrope System Service Contract 2,000 2,000 2,000 2,000 2,000 Total 8,000 8,000 8,000 6,000 6,000 8,000 8,000 6275 SCHOOL/CONFERENCES - LOCAL MACTA Annual 700 700 700 - - Other 300 300 300 3,000 3,000 3,000 3,000 Total 1,000 1,000 1,000 3,000 3,000 3,000 3,000 6277 MILEAGE ALLOWANCE Coordinator Mileage 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Producers Mileage 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Total 3,000 3,000 3,000 3,000 3,000 3,000 3,000 6280 DUES & SUBSCRIPTIONS MACTA Dues 2,000 2,000 2,000 2,000 2,000 Tightrope Software Assurance 2,000 2,000 Annual Software Licenses 500 500 500 500 Music & Stock Library 300 300 300 300 300 300 300 NATOA Annual Membership 600 600 600 - - - - Total 2,900 2,900 2,900 2,800 2,800 2,800 2,800 6311 INSURANCE LMCIT Insurance 3,500 2,500 2,500 2,500 2,500 2,500 2,500 Total 3,500 2,500 2,500 2,500 2,500 2,500 2,500 260 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 70: CABLE TV JOINT POWERS- 2012 COMPANY 2010: CABLE TV JOINT POWERS JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6740 CAPITAL OUTLAY - OTHER ITEMS Additional Edit Station 6,000 - - Audio Embedding Cards 1,500 - - Portable Light Kit 3,000 - - Trf from PEG for Capital Outlay (10,500) Camera System 6,000 6,000 Tablet/Laptop 1,250 1,250 Control Room-Switchers 75,000 75,000 Network Attached Storage (NAS)2,500 2,500 New Office Furnishings (AV Capitol)20,000 20,000 Edit Stations 15,000 15,000 Capital Correction (Charged separately using PEG fu (7,250) (7,250) (97,500) (97,500) (15,000) (15,000) Total - - - - - - - Total Net of Personnel 27,000 26,100 26,100 26,000 26,000 28,000 28,000 TOTAL EXPENSES (Operations)240,210$ 295,165$ 295,165$ 324,335$ 324,335$ 348,000$ 348,000$ Individual City shares are: Apple Valley $120,105.00 $147,582.50 $147,582.50 $162,167.50 $162,167.50 $174,000.00 $174,000.00 Farmington $60,052.50 $73,791.25 $73,791.25 $81,083.75 $81,083.75 $87,000.00 $87,000.00 Rosemount $60,052.50 $73,791.25 $73,791.25 $81,083.75 $81,083.75 $87,000.00 $87,000.00 261 Notes: 262 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 4810 81 4812 Cable Capital Equip-PEG DESCRIPTION OF ACTIVITY In 2018, the City approved a new cable television franchise agreement with Charter Communications. Under this agreement, the City is limited to utilizing PEG funds only for cable-related capital purchases. This fund was created to account for Apple Valley’s PEG funds and expenditures under the capital restrictions. The assets can be divided into two categories. The first category is the equipment owned independently by the City of Apple Valley. This mainly includes audio visual equipment used for the Council Chambers. The second category is the equipment owned jointly by the Cities of Apple Valley, Farmington, and Rosemount as part of the joint powers cable commission. This would include editing stations, cameras, switchers, recorders, monitors and other equipment used for recording meetings, creating content and distribution of the channels. The PEG funds can be used to address capital either owned independently by the City or owned jointly by the cable joint powers commission. For 2020 the commission will be replacing video switchers and adding a network attached storage device. MAJOR OBJECTIVES FOR 2020 Summary Budget Department 81 - Cable Capital Equip-PEG 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: All PEG Revenues - 61,252 68,122 71,000 71,000 71,000 - Investment Earnings - 42 1,606 1,500 1,500 1,500 - - 61,294 69,728 72,500 72,500 72,500 - Expenditures: Capital Outlay - - 11,235 - 3,675 58,750 7,500 Transfers Out - - - 5,250 - - - Other Expenditures - - - - - - Total - - 11,235 5,250 3,675 58,750 7,500 Fund Balance Beginning of Year -$ -$ 61,294$ 119,787$ 187,037$ 254,287$ 268,037$ Revenues - 61,294 69,728 72,500 72,500 72,500 - Expenditures - - (11,235) (5,250) (5,250) (58,750) (7,500) End of Year - 61,294 119,787 187,037 254,287 268,037 260,537 NOTE: This fund was established to account for PEG fees received from the cable companies that are restricted to capital purchases. Prior to the creation of this fund in 2017 resources for capital equipment were identified from other sources. 263 2020 CAPITAL OUTLAY City Share of PEG Eligible Expenditures: Control Room Switches $37,500 Network Attached Storage $ 1,250 Cable Office Furnishings $20,000 Total $58,750 2021: Edit Stations $ 7,500 264 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CABLE CAPITAL EQUIP-PEG Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 11,235 3,675 0 58,750 58,750 7,500 7,500 6701 - TOTAL CAPITAL OUTLAY 11,235 3,675 0 58,750 58,750 7,500 7,500 6700 - TOTAL CAPITAL OUTLAY 11,235 3,675 0 58,750 58,750 7,500 7,500 7110 - TRANSFER TO OTHER FUNDS 0 7101 - TOTAL TRANSFERS 0 7100 - TOTAL TRANSFERS 0 11,235 3,675 0 58,750 58,750 7,500 7,500 265 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 81: CABLE CAPITAL EQUIP-PEG COMPANY 4810: CABLE CAPITAL EQUIP-PEG JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6210 OFFICE SUPPLIES Misc. Total - - - - - - - 6211 SMALL TOOLS & EQUIPMENT Misc. Total - - - - - - - 6215 EQUIPMENT - PARTS Misc. Total - - - - - - - 6229 GENERAL SUPPLIES Dubbing tapes, cables, etc. Total - - - - - - - 6235 CONSULTANT SERVICES Legal Fees (Not Reimbursable) Police Beat Programming Hook & Ladder Programming Park and Rec Comm Meetings Other Programming Webcasting Fee Award apps/ peer reviews Total - - - - - - - 6265 REPAIRS - EQUIPMENT Total - - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS 3,675 58,750 58,750 7,500 7,500 Total - 3,675 - 58,750 58,750 7,500 7,500 7110 TRANSFER TO CABLE TV FUND 5,250 - - - - Total 5,250 - - - - - - TOTAL EXPENSES 5,250 3,675 - 58,750 58,750 7,500 7,500 266 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 4815 101 4817 Cable TV Special Revenue-NONPEG DESCRIPTION OF ACTIVITY Cable TV expenditures are reflected in three separate budget funds. The general operations of the joint powers cable commission and the capital equipment are found in separate funds. This fund was established to separate and prevent co-mingling of funding sources that must be kept separate. Specifically, starting in 2017, PEG revenues can only be used for capital purchases. Since the joint powers commission is jointly funded, it is desirable for Apple Valley’s cable-related revenues not to be directly inter-mingled with revenues from the partner cities. This fund receives its revenues from the cable television franchise fees. The expenses from this fund fall into three main categories. 1) This fund pays the Apple Valley share of the joint powers cable commission budget, which includes Council and Planning Commission meetings and two joint programs. 2) This fund pays for webcasting, legal, and other minor operational expenses that are incurred directly by the City and not the Commission. 3) This fund pays for special additional Apple Valley programming that is above and beyond what is provided to the cities under the joint powers agreement. This additional programming includes Park and Recreation Committee meetings and occasional other special City meetings. MAJOR OBJECTIVES FOR 2020 1. Webcast all produced programming to supplement cable television IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Council meetings 25 24 25 25 25 25 Planning Commission meetings 24 15 24 24 24 24 Parks Advisory meetings 5 5 5 5 5 5 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None 267 Summary Budget Department 101 Cable Special Revenue Fund 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Proposed Proposed Proposed Revenue: Excess Franchise Revenues 150,000 150,000 150,000 Investment Earnings 500 500 500 - - - - 150,500 150,500 150,500 Expenditures: Salaries & Wages - - Emp. Benefits - - Supplies 1,195 1,195 1,195 Contractual Serv.12,500 12,500 12,500 Repairs & Maint.1,800 1,800 1,800 Training/Travel/Dues - - - Capital outlay - - - Transfers out 74,000 78,000 78,000 Other Exp.- - - Total - - - - 89,495 93,495 93,495 Fund Balance Beginning of Year -$ -$ -$ -$ -$ 61,005$ 118,010$ Revenues - - - - 150,500 150,500 150,500 Expenditures - - - - (89,495) (93,495) (93,495) End of Year - - - - 61,005 118,010 175,015 2020 CAPITAL OUTLAY None 268 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CABLE TV SPECIAL REV-NONPEG Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6210 - OFFICE SUPPLIES 350 350 350 350 350 6211 - SMALL TOOLS & EQUIPMENT 70 70 70 70 70 6215 - EQUIPMENT-PARTS 500 500 500 500 500 6229 - GENERAL SUPPLIES 275 275 275 275 275 6205 - SUPPLIES 1,195 1,195 1,195 1,195 1,195 6235 - CONSULTANT SERVICES 12,500 12,500 12,500 12,500 12,500 6230 - CONTRACTUAL SERVICES 12,500 12,500 12,500 12,500 12,500 6265 - REPAIRS-EQUIPMENT 1,800 1,800 1,800 1,800 1,800 6260 - REPAIRS AND MAINTENA 1,800 1,800 1,800 1,800 1,800 6200 - TOTAL OPERATING COSTS 15,495 15,495 15,495 15,495 15,495 7110 - TRANSFER TO OTHER FUNDS 74,000 78,000 78,000 78,000 78,000 7101 - TOTAL TRANSFERS 74,000 78,000 78,000 78,000 78,000 7100 - TOTAL TRANSFERS 74,000 78,000 78,000 78,000 78,000 89,495 93,495 93,495 93,495 93,495 269 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 101: CABLE SPECIAL REVENUE NONPEG COMPANY 4815: CABLE SPECIAL REVENUE NONPEG JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6210 OFFICE SUPPLIES Misc.- 350 350 350 350 350 350 Total - 350 350 350 350 350 350 6211 SMALL TOOLS & EQUIPMENT Misc.- 70 70 70 70 70 70 Total - 70 70 70 70 70 70 6215 EQUIPMENT - PARTS Misc.- 500 500 500 500 500 500 Total - 500 500 500 500 500 500 6229 GENERAL SUPPLIES Dubbing tapes, cables, etc.2,695 275 275 275 275 275 275 Total 2,695 275 275 275 275 275 275 6235 CONSULTANT SERVICES 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Misc.1,000 1,000 1,000 1,000 1,000 1,000 1,000 8,500 8,500 8,500 8,500 8,500 8,500 8,500 Total 12,500 12,500 12,500 12,500 12,500 12,500 12,500 6265 REPAIRS - EQUIPMENT 300 1,800 1,800 1,800 1,800 1,800 1,800 Total 300 1,800 1,800 1,800 1,800 1,800 1,800 7110 TRANSFER TO CABLE TV FUND 120,105 74,000 74,000 78,000 78,000 78,000 78,000 Total 120,105 74,000 74,000 78,000 78,000 78,000 78,000 TOTAL EXPENSES 135,600 89,495 89,495 93,495 93,495 93,495 93,495 270 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 4800 108 4802 Cable Capital Projects Fund DESCRIPTION OF ACTIVITY This fund was established to account for the payment of Apple Valley’s share of the Cable Commission non-capital operating expenses. This fund was used to transfer General Fund monies to pay the remaining portion of the Cable Commission budget as well as to pay for Apple Valley specific cable expenses. The City began dedicating annual franchise fee payments received in excess of budgeted amounts included in the General Fund budget as the revenue source for this fund. There are no restrictions on how the franchise fee revenues are used. PEG revenues are now restricted to capital expenditure and are segregated in a separate Special Revenue Fund. The balance in this fund came from collections received prior to the most recent franchise agreement and is available to be appropriated for other needs unrelated to capital needs of the Cable System. MAJOR OBJECTIVES FOR 2020 and 2021 1. Provide funding for cooling unit for server room that will now contain cable commission head-end equipment. 2. Provide funding for replacement and upgrade of analog surveillance cameras and AV equipment at Municipal Center and Community Center. Summary Budget Department 108- Cable Capital Projects 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Proposed Proposed Proposed Revenue: Excess Franchise Revenues 182,347 136,474 138,403 - - Investment Earnings 4,788 3,818 6,301 6,750 5,250 - - 187,135 140,292 144,704 6,750 5,250 - - Expenditures: Salaries & Wages 587 631 401 - - - - Emp. Benefits 45 49 31 - - - - Supplies 1 186 79 - - - - Contractual Serv.8,080 8,340 14,978 - - - - Repairs & Maint.48 - - - - - Capital outlay 34,090 111,408 110,000 68,000 30,000 - Transfers out 84,072 57,289 120,105 - - - - Total 92,785 100,633 247,003 110,000 98,000 30,000 - Fund Balance Beginning of Year 443,777$ 538,127$ 577,786$ 475,487$ 372,237$ 279,487$ 249,487$ Revenues 187,135 140,292 144,704 6,750 5,250 - - Expenditures (92,785) (100,633) (247,003) (110,000) (98,000) (30,000) - End of Year 538,127 577,786 475,487 372,237 279,487 249,487 249,487 2020 CAPITAL OUTLAY AV Equipment $ 30,000 271 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CABLE TV CAPITAL PROJECTS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6111 - SALARY PART-TIME 587 565 0 0 6112 - SALARY-SEASONAL TEMP 67 401 52 6105 - SALARIES AND WAGES 587 631 401 52 6138 - MEDICARE 8 9 6 1 6139 - FICA 36 39 25 3 6142 - WORKERS COMPENSATION 0 1 0 6125 - EMPLOYEE BENEFITS 45 49 31 4 6100 - TOTAL PERSONNEL SERVICES 632 680 433 56 6210 - OFFICE SUPPLIES 1 79 0 0 0 0 0 6211 - SMALL TOOLS & EQUIPMENT 0 0 0 0 0 0 0 6215 - EQUIPMENT-PARTS 0 108 0 0 0 0 0 6229 - GENERAL SUPPLIES 0 0 79 0 0 0 0 6205 - SUPPLIES 1 186 79 0 0 0 0 6231 - LEGAL SERVICES 83 6235 - CONSULTANT SERVICES 8,080 8,340 14,978 0 3,475 0 0 6230 - CONTRACTUAL SERVICES 8,080 8,340 14,978 0 3,558 0 0 6265 - REPAIRS-EQUIPMENT 0 48 0 0 0 0 0 6260 - REPAIRS AND MAINTENA 0 48 0 0 0 0 0 6200 - TOTAL OPERATING COSTS 8,081 8,574 15,057 0 3,558 0 0 6301 - OTHER EXPENDITURES 0 0 0 6300 - TOTAL OTHER EXPENDITURES 0 0 0 6715 - CAPITAL OUTLAY-BUILDINGS 0 0 30,000 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 34,090 111,408 0 63,824 6701 - TOTAL CAPITAL OUTLAY 0 34,090 111,408 0 63,824 0 30,000 6700 - TOTAL CAPITAL OUTLAY 0 34,090 111,408 0 63,824 0 30,000 7110 - TRANSFER TO OTHER FUNDS 84,072 57,289 120,105 68,000 0 0 0 7101 - TOTAL TRANSFERS 84,072 57,289 120,105 68,000 0 0 0 7100 - TOTAL TRANSFERS 84,072 57,289 120,105 68,000 0 0 0 92,785 100,633 247,003 68,000 67,438 0 30,000 272 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 108: CABLE CAPITAL PROJECTS FUND COMPANY 4800: CABLE CAPITAL PROJECTS JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROPOSED RECOMMEND PROPOSED RECOMMEND 6210 OFFICE SUPPLIES Misc.- - - - - - Total - - - - - - - 6211 SMALL TOOLS & EQUIPMENT Misc.- - - - - - Total - - - - - - - 6215 EQUIPMENT - PARTS Misc.- - - - - - Total - - - - - - - 6229 GENERAL SUPPLIES Dubbing tapes, cables, etc.- - - - - - Total - - - - - - - 6235 CONSULTANT SERVICES Legal Fees (Not Reimbursable)- - - - - - Police Beat Programming - - - - - - Hook & Ladder Programming - - - - - - Park and Rec Comm Meetings - - - - - - Other Programming - - - - - - Webcasting Fee - - - - - - Award apps/ peer reviews Total - - - - - - - 6265 REPAIRS - EQUIPMENT - - - - - - Total - - - - - - - 6715 CAPTIAL PROJECTS Backup Colling Unit for Server Room 35,000 Surveillance Cameras 75,000 AV Equipment (AVCC & Senior Center)30,000 CMF Camera Conversion 20,000 - - - - Security Cameras & Door Access 48,000 Total 110,000 68,000 - - 30,000 - - TOTAL EXPENSES 110,000 68,000 - - 30,000 - - 273 Notes: 274 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 4930 103 4930 Future Capital Projects DESCRIPTION OF ACTIVITY The Future Capital Projects Fund was created to accumulate funds for the future replacement of City assets. The funding source for this fund are the amounts transferred from the General Fund that exceed the amounts established by the Fund Balance Policy at the end of each fiscal year. MAJOR OBJECTIVES FOR 2020 and 2021 In 2018 we saw the completion of the energy efficiency project done under the Ameresco contract. In 2019, funding includes support of the Municipal Building and the Road Improvement Funds. In 2020 and 2021 the Future Capital Projects Fund identifies funding for a number of larger capital projects. Projects identified in 2020 include addressing the facility needs at the fire stations, and the finishing of the lower level at the Municipal Center, and replacing the pickleball courts. In 2021; improvements include; the Cedar Avenue entrance monument, addressing the needs of the fire stations, replacement of the JCRP park maintenance building and improvements to the Western Service Center entrance. Summary Budget Department - Future Capital Projects Fund 2017 2018 2018 2019 2019 2020 2021 Actual Actual Adopted Adopted Projected Proposed Proposed Revenue: Investment Earnings 103,356 196,976 181,000 166,000 191,000 163,000 181,000 Interfund Loan repayment -2012 INTEREST 7,591 7,390 6,979 6,807 6,807 6,652 6,461 Interfund Loan repayment -2016 INTEREST - - 411 383 383 355 325 Transfer from General Fund 1,950,000 1,165,000 - - 500,000 500,000 500,000 2,060,947 1,369,366 188,390 173,190 698,190 670,007 687,786 Expenditures: Capital outlay - Cedar Ave Monument - - - 60,000 - - 60,000 Capital outlay- Fire Station Reconfiguration(s)- - 500,000 - - 500,000 4,500,000 Capital Outlay -JCRP New Maintenance Bldg - - - - - - 1,050,000 Capital Outlay-Ameresco - 1,531,977 - - - - - Capital outlay- CR 42 Trailwork 59,474 - - - - - - Capital Outlay-Redwood - 71,903 - - - - Muni Center Lower Level Finish - - - - - 800,000 - Pickelball Courts - - - - - 250,000 - Voting Tabulating Equipment Replacement 27,939 27,939 27,940 - - - - Reconstruction of Western Service Center Parkin - - - 120,000 - - 120,000 Transfer out - Ameresco Energy Project - - 1,000,000 - - - - Transfer out - Muni Bldg Fund 335,900 212,000 212,000 212,000 212,000 202,000 218,000 Transfer out - Street Maintenance Program - 578,810 578,810 240,326 220,000 - 389,000 Transfer out - Park Bond Debt Service 960,000 - - - - - - Total 1,383,313 2,422,629 2,318,750 632,326 432,000 1,752,000 6,337,000 Fund Balance Beginning of Year 14,675,768$ 15,353,402$ 15,353,402$ 14,300,139$ 14,300,139$ 14,566,329$ 13,484,336$ Revenues 2,060,947 1,369,366 188,390 173,190 698,190 670,007 687,786 Expenditures (1,383,313) (2,422,629) (2,318,750) (632,326) (432,000) (1,752,000) (6,337,000) End of Year 15,353,402 14,300,139 13,223,042 13,841,003 14,566,329 13,484,336 7,835,122 275 2020 Capital Outlay: Fire Station Reconfiguration(s) $ 500,000 Muni Center Lower Level Finish 800,000 Pickleball Courts 250,000 $1,550,000 2021 Capital Outlay: Cedar Ave Entrance Monument $ 60,000 Fire Station Reconfiguration(s) 4,500,000 JCRP East maintenance facility 1,050,000 Reconstruct Western Service Center Entrance 120,000 $5,730,000 Long Term - Interfund Loan Receivable 2012-Clubhouse(final pmt 2055)2015 2016 2017 2018 2019 2020 2021 Beginning Balance 1,872,811 1,830,302 1,787,643 1,744,794 1,701,773 1,658,580 1,615,387 Interfund Loan Made - - - - - Interest Payment Received 7,491 7,341 7,151 6,979 6,807 6,652 6,461 Principal Payment Received 42,509 42,659 42,849 43,021 43,193 43,193 43,348 Ending Balance 1,830,302 1,787,643 1,744,794 1,701,773 1,658,580 1,615,387 1,572,039 2016-Parking Lot(final Pmt 2031)2015 2016 2017 2018 2019 2020 2021 Beginning Balance - - 110,000 102,869 95,709 88,521 81,333 Interfund Loan Made - 110,000 - - - Interest Oayment Received - - 400 411 383 355 325 Principal Payment Received - - 7,131 7,160 7,188 7,188 7,216 Ending Balance - 110,000 102,869 95,709 88,521 81,333 74,117 Long Term - Interfund Loan Receivable (Combined) 2015 2016 2017 2018 2019 2020 2021 Beginning Balance 1,872,811 1,830,302 1,897,643 1,847,663 1,797,482 1,747,101 1,696,720 Interfund Loan Made - 110,000 - - - - - Principal Payment Received 42,509 42,659 49,980 50,181 50,381 50,381 50,564 Ending Balance 1,830,302 1,897,643 1,847,663 1,797,482 1,747,101 1,696,720 1,646,156 276 City of Apple Valley Department Expense Summary Budget Years (2020-2021) FUTURE CAPITAL PROJECTS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6205 - SUPPLIES 0 0 0 0 6235 - CONSULTANT SERVICES 3,814 0 0 0 0 6230 - CONTRACTUAL SERVICES 3,814 0 0 0 0 6200 - TOTAL OPERATING COSTS 3,814 0 0 0 0 6715 - CAPITAL OUTLAY-BUILDINGS 0 0 1,531,977 97,925 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 27,939 87,413 99,842 180,000 -71,903 1,550,000 1,550,000 5,730,000 5,730,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 0 0 6701 - TOTAL CAPITAL OUTLAY 27,939 87,413 1,631,819 180,000 26,022 1,550,000 1,550,000 5,730,000 5,730,000 6700 - TOTAL CAPITAL OUTLAY 27,939 87,413 1,631,819 180,000 26,022 1,550,000 1,550,000 5,730,000 5,730,000 6801 - TOTAL CONSTRUCTION COSTS 0 0 0 0 6800 - TOTAL CONSTRUCTION COSTS 0 0 0 0 7001 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 7000 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 7110 - TRANSFER TO OTHER FUNDS 1,330,000 1,295,900 790,810 452,326 0 202,000 202,000 607,000 607,000 7101 - TOTAL TRANSFERS 1,330,000 1,295,900 790,810 452,326 0 202,000 202,000 607,000 607,000 7100 - TOTAL TRANSFERS 1,330,000 1,295,900 790,810 452,326 0 202,000 202,000 607,000 607,000 1,361,753 1,383,313 2,422,629 632,326 26,022 1,752,000 1,752,000 6,337,000 6,337,000 277 Notes: 278 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 2025 74 2027 ROAD IMPROVEMENT FUND DESCRIPTION OF ACTIVITY The Road Improvement Fund provides for a consolidated source for city street improvements within the City of Apple Valley. Street improvements under this activity include new street construction, street reconstruction, street resurfacing (overlay), pavement preservation (micro surface, crack sealing, seal coating), and traffic signal improvements based on projects identified in the City’s Capital Improvement Program. Street improvement practices are guided by the City’s pavement management. Revenue for funding the improvements listed above is derived from several sources, including the Street Improvement Property Tax Levy, the Municipal State Aid Maintenance and Construction Allotments (City’s share of State gas tax), revenue from special assessments, funding contributions from the Water, Sewer and Storm Drainage Utilities, Electric Franchise Fee and Tax Increment Financing (exclusive for specific TIF funded street projects). MAJOR OBJECTIVES FOR 2020 and 2021: The major objective for this business unit is to complete the construction of the following projects in 2020 and 2021: 2020 Projects: 2020 Street & Utility Improvements Spring 2020 • Cimarron Road, Yancy Court, Shasta Court, Beaumont Court, Sabra Court • Garden View (CR 42 to Whitney) 2020 Micro surfacing Project Summer 2020 2020 Crack sealing Project Summer 2020 2020 Street Improvements Spring 2020 • Garden View (Whitney to CR 46) • Garden View (CR 42 to Walnut) • 134th Street W. • Highview Drive 2020 Intersection Improvements Summer 2020 • 147th and Glazier Roundabout • CR 42 and Johnny Cake Ridge Road 2020 Trail Improvements Summer 2020 2021 Projects: 2021 Street & Utility Improvements Spring 2021 • Surrey Trail and Cimarron Court 2021 Micro surfacing Project Summer 2021 2021 Crack sealing Project Summer 2021 279 2021 Street Improvements Spring 2021 • Pennock Ave (140th to 145th) • 145th (Cedar to Pennock) • 140th (Cedar to Pennock) • 133rd (Galaxie to Flagstaff) 2021 Trail Improvements Summer 2021 2021 Signal Improvements Spring 2021 • 132nd and Galaxie • HAWK Signal at Greenleaf PERSONNEL / STAFFING Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None Summary Budget Department 74, Fund 2025 Road Improvement Fund 2016 2017 2018 2019 2020 2021 Adopted Adopted Adopted Adopted Proposed Proposed Revenue: Transfer from General Fund (prop tax support)3,028,200 3,332,100 3,417,000 3,437,000 3,540,000 3,664,000 Transfer from Future Capital Project Fund - 152,900 578,810 240,326 - 389,000 Water Utility Fund Support 1,371,000 1,100,000 1,085,000 1,608,034 1,319,000 844,000 Sewer Utility Fund Support 1,210,000 700,000 1,060,000 1,146,385 1,392,000 891,000 Stormwater Utility Fund Support 195,000 450,000 557,000 949,370 995,000 704,000 Other Fund Support 25,000 25,000 - 113,687 50,000 126,000 State Aid (MSA)1,829,350 540,000 3,066,500 2,929,000 2,891,500 2,223,000 Tax Increment (existing)600,000 - - - 2,326,000 - Special Assessments 792,580 - 125,000 375,000 250,000 - Other Entity / Gov't share 40,000 96,000 125,000 2,406,443 180,000 288,000 9,091,130 6,396,000 10,014,310 13,205,245 12,943,500 9,129,000 Expenditures: Contractual Serv.460,000 440,000 - - - Capital outlay 8,631,130 5,956,000 10,014,310 13,205,245 12,943,500 9,129,000 Total Exp 9,091,130 6,396,000 10,014,310 13,205,245 12,943,500 9,129,000 Net addition to (use of) Road Imp. Fund Balance - - - - - - 280 City of Apple Valley Department Expense Summary Budget Years (2020-2021) ROAD IMPROVEMENT Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6229 - GENERAL SUPPLIES 0 121 826 0 6205 - SUPPLIES 0 121 826 0 6231 - LEGAL SERVICES 0 -914 1,413 938 6234 - CITY ENGINEER CONSULTANT SERV 200,000 357,761 348,472 150,060 6235 - CONSULTANT SERVICES 336,225 311,178 555,351 0 270,995 0 0 6239 - PRINTING 1,699 654 1,413 1,134 6249 - OTHER CONTRACTUAL SERVICES 9,012 555 0 0 6230 - CONTRACTUAL SERVICES 546,936 669,234 906,649 0 423,127 0 0 6269 - REPAIRS-OTHER 3,487 0 0 0 6260 - REPAIRS AND MAINTENA 3,487 0 0 0 6277 - MILEAGE/AUTO ALLOWANCE 748 0 0 0 6270 - TRNG/TRAVL/DUES/UNIF 748 0 0 0 6200 - TOTAL OPERATING COSTS 551,171 669,355 907,475 0 423,127 0 0 6399 - OTHER CHARGES 4,545 0 0 30 6301 - OTHER EXPENDITURES 4,545 0 0 30 6300 - TOTAL OTHER EXPENDITURES 4,545 0 0 30 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 37,035 88,458 13,205,245 -83,580 12,943,500 12,943,500 9,129,000 9,129,000 6701 - TOTAL CAPITAL OUTLAY 0 37,035 88,458 13,205,245 -83,580 12,943,500 12,943,500 9,129,000 9,129,000 6700 - TOTAL CAPITAL OUTLAY 0 37,035 88,458 13,205,245 -83,580 12,943,500 12,943,500 9,129,000 9,129,000 6810 - CONSTRUCTION IN PROGRESS 4,138,695 4,382,807 3,877,662 601,053 6801 - TOTAL CONSTRUCTION COSTS 4,138,695 4,382,807 3,877,662 601,053 6800 - TOTAL CONSTRUCTION COSTS 4,138,695 4,382,807 3,877,662 601,053 7120 - ADMINISTRATIVE FEE-CONSTRUCTIO 300 486 0 0 7101 - TOTAL TRANSFERS 300 486 0 0 7100 - TOTAL TRANSFERS 300 486 0 0 4,694,712 5,089,683 4,873,596 13,205,245 940,630 12,943,500 12,943,500 9,129,000 9,129,000 281 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 74: ROAD IMPROVEMENT FUND - 2026 and 2027 Public Works Department COMPANY 2025: Road Improvement Fund JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 5499 Road Improvement - Transfer from General Fund 3,417,000 3,437,000 3,437,000 3,540,000 3,540,000 3,664,000 3,664,000 5499 Future Capital Project Fund 578,810 240,326 240,326 389,000 389,000 5499 Water Utility - Annual Street Improv.1,085,000 1,608,034 1,608,034 1,319,000 1,319,000 844,000 844,000 5499 Sanitary Utility - Annual Street Improv.1,060,000 1,146,385 1,146,385 1,392,000 1,392,000 891,000 891,000 5499 Storm Drainage - Annual Street Improv 557,000 949,370 949,370 995,000 995,000 704,000 704,000 5499 Street Light Utility 113,687 113,687 50,000 50,000 26,000 26,000 5499 Other Funds 100,000 100,000 Total Transfers 6,697,810 7,494,802 7,494,802 7,296,000 7,296,000 6,618,000 6,618,000 5399 Special Assessments - Street Improv.125,000 375,000 375,000 250,000 250,000 - - 5399 County/Other Entity Cost Participation 125,000 2,406,443 2,406,443 180,000 180,000 288,000 288,000 4125 MSA Maintenance 566,500 583,000 583,000 599,500 599,500 600,000 600,000 4125 MSA Construction 2,500,000 2,346,000 2,534,755 2,292,000 2,292,000 1,623,000 1,623,000 Intergovernmental 3,316,500 5,710,443 5,899,198 3,321,500 3,321,500 2,511,000 2,511,000 Subtotal 10,014,310 13,205,245 13,394,000 10,617,500 10,617,500 9,129,000 9,129,000 5399 TIF projects direct charged to TIF Funds - - - 2,326,000 2,326,000 Total 10,014,310 13,205,245 13,394,000 12,943,500 12,943,500 9,129,000 9,129,000 6235 CONSULTANT SERVICES City Street Project Eng, Legal, Testing, Inspection Subtotal - - - - - - - Less TIF projects direct charged to TIF Funds - - - - - - - Total - - - - - - - 6735 CAPITAL OUTLAY - IMPROVEMENTS 2021 Projects Cimmarron Road/Surrey Trail (Phase 2)4,707,000 4,707,000 133rd Street (Galaxie to Flagstaff)1,510,000 1,510,000 Street Overlay / resurfacing 1,109,000 1,109,000 HAWK Traffic Signalat Greenleaf on Galaxie 312,000 312,000 Ring Route benches and trash bins 81,000 81,000 Trail Resurfacing 180,000 180,000 2021 Microsurfacing Pave. Pres.500,000 500,000 2021 Cracksealing Pave. Pres.100,000 100,000 Misc Intersection Improvements 100,000 100,000 ADA General Improvements 50,000 50,000 Cedar Ave/Ring Route Concrete & Landscape Impt's 30,000 30,000 2020 Projects Cimmarron Road (Phase 1)3,278,000 3,278,000 Cimmarron Road (Phase 1a)1,815,000 1,815,000 Garden View Dr - CR42 to Whitney 2,415,000 2,415,000 Street Overlay / resurfacing 1,484,000 1,484,000 Cedar BRT Skyway at 147th Station - - County Signal Install CSAH 46/JCRR - - Signal Install Galaxie/132nd St.- - 400,000 400,000 140th Trail - South Side, Galaxie to Cedar - - Trail Resurfacing 180,000 180,000 2020 Microsurfacing Pave. Pres.499,500 499,500 2020 Cracksealing Pave. Pres.100,000 100,000 Ring Route Monument Replacement 72,000 72,000 Misc Intersection Improvements 100,000 100,000 2019 Projects Apple Valley 11th & 12th 4,495,457 4,100,000 No. & So. Surrey Tr.- - - - 147th/Glazier Improvements - - 2,700,000 2,700,000 Street Overlay / resurfacing 408,000 620,000 County Signal Redo CSAH 42/JCRR 250,000 - 250,000 250,000 County Signal Redo CSAH 42 Corridor - - Trail Resurfacing 81,000 - 2019 Microsurfacing Pave. Pres.483,000 450,000 2019 Cracksealing Pave. Pres.100,000 100,000 Annual Ring Route Concrete Improvements 50,000 30,000 50,000 50,000 50,000 50,000 Cedar Ave. Pedestrian Connections 100,000 100,000 2018 Projects Redwood Dr./Whitney Pond Storm Bypass 200,000 Redwood Dr. Circle,St. & Keller Lake Dr.2,100,568 Apple Valley 12th 1,855,242 JCRR, Lapaz 2nd 3,043,000 6,632,788 7,994,000 133rd St Ct/134th St Ct 1,045,000 Street Overlay / resurfacing 400,000 Trail Resurfacing 170,000 2018 Microsurfacing Pave. Pres.446,500 2018 Cracksealing Pave. Pres.120,000 Signal Install 147th/JCRR 250,000 500,000 County Signal Design Along CSAH 42 154,000 County ATMS Signal Upgrades Along CSAH 31/46 60,000 CSAH 38 Road Widening 170,000 105,000 Subtotal 10,014,310 13,205,245 13,394,000 12,943,500 12,943,500 9,129,000 9,129,000 Less TIF projects direct charged to TIF Funds - - - - - - - Total 10,014,310 13,205,245 13,394,000 12,943,500 12,943,500 9,129,000 9,129,000 TOTAL EXPENSES 10,014,310$ 13,205,245$ 13,394,000$ 12,943,500$ 12,943,500$ 9,129,000$ 9,129,000$ Revenue 10,014,310$ 13,205,245$ 13,394,000$ 12,943,500$ 12,943,500$ 9,129,000$ 9,129,000$ NET EXPENSES -$ -$ -$ -$ -$ -$ -$ 282 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 3210 93 3212 EDA Operations Fund DESCRIPTION OF ACTIVITY The EDA Operations fund was created many years ago and focused on the activities related to the Valley Business Park development, including a revolving loan program and the development and sale of commercial lots. That activity was completed and the EDA Operations fund assists the EDA in supporting business development opportunities as they arise. MAJOR OBJECTIVES FOR 2020 and 2021 • Anticipate trade/business development mission of a national and global destination as they present themselves. • Continue as a member of GREATER MSP, the regional economic development organization with national and global contacts for local business development. • Continue the “Open to Business” small business development service with the Dakota County CDA and Metropolitan Consortium of Community Developers. • Continue the master planning of the Mixed Business Campus (MBC) with the identified developer, Rockport LLC. • Facilitate repositioning and improvement of properties within the quadrants of CR42 and Cedar Avenue. • Manage City/EDA owned property until development. • With a fully occupied and updated old City Hall in 2017 and 2018, apply a portion of lease revenues toward EDA business development initiatives. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Jobs added (perm. and const.) 400 650 500 500 500 500 Open to Bus./AV Clients Served 16 8 10 10 10 10 Summary Budget Department 93 EDA Operations Fund 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Building Mgmt Fee - - 50,000 50,000 50,000 50,000 50,000 County Grants- Parking Lot 83,396 - - - - - - MC Grant - - 1,148,639 - - - - Admin Fees-Other Funds - - - - - - - Investment Earnings 13,292 937 14,849 1,500 150 400 400 96,688 937 1,213,488 51,500 50,150 50,400 50,400 Expenditures: Salaries & Wages 582 520 416 - 520 535 550 Emp. Benefits 49 40 33 - 40 45 50 Supplies - - - - - - - Contractual Serv.24,500 7,766 - 7,500 7,800 8,000 8,000 Training/Travel/Dues 10,175 10,175 19,730 31,250 31,250 12,650 12,650 Developer Asstistance 800,000 - 574,320 - 574,320 - - Capital outlay 352,415 - - - - - - Total Expenditure 1,187,721 18,501 594,499 38,750 613,930 21,230 21,250 Fund Balance Beginning 1,233,128 142,095 124,531 124,531 743,520 179,740 208,910 Ending 142,095 124,531 743,520 137,281 179,740 208,910 238,060 2020 CAPITAL OUTLAY : None 283 City of Apple Valley Department Expense Summary Budget Years (2020-2021) EDA OPERATIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 520 535 535 550 550 6111 - SALARY PART-TIME 520 520 0 0 6112 - SALARY-SEASONAL TEMP 416 0 6113 - OVERTIME-REGULAR EMPLOYEES 62 0 0 0 6105 - SALARIES AND WAGES 582 520 416 520 0 535 535 550 550 6138 - MEDICARE 8 8 6 0 6139 - FICA 36 32 26 40 0 45 45 50 50 6141 - PENSIONS-PERA 5 0 0 0 6142 - WORKERS COMPENSATION 1 0 6125 - EMPLOYEE BENEFITS 49 40 33 40 0 45 45 50 50 6100 - TOTAL PERSONNEL SERVICES 631 560 449 560 0 580 580 600 600 6234 - CITY ENGINEER CONSULTANT SERV 17,000 0 0 0 6235 - CONSULTANT SERVICES 7,500 7,766 0 7,800 2,985 8,000 8,000 8,000 8,000 6249 - OTHER CONTRACTUAL SERVICES 0 0 0 0 0 6230 - CONTRACTUAL SERVICES 24,500 7,766 0 7,800 2,985 8,000 8,000 8,000 8,000 6276 - SCHOOLS/CONFERENCES/EXP OTHER 1,330 16,500 0 0 0 6278 - SUBSISTENCE ALLOWANCE 100 2,100 0 0 0 6280 - DUES & SUBSCRIPTIONS 10,175 10,175 18,300 12,650 0 12,650 12,650 12,650 12,650 6270 - TRNG/TRAVL/DUES/UNIF 10,175 10,175 19,730 31,250 0 12,650 12,650 12,650 12,650 6200 - TOTAL OPERATING COSTS 34,675 17,941 19,730 39,050 2,985 20,650 20,650 20,650 20,650 6397 - DEVELOPER ASSISTANCE 800,000 0 574,320 500,000 6301 - OTHER EXPENDITURES 800,000 0 574,320 500,000 6300 - TOTAL OTHER EXPENDITURES 800,000 0 574,320 500,000 6810 - CONSTRUCTION IN PROGRESS 352,415 0 0 0 6801 - TOTAL CONSTRUCTION COSTS 352,415 0 0 0 6800 - TOTAL CONSTRUCTION COSTS 352,415 0 0 0 1,187,721 18,501 594,498 39,610 502,985 21,230 21,230 21,250 21,250 284 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 93: EDA OPERATIONS FUND -3212 COMPANY 3210: EDA OPERATIONS 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 520 520 535 535 550 550 6138 Medicare 40 40 45 45 50 50 Total - 560 560 580 580 600 600 6235 CONSULTANT SERVICES Miscellaneous - MCCD 7,500 7,800 8,000 8,000 8,000 8,000 8,000 Total 7,500 7,800 8,000 8,000 8,000 8,000 8,000 6276 SCHOOL/CONF/EXP - OTHER Economic Development-UPONOR Nordic Business Development Trade Mission (3 @ 5500) 16,500 16,500 - - Total 16,500 16,500 - - - - - 6278 SUBSISTANCE ALLOWANCE Economic Development-UPONOR Nordic Business Development Trade Mission (3 for 7 days @ $100) 2,100 2,100 2,100 - - Total 2,100 2,100 2,100 - - - - 6280 DUES & SUBSCRIPTIONS Membership in local chapters of nordic Chambers of Commerce 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Greater MSP 10,350 10,350 10,350 10,350 10,350 10,350 10,350 Sister City 800 800 800 800 800 800 800 Total 12,650 12,650 12,650 12,650 12,650 12,650 12,650 Total Net of Personnel 38,750 39,050 22,750 20,650 20,650 20,650 20,650 TOTAL EXPENSES 38,750$ 39,610$ 23,310$ 21,230$ 21,230$ 21,250$ 21,250$ 285 Notes: 286 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 2090 80 2092 Education Building Fund DESCRIPTION OF ACTIVITY The Education Building Fund accounts for the operations of the former City Hall property. The City currently leases the property to the St. Mary’s University and MacPhail School of Music as an education facility. Background In 2001, the City moved its operations to the Municipal Center location and vacated the former City Hall property. As the City did not have an immediate use for the property, but was also sensitive to the type of new use of the property, the City chose to rent the property. The City continues to have obligations to maintain the facility for the tenant. The building was constructed in a series of additions and renovations over the years, so the infrastructure systems within the building vary from area to area and are not of uniform age or design. Improvements made in 2017 and 2018 address prior concerns. Source of Funds The fund receives its revenues from two primary sources—rents received from the tenants and investment earnings. MAJOR OBJECTIVES FOR 2020 and 2021 Maintain tenants and building management and maintenance. Summary Budget Department 80 - Education Building Fund 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Rents 129,000$ 129,000$ 193,976$ 246,600$ 246,600$ 246,600$ 246,600$ Investment Earnings 7,958 5,705 2,262 5,285 3,732 3,732 3,732 136,958 134,705 196,238 251,885 250,332 250,332 250,332 Expenditures: Supplies 31 1,065 1,993 50 50 50 50 Contractual Serv.34,556 130,986 151,161 86,750 87,850 88,990 88,990 Utilities 22,779 24,936 24,711 31,200 32,090 33,050 33,050 Repairs & Maint.20,655 13,121 37,269 27,750 28,590 29,450 29,450 Other Exp.130 3,844 7,004 130 130 6,420 6,630 Capital outlay/Construction Costs - 55,809 549,940 120,000 50,000 100,000 50,000 Total 78,151 229,762 772,078 265,880 198,710 257,960 208,170 Cash Balance Beginning of Year 732,421$ 791,228$ 696,171$ 696,171$ 120,331$ 171,953$ 164,325$ Revenues 136,958 134,705 196,238 251,885 250,332 250,332 250,332 Expenses (78,151) (229,762) (772,078) (265,880) (198,710) (257,960) (208,170) Addback Depreciation Exp - - - - - - - End of Year 791,228$ 696,171$ 120,331$ 682,176$ 171,953$ 164,325$ 206,487$ Note: Budgets were not adopted prior to the 2018/2019 budget year. Past history amounts above were presented for comparison. 287 City of Apple Valley Department Expense Summary Budget Years (2020-2021) EDUCATION BUILDING FUND Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6105 - SALARIES AND WAGES 0 0 0 0 6125 - EMPLOYEE BENEFITS 0 0 0 0 6100 - TOTAL PERSONNEL SERVICES 0 0 0 0 6211 - SMALL TOOLS & EQUIPMENT 0 0 102 0 6229 - GENERAL SUPPLIES 31 1,065 1,891 50 0 50 50 50 50 6205 - SUPPLIES 31 1,065 1,993 50 0 50 50 50 50 6231 - LEGAL SERVICES 0 0 63 377 6235 - CONSULTANT SERVICES 893 30,009 50,000 50,000 0 50,000 50,000 50,000 50,000 6237 - TELEPHONE/PAGERS 775 845 847 880 424 910 910 910 910 6240 - CLEANING SERVICE/GARBAGE 17,246 17,246 19,642 24,200 12,831 24,920 24,920 24,920 24,920 6249 - OTHER CONTRACTUAL SERVICES 15,643 82,887 80,609 12,770 11,951 13,160 13,160 13,160 13,160 6230 - CONTRACTUAL SERVICES 34,556 130,986 151,161 87,850 25,582 88,990 88,990 88,990 88,990 6255 - UTILITIES-ELECTRIC 16,556 17,650 16,800 23,380 6,633 24,080 24,080 24,080 24,080 6256 - UTILITIES-NATURAL GAS 5,908 6,974 6,521 8,300 4,107 8,550 8,550 8,550 8,550 6257 - UTILITIES-PROPANE/WATER/SEWER 315 313 1,391 410 141 420 420 420 420 6250 - UTILITIES 22,779 24,936 24,711 32,090 10,881 33,050 33,050 33,050 33,050 6265 - REPAIRS-EQUIPMENT 243 0 92 360 0 370 370 370 370 6266 - REPAIRS-BUILDING 20,412 13,121 37,177 28,230 20,433 29,080 29,080 29,080 29,080 6260 - REPAIRS AND MAINTENA 20,655 13,121 37,269 28,590 20,433 29,450 29,450 29,450 29,450 6200 - TOTAL OPERATING COSTS 78,021 170,109 215,134 148,580 56,896 151,540 151,540 151,540 151,540 6311 - INSURANCE-PROPERTY/LIABILITY 7,004 6,945 6,290 6,290 6,500 6,500 6399 - OTHER CHARGES 130 3,844 0 130 0 130 130 130 130 6301 - OTHER EXPENDITURES 130 3,844 7,004 130 6,945 6,420 6,420 6,630 6,630 6300 - TOTAL OTHER EXPENDITURES 130 3,844 7,004 130 6,945 6,420 6,420 6,630 6,630 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 0 0 0 0 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 50,000 100,000 100,000 50,000 50,000 6701 - TOTAL CAPITAL OUTLAY 0 0 0 50,000 0 100,000 100,000 50,000 50,000 6700 - TOTAL CAPITAL OUTLAY 0 0 0 50,000 0 100,000 100,000 50,000 50,000 6810 - CONSTRUCTION IN PROGRESS 55,809 549,940 0 6801 - TOTAL CONSTRUCTION COSTS 55,809 549,940 0 6800 - TOTAL CONSTRUCTION COSTS 55,809 549,940 0 78,151 229,762 772,078 198,710 63,841 257,960 257,960 208,170 208,170 288 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 80: EDUCATION BUILDING FUND COMPANY 2090: EDUCATION BUILDING FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROPOSED RECOMMEND PROPOSED RECOMMEND 6229 GENERAL SUPPLIES 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6235 CONSULTANT SERVICES 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Total 50,000 50,000 50,000 50,000 50,000 50,000 50,000 6237 TELEPHONE Phone 850 880 880 910 910 910 910 Total 850 880 880 910 910 910 910 6240 C. SERVICE/GARBAGE REMOVAL Cleaning 22,100 22,760 22,760 23,440 23,440 23,440 23,440 Trash Service 1,400 1,440 1,440 1,480 1,480 1,480 1,480 Total 23,500 24,200 24,200 24,920 24,920 24,920 24,920 6249 OTHER CONTRACTUAL SERVICES Pest Control 1,600 1,650 1,650 1,700 1,700 1,700 1,700 Mowing 4,700 4,840 4,840 4,990 4,990 4,990 4,990 Snow removal 6,100 6,280 6,280 6,470 6,470 6,470 6,470 Total 12,400 12,770 12,770 13,160 13,160 13,160 13,160 6255 UTILITIES - ELECTRIC Electric 22,700 23,380 23,380 24,080 24,080 24,080 24,080 Total 22,700 23,380 23,380 24,080 24,080 24,080 24,080 6256 UTILITIES - NATURAL GAS Natural Gas 8,100 8,300 8,300 8,550 8,550 8,550 8,550 Total 8,100 8,300 8,300 8,550 8,550 8,550 8,550 6257 UTILITIES - OTHER Water and Sewer 400 410 410 420 420 420 420 Total 400 410 410 420 420 420 420 6265 REPAIRS - EQUIPMENT Fire Sprinkler testing 350 360 360 370 370 370 370 Misc Repairs Total 350 360 360 370 370 370 370 6266 REPAIRS - BUILDINGS Roof Repairs 1,200 1,240 1,240 1,280 1,280 1,280 1,280 Plumbling 700 720 720 740 740 740 740 Misc Repairs 400 410 410 420 420 420 420 HVAC /Boiler Maintenance Agmt 13,200 13,600 13,600 14,010 14,010 14,010 14,010 HVAC / Boiler repairs 11,900 12,260 12,260 12,630 12,630 12,630 12,630 Total 27,400 28,230 28,230 29,080 29,080 29,080 29,080 6311 INSURANCE Property Insurance 6,290 6,290 6,500 6,500 Total - - - 6,290 6,290 6,500 6,500 6399 OTHER CHARGES Boiler License 130 130 130 130 130 130 130 Total 130 130 130 130 130 130 130 6740 CAPITAL OUTLAY - OTHER ITEMS HVAC 42,000 FIRE Sprinkler Protection 45,000 Interior Lighting 50,000 50,000 50,000 Outside Sprinkler 28,000 Roof/Gutters 50,000 50,000 50,000 Carpet 25,000 50,000 50,000 50,000 Windows/Doors 30,000 Total 120,000 100,000 100,000 100,000 100,000 50,000 50,000 Total Net of Personnel 265,880 248,710 248,710 257,960 257,960 208,170 208,170 TOTAL EXPENSES 265,880$ 248,710$ 248,710$ 257,960$ 257,960$ 208,170$ 208,170$ 289 Notes: 290 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 7400 105 7400’s Vehicle & Equipment Replacement Fund DESCRIPTION OF ACTIVITY The Vehicle and Equipment Replacement Fund (VERF) is being created to provide a financing mechanism for the systematic replacement of vehicles in the City’s Fleet. The goal of the fund is to have sufficient cash flow to fund annual equipment purchases without the need to borrow and to stabilize budgeting for major equipment purchases. The goal is to accumulate funds but it is not planned to have all the resources to fund 100% of the replacement value of the entire fleet at any one time. The revenue source for the fund includes an annual inter-fund charge for vehicles and equipment in the program, proceeds from trade-ins and equipment sales for those items covered by the program, into the addition to interest earnings. SCOPE The Vehicle and Equipment Replacement Fund will apply to vehicles and equipment used by operations accounted for as a governmental fund (i.e. it does not include enterprise funds). How the VERF Works The VERF serves as a financing mechanism and each department is responsible for the management of their departments VERF account. • Vehicles and Equipment not included in the VERF program are not to be replaced through the use of VERF funds. • The initial funding of the VERF comes from a combination of the existing equipment fund and the Closed GO bond Fund. • A separate account will be used to maintain a balance by department area for the participating departments; Code Enforcement/Community Development, Building Inspections, Engineering, Police, and Fire, Park Maintenance and Street Maintenance.. • Replacements are limited to replacement of same kind of equipment, additional costs for upgrades and additional features beyond the replacement equipment are funded by the operating department within the operating budget. If equipment to outfit a vehicle is intended to be funded through the use of the VERF, the cost for the outing should be included in the estimated replacement cost. • The annual charge is calculated each year and is equal to the estimated replacement cost divided by the replacement cycle of the vehicle. • The VERF is designed to fund replacements of the vehicle- not the initial purchase for fleet additions. • Additions to the fleet are intended to be funded in the operating department’s budget, and once purchased the asset are transferred to the VERF. 291 Budget Process • The VERF along with the listing of covered vehicles will be included in the annual Capital Improvements Program as well included in the annual operating budget as an internal service fund. • The vehicles included in the program will be scheduled based on the City Council adopted vehicle replacement schedule. Replacements each year will be based on recommendations provided to the Fleet Manager from each operating department. Each year’s vehicle and equipment replacements are subject to the annual budgeting process for inclusion in the City Administrator’s recommended budget and will be included as a separate section of the annual Capital Improvements Program. • The VERF annual budget will include a calculation of the annual charge for each vehicle in the program to be included in each department’s operating budget. • The assets and subsequent depreciation are recorded in the VERF-Internal Service Fund. • A minimum reserve level in the VERF fund is to be maintained at a minimum level where the 10 year projected balance remains positive at each year. In the event that reserve levels are projected to fall below this minimum the annual charge will be adjusted by a fund shortage factor. MAJOR OBJECTIVES FOR 2020 and 2021 The identified replacements that are proposed to be funded from the equipment fund are listed below. Summary Budget Department 105 Vehicle and Equipment Replacement Fund 2016 2017 2018 2019 2020 2021 Adopted Adopted Adopted Adopted Proposed Proposed Revenue: VERF Interfund Charges 716,355$ 736,580$ 969,180$ 1,032,410$ 1,152,820$ 1,344,170$ Sale Proceeds 76,500 72,500 100,000 96,000 69,000 144,500 Investment Earnings 9,135 7,735 14,410 19,295 11,069 10,539 Transfer from Closed GO Debt Fund 461,000 - 600,000 - - 1,262,990 816,815 1,683,590 1,147,705 1,232,889 1,499,209 Expenses Depreciation 544,000 605,840 897,570 1,029,250 1,029,250 1,029,250 Capital outlay: Code Enforcement - - - - - Police 65,000 80,975 94,000 327,600 365,200 345,500 Fire 530,000 240,000 621,900 71,800 94,600 973,600 Parks 513,600 506,500 271,100 293,900 142,400 307,000 Street Maintenance - - 513,900 314,800 218,900 143,800 Engineering - 27,500 - - - - PW Natural Resources - - - - - - CMF Shop - - - - 11,600 - Bldg Inspections - - - - - - Total Capital outlay 1,108,600 854,975 1,500,900 1,008,100 832,700 1,769,900 Total 1,652,600 1,460,815 2,398,470 2,037,350 1,861,950 2,799,150 Cash Balance Beginning of Year 159,052$ 313,442$ 275,282$ 457,972$ 597,577$ 997,766$ Revenues 1,262,990 816,815 1,683,590 1,147,705 1,232,889 1,499,209 Capital Outlay (1,108,600) (854,975) (1,500,900) (1,008,100) (832,700) (1,769,900) End of Year 313,442$ 275,282$ 457,972$ 597,577$ 997,766$ 727,075$ 292 Capital Outlay: 2020 : Unit Desc Life Cycle Acq Date Year Added Replace Year Original Price Purchase Price Trade Value Replace Cost 2020 Police 901 2014 Ford Explorer 6 May-13 2014 2020 32,550 49,400 4,000 45,400 904 2013 Ford Police (investigation)8 Jun-12 2012 2020 29,400 28,400 4,000 24,400 905 2014 Ford Police Interceptor 6 Jun-14 2014 2020 33,000 49,400 3,500 45,900 908 2013 Ford Police Interceptor 8 May-12 2012 2020 31,100 49,400 3,500 45,900 910 2015 Ford Explorer 6 Aug-14 2014 2020 37,000 49,400 4,000 45,400 918 2014 Ford Explorer 6 May-13 2014 2020 32,550 49,400 4,000 45,400 921 2013 Ford Police (investigation)8 Mar-12 2012 2020 24,238 28,400 3,500 24,900 945 2016 Ford Police (investigation outfitting)10,000 10,000 948 2015 Ford Police (investigation outfitting)10,000 10,000 800 Mhz Radios 2008 2020 22,500 - 22,500 972 1997 Radar Trailer #1 Apr-97 1997 2020 18,900 500 18,400 365,200 27,000 338,200 Street Maintainance 360 2010 GMC 3/4 Ton Pickup (4-WD)10 Apr-10 2010 2020 24,876 31,500 7,000 24,500 361 2010 Ford F550 Dump Truck 10 Jul-10 2010 2020 50,822 68,300 10,000 58,300 309 2010 Vermeer BC 1800 XL Chipper 10 Jan-10 2010 2020 45,674 84,100 5,000 79,100 Fleet Addition - Pickup 35,000 35,000 218,900 22,000 196,900 Fleet & Buildings 704 2012 JD 997 (50% shared w/utilities)5 2012 2020 11,600 4,000 7,600 11,600 4,000 7,600 Fire Hydraulic Rescue Tools 15 2005 2005 2020 90,000 94,600 - 94,600 Park Maintenance - 243 2010 Dodge 3/4 Ton Pickup (4-WD) w/7.5’ Boss Plow 10 May-10 2010 2020 19,646 23,100 7,000 16,100 215 2013 Toro 580D Grounds Master 7 Jan-13 2013 2020 72,000 77,500 5,000 72,500 257 2014 Toro Workman 3200 Utility Cart w/Groomer-Le 6 Nov-14 2014 2020 24,000 29,200 3,000 26,200 274 2008 Olympia 82.5" Ice Resurfacer 12 Feb-08 2008 2020 10,118 12,600 1,000 11,600 142,400 16,000 126,400 832,700 69,000 763,700 2021 : Unit Desc Life Cycle Acq Date Year Added Replace Year Original Price Purchase Price Trade Value Replace Cost 2021 Police 902 2014 Ford Explorer 8 May-13 2013 2021 31,100 50,600 4,000 46,600 907 2015 Ford Explorer 7 Aug-14 2014 2021 37,000 50,600 4,000 46,600 909 2016 Ford Explorer 5 Jun-15 2015 2021 37,000 50,600 4,000 46,600 912 2013 Ford Police Interceptor 9 May-12 2012 2021 31,100 50,600 3,500 47,100 913 2014 Ford Police Interceptor 7 May-13 2013 2021 32,550 50,600 3,500 47,100 914 2015 Ford Police Interceptor 6 Aug-15 2015 2021 32,550 50,600 3,500 47,100 800 Mhz Radios 2008 2020 22,500 - 22,500 973 2001 Radar Trailer #2 May-01 2001 2020 19,400 1,000 18,400 345,500 23,500 322,000 Fire 4980 2000 HME Fire Aerial Ladder Truck 21 2000 2021 438,400 915,400 60,000 855,400 4997 2006 Chev K2500 Crew Cab Pickup 16 2006 2021 25,670 30,200 5,000 25,200 4973 2005 Pace Am Sprinkler Trailer 15 2006 2021 5,015 28,000 2,000 26,000 973,600 67,000 906,600 Street Maintainance 362 2011 Chev 1 Ton Dump Truck 10 Jul-11 2011 2021 45,000 57,600 10,000 47,600 342 2003 Chipper 18 Jan-03 2003 2021 25,280 86,200 5,000 81,200 143,800 15,000 128,800 Park Maintenance 241 2011 Dodge 1/2 Ton Pickup 10 May-11 2011 2021 18,662 21,700 1,500 20,200 260 2011 Ford F350 1 TON Dump Pickup 10 Jun-11 2011 2021 38,798 43,200 7,000 36,200 218 2014 Toro GM4700-D Mower 7 May-14 2014 2021 66,000 71,100 10,000 61,100 220 2014 Toro GM4700-D Mower 7 May-14 2014 2021 66,000 71,100 10,000 61,100 203 2009 JD 6230 (2WD) Tractor w/Cab 12 Jun-09 2009 2021 38,614 43,100 4,500 38,600 254 2015 Toro Workman HDX-D utility Cart w/ Groomer 6 Feb-15 2015 2021 26,770 28,800 6,000 22,800 Fleet Addition - Toro Sandpro 28,000 28,000 307,000 39,000 268,000 1,769,900 144,500 1,625,400 293 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 105 - VERF COMPANY 7400 - VEHICLE & EQUIPMENT REPLACEMENT FUND - INTERNAL SERVICE FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECT REQUEST RECOMMEND REQUEST RECOMMEND REVENUES 4225 VERF CHARGES FROM: POLICE - 7401 196,870 238,220 238,220 262,000 262,000 288,200 288,200 FIRE - 7406 321,000 337,050 353,100 388,400 388,400 407,800 407,800 CODE ENFORCEMENT - 7411 2,540 2,540 2,540 2,620 2,540 2,700 2,540 GEN GOVT BUILDINGS - 7411 2,620 2,620 2,620 2,690 2,620 2,760 2,620 BLDG INSPECTIONS - 7416 12,600 12,600 12,600 12,980 12,980 13,370 13,370 ENGINEERING - 7421 10,250 10,250 10,250 10,510 10,510 10,770 10,770 PUBLIC WORKS - 7426 4,450 4,500 1,990 2,000 2,000 2,050 2,050 PARK MAINT - 7431 231,000 236,780 236,780 236,700 236,700 242,620 270,620 CMF SHOP - 7436 2,850 2,850 2,850 5,700 5,700 6,560 5,800 STREET MAINT - 7441 185,000 185,000 185,000 194,370 229,370 348,400 340,400 Total 969,180 1,032,410 1,045,950 1,117,970 1,152,820 1,325,230 1,344,170 5010 INTEREST POLICE - 7401 1,200 6,000 6,305 1,780 1,780 656 656 FIRE - 7406 3,600 2,700 8,680 6,188 6,188 4,241 4,241 CODE ENFORCEMENT - 7411 90 200 84 123 123 165 165 GEN GOVT BUILDINGS - 7411 75 204 246 246 291 291 BLDG INSPECTIONS - 7416 50 470 688 888 888 1,096 1,096 ENGINEERING - 7421 240 600 290 448 448 612 612 PUBLIC WORKS - 7426 130 80 514 551 551 589 589 PARK MAINT - 7431 630 7,300 183 (11) (11) 1,643 1,643 CMF SHOP - 7436 155 370 371 419 419 397 397 STREET MAINT - 7441 1,500 1,434 437 437 849 849 Total 6,095 19,295 18,753 11,069 11,069 10,539 10,539 8205 PROCEEDS FROM SALE/TRADE POLICE - 7401 7,000 12,000 20,000 27,000 27,000 23,500 23,500 FIRE - 7406 6,000 - - 67,000 67,000 CODE ENFORCEMENT - 7411 - - - - - PARK MAINT - 7431 19,500 44,000 44,000 16,000 16,000 39,000 39,000 CMF SHOP - 7436 - 4,000 4,000 - - STREET MAINT - 7441 40,000 38,000 22,000 22,000 15,000 15,000 Total 31,500 96,000 108,000 69,000 69,000 144,500 144,500 TOTAL REVENUES 1,006,775 1,147,705 1,172,703 1,198,039 1,232,889 1,480,269 1,499,209 6610 DEPRECIATION POLICE - 7402 135,015 188,195 188,195 188,195 188,195 188,195 188,195 FIRE - 7407 140,120 170,355 170,355 170,355 170,355 170,355 170,355 CODE ENFORCEMENT - 7412 5,580 5,580 5,580 5,580 5,580 5,580 5,580 GEN GOVT BUILDINGS - 7412 2,500 BLDG INSPECTIONS - 7417 6,555 8,445 8,445 8,445 8,445 8,445 8,445 ENGINEERING - 7422 5,865 9,650 9,650 9,650 9,650 9,650 9,650 PUBLIC WORKS - 7427 4,125 4,125 4,125 4,125 4,125 4,125 4,125 PARK MAINT - 7432 230,335 241,300 241,300 241,300 241,300 241,300 241,300 CMF SHOP - 7437 6,600 6,600 6,600 6,600 6,600 6,600 6,600 STREET MAINT - 7442 395,000 395,000 395,000 395,000 395,000 395,000 Total 536,695 1,029,250 1,029,250 1,029,250 1,029,250 1,029,250 1,029,250 6730 CAPITAL OUTLAY - VEHICLES POLICE - 7402 71,750 327,600 566,200 365,200 365,200 345,500 345,500 FIRE - 7407 547,350 71,800 1,008,600 94,600 94,600 973,600 973,600 CODE ENFORCEMENT - 7412 GEN GOVT BUILDINGS - 7412 BLDG INSPECTIONS - 7417 - ENGINEERING - 7422 - PUBLIC WORKS - 7427 24,395 PARK MAINT - 7432 237,300 293,900 293,900 142,400 142,400 279,000 307,000 CMF SHOP - 7437 - - 11,600 11,600 STREET MAINT - 7442 314,800 304,220 183,900 218,900 143,800 143,800 Total 880,795 1,008,100 2,172,920 797,700 832,700 1,741,900 1,769,900 TOTAL EXPENSES 1,417,490$ 2,037,350$ 3,202,170$ 1,826,950$ 1,861,950$ 2,771,150$ 2,799,150$ 294 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 4000 71 4002 Municipal Building Fund DESCRIPTION OF ACTIVITY The Municipal Building Fund is being created to provide a financing mechanism for the systematic improvements of municipal buildings and facilities. The goal of the fund is to have sufficient cash flow to fund annual purchases and to stabilize budgeting for these building improvement expenditures. The revenue source for the fund includes an annual transfer from the General Fund and a transfer from the Future Capital Project Fund in an amount equal to the prior year’s interest earnings experienced in the Future Capital Projects Fund, in the addition to interest earnings. As the program is phased in, an inventory of long term building needs will be incorporated into the Capital Improvements Plan in order to prioritize these identified needs. SCOPE The Municipal Building Fund will be used for building and facility needs that extend the usefully life of the building and facility and is not intended to address ongoing maintenance items which will continue to be addressed in the individual operating budgets. MAJOR OBJECTIVES FOR 2020 and 2021 The identified replacements that are proposed to be funded from the municipal building fund are listed below under capital outlay. Summary Budget Department 71 - Municipal Building Fund 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Transfer From General Fund 171,500$ 176,000$ 381,000$ 381,000$ 186,000$ 192,000$ 198,000 Transfer from Future Cap.Proj. Fund 370,000 183,000 212,000 212,000 212,000 212,000 218,000 Transfer from other Funds 10,986 - - - - - Investment Earnings 1,794 3,684 4,217 3,800 3,800 8,300 8,800 Refunds and Reimbursements - 130 9,900 - - - 554,281 362,814 607,117 596,800 401,800 412,300 424,800 Expenses 6235-Consultant Services - 6,281 2,231 - - - - 6399-Other Charges - 1,908 - - - - - 6715-Buildings 13,219 412,672 288,751 366,000 506,000 378,500 962,900 6735-Other Improvements - 13,395 - - - - - 6740-Capital Outlay Other 44,299 - - 200,000 150,000 - 6810-Construction in Progress 92,238 11,504 - - - - - Total 149,756 445,761 290,983 566,000 656,000 378,500 962,900 Fund Balance Beginning of Year 111,485$ 516,010$ 433,063$ 433,063$ 749,197$ 494,997$ 528,797$ Revenues 554,281 362,814 607,117 596,800 401,800 412,300 424,800 Expenses (149,756) (445,761) (290,983) (566,000) (656,000) (378,500) (962,900) Addback Depreciation Exp - - - - - - - End of Year 516,010$ 433,063$ 749,197$ 463,863$ 494,997$ 528,797$ (9,303)$ 295 Capital Outlay: 2020 Municipal Center - PD HVAC 60,000$ Fire Station #1 Roof replacement 61,000 Fire Station #2 Roof Replacement 44,500 Fire Station #3 Apparatus Bay Floor 30,000 CMF windows, doors, OH doors 20,000 CMF Replace Vehicle Hoist Bay #3 27,000 AVCC - Hardwood Gym Curtains 45,000 JCRP East Restroom facility 60,000 JCRP East Legion Roof 6,000 Senior Center-Backup Boiler 25,000 378,500$ 2021 Municipal Center - PD Training Room 56,000$ Municipal Center - Recarpet 200,000 Municipal Center -Roof replacement 150,000 Fire Station #1 Bay Pit Repair 60,000 Fire Station #2 Roof Replacement 44,500 CMF windows, doors, OH doors 9,500 CMF Replace Vehicle Hoist Bay #5 26,000 CMF- Upgrade Accubrine Machne 35,400 CMF- Police Storage Bldg Unit Heater # 1 15,500 CMF- Parks Storage Bldg Unit Heater # 2 16,000 CMF- Streets Storage Bldg Unit Heater # 3 16,000 AVCC- Sport Court Divider Curtains 51,000 AVCC- Caulk/Sealant Masonary 34,000 AVCC- Concrete Work 40,000 AVCC- Flooring 10,000 Senior Center- Cooling Tower 50,000 Senior Center- Concrete Dumpster Area 50,000 JCRP Activity Center Reroof 85,000 JCRP East Legion Roof 14,000 962,900$ 296 City of Apple Valley Department Expense Summary Budget Years (2020-2021) MUNICIPAL BUILDINGS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6235 - CONSULTANT SERVICES 0 6,281 2,231 0 0 6230 - CONTRACTUAL SERVICES 0 6,281 2,231 0 0 6260 - REPAIRS AND MAINTENA 0 0 0 0 6200 - TOTAL OPERATING COSTS 0 6,281 2,231 0 0 6399 - OTHER CHARGES 0 1,908 0 0 6301 - OTHER EXPENDITURES 0 1,908 0 0 6300 - TOTAL OTHER EXPENDITURES 0 1,908 0 0 6715 - CAPITAL OUTLAY-BUILDINGS 13,219 412,672 288,751 506,000 304,566 378,500 378,500 962,900 962,900 6720 - CAPITAL OUTLAY-FURNITURE & FIX -2,398 0 0 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 13,395 0 0 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 46,697 0 0 150,000 0 0 0 6701 - TOTAL CAPITAL OUTLAY 57,518 426,067 288,751 656,000 304,566 378,500 378,500 962,900 962,900 6700 - TOTAL CAPITAL OUTLAY 57,518 426,067 288,751 656,000 304,566 378,500 378,500 962,900 962,900 6810 - CONSTRUCTION IN PROGRESS 92,238 11,504 0 13,500 6801 - TOTAL CONSTRUCTION COSTS 92,238 11,504 0 13,500 6800 - TOTAL CONSTRUCTION COSTS 92,238 11,504 0 13,500 7001 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 7000 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 149,756 445,761 290,983 656,000 318,066 378,500 378,500 962,900 962,900 297 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT: 71 MUNICIPAL BLDGS (4000) COMPANY 4000: GOVERNMENT BUILDINGS JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED REQUEST RECOMMEND REQUEST RECOMMEND 6715 Capital Outlay Buildings Municipal Center- PD Training Room 56,000 - Municipal Center - Recarpet 200,000 150,000 200,000 200,000 Municipal Center - PD HVAC Ph #2 60,000 60,000 Municipal Center - PD Training room 56,000 56,000 Municipal Center - Muni Center Roof Replacement - - 150,000 150,000 Fire Station #1 Roof replacement 61,000 61,000 Fire Station #2 Roof Replacement 44,500 44,500 Fire Station #3 Roof Replacement 44,500 44,500 Fire Station # 3 Apparatus Bay Floor 30,000 30,000 Fire Station # 1 Bay Pit Repair 60,000 60,000 AVFAC Building ReRoofing 55,000 AVFAC Refractor Boilers Ameresco CMF North & West Lot chip seal 15,000 CMF windows, doors, OH doors 16,000 20,000 20,000 9,500 9,500 CMF restrooms 20,000 20,000 20,000 CMF overhead doors 22,000 CMF Streets/Shop roof 27,000 30,000 30,000 CMF CoRayVac program thermostat 6,000 CMF Hallway Tile 12,000 12,000 CMF Old Wash Bay Conversion 27,000 27,000 CMF Replace Vehicle Hoist Bay #3 27,000 27,000 CMF Replace Vehicle Hoist Bay #5 26,000 26,000 CMF- Upgrade Accubrine Machne 35,400 35,400 CMF- Police Storage Bldg Unit Heater # 1 15,500 15,500 CMF- Parks Storage Bldg Unit Heater # 2 16,000 16,000 CMF- Streets Storage Bldg Unit Heater # 3 16,000 16,000 AVCC - Replace Boilers Ameresco AVCC - Restroom/locker room flooring 46,000 AVCC - Water Heater 28,000 AVCC - Flooring various rooms 35,000 40,000 40,000 AVCC - Hardwood Gym Curtain 45,000 45,000 45,000 AVCC - Sportcourt gym roof 100,000 100,000 26,000 AVCC - Sportcourt divider curtains 51,000 51,000 AVCC - Caulk / Sealant / Masonary 34,000 34,000 Senior Center Yellowstone Room Carpet Rep 50,000 50,000 Senior Center Cooling Tower 10,000 10,000 Senior Cntr interior painting high traff 5,000 Senior Center -Building Upgrades 35,000 35,000 Senior Center - Concrete Dumpster Area 50,000 50,000 JCRP East Restroom facility 60,000 60,000 JCRP East Legion Roof 6,000 6,000 14,000 14,000 JCRP East Soccer Stadium Roof 6,000 6,000 JCRP Activity Center Reroof 85,000 85,000 Senior Center-Backup Boiler 25,000 25,000 Redwood - Boiler Replacement 20,000 20,000 Redwood Community Room Improve 20,000 Total 366,000 506,000 400,000 378,500 378,500 962,900 962,900 6740 AVFAC Slide Resurfacing 200,000 150,000 150,000 Total 200,000 150,000 150,000 - - - - Total Net of Personnel 566,000 656,000 550,000 378,500 378,500 962,900 962,900 TOTAL EXPENSES 566,000$ 656,000$ 550,000$ 378,500$ 378,500$ 962,900$ 962,900$ 298 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5000 56, 57, 58 and 59 5005, 5025, 5065 5095 Liquor Operations DESCRIPTION OF ACTIVITY Liquor Operations exist in order to control the sale and consumption of alcoholic beverages in compliance with Federal and State laws. After control, we strive to provide the community the highest possible profit. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Adopted Proposed Proposed Item 2016 2017 2018 2018 2019 2020 2021 AV Gross Profit % For comparison: Metro Average Gross Profit 29.4%* 25.6%* 29.5% 26.0% 30.5% 28.4% 29.0% 29.0% 29.0% AV Net Operating Profit % (before transfers) Metro Avg. Net Op. Profit% 10.2%* 5.0%* 10.4% 5.9% 11.8% 8.9% 10.5% 7.7% 8.3% Sales Transfer to General Fund *Numbers from the State Auditor’s Report, not available after 2017 8,726,877* 600,000* 9,183,273 630,000 9,455,278 630,000 9,337,000 630,000 9,782,000 660,000 9,959,000 660,000 10,191,000 680,000 Regular Status Personnel Schedule –FTE’s Adopted Adopted Adopted Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Liquor Operation Director 1 1 1 1 1 1 Liquor Store Manager 3 3 3 3 3 3 Assistant Store Manager 2 2 2 2 2 2 Temporary Status Personnel Schedule –(# hours) Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Accounting Clerk PT 1,350 1,350 1,350 1,350 1,300 1,300 Lead Clerk PT 3,650 3,650 3,650 6,020 6,400 6,400 Cashier / Clerks 16,125 16,700 16,700 15,175 14,900 14,900 Supervisor PT 4,038 3,250 3,250 2,805 2,600 2,600 299 Summary Budget Business Unit - Liquor Combined 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Sales Revenue 8,747,681 9,183,273 9,445,162 9,337,000 9,782,000 9,959,000 10,191,000 Cost of Goods Sold 6,171,692 6,473,274 6,568,029 6,685,290 6,945,220 7,070,890 7,235,610 Gross Profit 2,575,989 2,709,999 2,877,133 2,651,710 2,836,780 2,888,110 2,955,390 29.4% 29.5% 30.5% 28.4% 29.0% 29.0% 29.0% Expenditures Salaries and Wages 762,272 813,013 841,179 863,095 888,845 866,665 899,705 Employee Benefits 266,767 273,473 236,481 255,285 256,990 257,555 271,410 Supplies 13,577 16,987 18,364 23,050 21,100 21,650 21,650 Contractual Services 32,430 31,833 28,263 38,100 38,440 41,065 41,185 Utilities 47,071 51,934 53,013 53,125 53,625 56,480 56,480 Repairs and Maint.36,956 15,145 37,733 27,335 34,760 40,168 38,168 Training/Travel/Dues 9,159 10,051 10,421 12,790 12,790 13,530 13,630 Rentals / Leases 174,837 177,550 176,716 183,400 190,400 191,200 191,600 Insurance 71,688 75,285 68,585 68,585 66,600 66,700 69,200 Other Expenditures 10,182 11,295 11,816 11,640 10,500 12,640 13,400 Visa M/C fees 126,097 135,391 142,219 138,000 149,700 151,500 151,500 Depreciation 136,546 140,757 141,536 146,600 140,600 142,800 144,800 Total Exp.1,687,582 1,752,714 1,766,326 1,821,005 1,864,350 1,861,953 1,912,728 Operating Income-before Transfers & Interest 888,407 957,285 1,110,807 830,705 972,430 1,026,157 1,042,662 Other Revenue (expense)10,195 6,740 11,550 - - - - Interest Income 23,935 18,342 37,994 33,000 33,000 40,000 40,000 Transfers Out (630,000) (630,000) (630,000) (630,000)(660,000) (660,000)(680,000) Debt Service Interest (28,974) (26,896) (20,705) (22,600)- - - Net Income 263,563 325,471 509,646 211,105 345,430 406,157 402,662 Net Position - Beginning of Year 4,780,752 5,044,315 5,369,786 5,369,786 5,580,891 5,926,321 6,332,478 Change in Accounting Principle - - (3,521)- - - - Net Position - End of Year 5,044,315 5,369,786 5,875,911 5,580,891 5,926,321 6,332,478 6,735,140 CAPITAL OUTLAY 2020: 3 Door Cooler at Store 1 $ 7,500 2-3 Door Coolers at Store 3 $15,000 $22,500 300 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE MANAGEMENT Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 112,301 114,792 118,060 122,055 103,591 103,095 103,095 109,400 109,400 6111 - SALARY PART-TIME 25,187 25,854 27,797 26,865 11,512 23,765 23,765 25,210 25,210 6118 - VACATION PAY 3,892 786 8,128 0 6121 - INSURANCE CASH BENEFIT 720 720 720 0 240 6123 - SALARY-OTHER 4,580 6,035 6,035 6,410 6,410 6105 - SALARIES AND WAGES 142,099 142,152 154,705 153,500 115,343 132,895 132,895 141,020 141,020 6138 - MEDICARE 2,007 2,052 2,118 2,225 1,040 1,925 1,925 2,045 2,045 6139 - FICA 8,583 8,776 9,058 9,520 4,447 8,240 8,240 8,745 8,745 6141 - PENSIONS-PERA 10,311 10,548 10,939 11,515 4,801 9,965 9,965 10,575 10,575 6142 - WORKERS COMPENSATION 3,122 4,936 5,337 5,840 2,277 4,495 4,495 5,005 5,005 6143 - UNEMPLOYMENT COMPENSATION 120 3,285 649 0 6144 - LONG-TERM DISABILITY INSURANCE 306 231 237 345 85 300 300 315 315 6145 - MEDICAL INSURANCE 11,268 9,861 10,939 14,340 3,467 17,340 17,340 18,360 18,360 6146 - DENTAL INSURANCE 604 602 602 232 6147 - LIFE INSURANCE-BASIC 6 6 6 2 6148 - LIFE INSURANCE-SUPP/DEPEND 2,294 2,287 2,287 692 6150 - PENSION EXPENSE-GASB 68 10,930 8,084 -1,435 0 6125 - EMPLOYEE BENEFITS 49,552 50,667 40,738 43,785 17,044 42,265 42,265 45,045 45,045 6100 - TOTAL PERSONNEL SERVICES 191,652 192,820 195,443 197,285 132,386 175,160 175,160 186,065 186,065 6210 - OFFICE SUPPLIES 9 10 10 200 0 100 100 100 100 6229 - GENERAL SUPPLIES 0 0 0 50 0 50 50 50 50 6205 - SUPPLIES 9 10 10 250 0 150 150 150 150 6235 - CONSULTANT SERVICES 11,100 13,703 12,771 17,410 9,631 17,880 17,880 18,000 18,000 6239 - PRINTING 7,678 7,179 6,157 10,000 1,107 12,000 12,000 12,000 12,000 6230 - CONTRACTUAL SERVICES 18,778 20,882 18,928 27,410 10,738 29,880 29,880 30,000 30,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 35 42 40 190 20 200 200 200 200 6276 - SCHOOLS/CONFERENCES/EXP OTHER 776 1,493 1,427 1,650 0 2,500 2,500 2,500 2,500 6277 - MILEAGE/AUTO ALLOWANCE 533 570 597 1,000 195 900 900 1,000 1,000 6280 - DUES & SUBSCRIPTIONS 5,700 5,700 5,700 6,625 0 6,625 6,625 6,625 6,625 6281 - UNIFORM/CLOTHING ALLOWANCE 250 250 250 250 250 6270 - TRNG/TRAVL/DUES/UNIF 7,044 7,806 7,765 9,715 215 10,475 10,475 10,575 10,575 6200 - TOTAL OPERATING COSTS 25,831 28,698 26,704 37,375 10,953 40,505 40,505 40,725 40,725 6399 - OTHER CHARGES 10,262 11,393 11,605 10,500 7,235 12,640 12,640 13,400 13,400 6301 - OTHER EXPENDITURES 10,262 11,393 11,605 10,500 7,235 12,640 12,640 13,400 13,400 6300 - TOTAL OTHER EXPENDITURES 10,262 11,393 11,605 10,500 7,235 12,640 12,640 13,400 13,400 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 7110 - TRANSFER TO OTHER FUNDS 630,000 630,000 630,000 660,000 330,000 660,000 660,000 660,000 680,000 7101 - TOTAL TRANSFERS 630,000 630,000 630,000 660,000 330,000 660,000 660,000 660,000 680,000 7100 - TOTAL TRANSFERS 630,000 630,000 630,000 660,000 330,000 660,000 660,000 660,000 680,000 857,745 862,911 863,752 905,160 480,575 888,305 888,305 900,190 920,190 301 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 56: LIQUOR STORE MANAGEMENT - 5005 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 115,330 122,055 122,055 103,095 103,095 109,400 109,400 6111 Salaries - Parttime 26,515 26,865 26,865 23,765 23,765 25,210 25,210 6123 Salaries - Other 7,225 4,580 4,580 6,035 6,035 6,410 6,410 6138 Medicare 2,160 2,225 2,225 1,925 1,925 2,045 2,045 6139 FICA 9,240 9,520 9,520 8,240 8,240 8,745 8,745 6141 Pension - PERA 11,180 11,515 11,515 9,965 9,965 10,575 10,575 6142 Workers Compensation 5,490 5,840 5,840 4,495 4,495 5,005 5,005 6144 Long-term Disability Insurance 335 345 345 300 300 315 315 6145 Hospital & Life Insurance 12,900 14,340 14,340 17,340 17,340 18,360 18,360 Position Changes Total 190,375 197,285 197,285 175,160 175,160 186,065 186,065 6210 OFFICE SUPPLIES Miscellaneous 200 200 50 100 100 100 100 Total 200 200 50 100 100 100 100 6229 GENERAL SUPPLIES Various 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6235 CONSULTANT SERVICES Audit 13,390 12,410 12,800 12,880 12,880 13,000 13,000 PCI Compliance / Penetration Testing 4,000 5,000 5,000 5,000 5,000 5,000 5,000 Total 17,390 17,410 17,800 17,880 17,880 18,000 18,000 6239 PRINTING/PUBLISHING/ADVERTISING Advertising, Help wanted, etc 10,000 10,000 10,000 12,000 12,000 12,000 12,000 Total 10,000 10,000 10,000 12,000 12,000 12,000 12,000 6275 SCHOOL/CONF/EXP - LOCAL Chamber Meetings 40 40 40 50 50 50 50 Seminars 150 150 150 150 150 150 150 Total 190 190 190 200 200 200 200 6276 SCHOOL/CONF/EXP - OTHER MMBA conference 1,650 1,650 - 2,500 2,500 2,500 2,500 Total 1,650 1,650 - 2,500 2,500 2,500 2,500 6277 MILEAGE ALLOWANCE 1,000 1,000 1,000 900 900 1,000 1,000 Total 1,000 1,000 1,000 900 900 1,000 1,000 6280 DUES & SUBSCRIPTIONS MN Municipal Beverage Assn 5,700 5,700 5,700 5,700 5,700 5,700 5,700 Chamber Dues Council 925 925 925 925 925 925 925 Total 6,625 6,625 6,625 6,625 6,625 6,625 6,625 6281 UNIFORM/CLOTHING ALLOWANCE Clothing 250 250 - 250 250 250 250 Total 250 250 - 250 250 250 250 6399 OTHER CHARGES LOGIS 11,640 10,500 12,000 12,640 12,640 13,400 13,400 Total 11,640 10,500 12,000 12,640 12,640 13,400 13,400 7110 TRANSFER TO GENERAL FUND Operating Transfer 630,000 660,000 660,000 660,000 660,000 660,000 680,000 Total 630,000 660,000 660,000 660,000 660,000 660,000 680,000 Total Net of Personnel 678,995 707,875 707,715 713,145 713,145 714,125 734,125 TOTAL EXPENSES 869,370$ 905,160$ 905,000$ 888,305$ 888,305$ 900,190$ 920,190$ 302 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE #1 Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 129,255 139,119 142,647 144,150 68,704 146,695 146,695 151,110 151,110 6111 - SALARY PART-TIME 119,165 110,512 2,702 126,225 0 128,850 128,850 132,840 132,840 6112 - SALARY-SEASONAL TEMP 0 2,978 105,750 56,139 6113 - OVERTIME-REGULAR EMPLOYEES 689 340 1,996 2,100 447 2,100 2,100 2,100 2,100 6114 - OVERTIME PART-TIME EMPLOYEES 2,393 1,627 0 5,100 0 5,100 5,100 5,100 5,100 6118 - VACATION PAY -18,627 4,675 7,804 0 6121 - INSURANCE CASH BENEFIT 720 720 720 0 360 6123 - SALARY-OTHER 0 0 0 6,490 0 4,395 4,395 4,470 4,470 6124 - OVERTIME-SEASONAL TEMP 449 2,188 860 6105 - SALARIES AND WAGES 233,595 260,419 263,807 284,065 126,510 287,140 287,140 295,620 295,620 6138 - MEDICARE 3,603 3,669 3,664 3,980 1,813 4,165 4,165 4,285 4,285 6139 - FICA 15,407 15,690 15,666 17,010 7,751 17,805 17,805 18,330 18,330 6141 - PENSIONS-PERA 18,856 19,123 19,138 20,195 9,462 21,535 21,535 22,170 22,170 6142 - WORKERS COMPENSATION 6,691 10,607 11,125 12,375 4,964 11,515 11,515 12,445 12,445 6143 - UNEMPLOYMENT COMPENSATION 0 0 0 0 6144 - LONG-TERM DISABILITY INSURANCE 354 277 288 415 129 435 435 435 435 6145 - MEDICAL INSURANCE 25,349 26,024 28,420 30,600 10,428 30,310 30,310 32,245 32,245 6146 - DENTAL INSURANCE 1,936 2,108 2,166 1,016 6147 - LIFE INSURANCE-BASIC 12 12 12 0 6 6148 - LIFE INSURANCE-SUPP/DEPEND 139 138 138 65 6150 - PENSION EXPENSE-GASB 68 12,580 9,797 -1,734 0 6170 - EMPLOYEE PAID PREMIUMS -2,200 -3,137 -832 6125 - EMPLOYEE BENEFITS 84,927 85,244 75,747 84,575 34,801 85,765 85,765 89,910 89,910 6100 - TOTAL PERSONNEL SERVICES 318,522 345,664 339,554 368,640 161,311 372,905 372,905 385,530 385,530 6210 - OFFICE SUPPLIES 330 77 0 400 108 400 400 400 400 6211 - SMALL TOOLS & EQUIPMENT 916 495 1,675 1,550 409 1,550 1,550 1,550 1,550 6215 - EQUIPMENT-PARTS 0 310 7 7 6229 - GENERAL SUPPLIES 4,688 6,863 7,184 8,000 3,431 8,000 8,000 8,000 8,000 6205 - SUPPLIES 5,935 7,745 8,866 9,950 3,954 9,950 9,950 9,950 9,950 6238 - POSTAGE/UPS/FEDEX 0 0 0 50 0 50 50 50 50 6240 - CLEANING SERVICE/GARBAGE 1,245 1,356 1,212 1,575 941 1,675 1,675 1,675 1,675 6249 - OTHER CONTRACTUAL SERVICES 160 284 789 660 476 740 740 740 740 6230 - CONTRACTUAL SERVICES 1,405 1,640 2,002 2,285 1,417 2,465 2,465 2,465 2,465 6255 - UTILITIES-ELECTRIC 16,147 17,535 16,576 17,700 5,781 17,500 17,500 17,500 17,500 6256 - UTILITIES-NATURAL GAS 3,034 3,652 4,366 4,000 2,908 4,500 4,500 4,500 4,500 6257 - UTILITIES-PROPANE/WATER/SEWER 335 329 270 350 188 400 400 400 400 6250 - UTILITIES 19,517 21,516 21,213 22,050 8,878 22,400 22,400 22,400 22,400 6265 - REPAIRS-EQUIPMENT 2,747 2,533 2,776 5,304 2,023 5,600 5,600 5,600 5,600 6266 - REPAIRS-BUILDING 7,312 5,413 2,018 7,200 753 7,710 7,710 7,710 7,710 6269 - REPAIRS-OTHER 2,390 0 1,236 0 106 6260 - REPAIRS AND MAINTENA 12,449 7,945 6,030 12,504 2,883 13,310 13,310 13,310 13,310 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 8 0 167 100 0 100 100 100 100 6277 - MILEAGE/AUTO ALLOWANCE 377 242 245 400 65 350 350 350 350 6280 - DUES & SUBSCRIPTIONS 349 363 369 435 21 435 435 435 435 6281 - UNIFORM/CLOTHING ALLOWANCE 503 421 493 500 0 500 500 500 500 6270 - TRNG/TRAVL/DUES/UNIF 1,237 1,027 1,274 1,435 86 1,385 1,385 1,385 1,385 6200 - TOTAL OPERATING COSTS 40,542 39,873 39,384 48,224 17,218 49,510 49,510 49,510 49,510 6310 - RENTAL EXPENSE 172,509 175,823 175,433 187,000 89,509 187,400 187,400 187,400 187,400 303 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE #1 Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6311 - INSURANCE-PROPERTY/LIABILITY 32,496 34,125 30,925 28,700 14,350 28,700 28,700 29,600 29,600 6333 - GENERAL-CASH DISCOUNTS -36 -53 -51 -29 6351 - VISA/BANK CHARGES 58,019 62,001 63,025 64,000 32,487 65,500 65,500 65,500 65,500 6301 - OTHER EXPENDITURES 262,987 271,896 269,332 279,700 136,316 281,600 281,600 282,500 282,500 6300 - TOTAL OTHER EXPENDITURES 262,987 271,896 269,332 279,700 136,316 281,600 281,600 282,500 282,500 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6510 - LIQUOR 996,312 1,031,792 1,027,892 3,144,590 449,728 3,114,770 3,114,770 3,130,390 3,130,390 6520 - WINE 593,977 597,941 560,177 0 258,992 6530 - BEER 1,314,035 1,358,369 1,349,503 0 531,906 6540 - TAXABLE MISC FOR RESALE 44,651 45,107 44,857 0 18,548 6545 - NON-TAXABLE MISC FOR RESALE 28,917 34,703 36,103 0 17,438 6550 - FREIGHT ON RESALE MDSE 21,667 21,368 20,842 0 8,539 6501 - TAXABLE/NON-TAXABLE MISC RESAL 2,999,559 3,089,279 3,039,374 3,144,590 1,285,152 3,114,770 3,114,770 3,130,390 3,130,390 6500 - TOTAL EXPENDITURES 2,999,559 3,089,279 3,039,374 3,144,590 1,285,152 3,114,770 3,114,770 3,130,390 3,130,390 6610 - DEPRECIATION 16,652 18,576 19,094 19,100 9,468 19,100 19,100 19,100 19,100 6601 - TOTAL DEPRECIATION 16,652 18,576 19,094 19,100 9,468 19,100 19,100 19,100 19,100 6600 - TOTAL DEPRECIATION 16,652 18,576 19,094 19,100 9,468 19,100 19,100 19,100 19,100 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 0 0 7,500 7,500 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 7,500 7,500 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 7,500 7,500 3,638,262 3,765,288 3,706,737 3,860,254 1,609,465 3,845,385 3,845,385 3,867,030 3,867,030 304 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 57: LIQUOR STORE NO 1 - 5010 & 5025 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND Total Sales - Store # 1 4,452,000 4,429,000 4,365,000 4,387,000 4,387,000 4,409,000 4,409,000 COST OF GOODS SOLD 3,187,630 3,144,590 3,099,150 3,114,770 3,114,770 3,130,390 3,130,390 Gross Margin 1,264,370 1,284,410 1,265,850 1,272,230 1,272,230 1,278,610 1,278,610 SALARIES 6110 Regular Employees 137,275 144,150 144,150 146,695 146,695 151,110 151,110 6111 Salary-Parttime 123,235 126,225 126,225 128,850 128,850 132,840 132,840 6113 Overtime - Reg 2,000 2,100 2,100 2,100 2,100 2,100 2,100 6114 Overtime - Part time 5,000 5,100 5,100 5,100 5,100 5,100 5,100 6123 Salaries - Other 10,205 6,490 6,490 4,395 4,395 4,470 4,470 6138 Medicare 4,030 3,980 3,980 4,165 4,165 4,285 4,285 6139 FICA 17,220 17,010 17,010 17,805 17,805 18,330 18,330 6141 Pension - PERA 20,830 20,195 20,195 21,535 21,535 22,170 22,170 6142 Workers Compensation 12,160 12,375 12,375 11,515 11,515 12,445 12,445 6144 Long-term Disability Insurance 395 415 415 435 435 435 435 6145 Hospital & Life Insurance 28,800 30,600 30,600 30,310 30,310 32,245 32,245 Position Changes - - - - - - - Total 361,150 368,640 368,640 372,905 372,905 385,530 385,530 6210 OFFICE SUPPLIES Miscellaneous 400 400 400 400 400 400 400 Total 400 400 400 400 400 400 400 6211 SMALL TOOL & EQUIPMENT Misc. Exp 250 250 250 250 250 250 250 Vacuum 350 350 350 350 350 350 350 Beer Taps 700 700 700 700 700 700 700 Computers/Register items 250 250 250 250 250 250 250 Total 1,550 1,550 1,550 1,550 1,550 1,550 1,550 6229 GENERAL SUPPLIES Bags, Cleaning Supplies, etc.8,000 8,000 8,000 8,000 8,000 8,000 8,000 Total 8,000 8,000 8,000 8,000 8,000 8,000 8,000 6238 POSTAGE/UPS/FEDEX 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6240 C. SERVICE/GARBAGE REMOVAL Rubbish Removal 950 950 1,000 1,000 1,000 1,000 1,000 Rug Service 250 250 250 250 250 250 250 Carpet Cleaning/Tile 250 250 300 300 300 300 300 Window Washing 125 125 125 125 125 125 125 Total 1,575 1,575 1,675 1,675 1,675 1,675 1,675 6249 OTHER CONTRACTUAL SERVICES Alarm Monitoring 260 260 260 260 260 260 260 Music 200 200 280 280 280 280 280 Miscellaneous 200 200 200 200 200 200 200 Total 660 660 740 740 740 740 740 6255 UTILITIES - ELECTRIC 17,500 17,700 17,500 17,500 17,500 17,500 17,500 Total 17,500 17,700 17,500 17,500 17,500 17,500 17,500 6256 UTILITIES - NATURAL GAS 4,000 4,000 4,500 4,500 4,500 4,500 4,500 Total 4,000 4,000 4,500 4,500 4,500 4,500 4,500 6257 UTILITIES - OTHER 350 350 400 400 400 400 400 Total 350 350 400 400 400 400 400 6265 REPAIRS - EQUIPMENT Copier Maint. Agreement 685 684 800 800 800 800 800 Cash Registers Maint. Agreement - 1,500 1,500 1,500 1,500 1,500 1,500 Payment Terminals Maint. Agreement 515 513 513 600 600 600 600 Microsoft POS License Fee 1,065 1,107 1,200 1,200 1,200 1,200 1,200 Misc/Baler, Fire ext serv,etc.500 500 500 500 500 500 500 Computer / Register Systems 500 500 2,837 500 500 500 500 Alarm repairs 500 500 500 500 500 500 500 Total 3,765 5,304 7,850 5,600 5,600 5,600 5,600 305 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 57: LIQUOR STORE NO 1 - 5010 & 5025 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6266 REPAIRS - BUILDINGS Miscellaneous 3,000 3,000 3,500 3,500 3,500 3,500 3,500 Annual Fire Spklr test 190 200 210 210 210 210 210 Rooftop heating units 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Cooler 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Total 7,190 7,200 7,710 7,710 7,710 7,710 7,710 6275 SCHOOL/CONF/EXP - LOCAL Seminars/Training 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6277 MILEAGE ALLOWANCE Miscellaneous 400 400 350 350 350 350 350 Total 400 400 350 350 350 350 350 6280 DUES & SUBSCRIPTIONS Retailers ID Card (Buyers Card)20 20 20 20 20 20 20 Miscellaneous 50 50 50 50 50 50 50 Chamber Dues 340 340 340 340 340 340 340 ID Checking Guide 25 25 25 25 25 25 25 Total 435 435 435 435 435 435 435 6281 UNIFORM/CLOTHING ALLOWANCE Miscellaneous 500 500 500 500 500 500 500 Total 500 500 500 500 500 500 500 6310 RENTAL EXPENSE Base Rent 132,000 138,000 138,000 138,000 138,000 138,000 138,000 Copier Lease 400 400 400 400 400 Taxes 25,000 26,000 25,000 26,000 26,000 26,000 26,000 Common Mall Area Maint 23,000 23,000 22,000 23,000 23,000 23,000 23,000 Total 180,000 187,000 185,400 187,400 187,400 187,400 187,400 6311 INSURANCE Dram Shop 8,000 8,870 8,920 4,350 4,350 4,500 4,500 Property & Muni Liab 22,925 19,830 20,680 24,350 24,350 25,100 25,100 Total 30,925 28,700 29,600 28,700 28,700 29,600 29,600 6351 VISA/BANK CHARGES 62,000 64,000 65,500 65,500 65,500 65,500 65,500 Total 62,000 64,000 65,500 65,500 65,500 65,500 65,500 6610 DEPRECIATION 19,100 19,100 19,100 19,100 19,100 19,100 19,100 Total 19,100 19,100 19,100 19,100 19,100 19,100 19,100 6740 CAPITAL OUTLAY - MACH/EQ/OTHER 3 Door Cooler 7,500 7,500 Total - - - 7,500 7,500 - - Total Net of Personnel 338,500 347,024 351,360 357,710 357,710 351,110 351,110 TOTAL EXPENSES 699,650$ 715,664$ 720,000$ 730,615$ 730,615$ 736,640$ 736,640$ 306 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE #2 Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 78,476 79,585 83,139 83,975 40,360 84,710 84,710 87,215 87,215 6111 - SALARY PART-TIME 86,740 86,949 49,477 97,850 13,287 54,080 54,080 55,700 55,700 6112 - SALARY-SEASONAL TEMP 44,454 29,007 47,040 47,040 48,445 48,445 6113 - OVERTIME-REGULAR EMPLOYEES 0 0 0 1,600 0 1,600 1,600 1,600 1,600 6114 - OVERTIME PART-TIME EMPLOYEES 924 1,248 907 1,900 47 1,900 1,900 1,900 1,900 6118 - VACATION PAY 1,892 3,407 -9 0 6121 - INSURANCE CASH BENEFIT 720 0 720 0 360 6123 - SALARY-OTHER 5,205 4,105 4,105 4,270 4,270 6124 - OVERTIME-SEASONAL TEMP 566 394 6105 - SALARIES AND WAGES 168,753 171,189 179,254 190,530 83,455 193,435 193,435 199,130 199,130 6138 - MEDICARE 2,419 2,401 2,581 2,710 1,206 2,805 2,805 2,885 2,885 6139 - FICA 10,342 10,264 11,038 11,590 5,156 11,995 11,995 12,345 12,345 6141 - PENSIONS-PERA 12,461 12,584 13,179 13,895 5,953 14,510 14,510 14,935 14,935 6142 - WORKERS COMPENSATION 4,430 6,989 7,786 8,430 3,150 7,755 7,755 8,385 8,385 6143 - UNEMPLOYMENT COMPENSATION 0 0 6144 - LONG-TERM DISABILITY INSURANCE 211 159 165 240 74 250 250 250 250 6145 - MEDICAL INSURANCE 10,919 16,610 10,280 11,160 3,453 12,975 12,975 13,885 13,885 6146 - DENTAL INSURANCE 1,332 1,506 1,565 0 734 6147 - LIFE INSURANCE-BASIC 6 6 6 3 6148 - LIFE INSURANCE-SUPP/DEPEND 40 1 55 26 6150 - PENSION EXPENSE-GASB 68 7,638 5,604 -1,011 0 6170 - EMPLOYEE PAID PREMIUMS -2,200 0 0 6125 - EMPLOYEE BENEFITS 49,798 53,924 45,645 48,025 19,755 50,290 50,290 52,685 52,685 6100 - TOTAL PERSONNEL SERVICES 218,550 225,113 224,899 238,555 103,210 243,725 243,725 251,815 251,815 6210 - OFFICE SUPPLIES 31 26 163 250 0 250 250 250 250 6211 - SMALL TOOLS & EQUIPMENT 119 137 1,537 550 0 1,200 1,200 1,200 1,200 6215 - EQUIPMENT-PARTS 6 0 0 0 0 6229 - GENERAL SUPPLIES 2,211 2,451 3,012 3,000 1,430 3,000 3,000 3,000 3,000 6205 - SUPPLIES 2,368 2,614 4,712 3,800 1,430 4,450 4,450 4,450 4,450 6238 - POSTAGE/UPS/FEDEX 50 50 50 50 50 6240 - CLEANING SERVICE/GARBAGE 785 839 1,177 1,550 483 1,550 1,550 1,550 1,550 6249 - OTHER CONTRACTUAL SERVICES 2,409 1,984 2,138 2,510 565 2,510 2,510 2,510 2,510 6230 - CONTRACTUAL SERVICES 3,195 2,823 3,315 4,110 1,049 4,110 4,110 4,110 4,110 6255 - UTILITIES-ELECTRIC 8,780 9,392 8,648 9,600 3,052 9,500 9,500 9,500 9,500 6256 - UTILITIES-NATURAL GAS 785 1,061 1,567 1,600 1,861 1,600 1,600 1,600 1,600 6257 - UTILITIES-PROPANE/WATER/SEWER 305 328 373 375 137 380 380 380 380 6250 - UTILITIES 9,870 10,781 10,588 11,575 5,049 11,480 11,480 11,480 11,480 6265 - REPAIRS-EQUIPMENT 1,215 1,625 1,306 3,986 997 4,075 4,075 4,075 4,075 6266 - REPAIRS-BUILDING 6,010 1,994 2,791 3,050 864 5,060 5,060 3,060 3,060 6269 - REPAIRS-OTHER 0 0 0 1,000 319 1,000 1,000 1,000 1,000 6260 - REPAIRS AND MAINTENA 7,225 3,618 4,097 8,036 2,180 10,135 10,135 8,135 8,135 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 0 0 167 100 0 100 100 100 100 6277 - MILEAGE/AUTO ALLOWANCE 50 50 50 50 50 6280 - DUES & SUBSCRIPTIONS 349 363 369 385 21 385 385 385 385 6281 - UNIFORM/CLOTHING ALLOWANCE 0 167 148 200 0 200 200 200 200 6270 - TRNG/TRAVL/DUES/UNIF 349 530 683 735 21 735 735 735 735 6200 - TOTAL OPERATING COSTS 23,007 20,367 23,395 28,256 9,729 30,910 30,910 28,910 28,910 6310 - RENTAL EXPENSE 400 400 400 400 307 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE #2 Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6311 - INSURANCE-PROPERTY/LIABILITY 14,496 15,225 13,825 14,000 7,000 14,050 14,050 15,000 15,000 6333 - GENERAL-CASH DISCOUNTS -16 -20 -36 -12 6351 - VISA/BANK CHARGES 29,040 30,582 34,706 32,500 13,775 36,000 36,000 36,000 36,000 6399 - OTHER CHARGES 0 0 0 210 6301 - OTHER EXPENDITURES 43,520 45,787 48,495 46,500 20,973 50,450 50,450 51,400 51,400 6300 - TOTAL OTHER EXPENDITURES 43,520 45,787 48,495 46,500 20,973 50,450 50,450 51,400 51,400 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6510 - LIQUOR 351,666 364,708 368,282 1,240,370 155,262 1,233,270 1,233,270 1,246,050 1,246,050 6520 - WINE 242,818 258,029 246,600 0 127,965 6530 - BEER 509,975 530,525 524,662 0 223,622 6540 - TAXABLE MISC FOR RESALE 14,536 14,971 16,336 0 23,631 6545 - NON-TAXABLE MISC FOR RESALE 16,659 16,601 15,477 0 6,268 6550 - FREIGHT ON RESALE MDSE 8,484 8,338 10,754 0 4,318 6501 - TAXABLE/NON-TAXABLE MISC RESAL 1,144,138 1,193,173 1,182,111 1,240,370 541,067 1,233,270 1,233,270 1,246,050 1,246,050 6500 - TOTAL EXPENDITURES 1,144,138 1,193,173 1,182,111 1,240,370 541,067 1,233,270 1,233,270 1,246,050 1,246,050 6610 - DEPRECIATION 21,711 21,912 22,172 22,000 11,378 19,700 19,700 19,700 19,700 6601 - TOTAL DEPRECIATION 21,711 21,912 22,172 22,000 11,378 19,700 19,700 19,700 19,700 6600 - TOTAL DEPRECIATION 21,711 21,912 22,172 22,000 11,378 19,700 19,700 19,700 19,700 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 0 0 0 0 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 0 0 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 0 0 0 1,450,926 1,506,351 1,501,072 1,575,681 686,357 1,578,055 1,578,055 1,597,875 1,597,875 308 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 58: LIQUOR STORE NO 2 - 5050 & 5065 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND Total Sales - Store # 2 1,722,000 1,747,000 1,720,000 1,737,000 1,737,000 1,755,000 1,755,000 6510/6550 COST OF GOODS SOLD 1,232,950 1,240,370 1,221,200 1,233,270 1,233,270 1,246,050 1,246,050 Gross Margin 489,050 506,630 498,800 503,730 503,730 508,950 508,950 SALARIES 6110 Regular Employees 79,350 83,975 83,975 84,710 84,710 87,215 87,215 6111 Salary-Parttime 102,035 97,850 97,850 54,080 54,080 55,700 55,700 6112 Salary-Casual 47,040 47,040 48,445 48,445 6113 Overtime - Reg 1,500 1,600 1,600 1,600 1,600 1,600 1,600 6114 Overtime - Part time 1,800 1,900 1,900 1,900 1,900 1,900 1,900 6123 Salaries - Other 7,590 5,205 5,205 4,105 4,105 4,270 4,270 6138 Medicare 2,790 2,710 2,710 2,805 2,805 2,885 2,885 6139 FICA 11,920 11,590 11,590 11,995 11,995 12,345 12,345 6141 Pension - PERA 14,420 13,895 13,895 14,510 14,510 14,935 14,935 6142 Workers Compensation 8,420 8,430 8,430 7,755 7,755 8,385 8,385 6144 Long-term Disability Insurance 230 240 240 250 250 250 250 6145 Hospital & Life Insurance 15,900 11,160 11,160 12,975 12,975 13,885 13,885 Position Changes Total 245,955 238,555 238,555 243,725 243,725 251,815 251,815 6210 OFFICE SUPPLIES Miscellaneous 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6211 SMALL TOOL & EQUIPMENT Miscellaneous 300 300 300 300 300 300 300 Vacuum 650 - 650 650 650 650 650 Beer Taps - Computers/Register items 250 250 250 250 250 250 250 Total 1,200 550 1,200 1,200 1,200 1,200 1,200 6229 GENERAL SUPPLIES Bags, Cleaning Supplies, etc 3,200 3,000 3,000 3,000 3,000 3,000 3,000 Total 3,200 3,000 3,000 3,000 3,000 3,000 3,000 6238 POSTAGE/UPS/FEDEX 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6240 C. SERVICE/GARBAGE REMOVAL Rubbish Removal 900 900 900 900 900 900 900 Carpet Cleaning 500 500 500 500 500 500 500 Rug Service 150 150 150 150 150 150 150 Miscellaneous - Total 1,550 1,550 1,550 1,550 1,550 1,550 1,550 6249 OTHER CONTRACTUAL SERVICES Alarm Monitoring 260 260 260 260 260 260 260 Misc 150 150 150 150 150 150 150 Music 200 200 200 200 200 200 Mowing 1,900 1,900 1,900 1,900 1,900 1,900 1,900 Total 2,310 2,510 2,510 2,510 2,510 2,510 2,510 6255 UTILITIES - ELECTRIC 9,400 9,600 9,500 9,500 9,500 9,500 9,500 Total 9,400 9,600 9,500 9,500 9,500 9,500 9,500 6256 UTILITIES - NATURAL GAS 1,700 1,600 1,600 1,600 1,600 1,600 1,600 Total 1,700 1,600 1,600 1,600 1,600 1,600 1,600 6257 UTILITIES - OTHER Water & Sewer 375 375 380 380 380 380 380 Total 375 375 380 380 380 380 380 6265 REPAIRS - EQUIPMENT Cash Register Maint Agreement - 1,000 1,000 1,000 1,000 1,000 1,000 Payment Terminals Maint. Agreement 257 257 257 300 300 300 300 Microsoft POS License Fee 638 554 560 600 600 600 600 Misc/Conveyor 150 150 150 150 150 150 150 Computer / Register Systems 150 150 1,419 150 150 150 150 Alarm Repairs 300 300 300 300 300 300 300 Copier Maint. Agreement 375 375 375 375 375 375 375 HVAC Maintenance 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Total 3,070 3,986 5,261 4,075 4,075 4,075 4,075 309 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 58: LIQUOR STORE NO 2 - 5050 & 5065 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6266 REPAIRS - BUILDINGS Furnace, Compressor, Cooler etc.1,600 1,600 1,600 1,600 1,600 1,600 1,600 Misc/Electric work 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Repair office flooring 2,000 2,000 Annual Fire Spklr test 190 200 210 210 210 210 210 Irrigation start up / fall blowout 250 250 250 250 250 250 250 Parking lot striping Total 3,040 3,050 3,060 5,060 5,060 3,060 3,060 6269 REPAIRS - OTHER Store Exterior, Paint or Repairs 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6275 SCHOOL/CONF/EXP - LOCAL Seminars/Training 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6277 MILEAGE ALLOWANCE 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6280 DUES & SUBSCRIPTIONS Miscellaneous Subscriptions - Retailers ID Card (Buyers Card)20 20 20 20 20 20 20 ID Checking Guide 25 25 25 25 25 25 25 Chamber Dues 340 340 340 340 340 340 340 Total 385 385 385 385 385 385 385 6281 UNIFORM/CLOTHING ALLOWANCE 200 200 200 200 200 200 200 Total 200 200 200 200 200 200 200 6310 RENTAL EXPENSE Copier Lease 400 400 400 400 400 Total 400 400 400 400 400 6311 INSURANCE Dram Shop 3,100 3,480 1,750 1,750 2,000 2,000 Property & muni liab 10,725 10,520 12,300 12,300 13,000 13,000 Total 13,825 14,000 - 14,050 14,050 15,000 15,000 6351 VISA/BANK CHARGES 31,000 32,500 36,000 36,000 36,000 36,000 36,000 31,000 32,500 36,000 36,000 36,000 36,000 36,000 6610 DEPRECIATION 22,000 22,000 19,700 19,700 19,700 19,700 Total 22,000 22,000 - 19,700 19,700 19,700 19,700 6720 CAPITAL OUTLAY - OFFICE FURN Total - - - - - - - 6725 CAPITAL OUTLAY - OFFICE EQUIP Total - - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS Register software and hardware DVR phase 1 DVR phase 2 Signage Upgrade Awnings Total - - - - - - - Total Net of Personnel 94,705 96,756 66,496 101,060 101,060 100,010 100,010 TOTAL EXPENSES 340,660$ 335,311$ 305,051$ 344,785$ 344,785$ 351,825$ 351,825$ 310 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE #3 Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 140,183 143,116 149,007 151,170 62,818 137,635 137,635 145,660 145,660 6111 - SALARY PART-TIME 83,479 90,610 0 100,345 0 0 0 107,920 107,920 6112 - SALARY-SEASONAL TEMP 2,428 89,907 47,629 104,750 104,750 6113 - OVERTIME-REGULAR EMPLOYEES 1,656 1,169 0 1,500 0 1,500 1,500 1,500 1,500 6114 - OVERTIME PART-TIME EMPLOYEES 1,688 1,340 0 3,200 0 3,200 3,200 3,200 3,200 6118 - VACATION PAY -9,181 -548 2,370 0 6121 - INSURANCE CASH BENEFIT 0 720 0 0 0 6123 - SALARY-OTHER 4,535 6,110 6,110 5,655 5,655 6124 - OVERTIME-SEASONAL TEMP 419 2,130 580 6105 - SALARIES AND WAGES 217,825 239,253 243,413 260,750 111,027 253,195 253,195 263,935 263,935 6138 - MEDICARE 3,246 3,465 3,471 3,665 1,593 3,670 3,670 3,825 3,825 6139 - FICA 13,878 14,817 14,841 15,670 6,812 15,700 15,700 16,365 16,365 6141 - PENSIONS-PERA 17,014 17,932 18,059 18,845 8,327 18,990 18,990 19,795 19,795 6142 - WORKERS COMPENSATION 6,038 9,944 10,533 11,400 4,653 10,155 10,155 11,115 11,115 6144 - LONG-TERM DISABILITY INSURANCE 386 290 297 425 121 410 410 425 425 6145 - MEDICAL INSURANCE 27,059 26,503 29,423 30,600 10,816 30,310 30,310 32,245 32,245 6146 - DENTAL INSURANCE 1,207 1,204 1,204 514 6147 - LIFE INSURANCE-BASIC 12 12 12 5 6148 - LIFE INSURANCE-SUPP/DEPEND 6 260 96 45 6150 - PENSION EXPENSE-GASB 68 13,644 10,078 -1,811 0 6170 - EMPLOYEE PAID PREMIUMS -868 -1,772 -661 6125 - EMPLOYEE BENEFITS 82,490 83,637 74,352 80,605 32,226 79,235 79,235 83,770 83,770 6100 - TOTAL PERSONNEL SERVICES 300,314 322,890 317,765 341,355 143,253 332,430 332,430 347,705 347,705 6210 - OFFICE SUPPLIES 99 313 96 400 27 400 400 400 400 6211 - SMALL TOOLS & EQUIPMENT 1,152 267 65 1,200 0 1,200 1,200 1,200 1,200 6214 - CHEMICALS 35 0 0 6215 - EQUIPMENT-PARTS 15 712 0 0 6229 - GENERAL SUPPLIES 3,998 5,291 4,615 5,500 2,171 5,500 5,500 5,500 5,500 6205 - SUPPLIES 5,265 6,618 4,776 7,100 2,198 7,100 7,100 7,100 7,100 6231 - LEGAL SERVICES 0 0 64 0 6238 - POSTAGE/UPS/FEDEX 41 50 0 50 50 50 50 6240 - CLEANING SERVICE/GARBAGE 1,360 1,028 863 1,725 532 1,700 1,700 1,700 1,700 6249 - OTHER CONTRACTUAL SERVICES 2,692 3,459 2,550 2,860 893 2,860 2,860 2,860 2,860 6230 - CONTRACTUAL SERVICES 4,051 4,487 3,518 4,635 1,425 4,610 4,610 4,610 4,610 6255 - UTILITIES-ELECTRIC 17,205 19,053 20,776 19,200 11,225 22,000 22,000 22,000 22,000 6257 - UTILITIES-PROPANE/WATER/SEWER 479 585 436 800 137 600 600 600 600 6250 - UTILITIES 17,684 19,638 21,212 20,000 11,362 22,600 22,600 22,600 22,600 6265 - REPAIRS-EQUIPMENT 2,677 2,646 9,719 5,470 2,340 5,663 5,663 5,663 5,663 6266 - REPAIRS-BUILDING 8,885 935 16,449 6,750 1,326 8,060 8,060 8,060 8,060 6269 - REPAIRS-OTHER 5,720 0 1,438 2,000 850 3,000 3,000 3,000 3,000 6260 - REPAIRS AND MAINTENA 17,282 3,581 27,606 14,220 4,516 16,723 16,723 16,723 16,723 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 0 32 165 100 6 100 100 100 100 6277 - MILEAGE/AUTO ALLOWANCE 0 0 42 20 32 50 50 50 50 6280 - DUES & SUBSCRIPTIONS 349 363 369 485 25 485 485 485 485 6281 - UNIFORM/CLOTHING ALLOWANCE 180 293 123 300 0 300 300 300 300 6270 - TRNG/TRAVL/DUES/UNIF 529 688 699 905 63 935 935 935 935 6200 - TOTAL OPERATING COSTS 44,812 35,011 57,811 46,860 19,564 51,968 51,968 51,968 51,968 6310 - RENTAL EXPENSE 2,328 1,727 1,283 3,400 -1,003 3,400 3,400 3,800 3,800 311 City of Apple Valley Department Expense Summary Budget Years (2020-2021) LIQUOR STORE #3 Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6311 - INSURANCE-PROPERTY/LIABILITY 24,696 25,935 23,835 23,900 11,950 23,950 23,950 24,600 24,600 6333 - GENERAL-CASH DISCOUNTS -28 -25 -25 -16 6351 - VISA/BANK CHARGES 39,038 42,808 44,488 53,200 29,699 50,000 50,000 50,000 50,000 6399 - OTHER CHARGES 0 0 74 0 6301 - OTHER EXPENDITURES 66,034 70,444 69,654 80,500 40,630 77,350 77,350 78,400 78,400 6300 - TOTAL OTHER EXPENDITURES 66,034 70,444 69,654 80,500 40,630 77,350 77,350 78,400 78,400 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6510 - LIQUOR 566,383 609,104 650,232 2,560,260 287,661 2,722,850 2,722,850 2,859,170 2,859,170 6520 - WINE 559,971 590,779 610,948 0 265,083 6530 - BEER 841,962 922,201 1,007,840 0 430,336 6540 - TAXABLE MISC FOR RESALE 25,767 31,359 36,103 0 11,842 6545 - NON-TAXABLE MISC FOR RESALE 19,326 21,722 24,376 0 10,984 6550 - FREIGHT ON RESALE MDSE 14,585 15,658 17,046 0 6,625 6501 - TAXABLE/NON-TAXABLE MISC RESAL 2,027,995 2,190,822 2,346,544 2,560,260 1,012,531 2,722,850 2,722,850 2,859,170 2,859,170 6500 - TOTAL EXPENDITURES 2,027,995 2,190,822 2,346,544 2,560,260 1,012,531 2,722,850 2,722,850 2,859,170 2,859,170 6610 - DEPRECIATION 98,183 100,270 100,270 99,500 46,790 104,000 104,000 106,000 106,000 6601 - TOTAL DEPRECIATION 98,183 100,270 100,270 99,500 46,790 104,000 104,000 106,000 106,000 6600 - TOTAL DEPRECIATION 98,183 100,270 100,270 99,500 46,790 104,000 104,000 106,000 106,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 0 31,669 15,000 15,000 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 31,669 15,000 15,000 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 31,669 15,000 15,000 6910 - BOND PRINCIPAL 0 0 0 6901 - TOTAL DEBT SERVICE 0 0 0 6900 - TOTAL DEBT SERVICE 0 0 0 7015 - DEBT SERVICE-INTEREST 0 0 0 0 0 0 0 7001 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 0 0 0 7000 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 0 0 0 2,537,337 2,719,438 2,892,045 3,128,475 1,294,436 3,303,598 3,303,598 3,443,243 3,443,243 312 Notes: 313 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 59: LIQUOR STORE NO 3 - 5080 & 5095 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND Total Sales - Store # 3 3,163,000 3,606,000 3,653,000 3,835,000 3,835,000 4,027,000 4,027,000 6510/6550 COST OF GOODS SOLD 2,264,710 2,560,260 2,593,630 2,722,850 2,722,850 2,859,170 2,859,170 Gross Margin 898,290 1,045,740 1,059,370 1,112,150 1,112,150 1,167,830 1,167,830 6110 SALARIES Regular Employees 144,550 151,170 151,170 137,635 137,635 145,660 145,660 6111 Salary-Parttime 87,435 - - 107,920 107,920 6112 Salary-Seasonal Temp 100,345 100,345 104,750 104,750 - - 6113 Overtime - Reg 1,500 1,500 1,500 1,500 1,500 1,500 1,500 6114 Overtime - Parttime 3,200 3,200 3,200 3,200 3,200 3,200 3,200 6123 Salaries - Other 7,350 4,535 4,535 6,110 6,110 5,655 5,655 6138 Medicare 3,540 3,665 3,665 3,670 3,670 3,825 3,825 6139 FICA 15,130 15,670 15,670 15,700 15,700 16,365 16,365 6141 Pension - PERA 18,300 18,845 18,845 18,990 18,990 19,795 19,795 6142 Workers Compensation 10,685 11,400 11,400 10,155 10,155 11,115 11,115 6144 Long-term Disability Insurance 410 425 425 410 410 425 425 6145 Hospital & Life Insurance 28,800 30,600 30,600 30,310 30,310 32,245 32,245 Position Changes Total 320,900 341,355 341,355 332,430 332,430 347,705 347,705 6210 OFFICE SUPPLIES Miscellaneous 800 400 400 400 400 400 400 Total 800 400 400 400 400 400 400 6211 SMALL TOOL & EQUIPMENT Misc. Expenses 600 600 600 600 600 600 600 Vacuum / Cooler parts 500 300 300 300 300 300 300 Computer / Register Systems 800 600 300 300 300 300 300 Total 1,900 1,500 1,200 1,200 1,200 1,200 1,200 6229 GENERAL SUPPLIES Bags, Cleaning Supplies, etc 5,500 5,000 5,000 5,000 5,000 5,000 5,000 Signage 500 500 500 500 500 500 500 Total 6,000 5,500 5,500 5,500 5,500 5,500 5,500 6238 POSTAGE/UPS/FEDEX 50 50 50 50 50 50 50 Total 50 50 50 50 50 50 50 6240 C. SERVICE/GARBAGE REMOVAL Rubbish Removal 800 800 750 750 750 750 750 Carpet Cleaning 325 325 450 450 450 450 450 Rug Service 450 450 350 350 350 350 350 Window Washing 150 150 150 150 150 150 150 Total 1,725 1,725 1,700 1,700 1,700 1,700 1,700 6249 OTHER CONTRACTUAL SERVICES Alarm Monitoring 260 260 260 260 260 260 260 Misc 100 100 100 100 100 100 100 Music 430 200 200 200 200 200 200 Mowing 2,150 2,300 2,300 2,300 2,300 2,300 2,300 Total 2,940 2,860 2,860 2,860 2,860 2,860 2,860 6255 UTILITIES - ELECTRIC 19,000 19,200 22,000 22,000 22,000 22,000 22,000 Total 19,000 19,200 22,000 22,000 22,000 22,000 22,000 6257 UTILITIES - OTHER Water / Irrigation & Sewer 800 800 600 600 600 600 600 Total 800 800 600 600 600 600 600 6265 REPAIRS - EQUIPMENT Copier Maint. Agreement 350 350 350 350 350 350 350 Cash Register Maint Agreement - 1,500 1,500 1,500 1,500 1,500 1,500 Payment Terminals Maint. Agreement 515 513 513 513 513 513 513 Microsoft POS License Fee 1,065 1,107 1,200 1,200 1,200 1,200 1,200 Computer / Register Systems 500 500 2,837 500 500 500 500 Alarm Repairs 500 500 500 500 500 500 500 HVAC Maintenance (filters)400 500 500 500 500 500 Batteries for Floor machine 600 600 600 600 600 600 600 Total 3,530 5,470 8,000 5,663 5,663 5,663 5,663 314 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 59: LIQUOR STORE NO 3 - 5080 & 5095 COMPANY 5000: LIQUOR FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6266 REPAIRS - BUILDINGS Heat Pumps, Compressor, Cooler etc.1,000 5,000 6,000 6,000 6,000 6,000 6,000 Irrigation Maintenance 400 400 500 500 500 500 500 Landscape Maintenance 1,000 1,000 1,200 1,200 1,200 1,200 1,200 Annual Fire Sprkl test 190 200 210 210 210 210 210 Annual Irrigation valve test 150 150 150 150 150 150 150 Total 2,740 6,750 8,060 8,060 8,060 8,060 8,060 6269 REPAIRS - OTHER Store Exterior, Paint or Repairs 2,000 1,000 1,000 1,000 1,000 1,000 1,000 Infiltation basin maintenance 1,000 1,000 2,000 2,000 2,000 2,000 2,000 Total 3,000 2,000 3,000 3,000 3,000 3,000 3,000 6275 SCHOOL/CONF/EXP - LOCAL Seminars/Training 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6277 MILEAGE ALLOWANCE 20 20 40 50 50 50 50 Total 20 20 40 50 50 50 50 6280 DUES & SUBSCRIPTIONS Retailers ID Card (Buyers Card)20 20 20 20 20 20 20 ID Checking Guide 25 25 25 25 25 25 25 Miscellaneous Subscriptions 100 100 100 100 100 100 100 Chamber Dues 340 340 340 340 340 340 340 Total 485 485 485 485 485 485 485 6281 UNIFORM/CLOTHING ALLOWANCE 300 300 300 300 300 300 300 Total 300 300 300 300 300 300 300 6310 Rental Copier Lease 400 400 400 Cobblestone Maintenance Agreement 3,400 3,400 3,400 3,400 3,400 3,400 3,400 Total 3,400 3,400 3,800 3,400 3,400 3,800 3,800 6311 INSURANCE Dram Shop 5,700 6,520 6,520 4,000 4,000 4,100 4,100 Prop Ins 18,135 17,380 17,380 19,950 19,950 20,500 20,500 Total 23,835 23,900 23,900 23,950 23,950 24,600 24,600 6351 VISA/BANK CHARGES 45,000 53,200 50,000 50,000 50,000 50,000 50,000 45,000 53,200 50,000 50,000 50,000 50,000 50,000 6610 DEPRECIATION 105,500 99,500 104,000 104,000 104,000 106,000 106,000 Total 105,500 99,500 104,000 104,000 104,000 106,000 106,000 6740 CAPITAL OUTLAY - OTHER ITEMS 2 - 3 Door Coolers 15,000 15,000 Exterior marquee / digital billboard 75,000 Total 75,000 - - 15,000 15,000 - - 7015 DEBT SERVICE INTEREST 22,600 - - - 22,600 - - - - - - 6910 DEBT SERVICE PRINCIPAL 240,000 - 240,000 - - - - - - Total Net of Personnel 558,725 227,160 235,995 248,318 248,318 236,368 236,368 TOTAL EXPENSES 879,625$ 568,515$ 577,350$ 580,748$ 580,748$ 584,073$ 584,073$ 315 Notes: 316 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5100 61-Valleywood Golf Course 5105 Golf Operations DESCRIPTION OF ACTIVITY Valleywood offers a wide variety of golf opportunities to the public. Our mission is to offer a high quality golf experience at a competitive rate to the general public while providing opportunities to residents of Apple Valley at a discounted price. We need to work on maximizing revenue during the peak demand times and provide the value golf to our patrons during off peak times. This will enable us to maximize revenues while still providing a great value to our resident players and our patrons. Valleywood is a true multi-use facility. In addition to golf activities and banquets, the course plays host to the Eastview and Apple Valley High School golf teams, District 196 Nordic Ski Team, cross country running races, Apple Valley Wine Club, and a variety of other Recreation Department programs. With the addition of our Working Foreman, Ryan Browning, in 2017 course conditions have continued to improve. We are also re-evaluating our equipment plans with Ryan. As a result we are upgrading some of our larger equipment and looking to add some smaller pieces to allow us to reduce the contracting of such things as greens aeration by purchasing our own aerators and replacing a couple of our Workmen with lighter duty, less expensive utility vehicles. This tough winter has caused us to re-evaluate purchases and make additional seeders and aeration equipment a priority. This will greatly improve our ability to recover from the massive winter kill when we experience it. Valleywood entered into an operational partnership with the Roasted Pear restaurant in April of 2018 with them handling all food and beverage operations and Valleywood staff handling all golf operations and building rental responsibilities. Most likely revenues derived from building rentals and F&B commissions will be offset by needed upgrades in the clubhouse operation. As commission and rental revenues continue to grow clubhouse capital outlay should decrease. Hopefully within a couple of years the F&B commission and building rental revenues will offset virtually all of the operational costs of the clubhouse. A financial summary of the overall Valleywood Operation is presented here and for more detail see the following pages. The winter of 2018-2019 was brutal for Minnesota Golf courses. Valleywood survived better than most and had the greens come through in great shape. The over 25 major irrigation breaks demonstrated once again the costs of having a 43 year old irrigation system. The replacement of the irrigation system will be a major cost. However, we are spending more and more money on repairs each year and are leaking out millions of gallons of water through our extremely outdated system. We are also deeply concerned about the possibility of a catastrophic irrigation failure that would require us to hand water greens to keep them alive and hope for the best for the rest of the property. 317 Summary Budget Department 61 - VALLEYWOOD GOLF (Total Operations) 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Golf Revenue 1,011,281$ 912,499$ 825,120$ 1,073,000$ 1,073,000$ 1,124,000$ 1,154,000$ Food & Beverage Revenue 343,365 267,591 37,714 366,000 60,000 80,000 95,000 Total Revenue 1,354,646 1,180,090 862,834 1,439,000 1,133,000 1,204,000 1,249,000 Expenditures: Salaries & Wages 702,013 675,863 525,867 688,625 576,355 585,980 602,135 Emp. Benefits 185,956 167,195 117,327 151,250 148,445 155,545 155,565 Supplies 210,178 152,939 107,455 149,000 133,500 133,500 121,200 Contractual Serv.73,650 77,339 66,392 108,750 80,250 52,200 70,500 Utilities 52,972 47,581 48,174 58,000 54,500 54,500 50,000 Repairs & Maint.21,480 20,114 24,115 21,000 21,500 21,500 16,500 Training/Travel/Dues 7,380 9,503 5,408 8,700 8,650 7,250 14,700 Insurance & Other Exp.70,019 62,846 59,858 76,500 73,890 51,850 49,150 Items for Resale 215,213 182,099 70,973 235,200 57,000 57,000 59,000 Total Operating Expense 1,538,861 1,395,479 1,025,569 1,497,025 1,154,090 1,119,325 1,138,750 Operating Income(loss) Before Depreciation (184,215) (215,389) (162,735) (58,025) (21,090) 84,675 110,250 Depreciation:(174,171) (183,693) (192,782) (133,000) (177,500) (179,000) (179,000) Debt Service Interest (13,695) (15,805) (16,277) (10,650) (9,775) (8,950) (8,950) Net Other Income / expense 1,791 118 1,745 - - - - Gain on Sale of Assets - 50,682 - - - - - Net Income (Loss)(370,290) (364,087) (370,049) (201,675) (208,365) (103,275) (77,700) Beginning Net Position 1,257,761 887,471 523,384 523,384 523,384 315,019 211,744 Change in Accounting Principle - - (1,692) - - - - Ending Net Position 887,471 523,384 151,643 321,709 315,019 211,744 134,044 SERVICE CATEGORIES 1 Golf Management Operations The management team coordinates, promotes, schedules and oversees all Valleywood activities. It is essential to the overall success of this enterprise operation that the city actively participates in its management. The operation and long range planning for the golf operation requires a high degree of coordination with a variety of city departments. Management’s challenge is to provide open access to a number of community groups and a favorable season pass and patron card system for the residents of Apple Valley while promoting outside events and banquet rentals to sustain the operations profitability. Golf Management Operations – Objectives for 2020/2021 •Maximize golf revenues during peak demand times while still offering economical pricing at off peak times. •Develop and implement coordinated social media plan. •Grow rental opportunities, in coordination with the Roasted Pear, at the facility in order to maximize revenues with minimal variable staff costs for these rentals. •Increase rounds through continued targeted marketing, superior service and excellent course conditions. •Outreach and development of programs to entice additional players and outings members in accordance with our growth of the game commitment. 318 Golf Management Operations – Objectives for 2021 •Maximize golf revenues during peak demand times while still offering economical pricing at off peak times. IMPACT MEASURES / PERFORMANCE INDICATORS Actual 2016 Actual 2017 Actual 2018 Projected 2019 Projected 2020 Projected 2021 # Rounds 32,435 30,653 27,616 33,000 34,000 34,000 Golf Events-40 to 60 players 34 35 35 35 35 40 Golf Events 60+ Players Golf Events 100+ Players 11 5 15 5 14 4 15 5 15 5 15 10 Banquet Private (weddings, etc.) 26 22 24 32 40 40 Banquet- Corporate (meetings, etc.) 11 15 14 15 15 18 Banquet Non-Profits (DCTC,Schools) 4 8 8 8 8 10 Banquet Club Events (league dinners) 11 12 12 12 12 12 Banquet – Public Events (Liquor events, concerts) 63 5 6 10 10 10 Regular Status Personnel Schedule –FTE’s Actual Actual Actual Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Golf Course Manager 1 1 1 1 1 1 Food & Beverage Coordinator .5 .5 - - - - Division Specialist - - - 1 1 1 Maintenance Foreman 2 2 2 2 2 2 Temporary Status – PT Hours Personnel Schedule Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Golf Course Maintenance: Seasonal Maintenance II -0-60 -0-2,500 500 500 Seasonal Maintenance I 6,455 9,120 6,650 7,000 6,500 6,500 6,455 9,210 6,650 9,500 7,000 7,000 Golf Operations: Golf Supervisors & Leads 2,430 3,624 1,308 2,200 1,500 1,500 Golf Attendants (pro shop) 3,694 2,765 3,867 3,700 4,000 4,000 Golf Attendants (outside) 4,139 4,389 3,881 4,300 3,500 3,500 Golf Clubhouse Maintenance 4,781 1,078 2,205 -2,000 2,000 Golf Clerical Assistant -0-1,002 970 -1,000 1,000 15,044 12,858 12,231 10,200 12,000 12,000 Food & Beverage : Food & Bev. Supervisor 1,613 3,166 1,650 1,500 - - Food & Beverage Lead 1,872 1,458 -0-2,500 - - Food & Bev – Cook 1,873 2,054 241 1,500 - - Food & Bev. Attendants 3,166 3,108 137 500 500 500 Food & Beverage Banquets 1,108 537 9 - - - 9,632 10,323 2,037 6,000 500 500 Total 31,131 32,391 20,918 25,700 19,500 19,500 319 Summary Budget Department 61 - VALLEYWOOD GOLF (Excluding Food & Beverage) 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Golf Revenue 1,011,281$ 912,499$ 825,120$ 1,073,000$ 1,073,000$ 1,124,000$ 1,154,000$ Total Revenue 1,011,281 912,499 825,120 1,073,000 1,073,000 1,124,000 1,154,000 Expenditures: Salaries & Wages 580,648 536,573 516,285 530,135 539,450 554,975 569,550 Emp. Benefits 170,846 147,614 115,814 129,450 142,365 150,860 150,600 Supplies 200,117 145,697 106,400 141,500 133,500 133,500 121,200 Contractual Serv.60,299 65,555 60,048 95,250 72,250 42,200 60,500 Utilities 52,972 47,581 48,174 58,000 54,500 54,500 50,000 Repairs & Maint.20,554 18,757 20,234 20,000 20,500 20,500 15,500 Training/Travel/Dues 6,175 8,633 5,408 8,500 8,650 7,250 14,700 Insurance & Other Exp.68,403 61,728 58,867 75,500 73,890 51,850 49,150 Items for Resale 86,098 61,310 58,862 78,200 57,000 57,000 59,000 Capital Outlay (non-capitalized)- - - - - - - Total Operating Expense 1,246,112 1,093,448 990,092 1,136,535 1,102,105 1,072,635 1,090,200 Operating Income(loss) Before Depreciation (234,831) (180,949) (164,972) (63,535) (29,105) 51,365 63,800 2020 CAPITAL OUTLAY Range Equipment (washer etc.) $ 10,000 $ 10,000 2021 CAPITAL OUTLAY Range Equipment (picker etc.) $ 25,000 $ 25,000 320 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5100 61-Valleywood Golf Course 5150 Golf Course Maintenance 2 Golf Course Maintenance The Golf Maintenance division provides the beautification of the 190 acre Valleywood Golf Course as well as the building and clubhouse grounds. The Golf Maintenance division maintains the playability and health of the golf course through daily greens mowing, bi-weekly fairway and rough mowing and the ongoing upkeep and maintenance of the irrigation system and all equipment needs for the golf course. We are concerned about the rapidly aging irrigation system and are currently taking steps to get a replacement plan and cost estimate in place for future replacement of the system. The overall success of the golf operation as a business unit is extremely dependent on the golf course conditions. While the management team can do things through marketing and promotion to attract players, it is mostly the overall course conditions and playability that will bring customers back and turn them into regular, loyal Valleywood Patrons. We continue to evolve our equipment replacement plan to reflect modern maintenance practices. Equipment needs evolve as the condition of the golf course improves. Golf Course Maintenance – Objectives for 2020/2021 •Continue to evaluate our equipment plan to reflect modern standards of maintenance and work to control equipment repair costs through the continued purchase of newer equipment. •Finalize irrigation replacement plan. •Development of a plan for greens maintenance and watering in case of catastrophic irrigation failure. •Complete upgrade of outdoor rental area for events and weddings. •Continue to develop methods for proper clubhouse and surrounding grounds maintenance. •Institute newer turf grass management methods and current standards and best practices for chemical and fertilizer applications. •Organize seasonal staff in order to maintain property to high standards in anticipation of major irrigation replacement project. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Adopted Proposed Proposed Item 2016 2017 2018 2019 2020 2021 Fertilizer 24,676 14,736 22,315 20,000 15,000 18,000 Chemicals 30,460 33,448 13,326 21,000 25,000 22,000 Equipment Parts 40,679 48,900 18,921 33,000 30,000 25,000 Equipment repairs 9,139 17,373 12,851 20,000 20,000 11,000 Small Tools 10,580 7,148 3,652 6,000 6,000 6,000 Fuel 11,135 9,871 15,643 12,000 12,000 13,000 321 Regular Status Personnel Schedule –FTE’s Actual 2016 Actual 2017 Actual 2018 Adopted 2019 Proposed 2020 Proposed 2021 Position Title Golf Course Maintenance Maintenance Foreman 2.0 2.0 2.0 2.0 2.0 2.0 Temporary Status – PT Hours Personnel Schedule –(Part-Time Hours) Actual Actual Actual Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Golf Course Maintenance: Seasonal Maintenance II -0-60 -0-2,500hrs 2,500hrs 2,500hrs Seasonal Maintenance I 6,455 9,120 6,650 7,000hrs 7,000hrs 7,000hrs Maintenance 2020 CAPITAL OUTLAY Seeder $ 20,000 Aerway Aerator $ 15,000 Greens Roller $ 15,000 Utility vehicles (2) $ 25,000 $ 75,000 2021 CAPITAL OUTLAY Replace Irrigation System $ 1,200,000 $ 1,200,000 2021 ALTERNATE CAPITAL OUTLAY (These items would not be purchased in 2021 if the irrigation system is replaced in 2021) Toro Outcross (w/ cab & loader) $ 95,000 Replace Spreader $ 15,000 Range equipment $ 25,000 $ 150,000 322 City of Apple Valley Department Expense Summary Budget Years (2020-2021) Golf Operations Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 289,461 252,085 231,699 257,900 113,136 264,295 264,295 278,170 278,170 6112 - SALARY-SEASONAL TEMP 273,428 285,294 272,316 264,000 118,559 263,660 263,660 267,670 267,670 6113 - OVERTIME-REGULAR EMPLOYEES 8,360 14,258 13,473 6,000 2,640 15,000 15,000 15,000 15,000 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 0 6118 - VACATION PAY 7,318 -14,417 1,962 0 6121 - INSURANCE CASH BENEFIT 0 780 720 0 6122 - COMP REQUEST -190 -5,752 -5,670 -1,484 6123 - SALARY-OTHER 0 0 0 11,550 0 12,020 12,020 8,710 8,710 6124 - OVERTIME-SEASONAL TEMP 2,270 4,325 849 372 6105 - SALARIES AND WAGES 580,648 536,573 515,349 539,450 233,223 554,975 554,975 569,550 569,550 6138 - MEDICARE 8,115 7,653 7,360 7,820 3,288 8,050 8,050 8,260 8,260 6139 - FICA 34,697 32,723 31,469 33,445 14,058 34,410 34,410 35,310 35,310 6141 - PENSIONS-PERA 28,315 28,077 25,678 29,960 12,643 28,375 28,375 30,075 30,075 6142 - WORKERS COMPENSATION 12,946 10,160 10,953 10,520 3,939 14,235 14,235 7,195 7,195 6143 - UNEMPLOYMENT COMPENSATION 0 23 0 0 0 6144 - LONG-TERM DISABILITY INSURANCE 765 525 465 740 206 800 800 800 800 6145 - MEDICAL INSURANCE 51,851 49,794 44,675 59,880 21,409 64,990 64,990 68,960 68,960 6146 - DENTAL INSURANCE 4,564 3,980 2,986 1,298 6147 - LIFE INSURANCE-BASIC 24 22 19 8 6148 - LIFE INSURANCE-SUPP/DEPEND 7 296 0 0 6150 - PENSION EXPENSE-GASB 68 29,562 19,012 -2,881 0 6170 - EMPLOYEE PAID PREMIUMS -4,652 -4,909 -2,977 6125 - EMPLOYEE BENEFITS 170,846 147,614 115,814 142,365 53,874 150,860 150,860 150,600 150,600 6100 - TOTAL PERSONNEL SERVICES 751,494 684,186 631,164 681,815 287,097 705,835 705,835 720,150 720,150 6210 - OFFICE SUPPLIES 1,621 1,537 1,034 1,500 323 1,500 1,500 1,200 1,200 6211 - SMALL TOOLS & EQUIPMENT 6,601 6,183 3,652 6,000 1,364 6,000 6,000 6,000 6,000 6212 - MOTOR FUELS/OILS 11,134 9,871 15,643 10,000 1,149 10,000 10,000 13,000 13,000 6213 - FERTILIZER 24,676 14,736 22,315 15,000 5,174 15,000 15,000 18,000 18,000 6214 - CHEMICALS 30,462 33,448 13,326 25,000 32,982 25,000 25,000 22,000 22,000 6215 - EQUIPMENT-PARTS 40,678 48,900 18,921 30,000 4,516 30,000 30,000 25,000 25,000 6216 - VEHICLES-TIRES/BATTERIES 2,537 113 327 1,000 0 1,000 1,000 1,000 1,000 6229 - GENERAL SUPPLIES 82,407 30,909 31,182 45,000 17,611 45,000 45,000 35,000 35,000 6205 - SUPPLIES 200,117 145,697 106,400 133,500 63,119 133,500 133,500 121,200 121,200 6235 - CONSULTANT SERVICES 71 341 41 25,250 93 200 200 6237 - TELEPHONE/PAGERS 15,075 15,333 14,752 10,000 5,976 5,000 5,000 15,000 15,000 6238 - POSTAGE/UPS/FEDEX 12 0 0 0 6239 - PRINTING 7,981 7,571 7,760 7,000 4,253 7,000 7,000 7,500 7,500 6240 - CLEANING SERVICE/GARBAGE 7,699 10,028 8,812 8,000 3,277 8,000 8,000 8,000 8,000 6249 - OTHER CONTRACTUAL SERVICES 29,462 32,281 28,683 22,000 14,871 22,000 22,000 30,000 30,000 6230 - CONTRACTUAL SERVICES 60,299 65,555 60,048 72,250 28,471 42,200 42,200 60,500 60,500 6255 - UTILITIES-ELECTRIC 39,647 34,877 33,170 40,000 8,735 40,000 40,000 35,000 35,000 6256 - UTILITIES-NATURAL GAS 9,562 9,029 7,939 10,000 4,652 10,000 10,000 10,000 10,000 6257 - UTILITIES-PROPANE/WATER/SEWER 3,763 3,676 7,065 4,500 475 4,500 4,500 5,000 5,000 6250 - UTILITIES 52,972 47,581 48,174 54,500 13,862 54,500 54,500 50,000 50,000 6265 - REPAIRS-EQUIPMENT 8,215 16,016 9,271 15,000 1,869 15,000 15,000 10,000 10,000 6266 - REPAIRS-BUILDING 12,339 2,549 7,861 5,000 5,669 5,000 5,000 5,000 5,000 6269 - REPAIRS-OTHER 0 192 3,101 500 0 500 500 500 500 6260 - REPAIRS AND MAINTENA 20,554 18,757 20,234 20,500 7,537 20,500 20,500 15,500 15,500 323 City of Apple Valley Department Expense Summary Budget Years (2020-2021) Golf Operations Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 982 626 254 1,000 207 1,000 1,000 1,000 1,000 6276 - SCHOOLS/CONFERENCES/EXP OTHER 0 1,318 198 1,400 1,481 0 0 1,500 1,500 6277 - MILEAGE/AUTO ALLOWANCE 906 689 689 1,000 306 1,000 1,000 1,000 1,000 6278 - SUBSISTENCE ALLOWANCE 0 200 0 250 200 250 250 200 200 6280 - DUES & SUBSCRIPTIONS 2,031 2,337 3,108 2,500 1,581 2,500 2,500 3,000 3,000 6281 - UNIFORM/CLOTHING ALLOWANCE 2,256 3,463 1,159 2,500 569 2,500 2,500 8,000 8,000 6270 - TRNG/TRAVL/DUES/UNIF 6,175 8,633 5,408 8,650 4,344 7,250 7,250 14,700 14,700 6200 - TOTAL OPERATING COSTS 340,116 286,222 240,265 289,400 117,333 257,950 257,950 261,900 261,900 6310 - RENTAL EXPENSE 2,927 3,123 3,146 3,000 872 4,000 4,000 4,000 4,000 6311 - INSURANCE-PROPERTY/LIABILITY 35,700 36,000 36,000 36,000 18,000 18,700 18,700 19,000 19,000 6323 - INTEREST EXPENSE 0 0 0 11,390 0 8,150 8,150 8,150 8,150 6333 - GENERAL-CASH DISCOUNTS -88 -14 -18 0 6349 - LATE FEES/FINANCE CHARGES 0 0 0 0 6351 - VISA/BANK CHARGES 22,254 20,600 16,841 20,000 5,947 20,000 20,000 17,000 17,000 6399 - OTHER CHARGES 7,610 1,580 210 3,500 10 1,000 1,000 1,000 1,000 6301 - OTHER EXPENDITURES 68,403 61,289 56,180 73,890 24,829 51,850 51,850 49,150 49,150 6300 - TOTAL OTHER EXPENDITURES 68,403 61,289 56,180 73,890 24,829 51,850 51,850 49,150 49,150 6410 - GOLF-RENT POWER CARTS 2,734 3,220 1,850 3,000 0 3,000 3,000 3,000 3,000 6411 - GOLF-BAGS & UMBRELLAS 3,391 1,779 2,223 1,500 1,287 1,500 1,500 2,000 2,000 6412 - GOLF-BALLS 11,365 8,022 7,957 10,000 10,406 10,000 10,000 9,000 9,000 6413 - GOLF-CAPS/HATS/CLOTHING 31,313 11,748 13,298 12,000 15,292 12,000 12,000 12,000 12,000 6414 - GOLF-CLUBS 5,515 9,283 8,984 8,000 1,091 8,000 8,000 8,000 8,000 6415 - GOLF-GLOVES 6,478 5,265 1,664 6,000 1,023 6,000 6,000 5,000 5,000 6416 - GOLF-SHOES 8,885 6,441 4,348 4,000 3,318 4,000 4,000 2,000 2,000 6417 - GOLF-CIGARS 2,002 1,521 1,205 2,000 337 2,000 2,000 1,500 1,500 6418 - GOLF-PRO SHOP OTHER 7,655 5,287 5,711 7,000 6,213 7,000 7,000 5,000 5,000 6419 - GOLF-BEER 0 0 0 0 0 6420 - GOLF-FOOD 0 0 0 0 0 6421 - GOLF-NON ALCOHOLIC BEVERAGES 0 0 162 0 0 6422 - GOLF-KITCHEN SUPPLIES 0 0 0 0 0 6423 - GOLF-CASH DISCOUNT -910 -1,044 -654 -1,000 -431 -1,000 -1,000 6424 - GOLF FREIGHT ON RESALE MDSE 2,311 2,687 2,525 2,500 2,217 2,500 2,500 2,500 2,500 6426 - HANDICAP FEE 621 1,738 1,935 2,000 1,330 2,000 2,000 2,000 2,000 6427 - GOLF-RENTAL EQUIPMENT 0 0 1,031 0 1,000 1,000 6428 - GOLF LESSONS 4,740 5,364 6,624 0 6,000 6,000 6429 - GOLF-LIQUOR 0 0 0 0 0 6430 - GOLF-WINE 0 0 0 0 0 6401 - EXPENDITURES 86,099 61,310 58,862 57,000 42,084 57,000 57,000 59,000 59,000 6400 - TOTAL EXPENDITURES 86,099 61,310 58,862 57,000 42,084 57,000 57,000 59,000 59,000 6501 - TAXABLE/NON-TAXABLE MISC RESAL 0 6500 - TOTAL EXPENDITURES 0 6610 - DEPRECIATION 174,171 183,693 192,782 177,500 102,620 179,000 179,000 179,000 179,000 6601 - TOTAL DEPRECIATION 174,171 183,693 192,782 177,500 102,620 179,000 179,000 179,000 179,000 6600 - TOTAL DEPRECIATION 174,171 183,693 192,782 177,500 102,620 179,000 179,000 179,000 179,000 6720 - CAPITAL OUTLAY-FURNITURE & FIX 440 2,685 0 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 130,000 0 75,000 75,000 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 50,666 0 0 0 11,000 0 0 1,200,000 1,200,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER -50,666 0 0 0 0 10,000 10,000 25,000 25,000 324 City of Apple Valley Department Expense Summary Budget Years (2020-2021) Golf Operations Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6701 - TOTAL CAPITAL OUTLAY 0 440 2,685 130,000 11,000 85,000 85,000 1,225,000 1,225,000 6700 - TOTAL CAPITAL OUTLAY 0 440 2,685 130,000 11,000 85,000 85,000 1,225,000 1,225,000 6801 - TOTAL CONSTRUCTION COSTS 0 0 0 0 6800 - TOTAL CONSTRUCTION COSTS 0 0 0 0 7015 - DEBT SERVICE-INTEREST 1,184 4,018 5,657 9,247 7016 - INTERFUND LOAN-INTEREST 12,510 11,787 7,390 9,775 0 8,950 8,950 8,950 8,950 7001 - TOTAL INTEREST AND FISCAL FEES 13,695 15,805 13,047 9,775 9,247 8,950 8,950 8,950 8,950 7000 - TOTAL INTEREST AND FISCAL FEES 13,695 15,805 13,047 9,775 9,247 8,950 8,950 8,950 8,950 1,433,977 1,292,947 1,194,984 1,419,380 594,210 1,345,585 1,345,585 2,503,150 2,503,150 325 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 61: GOLF - 5105 COMPANY 5100: GOLF FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 247,465 257,900 257,900 264,295 264,295 278,170 278,170 6112 Salary-Seasonal Temp 264,000 264,000 264,000 263,660 263,660 267,670 267,670 6113 Overtime - Reg 6,000 6,000 6,000 15,000 15,000 15,000 15,000 6114 Overtime - Temp 6123 Salaries - Other 12,670 11,550 11,550 12,020 12,020 8,710 8,710 6138 Medicare 7,685 7,820 7,820 8,050 8,050 8,260 8,260 6139 FICA 32,870 33,445 33,445 34,410 34,410 35,310 35,310 6141 Pension - PERA 19,960 29,960 29,960 28,375 28,375 30,075 30,075 6142 Workers Compensation 10,520 10,520 10,520 14,235 14,235 7,195 7,195 6144 Long-term Disability Insurance 815 740 740 800 800 800 800 6145 Hospital & Life Insurance 57,600 59,880 59,880 64,990 64,990 68,960 68,960 Position Changes Total 659,585 681,815 681,815 705,835 705,835 720,150 720,150 6210 OFFICE SUPPLIES 2,500 1,500 1,500 1,500 1,500 1,200 1,200 Total 2,500 1,500 1,500 1,500 1,500 1,200 1,200 6211 SMALL TOOL & EQUIPMENT Miscellaneous 4,000 6,000 6,000 6,000 6,000 6,000 6,000 Total 4,000 6,000 6,000 6,000 6,000 6,000 6,000 6212 MOTOR FUELS/OILS 12,000 10,000 10,000 10,000 10,000 13,000 13,000 Total 12,000 10,000 10,000 10,000 10,000 13,000 13,000 6213 FERTILIZER 25,000 15,000 15,000 15,000 15,000 18,000 18,000 Total 25,000 15,000 15,000 15,000 15,000 18,000 18,000 6214 CHEMICALS 21,000 25,000 25,000 25,000 25,000 22,000 22,000 Total 21,000 25,000 25,000 25,000 25,000 22,000 22,000 6215 EQUIPMENT - PARTS Mowers,Irrigation, Tractors 30,000 30,000 30,000 30,000 30,000 25,000 25,000 Total 30,000 30,000 30,000 30,000 30,000 25,000 25,000 6216 EQUIPMENT - TIRES/BATTERIES 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6229 GENERAL SUPPLIES Operations/Misc 46,000 45,000 45,000 45,000 45,000 35,000 35,000 Total 46,000 45,000 45,000 45,000 45,000 35,000 35,000 6235 CONSULTANT SERVICES Irrigation Design Consultant - 25,000 25,000 - - Supplemental staff training 250 250 250 200 200 Total 250 25,250 25,250 200 200 - - 6237 TELEPHONE/PAGERS Clubhouse, Maintenance 15,000 10,000 10,000 5,000 5,000 15,000 15,000 Total 15,000 10,000 10,000 5,000 5,000 15,000 15,000 6239 PRINTING/PUBLISHING Promotion Flyers 8,500 7,000 7,000 7,000 7,000 7,500 7,500 Total 8,500 7,000 7,000 7,000 7,000 7,500 7,500 6240 C. SERVICE/GARBAGE REMOVAL Clubhouse, Maintenance 8,000 8,000 8,000 8,000 Total - - - 8,000 8,000 8,000 8,000 6249 OTHER CONTRACTUAL SERVICES Mechanical contract 18,500 20,000 20,000 20,000 20,000 25,000 25,000 Culligan Water Coolers - mntc shop 2,000 2,000 2,000 2,000 2,000 5,000 5,000 Carts (capital lease- int. exp & depr exp)46,000 - - - - Total 66,500 22,000 22,000 22,000 22,000 30,000 30,000 6255 UTILITIES - ELECTRIC 40,000 40,000 40,000 40,000 40,000 35,000 35,000 Total 40,000 40,000 40,000 40,000 40,000 35,000 35,000 6256 UTILITIES - NATURAL GAS 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Total 10,000 10,000 10,000 10,000 10,000 10,000 10,000 326 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 61: GOLF - 5105 COMPANY 5100: GOLF FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6257 UTILITIES - PROPANE/WATER/SEWER 8,000 4,500 4,500 4,500 4,500 5,000 5,000 Total 8,000 4,500 4,500 4,500 4,500 5,000 5,000 6265 REPAIRS - EQUIPMENT Winterize Sprinkler System 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Rebuild Various Equip 8,000 10,000 10,000 10,000 10,000 5,000 5,000 Total 13,000 15,000 15,000 15,000 15,000 10,000 10,000 6266 REPAIRS - BUILDINGS 6,000 5,000 5,000 5,000 5,000 5,000 5,000 Total 6,000 5,000 5,000 5,000 5,000 5,000 5,000 6269 REPAIRS - OTHER 1,000 500 500 500 500 500 500 Total 1,000 500 500 500 500 500 500 6275 SCHOOL/CONF/EXP - LOCAL Maintenance Certification 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6276 SCHOOL/CONF/EXP - OTHER National Conference - 1,400 1,400 - - 1,500 1,500 Total - 1,400 1,400 - - 1,500 1,500 6277 MILEAGE ALLOWANCE 2,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 2,000 1,000 1,000 1,000 1,000 1,000 1,000 6278 SUBSISTENCE - 250 250 250 250 200 200 Total - 250 250 250 250 200 200 6280 DUES & SUBSCRIPTIONS MGA/PGA 3,000 2,500 2,500 2,500 2,500 3,000 3,000 Total 3,000 2,500 2,500 2,500 2,500 3,000 3,000 6281 UNIFORM/CLOTHING ALLOWANCE 2,500 2,500 2,500 2,500 2,500 8,000 8,000 Total 2,500 2,500 2,500 2,500 2,500 8,000 8,000 6310 RENTAL EXPENSE Chemical Toilets 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Small Equipment 1,000 - - 1,000 1,000 1,000 1,000 Total 4,000 3,000 3,000 4,000 4,000 4,000 4,000 6311 INSURANCE 36,000 36,000 36,000 18,700 18,700 19,000 19,000 Total 36,000 36,000 36,000 18,700 18,700 19,000 19,000 6399 OTHER CHARGES Golf Lessons 2,200 - - - - Teemaster 7,500 2,500 2,500 - - Building Reservation Software 800 1,000 1,000 1,000 1,000 1,000 1,000 Total 10,500 3,500 3,500 1,000 1,000 1,000 1,000 6610 DEPRECIATION Equipment 37,000 36,000 36,000 37,500 37,500 37,500 37,500 Carts 45,000 45,000 45,000 45,000 45,000 45,000 Building & Sewer Extension 96,000 96,500 96,500 96,500 96,500 96,500 96,500 Total 133,000 177,500 177,500 179,000 179,000 179,000 179,000 7016 INTERFUND LOAN INTEREST Sewer Extension 3,230 2,585 2,585 1,945 1,945 1,945 1,945 Club House 6,980 6,805 6,805 6,650 6,650 6,650 6,650 Parking Lot 440 385 385 355 355 355 355 Mowers - - - Total 10,650 9,775 9,775 8,950 8,950 8,950 8,950 2715 PRINCIPAL PORTION OF CAPITAL LEASE Cart Lease - 40,105 40,105 41,850 41,850 41,850 41,850 TCF Equipment Lease 32,536 32,536 34,183 34,183 34,183 34,183 Lease Payoff - - - 55,000 55,000 55,000 55,000 - 72,641 72,641 131,033 131,033 131,033 131,033 6323 INTEREST ON CAPITAL LEASE Carts - 11,390 11,390 8,150 8,150 8,150 8,150 Total - 11,390 11,390 8,150 8,150 8,150 8,150 6730 CAPITAL OUTLAY - VEHICLES Replace Large Mower 65,000 65,000 65,000 - - Replace Greensmower 40,000 40,000 40,000 - - Replace - (2) Workmen 50,000 - - - - Seeder 20,000 20,000 Aerway Aerator 15,000 15,000 Greens Roller - - - 15,000 15,000 Utility vehicles (2)- 25,000 25,000 - - Aerator 25,000 25,000 Total 155,000 130,000 130,000 75,000 75,000 - - 327 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 61: GOLF - 5105 COMPANY 5100: GOLF FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6735 CAPITAL OUTLAY - OTHER IMP Irrigation System 1,200,000 1,200,000 Total - - - - - 1,200,000 1,200,000 6740 CAPITAL OUTLAY - OTHER ITEMS Range equipment - - - 10,000 10,000 25,000 25,000 Total - - - 10,000 10,000 25,000 25,000 6351 VISABANK CHARGES 25,000 20,000 20,000 20,000 20,000 17,000 17,000 6410 POWER CARTS RENTAL 2,500 3,000 3,000 3,000 3,000 3,000 3,000 6411 GOLF-BAGS & UMBRELLAS 2,500 1,500 1,500 1,500 1,500 2,000 2,000 6412 BALLS 14,000 10,000 10,000 10,000 10,000 9,000 9,000 6413 CAPS/HATS/CLOTHING 25,000 12,000 12,000 12,000 12,000 12,000 12,000 6414 CLUBS 6,000 8,000 8,000 8,000 8,000 8,000 8,000 6415 GLOVES 6,000 6,000 6,000 6,000 6,000 5,000 5,000 6416 SHOES 4,000 4,000 4,000 4,000 4,000 2,000 2,000 6417 CIGARS 2,500 2,000 2,000 2,000 2,000 1,500 1,500 6418 PRO SHOP-OTHER 12,000 7,000 7,000 7,000 7,000 5,000 5,000 6423 CASH DISCOUNT (1,000) (1,000) (1,000) (1,000) (1,000) 6424 FREIGHT ON RESALE MDSE 3,500 2,500 2,500 2,500 2,500 2,500 2,500 6426 HANDICAP FEE 1,200 2,000 2,000 2,000 2,000 2,000 2,000 6427 GOLF-RENTAL EQUIPMENT 1,000 1,000 6428 GOLF LESSONS 6,000 6,000 Total 103,200 77,000 77,000 77,000 77,000 76,000 76,000 Total Net of Personnel 770,600 802,206 802,206 770,783 770,783 1,914,033 1,914,033 TOTAL EXPENSES 1,430,185$ 1,484,021$ 1,484,021$ 1,476,618$ 1,476,618$ 2,634,183$ 2,634,183$ Less: Principal Portion of Capital Lease In - (72,641) (72,641) (131,033) (131,033) (131,033) (131,033) 1,430,185 1,411,380 1,411,380 1,345,585 1,345,585 2,503,150 2,503,150 328 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5100 61-Valleywood Golf Course 5120 Valleywood Food & Beverage – With Outside Vendor 1 Valleywood Food & Beverage Daily Food and Beverage operations at Valleywood; including clubhouse bar and grill, tournament menus, banquet and rental events and on course beverage cart operations. This area of the operation has been contracted out to The Roasted Pear Restaurants and Catering. It continues to be our responsibility to attract building rentals and revenue opportunities for the Roasted Pear. Through the rental fees and commissions on food sales we should see steadily increasing revenue with minimal increases in variable hour staff costs. Not only does our contractually agreed to commission percentage rise over the next couple of years but so will our rental fees and overall F&B revenues (of which our percentage is derived) should as well. Valleywood Food & Beverage – Objectives for2020 and 2021 •Continue to focus on growing rental opportunities in both golf outings and private party and event rentals. •Develop better systems and consistency of cleaning of the public areas most likely through a contractual agreement with a cleaning company. •Work with the Roasted Pear to continue to refine golf outing menus in order to simplify the experience for the guests and outing coordinators. IMPACT MEASURES / PERFORMANCE INDICATORS Actual 2016 Actual 2017 Actual 2018 Projected 2019 Projected 2020 Projected 2021 # Rounds 32,435 30,653 27,616 34,000 34,000 Golf Events-40 to 60 players 35 35 35 35 35 Golf Events 60+ Players Golf Events 100+ Players 15 5 15 5 14 15 5 15 5 Banquet Private (weddings, etc.) 24 24 24 32 40 Banquet- Corporate (meetings, etc.) 15 15 14 15 15 Banquet Non-Profits (DCTC,Schools) 8 8 8 8 8 Banquet Club Events (league dinners) 11 12 12 12 12 Banquet – Public Events ( 63 68 6 10 10 Regular Status Personnel Schedule –FTE’s Actual Actual Actual Proposed Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Food & Beverage Coordinator .5 .5 .5 .5 - - Department Specialist .5 .5 329 Temporary Status Personnel Schedule –(# positions Part Time) Part Time# Hours Actual Actual Actual Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal Part-time 500 500 500 Food & Beverage : Food & Bev. Supervisor 1,612 3,166 1,650 - - - Food & Beverage Lead 1,872 1,458 - - - - Food & Beverage –Cook 1,873 2,054 241 - - - Food & Bev. Attendants 3,166 3,108 137 - - - Food & Bev. Banquets 1,108 537 9 - - - 9,632 10,323 2,037 500 500 500 Summary Budget Department 61 Business Unit # 5120 - FOOD & BEVERAGE OPERATIONS 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Food & Non Alcoholic Bev 156,600 122,760 10,498 147,900 - - - Beer 75,196 92,125 1,444 96,000 - - - Liquor / Wine 56,545 30,395 2,082 61,100 - - - Banquet and Rentals 55,125 22,312 6,654 61,000 20,000 30,000 35,000 Other - Concession - - 17,036 - 40,000 50,000 60,000 343,466 267,592 37,714 366,000 60,000 80,000 95,000 Expenditures: Salaries & Wages 121,365 139,290 9,582 158,490 36,905 31,005 32,585 Emp. Benefits 15,110 19,581 1,512 21,800 5,840 4,685 4,965 Supplies 10,061 7,242 1,055 7,500 - - - Contractual Serv.13,351 11,785 6,343 13,500 8,000 10,000 10,000 Repairs & Maint.926 1,357 3,882 1,000 1,000 1,000 1,000 Training/Travel/Dues 1,205 870 993 200 - - - Insurance & Other Exp.1,615 1,116 12,110 1,000 - - - Items for Resale 129,114 120,789 - 157,000 - - - Capital Outlay - - - 14,000 15,000 22,000 7,000 Total Expenditures 292,747 302,030 35,477 374,490 66,745 68,690 55,550 Operating Income(loss)50,719 (34,438) 2,237 (8,490) (6,745) 11,310 39,450 CLUBHOUSE: 2020 CAPITAL OUTLAY Appliance replacement $ 7,000 A/V Equipment $15,000 $22,000 2021 CAPITAL OUTLAY Banquet/Bar/Patio furniture $ 7,000 330 City of Apple Valley Department Expense Summary Budget Years (2020-2021) Valleywood-Food & Beverage Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6109 - BANQUET-SERVICE FEES 18,060 2,217 0 0 6110 - SALARY-REGULAR EMPLOYEES 88 18,232 5,827 30,470 0 24,795 24,795 26,300 26,300 6112 - SALARY-SEASONAL TEMP 102,372 118,141 3,754 5,000 0 5,000 5,000 5,000 5,000 6123 - SALARY-OTHER 1,435 1,210 1,210 1,285 1,285 6124 - OVERTIME-SEASONAL TEMP 845 699 0 0 6105 - SALARIES AND WAGES 121,365 139,290 9,582 36,905 0 31,005 31,005 32,585 32,585 6138 - MEDICARE 1,852 2,298 144 535 0 450 450 475 475 6139 - FICA 7,920 9,827 615 2,290 0 1,920 1,920 2,020 2,020 6141 - PENSIONS-PERA 3,238 5,058 566 2,770 0 1,950 1,950 2,070 2,070 6142 - WORKERS COMPENSATION 2,100 2,398 186 245 0 365 365 400 400 6125 - EMPLOYEE BENEFITS 15,110 19,581 1,512 5,840 0 4,685 4,685 4,965 4,965 6100 - TOTAL PERSONNEL SERVICES 136,475 158,871 11,094 42,745 0 35,690 35,690 37,550 37,550 6210 - OFFICE SUPPLIES 22 0 0 0 0 0 0 6211 - SMALL TOOLS & EQUIPMENT 3,978 965 0 0 0 0 0 6229 - GENERAL SUPPLIES 6,062 6,277 1,055 0 677 0 0 6205 - SUPPLIES 10,061 7,242 1,055 0 677 0 0 6239 - PRINTING 469 0 0 0 0 0 0 6240 - CLEANING SERVICE/GARBAGE 11,811 9,729 5,528 8,000 2,543 10,000 10,000 10,000 10,000 6249 - OTHER CONTRACTUAL SERVICES 1,071 2,056 816 0 0 0 0 6230 - CONTRACTUAL SERVICES 13,351 11,785 6,343 8,000 2,543 10,000 10,000 10,000 10,000 6250 - UTILITIES 0 0 0 0 6265 - REPAIRS-EQUIPMENT 926 1,357 3,579 1,000 1,122 1,000 1,000 1,000 1,000 6266 - REPAIRS-BUILDING 0 0 302 0 6260 - REPAIRS AND MAINTENA 926 1,357 3,882 1,000 1,122 1,000 1,000 1,000 1,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 435 0 0 0 6280 - DUES & SUBSCRIPTIONS 770 870 0 0 0 0 0 6270 - TRNG/TRAVL/DUES/UNIF 1,205 870 0 0 0 0 0 6200 - TOTAL OPERATING COSTS 25,543 21,255 11,280 9,000 4,341 11,000 11,000 11,000 11,000 6310 - RENTAL EXPENSE 1,208 1,116 993 0 91 0 0 6349 - LATE FEES/FINANCE CHARGES 27 0 0 0 6399 - OTHER CHARGES 380 0 0 0 6301 - OTHER EXPENDITURES 1,615 1,116 993 0 91 0 0 6300 - TOTAL OTHER EXPENDITURES 1,615 1,116 993 0 91 0 0 6419 - GOLF-BEER 25,323 28,476 2,111 0 0 0 0 6420 - GOLF-FOOD 77,356 65,300 4,581 0 107 0 0 6421 - GOLF-NON ALCOHOLIC BEVERAGES 14,600 14,579 2,268 0 609 0 0 6422 - GOLF-KITCHEN SUPPLIES 4,282 4,033 731 0 500 0 0 6424 - GOLF FREIGHT ON RESALE MDSE 24 11 0 0 6427 - GOLF-RENTAL EQUIPMENT 399 355 0 0 6429 - GOLF-LIQUOR 4,811 5,237 1,528 0 0 0 0 6430 - GOLF-WINE 2,319 2,799 891 0 0 0 0 6401 - EXPENDITURES 129,114 120,789 12,110 0 1,216 0 0 6400 - TOTAL EXPENDITURES 129,114 120,789 12,110 0 1,216 0 0 6501 - TAXABLE/NON-TAXABLE MISC RESAL 0 0 0 0 6500 - TOTAL EXPENDITURES 0 0 0 0 6601 - TOTAL DEPRECIATION 0 0 0 331 City of Apple Valley Department Expense Summary Budget Years (2020-2021) Valleywood-Food & Beverage Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6600 - TOTAL DEPRECIATION 0 0 0 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 15,000 29,000 22,000 0 7,000 6701 - TOTAL CAPITAL OUTLAY 15,000 29,000 22,000 0 7,000 6700 - TOTAL CAPITAL OUTLAY 15,000 29,000 22,000 0 7,000 292,747 302,031 35,477 66,745 5,648 75,690 68,690 48,550 55,550 332 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 61: FOOD & BEVERAGE -5120 COMPANY 5100: GOLF FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 34,290 30,470 30,470 24,795 24,795 26,300 26,300 6111 Salary-Parttime 6112 Salary-Seasonal Temp 120,000 5,000 5,000 5,000 5,000 5,000 5,000 6113 Overtime - Reg 6114 Overtime - Temp 6123 Salaries - Other 4,200 1,435 1,435 1,210 1,210 1,285 1,285 6138 Medicare 2,300 535 535 450 450 475 475 6139 FICA 9,825 2,290 2,290 1,920 1,920 2,020 2,020 6141 Pension - PERA 6,530 2,770 2,770 1,950 1,950 2,070 2,070 6142 Workers Compensation 3,145 245 245 365 365 400 400 Position Changes Total 180,290 42,745 42,745 35,690 35,690 37,550 37,550 6210 OFFICE SUPPLIES 500 - - - - Total 500 - - - - - - 6211 SMALL TOOL & EQUIPMENT Misc 2,000 - - - - Total 2,000 - - - - - - 6229 GENERAL SUPPLIES Cleaning Supplies, chemicals, gloves,5,000 - - - - kitchen supplies Total 5,000 - - - - - - 6239 PRINTING/PUBLISHING Mother Day Ads 500 Total 500 - - - - - - 6240 C. SERVICE/GARBAGE REMOVAL Linen Cleaning Service 10,000 8,000 8,000 10,000 10,000 10,000 10,000 Kitchen uniform laundry serv 2,000 - - - - Total 12,000 8,000 8,000 10,000 10,000 10,000 10,000 6249 OTHER CONTRACTUAL SERVICES Beer Line Cleaning 300 - - - - Knife Service 700 - - - - Total 1,000 - - - - - - 6265 REPAIRS - EQUIPMENT ECOLAB Preventive Maint agmt 1,000 Kitchen Equip. Repairs 1,000 1,000 1,000 1,000 1,000 1,000 Other Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6280 DUES & SUBSCRIPTIONS Restaurant OWNER.COM 200 Total 200 - - - - - - 6310 RENTAL EXPENSE CO 2 Rentals 1,000 Total 1,000 - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS A/V Equip (projector, laptop,tablets) Audio/Visual Upgrades 5,000 15,000 15,000 2-Door refrigerator (appliance replacemen 4,000 7,000 7,000 Banquet/Bar/Patio Furniture 5,000 7,000 - 7,000 POS System (F & B, hand-helds) Handhelds for Beverage Carts Dance Floor Clubhouse & Grounds exterior lighting 10,000 10,000 Ceremony Chairs 5,000 5,000 Building Security Total 14,000 15,000 15,000 29,000 22,000 - 7,000 ITEMS FOR RESALE 6419 BEER 40,000 - - - - 6420 FOOD 82,000 - - - - 6421 NON-ALCOHOLIC BEVERAGES 12,000 - - - - 6422 KITCHEN SUPPLIES 10,000 - - - - 6429 LIQUOR 8,000 - - - - 6430 WINE 5,000 - - - - Total 157,000 - - - - - - Total Net of Personnel 194,200 24,000 24,000 40,000 33,000 11,000 18,000 TOTAL EXPENSES 374,490$ 66,745$ 66,745$ 75,690$ 68,690$ 48,550$ 55,550$ 333 Notes: 334 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5200 63 5205 Arena I DESCRIPTION OF ACTIVITY The Sports Arena was built specifically to service the community indoor skating programs. The facility is jointly owned and shared with School District 196. It is an excellent example of two government entities sharing resources. The arena services the Apple Valley and Eastview Hockey Associations and High Schools and also provides leisure opportunities through public skating sessions. The facility offers an excellent Learn to Skate program which teaches 300-400 students per year the basics of ice skating. Although the City of Apple Valley maintains several outdoor skating rinks, upscale Minnesota communites traditionally provide indoor skating facilities for their communities. Skating is part of our heritage and is an important part of our recreation mission. Thousands of participants utilize the facility each week during the fall and winter months. Events include Learn to Skate lessons, hockey practices and games, figure skating ice shows, as well as public skating sessions. Each of these events bring in unique visitors to the facility. Performance can be measured by the amount of hours rented by our user groups. The Sports Arena converts from ice to four indoor tennis courts for the spring and summer months. These tennis courts are used by the Apple Valley Boys and Girls Tennis teams, AVHS gym classes, and a yearly consignment sale in the late summer. MAJOR OBJECTIVES FOR 2020 and 2021 Learn our new ice making equipment. With the Sports Arena completeing a replacement of the refrigeration system staff needs to become proficiecent is all of its operations to insure we are running effiecently while creating a great playing surface for our users. Increase effiencies of our buildings to help decrease the areas carbon footprint. Ice arenas are major energy users and with new technologies that are out there we can work to offset that energy use as much as possible. Work with our main user groups to improve the arenas to best fit the needs of those groups. It is imperative that we do what we can to facilitate the relatioships with our mian user groups to keep them using our buildings for years to come. Improve costumer experience in our arenas. We do a very good job of providing excellent costumer service but there are things we can do to improve the atompsohere of our facility. By improving the atmosphere we can retain customers and hopefully increase revenues in all areas. 335 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Hours of Ice time rented 1193 1210 1250 1250 1250 1250 # of Skating Lesson Participants 348 359 337 370 380 385 Hours of Dry Floor Time rented 200 200 200 200 200 200 Regular Status Personnel Schedule – #hours Adopted Adopted Actual Projected Projected Projected Position Title 2016 2017 2018 2019 2020 2021 Arena Manager 2080 2080 2080 2080 2080 2080 Arena Office Supervisor 1450 0 0 0 0 0 Tech Specialist 0 0 0 0 0 0 Working Foreman 520 520 520 520 520 520 Pooled Park Maintenance 1560 1560 1560 1560 1560 1560 Ice Resurfacer Driver 1700 1700 1921 1915 1950 1950 Rec Program Director/Asst 545 545 455 1300 1300 1300 Lead Instructor 490 490 671 500 500 500 Instructor I , II 650 650 1100 1100 1100 1100 Supervisor 45 0 0 0 0 0 Facility Attendant - Lead 825 0 0 0 0 0 Facility Attendant Ice Guard/Concessions 725 0 1900 0 1451 0 1900 0 1920 0 1920 Note: Not budgeted by position in prior years 336 Summary Budget Department 63 Business Unit # 5205 (Arena I) 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: 4810/12/13/21-Ice Revenue 192,621 188,816 154,641 163,500 194,000 195,500 202,600 4817-Tennis Rev (Dry Floor)141 - - 3,000 5,000 5,000 5,000 4820-School District Share 193,674 192,954 235,172 240,205 195,000 200,000 200,000 4811/14/15/16-Sales/Concess 18,828 18,058 14,723 14,300 16,800 17,000 19,000 4823/4824-Turf & Court Rentals 2,797 917 2,014 - - - - 4358/4899-Other 1,079 - 44,830 12,000 12,000 12,000 12,000 409,139 400,745 451,379 433,005 422,800 429,500 438,600 Expenditures: Salaries & Wages 222,556 216,901 230,498 258,630 276,555 256,220 266,025 Emp. Benefits 76,201 70,331 62,762 67,925 72,590 74,515 78,370 Supplies 12,012 18,232 16,781 21,450 19,150 15,650 15,650 Contractual Serv.20,433 41,883 38,543 47,250 29,350 29,450 29,700 Utilities 57,881 67,194 64,315 63,500 65,500 66,100 66,100 Repairs & Maint.11,569 7,550 9,016 20,500 18,300 16,500 16,500 Training/Travel/Dues 4,047 3,244 4,245 5,000 5,450 6,750 6,450 Tax/Non-Tax for Resale 6,193 8,625 7,231 8,000 8,000 8,000 8,500 Capital outlay - - - - - 48,750 15,000 VISA/MC Fees 715 - - 500 500 500 1,000 Insurance & Other Exp.17,244 22,456 24,779 18,800 22,660 24,735 24,860 Depreciation 52,545 41,594 28,140 60,900 60,900 60,900 60,900 Total Exp 481,396 498,008 486,310 572,455 578,955 608,070 589,055 Net Income (loss)(72,257) (97,263) (34,931) (139,450) (156,155) (178,570) (150,455) Change in Cash: Less: Capital outlay - - - (900,000) (1,500,000) (48,750) (15,000) Add: Interfund Loan from FCPF - - - 900,000 1,500,000 - - Add: Depreciation 52,545 41,594 28,140 60,900 60,900 60,900 60,900 Net (decrease) in Cash (19,712) (55,669) (6,791) (78,550) (95,255) (166,420) (104,555) 2020 CAPITAL OUTLAY Windows & Doors 90,000 45,000 School Share Scoreboard (office end) 7,500 3,750 School Share 48,750 2021 CAPITAL OUTLAY Locker room rubber 30,000 15,000 School Share 337 City of Apple Valley Department Expense Summary Budget Years (2020-2021) ARENA I Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 147,782 137,423 156,044 179,200 72,055 171,585 171,585 179,510 179,510 6111 - SALARY PART-TIME 219 6,882 7,606 3,580 2,608 7,735 7,735 7,965 7,965 6112 - SALARY-SEASONAL TEMP 70,481 71,517 63,511 83,680 27,264 66,830 66,830 68,160 68,160 6113 - OVERTIME-REGULAR EMPLOYEES 3,286 2,605 4,642 3,500 1,630 3,500 3,500 3,500 3,500 6118 - VACATION PAY 788 -2,246 -1,305 0 6121 - INSURANCE CASH BENEFIT 0 720 0 0 6123 - SALARY-OTHER 6,595 6,570 6,570 6,890 6,890 6105 - SALARIES AND WAGES 222,556 216,901 230,498 276,555 103,557 256,220 256,220 266,025 266,025 6138 - MEDICARE 3,033 3,061 3,216 4,010 1,385 3,715 3,715 3,860 3,860 6139 - FICA 12,970 13,086 13,751 17,145 5,925 15,885 15,885 16,495 16,495 6141 - PENSIONS-PERA 13,682 13,469 14,551 14,465 6,474 14,830 14,830 15,480 15,480 6142 - WORKERS COMPENSATION 3,316 3,699 4,274 5,860 1 4,905 4,905 5,305 5,305 6144 - LONG-TERM DISABILITY INSURANCE 378 295 310 510 141 500 500 510 510 6145 - MEDICAL INSURANCE 26,460 30,786 34,537 30,600 17,256 34,680 34,680 36,720 36,720 6146 - DENTAL INSURANCE 1,936 2,108 2,835 1,467 6147 - LIFE INSURANCE-BASIC 12 12 12 6 6148 - LIFE INSURANCE-SUPP/DEPEND 1 59 0 0 6150 - PENSION EXPENSE-GASB 68 14,414 9,659 -1,914 0 6170 - EMPLOYEE PAID PREMIUMS -5,902 -8,810 -3,587 6125 - EMPLOYEE BENEFITS 76,201 70,331 62,762 72,590 29,068 74,515 74,515 78,370 78,370 6100 - TOTAL PERSONNEL SERVICES 298,757 287,232 293,259 349,145 132,625 330,735 330,735 344,395 344,395 6210 - OFFICE SUPPLIES 77 238 80 550 101 250 250 250 250 6211 - SMALL TOOLS & EQUIPMENT 474 27 1,837 1,100 19 1,100 1,100 1,100 1,100 6212 - MOTOR FUELS/OILS 208 210 120 500 30 300 300 300 300 6214 - CHEMICALS 0 0 0 3,000 0 0 0 6215 - EQUIPMENT-PARTS 963 1,862 494 2,000 0 2,000 2,000 2,000 2,000 6216 - VEHICLES-TIRES/BATTERIES 0 0 74 0 6229 - GENERAL SUPPLIES 10,291 15,893 14,176 12,000 4,207 12,000 12,000 12,000 12,000 6205 - SUPPLIES 12,012 18,232 16,781 19,150 4,358 15,650 15,650 15,650 15,650 6235 - CONSULTANT SERVICES 33 109 0 21 6237 - TELEPHONE/PAGERS 4,249 3,017 2,883 1,500 1,276 1,500 1,500 2,500 2,500 6238 - POSTAGE/UPS/FEDEX 0 126 0 0 6239 - PRINTING 55 0 0 950 0 950 950 200 200 6240 - CLEANING SERVICE/GARBAGE 9,739 38,083 28,091 25,000 84 25,000 25,000 25,000 25,000 6249 - OTHER CONTRACTUAL SERVICES 6,357 548 7,570 1,900 1,895 2,000 2,000 2,000 2,000 6230 - CONTRACTUAL SERVICES 20,433 41,883 38,543 29,350 3,276 29,450 29,450 29,700 29,700 6255 - UTILITIES-ELECTRIC 29,444 33,850 31,186 31,500 18,481 31,500 31,500 31,500 31,500 6256 - UTILITIES-NATURAL GAS 14,034 18,476 15,863 18,000 10,894 18,000 18,000 18,000 18,000 6257 - UTILITIES-PROPANE/WATER/SEWER 14,403 14,868 17,267 16,000 6,503 16,600 16,600 16,600 16,600 6250 - UTILITIES 57,881 67,194 64,315 65,500 35,878 66,100 66,100 66,100 66,100 6265 - REPAIRS-EQUIPMENT 897 1,769 5,741 6,000 519 6,000 6,000 6,000 6,000 6266 - REPAIRS-BUILDING 10,672 5,781 3,275 12,300 317 10,500 10,500 10,500 10,500 6260 - REPAIRS AND MAINTENA 11,569 7,550 9,016 18,300 836 16,500 16,500 16,500 16,500 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 40 424 50 250 50 250 250 250 250 6276 - SCHOOLS/CONFERENCES/EXP OTHER 1,611 329 1,351 2,000 0 3,300 3,300 3,000 3,000 6277 - MILEAGE/AUTO ALLOWANCE 617 303 475 600 157 600 600 600 600 6280 - DUES & SUBSCRIPTIONS 243 750 844 600 520 600 600 600 600 6281 - UNIFORM/CLOTHING ALLOWANCE 1,536 1,439 1,525 2,000 163 2,000 2,000 2,000 2,000 338 City of Apple Valley Department Expense Summary Budget Years (2020-2021) ARENA I Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6270 - TRNG/TRAVL/DUES/UNIF 4,047 3,244 4,245 5,450 889 6,750 6,750 6,450 6,450 6200 - TOTAL OPERATING COSTS 105,942 138,102 132,900 137,750 45,237 134,450 134,450 134,400 134,400 6310 - RENTAL EXPENSE 0 0 2,364 1,000 862 1,000 1,000 1,000 1,000 6311 - INSURANCE-PROPERTY/LIABILITY 14,004 14,700 14,700 14,700 7,350 15,500 15,500 15,500 15,500 6333 - GENERAL-CASH DISCOUNTS -80 -31 -57 -21 6349 - LATE FEES/FINANCE CHARGES 1 0 0 6351 - VISA/BANK CHARGES 715 652 0 1,000 0 1,000 1,000 1,000 1,000 6355 - ONLINE REGISTRATION FEES 2,386 3,690 2,500 873 2,500 2,500 3,000 3,000 6399 - OTHER CHARGES 3,319 4,748 4,082 3,960 2,862 5,235 5,235 5,360 5,360 6301 - OTHER EXPENDITURES 17,959 22,456 24,779 23,160 11,925 25,235 25,235 25,860 25,860 6300 - TOTAL OTHER EXPENDITURES 17,959 22,456 24,779 23,160 11,925 25,235 25,235 25,860 25,860 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6540 - TAXABLE MISC FOR RESALE 6,193 8,625 7,231 8,000 4,788 8,000 8,000 8,500 8,500 6501 - TAXABLE/NON-TAXABLE MISC RESAL 6,193 8,625 7,231 8,000 4,788 8,000 8,000 8,500 8,500 6500 - TOTAL EXPENDITURES 6,193 8,625 7,231 8,000 4,788 8,000 8,000 8,500 8,500 6610 - DEPRECIATION 52,545 41,594 28,140 60,900 15,000 60,900 60,900 60,900 60,900 6601 - TOTAL DEPRECIATION 52,545 41,594 28,140 60,900 15,000 60,900 60,900 60,900 60,900 6600 - TOTAL DEPRECIATION 52,545 41,594 28,140 60,900 15,000 60,900 60,900 60,900 60,900 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 1,500,000 824,996 48,750 48,750 15,000 15,000 6701 - TOTAL CAPITAL OUTLAY 0 0 0 1,500,000 824,996 48,750 48,750 15,000 15,000 6700 - TOTAL CAPITAL OUTLAY 0 0 0 1,500,000 824,996 48,750 48,750 15,000 15,000 481,396 498,008 486,310 2,078,955 1,034,571 608,070 608,070 589,055 589,055 339 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 63: ARENA 1 - 5205 COMPANY 5200: ARENA FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROPOSED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 172,470 179,200 179,200 171,585 171,585 179,510 179,510 6111 Salary - Parttime 3,485 3,580 3,580 7,735 7,735 7,965 7,965 6112 Salary - Seasonal Temp 73,255 83,680 83,680 66,830 66,830 68,160 68,160 6113 Overtime - Regular 3,500 3,500 3,500 3,500 3,500 3,500 3,500 6123 Salaries - Other 5,920 6,595 6,595 6,570 6,570 6,890 6,890 6138 Medicare 3,750 4,010 4,010 3,715 3,715 3,860 3,860 6139 FICA 16,035 17,145 17,145 15,885 15,885 16,495 16,495 6141 Pension - PERA 13,905 14,465 14,465 14,830 14,830 15,480 15,480 6142 Worker's Compensation 4,935 5,860 5,860 4,905 4,905 5,305 5,305 6144 Long-term Disability Insurance 500 510 510 500 500 510 510 6145 Hospital & Life Insurance 28,800 30,600 30,600 34,680 34,680 36,720 36,720 Position Changes Total 326,555 349,145 349,145 330,735 330,735 344,395 344,395 6210 OFFICE SUPPLIES 250 550 550 250 250 250 250 Total 250 550 550 250 250 250 250 6211 SMALL TOOL & EQUIPMENT Miscellaneous Equipment and Tools 1,100 1,100 1,100 1,100 1,100 1,100 1,100 Total 1,100 1,100 1,100 1,100 1,100 1,100 1,100 6212 MOTOR FUELS/OILS Propane 250 500 500 300 300 300 300 Total 250 500 500 300 300 300 300 6214 CHEMICALS Freon for Compressors - Refill R22-Now is 5,100 3,000 3,000 - - Total 5,100 3,000 3,000 - - - - 6215 EQUIPMENT - PARTS Resurfacers 2,750 2,000 2,000 2,000 2,000 2,000 2,000 Compressors Total 2,750 2,000 2,000 2,000 2,000 2,000 2,000 6229 GENERAL SUPPLIES 12,000 12,000 12,000 12,000 12,000 12,000 12,000 Total 12,000 12,000 12,000 12,000 12,000 12,000 12,000 6237 TELEPHONE Phone 1,500 1,500 1,500 1,500 1,500 2,500 2,500 Total 1,500 1,500 1,500 1,500 1,500 2,500 2,500 6239 PRINTING/PUBLISHING Ticket Printing, News Ads 700 700 700 700 700 100 100 Copier annual maintenance fee 250 250 250 250 250 100 100 Total 950 950 950 950 950 200 200 6240 C. SERVICE/GARBAGE REMOVAL Janitor - Furnished by School Dist 41,000 25,000 25,000 25,000 25,000 25,000 25,000 Total 41,000 25,000 25,000 25,000 25,000 25,000 25,000 6249 OTHER CONTRACTUAL SERVICES Misc Contractual 500 500 500 500 500 500 500 ASCAP 300 300 300 300 300 300 300 MaxGalaxy-Cloud based Scheduling 3,000 1,100 1,100 1,200 1,200 1,200 1,200 Total 3,800 1,900 1,900 2,000 2,000 2,000 2,000 6255 UTILITIES - ELECTRIC Electric 31,500 31,500 31,500 31,500 31,500 31,500 31,500 Total 31,500 31,500 31,500 31,500 31,500 31,500 31,500 6256 UTILITIES - NATURAL GAS Natural Gas 17,000 18,000 18,000 18,000 18,000 18,000 18,000 Total 17,000 18,000 18,000 18,000 18,000 18,000 18,000 6257 UTILITIES - OTHER Water and Sewer 15,000 16,000 16,000 16,600 16,600 16,600 16,600 Total 15,000 16,000 16,000 16,600 16,600 16,600 16,600 6265 REPAIRS - EQUIPMENT Miscellaneous Repairs 8,000 6,000 6,000 6,000 6,000 6,000 6,000 Total 8,000 6,000 6,000 6,000 6,000 6,000 6,000 6266 REPAIRS - BUILDINGS Miscellaneous Repairs 12,500 12,300 12,300 10,500 10,500 10,500 10,500 Total 12,500 12,300 12,300 10,500 10,500 10,500 10,500 6275 SCHOOL/CONF/EXP - LOCAL MN Ice Arena Managers Conf-Manager 250 125 125 125 125 125 125 MN Ice Arena Managers Conf-Foreman 250 125 125 125 125 125 125 Total 500 250 250 250 250 250 250 340 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 63: ARENA 1 - 5205 COMPANY 5200: ARENA FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROPOSED PROP RECOMMEND PROP RECOMMEND 6276 SCHOOL/CONF/EXP - OTHER National Conference 1,300 2,000 2,000 3,300 3,300 3,000 3,000 Total 1,300 2,000 2,000 3,300 3,300 3,000 3,000 6277 MILEAGE ALLOWANCE Miscellaneous Mileage 600 600 600 600 600 600 600 Total 600 600 600 600 600 600 600 6280 DUES & SUBSCRIPTIONS US Rink Assoc. & Managers Assoc.600 600 600 600 600 600 600 Total 600 600 600 600 600 600 600 6281 UNIFORM/CLOTHING ALLOWANCE Employee ID Jackets, etc.2,000 2,000 2,000 2,000 2,000 2,000 2,000 Total 2,000 2,000 2,000 2,000 2,000 2,000 2,000 6310 RENTAL EXPENSE General Liability?- 1,000 1,000 1,000 1,000 1,000 1,000 Total - 1,000 1,000 1,000 1,000 1,000 1,000 6311 INSURANCE General Liability 14,700 14,700 14,700 15,500 15,500 15,500 15,500 Total 14,700 14,700 14,700 15,500 15,500 15,500 15,500 6351 VISA/BANK CHARGES 500 1,000 1,000 1,000 1,000 1,000 1,000 Total 500 1,000 1,000 1,000 1,000 1,000 1,000 6355 ONLINE REGISTRATION FEE - 2,500 2,500 2,500 2,500 3,000 3,000 Total - 2,500 2,500 2,500 2,500 3,000 3,000 6399 OTHER CHARGES LOGIS 4,100 3,960 3,960 5,235 5,235 5,360 5,360 Total 4,100 3,960 3,960 5,235 5,235 5,360 5,360 6540 TAXABLE MISC FOR RESALE Concessions 8,000 8,000 8,000 8,000 8,000 8,500 8,500 Total 8,000 8,000 8,000 8,000 8,000 8,500 8,500 6610 DEPRECIATION 60,900 60,900 60,900 60,900 60,900 60,900 60,900 Total 60,900 60,900 60,900 60,900 60,900 60,900 60,900 6735 CAPITAL OUTLAY - OTHER IMPROV Replace Cooling Tower Less: School District Share Total - - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS LED Lighting Less: School District Share Edger Ice Plant Replcement 1,800,000 3,000,000 3,000,000 Less: School District Share (900,000) (1,500,000) (1,500,000) Replace lobby windows and doors 90,000 90,000 Less: School District Share (45,000) (45,000) Scoreboard office end of arena 7,500 7,500 Less: School District Share (3,750) (3,750) Replace locker room rubber 30,000 30,000 Less: School District Share (15,000) (15,000) Total 900,000 1,500,000 1,500,000 48,750 48,750 15,000 15,000 Total Net of Personnel 1,145,900 1,729,810 1,729,810 277,335 277,335 244,660 244,660 TOTAL EXPENSES 1,472,455$ 2,078,955$ 2,078,955$ 608,070$ 608,070$ 589,055$ 589,055$ 341 Notes: 342 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5200 64 5260 Arena II DESCRIPTION OF ACTIVITY The Hayes Park Arena was built in 1995 to supplement the growing needs of the Apple Valley youth boys and girls hockey programs. It is the home of the Apple Valley and Eastview hockey associations which together have over 500 registered participants. The hockey association sponsors several tournaments and hosts playoff games which bring in teams from all over the state. Not only does this benefit the arena but also local merchants in the area. During approx. six weeks in the spring, artificial turf replaces the ice and it is the home for soccer and lacrosse practices and games. The facility is in high demand early in the season prior to the outdoor fields being ready for use. The arena hosts a consignment sale in the spring and the dry floor rentals provides an important revenue source for the facility. MAJOR OBJECTIVES FOR 2020 and 2021 Increase effiencies of our buildings to help decrease the areas carbon footprint. Ice arenas are major energy users and with new technologies that are out there we can work to offset that energy use as much as possible. Continue to increase our advertising within Hayes Park Arena. Advertising creates a great alternative revenue stream to help keep our rental rates affordable for our customers. Improve our preventative maintenance program. This program has to be a top priority in order to avoid costly breakdowns and to keep our staff and users safe inside of our building. Our facility is aging and it is extremely important to continuously improve our program to keep the building performing at a high level. Work with our main user groups to improve the arenas to best fit the needs of those groups. It is imperative that we do what we can to facilitate the relatioships with our mian user groups to keep them using our buildings for years to come. Improve costumer experience in our arenas. We do a very good job of providing excellent costumer service but there are things we can do to improve the atompsohere of our facility. By improving the atmosphere we can retain customers and hopefully increase revenues in all areas. 343 IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Hours Ice Time Rented 1760 1600 165 1750 1800 1825 Hours Dry Floor Time Rented 273 125 150 300 300 300 Personnel Schedule –#hours Projected Projected Projected Projected Projected Projected Position Title 2016 2017 2018 2019 2020 2021 Working Foreman 1560 1560 1560 1560 1560 1560 Tech Specialist - - - - - Pooled Park Maintenance 520 520 520 520 520 520 Ice Guard/Concessions Attendant/Asst 520 1000 1000 1000 1000 1000 Ice Resurfacer Driver 3000 3000 3000 3000 3000 3000 Facility Attendant -Lead 0 0 0 0 0 0 Arena Bldg Supervisor 0 0 0 0 0 0 Facility Supervisor 0 0 0 0 0 0 Note: Not budgeted by position in prior years Rec Facility Attendant/Asst changed to Ice Guard/Concessions @ 1,000 hrs due to adding concession operations. 344 Summary Budget Department 64 Business Unit # 5260 Hayes Arena II 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Ice Revenue 329,850 307,992 304,862 318,000 325,000 330,000 335,000 Dry Floor/Turf Revenue 23,069 7,942 16,844 26,000 26,000 20,000 20,000 Sales / Concession 16,577 12,538 8,319 13,000 14,000 14,000 11,050 Advertising Revenue - 3,700 6,100 3,000 3,000 4,500 6,000 Other 4,453 - 2,011 2,000 2,000 2,000 2,000 373,949 332,172 338,136 362,000 370,000 370,500 374,050 Expenditures: Salaries & Wages 48,856 46,358 45,155 52,945 57,965 49,735 50,910 Emp. Benefits 7,633 6,629 6,698 6,650 8,280 6,805 7,245 Supplies 10,460 12,997 9,786 13,450 13,100 13,250 13,250 Contractual Serv.5,383 4,454 5,081 4,450 4,300 4,300 3,900 Utilities 76,874 79,494 80,986 81,000 81,000 81,000 83,000 Repairs & Maint.21,127 32,276 22,534 21,900 22,000 26,000 26,000 Training/Travel/Dues 790 805 490 1,300 1,000 1,000 800 Insurance & Other Exp.11,450 12,506 12,070 12,675 12,675 13,000 13,400 Items for Resale 7,328 7,171 4,448 8,000 8,000 8,000 7,000 Depreciation 99,306 103,822 107,302 91,200 91,200 91,200 91,200 Capital Outlay - - - 212,000 15,000 240,000 170,000 Total Exp 289,206 306,513 294,550 505,570 314,520 534,290 466,705 Operating Income(loss)84,743 25,659 43,586 (143,570) 55,480 (163,790) (92,655) Other Income (Expense): Property Tax Levy 121,000 121,000 121,000 121,000 121,000 121,000 121,000 Net Income (Loss)205,743 146,659 164,586 (22,570) 176,480 (42,790) 28,345 Change in Cash: Add Depreciation:99,306 103,822 107,302 91,200 91,200 91,200 91,200 Less: Capital Outlay - - - (212,000) (15,000) (240,000) (170,000) Principal portion of Debt - - - - - - - Net Increase (decr.) in Cash 305,049 250,481 271,888 (143,370) 252,680 (191,590) (50,455) 2020 CAPITAL OUTLAY Ice resurfacer $ 150,000 Cooling Tower 90,000 $ 240,000 2021 CAPITAL OUTLAY Replace Sound System $ 30,000 Artificial Turf $140,000 $170,000 345 City of Apple Valley Department Expense Summary Budget Years (2020-2021) ARENA II Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 0 0 1,602 4,325 2,861 2,415 2,415 2,485 2,485 6111 - SALARY PART-TIME 12,632 7,564 7,038 12,010 4,672 7,735 7,735 7,970 7,970 6112 - SALARY-SEASONAL TEMP 36,224 38,794 36,496 39,880 16,732 39,305 39,305 40,165 40,165 6113 - OVERTIME-REGULAR EMPLOYEES 0 0 0 77 6114 - OVERTIME PART-TIME EMPLOYEES 0 0 0 1,300 0 0 0 6123 - SALARY-OTHER 0 0 0 450 0 280 280 290 290 6124 - OVERTIME-SEASONAL TEMP 0 0 20 0 6105 - SALARIES AND WAGES 48,856 46,358 45,155 57,965 24,343 49,735 49,735 50,910 50,910 6105 - SALARIES AND WAGES 0 0 0 6138 - MEDICARE 709 672 651 840 351 720 720 740 740 6139 - FICA 3,029 2,874 2,786 3,595 1,499 3,085 3,085 3,160 3,160 6141 - PENSIONS-PERA 2,944 1,891 1,969 2,260 1,255 1,660 1,660 1,905 1,905 6142 - WORKERS COMPENSATION 951 1,191 1,291 1,585 113 1,340 1,340 1,440 1,440 6125 - EMPLOYEE BENEFITS 7,633 6,629 6,698 8,280 3,218 6,805 6,805 7,245 7,245 6125 - EMPLOYEE BENEFITS 0 0 0 6100 - TOTAL PERSONNEL SERVICES 56,489 52,988 51,853 66,245 27,560 56,540 56,540 58,155 58,155 6100 - TOTAL PERSONNEL SERVICES 0 0 0 6210 - OFFICE SUPPLIES 0 72 0 0 0 150 150 150 150 6211 - SMALL TOOLS & EQUIPMENT 566 0 291 1,000 270 1,000 1,000 1,000 1,000 6212 - MOTOR FUELS/OILS 0 0 19 100 0 100 100 100 100 6214 - CHEMICALS 0 3,375 544 2,000 0 2,000 2,000 2,000 2,000 6215 - EQUIPMENT-PARTS 976 463 733 1,500 93 1,500 1,500 1,500 1,500 6229 - GENERAL SUPPLIES 8,917 9,087 8,200 8,500 1,798 8,500 8,500 8,500 8,500 6205 - SUPPLIES 10,460 12,997 9,786 13,100 2,162 13,250 13,250 13,250 13,250 6231 - LEGAL SERVICES 149 0 0 0 6235 - CONSULTANT SERVICES 21 0 6237 - TELEPHONE/PAGERS 2,629 1,712 1,291 1,200 607 1,200 1,200 1,200 1,200 6239 - PRINTING 0 0 0 600 0 600 600 100 100 6240 - CLEANING SERVICE/GARBAGE 2,020 2,042 2,023 2,000 2,060 2,000 2,000 2,100 2,100 6249 - OTHER CONTRACTUAL SERVICES 585 700 1,746 500 1,492 500 500 500 500 6230 - CONTRACTUAL SERVICES 5,383 4,454 5,081 4,300 4,159 4,300 4,300 3,900 3,900 6230 - CONTRACTUAL SERVICES 0 0 6255 - UTILITIES-ELECTRIC 54,079 57,765 57,075 54,000 21,622 54,000 54,000 57,000 57,000 6256 - UTILITIES-NATURAL GAS 14,252 16,017 19,398 20,000 10,141 20,000 20,000 20,000 20,000 6257 - UTILITIES-PROPANE/WATER/SEWER 8,542 5,712 4,513 7,000 4,003 7,000 7,000 6,000 6,000 6250 - UTILITIES 76,874 79,494 80,986 81,000 35,766 81,000 81,000 83,000 83,000 6265 - REPAIRS-EQUIPMENT 3,429 903 10,393 6,000 1,871 6,000 6,000 6,000 6,000 6266 - REPAIRS-BUILDING 17,698 31,373 12,141 16,000 5,819 20,000 20,000 20,000 20,000 6260 - REPAIRS AND MAINTENA 21,127 32,276 22,534 22,000 7,690 26,000 26,000 26,000 26,000 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 160 0 0 300 0 300 300 100 100 6276 - SCHOOLS/CONFERENCES/EXP OTHER 0 0 175 0 6277 - MILEAGE/AUTO ALLOWANCE 100 100 100 100 100 6280 - DUES & SUBSCRIPTIONS 30 305 315 0 315 6281 - UNIFORM/CLOTHING ALLOWANCE 600 500 0 600 0 600 600 600 600 6270 - TRNG/TRAVL/DUES/UNIF 790 805 490 1,000 315 1,000 1,000 800 800 6200 - TOTAL OPERATING COSTS 114,633 130,026 118,877 121,400 50,092 125,550 125,550 126,950 126,950 346 City of Apple Valley Department Expense Summary Budget Years (2020-2021) ARENA II Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6200 - TOTAL OPERATING COSTS 0 0 6310 - RENTAL EXPENSE 0 301 0 600 0 600 600 300 300 6311 - INSURANCE-PROPERTY/LIABILITY 11,496 12,075 12,075 12,075 6,038 12,400 12,400 13,100 13,100 6333 - GENERAL-CASH DISCOUNTS -46 -14 -25 -3 6349 - LATE FEES/FINANCE CHARGES 20 0 6399 - OTHER CHARGES 0 145 0 0 6301 - OTHER EXPENDITURES 11,450 12,506 12,070 12,675 6,035 13,000 13,000 13,400 13,400 6300 - TOTAL OTHER EXPENDITURES 11,450 12,506 12,070 12,675 6,035 13,000 13,000 13,400 13,400 6540 - TAXABLE MISC FOR RESALE 7,328 7,171 4,406 8,000 1,149 8,000 8,000 7,000 7,000 6540 - TAXABLE MISC FOR RESALE 43 0 6501 - TAXABLE/NON-TAXABLE MISC RESAL 7,328 7,171 4,406 8,000 1,149 8,000 8,000 7,000 7,000 6501 - TAXABLE/NON-TAXABLE MISC RESAL 43 0 6500 - TOTAL EXPENDITURES 7,328 7,171 4,406 8,000 1,149 8,000 8,000 7,000 7,000 6500 - TOTAL EXPENDITURES 43 0 6610 - DEPRECIATION 99,306 103,822 107,302 91,200 49,702 91,200 91,200 91,200 91,200 6601 - TOTAL DEPRECIATION 99,306 103,822 107,302 91,200 49,702 91,200 91,200 91,200 91,200 6600 - TOTAL DEPRECIATION 99,306 103,822 107,302 91,200 49,702 91,200 91,200 91,200 91,200 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 15,000 -182,333 240,000 240,000 170,000 170,000 6701 - TOTAL CAPITAL OUTLAY 0 0 0 15,000 -182,333 240,000 240,000 170,000 170,000 6700 - TOTAL CAPITAL OUTLAY 0 0 0 15,000 -182,333 240,000 240,000 170,000 170,000 6901 - TOTAL DEBT SERVICE 0 0 0 0 0 6900 - TOTAL DEBT SERVICE 0 0 0 0 0 7001 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 0 7000 - TOTAL INTEREST AND FISCAL FEES 0 0 0 0 0 289,206 306,513 294,550 314,520 -47,795 534,290 534,290 466,705 466,705 347 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 64: ARENA II - 5260 COMPANY: ARENA 5200 JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND SALARIES 6110 Regular Employees 3,235 - - 2,415 2,415 2,485 2,485 6111 Salary-Parttime 11,690 16,335 16,335 7,735 7,735 7,970 7,970 6112 Salary-Seasonal Temp 36,300 39,880 39,880 39,305 39,305 40,165 40,165 6114 Overtime - Temp 1,300 1,300 1,300 - - - - 6123 Salaries - Other 420 450 450 280 280 290 290 6138 Medicare 770 840 840 720 720 740 740 6139 FICA 3,280 3,595 3,595 3,085 3,085 3,160 3,160 6141 Pension - PERA 1,250 2,260 2,260 1,660 1,660 1,905 1,905 6142 Worker's Compensation 1,350 1,585 1,585 1,340 1,340 1,440 1,440 6145 Hospital & Life Insurance - Total 59,595 66,245 66,245 56,540 56,540 58,155 58,155 6210 OFFICE SUPPLIES Miscellaneous 150 150 150 150 Total - - - 150 150 150 150 6211 SMALL TOOL & EQUIPMENT Miscellaneous 2,250 1,000 1,000 1,000 1,000 1,000 1,000 Total 2,250 1,000 1,000 1,000 1,000 1,000 1,000 6212 MOTOR FUELS/OILS Propane 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6214 CHEMICALS Freon for Compressors 1,100 2,000 2,000 2,000 2,000 2,000 2,000 Total 1,100 2,000 2,000 2,000 2,000 2,000 2,000 6215 EQUIPMENT - PARTS Miscellaneous 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Total 1,500 1,500 1,500 1,500 1,500 1,500 1,500 6229 GENERAL SUPPLIES Miscellaneous 8,500 8,500 8,500 8,500 8,500 8,500 8,500 Rink gates/resurfacer entrance doors Total 8,500 8,500 8,500 8,500 8,500 8,500 8,500 6237 TELEPHONE Phone 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Total 1,200 1,200 1,200 1,200 1,200 1,200 1,200 6239 PRINTING/PUBLISHING Ticket Printing, News Ads 600 600 600 600 600 100 100 Total 600 600 600 600 600 100 100 6240 C. SERVICE/GARBAGE REMOVAL 2,000 2,000 2,000 2,000 2,000 2,100 2,100 Total 2,000 2,000 2,000 2,000 2,000 2,100 2,100 6249 OTHER CONTRACTUAL SERVICES Miscellaneous 500 500 500 500 500 500 500 Bankoe Fees 150 Total 650 500 500 500 500 500 500 6255 UTILITIES - ELECTRIC 54,000 54,000 54,000 54,000 54,000 57,000 57,000 Total 54,000 54,000 54,000 54,000 54,000 57,000 57,000 6256 UTILITIES - NATURAL GAS 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Total 20,000 20,000 20,000 20,000 20,000 20,000 20,000 6257 UTILITIES - OTHER Water and Sewer 7,000 7,000 7,000 7,000 7,000 6,000 6,000 Total 7,000 7,000 7,000 7,000 7,000 6,000 6,000 6265 REPAIRS - EQUIPMENT 5,900 6,000 6,000 6,000 6,000 6,000 6,000 Total 5,900 6,000 6,000 6,000 6,000 6,000 6,000 6266 REPAIRS - BUILDINGS 16,000 16,000 16,000 20,000 20,000 20,000 20,000 Total 16,000 16,000 16,000 20,000 20,000 20,000 20,000 6275 SCHOOL/CONF/EXP - LOCAL MN Ice Arena Managers Conf 600 300 300 300 300 100 100 Total 600 300 300 300 300 100 100 348 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 64: ARENA II - 5260 COMPANY: ARENA 5200 JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6277 MILEAGE ALLOWANCE 100 100 100 100 100 100 100 Total 100 100 100 100 100 100 100 6281 UNIFORM/CLOTHING ALLOWANCE Employee ID Jackets, etc.600 600 600 600 600 600 600 Total 600 600 600 600 600 600 600 6310 RENTAL EXPENSE Various Equipment 600 600 600 600 600 300 300 Total 600 600 600 600 600 300 300 6311 INSURANCE General Liability 12,075 12,075 12,075 12,400 12,400 13,100 13,100 Total 12,075 12,075 12,075 12,400 12,400 13,100 13,100 6323 INTEREST EXPENSES - Total - - - - - - - 6540 TAXABLE MISC FOR RESALE Concessions 8,000 8,000 8,000 8,000 8,000 7,000 7,000 Total 8,000 8,000 8,000 8,000 8,000 7,000 7,000 6610 DEPRECIATION 91,200 91,200 91,200 91,200 91,200 91,200 91,200 Total 91,200 91,200 91,200 91,200 91,200 91,200 91,200 6720 CAPITAL OUTLAY - OFFICE FURN Total - - - - - - - 6725 CAPITAL OUTLAY - OFFICE EQUIP Total - - - - - - - 6740 CAPITAL OUTLAY - OTHER ITEMS Compressor Arena ManLift 12,000 Conference Room Roof Replacement Entire Roof Replacement 200,000 Replace Cooling Tower 90,000 90,000 Security Entrance Card Readers 15,000 15,000 Replace Ice Resurfacer 150,000 150,000 Replace sound system 30,000 30,000 Replace turf 140,000 140,000 Total 212,000 15,000 15,000 240,000 240,000 170,000 170,000 Total Net of Personnel 445,975 248,275 248,275 477,750 477,750 408,550 408,550 - - - - - - - TOTAL EXPENSES 505,570$ 314,520$ 314,520$ 534,290$ 534,290$ 466,705$ 466,705$ 349 Notes: 350 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5300 65 5305 WATER OPERATIONS Public Works DESCRIPTION OF ACTIVITY The Public Works Water Utility Division is responsible for providing residents and businesses in the City with high quality, safe, and reliable drinking water. Water is derived from 20 municipal wells and pumped to a central water treatment plant. The water plant has a capacity to treat 24 million gallons per day. Treated water is then pumped into the water distribution system consisting of 248 miles of water main pipe and 5 reservoirs with a total storage capacity of 12.7 million gallons. Average daily consumption is 6.8 million gallons. SERVICE CATEGORIES The Water Utility Division produces and delivers potable water to 50,000 customers within the City of Apple Valley. Public water supply operations are highly regulated by the Federal Safe Drinking Water Act, administered locally by the Minnesota Department of Health. The following services are provided within this division. 1.Water Supply and Distribution Services Supply an average of 2.2 billion gallons of potable water to residents and businesses within Apple Valley Operate and maintain 20 high capacity municipal wells ranging in depths of 490 to 1,100 feet below ground in the Jordan, Mt. Simon-Hinkley and Prairie Du Chien-Jordan aquifers Perform maintenance and flushing of 2,200 public water hydrants and 285 private water hydrants to preserve water quality and provide water for fire protection throughout the community Inspect and maintain water storage reservoirs, including rehabilitation of interior and exterior surface coatings Perform leak detection, repair damaged valves and repair water main breaks that occur on the distribution system Provide for water meter reading and maintenance of 15,000 water meters 2.Water Treatment Plant Services Operate and maintain the City’s water treatment plant to remove elevated levels of iron and manganese, minerals naturally occurring in groundwater Provide central system of chlorinating/disinfecting the water supply system to maintain public health standards Provide central system of adding fluoride to drinking water to prevent tooth decay in compliance with State requirements 351 3.Water System Testing and Security Services Monitor water system for disinfection by performing sampling and testing for total coliform bacteria and chlorine residual at 60 sites throughout the community on a monthly basis in compliance with Department of Health requirements. Perform testing, through the Department of Health, to monitor potential contaminants in compliance with Federal Primary Drinking Water Standards. Provide frequent site inspections and continuously monitor operations and security of the water supply system through the SCADA computer and facility security systems MAJOR OBJECTIVES FOR 2020 •Maintain compliance with Federal and State mandates for drinking water quality. •Evaluate distribution system infrastructure in Corrosion Mitigation study area. •Adopt the updated Water Supply Plan completed as part of the Comprehensive Plan process with complete city-wide modeling. •Implement web-based asset management software and deploy mobile devices for field staff. •Execute City-wide water meter replacement after initial test phases and testing is complete. MAJOR OBJECTIVES FOR 2021 •Maintain compliance with Federal and State mandates for drinking water quality. •Rehabilitate Longridge Reservoir (160th St. W. of Harwell Ave.). •Complete water meter replacement program. •Develop plan to address Corrosion Mitigation study findings. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Gallons Supplied (in billions of gallons)* 2.0 2.1 2.0 2.1 2.1 2.1 Water Main Leaks/Breaks 6 13 10 10 8 8 MDH Water Quality Tests Failing to Meet Standards** 0 0 0 0 0 0 * Annual water demand is highly dependent of precipitation and weather conditions for a given year **Field Testing conducted by the Minnesota Department of Health for Primary Drinking Water Standards Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Public Works Supt. 1 1 1 0.5 0.5 0.5 Public Works Supervisor 0.5 0.5 0.5 0.5 Utilities Assistant 1 0 0 0 0 0 Department Specialist 0 1 1 0 0 0 GIS/Dept Specialist 1 1 1 Accounting Technician 1 1 1 1 1 1 Utilities Accountant 1 1 1 1 1 1 Utilities Foreman 2 2 2 2 2 2 Technical Specialist 1 1 1 1 1 1 Maintenance I/II 4 4 4 4 5 5 GIS Tech –(FT split with 1510, 5365,5505) 0 .25 .25 .25 .25 .25 352 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal 1,500 1,500 1,750 1,750 1,840 1,840 Department Water Operation 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Utility Charges 4,355,722 4,496,387 4,681,556 4,755,000 5,098,000 5,446,000 5,851,000 Investment Earnings 32,333 31,870 32,336 100,000 100,000 100,000 63,000 Shared Rev w/Sewer 87,879 95,832 74,245 75,000 75,000 75,000 75,000 Assessment 81,458 77,231 77,024 - - - - Other Revenue 90,854 99,077 75,495 45,000 45,000 45,000 45,000 Total 4,648,246 4,800,396 4,940,656 4,975,000 5,318,000 5,666,000 6,034,000 Expenditures: Salaries & Wages 678,172 719,666 694,563 670,600 800,065 871,715 949,730 Emp. Benefits 315,710 301,316 249,518 251,410 304,255 314,450 332,745 Supplies 161,359 88,098 147,032 201,950 181,180 183,485 189,810 Contractual Serv.212,361 252,262 158,877 235,600 289,260 396,615 410,785 Utilities 339,059 404,155 388,846 343,000 394,800 411,800 418,800 Repairs & Maint.227,222 321,516 156,864 253,645 241,695 254,540 252,250 Training/Travel/Dues 20,789 12,008 18,939 25,460 28,690 29,570 38,220 Other Exp.298,717 234,619 245,306 332,595 356,190 373,280 402,140 Tax/Non-Tax Resale 65,553 112,270 61,199 36,000 45,000 55,000 55,000 Depreciation 1,782,503 1,652,871 1,471,569 1,800,000 1,900,000 1,957,000 2,147,000 VISA / MC charges 19,546 22,063 23,356 21,000 22,000 29,000 32,000 Debt Service - Interest 199,215 191,807 184,725 192,825 185,125 274,225 240,225 Transfers / admin fee G/F 529,000 529,000 344,000 556,250 568,600 585,000 602,600 Transfers to other funds (Road Fd)- 413,320 212,250 - - - - Other - Non capitalized (84,303) 125,795 43,929 - - - - Total Exp 4,764,903 5,380,766 4,400,972 4,920,335 5,316,860 5,735,680 6,071,305 Net Income (116,657) (580,370) 539,684 54,665 1,140 (69,680) (37,305) Net change in cash add: Depreciation 1,782,503 1,652,871 1,471,569 1,800,000 1,900,000 1,957,000 2,147,000 Debt Service - Principal (370,000) (380,000) (380,000) (385,000) (395,000) (400,000) (410,000) Capital Outlay 84,303 (125,795) (43,929) (4,767,200) (5,057,534) (5,030,800) (2,122,000) Bonds Issued - - - 2,000,000 2,000,000 2,000,000 - Contractual Service Capitalized - - - - - - 1,380,149 566,706 1,587,324 (1,297,535) (1,551,394) (1,543,480) (422,305) 353 2020 Capital Outlay Street & Utility Recon (Cimarron Ph. 1, Garden View) $ 1,320,000 Fiber Extension $ 40,000 Fiber Extension to Well 20 & Observation Well $ 40,000 Longridge Reservoir Rehab $ 900,000 Gate Valve Replacement $ 30,000 Water Meter Replacement $ 2,000,000 Water Conservation Grant $ 10,000 Palomino Reservoir Wash/Inspect $ 8,800 Utilities Garage Door Replacement $ 12,000 Nordic Booster Station AC Replacement $ 15,000 Replace AC – Wells 10 & 19 $ 17,000 GPS Unit Replacement $ 15,000 Water Break Street Patching $ 50,000 Well Rehab – No. 4, 13 & High Zone Pump 4 $ 121,000 Install Valve 135th St & Foliage $ 20,000 Water Main Replacement – Diamond Path $ 330,000 Replace 2012 Lawn Mower (w/Fleet) $ 11,000 Replace Scissor Lift (w/Fleet, Street, Sanitary) $ 6,000 Replace 408 – ¾ Ton Pick-up $ 42,500 ¾ Ton Pick-up Addition (new employee) $ 42,500 $ 5,030,800 2021 Capital Outlay Street & Utility Recon (Cimarron Ph. 2, 133rd St.) $ 844,000 Fiber Extension $ 40,000 Fiber to Wells 8, 12, 13 & Herald Way Pressure Station $ 75,000 Quarry Point Tower Intermediate Rehab $ 226,000 Gate Valve Replacement $ 30,000 Water Meter Replacement $ 500,000 Water Conservation Grant $ 10,000 Well 3 Driveway Replacement $ 11,000 Pressure Station Replacement – 137th/Garden View $ 100,000 Wells 1 & 3 Electrical Upgrade $ 65,000 Water Break Street Patching $ 50,000 Well Rehab – No. 7, 9, 19 & WTP High Zone Pump 2 $ 171,000 Intercommunity Flow Meter JCRR w/ Eagan $ 35,000 $ 2,122,000 354 Debt Schedule: CITY OF APPLE VALLEY WATER UTILITY Debt Service Requirements GO Rev. Bonds 2014 Total Annual Year Principal Interest 2015 365,000 215,125 580,125 2016 370,000 207,825 577,825 2017 380,000 200,425 580,425 2018 385,000 192,825 577,825 2019 395,000 185,125 580,125 2020 400,000 177,225 577,225 2021 410,000 169,225 579,225 2022 420,000 161,025 581,025 2023 425,000 151,575 576,575 2024 440,000 142,013 582,013 2025 450,000 131,013 581,013 2026 460,000 119,763 579,763 2027 475,000 107,113 582,113 2028 485,000 94,050 579,050 2029 500,000 79,500 579,500 2030 515,000 64,500 579,500 2031 530,000 49,050 579,050 2032 545,000 33,150 578,150 2033 560,000 16,800 576,800 355 City of Apple Valley Department Expense Summary Budget Years (2020-2021) WATER OPERATIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 641,210 640,873 623,859 699,580 314,832 726,580 726,580 766,800 766,800 6112 - SALARY-SEASONAL TEMP 19,274 23,136 26,966 21,200 19,447 24,000 24,000 24,600 24,600 6113 - OVERTIME-REGULAR EMPLOYEES 54,399 66,110 53,596 53,100 40,795 54,700 54,700 56,300 56,300 6118 - VACATION PAY -22,903 7,202 10,096 0 6121 - INSURANCE CASH BENEFIT 4,260 2,160 1,680 900 6122 - COMP REQUEST -18,069 -19,815 -21,635 -17,252 6123 - SALARY-OTHER 0 0 0 26,185 0 66,435 66,435 102,030 102,030 6105 - SALARIES AND WAGES 678,172 719,666 694,563 800,065 358,722 871,715 871,715 949,730 949,730 6138 - MEDICARE 9,878 9,975 9,616 11,510 5,021 12,105 12,105 12,700 12,700 6139 - FICA 42,236 42,650 41,117 49,215 21,473 51,750 51,750 54,295 54,295 6141 - PENSIONS-PERA 49,255 51,495 49,147 57,940 25,906 60,950 60,950 63,985 63,985 6142 - WORKERS COMPENSATION 22,195 23,784 25,803 30,610 1,057 27,050 27,050 29,250 29,250 6143 - UNEMPLOYMENT COMPENSATION 0 0 6,735 0 6144 - LONG-TERM DISABILITY INSURANCE 1,596 1,173 1,229 1,980 558 2,295 2,295 2,345 2,345 6145 - MEDICAL INSURANCE 110,613 126,434 134,036 153,000 52,817 160,300 160,300 170,170 170,170 6146 - DENTAL INSURANCE 10,351 11,371 10,832 4,868 6147 - LIFE INSURANCE-BASIC 54 53 50 24 6148 - LIFE INSURANCE-SUPP/DEPEND 7,172 4,668 2,521 1,093 6150 - PENSION EXPENSE-GASB 68 62,360 45,113 -11,174 0 6170 - EMPLOYEE PAID PREMIUMS -15,399 -20,395 -5,686 6125 - EMPLOYEE BENEFITS 315,710 301,316 249,518 304,255 107,131 314,450 314,450 332,745 332,745 6100 - TOTAL PERSONNEL SERVICES 993,882 1,020,983 944,081 1,104,320 465,854 1,186,165 1,186,165 1,282,475 1,282,475 6210 - OFFICE SUPPLIES 664 1,110 784 750 92 800 800 800 800 6211 - SMALL TOOLS & EQUIPMENT 34,325 15,857 20,166 14,975 7,594 32,910 32,910 31,810 31,810 6212 - MOTOR FUELS/OILS 14,692 16,819 19,922 20,435 7,417 22,000 22,000 22,625 22,625 6214 - CHEMICALS 45,359 29,787 28,913 40,000 10,946 35,000 35,000 38,000 38,000 6215 - EQUIPMENT-PARTS 43,376 2,950 58,250 80,750 16,725 67,400 67,400 70,600 70,600 6216 - VEHICLES-TIRES/BATTERIES 3,659 2,301 2,830 3,670 783 3,875 3,875 3,875 3,875 6229 - GENERAL SUPPLIES 19,286 19,274 16,166 20,600 11,476 21,500 21,500 22,100 22,100 6205 - SUPPLIES 161,359 88,098 147,032 181,180 55,034 183,485 183,485 189,810 189,810 6231 - LEGAL SERVICES 0 0 0 0 6234 - CITY ENGINEER CONSULTANT SERV 0 840 1,005 27,056 6235 - CONSULTANT SERVICES 69,244 127,188 46,096 98,075 31,122 199,425 199,425 72,675 72,675 6237 - TELEPHONE/PAGERS 19,496 22,379 19,259 25,100 9,617 28,250 28,250 29,500 29,500 6238 - POSTAGE/UPS/FEDEX 28,008 29,403 14,106 36,600 7,357 35,700 35,700 124,700 124,700 6239 - PRINTING 5,719 6,294 4,171 20,750 4,431 4,750 4,750 7,875 7,875 6240 - CLEANING SERVICE/GARBAGE 1,655 1,620 4,591 6,600 -315 6,750 6,750 7,350 7,350 6249 - OTHER CONTRACTUAL SERVICES 88,238 64,538 69,648 102,135 18,659 121,740 121,740 168,685 168,685 6230 - CONTRACTUAL SERVICES 212,361 252,262 158,877 289,260 97,928 396,615 396,615 410,785 410,785 6255 - UTILITIES-ELECTRIC 305,619 369,408 346,256 360,000 120,952 375,000 375,000 380,000 380,000 6256 - UTILITIES-NATURAL GAS 31,781 32,768 39,670 33,000 21,714 35,000 35,000 37,000 37,000 6257 - UTILITIES-PROPANE/WATER/SEWER 1,659 1,978 2,920 1,800 272 1,800 1,800 1,800 1,800 6250 - UTILITIES 339,059 404,155 388,846 394,800 142,938 411,800 411,800 418,800 418,800 6265 - REPAIRS-EQUIPMENT 116,828 165,798 79,392 114,395 45,590 125,540 125,540 117,250 117,250 6266 - REPAIRS-BUILDING 18,861 32,691 19,902 21,000 6,798 20,000 20,000 20,000 20,000 6269 - REPAIRS-OTHER 91,533 123,026 57,570 106,300 71,831 109,000 109,000 115,000 115,000 6260 - REPAIRS AND MAINTENA 227,222 321,516 156,864 241,695 124,219 254,540 254,540 252,250 252,250 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 5,597 1,522 2,051 6,115 2,608 7,370 7,370 8,205 8,205 356 City of Apple Valley Department Expense Summary Budget Years (2020-2021) WATER OPERATIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6276 - SCHOOLS/CONFERENCES/EXP OTHER 4,526 3,911 1,337 3,200 1,975 1,125 1,125 3,400 3,400 6277 - MILEAGE/AUTO ALLOWANCE 2,052 2,008 1,965 2,325 882 2,325 2,325 2,325 2,325 6278 - SUBSISTENCE ALLOWANCE 450 900 200 950 550 850 850 1,100 1,100 6280 - DUES & SUBSCRIPTIONS 4,199 758 9,991 11,500 12,863 13,175 13,175 18,390 18,390 6281 - UNIFORM/CLOTHING ALLOWANCE 3,966 2,910 3,394 4,600 1,398 4,725 4,725 4,800 4,800 6270 - TRNG/TRAVL/DUES/UNIF 20,789 12,008 18,939 28,690 20,275 29,570 29,570 38,220 38,220 6200 - TOTAL OPERATING COSTS 960,790 1,078,039 870,557 1,135,625 440,394 1,276,010 1,276,010 1,309,865 1,309,865 6310 - RENTAL EXPENSE 1,222 1,320 2,449 2,300 1,125 2,300 2,300 2,350 2,350 6311 - INSURANCE-PROPERTY/LIABILITY 104,004 109,200 112,000 115,000 57,500 118,500 118,500 152,200 152,200 6333 - GENERAL-CASH DISCOUNTS -197 -269 -153 -280 6349 - LATE FEES/FINANCE CHARGES 0 2 0 0 6351 - VISA/BANK CHARGES 19,546 22,063 23,356 22,000 8,449 29,000 29,000 32,000 32,000 6399 - OTHER CHARGES 193,688 124,365 131,010 238,890 90,088 252,480 252,480 247,590 247,590 6301 - OTHER EXPENDITURES 318,263 256,682 268,662 378,190 156,883 402,280 402,280 434,140 434,140 6300 - TOTAL OTHER EXPENDITURES 318,263 256,682 268,662 378,190 156,883 402,280 402,280 434,140 434,140 6401 - EXPENDITURES 0 0 0 0 0 6400 - TOTAL EXPENDITURES 0 0 0 0 0 6540 - TAXABLE MISC FOR RESALE 65,553 112,270 61,199 45,000 11,076 55,000 55,000 55,000 55,000 6501 - TAXABLE/NON-TAXABLE MISC RESAL 65,553 112,270 61,199 45,000 11,076 55,000 55,000 55,000 55,000 6500 - TOTAL EXPENDITURES 65,553 112,270 61,199 45,000 11,076 55,000 55,000 55,000 55,000 6610 - DEPRECIATION 1,782,503 1,652,871 1,471,569 1,900,000 343,666 1,957,000 1,957,000 2,147,000 2,147,000 6601 - TOTAL DEPRECIATION 1,782,503 1,652,871 1,471,569 1,900,000 343,666 1,957,000 1,957,000 2,147,000 2,147,000 6600 - TOTAL DEPRECIATION 1,782,503 1,652,871 1,471,569 1,900,000 343,666 1,957,000 1,957,000 2,147,000 2,147,000 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 99,000 0 102,000 102,000 6735 - CAPITAL OUTLAY-OTHER IMPROVEME -84,303 125,795 43,929 4,958,534 2,026,292 4,928,800 4,928,800 2,122,000 2,122,000 6701 - TOTAL CAPITAL OUTLAY -84,303 125,795 43,929 5,057,534 2,026,292 5,030,800 5,030,800 2,122,000 2,122,000 6700 - TOTAL CAPITAL OUTLAY -84,303 125,795 43,929 5,057,534 2,026,292 5,030,800 5,030,800 2,122,000 2,122,000 6810 - CONSTRUCTION IN PROGRESS 0 0 6801 - TOTAL CONSTRUCTION COSTS 0 0 0 0 6800 - TOTAL CONSTRUCTION COSTS 0 0 0 0 6910 - BOND PRINCIPAL 0 0 0 395,000 0 400,000 400,000 410,000 410,000 6901 - TOTAL DEBT SERVICE 0 0 0 395,000 0 400,000 400,000 410,000 410,000 6900 - TOTAL DEBT SERVICE 0 0 0 395,000 0 400,000 400,000 410,000 410,000 7015 - DEBT SERVICE-INTEREST 199,215 191,807 184,725 185,125 92,563 274,225 274,225 240,225 240,225 7001 - TOTAL INTEREST AND FISCAL FEES 199,215 191,807 184,725 185,125 92,563 274,225 274,225 240,225 240,225 7000 - TOTAL INTEREST AND FISCAL FEES 199,215 191,807 184,725 185,125 92,563 274,225 274,225 240,225 240,225 7110 - TRANSFER TO OTHER FUNDS 325,500 735,250 344,000 350,000 175,000 360,000 360,000 370,000 370,000 7125 - ADMINI CHARGE TO OTHER FUNDS 203,500 207,070 212,250 218,600 109,300 225,000 225,000 232,600 232,600 7101 - TOTAL TRANSFERS 529,000 942,320 556,250 568,600 284,300 585,000 585,000 602,600 602,600 7100 - TOTAL TRANSFERS 529,000 942,320 556,250 568,600 284,300 585,000 585,000 602,600 602,600 4,764,903 5,380,766 4,400,972 10,769,394 3,821,027 11,166,480 11,166,480 8,603,305 8,603,305 357 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 65: WATER UTILITY OPERATIONS - 5305 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 4910 Water Charges 4,710,000 5,053,000 5,053,000 5,401,000 5,401,000 5,806,000 5,806,000 4912 Water Connection Charges 45,000 45,000 45,000 45,000 45,000 45,000 45,000 4913 Other Water 75,000 75,000 75,000 75,000 75,000 75,000 75,000 5010 Investment Interest 100,000 100,000 100,000 100,000 100,000 63,000 63,000 Total 4,930,000 5,273,000 5,273,000 5,621,000 5,621,000 5,989,000 5,989,000 SALARIES 6110 Regular Employees 573,085 693,280 650,000 726,580 726,580 766,800 766,800 6112 Salary-Seasonal Temp 19,500 21,200 24,000 24,000 24,000 24,600 24,600 6113 Overtime - Reg 36,300 37,000 37,000 38,100 38,100 39,200 39,200 6113 Overtime - On Call Program 15,700 16,100 16,100 16,600 16,600 17,100 17,100 6123 Salaries - Other 17,515 26,185 26,185 31,435 31,435 30,030 30,030 6138 Medicare 9,535 11,510 11,510 12,105 12,105 12,700 12,700 6139 FICA 40,770 49,215 49,215 51,750 51,750 54,295 54,295 6141 Pension - PERA 48,195 57,940 57,940 60,950 60,950 63,985 63,985 6142 Worker's Compensation 20,185 30,610 30,610 27,050 27,050 29,250 29,250 6144 Long-Term Disability Insurance 1,625 1,980 1,980 2,295 2,295 2,345 2,345 6145 Hospital & Life Insurance 131,100 153,000 153,000 160,300 160,300 170,170 170,170 Reclassify Position - 50% Supervisor 8,500 Reclassify Position - GIS/Dept Specialist 6,300 6,300 Position Changes - New Employee Request 35,000 35,000 72,000 72,000 Total 922,010 1,104,320 1,063,840 1,186,165 1,186,165 1,282,475 1,282,475 6210 OFFICE SUPPLIES General Office Supplies 700 700 700 750 750 750 750 Large Printer Paper 50 50 50 50 50 50 50 Total 750 750 750 800 800 800 800 6211 SMALL TOOL & EQUIPMENT Small Tools 3,570 3,675 3,675 3,785 3,785 3,860 3,860 Electric/Power Tools 790 800 800 825 825 850 850 Tool Box Replacement - WTP 800 - Radio w/Charger - new employee - - 1,000 1,000 Locator - new employee - - 1,000 1,000 Tools - stock new truck new employee - - 2,000 2,000 Hi-E Dryer - wells 2,500 2,500 2,500 Fluoride transfer pump replacement 2,200 - 2" Electric pump 2,300 - Microsoft Surface - Laptop Replacement/iPad 2,500 2,500 2,500 1,000 1,000 Lawn Mower - Push Mower Replacement 500 AED - Utilities Garage 2,500 12' Fiberglass Heavy Duty Ladder 450 WTP - PRV 1,600 1,600 NaMnO4 Leak Detector on Pump (2)2,000 Chlorine 1-Ton Mount Regulator 3,000 - Portable Chlorine Test Kit Replacement 500 - 500 500 Portable Fluoride Test Kit Replacement 500 500 500 500 UPS Replacement 2,500 2,500 Hydrant Buddy 4,700 4,700 Sandblast Cabinet 2,000 2,000 Well Sounder 1,500 800 Replace 50 Ton Press (Split Str/San/Fleet/Parks)1,000 1,000 BW Tank Acuator & Rod (4) 1/yr 14,000 7,500 7,500 7,500 7,500 Chlorine Analyzer 4,500 4,500 Bulk Fluoride Tank Radar & Programming 2,100 2,100 Well 4 Heat Exchanger Replace 3,000 3,000 Thaw Dawg (2)3,250 Booster Station Valves 8" & 10" 6,500 6,500 Gantry Lifting Frame 4,000 4,000 4-Ton Iron Worker Fabrication Machine (50/50 W/S)2,500 2,500 Total 18,110 14,975 30,025 32,910 32,910 31,810 31,810 6212 MOTOR FUELS/OILS No lead Fuel 13,030 13,200 12,000 13,700 13,700 14,000 14,000 Diesel Fuel 2,865 3,000 3,000 3,500 3,500 3,600 3,600 Diesel Fuel Tax 365 385 350 350 350 375 375 Oil (Wells 4 & 5)1,000 1,050 1,500 1,100 1,100 1,150 1,150 Diesel - Generators 1,500 1,650 2,050 2,050 2,050 2,100 2,100 Oil/Lubricants 1,000 1,150 1,400 1,300 1,300 1,400 1,400 Total 19,760 20,435 20,300 22,000 22,000 22,625 22,625 358 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 65: WATER UTILITY OPERATIONS - 5305 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6214 CHEMICALS Treatment Chemicals - Chlorine 9,500 10,000 11,500 12,000 12,000 12,500 12,500 Treatment Chemicals - Fluoride 20,000 15,000 10,000 11,500 11,500 12,500 12,500 Sodium Permanganate 20,000 15,000 10,000 11,500 11,500 13,000 13,000 Total 49,500 40,000 31,500 35,000 35,000 38,000 38,000 6215 EQUIPMENT - PARTS Vehicle: Fleet 5,600 5,600 5,700 5,700 5,800 5,800 WTP: chlorine(tainer), HVAC, pumps, solenoids 35,000 20,000 22,000 22,000 25,000 25,000 Wells: air reliefs, other 5,300 5,300 5,300 5,300 5,300 5,300 Distribution: Mains, meters, hydrants, p. station 21,000 16,000 20,500 20,500 20,500 20,500 General Equipment Supplies / Other 13,850 13,850 13,900 13,900 14,000 14,000 Dehumidifier Parts 1,025 Meters & MXU's 10,000 Mains 2,500 Hydrants 11,800 Chemical Pumps 4,500 Wells & Backflows Preventers 5,125 Vehicle 5,330 Solenoids 12,400 Chlorinator Parts 4,000 General Equipment Supplies 15,400 Valves, Air Reliefs 1,700 WTP Waste Valve 1,800 Pressure Station 1,350 Hydrant Top Bonnet Replacement 5,000 Chlortainer Parts 2,600 Total 84,530 80,750 60,750 67,400 67,400 70,600 70,600 6216 EQUIPMENT - TIRES/BATTERIES Batteries - Generators, Wells 4 & 5 2,100 2,100 2,100 1,500 1,500 1,500 1,500 Batteries - RTUs, UPSs, Controls 820 820 820 875 875 875 875 Tires 750 750 750 1,500 1,500 1,500 1,500 Total 3,670 3,670 3,670 3,875 3,875 3,875 3,875 6229 GENERAL SUPPLIES Safety: PPE, cones, gloves 4,400 4,400 4,500 4,500 4,600 4,600 Shop: Nuts, bolts, steel, reagents 3,400 3,400 3,500 3,500 3,600 3,600 Field: marking paint, flags, grout 2,400 2,400 2,500 2,500 2,600 2,600 Excavation: Sand/gravel, erosion, anodes, seed 4,900 4,900 5,000 5,000 5,100 5,100 General / Other.5,500 5,500 6,000 6,000 6,200 6,200 Flashers, Barricades 2,100 Safety Equipment/First Aid 4,400 Sand, Gravel, Fill Material 3,500 Paint - WTP, Wells, Hydrants 2,450 Shop Supplies 4,500 Location - Marking Supplies 3,200 ArcFlash PPE 380 Prescription Safety Glasses 125 Reagents for Water Testing 575 Erosion Control Products 850 Anodes - Corrosion Protection 2,680 Grass Seed 330 Steel 540 Total 25,630 20,600 20,600 21,500 21,500 22,100 22,100 6235 CONSULTANT SERVICES Aquifer Modeling 50,000 50,000 Quarry Point Reservoir Plans and Inspection 25,000 25,000 Water Distribution System Modeling Services 8,000 8,000 8,000 8,000 8,000 8,000 Palomino Reservoir Inspection (Inter. Rehab '22)8,000 8,000 Palomino Reservoir Int Rehab Plans 25,000 25,000 Update Comprehensive Water Supply Plan 10,000 Engineering Consulting Firm Costs 10,000 11,000 11,000 12,000 12,000 13,000 13,000 Legal Expenses 2,100 2,500 2,500 2,750 2,750 2,750 2,750 Audit 11,500 11,100 11,100 11,400 11,400 11,500 11,500 Cartegraph OMS Development 10,000 OSHA Required Tests (Hearing, Hep B, etc.)775 775 775 775 775 825 825 CCR Report Preparation 2,275 3,200 3,500 3,500 3,500 3,600 3,600 Cross Connection Study (add Mandate)4,500 4,500 - Arc Flash Hazard Survey - WTP 15,000 WTP dehumidifier to SCADA 8,800 359 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 65: WATER UTILITY OPERATIONS - 5305 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6235 CONSULTANT SERVICES CONTINUTED RMP/PSM Plan Update 6,000 Risk & Resilience (VA) ER Plan Update 3,000 18,000 WHP Plan Update 15,000 15,000 10,000 10,000 Longridge Reservoir Plans & Inspection 25,000 25,000 60,000 60,000 Fiber Integration Towers, Wells to WTP 5,000 8,000 8,000 8,000 8,000 8,000 8,000 Total 79,950 98,075 102,875 199,425 199,425 72,675 72,675 6237 TELEPHONE/PAGERS Gopher State w/ GSOC Ticket Mgmt.14,000 14,700 10,000 12,150 12,150 12,500 12,500 Telephones 4,600 4,700 5,400 5,700 5,700 6,000 6,000 Cellular Phone/Communications 3,160 3,200 2,600 2,700 2,700 3,000 3,000 Wireless Air Card 1,000 2,500 7,200 7,700 7,700 8,000 8,000 Total 22,760 25,100 25,200 28,250 28,250 29,500 29,500 6238 POSTAGE/UPS/FEDEX Postage 30,000 31,000 31,000 31,000 31,000 120,000 120,000 Consumer Confidence Mailing 1,000 1,000 1,000 100 100 100 100 Meter Program Certified Letters $6.70-2018 rate 4,000 4,000 4,000 4,000 4,000 4,000 Billing Inserts 100 100 100 100 100 100 Shipping (SSI/Other)500 500 500 500 500 500 500 Total 31,500 36,600 36,600 35,700 35,700 124,700 124,700 6239 PRINTING/PUBLISHING Water Bills 5,550 15,000 50 100 100 100 100 Assessment Rolls 3,000 3,000 3,000 3,100 3,100 Educational Materials 540 550 550 550 550 575 575 F-T & P-T Want Ads 870 900 - - - - - Print Chip Books 2,500 2,700 2,700 3,000 3,000 Consumer Confidence Report 1,000 1,000 200 500 500 500 500 Water-Off and Restriction Notices 560 600 600 600 600 600 600 Total 11,020 20,750 7,100 4,750 4,750 7,875 7,875 6240 C. SERVICE/GARBAGE REMOVAL Water Break Material Disposal 1,000 1,100 1,100 1,250 1,250 1,350 1,350 Cleaning Services - WTP/CMF 12,000 5,500 5,500 5,500 5,500 6,000 6,000 Total 13,000 6,600 6,600 6,750 6,750 7,350 7,350 6249 OTHER CONTRACTUAL SERVICES Standard & Coliform Bacteria Testing 8,700 9,000 8,000 9,500 9,500 9,700 9,700 Coliform Bacteria Sample Collection 18,000 18,000 19,000 19,000 19,000 19,000 Lease Phone Lines 950 960 - - - - - Water Meter Reading 15,000 15,000 14,100 10,000 10,000 7,500 7,500 Hydrant Painting & Sandblasting 29,000 32,000 29,000 35,000 35,000 36,000 36,000 Printing/Mailing Water Bills 17,000 17,500 17,500 68,000 68,000 800 mHz Radio Fees 300 300 300 325 325 Leak Detection & Survey 9,600 10,000 10,300 10,250 10,250 10,300 10,300 Plumbing Repairs 1,250 1,425 1,425 1,500 1,500 1,575 1,575 Trans Alarm Monitoring (Wells 1, 2 )1,600 1,600 1,300 1,625 1,625 1,650 1,650 WTP Discharge Samples 1,050 1,100 1,100 1,125 1,125 1,150 1,150 Fire Extinguisher Testing 575 600 600 650 650 675 675 Overhead Hoist Inspection 550 600 600 625 625 635 635 Meter Testing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 WTP Boiler Inspection 95 100 100 100 100 100 100 Dakota County Aerial Photos JPA 900 1,000 1,000 1,100 1,100 1,150 1,150 Fire System Monitoring - WTP 375 400 400 420 420 450 450 Fire System Annual Testing - WTP 575 650 850 675 675 700 700 CO System Annual Testing 350 400 400 420 420 425 425 Well 10 Generator Emissions Testing - 1,500 1,500 - - - - WTP Generator Emissions Testing 3,000 3,000 - - Well 3 Pest Control Services 300 300 300 300 300 300 300 Trane Dehumidifier Maintenance Agreement 5,500 6,500 3,600 5,000 5,000 5,250 5,250 Longridge Reservoir Mowing 2,500 2,650 2,650 2,800 2,800 Total 77,370 102,135 113,375 121,740 121,740 168,685 168,685 6255 UTILITIES - ELECTRIC Wells and Water Treatment Plant 310,000 360,000 360,000 375,000 375,000 380,000 380,000 Total 310,000 360,000 360,000 375,000 375,000 380,000 380,000 6256 UTILITIES - NATURAL GAS WTP, Wells 4 & 5 32,000 33,000 33,000 35,000 35,000 37,000 37,000 Total 32,000 33,000 33,000 35,000 35,000 37,000 37,000 6257 UTILITIES - PROPANE General Use 1,000 1,800 1,800 1,800 1,800 1,800 1,800 Total 1,000 1,800 1,800 1,800 1,800 1,800 1,800 360 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 65: WATER UTILITY OPERATIONS - 5305 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6265 REPAIRS - EQUIPMENT Vehicle: Fleet 5,000 5,000 5,000 5,000 5,300 5,300 WTP: electrical, controls, dehumidifier, communication 38,395 38,395 38,600 38,600 39,000 39,000 Wells: electrical, controls - PLC, transdcuer 16,700 16,700 17,000 17,000 17,350 17,350 Distribution: Mains, meters, hydrants, p. station 13,000 13,000 13,200 13,200 13,400 13,400 Generator: Maintenance 16,300 16,300 16,500 16,500 16,700 16,700 General Equipment: locator, radio, UB, BF 25,000 25,000 25,240 25,240 25,500 25,500 MXU Replacements - early meter failure 15,000 Vehicle Maintenance 4,600 Flow Meters at Wells 1,150 WTP Controls - Booster Station, Wells 11,500 Test and Repair Backflow Preventers 4,000 Generator Maint. Contract 8,000 Generator Maintenance/Repairs 7,700 Elect. Maint. & Repairs (Wells, WTP)/TEGG 27,675 Commercial Water Meters 1,150 Check Encoder Maintenance (Utility Billing)490 General Repairs 5,700 SSI Handheld Repairs 1,150 Portable Radio Repair 925 Locator Repair 1,690 Hydrant Seat Machine Seal 560 Card Reader System Maintenance 2,250 Well PLC Replacement 2,850 Well Transducer Replacement 7,400 Radio Replacement for Wells 5,125 Security System Maintenance 2,100 WTP Generator - Upgrade Insulation Exhaust 3,000 Wells 1,2,3,5 add high temp alarm in CL Room 4,000 WTP Add Ext Camera front & generator doors 8,000 10,000 10,000 Wells 1, 2, 3 Install motion sensors 1,800 Dehumidifier Repairs 5,000 Total 132,815 114,395 114,395 125,540 125,540 117,250 117,250 6266 REPAIRS - BUILDINGS Garage add electrical outlets 1,500 - Heaters, Boilers, Air Cond, etc.4,900 5,000 5,000 5,000 5,000 5,000 5,000 WTP/Well Bldgs. (Trim, Doors, Roofs, Etc.)13,700 16,000 15,000 15,000 15,000 15,000 15,000 Total 20,100 21,000 20,000 20,000 20,000 20,000 20,000 6269 REPAIRS - OTHER Thawing Water Lines 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Water Main Breaks 71,000 75,000 75,000 77,000 77,000 80,000 80,000 Landscape Restoration 5,780 5,800 5,800 6,000 6,000 6,000 6,000 Curb Stop Repairs 14,350 14,500 14,500 15,000 15,000 16,000 16,000 Misc. (Ex: Hyd. Damage, GV Repair)8,600 10,000 10,000 10,000 10,000 12,000 12,000 Total 100,730 106,300 106,300 109,000 109,000 115,000 115,000 6275 SCHOOL/CONF/EXP - LOCAL School & Certifications/State AWWA 2,500 2,800 2,800 2,900 2,900 3,500 3,500 MPWA Spring/Fall Conferences - Director 300 315 280 320 320 430 430 MRWA School 575 700 700 700 700 725 725 ESRI GIS State Conference 1,100 1,100 1,100 1,150 1,150 Leadership Academy 1,500 1,500 1,500 1,500 1,500 1,500 Electrical Safety/Specialty Training Classes 700 800 800 850 850 900 900 Total 5,575 6,115 5,680 7,370 7,370 8,205 8,205 6276 SCHOOL/CONF/EXP - OTHER AWWA National - 2,100 2,100 - - 2,200 2,200 Maint Employee Training 1,060 1,100 1,100 1,125 1,125 1,200 1,200 Total 1,060 3,200 3,200 1,125 1,125 3,400 3,400 6277 MILEAGE/AUTO ALLOWANCE Superintendent - 50%1,650 1,650 1,650 1,650 1,650 1,650 1,650 Billing/Training 675 675 675 675 675 675 675 Total 2,325 2,325 2,325 2,325 2,325 2,325 2,325 6278 SUBSISTENCE ALLOWANCE State AWWA Conference x2 400 400 400 400 400 400 400 MRWA School/Training 300 300 450 450 450 450 450 AWWA National - 250 250 - - 250 250 Total 700 950 1,100 850 850 1,100 1,100 361 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 65: WATER UTILITY OPERATIONS - 5305 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6280 DUES & SUBSCRIPTIONS Certification Renewal Fees 300 350 350 350 350 375 375 MRWA & APWA Memberships 250 275 500 525 525 540 540 Cartegraph Support & Hosting 7,000 7,000 7,000 7,200 7,200 7,300 7,300 Asset Management Citizen App (split PW/San/Storm)5,000 5,000 GSOC Annual Fee 100 100 100 100 100 100 100 MGWA Dues 50 50 50 50 50 50 50 SUSA Dues 125 250 250 250 250 250 250 AWWA Dues - Utility Membership 3,400 3,475 3,475 3,500 3,500 3,525 3,525 Korterra GSOC Ticket Mgmt Annual 1,200 1,200 1,200 1,250 1,250 Total 11,225 11,500 12,925 13,175 13,175 18,390 18,390 6281 UNIFORM/CLOTHING ALLOWANCE Utility Employees 4,575 4,600 4,000 4,075 4,075 4,800 4,800 Add Employee(2020)- 650 650 Total 4,575 4,600 4,000 4,725 4,725 4,800 4,800 6310 RENTAL EXPENSE General Rental 550 550 550 550 550 550 550 Scaffolding 500 500 500 500 500 500 500 Home and Garden Show (move from 6229)1,150 1,250 1,250 1,250 1,250 1,300 1,300 Total 2,200 2,300 2,300 2,300 2,300 2,350 2,350 6311 INSURANCE General, Auto, Property Liability 112,000 115,000 115,000 118,500 118,500 152,200 152,200 Total 112,000 115,000 115,000 118,500 118,500 152,200 152,200 6399 OTHER CHARGES LOGIS 87,550 90,960 90,960 94,250 94,250 98,600 98,600 Water Meter Customer Portal - Setup 10,500 - 10,500 10,500 - - Water Meter Customer Portal - Annual Fees 12,000 8,000 16,000 16,000 16,000 16,000 Invoice Cloud Imbedding in Portal 1,375 2,750 2,750 2,750 2,750 DNR Water Use Permit 41,000 35,000 30,000 37,000 37,000 37,000 37,000 Hazardous Chemical Inventory Fee 525 530 530 530 530 540 540 Generator Emission Fee 1,070 1,100 1,100 1,150 1,150 1,200 1,200 Discharge Permit/Strength Charge 6,500 7,000 8,700 9,000 9,000 9,200 9,200 Invensys Support 1,475 1,500 - - County Obstruction Permit 275 300 300 300 300 300 300 AMI Support 80,000 80,000 80,000 81,000 81,000 82,000 82,000 Total 218,395 238,890 220,965 252,480 252,480 247,590 247,590 6351 CREDIT CARD FEES Annual Fees 21,000 22,000 22,000 29,000 29,000 32,000 32,000 Total 21,000 22,000 22,000 29,000 29,000 32,000 32,000 6540 TAXABLE MISC FOR RESALE Water Meters 36,000 45,000 45,000 55,000 55,000 55,000 55,000 Total 36,000 45,000 45,000 55,000 55,000 55,000 55,000 6610 DEPRECIATION Depreciation 1,800,000 1,900,000 1,900,000 1,957,000 1,957,000 2,147,000 2,147,000 Total 1,800,000 1,900,000 1,900,000 1,957,000 1,957,000 2,147,000 2,147,000 6730 CAPITAL OUTLAY - VEHICLES Replace 406 3/4 ton vehicle (toolbox, plow)35,700 Replace 2012 lawn mower 50/50 split w/fleet 11,000 11,000 11,000 Replace 419 3/4 ton vehicle change to 1-Ton Utility Truck 60,000 60,000 Replace 421 3/4 ton vehicle (toolbox, plow)39,000 39,000 Replace 408 - 3/4 ton vehicle (toolbox, plow)42,500 42,500 Replace Scissor Lift (split w/Fleet, Street, San)6,000 6,000 Add vehicle - new employee (3/4 ton w/plow & tool)- 42,500 42,500 Total 46,700 99,000 99,000 102,000 102,000 - - 6735 CAPITAL OUTLAY - OTHER IMP Palomino Tower Landscape/Gate/Curb/Pave 25,000 Well 8 Phone to Fiber Upgrade (Move to 2018)25,000 NaMnO4 Piping Modifications 13,000 WTP TEGG Repairs 11,000 Palomino Res. Emergency Electrical Connections 5,000 5,000 Longridge Reservoir Rehab (to 2020)- - 900,000 900,000 WTP Roof Install Deicing Cables 21,500 21,500 Booster Station Pump Inspection (2 - 1/YR)14,000 14,000 14,000 Nordic Booster Pump Rehab Well Rehabilitation, Nos. 6,11,20, LZP4 155,000 155,000 Well 5 - Replace AC 15,000 WTP Generator Room Heater/Modifications 20,000 - - Fiber Extension Project 40,000 40,000 40,000 40,000 40,000 40,000 40,000 Gate Valve Replacement 25,000 25,000 25,000 30,000 30,000 30,000 30,000 362 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 65: WATER UTILITY OPERATIONS - 5305 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6735 CAPITAL OUTLAY - OTHER IMP CONTINUTED Replace Water Meter System 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 500,000 500,000 Water conservation grant program (irrigation sensors)10,000 10,000 10,000 10,000 Palomino Reservoir wash/insp 8,800 8,800 Utilities Garage Door Replacement 12,000 12,000 Nordic Booster Station Replace AC 15,000 15,000 Well 19 Replace AC 7,000 7,000 Well 10 Replace AC 10,000 10,000 GPS Unit/Software - Replace 15,000 15,000 Well 11 Driveway Replace (with JCRR project)10,000 10,000 Pressure Station R&R (with JCRR project)100,000 100,000 Water Break Street Patching 50,000 50,000 50,000 50,000 50,000 50,000 Well Rehabilitation, Nos. 4, 13, HZP4 no well 16 121,000 121,000 Install valve 135th St @ Foliage Ave 20,000 20,000 Water Main Replace Diamond Path N of Evermoor 330,000 330,000 DNR Groundwater Monitoring Well - SCADA 30,000 30,000 Well 3 Driveway Replacement - Palomino Dr 11,000 11,000 Pressure Station R&R Garden View & 137th St 100,000 100,000 Fiber to Wells 8, 12, 13, Herald Way 75,000 75,000 Fiber to Well 20, Observation Well 40,000 40,000 Wells 1 & 3 Electrical Upgrade 65,000 65,000 Palomino Reservoir Int Maintenance move to '22 WTP HZP2 Maintenance 16,000 16,000 Well Rehabilitation Nos. 7, 9, 19 155,000 155,000 WTP security/motion sensor system repair 20,000 WTP - replace ladders pumping chamber 10,000 Quarry Point Fence Extension 25,000 Quarry Point Tower Int Rehab (move to '21 $226K)- 226,000 226,000 Storage Reservoir Tank Maint. (Nordic) wash/insp 8,500 Hydraulic Valve Operation Wrench Replacement 10,000 Well Rehabilitation, Nos. 1,2,18, LZP1 144,000 Water Main Lining/Replace Diamond Path 775,000 Longridge/Harwell Corrosion Mitigation 300,000 900,000 - 2018 Street & Utility Recon (Redwood, JCRR, 133r 1,085,000 2019 Street & Utility (JCRR)692,787 692,787 2019 Street & Utility Recon (AV 11th,12th)915,247 915,247 2020 Street & Utility Recon (Cimarron, Surrey, Gardenview)1,320,000 1,320,000 2021 Street & Utility Recon (Cim Phase 2;133rd Gal-Fstaff)844,000 844,000 Harwell/Havelock/160th St Watermain Loop (move 175,000 Total 4,720,500 4,958,534 4,078,534 4,928,800 4,928,800 2,122,000 2,122,000 6910 BOND PRINCIPAL 2013 WTP Bonds ($10.8M)385,000 395,000 395,000 400,000 400,000 410,000 410,000 Total 385,000 395,000 395,000 400,000 400,000 410,000 410,000 7015 BOND INTEREST 2013 WTP Bonds (add meters & street program)192,825 185,125 236,125 274,225 274,225 240,225 240,225 Total 192,825 185,125 236,125 274,225 274,225 240,225 240,225 7110 TRANSFER TO OTHER FUNDS General Fund 344,000 350,000 350,000 360,000 360,000 370,000 370,000 Total 344,000 350,000 350,000 360,000 360,000 370,000 370,000 7125 ADMIN CHARGE TO GENERAL FUND 212,250 350,000 350,000 225,000 225,000 232,600 232,600 Total 212,250 350,000 350,000 225,000 225,000 232,600 232,600 Total Net of Personnel 9,150,525 9,796,474 8,937,994 9,980,315 9,980,315 7,320,830 7,320,830 TOTAL EXPENSES 10,072,535$ 10,900,794 10,001,834$ 11,166,480$ 11,166,480$ 8,603,305$ 8,603,305$ LESS Capital Outlay (4,767,200)$ (5,057,534) (4,177,534)$ (5,030,800)$ (5,030,800)$ (2,122,000)$ (2,122,000)$ TOTAL EXP WITHOUT CAPITAL OUTLAY 5,305,335 5,843,260 5,824,300 6,135,680 6,135,680 6,481,305 6,481,305 363 Notes: 364 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5300 66 5365 SEWER OPERATIONS Public Works DESCRIPTION OF ACTIVITY The Sanitary Sewer Utility Division is responsible for operating and maintaining the sanitary sewer conveyance system and piping portion of the storm sewer drainage system. The City’s sanitary sewer system includes of 203 miles of sewer pipe; 5,550 manhole structures; and 9 sanitary lift stations. This business unit also provides funding for wastewater treatment charges through the regional wastewater treatment plant system operated by Metropolitan Council Environmental Services. SERVICE CATEGORIES The Sanitary Sewer Utility Division provides wastewater service to 50,000 customers within the City of Apple Valley. The following services are provided within this division. 1.Wastewater Conveyance Services Safely convey an average annual volume of 1.2 billion gallons of wastewater for customer within the City of Apple Valley Coordinate disposal of wastewater into trunk and interceptor sewers located at the City borders, including the Metropolitan Council Environmental Services system, the City of Burnsville (northwestern portion of Apple Valley) and the City of Eagan (Minnesota Zoo, Lebanon Hills Regional Park and Briar Oaks Development) Wastewater is processed at the regional Empire and Seneca wastewater treatment plants owned and operated by Metropolitan Council Environmental Services 2.Maintenance, Inspection and Cleaning Services Conduct inspections of approximately 10 miles of sewers per year using remote control televising inspection equipment to assess pipe condition, detect locations of pipe failure and blockage within the collection system Perform manhole inspections and pipe system cleaning for approximately 65 miles of sanitary sewers per year using City jetting and vacuum equipment to maintain system conveyance capacity and minimize sewer backups Repair damaged or deteriorated segments of the pipe and manhole system using cured in place lining, high performance coatings or infrastructure replacement work 3.Lift Station Operation Services Maintain sanitary sewer lift stations, including inspection of station controls, testing of alarm systems and review of electrical components to ensure reliability Remove and repair damaged pumps and other station components Continuously monitor alarms and security status with SCADA System 365 MAJOR OBJECTIVES FOR 2020 •Maintain compliance with Federal and State mandates •Adopt the updated Sanitary Sewer Master Plan completed as part of the Comprehensive Plan process with complete city-wide modeling •Implement web-based asset management software and deploy mobile devices for field staff •Sanitary Lift Station 7 control and landscape upgrade •Fiber extension to certain lift stations for better SCADA communications MAJOR OBJECTIVES FOR 2021 •Maintain compliance with Federal and State mandates •Maintain sanitary sewer system with zero sewer backups •Install grinder pump at Sanitary Lift 2 •Fiber extension to certain lift stations for better SCADA communications •Upgrade Lift Station SCADA system hardware, software and repeaters •CIPP end to end lining 146th St Ct (7 lines) IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of Gallons Conveyed (in billions) 1.1 1.2 1.1 1.1 1.1 1.1 Miles of Sewer Cleaned 65 47 60 68 68 68 Number of Sewer Backups within System per year 2 1 1 0 0 0 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Public Works Superintendent .5 .5 .5 Public Works Supervisor .5 .5 .5 .5 Department Specialist 1 1 1 1 1 1 Utilities Foreman 1 1 1 1 1 1 Technical Specialist 2 2 1 1 1 1 Maintenance II / I 2 2 3 3 3 3 GIS Tech FT position split with 1510, 5305,5505 0 0.25 0.25 0.25 0.25 0.25 Temporary Status Personnel Schedule - Hours Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Seasonal 1,950 2,000 2,000 2,000 2,000 2,000 366 Summary Budget Department 66 -Sewer Operations 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Utility Charges 4,847,599 5,152,407 5,451,120 5,212,000 5,603,000 5,967,000 6,146,000 Investment Earnings 30,357 20,891 105,000 100,000 100,000 100,000 45,000 Shared Rev w/ Water 87,879 95,832 74,245 60,000 60,000 60,000 60,000 Met Council-Share of LS#3 277,450 - - - - - - Other Revenue - - - - - - - 5,243,285 5,269,130 5,630,366 5,372,000 5,763,000 6,127,000 6,251,000 Expenditures: Salaries & Wages 436,957 421,846 506,234 679,215 571,760 597,745 617,030 Emp. Benefits 219,943 210,827 208,306 262,520 229,635 220,475 231,675 Supplies 81,356 51,113 70,808 81,195 72,155 81,960 89,450 Contractual Serv.20,522 38,667 50,507 46,425 38,000 89,140 133,155 Utilities 22,509 27,297 22,791 29,000 29,000 30,000 30,500 Repairs & Maint.22,438 62,404 63,417 86,455 73,800 74,800 74,800 Training/Travel/Dues 7,619 8,544 16,816 15,575 16,170 16,975 22,290 MCES Sewer Charges 2,760,605 2,901,394 2,839,740 2,839,000 3,042,500 3,262,000 3,490,000 Other Exp.167,770 259,096 264,958 265,425 290,760 309,950 271,200 VISA / MC charges 19,443 22,063 23,264 19,000 25,000 25,000 27,000 Depreciation 946,612 1,115,675 886,141 1,000,000 1,120,000 1,150,000 1,187,000 Capital Outlay not Capitalize - 8,964 1,268 1,502,600 1,461,385 1,566,000 1,582,000 Transfers/admin chg to GF 510,500 529,000 343,600 343,600 354,000 365,000 376,000 Transfers to other funds - 209,750 209,200 209,200 215,500 222,000 229,000 Total Exp 5,216,274 5,866,640 5,507,050 7,379,210 7,539,665 8,011,045 8,361,100 Net Income 27,011 (597,510) 123,316 (2,007,210) (1,776,665) (1,884,045) (2,110,100) Change in Cash: Less: Capital outlay - (8,964) (1,268) (1,502,600) (1,461,385) (1,566,000) (1,582,000) Add: Depreciation 946,612 1,115,675 886,141 1,000,000 1,120,000 1,150,000 1,187,000 Net Change in Cash 973,623 509,201 1,008,189 (2,509,810) (2,118,050) (2,300,045) (2,505,100) 2020 Capital Outlay Street & Utility Recon (Cimarron Ph. 1, Garden View) $1,392,000 Fiber Installation $ 40,000 Lift 10 Pump 2 Replacement $ 10,000 Lift 7 Control and Landscape Improvements $ 65,000 Lift 1 AC Replacement $ 10,500 Vehicle 418 Replacement $ 42,500 $1,560,000 2021 Capital Outlay Street & Utility Recon (Cimarron Ph. 2, 133rd St.) $ 891,000 Lift 2 Grinder Pump Install $ 60,000 Fiber Installation $ 40,000 Lift SCADA Upgrade $ 250,000 CIPP end to end lining 146th St Ct $ 200,000 Vehicles 412 & 414 Replacement $ 87,000 Changeable Message Board Replacement $ 19,000 Intercommunity Flow Meter JCRR w/ Eagan $ 35,000 $1,582,000 367 City of Apple Valley Department Expense Summary Budget Years (2020-2021) SEWER OPERATIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 390,427 390,885 460,164 483,840 218,193 514,390 514,390 531,970 531,970 6111 - SALARY PART-TIME 524 0 0 0 6112 - SALARY-SEASONAL TEMP 17,275 12,816 12,686 18,500 3,727 19,000 19,000 19,600 19,600 6113 - OVERTIME-REGULAR EMPLOYEES 35,690 37,347 41,866 46,600 20,333 48,000 48,000 49,500 49,500 6118 - VACATION PAY 7,752 19 16,013 0 6121 - INSURANCE CASH BENEFIT 1,680 2,160 1,800 720 6122 - COMP REQUEST -16,390 -21,381 -26,295 -14,559 6123 - SALARY-OTHER 22,820 16,355 16,355 15,960 15,960 6105 - SALARIES AND WAGES 436,957 421,846 506,234 571,760 228,415 597,745 597,745 617,030 617,030 6138 - MEDICARE 6,018 6,008 6,776 8,290 3,122 8,665 8,665 8,945 8,945 6139 - FICA 25,733 25,690 28,972 35,450 13,345 37,060 37,060 38,255 38,255 6141 - PENSIONS-PERA 30,768 30,514 35,673 40,480 16,757 43,405 43,405 44,805 44,805 6142 - WORKERS COMPENSATION 15,342 15,259 15,990 21,080 397 17,055 17,055 18,455 18,455 6144 - LONG-TERM DISABILITY INSURANCE 1,144 937 989 1,395 455 1,645 1,645 1,645 1,645 6145 - MEDICAL INSURANCE 93,627 111,487 140,527 122,940 56,277 112,645 112,645 119,570 119,570 6146 - DENTAL INSURANCE 8,374 8,154 8,642 4,038 6147 - LIFE INSURANCE-BASIC 42 46 48 22 6148 - LIFE INSURANCE-SUPP/DEPEND 924 1,186 1,186 556 6150 - PENSION EXPENSE-GASB 68 37,970 27,516 -1,994 0 6170 - EMPLOYEE PAID PREMIUMS -15,969 -28,501 -8,442 6125 - EMPLOYEE BENEFITS 219,943 210,827 208,306 229,635 86,526 220,475 220,475 231,675 231,675 6100 - TOTAL PERSONNEL SERVICES 656,900 632,674 714,540 801,395 314,941 818,220 818,220 848,705 848,705 6210 - OFFICE SUPPLIES 211 237 386 250 73 250 250 250 250 6211 - SMALL TOOLS & EQUIPMENT 14,460 7,883 20,195 8,555 787 15,700 15,700 21,335 21,335 6212 - MOTOR FUELS/OILS 12,448 13,180 17,016 16,875 6,175 18,335 18,335 18,845 18,845 6214 - CHEMICALS 0 0 0 0 0 6215 - EQUIPMENT-PARTS 40,184 16,640 26,229 33,000 7,019 33,900 33,900 34,875 34,875 6216 - VEHICLES-TIRES/BATTERIES 5,765 3,531 2,568 3,810 1,439 4,025 4,025 4,125 4,125 6229 - GENERAL SUPPLIES 8,289 9,641 4,414 9,665 1,516 9,750 9,750 10,020 10,020 6205 - SUPPLIES 81,356 51,113 70,808 72,155 17,009 81,960 81,960 89,450 89,450 6235 - CONSULTANT SERVICES 15,030 26,758 11,505 16,000 9,809 23,600 23,600 24,025 24,025 6237 - TELEPHONE/PAGERS 360 305 1,335 1,350 637 3,040 3,040 3,080 3,080 6238 - POSTAGE/UPS/FEDEX 648 1,262 14,106 4,000 5,759 17,000 17,000 68,000 68,000 6239 - PRINTING 0 1,307 1,266 500 792 1,800 1,800 1,850 1,850 6240 - CLEANING SERVICE/GARBAGE 1,351 2,845 2,357 4,500 4,014 2,500 2,500 2,500 2,500 6249 - OTHER CONTRACTUAL SERVICES 3,133 6,191 19,937 11,650 10,396 41,200 41,200 33,700 33,700 6230 - CONTRACTUAL SERVICES 20,522 38,667 50,507 38,000 31,407 89,140 89,140 133,155 133,155 6255 - UTILITIES-ELECTRIC 22,081 26,854 22,088 28,000 12,246 29,000 29,000 29,500 29,500 6256 - UTILITIES-NATURAL GAS 427 443 703 1,000 305 1,000 1,000 1,000 1,000 6250 - UTILITIES 22,509 27,297 22,791 29,000 12,551 30,000 30,000 30,500 30,500 6265 - REPAIRS-EQUIPMENT 8,648 50,206 10,208 41,300 6,376 41,300 41,300 41,300 41,300 6266 - REPAIRS-BUILDING 0 0 0 0 6269 - REPAIRS-OTHER 13,789 12,198 53,209 32,500 2,893 33,500 33,500 33,500 33,500 6260 - REPAIRS AND MAINTENA 22,438 62,404 63,417 73,800 9,268 74,800 74,800 74,800 74,800 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 2,453 2,515 5,464 3,800 1,423 3,850 3,850 3,950 3,950 6276 - SCHOOLS/CONFERENCES/EXP OTHER 450 1,329 416 0 876 6277 - MILEAGE/AUTO ALLOWANCE 1,276 1,293 1,291 1,850 744 1,850 1,850 1,850 1,850 6278 - SUBSISTENCE ALLOWANCE 300 300 450 300 300 450 450 450 450 368 City of Apple Valley Department Expense Summary Budget Years (2020-2021) SEWER OPERATIONS Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6280 - DUES & SUBSCRIPTIONS 191 553 5,790 7,370 7,328 7,900 7,900 13,040 13,040 6281 - UNIFORM/CLOTHING ALLOWANCE 2,949 2,553 3,406 2,850 1,629 2,925 2,925 3,000 3,000 6270 - TRNG/TRAVL/DUES/UNIF 7,619 8,544 16,816 16,170 12,299 16,975 16,975 22,290 22,290 6200 - TOTAL OPERATING COSTS 154,444 188,025 224,339 229,125 82,535 292,875 292,875 350,195 350,195 6310 - RENTAL EXPENSE 0 0 0 300 0 300 300 325 325 6311 - INSURANCE-PROPERTY/LIABILITY 93,504 98,175 100,600 103,600 51,800 106,700 106,700 70,000 70,000 6317 - METRO WASTE CONTROL PAYMENT 2,760,605 2,901,394 2,839,740 3,042,500 1,774,761 3,262,000 3,262,000 3,490,000 3,490,000 6318 - BURNSVILLE/EAGAN SWR REIMBURSE 74,316 78,437 79,784 78,800 36,151 82,200 82,200 86,275 86,275 6333 - GENERAL-CASH DISCOUNTS -50 -51 -44 -7 6351 - VISA/BANK CHARGES 19,443 22,063 23,264 19,600 8,449 25,000 25,000 27,000 27,000 6399 - OTHER CHARGES 0 82,536 84,619 113,460 47,128 120,750 120,750 114,600 114,600 6301 - OTHER EXPENDITURES 2,947,818 3,182,553 3,127,962 3,358,260 1,918,283 3,596,950 3,596,950 3,788,200 3,788,200 6300 - TOTAL OTHER EXPENDITURES 2,947,818 3,182,553 3,127,962 3,358,260 1,918,283 3,596,950 3,596,950 3,788,200 3,788,200 6401 - EXPENDITURES 0 6400 - TOTAL EXPENDITURES 0 6610 - DEPRECIATION 946,612 1,115,675 886,141 1,120,000 110,306 1,150,000 1,150,000 1,187,000 1,187,000 6601 - TOTAL DEPRECIATION 946,612 1,115,675 886,141 1,120,000 110,306 1,150,000 1,150,000 1,187,000 1,187,000 6600 - TOTAL DEPRECIATION 946,612 1,115,675 886,141 1,120,000 110,306 1,150,000 1,150,000 1,187,000 1,187,000 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 215,000 0 48,500 48,500 106,000 106,000 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 8,964 1,718 1,246,385 49,468 1,517,500 1,517,500 1,476,000 1,476,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 0 26,420 6701 - TOTAL CAPITAL OUTLAY 0 8,964 1,718 1,461,385 75,888 1,566,000 1,566,000 1,582,000 1,582,000 6700 - TOTAL CAPITAL OUTLAY 0 8,964 1,718 1,461,385 75,888 1,566,000 1,566,000 1,582,000 1,582,000 6810 - CONSTRUCTION IN PROGRESS 0 0 -450 13,800 6801 - TOTAL CONSTRUCTION COSTS 0 0 -450 13,800 6800 - TOTAL CONSTRUCTION COSTS 0 0 -450 13,800 7110 - TRANSFER TO OTHER FUNDS 325,500 535,250 343,600 354,000 177,000 365,000 365,000 376,000 376,000 7125 - ADMINI CHARGE TO OTHER FUNDS 185,000 203,500 209,200 215,500 107,750 222,000 222,000 229,000 229,000 7101 - TOTAL TRANSFERS 510,500 738,750 552,800 569,500 284,750 587,000 587,000 605,000 605,000 7100 - TOTAL TRANSFERS 510,500 738,750 552,800 569,500 284,750 587,000 587,000 605,000 605,000 5,216,274 5,866,640 5,507,050 7,539,665 2,800,503 8,011,045 8,011,045 8,361,100 8,361,100 369 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 66: SANITARY SEWER UTILITY OPERATIONS - 5365 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 4914 Sewer Charges 5,212,000 5,603,000 5,603,000 5,967,000 5,967,000 6,146,000 6,146,000 4917 Other Sewer 60,000 60,000 60,000 60,000 60,000 60,000 60,000 5010 Investment Earnings 100,000 100,000 26,000 100,000 100,000 45,000 45,000 5499 Trans from Storm Drainage Utility Total 5,372,000 5,763,000 5,689,000 6,127,000 6,127,000 6,251,000 6,251,000 SALARIES 6110 Regular Employees 588,560 483,840 465,000 514,390 514,390 531,970 531,970 6112 Salary-Seasonal Temp 18,000 18,500 18,500 19,000 19,000 19,600 19,600 6113 Overtime - Reg 31,000 32,000 32,000 33,000 33,000 34,000 34,000 6113 Overtime - On Call Program 14,150 14,600 14,600 15,000 15,000 15,500 15,500 6123 Salaries - Other 19,005 22,820 22,820 16,355 16,355 15,960 15,960 6138 Medicare 9,725 8,290 8,290 8,665 8,665 8,945 8,945 6139 FICA 41,585 35,450 35,450 37,060 37,060 38,255 38,255 6141 Pension - PERA 48,955 40,480 40,480 43,405 43,405 44,805 44,805 6142 Worker's Compensation 26,485 21,080 21,080 17,055 17,055 18,455 18,455 6144 Long-Term Disability Insurance 1,670 1,395 1,395 1,645 1,645 1,645 1,645 6145 Hospital & Life Insurance 134,100 122,940 122,940 112,645 112,645 119,570 119,570 Reclasify Position - 50% Supervisor 8,500 Total 941,735 801,395 782,555 818,220 818,220 848,705 848,705 6210 OFFICE SUPPLIES General Office Supplies 250 250 250 250 250 250 250 Total 250 250 250 250 250 250 250 6211 SMALL TOOL & EQUIPMENT Small Tools 3,250 3,300 3,300 3,400 3,400 3,500 3,500 Electric/Air Power Tools 340 355 355 400 400 435 435 Oxygen Detector Replacement 900 900 900 900 900 900 900 Sewer Cleaning Nozzle/skid 1,100 Manhole Lifter 5,000 Portable Sewer Meter 4,500 3" Electric Pump Replacement 3,000 Wireless Head Set Sewer Cleaning 6,000 Chain Hoist, Sling and Strap Eqiup Replace - 1,000 1,000 Lift 11 Mixed Flush Valve Installation 3,000 3,000 Lift 4 Mixed Flush Valve 3,000 3,000 Lift 10 Mixed Flush Valve 3,500 3,500 Lift 7 Mixed Flush Valve 3,500 3,500 Arrow Board Replacement 4,000 4,000 4-Ton Iron Worker Fabrication Machine (50/50 W/S)2,500 2,500 Radar Replacement instead of Transducer 3,000 3,000 3,000 3,000 Replace 50 Ton Press (Split Str/Water/Fleet/Parks)1,000 1,000 UPS Replacement 3,000 500 1,000 1,000 Total 24,090 8,555 6,055 15,700 15,700 21,335 21,335 6212 MOTOR FUELS/OILS Nolead Fuel 2726 gal.7,330 7,400 6,475 6,800 6,800 7,000 7,000 Diesel Fuel 3056 gal.7,175 7,250 6,900 7,300 7,300 7,520 7,520 Diesel Fuel Tax 910 925 825 935 935 950 950 Fluids, Coolant, misc.1,250 1,300 1,300 1,325 1,325 Oil 1,200 1,300 2,000 2,000 2,000 2,050 2,050 Total 16,615 16,875 17,450 18,335 18,335 18,845 18,845 6215 EQUIPMENT - PARTS Vehicle: sewer truck/pump, hose 11,450 11,450 11,775 11,775 Lift Stations:Pump seals, impellers, valves, filters 18,450 18,450 19,000 19,000 Generators: standby & portable 2,000 2,000 2,050 2,050 General / Other:2,000 2,000 2,050 2,050 Portable generator float charger small CAT 500 Pump Seals, Impellers, Valves, Filters,etc.13,000 17,000 17,000 High Pressure Hoses 3,400 4,500 4,500 Vehicles/Sewer Trucks/Parts/Pump 6,400 7,500 7,500 Sewer Camera Wheels & Accessories 1,000 1,000 1,000 Bolts and Fittings Inventory 500 500 500 Air Relief Valve Parts 2,500 2,500 2,500 Reduce to trend - Total 27,300 33,000 33,000 33,900 33,900 34,875 34,875 370 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 66: SANITARY SEWER UTILITY OPERATIONS - 5365 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6216 EQUIPMENT - TIRES/BATTERIES Batteries - Vehicles 450 460 460 465 465 475 475 Batteries - RTUs, UPSs, Controls 425 450 450 460 460 475 475 Tires 2,400 2,900 2,900 3,100 3,100 3,175 3,175 Total 3,275 3,810 3,810 4,025 4,025 4,125 4,125 6229 GENERAL SUPPLIES Safety: PPE, cones, 1,515 1,515 1,550 1,550 1,590 1,590 Shop: Nut/bolts, cleaner, 900 900 950 950 980 980 Field: CPR, grout, paint, 2,500 2,500 2,500 2,500 2,575 2,575 Excavation: Fill, seed 1,250 1,250 1,250 1,250 1,275 1,275 General Division Supplies:3,500 3,500 3,500 3,500 3,600 3,600 Flashers, Barricades 540 Safety Equipment/First Aid 675 Paint - Lift Stations 250 Fill Material 1,000 General Division Supplies 1,100 Flex-seal/Sealguard - Grout Material 1,500 Chimney Patch Repair 2,000 Grates, Covers, Castings, Rings 2,300 Internal Chimney Seals 300 Total 9,665 9,665 9,665 9,750 9,750 10,020 10,020 6235 CONSULTANT SERVICES Sanitary System Modeling Services 8,000 8,000 8,200 8,200 Engineering Costs Not Assessed 3,100 3,300 3,300 3,500 3,500 3,600 3,600 Audit 11,500 12,000 12,000 11,400 11,400 11,500 11,500 Cartegraph OMS Development 10,000 - - OSHA Required Tests 675 700 700 700 700 725 725 San Sewer Comp Plan Update -Shift '15 to '17 5,000 - - Total 30,275 16,000 16,000 23,600 23,600 24,025 24,025 6237 TELEPHONES/PAGERS Cellular Phone 450 500 1,524 1,600 1,600 1,640 1,640 Wireless Air Card 800 850 850 1,440 1,440 1,440 1,440 Total 1,250 1,350 2,374 3,040 3,040 3,080 3,080 6238 POSTAGE/UPS/FEDEX Postage 1,000 4,000 17,000 17,000 17,000 68,000 68,000 Total 1,000 4,000 17,000 17,000 17,000 68,000 68,000 6239 PRINTING/PUBLISHING Assessment Rolls 1,250 1,300 1,300 1,350 1,350 Educational Materials 500 500 500 500 500 500 500 Total 500 500 1,750 1,800 1,800 1,850 1,850 6240 C. SERVICE/GARBAGE REMOVAL Dumpster Special Waste 4,000 4,500 8,000 2,500 2,500 2,500 2,500 Total 4,000 4,500 8,000 2,500 2,500 2,500 2,500 6249 OTHER CONTRACTUAL SERVICES Flow Monitor/Smoke Test - I/I Investigation 4,000 4,500 1,000 3,500 3,500 4,500 4,500 Print/Mail Sewer Bills 17,000 17,000 17,000 17,500 17,500 Meter Reading 14,000 14,000 14,000 5,000 5,000 Sewer Lateral Repairs 4,000 5,500 5,500 5,000 5,000 5,000 5,000 Aerial Photography Dakota Co JPA 800 900 900 900 900 900 900 Traffic Control 600 750 750 800 800 800 800 Total 9,400 11,650 39,150 41,200 41,200 33,700 33,700 6255 UTILITIES - ELECTRIC Lift Stations-Sanitary 28,000 28,000 23,000 29,000 29,000 29,500 29,500 Total 28,000 28,000 23,000 29,000 29,000 29,500 29,500 6256 UTILITIES - NATURAL GAS Lift Station Generators 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 1,000 1,000 1,000 1,000 1,000 1,000 1,000 6265 REPAIRS - EQUIPMENT Vehicle 7,000 7,300 7,300 7,300 7,300 7,300 7,300 Lift Stations: Electrical, Pumps, Controls, PLC, Radio 9,000 35,000 26,000 35,000 35,000 26,000 26,000 Generators: Inspect, Maintenace 3,000 3,000 3,000 3,000 3,000 3,000 General / Other 5,000 5,000 5,000 5,000 5,000 5,000 Calibration of Gas Detectors, Sensor Replacement 1,075 Electric Repairs/TEGG Inspection 9,000 Pump Inspection 1,360 General Misc.3,500 Generator Maintenance 2,870 Pump Repair for San Lift Stations 9,000 371 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 66: SANITARY SEWER UTILITY OPERATIONS - 5365 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6265 REPAIRS - EQUIPMENT CONTINUED Trend Reduction (9,000) (9,000) (9,000) (9,000) - - Total 33,805 41,300 41,300 41,300 41,300 41,300 41,300 6269 REPAIRS - OTHER Lift 1 Rag Grinder Maintenance move to 6265 2,000 Repair Sewer Lines - (CIPP or spot repair)7,900 8,000 8,000 8,000 8,000 8,000 8,000 Manholes - Protection I/I 10,500 9,000 9,000 9,750 9,750 9,750 9,750 Repair/Seal San Manhole Structures 17,250 15,500 15,500 15,750 15,750 15,750 15,750 Radio & Control Upgrades (PLCs) move to 6265 15,000 Total 52,650 32,500 32,500 33,500 33,500 33,500 33,500 6275 SCHOOL/CONF/EXP - LOCAL School & Certifications 1,850 1,950 1,950 2,000 2,000 2,000 2,000 MWOA Annual 500 550 550 550 550 550 550 MPWA Spring/Fall Conferences – Director 300 300 300 300 300 400 400 Task Specific / Electrical Training 750 1,000 1,000 1,000 1,000 1,000 1,000 Total 3,400 3,800 3,800 3,850 3,850 3,950 3,950 6277 MILEAGE/AUTO ALLOWANCE 50% Superintendent 1,650 1,650 1,650 1,650 1,650 1,650 1,650 Training 200 200 200 200 200 200 200 Total 1,850 1,850 1,850 1,850 1,850 1,850 1,850 6278 SUBSISTENCE ALLOWANCE MWOA Annual/MWRA 300 300 300 450 450 450 450 Total 300 300 300 450 450 450 450 6280 DUES & SUBSCRIPTIONS MWOA & APWA Dues 110 110 325 325 325 340 340 Cartegraph Support & Hosting 7,000 7,000 7,000 7,300 7,300 7,400 7,400 Asset Management Citizen App (split PW/Wat/Storm)5,000 5,000 Certification Renewal Fee 215 260 260 275 275 300 300 Total 7,325 7,370 7,585 7,900 7,900 13,040 13,040 6281 UNIFORM/CLOTHING ALLOWANCE Uniforms for 5 employees 2,700 2,850 2,850 2,925 2,925 3,000 3,000 Total 2,700 2,850 2,850 2,925 2,925 3,000 3,000 6310 RENTAL EXPENSE General Rental 275 300 300 300 300 325 325 Total 275 300 300 300 300 325 325 6311 INSURANCE General, Auto, Property Liability 100,600 103,600 103,600 106,700 106,700 70,000 70,000 Total 100,600 103,600 103,600 106,700 106,700 70,000 70,000 6317 METRO WASTE CONTROL Metropolitan Council-Environmental Services Waste Water Treatment Charges 2,839,000 3,042,500 3,042,500 3,262,000 3,262,000 3,490,000 3,490,000 Total 2,839,000 3,042,500 3,042,500 3,262,000 3,262,000 3,490,000 3,490,000 6318 BURNSVILLE/EAGAN SEWER CHRG Burnsville 24,000 24,900 24,900 26,700 26,700 28,000 28,000 Eagan 53,000 53,900 53,900 55,500 55,500 58,275 58,275 Total 77,000 78,800 78,800 82,200 82,200 86,275 86,275 6399 OTHER CHARGES LOGIS 87,550 90,960 90,960 94,250 94,250 98,600 98,600 Water Meter Customer Portal - Setup 10,500 10,500 10,500 10,500 Water Meter Customer Portal - Annual Fees 12,000 8,000 16,000 16,000 16,000 16,000 Invoice Cloud Imbedding in Portal 1,375 2,750 2,750 2,750 2,750 Infosense SL-DOG Portal 800 800 800 800 Total 87,550 113,460 109,460 120,750 120,750 114,600 114,600 6351 CREDIT CARD FEES Annual Fee 19,000 19,600 19,600 25,000 25,000 27,000 27,000 Total 19,000 19,600 19,600 25,000 25,000 27,000 27,000 6610 DEPRECIATION Sanitary 1,000,000 1,120,000 1,120,000 1,150,000 1,150,000 1,187,000 1,187,000 Total 1,000,000 1,120,000 1,120,000 1,150,000 1,150,000 1,187,000 1,187,000 372 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 66: SANITARY SEWER UTILITY OPERATIONS - 5365 Public Works Department COMPANY 5300: WATER & SEWER FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6730 CAPITAL OUTLAY - VEHICLES Replace 418 3/4Ton vehicle (toolbox, plow)42,500 42,500 Replace 412 3/4 Ton Vehicle (toolbox, plow)43,500 43,500 Replace 414 3/4 Ton Vehicle (toolbox, plow)43,500 43,500 Replace 427 Changeable Message Board 19,000 19,000 Jetter Replacement 402 280,000 Replace Scissor Lift (split w/Fleet, Street, Water)6,000 6,000 Gap Vax Replacement 401 - split 5365/5505 - 215,000 236,670 Total 280,000 215,000 236,670 48,500 48,500 106,000 106,000 6735 CAPITAL OUTLAY - OTHER IMP Lift 10 pump 2 Replacement 10,000 10,000 Manhole Inspection Camera 18,000 Lift 10 driveway replacement 4,600 Lift 1 Pump Replacement (60 hp) 60,000 60,000 60,000 Fiber Installation Project 40,000 40,000 40,000 40,000 40,000 40,000 40,000 Lift 7 Controls & Landscape Upgrade/Add Sidewalk 40,000 65,000 65,000 Inter-Community Flow Meter Eagan (Delay JPA und - - - 35,000 35,000 Lift 1 Replace AC 10,500 10,500 Lift 2 Grinder Pump Installation 60,000 60,000 Lift SCADA Upgrade Software Hardware Repeaters 250,000 250,000 CIPP End to End Line 146th St Ct (7 lines)200,000 200,000 2018 Street & Utility Recon (Redwood Dr and 133rd/1,060,000 2019 Street & Utility Recon (AV 11th/12th & JCRR) 1,146,385 1,146,385 2020 Street & Utility Proj (Cimarron, Surrey, Garden View)1,392,000 1,392,000 2021 Street & Utility (Cim Phase 2;133rd Gal-Fstaff))891,000 891,000 Total 1,222,600 1,246,385 1,246,385 1,517,500 1,517,500 1,476,000 1,476,000 7110 TRANSFERS TO OTHER FUNDS Annual Transfer to General Fund 343,600 354,000 354,000 365,000 365,000 376,000 376,000 Total 343,600 354,000 354,000 365,000 365,000 376,000 376,000 7125 ADMIN CHARGE TO OTHER FUNDS Annual Admin Charge to General Fund 209,200 215,500 215,500 222,000 222,000 229,000 229,000 Total 209,200 215,500 215,500 222,000 222,000 229,000 229,000 Total Net of Personnel 6,437,475 6,738,270 6,795,504 7,192,825 7,192,825 7,512,395 7,512,395 TOTAL EXPENSES 7,379,210$ 7,539,665$ 7,578,059$ 8,011,045$ 8,011,045$ 8,361,100$ 8,361,100$ LESS CAPITAL OUTLAY (1,502,600)$ (1,461,385)$ (1,483,055)$ (1,566,000)$ (1,566,000)$ (1,582,000)$ (1,582,000)$ Total Exp without Capital Outlay 5,876,610$ 6,078,280$ 6,095,004$ 6,445,045$ 6,445,045$ 6,779,100$ 6,779,100$ 373 Notes: 374 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5500 69 5505 STORM DRAINAGE UTILITY Public Works DESCRIPTION OF ACTIVITY The Storm Drainage Utility provides funding for the operation and maintenance of the City’s storm water drainage system and management of surface water bodies. A majority of expenses for this business unit relate to improvement projects to fulfill State and Federal mandates for pollutant load reductions to lakes, maintenance of the municipal drainage system, drainage costs related to the annual street improvement program, and acquisition of drainage easements. SERVICE CATEGORIES The Storm Drainage Utility Division provides for the operation and maintenance of the municipal storm drainage system within the City of Apple Valley. The City’s drainage system controls and conveys drainage from an estimated 8.1 billion gallons of precipitation each year. This utility service is provide by City Public Works Department staff using city-owned equipment and contract services for capital improvement projects and related services. The following services are provided within this division. 1.Drainage System Maintenance Services Provide repair and maintenance for 8,240 storm sewer manholes/catch basins and 170 miles of storm sewer pipe within the drainage network Inspect and remove accumulated sediment from 320 storm water management ponds and best management practices located throughout the drainage system within the City. Inspect and maintain 12 storm water pumping stations and associated force main 2.System Flood Control Services Monitor water levels in lakes and ponds in response to severe precipitation events Perform drainage analysis to determine solutions to flooding events Review building plans to ensure proper structure elevations above high water levels 3.System Management and Regulatory Services Prepare mandatory MS4 permit documents and respond to evolving requirements associated with the Federal Clean Water Act Perform water quality testing for surface water bodies Coordinate storm water management activities with Vermillion River Watershed Management Organization Coordinate surface water improvement projects in conjunction with the City of Burnsville. Provide funds for payment of annual dues for required membership to the Black Dog Watershed Management Organization 375 MAJOR OBJECTIVES FOR 2020 AND 2021 Work plans are designed to meet Federal and State mandates for storm water quality which continue to increase at escalating rates. Similar to many other cities, the utility will be financially strained in future years to meet increased regulations and required capital investments for storm water management demands. Due to planned road reconstruction projects inside the Keller Lake Watershed area, additional grant funds for innovative stormwater improvements have been sought for new practices in neighborhoods for 2020 and 2021. MAJOR OBJECTIVES FOR 2020 •Maintain compliance with Federal and State mandates for storm water quality. •Obtain new permit coverage to meet the City’s MS4 requirements. •Seek additional grant funding for new stormwater practices in reconstruction areas to alleviate flooding and water quality issues. •Implement innovative stormwater improvements in the planned road reconstruction projects inside TMDL watersheds. MAJOR OBJECTIVES FOR 2021 •Maintain compliance with Federal and State mandates for storm water quality. •Implement innovative stormwater improvements in the planned road reconstruction projects inside the TMDL watersheds: Keller Lake, Alimagnet Lake, Long Lake, Farquar Lake, East Lake (McNamara Pond drainage). •The City will continue to seek additional grants to assist with funding water quality improvements in our TMDL areas, and to maximize cost savings by coordinating projects with other City capital improvement projects where feasible. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Staff hours to address State MS4 Permit Requirements 3,300 3,300 3,300 3,400 3,300 3,300 Number of lake water quality samples 240 240 240 200 240 240 Number of Mandated TMDL Studies Active in City* 5 5 5 5 5 5 *Long & Farquar TMDL Alimagnet Keller East Lake (Lakeville) Lower Miss Fecal Coliform 376 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 Water Quality Tech 1 1 1 1 0 0 Water Resources Specialist 0 0 0 0 1 1 Public Works Natural Resources/GIS Tech 1 0 0 0 0 0 GIS Tech FTE split w/ 1510/5300/5365 0 0.25 0.25 0.25 0.25 0.25 Natural Resources Tech FTE split with 1500 0 0.5 0.5 0.5 0.5 0.5 Maintenance I/II Exist Position from 1600 1 1 1 1 1 1 Summary Budget Department 69 Storm Drainage 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Adopted Proposed Proposed Revenue: Utility Charges 1,693,956 1,768,067 1,710,000 1,796,000 1,976,000 2,075,000 2,391,000 Grants - 96,257 - - 190,000 244,000 287,000 Other Revenue 24,396 60,326 5,000 5,000 5,000 5,000 5,000 Contributed Rev. (trunk fees)446,890 1,775 - - - - - Investment Earnings 51,377 37,047 32,000 33,000 34,000 34,000 27,000 2,216,619 1,963,472 1,747,000 1,834,000 2,205,000 2,358,000 2,710,000 Expenditures: Salaries & Wages 193,881 193,392 204,729 215,315 218,420 220,330 230,755 Emp. Benefits 73,748 64,952 49,574 69,050 58,830 60,085 63,480 Supplies 6,406 22,833 41,970 49,120 46,420 51,970 47,830 Contractual Serv.139,379 376,646 209,102 363,950 291,305 512,825 449,025 Utilities 79,452 70,494 76,141 62,800 64,800 72,800 75,800 Repairs & Maint.21,665 8,728 14,413 59,225 51,500 54,000 60,050 Training/Travel/Dues 2,474 2,433 8,711 11,905 12,400 13,115 18,850 Other Exp.6,829 7,770 8,077 9,515 19,425 19,950 23,550 Depreciation 575,256 995,490 1,024,023 575,000 1,000,000 1,000,000 1,107,000 Debt Service-Interest 80,981 62,142 29,902 46,280 42,650 38,700 29,370 Other not capitalized - 34,356 9,428 - - - - Admin fee to Gen. Fund 300,000 339,660 348,000 348,000 360,000 370,000 380,000 Construction - - 4,173 - - - - Total Exp 1,480,070 2,178,896 2,028,243 1,810,160 2,165,750 2,413,775 2,485,710 Net Income 736,549 (215,424) (281,243) 23,840 39,250 (55,775) 224,290 Net change in cash add: Depreciation 575,256 995,490 1,024,023 575,000 1,000,000 1,000,000 1,107,000 Debt Service - Principal - - - (165,000) (165,000) (170,000) (180,000) Capital Outlay - (34,356) (13,601) (1,326,800) (1,725,570) (2,717,000) (1,944,000) Debt Issued - - - - - - Net Change in Cash 1,311,805 745,710 729,179 (892,960) (851,320) (1,942,775) (792,710) 377 Debt Service Schedule: Bonds of 2011a Total Year Principal Interest Principal Interest 2015 150,000 55,582 150,000 55,582 2016 155,000 52,582 155,000 52,582 2017 160,000 49,482 160,000 49,482 2018 165,000 46,282 165,000 46,282 2019 165,000 42,652 165,000 42,652 2020 170,000 38,692 170,000 38,692 2021 175,000 34,272 175,000 34,272 2022 180,000 29,372 180,000 29,372 2023 185,000 24,062 185,000 24,062 2024 200,000 18,235 200,000 18,235 2025 210,000 11,535 210,000 11,535 2026 125,000 4,500 125,000 4,500 2020 Capital Outlay Redwood Pond Improvements $ 385,000 General Stormwater Improvements $ 100,000 Erickson Park Stormwater Improvements $ 260,000 Easement Acquisition $ 50,000 Sediment Removal $ 52,000 Alimagnet Weed/Leaf Device $ 30,000 Farquar Storm Lift Lining $ 790,000 Highwood Way Catch Basin Rebuild $ 50,000 Street & Utility Improvement $ 1,000,000 $ 2,717,000 2021 Capital Outlay Alimagnet Park/Edgewood & Reflection Rd Imprts $ 30,000 EVR-P7 & P55 Outlet Mods/Infiltration Bench Imprts $ 164,000 Easement Acquisition $ 50,000 Regatta, JCRP & City Hall Pond Improvements $ 300,000 Sediment Removal $ 90,000 Stormwater Monitoring Imprts (Whitney Pond Ongoing) $ 20,000 Pennock Park Improvements $ 203,000 General Stormwater Improvements $ 110,000 Pilot Knob Structural Bmp Device $ 160,000 Fawn Ridge Court Insulate Water Service Line $ 25,000 5527 133rd St Ct Pipe Separation $ 12,000 Hidden Ponds Storm Lift - Replace Pump $ 20,000 CMF Infiltration Basin Repair & Add Sump Catch Basin $ 25,000 Cobblestone StormCeptor Add Concrete Base $ 15,000 CMF Material Lot Storage Bin Canopies $ 10,000 Garland Ave & Garner Way Raise CB Structure $ 6,000 Street & Utility Improvement – Cimarron Rd phase 2 $ 704,000 $ 1,944,000 378 City of Apple Valley Department Expense Summary Budget Years (2020-2021) STORM DRAINAGE UTILITY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 169,611 175,378 184,496 190,860 87,815 190,105 190,105 200,340 200,340 6112 - SALARY-SEASONAL TEMP 2,088 4,059 1,125 0 6113 - OVERTIME-REGULAR EMPLOYEES 20,565 13,274 17,045 21,000 8,589 22,000 22,000 22,600 22,600 6118 - VACATION PAY 3,347 53 1,343 0 6121 - INSURANCE CASH BENEFIT 1,440 960 720 300 6122 - COMP REQUEST -3,170 -332 0 0 6123 - SALARY-OTHER 6,560 8,225 8,225 7,815 7,815 6105 - SALARIES AND WAGES 193,881 193,392 204,729 218,420 96,704 220,330 220,330 230,755 230,755 6138 - MEDICARE 2,740 2,776 2,900 3,165 1,385 3,195 3,195 3,345 3,345 6139 - FICA 11,716 11,868 12,402 13,540 5,920 13,660 13,660 14,305 14,305 6141 - PENSIONS-PERA 14,026 14,118 15,093 16,380 6,278 16,525 16,525 17,305 17,305 6142 - WORKERS COMPENSATION 5,134 7,622 8,696 11,520 556 8,760 8,760 9,530 9,530 6144 - LONG-TERM DISABILITY INSURANCE 335 180 140 545 52 605 605 635 635 6145 - MEDICAL INSURANCE 21,738 14,975 11,776 13,680 2,899 17,340 17,340 18,360 18,360 6146 - DENTAL INSURANCE 1,207 813 602 232 6147 - LIFE INSURANCE-BASIC 12 8 6 2 6148 - LIFE INSURANCE-SUPP/DEPEND 308 243 199 77 6150 - PENSION EXPENSE-GASB 68 16,532 12,349 -2,240 0 6125 - EMPLOYEE BENEFITS 73,748 64,952 49,574 58,830 17,401 60,085 60,085 63,480 63,480 6100 - TOTAL PERSONNEL SERVICES 267,629 258,344 254,303 277,250 114,105 280,415 280,415 294,235 294,235 6211 - SMALL TOOLS & EQUIPMENT 2,249 2,770 3,355 3,890 0 3,300 3,300 6212 - MOTOR FUELS/OILS 3,350 4,087 5,700 5,700 5,820 5,820 6214 - CHEMICALS 0 0 0 450 230 500 500 6215 - EQUIPMENT-PARTS 1,624 16,768 29,753 31,900 20,422 32,420 32,420 33,610 33,610 6229 - GENERAL SUPPLIES 2,533 3,295 5,512 10,180 1,495 10,050 10,050 8,400 8,400 6205 - SUPPLIES 6,406 22,833 41,970 46,420 26,234 51,970 51,970 47,830 47,830 6231 - LEGAL SERVICES 0 1,784 46 0 0 0 0 6234 - CITY ENGINEER CONSULTANT SERV 2,911 1,817 6234 - CITY ENGINEER CONSULTANT SERV 0 5,439 2,730 1,537 6235 - CONSULTANT SERVICES 37,048 241,775 103,590 39,695 40,847 60,000 60,000 72,900 72,900 6235 - CONSULTANT SERVICES 1,184 17,867 13,848 3,660 6237 - TELEPHONE/PAGERS 0 0 0 1,285 160 1,125 1,125 1,125 1,125 6238 - POSTAGE/UPS/FEDEX 107 6239 - PRINTING 1,486 665 427 900 799 900 900 1,300 1,300 6239 - PRINTING 0 0 0 0 6240 - CLEANING SERVICE/GARBAGE 2,549 4,953 6,768 21,625 230 21,625 21,625 22,200 22,200 6249 - OTHER CONTRACTUAL SERVICES 97,113 104,163 78,782 227,800 306 429,175 429,175 351,500 351,500 6230 - CONTRACTUAL SERVICES 138,195 353,340 192,524 291,305 44,265 512,825 512,825 449,025 449,025 6230 - CONTRACTUAL SERVICES 1,184 23,306 16,578 5,197 6255 - UTILITIES-ELECTRIC 79,452 70,494 76,141 64,800 46,908 72,800 72,800 75,800 75,800 6250 - UTILITIES 79,452 70,494 76,141 64,800 46,908 72,800 72,800 75,800 75,800 6265 - REPAIRS-EQUIPMENT 20,533 5,277 337 24,500 13,574 26,000 26,000 27,550 27,550 6269 - REPAIRS-OTHER 1,132 3,450 14,076 27,000 19,588 28,000 28,000 32,500 32,500 6260 - REPAIRS AND MAINTENA 21,665 8,728 14,413 51,500 33,162 54,000 54,000 60,050 60,050 6275 - SCHOOLS/CONFERENCES/EXP LOCAL 535 883 1,062 4,470 176 4,985 4,985 5,610 5,610 6276 - SCHOOLS/CONFERENCES/EXP OTHER 1,389 1,300 212 218 6277 - MILEAGE/AUTO ALLOWANCE 0 0 0 130 0 130 130 130 130 6280 - DUES & SUBSCRIPTIONS 550 50 7,158 7,000 7,000 7,200 7,200 12,300 12,300 379 City of Apple Valley Department Expense Summary Budget Years (2020-2021) STORM DRAINAGE UTILITY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6281 - UNIFORM/CLOTHING ALLOWANCE 0 200 280 800 50 800 800 810 810 6270 - TRNG/TRAVL/DUES/UNIF 2,474 2,433 8,711 12,400 7,443 13,115 13,115 18,850 18,850 6200 - TOTAL OPERATING COSTS 248,192 457,827 333,759 466,425 158,013 704,710 704,710 651,555 651,555 6200 - TOTAL OPERATING COSTS 1,184 23,306 16,578 5,197 6310 - RENTAL EXPENSE 244 685 300 1,325 275 1,350 1,350 1,350 1,350 6311 - INSURANCE-PROPERTY/LIABILITY 6,600 6,800 7,000 16,900 8,450 17,400 17,400 21,000 21,000 6333 - GENERAL-CASH DISCOUNTS -15 -4 -23 -2 6399 - OTHER CHARGES 0 289 800 1,200 0 1,200 1,200 1,200 1,200 6301 - OTHER EXPENDITURES 6,829 7,770 8,077 19,425 8,723 19,950 19,950 23,550 23,550 6301 - OTHER EXPENDITURES 0 0 0 0 6300 - TOTAL OTHER EXPENDITURES 6,829 7,770 8,077 19,425 8,723 19,950 19,950 23,550 23,550 6300 - TOTAL OTHER EXPENDITURES 0 0 0 0 6610 - DEPRECIATION 575,256 995,490 1,024,023 1,000,000 25,802 1,000,000 1,000,000 1,107,000 1,107,000 6601 - TOTAL DEPRECIATION 575,256 995,490 1,024,023 1,000,000 25,802 1,000,000 1,000,000 1,107,000 1,107,000 6600 - TOTAL DEPRECIATION 575,256 995,490 1,024,023 1,000,000 25,802 1,000,000 1,000,000 1,107,000 1,107,000 6730 - CAPITAL OUTLAY-TRANSPORTATION 0 0 0 238,200 0 0 0 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 6,622 9,428 1,487,370 0 2,717,000 2,717,000 1,944,000 1,944,000 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 0 0 0 6701 - TOTAL CAPITAL OUTLAY 0 6,622 9,428 1,725,570 0 2,717,000 2,717,000 1,944,000 1,944,000 6701 - TOTAL CAPITAL OUTLAY 0 0 0 0 6700 - TOTAL CAPITAL OUTLAY 0 6,622 9,428 1,725,570 0 2,717,000 2,717,000 1,944,000 1,944,000 6700 - TOTAL CAPITAL OUTLAY 0 0 0 0 6810 - CONSTRUCTION IN PROGRESS 0 0 4,173 3,546 6810 - CONSTRUCTION IN PROGRESS 0 27,734 0 0 6815 - EASEMENT/CONDEMNATION 0 0 0 0 6801 - TOTAL CONSTRUCTION COSTS 0 0 4,173 3,546 6801 - TOTAL CONSTRUCTION COSTS 0 27,734 0 0 6800 - TOTAL CONSTRUCTION COSTS 0 0 4,173 3,546 6800 - TOTAL CONSTRUCTION COSTS 0 27,734 0 0 6910 - BOND PRINCIPAL 0 0 0 165,000 0 170,000 170,000 180,000 180,000 6901 - TOTAL DEBT SERVICE 0 0 0 165,000 0 170,000 170,000 180,000 180,000 6900 - TOTAL DEBT SERVICE 0 0 0 165,000 0 170,000 170,000 180,000 180,000 7015 - DEBT SERVICE-INTEREST 80,981 62,142 29,902 42,650 26,144 38,700 38,700 29,370 29,370 7001 - TOTAL INTEREST AND FISCAL FEES 80,981 62,142 29,902 42,650 26,144 38,700 38,700 29,370 29,370 7000 - TOTAL INTEREST AND FISCAL FEES 80,981 62,142 29,902 42,650 26,144 38,700 38,700 29,370 29,370 7125 - ADMINI CHARGE TO OTHER FUNDS 300,000 339,660 348,000 360,000 180,000 370,000 370,000 380,000 380,000 7101 - TOTAL TRANSFERS 300,000 339,660 348,000 360,000 180,000 370,000 370,000 380,000 380,000 7101 - TOTAL TRANSFERS 0 0 0 0 7100 - TOTAL TRANSFERS 300,000 339,660 348,000 360,000 180,000 370,000 370,000 380,000 380,000 7100 - TOTAL TRANSFERS 0 0 0 0 1,480,070 2,178,896 2,028,243 4,056,320 521,528 5,300,775 5,300,775 4,609,710 4,609,710 380 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 69: STORM DRAINAGE UTILITY - 5505 Public Works Department COMPANY 5500: STORM DRAIN UTILITY JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 4150 Grants - Other Govt Units - 190,000 490,000 264,000 264,000 287,000 287,000 4918 Storm Drainage Charges 1,796,000 1,976,000 1,976,000 2,174,000 2,174,000 2,391,000 2,391,000 5010 Investment Interest 33,000 34,000 38,000 40,000 40,000 27,000 27,000 5399 Other Misc Revenue 5,000 5,000 5,000 5,000 5,000 5,000 Total 1,834,000 2,205,000 2,504,000 2,483,000 2,483,000 2,710,000 2,710,000 SALARIES 6110 Regular Employees 187,720 190,860 160,000 190,105 190,105 200,340 200,340 Includes 25% GIS Tech & 50% NR Tech 6113 Overtime - Reg 20,000 21,000 15,000 22,000 22,000 22,600 22,600 6123 Salaries - Other 7,595 6,560 6,560 8,225 8,225 7,815 7,815 6138 Medicare 3,120 3,165 3,165 3,195 3,195 3,345 3,345 6139 FICA 13,350 13,540 13,540 13,660 13,660 14,305 14,305 6141 Pension - PERA 16,150 16,380 16,380 16,525 16,525 17,305 17,305 6142 Worker's Compensation 10,095 11,520 11,520 8,760 8,760 9,530 9,530 6144 Long-Term Disability Insurance 535 545 545 605 605 635 635 6145 Hospital & Life Insurance 25,800 13,680 13,680 17,340 17,340 18,360 18,360 Position Changes Total 284,365 277,250 240,390 280,415 280,415 294,235 294,235 6211 SMALL TOOLS & EQUIPMENT UPS Replacement 3,000 500 3,000 3,000 - - Small tools for water quality & Rain Barrels 300 890 800 300 300 iPads for field staff (2)2,400 - 1,400 Total 2,700 3,890 2,700 3,300 3,300 - - 6212 MOTOR FUELS/OILS No lead Fuel 630 800 800 820 820 Diesel Fuel 3,200 3,500 3,500 3,600 3,600 Diesel Fuel Tax 400 400 400 400 400 Fluids, Coolant, misc.500 500 500 500 500 Oil 500 500 500 500 500 Total 5,230 5,700 5,700 5,820 5,820 6214 CHEMICALS Alum 950 - - - Barley Straw 400 450 - 500 500 - - Total 1,350 450 - 500 500 - - 6215 EQUIPMENT - PARTS Pumps Seals, Impellers, Valves, etc.8,700 9,000 9,000 9,500 9,500 10,000 10,000 Air Relief Valve Parts 880 900 900 920 920 950 950 Sweeper Parts - transfer from Streets 12,000 13,000 13,000 13,000 13,000 13,390 13,390 Sweeper Brooms - transfer from Streets 9,000 9,000 9,000 9,000 9,000 9,270 9,270 Total 30,580 31,900 31,900 32,420 32,420 33,610 33,610 6229 GENERAL SUPPLIES Catch Basin Castings, Mortar, Rings, Grates 8,232 4,000 4,000 3,500 3,500 3,500 3,500 Safety Equip - PPE 178 180 180 200 200 200 200 Pond outlet debris fence 1,566 800 800 850 850 900 900 Chimney Patch, RipRap, Matting 3,718 2,200 2,200 2,500 2,500 2,800 2,800 Water Quality General Supplies 796 1,000 1,000 1,000 1,000 Public Property/Easement Signs 2,000 2,000 2,000 2,000 1,000 1,000 Total 14,490 8,180 8,180 10,050 10,050 8,400 8,400 6231 LEGAL SERVICES Easement Acquisition - - - Total - - - - - - - 6235 CONSULTANT SERVICES Hearing Test, Respirator fit test, Drug, Hep B 90 95 - - - - - Drainage Modeling /TMDL Assistance 12,300 12,000 12,000 30,000 30,000 40,000 40,000 MN Stormwater Coalition 1,835 1,900 1,900 2,000 2,000 2,200 2,200 MS4/Surface Water Mgmt Plan Update (2 yrs)100,000 - - - - - - Blackdog WMO Annual Dues 15,000 15,000 15,000 15,000 15,000 16,000 16,000 Water Quality Analysis & Testing 9,700 9,800 9,800 10,000 10,000 10,500 10,500 Pond Debris Testing 850 900 900 1,200 1,200 Cedar Knolls Storm Lift Easement Acquisition 25,000 25,000 Survey Staking for Easement Signs 3,000 3,000 3,000 3,000 Cartegraph OMS On-line Conversion 10,000 Total 174,775 39,695 64,600 60,000 60,000 72,900 72,900 6237 TELEPHONES/PAGERS Cell Phones 325 325 625 625 625 625 Wireless Air Card 960 300 500 500 500 500 - 1,285 625 1,125 1,125 1,125 1,125 6239 PRINTING/PUBLISHING Project Plans 260 Educational Mtls for MS4/Blue Thumb 700 400 400 400 400 600 600 Educational Mtls for TMDL Requirement 700 500 500 500 500 700 700 Total 1,400 900 1,160 900 900 1,300 1,300 381 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 69: STORM DRAINAGE UTILITY - 5505 Public Works Department COMPANY 5500: STORM DRAIN UTILITY JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6240 C. SERVICE/GARBAGE REMOVAL Landfill Dumping Fees (from Streets beginning in 2019)12,000 12,000 12,000 12,000 12,000 12,000 Sump Catch Basin Matl Disposal 6,000 5,500 5,500 5,500 5,500 6,000 6,000 Pond Debris Disposal 4,125 4,125 4,000 4,125 4,125 4,200 4,200 Total 10,125 21,625 21,500 21,625 21,625 22,200 22,200 6249 OTHER CONTRACTUAL SERVICES Lake WQ / TMDL Projects >Alimagnet Projects (Per JPA Burnsville)9,700 9,900 9,900 10,000 10,000 11,000 11,000 >Keller Lake Projects (Per JPA Burnsville)8,700 9,000 9,000 9,250 9,250 9,500 9,500 >LacLavon Projects (Per JPA Burnsville)5,600 5,700 5,700 5,900 5,900 6,000 6,000 >Water Quality CAMP Program 2,700 4,000 4,000 4,225 4,225 4,500 4,500 >Raingarden Workshop (w/SWCD)700 - - - - >Rain Garden/Shoreline Grant Program 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Watershed Partners Annual Dues 750 800 - 850 850 4,000 4,000 >Wetland Health Eval. Program 3,000 4,500 4,500 4,700 4,700 4,900 4,900 > BMP Maintenance 10,000 70,000 55,000 80,000 80,000 80,000 80,000 >Iron Enhanced Sand Filter Maintenance 3,500 5,000 5,000 5,000 5,000 50,000 50,000 Long/Farquar TMDL Implement - >Fish Stocking 1,000 1,200 1,200 1,100 1,100 >Fish Removal - 8,000 - 8,000 8,000 >Farquar Weed Management 16,400 5,800 5,800 6,000 6,000 6,000 6,000 >Long Lake Weed Management 3,000 4,000 2,000 4,000 4,000 4,000 4,000 Lac Lavon & Scout Lakes - >WQ Monitoring 1,500 1,500 3,000 3,300 3,300 1,500 1,500 >Scout Lake Management Projects 2,500 2,500 2,500 3,000 3,000 3,000 3,000 Storm System Operations >Alarm Storm L.S. Monitoring 800 - >Sump CB Cleaning Contract Work 82,000 90,000 124,000 150,000 150,000 160,000 160,000 >Aerial Photos/Pictometry Dakota County JPA 800 900 900 950 950 1,000 1,000 Storm Water Monitoring Station - Whitney Pond 69,000 69,000 >Monitoring Equipment Farquar Storm Lift Rehab Design & Inspect 20,000 - 60,000 60,000 Total 177,650 227,800 237,500 429,175 429,175 351,500 351,500 6255 UTILITIES - ELECTRIC Lift Stations-Storm 62,000 64,000 70,000 72,000 72,000 75,000 75,000 Birger Pond - Elect. & Maint. w/Rsmt 800 800 800 800 800 800 800 Total 62,800 64,800 70,800 72,800 72,800 75,800 75,800 6265 REPAIRS - EQUIPMENT Lift Stations (Pumps, Impellers, Wear Rings)13,325 14,000 20,000 15,000 15,000 16,000 16,000 Electric Maintenance & Repair/TEGG 8,700 9,000 9,000 9,250 9,250 9,500 9,500 Pump Inspection 1,300 1,500 1,500 1,650 1,650 1,800 1,800 Lake Aeration Equipment - - 200 100 100 250 250 Total 23,325 24,500 30,700 26,000 26,000 27,550 27,550 6269 REPAIRS - OTHER Repair Storm Sewer Pipes and Structures 10,900 12,000 12,000 13,000 13,000 15,000 15,000 Catch Basin Casting Repairs 16,000 10,000 10,000 10,000 10,000 10,000 10,000 Conduit replacement Cobblestone & Hannover 4,000 NPDES/BMP Maintenance Projects 5,000 5,000 5,000 5,000 5,000 7,500 7,500 Total 35,900 27,000 27,000 28,000 28,000 32,500 32,500 6275 SCHOOL/CONF/EXP - LOCAL Wetland Training 300 450 450 900 900 900 900 GIS Education 1,000 1,000 1,000 1,000 1,000 1,000 1,000 ESRI Confernce - Duluth 1,000 1,000 1,000 1,000 1,000 1,100 1,100 MPWA Spring Conference - Director 310 310 100 310 310 410 410 MECA Conference 400 860 400 900 900 900 900 Water Resources Conf 275 300 650 300 300 650 650 Erosion Control Training 500 550 550 575 575 650 650 Total 3,785 4,470 4,150 4,985 4,985 5,610 5,610 6277 MILEAGE / AUTO Mileage 120 130 130 130 130 130 130 Total 120 130 130 130 130 130 130 6280 DUES & SUBSCRIPTIONS Asset Management Citizen App (split PW/San/Water)5,000 5,000 Cartegraph Support & Hosting 7,000 7,000 7,000 7,200 7,200 7,300 7,300 Total 7,000 7,000 7,000 7,200 7,200 12,300 12,300 6281 UNIFORM /CLOTHNG ALLOWANCE Uniforms 1,000 800 800 800 800 810 810 Total 1,000 800 800 800 800 810 810 6310 RENTAL EXPENSE Rentals 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Home & Garden Expo Booth (split with Nat.Res.)315 325 325 350 350 350 350 Total 1,315 1,325 1,325 1,350 1,350 1,350 1,350 6311 INSURANCE Insurance 7,000 16,900 16,900 17,400 17,400 21,000 21,000 Total 7,000 16,900 16,900 17,400 17,400 21,000 21,000 382 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 69: STORM DRAINAGE UTILITY - 5505 Public Works Department COMPANY 5500: STORM DRAIN UTILITY JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6399 OTHER CHARGES Water Quality Permits (aquatic weed removal)1,200 1,200 500 1,200 1,200 1,200 1,200 Total 1,200 1,200 500 1,200 1,200 1,200 1,200 6610 DEPRECIATION Depreciation 575,000 1,000,000 1,000,000 1,000,000 1,000,000 1,107,000 1,107,000 Total 575,000 1,000,000 1,000,000 1,000,000 1,000,000 1,107,000 1,107,000 6730 CAPITAL OUTLAY - VEHICLES Replace Elgin Street Sweeper 324 (Trade in - $15,000)235,000 Gap Vax Replacement 401 (Split 5365/5505)- 215,000 236,670 Replace Pick-up No. 603 23,800 - - - - - - Replace Vehicle No. 604 23,200 24,712 Total 258,800 238,200 261,382 - - - - 6735 CAPITAL OUTLAY - OTHER IMP Easement Acquisition 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Sediment Removal from Exist. Storm Ponds 85,000 90,000 90,000 52,000 52,000 90,000 90,000 Scout Lake Aerator (add electrical panel 2018)6,000 Briar Oaks Storm Lift Easements & Erosion Rpr 25,000 25,000 Alimagnet Install Weed/Leaf Device Split $ w/Burnsville - 30,000 30,000 Briar Oaks Improvements from Apartments, hill, water quaility 70,000 70,000 70,000 Hunters Wood add SCADA 30,000 Apple Valley High School storm main improvements 150,000 General Stormwater Improvements 100,000 100,000 100,000 100,000 100,000 110,000 110,000 Farquar Storm Lift #3 Lining (Temp repairs in '18, project in '20)20,000 - 790,000 790,000 Farquar Install 2 Sluice Gates 25,000 25,000 Hunters Wood Replace Check Valves 8,000 8,000 Highwood Way - Rebuild Catch Basin/Pipe 50,000 50,000 5527 133rd St Ct Pipe Separation 12,000 12,000 Hidden Ponds Storm Lift - Replace Pump (2-2021&22) 48 HP 20,000 20,000 CMF Infiltration Basin Repair & Add Sump Catch Basin 25,000 25,000 Cobblestone Storm Ceptor Add Concrete Taper At Base 15,000 15,000 Material Lot Storage Bin Canopies 10,000 10,000 Garland Ave & Garner Way Raise CB Structure to Grade 6,000 6,000 133rd St/Gossamer Storm Pipe Repairs 35,000 35,000 Cedar Knolls Pump Upgrade 45,000 45,000 Sunset Pond Improvements (AL-P8 Alimagnet Retrofits)40,000 260,000 Cobblestone Manor improvements (AL-P3 Alimagnet Retrofits)50,000 288,000 Redwood Pond improvements (KL-10)385,000 385,000 Erickson Park improvements (EVR-P27)260,000 260,000 2018 Street & Utliity Recon (Redwood, 133rd & 134th)525,000 2018 Street U Utility Recon (AV 12th)32,000 2019 Street & Utility Recon (JCRR )311,450 311,450 2019 Street & Utility Recon (AV 11th, 12th)637,920 637,920 2020 Street & Utility Recon (Cimarron Ph.1, Garden View)1,000,000 1,000,000 Regatta, JCRP & City Hall Pond Improvements 300,000 300,000 EVR-P7 & P55 Outlet Mods/Infiltration Bench Improvements 164,000 164,000 Stormwater Monitoring Improvements (Whitney Pond Ongoing)20,000 20,000 Pennock Park Improvements (KL-003-031) 203,000 203,000 Pilot Knob Structural Bmp Device for Farquar 160,000 160,000 Fawn Ridge Court Insulate Water Service Line 25,000 25,000 Alimagnet Park/Edgewood & Reflection Rd Improvements 30,000 30,000 2021 Street & Utility Recon (Cimarron Ph. 2; 133rd St.)704,000 704,000 Total 1,068,000 1,487,370 1,945,370 2,717,000 2,717,000 1,944,000 1,944,000 6910 BOND PRINCIPAL Principal 165,000 165,000 165,000 170,000 170,000 180,000 180,000 Total 165,000 165,000 165,000 170,000 170,000 180,000 180,000 7015 BOND INTEREST Interest 46,280 42,650 42,650 38,700 38,700 29,370 29,370 Total 46,280 42,650 42,650 38,700 38,700 29,370 29,370 7125 ADMIN FEE TO OTHER FUNDS General Fund 348,000 360,000 360,000 370,000 370,000 380,000 380,000 Total 348,000 360,000 360,000 370,000 370,000 380,000 380,000 TOTAL EXPENSES 3,301,960$ 4,054,320$ 4,547,492$ 5,300,775$ 5,300,775$ 4,609,710$ 4,609,710$ LESS CAPITAL OUTLAY (1,326,800)$ (1,725,570)$ (2,206,752)$ (2,717,000)$ (2,717,000)$ (1,944,000)$ (1,944,000)$ Total Exp without Capital Outlay 1,975,160$ 2,328,750$ 2,340,740$ 2,583,775$ 2,583,775$ 2,665,710$ 2,665,710$ 383 Notes: 384 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5800 62 5805 STREET LIGHT UTILITY Public Works DESCRIPTION OF ACTIVITY The Street Light Utility provides funding for the operation and maintenance of the street lights located throughout the City of Apple Valley. Approximately 3,428 street lights are located within the City. Dakota Electric Association maintains approximately 3,116 lights under a fixed rate program and the City owns and maintains approximately 312 lights along Cedar Avenue, Founders/153rd Street and Gaslight Drive. The street light system will continue to expand with future construction of the City’s street system. MAJOR OBJECTIVES FOR 2020 The major objective for 2020 within this business unit includes replacement of old HPS (High Pressure Sodium) lights to newer, energy efficient LED (Light Emitting Diode) lights as part of the City’s annual street improvement projects. It is also expected that a plan for the aging lighting along CSAH 42 will be developed in conjunction with the County’s Corridor Study for 42. MAJOR OBJECTIVES FOR 2021 The major objective for 2021 within this business unit includes continued replacement of old HPS (High Pressure Sodium) lights to newer, energy efficient LED (Light Emitting Diode) lights. This will be coordinated within the annual Street Improvement Program. IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Actual Projected Projected Item 2016 2017 2018 2019 2020 2021 Number of DEA Street Lights 3303 3330 3216 3116 3224 3224 Number of City Street Lights 302 305 308 312 312 312 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None 385 Summary Budget Street Light Utility - 5800, Dept 62 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Approved Approved Proposed Proposed Revenue: Utility Charges 500,877 507,360 522,977 502,000 515,000 550,000 566,000 Grants - - - - - - Other Revenue - - - - - - Investment Earnings 1,076 995 2,345 1,000 1,000 1,000 1,000 501,953 508,355 525,322 503,000 516,000 551,000 567,000 Expenditures: Salaries and Wages 1,755 1,941 1,514 5,000 6,000 3,000 3,000 Emp. Benefits 269 359 304 - - - - Supplies 12,785 3,685 - 8,385 14,635 14,780 15,360 Contractual Serv.25,444 37,711 49,470 37,475 45,799 55,200 56,370 Utilities 674 1,278 1,403 2,000 2,100 2,153 2,340 Utilities for Resale 388,811 430,885 419,207 420,000 462,000 420,000 430,000 Repairs & Maint.- - - - - - - Training/Travel/Dues - - 5,368 7,000 7,000 7,000 7,210 Other Exp. / Insurance 7,704 7,893 8,090 8,090 20,500 21,500 21,500 Capital outlay - - - 14,000 113,687 80,000 45,000 Transfer to Sewer Fund - 15,000 - - - - - Total 437,440 498,751 485,356 501,950 671,721 603,633 580,780 2020 Capital Outlay Street Project Cimarron and Surrey Trail (Ph. 1) $ 50,000 Street Project Gardenview Drive $ 30,000 $ 80,000 Continue phased LED street light conversion with annual street projects. 2020 Capital Outlay Street Project Cimarron and Surrey Trail (Ph. 2) $ 25,000 Street Project 133rd St. $ 20,000 $ 45,000 Continue phased LED street light conversion with annual street projects. 386 City of Apple Valley Department Expense Summary Budget Years (2020-2021) STREET LIGHT UTILITY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6113 - OVERTIME-REGULAR EMPLOYEES 1,755 1,941 1,514 6,000 0 3,000 3,000 3,000 3,000 6105 - SALARIES AND WAGES 1,755 1,941 1,514 6,000 0 3,000 3,000 3,000 3,000 6138 - MEDICARE 26 27 21 0 6139 - FICA 111 118 91 0 6141 - PENSIONS-PERA 132 146 113 0 6142 - WORKERS COMPENSATION 68 78 0 6125 - EMPLOYEE BENEFITS 269 359 304 0 6100 - TOTAL PERSONNEL SERVICES 2,024 2,300 1,819 6,000 0 3,000 3,000 3,000 3,000 6215 - EQUIPMENT-PARTS 12,785 3,685 0 14,635 0 14,780 14,780 15,360 15,360 6205 - SUPPLIES 12,785 3,685 0 14,635 0 14,780 14,780 15,360 15,360 6237 - TELEPHONE/PAGERS 1,604 699 803 4,144 232 5,200 5,200 5,370 5,370 6249 - OTHER CONTRACTUAL SERVICES 23,840 37,012 48,666 41,655 7,054 50,000 50,000 51,000 51,000 6230 - CONTRACTUAL SERVICES 25,444 37,711 49,470 45,799 7,286 55,200 55,200 56,370 56,370 6255 - UTILITIES-ELECTRIC 674 1,278 1,403 2,100 796 2,153 2,153 2,340 2,340 6250 - UTILITIES 674 1,278 1,403 2,100 796 2,153 2,153 2,340 2,340 6260 - REPAIRS AND MAINTENA 0 0 0 0 6280 - DUES & SUBSCRIPTIONS 5,368 7,000 7,000 7,000 7,000 7,210 7,210 6270 - TRNG/TRAVL/DUES/UNIF 5,368 7,000 7,000 7,000 7,000 7,210 7,210 6200 - TOTAL OPERATING COSTS 38,902 42,673 56,241 69,534 15,083 79,133 79,133 81,280 81,280 6311 - INSURANCE-PROPERTY/LIABILITY 7,704 7,893 8,090 20,500 10,250 21,500 21,500 21,500 21,500 6301 - OTHER EXPENDITURES 7,704 7,893 8,090 20,500 10,250 21,500 21,500 21,500 21,500 6300 - TOTAL OTHER EXPENDITURES 7,704 7,893 8,090 20,500 10,250 21,500 21,500 21,500 21,500 6540 - TAXABLE MISC FOR RESALE 3,950 0 6545 - NON-TAXABLE MISC FOR RESALE 388,811 430,885 415,257 462,000 201,202 420,000 420,000 430,000 430,000 6501 - TAXABLE/NON-TAXABLE MISC RESAL 388,811 430,885 419,207 462,000 201,202 420,000 420,000 430,000 430,000 6500 - TOTAL EXPENDITURES 388,811 430,885 419,207 462,000 201,202 420,000 420,000 430,000 430,000 6735 - CAPITAL OUTLAY-OTHER IMPROVEME 0 0 0 113,687 0 80,000 80,000 45,000 45,000 6701 - TOTAL CAPITAL OUTLAY 0 0 0 113,687 0 80,000 80,000 45,000 45,000 6700 - TOTAL CAPITAL OUTLAY 0 0 0 113,687 0 80,000 80,000 45,000 45,000 7110 - TRANSFER TO OTHER FUNDS 15,000 0 0 7101 - TOTAL TRANSFERS 15,000 0 0 7100 - TOTAL TRANSFERS 15,000 0 0 437,440 498,751 485,356 671,721 226,534 603,633 603,633 580,780 580,780 387 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 62: STREET LIGHT UTILITY - 5805 (5801 Revenue, 5805 Expenses) Public Works Department COMPANY 5800: STREET LIGHT UTILITY JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 4919 REVENUE Street Light Utility Charges 502,000 515,000 515,000 550,000 550,000 566,000 566,000 Interest Revenue 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total 503,000 516,000 516,000 551,000 551,000 567,000 567,000 6113 Overtime - Reg (Street Light Survey 3x Annually)5,000 6,000 2,000 3,000 3,000 3,000 3,000 Total 5,000 6,000 2,000 3,000 3,000 3,000 3,000 6215 EQUIPMENT - PARTS Light Bollards Founders Ln-Damaged Equip 3,670 3,780 1,000 3,780 3,780 3,860 3,860 City Owned Street Lights - Damaged Equip 4,715 4,855 1,000 11,000 11,000 11,500 11,500 Elecsys Street Light Monitoring System 6,000 6,000 Total 8,385 14,635 8,000 14,780 14,780 15,360 15,360 6237 TELEPHONE / PAGERS Gopher State One Call Locates City-owned 2,625 2,704 2,300 3,700 3,700 3,820 3,820 Elecsys Light Monitoring Service (air time)1,440 800 1,500 1,500 1,550 1,550 Total 2,625 4,144 3,100 5,200 5,200 5,370 5,370 6249 OTHER CONTRACTUAL SERVICES Electric Locating Service 14,500 12,000 9,000 9,000 9,000 9,000 9,000 Electrician - Repair Damaged City-owned Lights 3,550 6,650 9,500 10,000 10,000 10,000 10,000 Cedar Ave Street Light Maint Contract 6,800 7,005 15,000 15,000 15,000 15,000 15,000 Cartegraph Conversion to On-line 10,000 - - 0 0 Repaint Ring Route Lighting 14,000 16,000 16,000 16,000 16,000 17,000 17,000 Total 48,850 41,655 49,500 50,000 50,000 51,000 51,000 6255 UTILITIES - ELECTRIC Electric for Traffic Signals - City + County 2,000 2,100 1,700 2,153 2,153 2,340 2,340 Total 2,000 2,100 1,700 2,153 2,153 2,340 2,340 6280 DUES & SUBSCRIPTIONS Cartegraph On-line Licenses 7,000 7,000 7,000 7,000 7,000 7,210 7,210 Total 7,000 7,000 7,000 7,000 7,000 7,210 7,210 6311 INSURANCE Street Lights 8,090 20,500 20,500 21,500 21,500 21,500 21,500 Total 8,090 20,500 20,500 21,500 21,500 21,500 21,500 6545 NON-TAXABLE MISC FOR RESALE Street Light Electric Charges 420,000 462,000 430,000 420,000 420,000 430,000 430,000 Total 420,000 462,000 430,000 420,000 420,000 430,000 430,000 6735 CAPITAL OUTLAY - OTHER IMP Street Project - AV 11th & 12th 25,000 26,000 Street Project - Johnny Cake Ridge Road 88,687 135,000 Street Project - Gardenview Drive 30,000 30,000 Street Project - Cimarron & Surrey Trail 50,000 50,000 25,000 25,000 Street Project - 133rd St.20,000 20,000 Total - 113,687 161,000 80,000 80,000 45,000 45,000 TOTAL EXPENSES 501,950$ 671,721$ 682,800$ 603,633$ 603,633$ 580,780$ 580,780$ REVENUE 503,000$ 516,000$ 516,000$ 551,000$ 551,000$ 567,000 567,000 388 COMPANY DEPARTMENT BUSINESS UNIT ACTIVITY 5600 60 5605 CEMETERY Public Works DESCRIPTION OF ACTIVITY The Cemetery Fund provides for the operation and maintenance of Lebanon Cemetery located at the intersection of Pilot Knob Road and 150th Street (County Road 42). The City of Apple Valley acquired the original 10 acre cemetery in 1998 to ensure the continued operation and general upkeep of the property. Lebanon Cemetery has space for an additional 8,000 burials based on the expansion of three acres along Embry Path. The development of the new area will allow the main entrance to be moved off the County Road system and to come from the east off Embry Path. SERVICE CATEGORIES Management and operations of the Lebanon Cemetery is provided by Public W orks Department staff using city-owned equipment and contractual services from private companies. The following services are provided within this division. 1.Cemetery Management and Lot Sales Provide sales of cemetery lots and cremation niches Assist customers with interment service arrangements Manage interment records in accordance with State requirements and industry standards 2.Interment Services Provide interments within columbarium structures and cremation boulders Excavate traditional graves through contract with a private excavation contractor Excavate cremation graves by City staff using city-owned equipment Restore lawn turf for interment sites 3.Maintenance of Grounds Provide turf mowing and trimming through contract with a commercial lawn maintenance company Repair and maintain lawn sod, trees and landscaping throughout the cemetery grounds Repair and maintain internal driveways, parking lots, boundary fence, entrance monuments, street lights, irrigation, and plow snow during the winter season 389 MAJOR OBJECTIVES FOR 2020 and 2021 The acquisition of an additional three acres in 2013 established the final easterly boundary of the cemetery site. In 2018, the interior road from the east entrance was constructed, along with improvements to the existing roadway and construction of a maintenance pad area. A coated chain link fence was installed along the southern property line. In 2019, an extension of the existing decorative fence and brick pillars are planned along CSAH 42, Embry Path and Pilot Knob Road. The construction of a cemetery shelter for off site services is also planned. Trees which will border the new fence and interior roadway to enhance the visual aesthetics of the cemetery are planned to be installed. In 2020, development of another boulder cremation area and the addition of a fourth columbarium are planned to meet the growing need for cremation interments. As the cemetery expands, the addition of a paved walkway is planned from east to west through the center section of the cemetery leading to the shelter feature. In 2021, the installation of a grounds maintenance building is planned for storage of cemetery equipment and supplies needed to care for the cemetery and conduct interments. Fencing and screening of the maintenance area is planned for security of equipment and aesthetics of the cemetery. The addition of a Veterans Memorial honoring all branches of the armed forces is planned in cooperation with area military entities such as the American Legion and VFW . IMPACT MEASURES / PERFORMANCE INDICATORS Actual Actual Actual Projected Projected Projected Item 2016 2017 2018 2019 2020 2021 Lot / Niche Sales – Resident 42 83 43 45 52 65 Lot / Niche Sales – Non Resident 33 25 19 25 23 25 Lot / Niche Sales Total 75 108 62 70 85 90 Number of Burials 46 58 35 45 55 65 Regular Status Personnel Schedule – FTE’s Adopted Adopted Adopted Adopted Proposed Proposed Position Title 2016 2017 2018 2019 2020 2021 None 390 Summary Budget Department 60 Cemetery 2016 2017 2018 2018 2019 2020 2021 Actual Actual Actual Adopted Proposed Proposed Proposed Revenue: Sales 160,491 187,229 150,393 130,030 170,400 180,600 191,700 Other Revenues 225 310 310 2,050 2,112 2,000 2,000 Investment Earnings 9,613 7,114 11,280 8,000 8,240 4,000 4,000 170,329 194,653 161,983 140,080 180,752 186,600 197,700 Expenditures: Salaries & Wages 2,319 3,022 986 2,700 2,700 2,750 2,750 Emp. Benefits 449 591 195 615 625 625 625 Supplies 8,460 13,422 5,954 12,775 16,865 13,750 7,792 Contractual Serv.22,748 76,598 46,686 49,360 44,083 45,088 45,465 Utilities 1,284 1,588 1,397 2,345 2,410 2,800 2,852 Repairs & Maint.- - 1,280 1,321 410 410 Training/Travel/Dues 781 809 5,540 8,515 8,550 8,740 8,815 Other Exp.5,684 12,127 7,448 11,930 15,885 18,213 23,883 Depreciation 19,064 19,311 20,767 19,475 19,475 19,500 19,500 Other Not Capitalized - 102 - - - - Total Exp 60,789 127,468 89,074 108,995 111,914 111,876 112,092 Net Income 109,540 67,185 72,909 31,085 68,838 74,724 85,608 Change in Cash Less Capital Outlay (22,561) (132,079) (446,266) (400,500) (376,500) (255,000) (105,500) Add: Depreciation 19,064 19,311 20,767 19,475 19,475 19,500 19,500 Net Change in Cash 57,292 14,700 (336,425) (272,030) (245,111) (123,624) 26,092 2020 Capital Outlay: Columbarium $ 50,000 East Concrete Walkway $ 55,000 Boulder Area New Development $ 45,000 $ 150,000 2021 Capital Outlay: Grounds Maintenance Building $ 35,000 Pilot Knob Gate, Fence & Screen Maint. Pad, Landscape Design $ 15,000 Columbaria Planter & Benches $ 5,500 Veterans Memorial $ 50,000 $ 105,500 391 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CEMETERY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6110 - SALARY-REGULAR EMPLOYEES 249 0 0 0 6113 - OVERTIME-REGULAR EMPLOYEES 2,070 3,022 986 2,700 848 2,750 2,750 2,750 2,750 6105 - SALARIES AND WAGES 2,319 3,022 986 2,700 848 2,750 2,750 2,750 2,750 6138 - MEDICARE 33 42 14 40 12 40 40 40 40 6139 - FICA 141 181 58 165 50 165 165 165 165 6141 - PENSIONS-PERA 174 227 74 205 64 205 205 205 205 6142 - WORKERS COMPENSATION 101 140 49 215 13 215 215 215 215 6125 - EMPLOYEE BENEFITS 449 591 195 625 138 625 625 625 625 6100 - TOTAL PERSONNEL SERVICES 2,768 3,613 1,181 3,325 986 3,375 3,375 3,375 3,375 6210 - OFFICE SUPPLIES 25 0 0 0 6211 - SMALL TOOLS & EQUIPMENT 2,521 5,449 3,791 2,281 40 8,855 8,855 1,750 1,750 6214 - CHEMICALS 19 0 6229 - GENERAL SUPPLIES 5,914 7,973 2,144 14,584 785 4,895 4,895 6,042 6,042 6205 - SUPPLIES 8,460 13,422 5,954 16,865 826 13,750 13,750 7,792 7,792 6205 - SUPPLIES 0 0 0 0 6231 - LEGAL SERVICES 0 0 2,585 150 0 155 155 150 150 6234 - CITY ENGINEER CONSULTANT SERV 2,855 88 6234 - CITY ENGINEER CONSULTANT SERV 15,680 0 0 6235 - CONSULTANT SERVICES 211 27,888 15,296 4,223 13,070 4,330 4,330 4,460 4,460 6239 - PRINTING 0 0 0 210 151 215 215 215 215 6240 - CLEANING SERVICE/GARBAGE 0 154 0 0 6249 - OTHER CONTRACTUAL SERVICES 22,537 32,877 25,950 39,500 7,693 40,388 40,388 40,640 40,640 6230 - CONTRACTUAL SERVICES 22,748 60,919 46,686 44,083 21,001 45,088 45,088 45,465 45,465 6230 - CONTRACTUAL SERVICES 0 15,680 0 0 6255 - UTILITIES-ELECTRIC 909 1,038 758 1,189 593 1,070 1,070 1,070 1,070 6257 - UTILITIES-PROPANE/WATER/SEWER 375 550 639 1,221 114 1,730 1,730 1,782 1,782 6250 - UTILITIES 1,284 1,588 1,397 2,410 707 2,800 2,800 2,852 2,852 6265 - REPAIRS-EQUIPMENT 0 0 0 1,321 0 410 410 410 410 6260 - REPAIRS AND MAINTENA 0 0 0 1,321 0 410 410 410 410 6276 - SCHOOLS/CONFERENCES/EXP OTHER 510 724 0 1,120 0 1,150 1,150 1,150 1,150 6277 - MILEAGE/AUTO ALLOWANCE 0 0 0 260 0 240 240 240 240 6280 - DUES & SUBSCRIPTIONS 160 85 5,540 7,170 7,140 7,350 7,350 7,425 7,425 6281 - UNIFORM/CLOTHING ALLOWANCE 112 0 0 0 6270 - TRNG/TRAVL/DUES/UNIF 781 809 5,540 8,550 7,140 8,740 8,740 8,815 8,815 6200 - TOTAL OPERATING COSTS 33,273 76,738 59,576 73,229 29,674 70,788 70,788 65,334 65,334 6200 - TOTAL OPERATING COSTS 0 15,680 0 0 6310 - RENTAL EXPENSE 0 495 0 0 385 2,000 2,000 2,000 2,000 6311 - INSURANCE-PROPERTY/LIABILITY 4,400 2,200 4,600 4,600 4,770 4,770 6312 - TAXES/SPECIAL ASSESSMENTS 1,673 1,547 1,485 1,720 712 1,763 1,763 1,763 1,763 6324 - CREMATION VAULTS 1,744 2,588 0 1,800 0 2,000 2,000 1,200 1,200 6325 - COLUMBARIUM 2,270 4,851 3,856 4,870 2,615 3,800 3,800 5,200 5,200 6326 - CREMATION BOULDER 0 852 0 1,195 537 1,750 1,750 6,550 6,550 6333 - GENERAL-CASH DISCOUNTS -2 -39 0 0 6351 - VISA/BANK CHARGES 1,834 2,107 1,900 1,239 2,300 2,300 2,400 2,400 6301 - OTHER EXPENDITURES 5,684 12,127 7,448 15,885 7,688 18,213 18,213 23,883 23,883 6301 - OTHER EXPENDITURES 0 0 0 0 392 City of Apple Valley Department Expense Summary Budget Years (2020-2021) CEMETERY Object Account 2016 Actual 2017 Actual 2018 Actual 2019 Council Adopted Original 06/30/19 YTD Actual 2020 Dept Proposed 2020 Admin Recommend 2021 Dept Proposed 2021 Admin Recommend 6300 - TOTAL OTHER EXPENDITURES 5,684 12,127 7,448 15,885 7,688 18,213 18,213 23,883 23,883 6300 - TOTAL OTHER EXPENDITURES 0 0 0 0 6610 - DEPRECIATION 19,064 19,311 20,767 19,475 11,178 19,500 19,500 19,500 19,500 6601 - TOTAL DEPRECIATION 19,064 19,311 20,767 19,475 11,178 19,500 19,500 19,500 19,500 6600 - TOTAL DEPRECIATION 19,064 19,311 20,767 19,475 11,178 19,500 19,500 19,500 19,500 6740 - CAPITAL OUTLAY-MACH/EQ/OTHER 0 0 102 376,500 0 255,000 255,000 105,500 105,500 6701 - TOTAL CAPITAL OUTLAY 0 0 102 376,500 0 255,000 255,000 105,500 105,500 6700 - TOTAL CAPITAL OUTLAY 0 0 102 376,500 0 255,000 255,000 105,500 105,500 6810 - CONSTRUCTION IN PROGRESS 0 0 0 -20,446 6801 - TOTAL CONSTRUCTION COSTS 0 0 0 -20,446 6800 - TOTAL CONSTRUCTION COSTS 0 0 0 -20,446 7101 - TOTAL TRANSFERS 0 0 0 0 7100 - TOTAL TRANSFERS 0 0 0 0 60,789 127,468 89,074 488,414 29,080 366,876 366,876 217,592 217,592 393 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 60: CEMETERY - 5605 Public Works Department COMPANY 5600: CEMETERY FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND REVENUE 4610 Lot Sales 94,000 120,000 80,000 105,000 130,000 110,000 110,000 4612 Grave/urn Digging 30,000 40,000 65,000 65,000 40,000 70,000 70,000 4613 Monument/Marker Locating 2,600 4,000 3,250 4,000 4,000 4,500 4,500 4614 Cremation Vaults 1,280 2,400 2,430 2,400 2,400 2,700 2,700 4615 Holiday/Weekend Fee 2,150 4,000 6,000 4,200 4,200 4,500 4,500 5010 Investment Interest 8,000 8,240 4,000 4,000 4,000 4,000 5399 Other Misc Revenue 2,050 2,112 2,000 2,000 2,000 2,000 Total 140,080 180,752 156,680 186,600 186,600 197,700 197,700 SALARIES 6113 Overtime - Regular 2,700 2,700 2,000 2,750 2,750 2,750 2,750 6138 Medicare 40 40 40 40 40 40 40 6139 FICA 165 165 165 165 165 165 165 6141 Pension - PERA 205 205 205 205 205 205 205 6142 Worker's Compensation 205 215 215 215 215 215 215 Total 3,315 3,325 2,625 3,375 3,375 3,375 3,375 6211 SMALL TOOL & EQUIPMENT Hand Tools 335 346 346 355 355 Metal Detector - Monument Locator 1,150 1,185 1,000 1,200 1,200 Ground Thawing Equip - Replacement 6,150 - Cremation Vault Stand - Holland 3,000 3,000 Trimmer 200 200 250 250 Backpack Blower 250 250 300 300 Mantis Tiller 300 300 Auger Bits 2,500 2,500 Compactor 3,000 3,000 Tent - - - - Total 7,635 2,281 2,096 8,855 8,855 1,750 1,750 6229 GENERAL SUPPLIES Tree/Shrub/Annual Flower Replacement 1,955 2,013 2,013 2,065 2,065 2,127 2,127 Pulverized Dirt 495 509 509 520 520 536 536 Seed 545 563 563 575 575 592 592 Flags, Carpet, Wood, etc. 1,070 1,104 1,104 1,130 1,130 1,164 1,164 Hydroseed Supplies 575 595 595 605 605 623 623 Temporary Name Plates 500 500 Lot Markers 500 600 1,000 1,000 Signage 3,500 3,500 Concrete Storage Bins 4,800 4,800 Map Stand 1,000 1,000 Total 5,140 14,584 15,184 4,895 4,895 6,042 6,042 6231 LEGAL SERVICES Legal Services Fees 150 150 150 155 155 150 150 Total 150 150 150 155 155 150 150 6235 CONSULTANT SERVICES Engineering & Surveying (New area) 15,000 4,223 15,000 4,330 4,330 4,460 4,460 Total 15,000 4,223 15,000 4,330 4,330 4,460 4,460 6239 PRINTING/PUBLISHING News Ads, Brochures, Deeds, etc.210 210 210 215 215 215 215 Total 210 210 210 215 215 215 215 6249 OTHER CONTRACTUAL SERVICES Grave Excavation 11,000 11,500 11,500 11,788 11,788 11,800 11,800 Cartegraph Conversion to On-line 10,000 - - - Lawn Service 13,000 27,500 27,500 28,000 28,000 28,840 28,840 Irrigation Service 500 500 600 600 1,200 1,200 Total 34,000 39,500 39,000 40,388 40,388 40,640 40,640 6255 UTILITIES - ELECTRIC Lighting 1,050 1,070 1,070 1,070 1,070 1,070 1,070 Irrigation 115 119 119 120 120 240 240 Total 1,165 1,189 1,070 1,070 1,070 1,070 1,070 6257 UTILITIES - OTHER LP for Thawing Ground 215 221 221 230 230 237 237 Water for Irrigation 965 1,000 1,000 1,500 1,500 1,545 1,545 Total 1,180 1,221 1,221 1,730 1,730 1,782 1,782 6265 REPAIRS - EQUIPMENT Fencing, Misc.390 401 - 410 410 410 410 Parking Lot Lights 890 920 - 945 945 945 945 Total 1,280 1,321 - 410 410 410 410 394 CITY OF APPLE VALLEY 2020 BUDGET ACCOUNT DETAIL DEPT 60: CEMETERY - 5605 Public Works Department COMPANY 5600: CEMETERY FUND JDE 2018 2019 2019 2020 2020 2021 2021 ACC'T DESCRIPTION COUNCIL COUNCIL YEAR END DEPT ADMIN DEPT ADMIN ADOPTED ADOPTED PROJECTED PROP RECOMMEND PROP RECOMMEND 6276 SCHOOL/CONF/EXP - OTHER MAC Conference 1,100 1,120 600 1,150 1,150 1,150 1,150 Total 1,100 1,120 600 1,150 1,150 1,150 1,150 6277 MILEAGE/AUTO ALLOWANCE MAC Conference 210 215 25 200 200 200 200 Other 45 45 - 40 40 40 40 Total 255 260 25 240 240 240 240 6280 DUES & SUBSCRIPTIONS MN Association of Cemeteries 160 170 170 175 175 175 175 Cartegraph On-line Licenses 7,000 7,000 7,000 7,175 7,175 7,250 7,250 Total 7,160 7,170 170 7,350 7,350 7,425 7,425 6310 Rental Expense Tree Sprayer, Excavator 2,000 2,000 2,000 2,000 6311 INSURANCE 4,400 4,600 4,600 4,770 4,770 - 4,400 - 4,600 4,600 4,770 4,770 6312 SPECIAL ASSESSMENTS Assessments on the land purchased 1,670 1,720 1,500 1,763 1,763 1,763 1,763 Total 1,670 1,720 1,500 1,763 1,763 1,763 1,763 6324 CREMATION VAULTS Purchase vaults 2,600 1,800 1,800 2,000 2,000 1,200 1,200 Total 2,600 1,800 1,800 2,000 2,000 1,200 1,200 6325 COLUMBARIUM Niche Plaques 2,600 3,600 3,600 3,800 3,800 4,000 4,000 Vases 1,260 1,270 - - - 1,200 1,200 Total 3,860 4,870 3,600 3,800 3,800 5,200 5,200 6326 CREMATION BOULDERS Boulders 4,800 4,800 Scrolls 1,500 725 725 1,000 1,000 1,000 1,000 Emblems 600 250 250 450 450 450 450 Portraits 500 220 220 300 300 300 300 Total 2,600 1,195 1,195 1,750 1,750 6,550 6,550 6351 VISA/BANK CHARGES 1,200 1,900 2,100 2,300 2,300 2,400 2,400 Total 1,200 1,900 2,100 2,300 2,300 2,400 2,400 6610 DEPRECIATION 19,475 19,475 19,475 19,500 19,500 19,500 19,500 Total 19,475 19,475 19,475 19,500 19,500 19,500 19,500 6740 CAPITAL OUTLAY - OTHER ITEMS Columbarium - - 50,000 50,000 Fence 200,000 250,000 305,000 Replat Cemetery 16,000 Funeral Off-site Burial Structure Feature 50,000 - 50,000 50,000 Concrete walk way - West curb to Center Section 55,000 - 55,000 55,000 Driveway from Embry - Internal Roads 175,000 Security Cameras 15,000 15,000 Trees (Moved to 2019)9,500 9,500 Concrete walk way - East curb to Center Section 55,000 55,000 Boulder area development 45,000 45,000 Irrigation - Extend into New Area 6,500 6,500 Grounds Maintenance Building 35,000 35,000 Master Plan Improvements-Gates @ Pilot Knob 15,000 15,000 Landscape Design - Shelter, Feature Area Columbarium Planter & Benches, Bench 5,500 5,500 Veterans Memorial 50,000 50,000 Total 400,500 376,500 329,500 255,000 255,000 105,500 105,500 Total Net of Personnel 506,180 485,089 433,896 363,501 363,501 214,217 214,217 TOTAL EXPENSES 509,495$ 488,415$ 436,521$ 366,876$ 366,876$ 217,592$ 217,592$ LESS CAPITAL OUTLAY (400,500)(376,500)(329,500)(255,000)(255,000)(105,500)(105,500) Total Exp without Capital Outlay 108,995 111,915 107,021 111,876 111,876 112,092 112,092 395 12/13/2019 1 2020 Budget and Tax Levy Budget & Levy Adoption December 12, 2019 Truth in Taxation Meeting •Purpose of meeting is to present proposed budget to public •Receive public comment •Adopt Budget and Levy for coming year •Purpose is not to address market values •Market value determination is part of County spring process •County Assessors Office 651-438-4200 12/13/2019 2 Budget Process •Begins with Council Goal Setting, Mar 1, 2019 •Staff prepares two year budget to address Council Goals and operational needs •Council discussed the budget @ informal worksessions (Aug. 22 and Sept. 12 in ‘19) •Preliminary Budget and Levy Adopted in early September •County Send Notices of Estimated Tax Impacts •Council Adopts Budget and Levy in December Budget Climate •Economy slowing •State Budget currently experiencing surplus, projections improved •$1.3B projected surplus for ’20-’21 (State Revenue Dept. Forecast-Dec ‘19) •$2.4B reserves projected for ’20-’21 (State Revenue Dept. Dec ‘19) •Likely no change for Apple Valley •Levy Limits expired after 2014 •Overall residential property values rising: 7.9% •Results in loss of Homestead MVE for homeowner •Overall commercial property values improving slightly w/ 1.9% appreciation and new construction of 0.16% 12/13/2019 3 TOTAL BUDGET Total Budget –All Funds – ’20 Expense General Fund $35,385,705 39% Enterprise Funds $37,620,787 42% Road Fund $12,943,500 14%All other Funds $4,762,240 5% Total Budget - All Funds - Expenditures $90,712,232 12/13/2019 4 Total Budget –All Funds – ’20 Expense Personal Services 27,140,180 30% Other Operating Costs 15,865,567 18% Items for Resale 7,687,390 8% Capital Outlay & Depreciation 32,907,970 36% Debt Service 891,875 1% Transfers out & Adm. Fees 6,219,250 7% Total Budget - All Funds - Expenditures $90,712,232 Total Budget –All Funds – ’20 Revenues Taxes 25,986,895 33% User & Franchise Fees 30,364,623 39% Intergovernmental Revenue 4,471,750 6% Licenses and Permits 1,754,875 2% Other Revenues (fines, interest, etc) 1,641,838 2% Debt Issued -0% Transfers/adm. fee 14,236,188 18% Total Budget - All Funds - Revenues $78,456,169 12/13/2019 5 Total Budget –All Funds – ’20 Revenues Taxes 25,986,895 33% User & Franchise Fees 30,364,623 39% Intergovernmental Revenue 4,471,750 6% Licenses and Permits 1,754,875 2% Other Revenues (fines, interest, etc) 1,641,838 2% Debt Issued -0% Transfers/adm. fee 14,236,188 18% Total Budget - All Funds - Revenues $78,456,169 2020 Budget – Items of Note •Levy increases 3.91% •3rd Lowest of 13 comparable cities •Median home EMV increasing 7.09% (8.16% TMV) •Tax Impact to Median Value Home up 5.5%, or $55/yr,$4.58/mo. •Loss of Homestead Market Value Exclusion (MVE) accounts for $6 of increase •Utility Rates- typical user: •Water rate up 5% $2.48/qtr or $0.83/mo •Sewer rate up 5% $5.90/qtr or $1.97/mo •Storm water rate up 10% $1.95/qtr or $0.65/mo •Street lights up 3% $0.17/qtr or $0.05/mo •Total 5.6% $8.02/qtr or $2.67/mo 12/13/2019 6 2020 Budget – Items of Note (cont’d) •Pavement Management Levy increase: $103,000, or 3% •2020 General Election $194,000 increase •Emerald Ash Borer response up $147,000 •Full time positions included: •Police Officer Communication / Media Specialist •Utility Operator Streets Maintenance Operator •Liquor – business continues to improve •’20 budgeted sales 1.1% higher than projected 2019 •’19 projected sales 0.7% higher than ’19 original budget •Water Meter Replacement Program continues $2.0M/year 2020 Budget – Items of Note (cont’d) •Street Maintenance Program @ $12.9M: •Cimarron Ct. •Garden View: •Whitney to CR 46 •Redwood to CR42 •Equipment: •7 police cars •Snow plow •Park & Streets Pickups •Park Mowers •Pickleball Courts •Fire Station #1,#3 -roofs •AVCC – Gym Curtains •AV Updates (AVCC & Senior Center) •JCRP East Restroom Impr. •Park- Path Overlays •Senior Center – Boiler Update •Meter replacement program $2M 12/13/2019 7 GENERAL FUND 2020 General Fund Revenues Taxes 73% Franchise Fees & Other Taxes 2% Licenses & Permits 5% State Police & Fire Relief Aid 2% Park & Rec Chgs & Rents 4% Other Charges for Services & Rents 5% Fines & Penalties 1% Other Revenues 1%Transfers In, Admin Charges & Reserves 7% General Fund Revenues 2020 Proposed $35,385,705 12/13/2019 8 2020 General Fund Expenses Personal Services, $22,297,650 , 63% Commodities / Other, $8,038,235 , 23% Capital Outlay, $1,317,820 , 4% Transfer to Road Impr. Fund, $3,540,000 , 10%Transfer to Muni Bldg Fund, $192,000 , 0% General Fund Expenses $35,385,705 2020 General Fund Expenses by Dept. Police $10,496,640 Fire $2,578,623 Park & Recreation $5,865,400 Public Works $6,440,334 Street Maintenance Program $3,540,000 General Government $2,266,893 Community Development $1,046,230 Finance & IT $2,044,965 Unallocated $1,106,620 General Fund Expenses $35,385,705 12/13/2019 9 VALUATION INCREASES AND TAX IMPACTS Overall Property Values Increase 7.74% Property Class Payable 2019 Payable 2020 (prelim) Change 2019 to 2020 Residential $4,495,488,125 $4,848,551,969 7.85% Comm./ Industrial $541,112,800 $552,220,900 2.05% Utility $12,398,500 $12,270,200 -1.03% Agricultural $3,272,200 $1,228,500 -62.46% Cabins $275,400 $304,100 10.42% Apartments $498,992,452 $569,782,856 14.19% Personal Property $48,141,300 $48,608,500 0.97% Total $5,599,680,777 $6,032,967,025 7.74% 12/13/2019 10 Median Value Home Increases 6.97% to $277,700 for 2020 $241,400 $186,000 $259,600 $277,700 $170,000 $190,000 $210,000 $230,000 $250,000 $270,000 $290,000 2008200920102011201220132014201520162017201820192020PrelimTax Payable Year Assessors Estimated Market Value Median Value Homesteaded Residential TAX IMPACTS TO MEDIAN VALUED HOME 12/13/2019 11 Sample Calculation (City portion only) Property Value 277,700 Less Homestead MV Exclusion (12,247) = Taxable Market Value 265,453 State Class Rate 1.0% = Tax Capacity 2,655 Property Tax rate 38.71% = Gross taxes paid 1,028$ Plus Referendum 45 Property Tax Dollars Paid ‐ City 1,073$ Sample House Example #1 Median Valued Home pay 2020 •Market Value $ 277,700 that experienced 6.97% increase (8.03% in TMV) •Represents the Median Sample Home in Apple Valley •Levy for proposed 2020 increases by $1,031,000 or 3.91% •Changes Tax Extension/Tax Capacity Rate from 39.60% to 38.71% •Represents 50% of homes at this level or lower Property Taxes 2019 2020 Change City 974 1,028 $ 54 City Referendum 44 45 $1 Total 1,018 1,073 $ 55 % Change 5.5% 12/13/2019 12 Where Your Tax Dollars Go: Police $333 Park & Recreation $159 Public Works $136 Street Maintenance Program $122 Fire $76 General Government $71 Debt Service $49 Community Development $35 Finance & IT $64 Unallocated $28 Share of Annual Property Tax Bill of $1,073 AV Taxes on Median Valued Home Compares Favorably to Similar Communities (Pay 2020 Prelim) $1,569 $1,391 $1,341 $1,287 $1,202 $1,109 $1,102 $1,098 $1,090 $1,075 $1,073 $1,058 $1,055 $1,016 27.983% 36.763% 31.642% 44.776% 50.118% 34.568% 38.721% 43.164% 32.842% 39.506% 38.718% 32.474% 35.210% 25.770% $‐ $250 $500 $750 $1,000 $1,250 $1,500 $1,750 Edina Minnetonka Eden Prairie St. Louis Park Brooklyn Park Lakeville Rosemount Burnsville Maple Grove Bloomington Apple Valley Woodbury Eagan Plymouth (% in bar is Tax Capacity Extension Rate) $ in bar is the median valued home in that city $ 267,500 Median Value Home $ 338,700 Median Value Home $ 283,800 Median Value Home $ 378,550 Median Value Home $ 328,500 Median Value Home $ 2 $ 277,700 Median Value Home $ 327,400 Median Value Home $ 548,500 Median Value Home $ 247,800 Median Value Home $ 297,950 Median Value Home $ 295,200 Median Value Home $ 413,800 Median Value Home $ 393,000 Median Value Home $ 300,000 Median Value Home Using Median Value in each community means half of the homes pay more and half pay less than this in each community Includes Road Reconstruction Levy 12/13/2019 13 AV City Taxes on Median Valued Home Compares Favorably to Other Dakota County Communities (pay 2020 TNT value) $1,619 $1,483 $1,287 $1,279 $1,278 $1,248 $1,109 $1,102 $1,098 $1,073 $1,055 38.545% 72.016% 51.289% 58.795% 50.731% 63.691% 34.568% 38.721% 43.164% 38.718% 35.210% $‐ $250 $500 $750 $1,000 $1,250 $1,500 $1,750 Mendota Heights West St. Paul Inver Grove Hghts Hastings Farmington South St. Paul Lakeville Rosemount Burnsville Apple Valley Eagan (% in bar is Tax Capacity Extension Rate) $ in bar is the median valued home in that city $ 328,500 Median Value Home $ 295,200 Median Value Home $ 223,100 Median Value Home $ 265,300 Median Value Home $ 2 $ 277,700 Median Value Home $ 267,500 Median Value Home $ 409,200 Median Value Home $ 233,700 Median Value Home $ 264,300 Median Value Home $ 214,000 Median Value Home $ 300,000 Median Value Home Includes Road Reconstruction Levy PROPERTY TAX LEVY 12/13/2019 14 Property Tax Levy Components Levy Component 2019 2020 Difference %Increase General Fund $21,214,055 $22,093,895 879,840 4.1% Street Maintenance (Levy Support)3,437,000 3,540,000 103,000 3.0% Muni Bldg Fund 186,000 196,000 10,000 5.4% Ice Arena Support 121,000 121,000 - 0.0% Debt Service – Voter Approved 993,800 1,016,230 22,430 2.3% Debt Service– all Other Levy 398,145 413,875 15,730 4.0% Total $26,350,000 $27,381,000 $1,031,000 3.9% Apple Valley's Preliminary Total Tax Levy – Increase Favorable in Comparison to Comparable Cities (pay 2020 December ) Source: Minnetonka Survey – Dec. 2019 7.4% 7.4%7.0%7.0% 6.1%6.0% 6.0%5.5%5.0%4.8% 3.9%3.5% 1.7% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 12/13/2019 15 Truth in Taxation Notice Calls •Two Contacts Received in response to notice •One concerning Homestead Market Value Exclusion •One concerning Homestead status shown on notice •Property Value/Class/Status questions directed to County •COUNTY ASSESSORS OFFICE 651-438-4200 State of Minnesota Property Tax Refund Programs •State of MN Offers Two Programs Available for Owners of Homestead Property and Renters •Based on Household Income and the Property Taxes Paid on your Principal Place of Residence •Homestead Credit Refund •For 2018 Total Household Income Maximum of $113,150 in 2018, Maximum Refund of $2,770 •Max Renter refund $2,150 (max Household income is $61,320) •Property Taxes that exceed between 1.7% or 2.5% – based on income •Owned and lived in home on 1-2-19 •Classified as Homesteaded Property •Full or Part Year resident •May not be claimed as a dependent by others •Special Property Tax Refund •Eligible if Net Property Tax Increased by more than 12 Percent, and Increase was at least $100. Maximum Refund of $1,000. •More Information Available at:www.taxes.state.mn.us 12/13/2019 16 Senior Citizens' Property Tax Deferment •Is Administered by the State of Minnesota •Must be 65 years old •Household income is $60,000 or less •Must have lived in home at least 15 years •Mortgage balance must be < 75% of property value •Property taxes exceeding 3% of net income •State pays remaining tax as a low interest loan •Unpaid tax and interest becomes lien on property •The lien must be paid at the time of sale •Source: MN Statute 290B Disabled Veteran M.V. Exclusion •Is administered by Dakota County •70%Service connected disability - >MV Exclusion up to $150,000 •100% Service connected disability - >MV Exclusion up to $300,000 •Must have V.A. certification of service connected disability •Also applies to surviving spouses and primary care givers •Source: Dakota County 12/13/2019 17 To Summarize •Continues goal of the City Council to not Specially Assess for the annual street and infrastructure maintenance program. •2020 levy support = $3,540,000, avg. increase 4% since inception •Addresses the City Council Adopted Goals •Addresses Costs of 2020 General Election - $194,000 •Increased Emerald Ash Borer response - $147,000 •Residential Property taxes on Median Valued Home will rise 5.5% ($55 per year, $1,018 to $1,073) •Additional information available on website •www.ci.apple-valley.mn.us Action Items •Conduct Truth in Taxation meeting •Consider Resolution Adopting 2020 Proposed Budget and Property Tax Levy I T E M: 5.D. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: A dopt Resolution A uthorizing Transfer from L iquor Fund to General F und for 2019 S taff Contact: Ron Hedberg, Finance Director Department / Division: Finance Department AC T I O N RE Q UE S T E D: Adopt the resolution authorizing the transfer of $660,000 from the Liquor Fund to the General Fund for 2019. S UM M ARY: Each December the C ity Council approves the yearly transfer from the Liquor Fund to the General Fund. Since 2002, a total of $8,880,000 has been transferred to support General Fund operations. T he 2019 budget included $660,000 in transfers from the liquor operations to the General Fund. T his transfer directly benefits property owners in Apple Valley. B AC K G RO UND: For 2019, the C ity Council has directed that these amounts transferred are to support the purchase of Fire T hermal Imagers, T hree Police Vehicles, 800Mhz Radios and to support recreation programs in the community and thereby lowering the property tax levy. T he following table recaps the projects and equipment supported by the transfer from the liquor fund over the past five years. Annual Municipal L iquor Store Transfers Support the Community Amount Expenditure Supported by Annual Transfer 2014 $600,000 Two Snow Plow Trucks, Five Police Squad C ars, and Park & Recreation Activities 2015 $600,000 Six Police Squad Cars, Snow Plow Truck, and Park & Recreation Activities 2016 $630,000 Fire Engine (Pumper), One Police Squad C ar, and Park & Recreation Activities 2017 $630,000 Fire C ommand Van, Police Squad C ar, Parks Tractor/Snowplow, and Parks & Recreation Activities 2018 $630,000 Fire Self-Contained Breathing Apparatus, Fire Rescue Response Truck, T hree Police Vehicles and Parks & Recreation Activities 2019 $660,000 Fire T hermal Imagers, T hree Police Vehicles, 800Mhz Radios and Parks and Recreation Activities B UD G E T I M PAC T: T he General Fund included a $660,000 budgeted transfer from the Liquor Fund in 2019. AT TAC HM E NT S : Resolution Presentation CITY OF APPLE VALLEY RESOLUTION NO. 2019-___ RESOLUTION AUTHORIZING THE 2019 TRANSFER FROM THE LIQUOR FUND TO THE GENERAL FUND WHEREAS, the 2019 General Fund budget included a transfer from the Liquor Fund in the total Amount of $660,000.00; and WHEREAS, there is sufficient money in the liquor fund to meet the fund’s operating costs and to make the transfer to the General Fund. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that effective December 31, 2019, the amount of $660,000 shall be transferred from the Liquor Fund to the General Fund to support recreation activities in addition to public safety capital expenditures. ADOPTED this 12th day of December, 2019. Mary Hamann-Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk 12/2/2019 1 Liquor Transfer ‐2019 TRANSFERS FROM LIQUOR FUND TO GENERAL FUND TOTALS $8,880,000 SINCE 2002 $235,000$285,000$390,000$400,000$440,000$440,000$440,000$440,000$485,000$525,000$525,000$525,000$600,000$600,000$630,000$630,000$630,000$660,000$660,0002002200320042005200620072008200920102011201220132014201520162017201820192020 12/2/2019 2 Annual Municipal Liquor Store Transfers Support the Community Year Amount Expenditures Supported by Annual Transfer 2014 $600,000 Two Snow Plow Trucks, Five Police Squad Cars and Parks & Recreation Activities 2015 $600,000 Six Police Squad Cars, Snow Plow Truck and Parks & Recreation Activities 2016 $630,000 Fire Engine (Pumper), One Police Squad Car and Parks & Recreation Activities 2017 $630,000 Fire Command Van, Police Squad Car, Parks Tractor/Snowplow and Parks & Recreation Activities 2018 $630,000 Fire Self Contained Breathing Apparatus, Fire Rescue Response Truck, Three Police Vehicles and Parks & Recreation Activities 2019 $660,000 Fire Thermal Imagers, Three Police Vehicles, 800Mhz Radios and Parks and Recreation Activities 2020 Proposed $660,000 Seven Police Vehicles, Fire Dept. Hydraulic Tools, 800Mhz Radios and Parks and Recreation Activities 2021 Proposed $680,000 Six Police Vehicles, Fire Department Ladder Truck, 800 Mhz Radios and Parks and Recreation Activities Action Requested Adopt Resolution Authorizing the 2019 Transfer from the Liquor Fund to the General Fund I T E M: 5.E. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: City Fee S chedule S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: 1. Hold a public hearing on the proposed Fee Schedule. 2. Adopt the resolution approving the City's Fee Schedule, effective J anuary 1, 2020. S UM M ARY: Attached for your consideration is a resolution approving the C ity's Fee Schedule, which sets fees and charges for various products and services. If approved, the Fee Schedule would be effective J anuary 1, 2020. T he fees and text that are currently in effect appear in black. T he amendments are listed under "Proposed Fees" or in red. Proposed changes include additions, deletions, and revisions to cemetery fees, C ity fees and materials, consultant and engineering services, building inspections and permits, licenses and permits, subdivision and development fees, utility fees, and zoning. T he Departments/Divisions submitting changes indicate the proposed rates more accurately reflect costs associated with the same or are a result of increased fees being charged the City. Inspections, license, and permit fees were revised to recover costs. T he Engineering News Record (EN R) cost index for last year was 5.92%. Water, sewer, and storm drainage utility trunk charges and construction-related items were increased 3.0%. Water, sanitary sewer, storm drainage and street light utility quarterly/monthly charges have increased 5%, 5%, 10% and 3%, respectively. In addition to the changes mentioned above, other minor modifications were made in order to help clarify and simplify the schedule. B AC K G RO UND: Proper notice of the public hearing was published as required by law. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Exhibit Resolution Exhibit Description Current Fees Proposed Fee Required by Section CEMETERY FEES 92.15 $1,150.00 $1,210.00 $2,300.00 $2,420.00 $1,550.00 $1,630.00 $3,100.00 $3,260.00 $1,460.00 $1,535.00 $2,920.00 $3,070.00 $1,980.00 $2,080.00 $3,960.00 $4,160.00 $570.00 $685.00 $1,140.00 $1,370.00 $960.00 $1,155.00 $1,920.00 $2,310.00 $700.00 $840.00 $1,400.00 $1,680.00 $1,090.00 $1,310.00 $2,180.00 $2,620.00 Resident Non- resident Resident Non-resident $1,960.00 $3,920.00 $2,270.00 $4,540.00 $2,060.00 $4,120.00 $2,385.00 $4,770.00 Non-resident with marker privileges Additions 31/32/33: Original Cemetery Lot Sales/Addition 10: Resident with monument privileges Non-resident with monument privileges Non-resident with marker privileges Non-resident with marker privileges Additions 11/12: Addition 30: Resident with marker privileges Non-resident with marker privileges Resident with monument privileges Resident with marker privileges Non-resident with monument privileges Resident with marker privileges Non-resident with monument privileges Resident with monument privileges Non-resident with monument privileges Addition 34: Resident with monument privileges Resident with marker privileges Single Boulder Double Boulder Page 1 Description Current Fees Proposed Fee Required by Section Resident Non- resident Resident Non-resident 1 $1,040.00 $2,080.00 $1,550.00 $3,100.00 $1,705.00 $3,410.00 2 $1,100.00 $2,200.00 $1,650.00 $3,300.00 $1,815.00 $3,630.00 3 $1,170.00 $2,340.00 $1,750.00 $3,500.00 $1,925.00 $3,850.00 4 $1,290.00 $2,580.00 $1,940.00 $3,880.00 $2,135.00 $4,270.00 5 $1,360.00 $2,720.00 $1,980.00 $3,960.00 $2,180.00 $4,360.00 6 $1,230.00 $2,460.00 $1,850.00 $3,700.00 $2,035.00 $4,070.00 $1,700.00 $3,400.00 N/A N/A Administrative Transfer $15.00 $16.00 per document Columbarium Niche Name Plate (additional or inscription)$350.00 $370.00 Columbarium Niche Vase $160.00 $170.00 Cremation Boulder Emblem $180.00 $190.00 Cremation Boulder Portrait $300.00 $315.00 Cremation Boulder Scroll (each additional)$400.00 $420.00 Interment/(Opening) and Disinterment Fees: Columbarium niche (includes memorialization plaque $540.00 $570.00 and one inscription) Columbarium niche re-open and close $175.00 $185.00 Cremation boulder (includes 2 scrolls)$650.00 $685.00 Vault - adult (over four feet)$1,500.00 $1,575.00 Vault - child (two feet one-inch to four feet)$850.00 $895.00 Vault - cremation $900.00 $945.00 Vault - infant (under two feet)$600.00 $630.00 Monuments and Markers Locating Fee $130.00 $135.00 Outer Cremation Container $130.00 $140.00 Overtime Fee $130.00 $135.00 Right of Subsequent Burial (second, third, etc.)50% of current lot cost Title Change Fee (owner deceased)$55.00 $58.00 per certificate Weekend/Holiday Fee (any activity)$600.00 $630.00 Double NicheSingle Niche Level 6 Corner Additions 50/51: Page 2 Description Current Fees Proposed Fee Required by Section CITY FEES AND MATERIALS Administrative Processing: $50.00 $50.00 Tax-exempt conduit bonds Up to $10,000,000.00 1% 0.5% Host City approval (minimum $5,000.00)0.125% Antenna Site Leases: 1 - 9 antennas (annual)$32,000.00 $33,120 Each additional antenna or reserve space of antenna (annual)$2,000.00 $2,070.00 Annual lease adjustment 3.5% or CPI Escrow - equipment upgrades/modifications (administration and Actual cost plus 10% plan review, agreement modifications and amendments, engineering and field inspections) Escrow - new installation (engineering and field inspections)Actual cost plus 10% Ground space - 300 sq. ft. Included in lease Ground space - greater than 300 sq. ft. (annual)$3.00 New installation application fee (administration review and $2,500.00 $2,600.00 sq. ft. agreement preparation) Small cell application fee (first five sites)$500.00 97.11 each site after first five $100.00 Copies: CD $5.00 DVD's of meetings $25.00 Oversized commercial building plans $5.00 Photocopies $0.25 False Alarm Charges:130.42 $350.00 Fourth and each subsequent Police response in any calendar year $120.00 Franchise Fees and Other Fees Charged by Franchise Holders:119 Cable: Percent of gross revenues 5%119.28 Cable: PEG fee $.75 mo. 119.27(D)(1) month: Single family residential 2% Multiple family residential 2% Over $10,000,000.00 (whichever is greater or negotiable) Electric: Percent of gross on each account not to exceed $25.00 per Fourth and each subsequent Fire response in any calendar year Nuisance invoice Special assessment (plus interest as adopted by resolution) Page 3 Description Current Fees Proposed Fee Required by Section Commercial/Industrial 2% Institutional 2% Gas: (None established at this time)119.52 Maps: Land use $2.50 Street - color (first one to residents/AV businesses no charge)$2.50 Zoning $2.50 Property/Ownership Information from Dakota County PID System $5.00 35.25 (per address) Police & Fire Services: Accident photos (compact disc)$5.00 Audio tape copies of statements (compact disc)$5.00 Dog license owners list $50.00 Finger printing non-resident (2 sets of cards)$20.00 Finger printing resident (2 sets of cards)$10.00 Letters of clear record $10.00 Police and Fire background check for daycare/foster care $6.00 Police extra-duty pay rate (minimum 4-hour charge)$78.00 $81.00 hour (effective December 1, 2018) Squad car/body worn camera DVD copies $5.00 Return Check Charge $30.00 Special Assessment - County Processing $4.60 per parcel Special Assessment Search - Written Copy $25.00 Utility New Customer List - Electronic File $50.00 Zoning Compliance Letter $36.00 $37.00 Acutal cost of labor and materials Page 4 Description Current Fees Proposed Fee Required by Section CONSULTANT AND ENGINEERING FEES 153.79 City Engineering Design and Contract Administration Fee Table: City Engineering Hourly Rates: Assistant City Engineer $125.00 $130.00 City Engineer $147.00 $152.00 Civil Engineer $103.00 $107.00 Engineering/Construction Technician I $77.00 $80.00 Engineering/Construction Technician II $88.00 $91.00 Engineering/Construction Technician III $101.00 $105.00 Engineering Intern $48.00 $50.00 GIS Technician $93.00 $96.00 Natural Resources Coordinator $98.00 $101.00 Public Works Technician $81.00 $84.00 Water Quality Technician $87.00 $90.00 Legal Hourly Rates (Dougherty, Molenda, Solfest, Hills & Bauer, P.A.): Development work $248.55 $253.30 Municipal Attorney $161.70 $165.00 Municipal Paralegal $100.00 $103.25 $500,000.00 - $750,000.00 $750,000.00 - $1,000,000.00 $1,000,000.00 - $2,000,000.00 Fee = % of Construction Cost 7.20% 5.40% Construction Cost $0 - $250,000.00 $250,000.00 - $500,000.00 5.10% 4.70% 5.90% Page 5 Description Current Fees Proposed Fee Required by Section INSPECTIONS AND PERMITS Building Permits, Fire Alarm Systems, and Fire Suppression Systems:150.04 & 93.21 Commercial Flat Rate Permit Fees (plus state surcharge):150.04 Commercial fireplace $116.00 $120.20 Commercial flat roofing $470.00 $472.80 Commercial interior demolition $123.70 Commerical pitched roof $164.00 Electrical Permits and Inspections (plus state surcharge):150.04 Carnival/event (minimum fee)$185.40 $186.50 Commerical annual maintenance $543.20 Commercial circuit/feeder: 0-200A up to 240V $7.60 $7.65 each 201-800A up to 240V $14.70 $14.80 each 0-200A above 240V $18.70 $18.80 each 201-800A above 240V $36.30 $36.50 each Concrete encased electrode $42.20 $42.50 Luminaire retrofit modifications $0.34 $0.35 per fixture 501.00 to 2,000.00 $1,302.50 for the first $100,000.00, plus $7.40 for each additional $1,000.00 or fraction thereof, to and including $500,000.00 $7,352.50 for the first $1,000,000.00, plus $4.80 for each additional $1,000.00 or fraction thereof 1,000,001.00 and up 100,001.00 to 500,000.00 $845.00 for the first $50,000.00, plus $9.15 for each additional $1,000.00 or fraction thereof, to and including $100,000.00 25,001.00 to 50,000.00 $52.00 $1.00 to $500.00 50,001.00 to 100,000.00 Fee $4,262.50 for the first $500,000.00, plus $6.18 for each additional $1,000.00 or fraction thereof, to and including $1,000,000.00 Total Valuation 500,001.00 to 1,000,000.00 $510.00 for the first $25,000.00, plus $13.40 for each additional $1,000.00 or fraction thereof, to and including $50,000.00 2,001.00 to 25,000.00 $52.00 for the first $500.00, plus $3.70 for each additional $100.00 or fraction thereon, to and including $2,000.00 $107.50 for the first $2,000.00, plus $17.50 for each additional $1,000.00 or fraction thereof, to and including $25,000.00 Page 6 Description Current Fees Proposed Fee Required by Section Manufactured home $42.20 $42.50 New one or two family dwelling: Maximum of 400 ampere and 0-30 circuits $170.00 $171.00 31 or more circuits $7.60 $7.65 each New multi-family structures: Up to 20 circuits (max of 3 trips)$100.00 $100.60 per unit Permit fee and/or trip charge (minimum): 1 trip charge (ex: final inspection only)$42.20 $42.50 2 trip charge (ex: rough in and final inspection)$84.20 $85.00 3 trip charge (ex: rough in, in floor heat, final inspection)$126.20 $127.50 Power service fee: 0-400 ampere $42.20 401-800 ampere $71.60 801 ampere and above $120.50 Reattachment of exterior electrical components: Commercial buildings (hotels, motels, apartments, and $42.20 $42.50 each businesses) Residential buildings (townhomes, duplexes, and $42.20 $42.50 base condominiums) Multiple units for townhomes, duplexes, and condominiums $23.70 $23.80 each Reconnection of feeder or circuit $2.40 each Recreational vehicle site $42.20 $42.50 Retrofit of existing fixtures $0.34 Separate bonding/grounding inspection $42.20 $42.50 Service upgrade (1 trip up to 30 circuits)$100.00 Service upgrade (each additional circuit over 30)$7.65 Service upgrade with remodel (up to 3 trips and up to 30 circuits)$170.00 Solar PV Installation: 0-5,000 watts $93.00 $93.60 5,001-10,000 watts $155.00 $155.90 10,001-20,000 watts $232.00 $233.40 20,001-30,000 watts $309.00 $310.90 30,001-40,000 watts $386.00 $388.30 40,001-1,000,000 watts $386.00 $388.30 Each additional 10,000 watts over 40,000 $37.50 $37.70 1,000,001-5,000,000 watts $4,094.00 $4,118.60 Each additional 10,000 watts over 1,000,000 $25.00 $25.20 5,000,001 watts and larger $11,134.00 $11,201.10 Each additional 10,000 watts over 5,000,000 $15.00 $15.10 Street, parking lot, outdoor lighting, and traffic standard $6.20 $6.25 each Swimming pools (commercial and residential)$84.20 $84.90 Tech circuits - alarm communication, remote control, $1.05 $1.10 and signal circuit (0-50 volts) Page 7 Description Current Fees Proposed Fee Required by Section Transformers for light, heat, and power: Up to 10 KVA $18.00 $18.10 each 11 KVA or more $36.05 $36.25 each Fire Flat Rate Permit Fee - Contract Valuation Multiplies by (plus state surcharge)$0.0163 Heating, Ventilation, Air Conditioning (HVAC), and Refrigeration Permits 150.04 and Inspections (plus state surcharge): Residential fees for new construction (built to IRC): Fireplace $119.50 $120.20 Furnace only $119.50 $120.20 1 furnace and 1 A/C $119.50 $120.20 More than 1 furnace and/or A/C $167.00 $168.00 All other residential (gas lines, bath fans, etc.) (minimum)$67.00 $67.40 Commercial fees (built to IBC) valuation multiplies by $0.0163 (minimum $75.00) State surcharge - permit fee multiplies by $0.0005 (minimum as determined by state - $1.00) Other Inspections and Fees (plus state surcharge): Avolve application fees for down payment (non-refundable): Fire/building/plumbing/mechanical/NRMP 25%of permit fee Electrical $50.00 Health-licensing inspections (minimum ½ hour charge)$67.00 $67.40 per hour Investigation fee for work without a permit (not to exceed permit fee)$67.00 $67.40 per hour Inspections for which no fee is specifically indicated $67.00 $67.40 per hour (minimum ½ hour charge) Inspections outside of normal business hours $92.00 $92.60 per hour Move overweight structure $119.50 $120.20 New tenant inspection fee (minimum ½ hour charge)$67.00 $67.40 per hour Outdoor seating $67.00 $67.40 per trip Re-inspection fee: First re-inspection $34.00 $34.20 Each inspection thereafter $67.00 $67.40 Reissuance of certificate of occupancy inspection (minimum ½ hour $67.00 $67.40 per hour charge) Reproduction of on-site permit inspection card $67.00 per hour (minimum 1 hour charge) Special inspection fee $92.00 $92.60 per trip Page 8 Description Current Fees Proposed Fee Required by Section Plan Review Fee:150.04 Additional plan review required by changes, additions, or $67.00 $67.40 per hour revisions to approved plans (minimum ½ hour charge) Commercial electrical plan review $87.60 $88.10 per hour Cursory plan review of State reviewed projects for delegated 25%of permit fee inspections Percent of building permit fee 65%of permit fee Percent of fire permit fee/fire sprinkler, suppression, and alarm 65%150.01/93.21 Plan review fee for similar plans previously reviewed 25%of permit fee Pre-plan review fee (no existing permit)$67.00 $67.40 per hour (minimum ½ hour charge) Plumbing Permits & Inspections (plus state surcharge):150.04 Plumbing installations: Commercial fee (built to IBC) valuation multiplies by $0.0163 (minimum $75.00) Residential fee (built to IRC) per plumbing fixture $12.60 $12.70 (minimum $65.00 $67.00) Residential fee up to 2 valve replacements $26.00 $26.20 (water meter replacement program only) Backflow prevention (commercial and residential)$67.00 $67.40 Water heater or water softener $67.00 $67.40 Public Right of Way Excavation $31.00 $32.00 96.06 Public Right of Way Obstruction Permit $163.00 $169.00 97.05(A) Public Right of Way Management Permit: Excavation permit (up to 100 linear feet)$178.00 $184.00 97.05 For every 1 linear foot in excess of 100 linear feet $0.21 $0.22 Obstruction permit $60.00 $62.00 97.05 Registration fee $46.00 $47.00 97.04 Residential Flat Rate Permit Fees (plus state surcharge): Attic insulation (existing home) $123.00 $123.70 Chimney repair $125.00 $125.80 Deck $163.00 $164.00 Deck repair $123.00 $123.70 Demolition $123.00 $123.70 Drain tile (exterior)$163.00 $164.00 Fence (seven feet or higher)$123.00 $123.70 Mobile home installation $182.00 $183.10 Retaining wall over four feet high $163.00 $164.00 Page 9 Description Current Fees Proposed Fee Required by Section Retaining wall over eight feet high $203.00 $204.20 Roofing - re-roof single family home $163.00 $164.00 Roofing - multi-family attached homes (minimum 2 $75.00 $75.50 per unit attached units) Roofing and siding combination (one residential home)$252.00 $253.50 Roofing repair $123.00 $123.70 Siding $163.00 $164.00 Siding - multi-family attached homes (minimum 2 attached units)$75.50 per unit Siding repair $123.00 $123.70 Swimming pool (in or above ground) $123.00 $123.70 Window and door replacement (all changes and installs)$123.00 $123.70 Service Connection Inspection (plus state surcharge):150.04 Combination sanitary sewer, storm sewer, and water $67.00 $67.40 Sanitary sewer $67.00 $67.40 Storm sewer $67.00 $67.40 Water $67.00 $67.40 State Surcharge Determined by state 150.04 Subsurface Sewage Treatment System (plus state surcharge)51.58 New installation $515.00 $518.10 Repair or upgrade $82.00 $82.50 Vacation of Public Easements $180.00 $183.00 153.31 Page 10 Description Current Fees Proposed Fee Required by Section LICENSES AND PERMITS Adult Uses: Adult establishments $5,000.00 110.19 Adult accessory use - high impact $2,000.00 110.19 Investigation fee $1,500.00 110.19 Change in corporation, partnership, or association $500.00 110.24 Amendment to license $75.00 110.25 Alcoholic Beverages: 3.2 percent malt liquor:111.22(A) Off-sale $200.00 On-sale $500.00 On-sale temporary (up to 10 days)$50.00 Application fee $250.00 111.25(A) Consumption and display of intoxicating liquor:111.51 Private club $300.00 Public place $300.00 Temporary (1 day)$25.00 Intoxicating and concessionaire liquor: Off-sale $200.00 111.42 On-sale: liquor sales under $275,000.00 $5,300.00 liquor sales $275,001.00 to $700,000.00 $6,700.00 liquor sales over $700,000.00 $8,000.00 On-sale club: under 200 members $300.00 201 to 500 members $500.00 501 to 1000 members $650.00 1001 to 2000 members $800.00 2001 to 4000 members $1,000.00 4001 to 6000 members $2,000.00 over 6000 members $3,000.00 On-sale cocktail room $600.00 111.42 On-sale Sunday $200.00 On-sale temporary liquor (1 to 4 days)$50.00 111.38 Application fee $500.00 111.25 Page 11 Description Current Fees Proposed Fee Required by Section Malt liquor: Off-sale $200.00 111.41 Off-sale Sunday $50.00 On-sale brewer taproom $600.00 111.40 On-sale Sunday $200.00 Application fee $500.00 111.25 Wine:111.22(A) On-sale $1,500.00 Application fee $500.00 Additional investigation/application fees:11.25(A) Amendment to license $100.00 Change in club director, officer, or committee member $120.00 Change in officer $120.00 Change in operating manager $120.00 Change in ownership or control $120.00 Civil penalty:111.37 First violation $500.00 Second violation within 24 months $750.00 Third violation with in 24 months $1,500.00 Fourth violation with in 24 months Determined by City Council Annual Residential Parking Permit:$30.00 155.373 Cats: Animal pickup $30.00 Boarding fee $18.00 per day Cremation/disposal of animal $30.00 Quarantine boarding for cats $20.00 per day Euthanasia of animal $21.00 Catteries:91.05 Origination fee $78.00 Annual fee $75.00 Christmas Tree Sale Lots:114.21 License $107.00 Clean up deposit $200.00 Page 12 Description Current Fees Proposed Fee Required by Section Coin Operated Amusement Devices:112.03(A) Per location $15.00 Plus per machine $15.00 Dogs: 2-year licenses:91.15 Male or female $20.00 Duplicated tag $5.00 Animal pickup $30.00 Boarding fee $28.00 per day Cremation/disposal of animal $40.00 Quarantine boarding for dogs $30.00 per day Euthanasia of animal $21.00 Dangerous dog registration:91.20 Annual fee $75.00 Registration tag $5.00 Warning symbol sign $14.00 Hobby kennels:91.05 Origination fee $78.00 Annual fee $75.00 Extractions/Commercial Sand and Gravel:150.15(A) Initial application fee $4,100.00 $4,166.00 Annual fee $10,932.00 $11,107.00 Escrow deposit $11,392.00 $11,574.00 Fireworks - Consumer Sales:120.03 Indoor retail sales $100.00 Outdoor retail sales $350.00 Fuel Dispensing Facility (per fueling position)$70.00 $72.00 116.02(A) Gambling License Investigation Fee $250.00 112.35 Garbage and Refuse Collections:50.04 First truck $175.00 $180.00 Each additional truck $65.00 $67.00 Page 13 Description Current Fees Proposed Fee Required by Section Manufactured Home Park:151.04(A) Application fee $220.00 Annual inspection fee $55.00 151.06 Additional inspection fee for parks with over 25 $2.00 ea. lot occupied lots Final permit fee $7.00 ea. lot Massage Therapy Business:123.03(B) Application fee $300.00 Initial investigation fee $300.00 Additional investigation/application fees: Change in owner/officer $120.00 Change in on-site manager $120.00 Amendment to license $75.00 Massage Therapist:123.03(B) New application fee $110.00 $112.00 Renewal application fee $82.00 Outdoor Promotion Permit $5.00 Pawnbroker or Pawnbroker and Precious Metal Dealer:117.07 Annual license fee $8,800.00 Deposit on investigation $2,500.00 Amendment to license $500.00 New operating officer investigation $120.00 Transaction records fee $2.00 per record Reporting failure fee $160.00 day Photograph failure fee $160.00 day Peddlers and Solicitors:114.03 Annual (per person)$130.00 $132.00 Temporary (per person)$84.00 Precious Metal Dealers Only:117.07(A) Annual license fee: 50 or fewer transactions $250.00 More than 50 transactions $500.00 Deposit on investigation fee $500.00 Amendment to license $75.00 New operating officer investigation $120.00 Transaction records fee $2.00 per record Page 14 Description Current Fees Proposed Fee Required by Section Reporting failure fee $160.00 day Photograph failure fee $160.00 day Signage:154.04 Business signs $178.00 $180.00 Additional fee for business signs over 40 sq. ft.$1.00 per sq. ft. Handling fee for removal from right-of-way $15.00 Monument signs $1,851.00 $1,880.00 Re-face existing sign $5.00 Temporary sign permit $5.00 Variance $286.00 $290.00 Special Event Permit: Permit application fee 100-500 participants $50.00 Over 500 participants $100.00 Tobacco or Tobacco Products (2-year license)$510.00 115.03 Civil penalty:111.37 First violation $75.00 Second violation within 24 months $200.00 Third and subsequent violation(s) within 24 months $250.00 Tree Work $50.00 152.43 Vending Cart $175.00 $178.00 118.03 Page 15 Description Current Fees Proposed Fee Required by Section SUBDIVISION AND DEVELOPMENT FEES Commercial/Multiple Residential Site Plan Review:$248.00 $252.00 153.21 Escrow Fees: $216.00 $2,170.00 $4,340.00 $6,988.00 $2,894.00 $2,894.00 $5,784.00 $1,085.00 $1,085.00 $1,085.00 $724.00 $724.00 $724.00 $1,085.00 $724.00 $724.00 NOTES: 1 These are escrow deposits with minimums/maximums; they are not intended to be actual charges. 2 This planned development escrow is not required if it is processed as part of a subdivision application for which and escrow is being collected. 3 These escrows are not required if a subdivision escrow has been collected as part of the same application. Application Escrow Amount Interim Use Permit (when site plan is involved)3 Final plat Sketch plan Site plan review/building permit authorization $1,068.00 Minor/corrective subdivision $2,136.00 minimum for single family $1,068.00 Comprehensive Plan Amendment3 Final subdivision application1 Preliminary subdivision $213.00 per acre Conditional Use Permit3 $4,272.00 minimum for commercial/industrial and townhouses/multiples Preliminary planned development2 $6,878.00 maximum Waiver of subdivision (initial deposit)1 Variance $713.00 $2,848.00 for 1 to 3 lots - initial deposit Final planned development3 $1,068.00 $713.00 $713.00 Rezoning (when site plan is involved)3 $713.00 $713.00 $5,693.00 for 4 or more lots - initial deposit $2,848.00 for initial deposit Page 16 Description Current Fees Proposed Fee Required by Section Final Plat $213.00 $216.00 35.29 Additional fee for each lot over 10 $3.00 Minor or Corrective Subdivision $238.00 $242.00 153.34 Natural Resources Management Permit:152.15 $181.00 $152.00 + $31.00 $605.00 $509.00 + $73.00 Natural Resources Management Permit - Excavation:152.15 $74.00 $75.00 + $32.00 $351.00 + $56.00 $856.00 + $56.00 Natural Resources Management Permit - Security Escrow:152.22 $72.00 Commercial, institutional, industrial $587.00 first 16 units + $11.00 each additional unit Single family $176.00 Duplex, townhouse, condo (up to 16 units)$148.00 first unit + $30.00 each additional unit Condo, apartments (16 units and greater) 0-100 Fee All projects except those identified below $2,000.00 or the amount equal to 125% of the estimated cost to accomplish compliance with the approved natural resources management plan, whichever is greater Projects that disturb an area of less than one acre in size on an individual lot or parcel on which a one-family or two- family dwelling exists and will remain to exist under the permit $250.00 plus an additional $1,000.00 if an "as built" grading plan is required Project Type Fee 1,001 to 10,000 $831.00 first 10,000 CY + $54.00 per each additional 10,000 CY or fraction thereof 10,001 or more $494.00 first 10,000 SF of building + $71.00 each additional 10,000 SF or fraction thereof 101 to 1,000 $73.00 first 100 CY + $31.00 each additional 100 CY or fraction thereof $341.00 first 1,000 CY + $54.00 per each additional 1,000 CY or fraction thereof Number of Cubic Yards Page 17 Description Current Fees Proposed Fee Required by Section Park Dedication:153.29 Proportional Park Dedication Calculations: Single family $75,000.00 per acre Multi-family $175,000.00 per acre Commercial $265,000.00 per acre Industrial $128,000.00 per acre Residential Subdivision Formula: or or or Each apartment unit = 2.0 persons x 0.00955 = 0.0191 x $175,000 = $3,342.50 per unit Townhouse = 2.1 persons/unit Apartment = 2.0 persons/unit (number of units) x (persons per unit) x (0.00955 acre) = total land area of dedication Example: Single family at 3 units/acre: 3 x 2.7 x 0.00955 = 0.0774 acre x $75,000 = $5,805.00 per acre Each single family unit = 2.7 persons x 0.00955 acre = 0.0258 x $75,000 = $1,935.00 per unit Example: Townhouse at 6 units/acre: 6 x 2.1 x 0.00955 = 0.12033 x $175,000 = $21,057.75 per acre Each townhouse unit = 2.1 persons x 0.00955 = 0.020055 x $175,000 = $3,509.63 per unit Example: Apartment at 18 units/acre: 18 x 2.0 x 0.00955 = 0.3438 x $175,000 = $60,165.00 per acre Where cash-in-lieu of land is taken, the value of the land shall be based on the benchmark values of raw land that are set by the City Council based on periodic review of market conditions. Present benchmark values are: Single Family = 2.7 persons/unit Park dedication requirements shall be based upon the parkland demand created by the use contained within each subdivision as it relates to the generation of person-residents. The amount of parkland required for each person- resident is based on the need for parkland to achieve the park services standard which the City has set through its historic parkland development. The City standard is 0.00955 acre of parkland area needed for each person-resident. Page 18 Description Current Fees Proposed Fee Required by Section Commercial Subdivision Formula: Retail/Service = 2 employees per 1,000 square feet of building area Office = 3 employees per 1,000 square feet of building area Institutional = 1 employee per 1,000 square feet of building area Industrial = 1 employee per 1,000 square feet of building area Commercial/Office/Institutional: 1 employee = 0.25 person-resident or or or Example: Example: Example: 1000/1000 x 1 = 1 x 0.25 = 0.25 x 0.0095 = 0.0024 x $265,000 = $636.00 per 1,000 sq. ft. of building area. (institutional building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.25 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $265,000 = cash dedication. (office building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.25 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $265,000 = cash dedication. 1000/1000 x 2 = 2 x 0.25 = 0.5 x 0.0095 = 0.0048 x $265,000 = $1,272.00 per 1,000 sq. ft. of building area. (retail/service building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.25 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $265,000 = cash dedication. The fractional person-resident is based upon the more limited park services demanded by an employee (employee ball teams; picnic grounds; civic celebrations; etc.) plus certain park services related to the customer/client that patronizes the business on a per employee basis. The park dedication clause in the subdivision agreement should make it clear that the actual amount of park dedication to be charged will be based on the size of the building(s) to be erected. If land is taken rather than cash, the calculation would presume a single story building on each lot with the maximum % building coverage of the applicable zoning district in which the subdivision is located. 1000/1000 x 3 = 3 x 0.25 = 0.75 x 0.0095 = 0.0071 x $265,000 = $1,881.50 per 1,000 sq. ft. of building area. Page 19 Description Current Fees Proposed Fee Required by Section or Preliminary Plat $680.00 $690.00 Private Activity Revenue Bond Financing Issuance Fee $25,000.00 Storm Water Ponding Dedication:153.29 Minimum 5% of platted area less major rights of way (50 foot half right of way or greater) Waiver of Platting $238.00 $242.00 153.76 Industrial: 1 employee = 0.1 person-resident (industrial building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.1 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $128,000 = cash dedication. The fractional person-resident is based upon the even more limited park services demanded by an industrial employee (employee ball teams; picnic grounds; civic celebrations; etc.) The park dedication clause in the subdivision agreement should make it clear that the actual amount of park dedication to be charged will be based on the size of the building(s) to be erected. If land is taken rather than cash, the calculation would presume a single story building on each lot with the maximum % building coverage of the applicable zoning district in which the subdivision is located. 1000/1000 x 1 = 1 x 0.1 = 0.1 x 0.0095 = 0.001 x $128,000 = $128.00 per 1,000 sq. ft. of building area. Example: Page 20 Description Current Fees Proposed Fee Required by Section UTILITY FEES 153.62(A) Sanitary Sewer Connection Fees: Fee $312.00 $323.00 $31.00 $32.00 project cost Determined by MCES $353.00 $365.00 Storm Sewer Connection Fees: Fee $6,120.00 $6,334.00 $7,646.00 $7,914.00 $9,185.00 $9,506.00 project cost Water Utility Connection Fees: Fee $2,733.00 $2,829.00 $31.00 $32.00 project cost $961.00 $995.00 Miscellaneous Charges: Account maintenance fee for change within 30 days of previous $30.00 change After hours call-out non-emergency $85.00 Clear water discharge surcharges:51.08 Correction not made - single family $100.00 Correction not made - non-single family $300.00 Inspection not completed - single family $100.00 Inspection not completed - non-single family $300.00 Prohibited reconnection made - single family $300.00 Prohibited reconnection made - non-single family $500.00 w/ bldg permit Development cost Service Metro availability cost per SAC unit per front foot project cost Development cost per acre4 per acre4 project cost Remarks development cost Trunk charge Supply and storage Trunk charge Unit per SAC/SEF unit per acre4 Service Commercial/industrial trunk Multiple residential trunk Service per front foot Lateral charge Lateral benefit from trunk Lateral charge Trunk charge: per acre4 Single family detached trunk Development costproject cost Development cost Remarks Development cost Development cost per SAC/SEF unitCity availability cost Development cost per SAC/SEF unit Lateral cost Lateral benefit from trunk Unit Remarks Development cost Development cost Unit per hour 51.39 Page 21 Description Current Fees Proposed Fee Required by Section Manual meter reading fee $75.00 Meter data transmitter fee - initial non-compliance $100.00 Meter data transmitter installation fee - external $150.00 Meter data transmitter reconnection fee - irrigation $50.00 (plus materials) Meter pricing - cost plus 20%51.35 Penalty charges for delinquent utility accounts over $5.00: Monthly bills (minimum $3.00)1.5%acct. bal. Quarterly bills (minimum $3.00)4.5%acct. bal. Service re-connection:51.39 Deposit for council hearing $55.00 Service restoration fee (effective June 1)$55.00 Testing of meter:51.37 City test, sizes 5/8", 3/4" and 1", cost plus 20% City test, sizes 1-1/2" and 2", cost plus 20% Independent testing , cost plus 20% Sewer Utility User Fees7, 8:51.36 Monthly base charge: All users, except mobile homes and apartments $8.79 $9.23 unit Mobile homes and apartments $7.91 $8.31 unit Monthly consumption charges (per 1,000 gallons/unit)5: First 5,000 $2.82 $2.96 6,000 - 10,000 $2.86 $3.00 11,000 - 15,000 $3.15 $3.31 16,000 - 35,000 $4.01 $4.21 Over 35,000 $4.58 $4.81 Quarterly base charge: Single family, duplex, and townhomes with individual $26.37 $27.69 unit services or less than 9 units per building Quarterly consumption charges (per 1,000 gallons/unit): First 15,000 $2.82 $2.96 16,000 - 30,000 $2.86 $3.00 31,000 - 45,000 $3.15 $3.31 46,000 - 105,000 $4.01 $4.21 Over 105,000 $4.58 $4.81 Page 22 Description Current Fees Proposed Fee Required by Section Storm Water Drainage User Fee8: Monthly residential equivalent fee $6.52 $7.17 Quarterly residential equivalent fee $19.56 $21.51 Street Light Utility User Fee8: Monthly charges: Apartments/condominiums $1.40 $1.44 res. unit Commercial in ring route $9.17 $9.45 acre Commercial/industrial outside of ring route $4.87 $5.02 acre Mobile homes $1.40 $1.44 res. unit Townhouse without individual services and 9 or more $1.40 $1.44 res. unit units per building Quarterly charges: Single family, duplex, and townhouse with individual $5.70 $5.87 res. unit services or less than 9 units per building Water Utility User Fee8:51.36 Monthly base charge6: All users, except mobile homes and apartments $6.73 $7.07 unit Mobile homes and apartments $6.06 $6.36 unit Monthly consumption charges (per 1,000 gallons/unit): First 5,000 $1.40 $1.47 6,000 - 10,000 $1.45 $1.52 11,000 - 15,000 $1.78 $1.87 16,000 - 35,000 $2.23 $2.35 Over 35,000 $2.65 $2.79 Quarterly base charge6: Single family, duplex, and townhomes with individual $20.19 $21.20 unit services or less than 9 units per building Quarterly consumption charges (per 1,000 gallons/unit): First 15,000 $1.40 $1.47 16,000 - 30,000 $1.45 $1.52 31,000 - 45,000 $1.78 $1.87 46,000 - 105,000 $2.23 $2.35 Over 105,000 $2.65 $2.79 Page 23 Description Current Fees Proposed Fee Required by Section NOTES: 4 Acreage will be calculated based on platted area less major rights of way (50 foot half right of way or greater.) 5 Sewer Flow Basis - sewer consumption charges are based on the average 3 metered monthly winter water consumptions or the winter quarter water consumptions, except commercial and institutional are based on water consumption each month. If the residence was not occupied by the current customer during the 3 winter months, the sewer charge will be based on the actual water quantity used up to 6,000 gallons each month until a standard 3 winter months or winter quarter is established. 6 Sewer Prorating Policy - new accounts of less than a full month/quarter due to ownership or occupancy changes shall be prorated based on the charge for the most recent winter water consumption (for accounts being closed) or the charge for actual water quantity used up to 6,000 gallons each month (for new accounts) times the number of days of occupancy in the month and dividing the result by 30. 7 Water Prorating Policy - new accounts of less than a full month/quarter due to ownership or occupancy changes shall have base water charges prorated with consumption charges based on actual quantity used. 8 Rates are effective for all bills mailed after January 15, 2019 2020. Page 24 Description Current Fees Proposed Fee Required by Section ZONING 155.400 Comprehensive Plan Amendment $713.00 $724.00 Conditional Use $355.00 $360.00 155.399 Interim Use Permit $640.00 $650.00 Rezoning Planned Development District $1,900.00 $1,930.00 Rezoning All Other Districts $680.00 $690.00 Variances:153.77 & 155.379 Residential $156.00 $158.00 All others $325.00 $330.00 Page 25 CITY OF APPLE VALLEY RESOLUTION NO. 2019- A RESOLUTION APPROVING THE 2020 FEE SCHEDULE WHEREAS, Chapter 35 of the City Code of Ordinances provides for fees to be established by City Council resolution; and WHEREAS, the City desires to recover certain user-related costs through fees and reimbursement; and WHEREAS, the City has listed the fees and charges for various permits, products, and services in a Fee Schedule identified as Exhibit A. NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that the fees as listed in Exhibit A are hereby approved and shall take effect January 1, 2020. ADOPTED this 12th day of December, 2019. _________________________________ Mary Hamann-Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk EXHIBIT A City of Approved by the Apple Valley City Council at its December 12, 2019, meeting. Fees are effective January 1, 2020. TABLE OF CONTENTS Description Page Cemetery Fees ............................................................................................................................... 1 City Fees and Materials ................................................................................................................ 3 Consultant and Engineering Fees .................................................................................................. 5 Inspections and Permits ................................................................................................................ 6 Licenses and Permits ..................................................................................................................... 11 Subdivision and Development Fees .............................................................................................. 16 Utility Fees .................................................................................................................................... 21 Zoning ........................................................................................................................................... 25 Description Current Fees CEMETERY FEES 92.15 $1,210.00 $2,420.00 $1,630.00 $3,260.00 $1,535.00 $3,070.00 $2,080.00 $4,160.00 $685.00 $1,370.00 $1,155.00 $2,310.00 $840.00 $1,680.00 $1,310.00 $2,620.00 Resident Non- resident Resident Non-resident $2,060.00 $4,120.00 $2,385.00 $4,770.00 Resident with monument privileges Resident with marker privileges Single Boulder Double Boulder Non-resident with monument privileges Addition 34: Original Cemetery Lot Sales/Addition 10: Resident with monument privileges Non-resident with monument privileges Non-resident with marker privileges Non-resident with marker privileges Additions 11/12: Addition 30: Resident with marker privileges Non-resident with marker privileges Resident with monument privileges Resident with marker privileges Non-resident with monument privileges Resident with marker privileges Non-resident with monument privileges Resident with monument privileges Non-resident with marker privileges Additions 31/32/33: Required by Section Page 1 Description Current Fees Required by Section Resident Non- resident Resident Non-resident 1 $1,040.00 $2,080.00 $1,705.00 $3,410.00 2 $1,100.00 $2,200.00 $1,815.00 $3,630.00 3 $1,170.00 $2,340.00 $1,925.00 $3,850.00 4 $1,290.00 $2,580.00 $2,135.00 $4,270.00 5 $1,360.00 $2,720.00 $2,180.00 $4,360.00 6 $1,230.00 $2,460.00 $2,035.00 $4,070.00 $1,700.00 $3,400.00 N/A N/A Administrative Transfer $16.00 per document Columbarium Niche Name Plate (additional or inscription)$370.00 Columbarium Niche Vase $170.00 Cremation Boulder Emblem $190.00 Cremation Boulder Portrait $315.00 Cremation Boulder Scroll (each additional)$420.00 Interment/(Opening) and Disinterment Fees: Columbarium niche (includes memorialization plaque $570.00 and one inscription) Columbarium niche re-open and close $185.00 Cremation boulder (includes 2 scrolls)$685.00 Vault - adult (over four feet)$1,575.00 Vault - child (two feet one-inch to four feet)$895.00 Vault - cremation $945.00 Vault - infant (under two feet)$630.00 Monuments and Markers Locating Fee $135.00 Outer Cremation Container $140.00 Overtime Fee $135.00 Right of Subsequent Burial (second, third, etc.) 50% of current lot cost Title Change Fee (owner deceased)$58.00 per certificate Weekend/Holiday Fee (any activity)$630.00 6 Corner Additions 50/51: Double NicheSingle Niche Level Page 2 Description Current Fees Required by Section CITY FEES AND MATERIALS Administrative Processing: $50.00 $50.00 Tax-exempt conduit bonds Up to $10,000,000.00 1% 0.5% Host City approval (minimum $5,000.00)0.125% Antenna Site Leases: 1 - 9 antennas (annual) $33,120 Each additional antenna or reserve space of antenna (annual) $2,070.00 Annual lease adjustment 3.5% or CPI Escrow - equipment upgrades/modifications (administration and Actual cost plus 10% plan review, agreement modifications and amendments, engineering and field inspections) Escrow - new installation (engineering and field inspections)Actual cost plus 10% Ground space - 300 sq. ft. Included in lease Ground space - greater than 300 sq. ft. (annual) $3.00 New installation application fee (administration review and $2,600.00 sq. ft. agreement preparation) Small cell application fee (first five sites) $500.00 97.11 each site after first five $100.00 Copies: CD $5.00 DVD's of meetings $25.00 Oversized commercial building plans $5.00 Photocopies $0.25 False Alarm Charges:130.42 $350.00 Fourth and each subsequent Police response in any calendar year $120.00 Franchise Fees and Other Fees Charged by Franchise Holders: 119 Cable: Percent of gross revenues 5% 119.28 Cable: PEG fee $.75 mo. 119.27(D)(1) Nuisance invoice Special assessment (plus interest as adopted by resolution) Fourth and each subsequent Fire response in any calendar year Over $10,000,000.00 (whichever is greater or negotiable) Page 3 Description Current Fees Required by Section month: Single family residential 2% Multiple family residential 2% Commercial/Industrial 2% Institutional 2% Gas: (None established at this time) 119.52 Maps: Land use $2.50 Street - color (first one to residents/AV businesses no charge)$2.50 Zoning $2.50 Property/Ownership Information from Dakota County PID System $5.00 35.25 (per address) Police & Fire Services: Accident photos (compact disc) $5.00 Audio tape copies of statements (compact disc) $5.00 Dog license owners list $50.00 Finger printing non-resident (2 sets of cards)$20.00 Finger printing resident (2 sets of cards) $10.00 Letters of clear record $10.00 Police and Fire background check for daycare/foster care $6.00 Police extra-duty pay rate (minimum 4-hour charge)$81.00 hour (effective December 1, 2018) Squad car/body worn camera DVD copies Return Check Charge $30.00 Special Assessment - County Processing $4.60 per parcel Special Assessment Search - Written Copy $25.00 Utility New Customer List - Electronic File $50.00 Zoning Compliance Letter $37.00 Electric: Percent of gross on each account not to exceed $25.00 per Acutal cost of labor and materials Page 4 Description Current Fees Required by Section CONSULTANT AND ENGINEERING FEES 153.79 City Engineering Design and Contract Administration Fee Table: City Engineering Hourly Rates: Assistant City Engineer $130.00 City Engineer $152.00 Civil Engineer $107.00 Engineering/Construction Technician I $80.00 Engineering/Construction Technician II $91.00 Engineering/Construction Technician III $105.00 Engineering Intern $50.00 GIS Technician $96.00 Natural Resources Coordinator $101.00 Public Works Technician $84.00 Water Quality Technician $90.00 Legal Hourly Rates (Dougherty, Molenda, Solfest, Hills & Bauer, P.A.): Development work $253.30 Municipal Attorney $165.00 Municipal Paralegal $103.25 5.90% 7.20% 5.40% Construction Cost $0 - $250,000.00 $250,000.00 - $500,000.00 5.10% 4.70% $500,000.00 - $750,000.00 $750,000.00 - $1,000,000.00 $1,000,000.00 - $2,000,000.00 Fee = % of Construction Cost Page 5 Description Current Fees Required by Section INSPECTIONS AND PERMITS Building Permits, Fire Alarm Systems, and Fire Suppression Systems: 150.04 & 93.21 Commercial Flat Rate Permit Fees (plus state surcharge): 150.04 Commercial fireplace $120.20 Commercial flat roof $472.80 Commercial interior demolition $123.70 Commerical pitched roof $164.00 Electrical Permits and Inspections (plus state surcharge): 150.04 Carnival/event (minimum fee)$186.50 Commerical annual maintenance $543.20 Commercial circuit/feeder: 0-200A up to 240V $7.65 each 201-800A up to 240V $14.80 each $52.00 for the first $500.00, plus $3.70 for each additional $100.00 or fraction thereon, to and including $2,000.00 $107.50 for the first $2,000.00, plus $17.50 for each additional $1,000.00 or fraction thereof, to and including $25,000.00 Total Valuation 500,001.00 to 1,000,000.00 $510.00 for the first $25,000.00, plus $13.40 for each additional $1,000.00 or fraction thereof, to and including $50,000.00 2,001.00 to 25,000.00 25,001.00 to 50,000.00 $52.00 $1.00 to $500.00 50,001.00 to 100,000.00 Fee $4,262.50 for the first $500,000.00, plus $6.18 for each additional $1,000.00 or fraction thereof, to and including $1,000,000.00 100,001.00 to 500,000.00 $845.00 for the first $50,000.00, plus $9.15 for each additional $1,000.00 or fraction thereof, to and including $100,000.00 501.00 to 2,000.00 $1,302.50 for the first $100,000.00, plus $7.40 for each additional $1,000.00 or fraction thereof, to and including $500,000.00 $7,352.50 for the first $1,000,000.00, plus $4.80 for each additional $1,000.00 or fraction thereof 1,000,001.00 and up Page 6 Description Current Fees Required by Section 0-200A above 240V $18.80 each 201-800A above 240V $36.50 each Concrete encased electrode $42.50 Luminaire retrofit modifications $0.35 per fixture Manufactured home $42.50 New one or two family dwelling: Maximum of 400 ampere and 0-30 circuits $171.00 31 or more circuits $7.65 each New multi-family structures: Up to 20 circuits (max of 3 trips)$100.60 per unit Permit fee and/or trip charge (minimum): 1 trip charge (ex: final inspection only) $42.50 2 trip charge (ex: rough in and final inspection) $85.00 3 trip charge (ex: rough in, in floor heat, final inspection) $127.50 Reattachment of exterior electrical components: Commercial buildings (hotels, motels, apartments, and $42.50 each businesses) Residential buildings (townhomes, duplexes, and $42.50 base condominiums) Multiple units for townhomes, duplexes, and condominiums $23.80 each Recreational vehicle site $42.50 Separate bonding/grounding inspection $42.50 Service upgrade (1 trip up to 30 circuits)$100.00 Service upgrade (each additional circuit over 30)$7.65 Service upgrade with remodel (up to 3 trips and up to 30 circuits)$170.00 Solar PV Installation: 0-5,000 watts $93.60 5,001-10,000 watts $155.90 10,001-20,000 watts $233.40 20,001-30,000 watts $310.90 30,001-40,000 watts $388.30 40,001-1,000,000 watts $388.30 Each additional 10,000 watts over 40,000 $37.70 1,000,001-5,000,000 watts $4,118.60 Each additional 10,000 watts over 1,000,000 $25.20 5,000,001 watts and larger $11,201.10 Each additional 10,000 watts over 5,000,000 $15.10 Street, parking lot, outdoor lighting, and traffic standard $6.25 each Swimming pools (commercial and residential)$84.90 Tech circuits - alarm communication, remote control, $1.10 and signal circuit (0-50 volts) Page 7 Description Current Fees Required by Section Transformers for light, heat, and power: Up to 10 KVA $18.10 each 11 KVA or more $36.25 each Fire Flat Rate Permit Fee - Contract Valuation Multiplies by (plus state surcharge) $0.0163 Heating, Ventilation, Air Conditioning (HVAC), and Refrigeration Permits 150.04 and Inspections (plus state surcharge): Residential fees for new construction (built to IRC): Fireplace $120.20 Furnace only $120.20 1 furnace and 1 A/C $120.20 More than 1 furnace and/or A/C $168.00 All other residential (gas lines, bath fans, etc.) (minimum)$67.40 Commercial fees (built to IBC) valuation multiplies by $0.0163 (minimum $75.00) State surcharge - permit fee multiplies by $0.0005 (minimum as determined by state - $1.00) Other Inspections and Fees (plus state surcharge): Avolve application fees for down payment (non-refundable): Fire/building/plumbing/mechanical/NRMP 25% of permit fee Electrical $50.00 Health-licensing inspections (minimum ½ hour charge) $67.40 per hour Investigation fee for work without a permit (not to exceed permit fee) $67.40 per hour Inspections for which no fee is specifically indicated $67.40 per hour (minimum ½ hour charge) Inspections outside of normal business hours $92.60 per hour Move overweight structure $120.20 New tenant inspection fee (minimum ½ hour charge)$67.40 per hour Outdoor seating $67.40 per trip Re-inspection fee: First re-inspection $34.20 Each inspection thereafter $67.40 Reissuance of certificate of occupancy inspection (minimum ½ hour $67.40 per hour charge) Special inspection fee $92.60 per trip Page 8 Description Current Fees Required by Section Plan Review Fee:150.04 Additional plan review required by changes, additions, or $67.40 per hour revisions to approved plans (minimum ½ hour charge) Commercial electrical plan review $88.10 per hour Cursory plan review of State reviewed projects for delegated 25% of permit fee inspections Percent of building permit fee 65% of permit fee Percent of fire permit fee/fire sprinkler, suppression, and alarm 65% 150.01/93.21 Plan review fee for similar plans previously reviewed 25% of permit fee Pre-plan review fee (no existing permit) $67.40 per hour (minimum ½ hour charge) Plumbing Permits & Inspections (plus state surcharge): 150.04 Plumbing installations: Commercial fee (built to IBC) valuation multiplies by $0.0163 (minimum $75.00) Residential fee (built to IRC) per plumbing fixture $12.70 (minimum $67.00) Residential fee up to 2 valve replacements $26.20 (water meter replacement program only) Backflow prevention (commercial and residential) $67.40 Water heater or water softener $67.40 Public Right of Way Excavation $32.00 96.06 Public Right of Way Obstruction Permit $169.00 97.05(A) Public Right of Way Management Permit: Excavation permit (up to 100 linear feet) $184.00 97.05 For every 1 linear foot in excess of 100 linear feet $0.22 Obstruction permit $62.00 97.05 Registration fee $47.00 97.04 Residential Flat Rate Permit Fees (plus state surcharge): Attic insulation (existing home) $123.70 Chimney repair $125.80 Deck $164.00 Deck repair $123.70 Demolition $123.70 Drain tile (exterior)$164.00 Fence (seven feet or higher)$123.70 Page 9 Description Current Fees Required by Section Mobile home installation $183.10 Retaining wall over four feet high $164.00 Retaining wall over eight feet high $204.20 Roofing - re-roof single family home $164.00 Roofing - multi-family attached homes (minimum 2 $75.50 per unit attached units) Roofing and siding combination (one residential home)$253.50 Roofing repair $123.70 Siding $164.00 Siding - multi-family attached homes (minimum 2 attached units)$75.50 per unit Siding repair $123.70 Swimming pool (in or above ground) $123.70 Window and door replacement (all changes and installs)$123.70 Service Connection Inspection (plus state surcharge): 150.04 Combination sanitary sewer, storm sewer, and water $67.40 Sanitary sewer $67.40 Storm sewer $67.40 Water $67.40 State Surcharge Determined by state 150.04 Subsurface Sewage Treatment System (plus state surcharge) 51.58 New installation $518.10 Repair or upgrade $82.50 Vacation of Public Easements $183.00 153.31 Page 10 Description Current Fees Required by Section LICENSES AND PERMITS Adult Uses: Adult establishments $5,000.00 110.19 Adult accessory use - high impact $2,000.00 110.19 Investigation fee $1,500.00 110.19 Change in corporation, partnership, or association $500.00 110.24 Amendment to license $75.00 110.25 Alcoholic Beverages: 3.2 percent malt liquor: 111.22(A) Off-sale $200.00 On-sale $500.00 On-sale temporary (up to 10 days) $50.00 Application fee $250.00 111.25(A) Consumption and display of intoxicating liquor: 111.51 Private club $300.00 Public place $300.00 Temporary (1 day) $25.00 Intoxicating and concessionaire liquor: Off-sale $200.00 111.42 On-sale: liquor sales under $275,000.00 $5,300.00 liquor sales $275,001.00 to $700,000.00 $6,700.00 liquor sales over $700,000.00 $8,000.00 On-sale club: under 200 members $300.00 201 to 500 members $500.00 501 to 1000 members $650.00 1001 to 2000 members $800.00 2001 to 4000 members $1,000.00 4001 to 6000 members $2,000.00 over 6000 members $3,000.00 On-sale cocktail room $600.00 111.42 On-sale Sunday $200.00 On-sale temporary liquor (1 to 4 days) $50.00 111.38 Application fee $500.00 111.25 Page 11 Description Current Fees Required by Section Malt liquor: Off-sale $200.00 111.41 Off-sale Sunday $50.00 On-sale brewer taproom $600.00 111.40 On-sale Sunday $200.00 Application fee $500.00 111.25 Wine:111.22(A) On-sale $1,500.00 Application fee $500.00 Additional investigation/application fees: 11.25(A) Amendment to license $100.00 Change in club director, officer, or committee member $120.00 Change in officer $120.00 Change in operating manager $120.00 Change in ownership or control $120.00 Civil penalty:111.37 First violation $500.00 Second violation within 24 months $750.00 Third violation with in 24 months $1,500.00 Fourth violation with in 24 months Determined by City Council Annual Residential Parking Permit: $30.00 155.373 Cats: Animal pickup $30.00 Boarding fee $18.00 per day Cremation/disposal of animal $30.00 Quarantine boarding for cats $20.00 per day Euthanasia of animal $21.00 Catteries:91.05 Origination fee $78.00 Annual fee $75.00 Christmas Tree Sale Lots: 114.21 License $107.00 Clean up deposit $200.00 Page 12 Description Current Fees Required by Section Coin Operated Amusement Devices: 112.03(A) Per location $15.00 Plus per machine $15.00 Dogs: 2-year licenses:91.15 Male or female $20.00 Duplicated tag $5.00 Animal pickup $30.00 Boarding fee $28.00 per day Cremation/disposal of animal $40.00 Quarantine boarding for dogs $30.00 per day Euthanasia of animal $21.00 Dangerous dog registration: 91.20 Annual fee $75.00 Registration tag $5.00 Warning symbol sign $14.00 Hobby kennels:91.05 Origination fee $78.00 Annual fee $75.00 Extractions/Commercial Sand and Gravel: 150.15(A) Initial application fee $4,166.00 Annual fee $11,107.00 Escrow deposit $11,574.00 Fireworks - Consumer Sales: 120.03 Indoor retail sales $100.00 Outdoor retail sales $350.00 Fuel Dispensing Facility (per fueling position) $72.00 116.02(A) Gambling License Investigation Fee $250.00 112.35 Garbage and Refuse Collections: 50.04 First truck $180.00 Each additional truck $67.00 Page 13 Description Current Fees Required by Section Manufactured Home Park: 151.04(A) Application fee $220.00 Annual inspection fee $55.00 151.06 Additional inspection fee for parks with over 25 $2.00 ea. lot occupied lots Final permit fee $7.00 ea. lot Massage Therapy Business: 123.03(B) Application fee $300.00 Initial investigation fee $300.00 Additional investigation/application fees: Change in owner/officer $120.00 Change in on-site manager $120.00 Amendment to license $75.00 Massage Therapist: 123.03(B) New application fee $112.00 Renewal application fee $82.00 Outdoor Promotion Permit $5.00 Pawnbroker or Pawnbroker and Precious Metal Dealer: 117.07 Annual license fee $8,800.00 Deposit on investigation $2,500.00 Amendment to license $500.00 New operating officer investigation $120.00 Transaction records fee $2.00 per record Reporting failure fee $160.00 day Photograph failure fee $160.00 day Peddlers and Solicitors: 114.03 Annual (per person) $132.00 Temporary (per person) $84.00 Precious Metal Dealers Only: 117.07(A) Annual license fee: 50 or fewer transactions $250.00 More than 50 transactions $500.00 Deposit on investigation fee $500.00 Amendment to license $75.00 New operating officer investigation $120.00 Page 14 Description Current Fees Required by Section Transaction records fee $2.00 per record Reporting failure fee $160.00 day Photograph failure fee $160.00 day Signage:154.04 Business signs $180.00 Additional fee for business signs over 40 sq. ft. $1.00 per sq. ft. Handling fee for removal from right-of-way $15.00 Monument signs $1,880.00 Re-face existing sign $5.00 Temporary sign permit $5.00 Variance $290.00 Special Event Permit: Permit application fee 100-500 participants $50.00 Over 500 participants $100.00 Tobacco or Tobacco Products (2-year license) $510.00 115.03 Civil penalty:111.37 First violation $75.00 Second violation within 24 months $200.00 Third and subsequent violation(s) within 24 months $250.00 Tree Work $50.00 152.43 Vending Cart $178.00 118.03 Page 15 Description Current Fees Required by Section SUBDIVISION AND DEVELOPMENT FEES Commercial/Multiple Residential Site Plan Review: $252.00 153.21 Escrow Fees: NOTES: 1 These are escrow deposits with minimums/maximums; they are not intended to be actual charges. 2 This planned development escrow is not required if it is processed as part of a subdivision application for which and escrow is being collected. 3 These escrows are not required if a subdivision escrow has been collected as part of the same application. $6,988.00 maximum Waiver of subdivision (initial deposit)1 Variance $724.00 $2,894.00 for 1 to 3 lots - initial deposit Final planned development3 $1,085.00 $724.00 $724.00 Rezoning (when site plan is involved)3 $724.00 $724.00 $5,784.00 for 4 or more lots - initial deposit $2,894.00 for initial deposit Conditional Use Permit3 $4,340.00 minimum for commercial/industrial and Preliminary planned development2 $216.00 per acre Final subdivision application1 Preliminary subdivision Application Escrow Amount Interim Use Permit (when site plan is involved)3 Final plat Sketch plan Site plan review/building permit authorization $1,085.00 Minor/corrective subdivision $2,170.00 minimum for single family $1,085.00 Comprehensive Plan Amendment3 $1,085.00 Page 16 Description Current Fees Required by Section Final Plat $216.00 35.29 Additional fee for each lot over 10 $3.00 Minor or Corrective Subdivision $242.00 153.34 Natural Resources Management Permit: 152.15 Natural Resources Management Permit - Excavation: 152.15 Natural Resources Management Permit - Security Escrow: 152.22 Number of Cubic Yards 10,001 or more $509.00 first 10,000 SF of building + $73.00 each additional 10,000 SF or fraction thereof 101 to 1,000 $75.00 first 100 CY + $32.00 each additional 100 CY or fraction thereof $351.00 first 1,000 CY + $56.00 per each additional 1,000 CY or fraction thereof All projects except those identified below $2,000.00 or the amount equal to 125% of the estimated cost to accomplish compliance with the approved natural resources management plan, whichever is greater Projects that disturb an area of less than one acre in size on an individual lot or parcel on which a one-family or two- family dwelling exists and will remain to exist under the permit $250.00 plus an additional $1,000.00 if an "as built" grading plan is required Project Type Fee 1,001 to 10,000 $856.00 first 10,000 CY + $56.00 per each additional 10,000 CY or fraction thereof 0-100 Fee Commercial, institutional, industrial $605.00 first 16 units + $11.00 each additional unit Single family $181.00 Duplex, townhouse, condo (up to 16 units) $152.00 first unit + $31.00 each additional unit Condo, apartments (16 units and greater) $74.00 Page 17 Description Current Fees Required by Section Park Dedication:153.29 Proportional Park Dedication Calculations: Single family $75,000.00 per acre Multi-family $175,000.00 per acre Commercial $265,000.00 per acre Industrial $128,000.00 per acre Residential Subdivision Formula: or Townhouse at 6 units/acre: 6 x 2.1 x 0.00955 = 0.12033 x $175,000 = $21,057.75 per acre or or Where cash-in-lieu of land is taken, the value of the land shall be based on the benchmark values of raw land that are set by the City Council based on periodic review of market conditions. Present benchmark values are: Single Family = 2.7 persons/unit Park dedication requirements shall be based upon the parkland demand created by the use contained within each subdivision as it relates to the generation of person-residents. The amount of parkland required for each person-resident is based on the need for parkland to achieve the park services standard which the City has set through its historic parkland development. The City standard is 0.00955 acre of parkland area needed for each person-resident. Each apartment unit = 2.0 persons x 0.00955 = 0.0191 x $175,000 = $3,342.50 per unit Townhouse = 2.1 persons/unit Apartment = 2.0 persons/unit (number of units) x (persons per unit) x (0.00955 acre) = total land area of dedication Example: Single family at 3 units/acre: 3 x 2.7 x 0.00955 = 0.0774 acre x $75,000 = $5,805.00 per acre Each single family unit = 2.7 persons x 0.00955 acre = 0.0258 x $75,000 = $1,935.00 per unit Example: Each townhouse unit = 2.1 persons x 0.00955 = 0.020055 x $175,000 = $3,509.63 per unit Example: Apartment at 18 units/acre: 18 x 2.0 x 0.00955 = 0.3438 x $175,000 = $60,165.00 per acre Page 18 Description Current Fees Required by Section Commercial Subdivision Formula: Retail/Service = 2 employees per 1,000 square feet of building area Office = 3 employees per 1,000 square feet of building area Institutional = 1 employee per 1,000 square feet of building area Industrial = 1 employee per 1,000 square feet of building area Commercial/Office/Institutional: 1 employee = 0.25 person-resident or or or 1000/1000 x 3 = 3 x 0.25 = 0.75 x 0.0095 = 0.0071 x $265,000 = $1,881.50 per 1,000 sq. ft. of building area. Example: 1000/1000 x 1 = 1 x 0.25 = 0.25 x 0.0095 = 0.0024 x $265,000 = $636.00 per 1,000 sq. ft. of building area. (institutional building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.25 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $265,000 = cash dedication. (office building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.25 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $265,000 = cash dedication. 1000/1000 x 2 = 2 x 0.25 = 0.5 x 0.0095 = 0.0048 x $265,000 = $1,272.00 per 1,000 sq. ft. of building area. (retail/service building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.25 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $265,000 = cash dedication. The fractional person-resident is based upon the more limited park services demanded by an employee (employee ball teams; picnic grounds; civic celebrations; etc.) plus certain park services related to the customer/client that patronizes the business on a per employee basis. The park dedication clause in the subdivision agreement should make it clear that the actual amount of park dedication to be charged will be based on the size of the building(s) to be erected. If land is taken rather than cash, the calculation would presume a single story building on each lot with the maximum % building coverage of the applicable zoning district in which the subdivision is located. Example: Example: Page 19 Description Current Fees Required by Section or Preliminary Plat $690.00 Private Activity Revenue Bond Financing Issuance Fee $25,000.00 Storm Water Ponding Dedication: 153.29 Minimum 5% of platted area less major rights of way (50 foot half right of way or greater) Waiver of Platting $242.00 153.76 1000/1000 x 1 = 1 x 0.1 = 0.1 x 0.0095 = 0.001 x $128,000 = $128.00 per 1,000 sq. ft. of building area. Example: (industrial building square footage/1000) x number of employees per 1,000 sq. ft. = number of employees x 0.1 = number of person-equivalents x 0.00955 acres = acreage to be dedicated x $128,000 = cash dedication. Industrial: 1 employee = 0.1 person-resident The fractional person-resident is based upon the even more limited park services demanded by an industrial employee (employee ball teams; picnic grounds; civic celebrations; etc.) The park dedication clause in the subdivision agreement should make it clear that the actual amount of park dedication to be charged will be based on the size of the building(s) to be erected. If land is taken rather than cash, the calculation would presume a single story building on each lot with the maximum % building coverage of the applicable zoning district in which the subdivision is located. Page 20 Description Current Fees Required by Section UTILITY FEES 153.62(A) Sanitary Sewer Connection Fees: Fee $323.00 $32.00 project cost Determined by MCES $365.00 Storm Sewer Connection Fees: Fee $6,334.00 $7,914.00 $9,506.00 project cost Water Utility Connection Fees: Fee $2,829.00 $32.00 project cost $995.00 Miscellaneous Charges: Account maintenance fee for change within 30 days of previous $30.00 change After hours call-out non-emergency $85.00 Clear water discharge surcharges: 51.08 Correction not made - single family $100.00 Correction not made - non-single family $300.00 Inspection not completed - single family $100.00 Inspection not completed - non-single family $300.00 Prohibited reconnection made - single family $300.00 Prohibited reconnection made - non-single family $500.00 per hour 51.39 Development cost per SAC/SEF unit Lateral cost Lateral benefit from trunk Unit Remarks Development cost Development cost Unit Development cost Remarks Development cost Development cost per SAC/SEF unit Development costproject cost Supply and storage Trunk charge Unit per SAC/SEF unit per acre4 Service Commercial/industrial trunk Multiple residential trunk Service per front foot Lateral charge Lateral benefit from trunk Lateral charge Trunk charge: per acre4 Single family detached trunk City availability cost w/ bldg permit Development cost Service Metro availability cost per SAC unit per front foot project cost Development cost per acre4 per acre4 project cost Remarks development cost Trunk charge Page 21 Description Current Fees Required by Section Manual meter reading fee $75.00 Meter data transmitter fee - initial non-compliance $100.00 Meter data transmitter installation fee - external $150.00 Meter data transmitter reconnection fee - irrigation $50.00 (plus materials) Meter pricing - cost plus 20% 51.35 Penalty charges for delinquent utility accounts over $5.00: Monthly bills (minimum $3.00) 1.5% acct. bal. Quarterly bills (minimum $3.00) 4.5% acct. bal. Service re-connection: 51.39 Deposit for council hearing $55.00 Service restoration fee (effective June 1) $55.00 Testing of meter:51.37 City test, sizes 5/8", 3/4" and 1", cost plus 20% City test, sizes 1-1/2" and 2", cost plus 20% Independent testing , cost plus 20% Sewer Utility User Fees7, 8:51.36 Monthly base charge: All users, except mobile homes and apartments $9.23 unit Mobile homes and apartments $8.31 unit Monthly consumption charges (per 1,000 gallons/unit)5: First 5,000 $2.96 6,000 - 10,000 $3.00 11,000 - 15,000 $3.31 16,000 - 35,000 $4.21 Over 35,000 $4.81 Quarterly base charge: Single family, duplex, and townhomes with individual $27.69 unit services or less than 9 units per building Quarterly consumption charges (per 1,000 gallons/unit): First 15,000 $2.96 16,000 - 30,000 $3.00 31,000 - 45,000 $3.31 46,000 - 105,000 $4.21 Over 105,000 $4.81 Page 22 Description Current Fees Required by Section Storm Water Drainage User Fee8: Monthly residential equivalent fee $7.17 Quarterly residential equivalent fee $21.51 Street Light Utility User Fee8: Monthly charges: Apartments/condominiums $1.44 res. unit Commercial in ring route $9.45 acre Commercial/industrial outside of ring route $5.02 acre Mobile homes $1.44 res. unit Townhouse without individual services and 9 or more $1.44 res. unit units per building Quarterly charges: Single family, duplex, and townhouse with individual $5.87 res. unit services or less than 9 units per building Water Utility User Fee8:51.36 Monthly base charge6: All users, except mobile homes and apartments $7.07 unit Mobile homes and apartments $6.36 unit Monthly consumption charges (per 1,000 gallons/unit): First 5,000 $1.47 6,000 - 10,000 $1.52 11,000 - 15,000 $1.87 16,000 - 35,000 $2.35 Over 35,000 $2.79 Quarterly base charge6: Single family, duplex, and townhomes with individual $21.20 unit services or less than 9 units per building Quarterly consumption charges (per 1,000 gallons/unit): First 15,000 $1.47 16,000 - 30,000 $1.52 31,000 - 45,000 $1.87 46,000 - 105,000 $2.35 Over 105,000 $2.79 Page 23 Description Current Fees Required by Section NOTES: 4 Acreage will be calculated based on platted area less major rights of way (50 foot half right of way or greater.) 5 Sewer Flow Basis - sewer consumption charges are based on the average 3 metered monthly winter water consumptions or the winter quarter water consumptions, except commercial and institutional are based on water consumption each month. If the residence was not occupied by the current customer during the 3 winter months, the sewer charge will be based on the actual water quantity used up to 6,000 gallons each month until a standard 3 winter months or winter quarter is established. 6 Sewer Prorating Policy - new accounts of less than a full month/quarter due to ownership or occupancy changes shall be prorated based on the charge for the most recent winter water consumption (for accounts being closed) or the charge for actual water quantity used up to 6,000 gallons each month (for new accounts) times the number of days of occupancy in the month and dividing the result by 30. 7 Water Prorating Policy - new accounts of less than a full month/quarter due to ownership or occupancy changes shall have base water charges prorated with consumption charges based on actual quantity used. 8 Rates are effective for all bills mailed after January 15, 2020. Page 24 Description Current Fees Required by Section ZONING 155.400 Comprehensive Plan Amendment $724.00 Conditional Use $360.00 155.399 Interim Use Permit $650.00 Rezoning Planned Development District $1,930.00 Rezoning All Other Districts $690.00 Variances:153.77 & 155.379 Residential $158.00 All others $330.00 Page 25 I T E M: 5.F. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: P ass Ordinance Amending Planned Development No. 1053/Z one 1 Building S ignage (Recommend waiving second reading) S taff Contact: Thomas L ovelace, City Planner Department / Division: Community Development Department Applicant: Menard, I nc. P roject Number: P C19-16-Z Applicant Date: 9/13/2019 60 Days: 11/11/2019 120 Days: 1/10/2020 AC T I O N RE Q UE S T E D: Accept the first reading, waive the second reading and pass amendments to Planned Development No. 1053 to allow for the following additional signage in zone 1 for a retail business occupying a tenant space over 150,000 square feet: 1. Signage above a doorway indicating that it is exit only. T he signage shall not exceed 10 square feet. 2. Signage that directs customers to business operations having a separate entrance. T he signage shall be located above or directly adjacent to the entrance of the business operation and shall not exceed 55 square feet. 3. One slogan sign on the primary face of the building, which shall not exceed 50 square feet and shall be no higher than ten (10) feet in height as measured from building grade. S UM M ARY: Menard, Inc., is requesting amendments to Planned Development Ordinance No. 1053 to allow for additional signage for their new Menards building materials store, garden center and lumber yard located at 6055 150th Street West. C ity code currently allows a retail business to have a ground or pylon sign, which shall not exceed 110 sq. ft. or a height of 24 feet; and building signage that cannot exceed 500 sq. ft. T he petitioner originally requested the following signage: 1. 279.5-sq. ft. building sign with a 71.9-sq. ft. red and yellow swoosh. 2. 100-sq. ft. pylon sign, which 23 feet tall. T he sign will be located along the east of the C SA H 42 entrance into the site and will be located 16 feet from the south property. 3. Several informational signs on both sides of the lumberyard entrance/exit area. 4. A 1'-2" x 40'-0" (46.67-sq. ft.) slogan sign that will be located between the two entrances to the store. 5. A 2'-0" x 15'-1 1/4" (30.2 sq. ft.) garden center sign that will be located just to the east the Garden C enter entrance. 6. Eight signs on the front elevation that will identify different departments within the store. T he signs will be two feet high and will vary in length, depending on the number of letters. T he applicant has revised their request by removing the eight department signs from consideration. T he building sign with the swoosh and pylon sign are in conformance with the C ity's sign regulations. Staff has also determined that the exterior lumberyard informational/directional signage can be allowed as an additional building sign, as long as it is no greater than the copy area of primary sign on the south elevation. T he signage on the other side of the lumberyard access area is considered interior signage, which does not require review or permitting by the City. With regard to the slogan sign and informational signage above the exit only doorway and next to the garden center, staff is proposing amendments that would allow for those in the planned development zoning district. T he proposed amendments would allow for the signage as proposed by the applicant. T he Planning C ommission held a public hearing concerning this request on October 16, 2019. No one spoke on the night of the hearing and the hearing was closed. O n November 6, 2019, the Planning C ommission voted 4-0 to recommend approval of the amendments to the planned development ordinance. T he draft ordinance reflects the Commission's recommendation. B AC K G RO UND: In recent years, the City has amended two existing planned development ordinances to accommodate additional signage for a large retailer's building. T hese planned developments are the locations of the Southport Target and Apple Valley Walmart. T he stores were remodeled and part of that remodel included the addition of a second and third entrance and the retailers were seeking additional signage that would identify the entrances to certain departments within the store. In Planned Development No. 244, which is the location of the Southport Target, the ordinance was amended to read as follows: In Zone 1, a business occupying a tenant spaces over 150,000 square feet which has two different business operations within the space, shall be allowed signage in addition to the primary business sign to direct customers to the business operations within the tenant space. T he additional signage shall not exceed 55 square feet and must be located above the entrance to each business operation. O nly two additional business operation identification signs shall be allowed per tenant space. In Planned Development No. 341, which is the location of the Apple Valley Walmart, the ordinance was amended to read as follows: A business occupying 150,000 square feet or more of interior building space, which has more than one type of retail service component to its business operations (e.g., general merchandise, grocery, garden and/or pharmacy), may have a building sign, in addition to the primary business building sign permitted by this code, to direct customers to each separate retail area within the business space. Each additional sign shall not exceed 55 square feet, and shall be located over the building entrance into the retail service component of the business for which the sign relates. N o more than three building signs for the retail service components of the business shall be permitted. Menard's proposed amendments would generally be consistent with what was approved or currently exist, in some form, in these two planned development zoning districts. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Ordinance Background Material Applicant L etter Site P lan Elevations Presentation 1 CITY OF APPLE VALLEY ORDINANCE NO.--- AN ORDINANCE OF THE CITY OF APPLE VALLEY, MINNESOTA, AMENDING SECTION A37 OF THE CITY CODE BY PROVIDING ADDITIONAL SIGNAGE TO RETAILERS OVER 150,000 SQUARE FEET. The City Council of Apple Valley Ordains: Section 1. That the Code of Ordinances be amended by adding subparagraphs (a)(i)(ii) and (iii) to Section A37-5(A)(6) to read as follows: * * * * * * * (a) In Zone 1, a business occupying a tenant space over 150,000 square feet, which has different business operations shall be allowed the following signage in addition to the primary business sign: i. Signage to direct customers to the business operations within the tenant space. The additional signage shall not exceed 55 square feet and must be located above or directly adjacent to each business operation. Only three additional business operation identification signs shall be allowed per tenant space. ii. Signage above a doorway on the primary face of the building indicating that it is exit only. The signage shall not exceed ten (10) square feet. iii. One slogan sign on the primary face of the building, which shall not exceed 50 square feet and shall be no higher than ten (10) feet in height as measured from the building grade. 2 Section 2. Summary approved. The City Council hereby determines that the text of the summary marked "Official Summary of Ordinance No. “----", a copy of which is attached hereto, clearly informs the public of the intent and effect of the ordinance. The City Council further determines that publication of the title and such summary will clearly inform the public of the intent and effect of the ordinance. Section 3. Filing. The City Clerk shall file a copy of this ordinance in her office, which copy shall be available for inspection by any person during regular office hours. Section 4. Publication. The City Clerk shall publish the title of this ordinance and the official summary in the official newspaper of the City with notice that a printed copy of the ordinance is available for inspection by any person during regular office hours at the office of the City Clerk. Section 5. Effective date. This ordinance shall take effect upon its passage and publication of its title and official summary. PASSED by the City Council this 12th day of December, 2019. Mary Hamann-Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk 3 CITY OF APPLE VALLEY ORDINANCE NO. ___ AN ORDINANCE AMENDING APPENDIX A OF THE CITY CODE OF ORDINANCES The following is the official summary of Ordinance No. ___ approved by the City Council of Apple Valley on December 12, 2019. Section A37-5(A)(6) of the Code of Ordinances is amended with regard to "PD1053/zone 1" planned development zoning district. This amendment provides additional signage to retailers over 150,000 square feet. The overall district is bounded by 147th Street West on the north, Johnny Cake Ridge Road on the east, CSAH 42 on the south and the Magellan Pipeline Co. petroleum tank farm; containing approximately 43.58 acres of land. A printed copy of the ordinance is available for inspection by any person during regular office hours at the office of the City Clerk at the Apple Valley Municipal Center, 7100 147th Street West, Apple Valley, Minnesota 55124. PLANNED DEVELOPMENT ORDINANCE NO. 1053 AMENDMENTS PROJECT REVIEW Existing Conditions Property Location: Northwest Corner of 150th Street West (CSAH42) and Johnny Cake Ride Road) Legal Description: Lot 1, Block 1, Menards at Hanson Concrete Comprehensive Plan Designation “C” (Commercial) Zoning “PD-1053/zone 1 (Planned Development) Existing Platting Platted Current Land Use Building materials sales store Size: 22.6 acres Topography: Flat Existing Vegetation None Other Significant Natural Features None Adjacent Properties/Land Uses NORH Vacant Comprehensive Plan “IND” (Industrial) Zoning/Land Use “I-2” (General Industrial SOUTH Fischer Aggregate Mining Operations Comprehensive Plan “MBC” (Mixed Business Campus) Zoning/Land Use “SG” (Sand and Aggregate) EAST Vacant Comprehensive Plan “C” (Commercial) and “IND” (Industrial) Zoning/Land Use “PD-1053/zone 1 (Planned Development) and “I-2” (General Industrial) WEST Magellan Petroleum Tank Farm Comprehensive Plan “IND” (Industrial) Zoning/Land Use “I-2” (General Industrial) 12/12/2019 1 PLANNED DEVELOPMENT NO. 1053 AMENDMENTS APPLE VALLEY CITY COUNCIL DECEMBER 12, 2019 MEETING REQUEST Menard, Inc. is requesting amendments to Planned Development Ordinance No. 1053 to allow for additional signage for their new Menards building materials store, garden center and lumber yard located at 6055 150 TH Street West 12/12/2019 2 PROPOSED SIGNAGE REQUEST The petitioner is requesting the following signage: •279.5‐sq. ft. building sign with a 71.9‐sq. ft. red and yellow swoosh. •100‐sq. ft. pylon sign, which 23 feet tall. The sign will be located along the east of the CSAH 42 entrance into the site and will be located 16 feet from the south property. •Several informational signs on both sides of the lumberyard entrance/exit area. •A 1'‐2" x 40'‐0" (46.67‐sq. ft.) slogan sign that will be located between the two entrances to the store. •A 2'‐0" x 15'‐1 1/4" (30.2 sq. ft.) garden center sign the will located just to the east the Garden Center entrance. •Eight signs on the front elevation that will identify different departments within the store. The signs will be two feet high and will vary length depending on the number of letters. (This was part of original request that was removed for consideration by the applicant) MONUMENT/PYLON SIGN SITE PLAN 12/12/2019 3 “PD‐1053” ZONING MAP ZONE 1 PYLON SIGN 12/12/2019 4 ORIGINAL SIGNAGE PLAN REVISED SIGNAGE PLAN 12/12/2019 5 BUILDING SIGNAGE YARD ENTRANCE SIGNAGE 12/12/2019 6 PD‐244 AMENDMENT A business occupying a tenant spaces over 150,000 square feet which has two different business operations within the space, shall be allowed signage in addition to the primary business sign to direct customers to the business operations within the tenant space. •The additional signage shall not exceed 55 square feet and must be located above the entrance to each business operation •Only two additional business operation identification signs shall be allowed per tenant space “PD‐341” AMENDMENT A business occupying 150,000 square feet or more of interior building space, which has more than one type of retail service component to its business operations (e.g., general merchandise, grocery, garden and/or pharmacy), may have a building sign to direct customers to each separate retail area within the business space •Each additional sign shall not exceed 55 square feet, and shall be located over the building entrance into the retail service component of the business for which the sign relates •No more than three building signs for the retail service components of the business shall be permitted 12/12/2019 7 PLANNED DEVELOPMENT NO. 1053 AMENDMENTS RECOMMENDATION Accept the first reading, waive the second reading and pass the amendments to Planned Development No. 1053 to allow for the following additional signage in zone 1 for a retail business occupying a tenant space over 150,000 square feet: •Signage above a doorway indicating that it is exit only. The signage shall not exceed 10 square feet •Signage that directs customers to business operations having a separate entrance •The signage shall be located above or directly adjacent to the entrance of the business operation and shall not exceed 55 square feet •One slogan sign on the primary face of the building, which shall not exceed 50 square feet and shall be no higher than ten (10) feet in height as measured from building grade I T E M: 5.G. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: P ass Ordinance Amending Chapter 114 of the City Code, Regarding P eddler and Solicitor Regulations (Second reading) S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Pass the ordinance amending C hapter 114 of the C ity Code, regarding peddler and solicitor regulations. (Second reading) S UM M ARY: Attached for your consideration and second reading is an ordinance amending Chapter 114 of the City C ode entitled “Business Regulations”, regarding peddler and solicitor regulations. T he proposed ordinance was prepared by the City Attorney’s office. T he ordinance a me ndme nt eliminates registration requirements for charitable organizations and includes updates about hearings and the method the Council uses for establishing fees. T he first reading of the ordinance amendment was held N ovember 26, 2019. No comments from the public have been received since the first reading. B AC K G RO UND: Charitable Organizations Federal and state laws limit the requirements cities can impose on charitable organizations. Following discussions with the Police D epartment and C ity Attorney's Office, it was determined the current charitable organization requirements did not serve a meaningful purpose, so the section is being deleted. Fees T he City C ouncil can establish fees by ordinance or resolution. In 2016, the C ity switched from setting fees by ordinance to resolution because it is more efficient. Use of a resolution eliminates the need for publication in the C ity's official newspaper and provides for a shorter enactment window. T he proposed ordinance indicates the use of a resolution to establish fees. Hearing Earlier this year, the City Council adopted Resolution 2019-52 which approves the delegation and appointment of a hearing officer in connection with the suspension or revocation of licenses and permits. T he proposed ordinance reflects language consistent with the use of a hearing officer. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Ordinance Ordinance CITY OF APPLE VALLEY ORDINANCE NO. AN ORDINANCE OF THE CITY OF APPLE VALLEY, MINNESOTA, AMENDING TITLE XI OF THE CITY CODE ENTITLED, "BUSINESS REGULATIONS” BY AMENDING CHAPTER 114 REGARDING PEDDLERS AND SOLICITORS REGULATIONS The City Council of Apple Valley ordains: Section 1. Title XI of the Apple Valley City Code is amended by revising Section 114.03(D) to read as follows: (D) Fee. All applications for a license under this chapter shall be accompanied by the fee established in the city’s fee schedule as adopted from time to time by an ordinance passed by Resolution of the City Council. Solicitors engaged in interstate commerce are exempt from payment of the fee, but are not exempt from other licensing requirements. Section 2. Title XI of the Apple Valley City Code is amended by revising Section 114.03(G)(4) to read as follows: (G) License exemptions. * * * * (4) Any canvassing, soliciting, or fund raising for the purpose of charitable organizations if such organization is registered with the attorney general pursuant to the provisions of M.S. § 309.52 as a charitable organization or exempted pursuant to the provisions of M.S. § 309.515 provided the organization registers as required by § 114.07. * * * * Section 3. Title XI of the Apple Valley City Code is amended by revising Section 114.05(D) to read as follows: (D) Public hHearing. Upon receiving the notice provided in division (C) of this section, the licensee/registrant shall have the right to request a public hearing. If no request for a hearing is received by the City Clerk within ten regular business days following the service of the notice, the city may proceed with the suspension or revocation. For the purpose of mailed notices, service shall be considered complete as of the date the notice is placed in the U.S. mail. If a public hearing is requested within the stated time frame, a hearing shall be scheduled before a hearing officer within 20 days a reasonable time from the date of the request. Within three regular business 30 days of the hearing, the hearing officer shall submit his/her written findings and recommended decision to the City Council shall notify and the licensee/registrant of its decision. The City Council shall then take action to affirm or overrule the hearing officer’s findings and recommended decision. Section 4. Title XI of the Apple Valley City Code is amended by deleting Section 114.07 in its entirety. (A) Charitable organizations exempt from the licensing requirements of this chapter under § 114.03, shall be required to register with the city, but no fee shall be required. Registration shall be made on a form provided by the city and shall include the following information: (1) Name and address of the organization; (2) Name and address of the person seeking to register on behalf of the organization; (3) Names and addresses of all of the officers and no more than four directors of the organization; (4) Period during which canvassing, solicitation, or fund raising is to be carried on, not to exceed five years; (5) Purpose of the cause for which registration is sought; and (6) Evidence of registration with the Minnesota Attorney General or exemption from registration pursuant to M.S. §§ 309.515 or 309.52. (B) Upon completion of the registration form, the City Clerk shall issue to the registrant a Certificate of Registration as proof of the registration. Certificates of Registration shall be non- transferable and state the date of issuance and length of time, not to exceed five years from the date of issuance, that the same shall be operative. (C) Each time during said five-year period that a solicitation is conducted, such organization shall furnish all of its members, agents, or representatives who are conducting solicitations on behalf of the organization, solicitation credentials, in writing, stating the name of the organization, name and address of the person issuing credentials on behalf of the organization, name of agent to whom the credentials are issued, purpose of solicitation and period during which solicitation is to be carried on, not to exceed the period of time during which the registration certificate issued to the organization is operative. The organization shall also notify the Police Department of the period during which the solicitation is to be carried on in the city. Section 5. Effective Date. This ordinance shall take effect upon its passage and publication. PASSED by the City Council this 12th day of December, 2019. ___________________________________ Mary Hamann-Roland, Mayor ATTEST: ____________________________________ Pamela J. Gackstetter, City Clerk CITY OF APPLE VALLEY ORDINANCE NO. AN ORDINANCE OF THE CITY OF APPLE VALLEY, MINNESOTA, AMENDING TITLE XI OF THE CITY CODE ENTITLED, "BUSINESS REGULATIONS” BY AMENDING CHAPTER 114 REGARDING PEDDLERS AND SOLICITORS REGULATIONS The City Council of Apple Valley ordains: Section 1. Title XI of the Apple Valley City Code is amended by revising Section 114.03(D) to read as follows: (D) Fee. All applications for a license under this chapter shall be accompanied by the fee established in the city’s fee schedule as adopted from time to time by Resolution of the City Council. Solicitors engaged in interstate commerce are exempt from payment of the fee, but are not exempt from other licensing requirements. Section 2. Title XI of the Apple Valley City Code is amended by revising Section 114.03(G)(4) to read as follows: (G) License exemptions. * * * * (4) Any canvassing, soliciting, or fund raising for the purpose of charitable organizations if such organization is registered with the attorney general pursuant to the provisions of M.S. § 309.52 as a charitable organization or exempted pursuant to the provisions of M.S. § 309.515. * * * * Section 3. Title XI of the Apple Valley City Code is amended by revising Section 114.05(D) to read as follows: (D) Hearing. Upon receiving the notice provided in division (C) of this section, the licensee/registrant shall have the right to request a hearing. If no request for a hearing is received by the City Clerk within ten regular business days following the service of the notice, the city may proceed with the suspension or revocation. For the purpose of mailed notices, service shall be considered complete as of the date the notice is placed in the U.S. mail. If a hearing is requested within the stated time frame, a hearing shall be scheduled before a hearing officer within a reasonable time from the date of the request. Within 30 days of the hearing, the hearing officer shall submit his/her written findings and recommended decision to the City Council and the licensee/registrant. The City Council shall then take action to affirm or overrule the hearing officer’s findings and recommended decision. Section 4. Title XI of the Apple Valley City Code is amended by deleting Section 114.07 in its entirety. Section 5. Effective Date. This ordinance shall take effect upon its passage and publication. PASSED by the City Council this 12th day of December, 2019. ___________________________________ Mary Hamann-Roland, Mayor ATTEST: ____________________________________ Pamela J. Gackstetter, City Clerk I T E M: 5.H. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Regular A genda Description: A ccept Resignation of Telecommunications A dvisory Committee Member Dale Rodell and A uthorize Receipt of A pplications through J anuary 17, 2020, to F ill Vacancy S taff Contact: P amela J . Gackstetter, City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Accept the resignation of Telecommunications Advisory Committee Member Dale Rodell and authorize receipt of applications through J anuary 17, 2020, to fill the vacancy. S UM M ARY: Committee Member Dale Rodell notified the C ity of his resignation from the Telecommunications Advisory Committee. Staff suggests formal acceptance of his resignation at this time. T he C ity C ouncil may also wish to extend an invitation to individuals interested in serving on the Telecommunications Advisory C ommittee to submit an application to the C ity C lerk by J anuary 17, 2020. A draft announcement regarding the vacancy is attached for your review. An appointment could then be made in February. B AC K G RO UND: T he five-member Telecommunications Advisory C ommittee is a standing committee with the responsibility to advise the City C ouncil on matters relating to cable T V and telecommunications; evaluate cable system performance; provide a forum of first consideration for cable T V complaints regarding service, programming, access, and quality of reception; oversee franchise grantee compliance; and evaluate franchise renewal proceedings. T he Telecommunications Advisory C ommittee votes on recommendations, which are then sent to the C ity C ouncil. T his C ommittee meets the first Monday in March, J une, and December, and the second Monday in September, beginning at 7:00 p.m., at the Municipal Center. B UD G E T I M PAC T: N/A AT TAC HM E NT S : Notice City of MEMO City Clerk’s Office CITY OF APPLE VALLEY ANNOUNCEMENT OF TELECOMMUNICATIONS ADVISORY COMMITTEE VACANCY A vacancy currently exists on the City of Apple Valley’s Telecommunications Advisory Committee for a three-year term expiring March 1, 2020. The five-member Telecommunications Advisory Committee is a standing committee with the responsibility to advise the City Council on matters relating to cable TV and telecommunications; evaluate cable system performance; provide a forum of first consideration for cable TV complaints regarding service, programming, access, and quality of reception; oversee franchise grantee compliance; and evaluate franchise renewal proceedings. The Telecommunications Advisory Committee votes on recommendations, which are then sent to the City Council. This Committee meets the first Monday in March, June, and December and the second Monday in September, beginning at 7:00 p.m., at the Municipal Center. The City Council will fill these vacancies by appointment. Persons interested in submitting their names for consideration must file an application with the City Clerk by 4:30 p.m., on Friday, January 17, 2020. Application forms may be obtained on the City website at www.cityofapplevally.org or at the office of the Apple Valley City Clerk, at 7100 147th Street W., Apple Valley, Minnesota 55124, or by calling 952-953-2506. DATED this 12th day of December, 2019. Pamela J. Gackstetter City Clerk I T E M: 7. C O UNC I L ME E T I NG D AT E:December 12, 2019 S E C T I O N:Calendar of Upcoming Events Description: A pprove Calendar of Upcoming E vents S taff Contact: S tephanie Marschall, Deputy City Clerk Department / Division: City Clerk’s Office AC T I O N RE Q UE S T E D: Approve the calendar of upcoming events as listed in the summary below, and noting each event listed is hereby deemed a Special Meeting of the C ity Council. S UM M ARY: Day/Date Time L ocation Ev ent Tue./Dec. 10 11:00 a.m.-1:15 p.m.Senior Center Apple Valley Seniors Holiday Party Wed./Dec. 11 11:30 a.m.-1:00 p.m.GrandStay Hotel Chamber Annual C hristmas Luncheon T hur./Dec. 12 5:30 p.m.Municipal C enter Informal City C ouncil Meeting T hur./Dec. 12 7:00 p.m.Municipal C enter Regular C ity Council Meeting Wed./Dec. 18 9:00 a.m.Municipal C enter Firefighters Relief Association Meeting Wed./Dec. 18 7:00 p.m.Municipal C enter Planning C ommission Meeting T hur./Dec. 19 5:30 p.m.Bloomington C enter for the Arts Mayor Gene Winstead Retirement Celebration Tue./Dec. 24 C ity Offices Closed Christmas Holiday Floater Wed./Dec. 25 C ity Offices Closed Christmas Holiday T hur./Dec. 26 6:00 p.m.Municipal C enter ED A Meeting T hur./Dec. 26 7:00 p.m.Municipal C enter Regular C ity Council Meeting Wed./J an. 1 C ity Offices Closed New Year’s Day T hur./J an. 2 6:00 p.m.Municipal C enter Informal Parks & Recreation Advisory C ommittee Meeting T hur./J an. 2 7:00 p.m.Municipal C enter Regular Parks & Recreation Advisory C ommittee Meeting Mon./J an. 6 1:30-3:00 p.m.Municipal C enter Carol Blommel J ohnson Retirement Celebration Wed./J an. 8 7:00 p.m.Municipal C enter Traffic Safety Advisory Committee Meeting T hur./J an. 9 5:30 p.m.Municipal C enter Informal City C ouncil Meeting T hur./J an. 9 7:00 p.m.Municipal C enter Regular C ity Council Meeting Wed./J an. 15 7:00 p.m.Municipal C enter Planning C ommission Meeting B AC K G RO UND: Each event is hereby deemed a Special Meeting of the C ity Council, the purpose being informational or social gathering. Only events marked with an asterisk (*) will any action of the Council take place. B UD G E T I M PAC T: N/A