2017 Adopted City Budget - City of Woodbury [PDF]

CITY OF WOODBURY, MINNESOTA

2017 LISTING OF CITY ELECTED OFFICIALS

Position Mayor Mary Giuliani Stephens

Term of Office Four Years

Term Expires December 31, 2018

Council Member Christopher Burns

Four Years

December 31, 2018

Council Member Julie Ohs

Four Years

December 31, 2018

Council Member Andrea Date

Four Years

December 31, 2020

Council Member Amy Scoggins

Four Years

December 31, 2020

Appointed Officials City Administrator, Clinton P. Gridley Administration Services Director, Jody Brown Finance Director, Tim Johnson Community Development Director, Dwight Picha Public Safety Director, Lee Vague Engineering/Public Works Director, Klayton Eckles Park and Recreation Director, Robert Klatt IT Director, Robert James

CITY OF WOODBURY 2017 FINAL BUDGET BUDGET INDEX

Executive Summary: 2017 Budget Transmittal Letter ............................................................................ Community Profile ...............................................................................................

i xxix

Combined Statement – All Budgeted Funds .......................................................................

2

General Fund: Revenue Revenue Breakdown ..................................................................................... Revenue Comparison ..................................................................................... General Fund Revenues .................................................................................

7 7 9

Appropriations Summary of Appropriations and Expenditures ............................................. Summary of Appropriations .......................................................................... Appropriation Breakdown .............................................................................

12 14 16

General Government: Mayor and Council ............................................................................................... Administration / Elections ...................................................................................... Finance ................................................................................................................. Assessing .............................................................................................................. Information Technology .......................................................................................

18 21 26 30 31

Community Development: Planning and Code Enforcement ................................................................... Economic Development ................................................................................ Inspections ....................................................................................................

35 39 42

Public Safety: Police ............................................................................................................. Fire ................................................................................................................ Emergency Preparedness / Safety .................................................................

47 52 56

Engineering and Public Works: Engineering .................................................................................................... Public Works Administration ........................................................................ Streets ............................................................................................................ Fleet Services ................................................................................................ Street Lighting ...............................................................................................

60 64 67 71 74

Park and Recreation: Municipal Buildings ..................................................................................... Recreation ..................................................................................................... Parks and Forestry .........................................................................................

76 79 82

CITY OF WOODBURY 2017 FINAL BUDGET BUDGET INDEX Special Revenue Funds: Administration Fee Fund ...................................................................................... Public Safety Activities Fund ............................................................................... Emergency Medical Services Fund ...................................................................... Fire Relief Pension Fund ...................................................................................... Housing and Urban Development Fund ............................................................... Economic Development Authority Fund .............................................................. Housing and Redevelopment Authority Fund ......................................................

88 89 90 97 98 101 103

Capital Project Funds: Park Dedication Fund ........................................................................................... Tax Abatement Plan I-94 Region Fund ................................................................ Street Reconstruction/Maintenance Fund ............................................................ Capital Improvement Fund ................................................................................... Community Investment Fund ...............................................................................

107 108 109 110 113

Enterprise Funds: Water and Sewer Utility Fund: Water ............................................................................................................. Sewer ............................................................................................................. Storm Water Utility Fund ..................................................................................... Street Lighting Utility Fund ................................................................................. Bielenberg Sports Center Ice Arena / Field House Fund ...................................... Eagle Valley Golf Course Fund ............................................................................

120 125 129 134 135 143

Other Funds: Risk Management Fund ......................................................................................... Debt Service Fund Summary ...............................................................................

152 157

Capital Improvement Plan: Capital Improvement Fund .................................................................................. Street Reconstruction/Maintenance Fund ............................................................ Municipal State Aid Roadway Construction Fund ............................................... Phase One and Two – Major Roadway Special Assessment Fund ....................... Park Dedication Fund ........................................................................................... Trunk Water and Sanitary Sewer Fund ................................................................ Trunk Storm Sewer Funds: Central District ............................................................................................... Ramsey-Washington Metro ........................................................................... West Draw ..................................................................................................... Valley Branch ................................................................................................ Emergency Medical Services Fund ...................................................................... Enterprise Funds: Equipment Replacement and Major Project Reserve – Water and Sewer Utility Fund.................................................................. Major Project Reserve - Storm Water Utility Fund ....................................... Equipment Replacement and Major Project Reserve – Eagle Valley Golf Course Fund ............................................................... Equipment Replacement and Major Project Reserve – Bielenberg Sports Center Fund ................................................................

161 162 163 164 165 166 167 168 169 170 171

172 173 174 175

CITY OF WOODBURY 2017 FINAL BUDGET BUDGET INDEX Capital Improvement Plan (Continued): Community Investment Fund ................................................................................. Public Works Building Expansion Fund ................................................................ Summary of Proposed Debt Issuances in the Capital Improvement Plan .............. Debt Service Projections for Debt Issuances Supported by Property Tax Levies .. Summary of Major Roadway Projects ................................................................... Street Reconstruction and Major Roadway Project Descriptions .........................

176 177 178 179 180 181

Appendix: Fund Balance Estimate – General Fund .............................................................. Overview of Valuations and Tax Capacity Rates .................................................. Estimated Taxes Payable Comparisons – Residential Property ............................. Estimated Taxes Payable for 2017 Compared to 2016 – Residential Property ..... Estimated Taxes Payable for 2017 Compared to 2016 – Specific Properties ........ Housing and Redevelopment Authority Levy at $250,000 ................................... Per Capita and Per Household Spending / Tax Levy Comparison ........................ Staffing Summary – Five Year History ................................................................ Total Staffing and Staffing Per 1,000 Residents .................................................. Personnel Changes in 2017 Budget – All Funds .................................................. Long-Term Staffing Plan 2017-2019 ................................................................... Property Tax Levy Allocation .............................................................................. Glossary of Budget Terms ..................................................................................... Acronyms ..............................................................................................................

184 185 186 187 188 189 190 191 192 193 194 195 196 200

8301 Valley Creek Road • Woodbury, MN 55125-3330 • www.ci.woodbury.mn.us (651) 714-3500 • TDD (651) 714-3568 • FAX (651) 714-3501 December 2016 Dear Members of the City Council: In accordance with the obligations set forth in Section 2-45 (a) (5) of the City of Woodbury Code of Ordinances, I am pleased to transmit the fiscal year 2017 Budget for the City of Woodbury. The annual budget document contains financial information on the City's General, Special Revenue, Capital Project, Enterprise, Internal Service, and Debt Service funds for your review and consideration. The budget also incorporates performance measurement information for a number of service areas. Performance management focuses on results that residents expect from the services provided by the City and provide a higher level of accountability through annual performance reporting. I believe all this information will aid the City Council in making informed financial and service delivery decisions. This is my thirteenth budget that I have submitted to you as City Administrator and I can assure the citizens of Woodbury that all revenues and expenditures have been thoroughly scrutinized, are within the City Council’s target-based budget direction and allow us to meet the mission, vision and values of the City. This ideal is most eloquently stated in the mission statement of the City of Woodbury, originally adopted in 2007 and revised in 2011:

Guide to the Budget Document

I.

The annual budget document provides a financial plan to execute the services and priorities of the Woodbury City Council. The budget document consists of the following sections: 

In the Executive Summary, the City Administrator’s budget transmittal letter highlights the overall strategies, priorities, programs, services and funding plan of the City. Community, organization and budget overview information and the basis for our budget is provided in the remainder of the Executive Summary.



The General Fund section of the budget contains financial summaries of our operating divisions with performance measurement data, budget highlights, personnel totals and a multi-year detailing of the line item budgets.



The Special Revenue Funds section account for proceeds that must be used for specific uses to provide an extra level of accountability and transparency that the monies in these accounts will go toward their intended purposes. They can be supported by a wide range of proceeds including property tax dollars.

i

FY ’17 Budget Transmittal Letter to City Council December 2016



To support acquisition of more expensive, long-life equipment, and construction or reconstruction of City facilities and infrastructure, the various Capital Project Funds appropriate and list intended items for next year.



The City of Woodbury operates a number of self-supporting business enterprises whose operations are funded by fees and charges and not by property taxes. These are located in the Enterprise Funds section of the budget.



The City’s risk management and insurance programs are housed in the Internal Service Fund. Also in the Other Funds tab is a detailed listing of our principal and interest expenditures accounted for in the Debt Service Fund summary.



The last two sections of the budget are informational documents relative to the five-year capital improvement plan and the appendix which has various statistical and supplemental data to provide readers additional information pertaining to the City of Woodbury. This includes a glossary of the various budget and financial terms used throughout the documents.

II.

Budget Process

Woodbury complies with the Minnesota statutory “Truth in Taxation” (TnT) process enacted by the 1988 legislature to improve local accountability by focusing taxpayers on the relationship between the budget process and property taxes. The main purposes of TnT were to enhance public participation in Minnesota’s property tax system, to educate the public on how property taxes are determined, to encourage the public to understand the local government’s budget process and to encourage the public to become involved in helping local officials set spending priorities. Under this law, the City Council is required to adopt a preliminary levy by Sept. 30 of each year. Although there are some exceptions (e.g., referendums, court costs, etc.), the final levy cannot be increased above the preliminary levy amounts reflected on the TnT notices. Washington County then takes the preliminary levy information from each taxing entity and, in November, provides a parcel-by-parcel estimate of the impact of the maximum allowable levy set by these jurisdictions and mails a notice to each property owner a maximum tax levy estimate and the dates the final levies will be publically set. The following is an illustration of the internal annual process used for building our municipal budget.

Public (TnT) City Council

City Administrator Finance Department Departments Divisions/Sections

ii

FY ’17 Budget Transmittal Letter to City Council December 2016

The City’s budget and financial planning process begins in December of the preceding year when City staff begin to assemble the five-year capital improvement plan and concludes the following December with the adoption of the annual budget. Throughout the budgeting process, the City remains committed to public input that allows citizens to view and comment on public discussions. The following dates are open public meetings held in 2016 regarding the 2017 budget:

April 20, 2016

2017 BUDGET CALENDAR City Council budget workshop regarding the Bielenberg Sports Center and Eagle Valley Golf Course five-year Capital Improvement Plan

May 18, 2016

City Council budget workshop regarding the General Fund, Enterprise and Special Revenue Five-year Capital Improvement Plan

June 22, 2016

Adoption of 2017-2021 Capital Improvement Plan

July 13, 2016

City Council budget workshop regarding budget targets and long-term financial analysis

Sept. 7, 2016

Adoption of the proposed HRA property tax levy

Sept. 14, 2016

City Council budget workshop

Sept. 28, 2016

Adoption of the proposed property tax levy and set Truth-in-Taxation public meeting date

Nov. 16, 2016

Council Workshop budget update

Dec. 14, 2016

Truth-in-Taxation public meeting and adoption of the final property tax levy and budget

III.

Trends, Financial & Economic Outlook “Nothing endures but change” - Heraclitus, 6th Century B.C. Greek philosopher

Heraclitus was famous for his insistence on ever-present change as being the fundamental essence of the world. Change is an increasing, pervasive element of modern society and businesses of all types. For the City of Woodbury, there are many areas of fast-moving change. Five of the more significant forces of change are: organizational transformation, social transformation, environmental transformation, economic transformation and community policing. These are described further below.  Organizational Transformation – Structural change within an organization stems from internal or external factors. As our marketplace changes, so will the organization need to change. Efficient change management requires the ability to best utilize our talent and adjust our departmental, divisional and sectional structures to keep up with growth and community changes. Woodbury is continually adapting and revising our job duties and internal structures to meet the forces of occupational, environmental and community change. From our customer perspective in the 2015 community survey, overall quality and value of services rated favorably by a majority of respondents. We continue focusing around the five key organizational development initiatives that can help us better meet our values statement of “exceeding expectations”: • •

Organization and Leadership Development Professional Development iii

FY ’17 Budget Transmittal Letter to City Council December 2016

• • •

Employee Engagement Hire for Fit (renamed values-based hiring) Diversity and Inclusion

This cuts across all departments and will use many of the same principals of the previous “organization study” – specifically that it is employee-led and driven so that the results and level of engagement can be as effective, sustaining and as impactful as possible. The following picture shows what this looks like and how it fits in with our values statement.

 Social Transformation - The basis of local government is communities which are formed out of collections of people who join together for many reasons such as commerce, quality of life, social connections and the benefits of a specific geographic location. As societies transform and change, the ramifications on managing local governments are profound. Specifically, sweeping demographic forces will have a significant impact on the ability of local governments to provide necessary infrastructure and services. Population increases may lead to bigger economies (more businesses, more tax revenue), but also require greater resources. The major demographic forces driving these impacts include: 

Aging Population - This proportion of the community is expected to increase to 80 percent by 2050. Implications of an aging population for communities are considerable, with dramatic implications for service needs. In response to this shift in the population, local government will have to address new configurations of needs for housing, transportation, infrastructure, community facilities, health care and social services, education, and public safety.



Increasing Racial and Ethnic Diversity - Throughout the world, significant cultural change on a scale and at a pace that is unprecedented in human history is occurring. Woodbury, as well as the Twin Cities region and the U.S as a whole, are becoming increasingly racially diverse. It will be critical for us to embrace these changes and facilitate the integration of diverse groups into Woodbury. Representative governance will also be a challenge as the leadership of our community is not likely to change as quickly as the demographics will. Many local governments like Woodbury continue to be led by homogeneous elected bodies while serving heterogeneous populations. Furthermore, nationally there is rising tension and an erosion of trust between the public and government. Local government will need to serve as a bridge in confronting these rising tensions and representing a more diverse community. iv

FY ’17 Budget Transmittal Letter to City Council December 2016

Population Growth, Smaller Household Sizes, Later Family Formation - On the one side, Woodbury, statewide, national and global populations continue to grow. The following charts show the recent-term and long-term trends for Woodbury.

Population Growth Since 1960 100,000

87,800

90,000

80,500

72,500

80,000 61,961

Population

70,000 60,000 46,463

50,000 40,000 30,000

20,075

20,000 10,000

3,014

6,184

10,297

1960

1970

1980

1990

2000

2010

Projected Projected Projected 2020 2030 2040

Year

Conversely, childbearing rates are declining worldwide. Furthermore, across developed countries, the average age at which women have their first child increased from 24 in 1940 to 28 in 2012. In the U.S., fertility rates are now close to the replacement level of 2.1. This will have an impact on the schools, housing and commercial needs of our residents. Housing values will be impacted by later and smaller family formation as that affects housing demand. Fortunately we continue to rebound from four consecutive years of falling values. The following chart shows the recent value trend. Median Value of Residential Parcel in Woodbury $300,000

5.6% increase from 2010 to 2017

$277,100

$277,800

2016

2017

$270,100 $275,000

Median Value ($)



$263,100

$241,100

$250,000

$237,600

$235,600

$219,500

$225,000

$200,000

$175,000

$150,000 2010

2011

2012

2013

2014 Year

v

2015

FY ’17 Budget Transmittal Letter to City Council December 2016

Property values have stabilized and returned to growth territory. The next chart illustrates the annual rate of value change including the effects of the excluded value (2012) and value determination methodology (2013) changes.

Taxable Market Value Change

Annual Increase (Decrease) in Millions

$1,100 $900 $700 $500 $300 $100 $(100) $(300) $(500) $(700) 2008

2009

2010

2011

2012 Year



2013

2014

2015

2016

Estimated 2017

Sense of place – It is hard to define but we know it when we feel it. This is an important part of social transformation that needs to be atop local government’s list to keep our community vital. For Woodbury, we try to monitor our sense of place through our biennial community survey to track our progress to fulfilling our citizens’ desire for quality of life. The most recent 2015 survey told us that residents gave exceptionally high marks to the overall quality of life in Woodbury, with more than 9 in 10 awarding “excellent” or “good” ratings in 2015; no respondents felt that the quality of life was “poor.” When compared over time, ratings remained stable.

At least three-quarters of residents evaluated all seven characteristics of Woodbury’s community positively. Overall feeling of safety and overall image or reputation received the highest ratings, with 94% indicating each as “excellent” or “good.” Woodbury residents continued to express a very high degree of satisfaction about the value of City services they receive for their tax dollars, and the overall quality of life in Woodbury, such as:

vi

FY ’17 Budget Transmittal Letter to City Council December 2016 -

91 percent approve of the job performance of the Mayor and City Council - only two percent report strong disapproval 87 percent rate the job performance of the City staff as “excellent” or “good” No. 1 ranking among communities with populations 55,000-75,000 for health and wellness opportunities No. 2 ranking in Minnesota for place to raise children

Another measure we use to monitor sense of place is through various publications that analyze cities, as well as other documents and programs we submit for recognition. Here are a few of our recent recognitions: -

-

-

-

2016 All-America City Award finalist from the National Civic League (NCL). The recognition given to 20 communities across the country each year celebrates and recognizes neighborhoods, villages, towns, cities, counties, tribes and regions that engage residents in innovative, inclusive and effective efforts to tackle critical challenges. 2016 Certificate of Excellence for 2015 Performance Measurement reporting - International City/County Management Association Center for Performance Measurement (fourth consecutive year). Woodbury was the only Minnesota city to receive this award. 2015 Certificate of Achievement for Excellence in Financial Reporting for 2014 Comprehensive Annual Financial report (CAFR) - Government Finance Officers Association (14th consecutive year) 2014 Family Circle rated Woodbury as one of the “10 Best Towns for Families” in the United States. Woodbury was the only rated Minnesota city. 2013 City of Excellence Award from League of Minnesota Cities No. 1 Place for Job Seekers in MN”, Nerdwallet.com, 2013 Money Magazine’s 2014 listing of Woodbury as the 12th best place to live in the United States for cities between 50,000 and 300,000 Business Journal rated Woodbury as having the third highest quality of life in Minnesota, December 2011 AAA bond rating since April 2009, the highest available rating

 Environmental Transformation – A noted increase in the frequency and severity of natural disasters and severe weather events (hurricanes, severe heat events, droughts, heavy rains, flooding, massive snow events) is challenging City emergency management and land management practices. Environmental transformation that has a direct impact on Woodbury will include availability of fresh and potable water. Water is becoming increasingly scarce as more and more is needed to sustain human development. Access to clean water is critical to our quality of life. Per the request of the City Council, a comprehensive Water Resource Policy Statement & Strategies report was developed in 2014, and now is one of our three strategic initiatives for the next two-year period.  Economic Transformation - Acceleration of technological change will be a major driver for the economy. While local governments will be unable to dictate the pace of technological innovation, the most successful governments will be those who have clear goals that control how they approach and maximize use of new technology as it becomes available.

vii

FY ’17 Budget Transmittal Letter to City Council December 2016

Continued globalization of the economy is the other major economic transformation driver that has demonstrated it is no longer sufficient to just have a local or regional economic development plan; we must have a development strategy that addresses the need to facilitate a more diversified local economy that can respond to global competiveness. To best withstand economic and resultant financial turbulence, Woodbury focuses on a diverse local economy and a strong financial foundation evidenced by our AAA bond rating since 2009. We were fortunate to have received three bond rating upgrades in the 2004 – 2009 period. The Standards & Poor’s credit rating report cited the City’s participation in the deep and diverse Twin Cities metropolitan area’s economy, very strong income and extremely strong market values per capita, solid financial operations with very strong reserve levels. Our AAA rating was reaffirmed this year by Standards & Poors. A part of Woodbury’s response to economic transformation has been implementing our Economic Development Strategic Plan. This was one of two Council strategic initiatives that were adopted in 2014. In the capable hands of the Economic Development Commission, Business Development Committee and Community Development staff, and with a consultant’s assistance, a strong plan was created and is now in the implementation phase. The Gateway Corridor dedicated BRT (Bus Rapid Transit) “Gold Line” is an important part of our competitive response to make sure the east side of the Twin Cities have the necessary transit to facilitate employee and citizen movement in the metro. Presently a Draft Environmental Impact Statement (DEIS), which assesses the social, economic and environmental impact of a dedicated BRT (Bus Rapid Transit) from downtown St. Paul to Woodbury has been the primary focus of the last several years. The DEIS is the second phase in the process of identifying the best transit system for the Twin Cities east metro and examines a number of possible effects of building and operating BRT on the surrounding communities. Strong Phase II residential development and commercial activity continues with a number of subdivisions have been approved with others closely behind along with several developments in the urban village area / Bielenberg Gardens. Other areas of commercial development have occurred including the opening of the Anytime Fitness corporate headquarters and City Place redevelopment area. Out of the end of the recession, the residential sector has been fairly consistent with the amount of new housing units developed at 374, 387, 380, 4171 and 393 residential units from 2012 to 2016. For 2017, the expected housing units have been reduced as the available lots to build on continue to decline. From a budget perspective, this reduction is offset by strong commercial activity that financially compensates for the comparatively soft new housing market.

1

It should be noted that the St. Therese project accounted for 160 of the housing units in 2015.

viii

FY ’17 Budget Transmittal Letter to City Council December 2016

New Housing Units Constructed 600 522 500 417

387

374

400

393

380

342

Units

286 255

300

244

200

100

0 2008

2009

2010

2011

2012

2013

2014

2015

2016

Estimated 2017

Year

Foreclosure rates continue their year-over decreases in foreclosures as the economy has recovered. Sheriff's Sales 421

450 400

335

Number of Sales

350

333

300 250

231

225

204

200

128

150

75

100

68

53

50 0 2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

Year

We continue to experience a number of excellent commercial development and redevelopment opportunities with 2016 and 2017 promising to be another strong year. New Commercial Construction

# of Square Feet Added per 1,000

500

454

450 400 350 300

262 232

250

186

200 150

165 138

118

100 36

50

26 5

0 2007

2008

2009

2010

2011

ix

2012

2013

2014

2015

2016

FY ’17 Budget Transmittal Letter to City Council December 2016

For 2016, our new commercial square footage increased in comparison to 2013 – 2014, but expectedly below the torrid pace of 2015. Looking ahead to 2017, there will be continued activity at City Place and Bielenberg Gardens, as well as the Tamarack Interchange area. We also have seen a steady reinvestment in commercial properties. Another evidence of our business environment success is our low unemployment rate compared to the state, country and international levels. Presently our unemployment rate is three percent with a record employment number for Woodbury’s residents. Woodbury continues to have the lowest unemployment rate of any city in the Twin Cities metro. Unemployment Rate Comparison 10.0 9.0 8.0 7.0

Percent

6.0 US 5.0

Minnesota Woodbury

4.0 3.0

2.0 1.0

*Data from June of Each Year 0.0 2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

One of our largest sources of financial volatility is the Metropolitan Fiscal Disparity2 program. The City of Woodbury is a net “loser” in contributing more commercial property value than we receive back from the program. For the coming budget year, our tax capacity contribution is $7,944,062 and our fiscal disparities distribution value is $7,113,765. The net effect of this program has resulted in change in our value contribution / received ratio improving from 87.4 percent to 89.5 percent. This had the benefit of decreasing Woodbury’s tax capacity rate and resulting median value home tax impact. Following is a chart of our historical values: Net Fiscal Disparities Contribution/Distribution Values $0 ($200,000) ($400,000)

Tax Capacity

($600,000) ($800,000) ($1,000,000) ($1,200,000)

($1,400,000) ($1,600,000) ($1,800,000) ($2,000,000)

2008

2009

2010

2011

2012

2013

2014

2015

2016

Estimated 2017

Year

2 Since 1975, the Twin Cities area fiscal disparities program shares 40 percent of the growth in the commercial-industrial (C/I) property tax base of Anoka, Carver, Dakota, Hennepin, Ramsey, Scott, and Washington counties. C/I property includes all businesses, offices, stores, warehouses, factories, gas stations, parking ramps, public utility property and vacant land which is zoned commercial or industrial.

x

FY ’17 Budget Transmittal Letter to City Council December 2016

 Community Policing – On a national level, conversations are taking place about how law enforcement personnel relate to the communities they serve; about the appropriate use of force, and about real and perceived biases, both within and outside of law enforcement. These discussions challenge existing practices and the equipment, tactics, training and recruitment methods. While 92% of residents rate the quality of police services in Woodbury as “excellent” or “good” (higher than the national benchmark), we are engaged in these important conversations and continuously reevaluate our practices. Woodbury places importance on creating and maintaining positive relationships with the community we serve and will continue our longstanding tradition of compassionate service. Looking forward, a primary challenge of the City will be managing a budget in a taxing environment that, based on our biennial survey, is concerned with property tax increases to maintain current service levels. Despite these challenges and changes, this budget preserves existing municipal services levels, meets our contractual obligations, complies with increasing regulatory and legal requirements and funds market-based employee compensation and pension benefits as required by law.

IV. Budget Overview The budget is a policy document that establishes the operational plan to provide continuing quality and affordable services, and also sets forth the strategy for continued progress in meeting the City’s capital investment needs. The operating, capital and enterprise fund budgets seek to strike a balance between the need for fiscal restraint and the need to support a growing, high-quality city. The City develops its operating and capital budget based on a conservative forecast of revenues, and does not take into account new revenues from growth unless they are sustainable over a multi-year period of time. Our financial goal is to balance community needs with municipal resources through a planned approach to the governance process. As a result of conservative budgeting practices, the City retains a strong financial position as evidenced by our AAA bond rating. 1. Major new investments: The bulk of the annual budget funds core services of the City and changes yearto-year are modest and more reflective of community growth and inflation. Some of the more significant new initiatives or investments funded in the 2017 budget are:

TBD $15.6 million TBD $1.125 million $936,600 $700,000 $600,000 $509,000 $60,000 2 1

2017 Major New Investments Ojibway Park master plan and improvements (FY'16 & '17) Resurfaced roads and trails Central Park improvements (FY'17 & '18) Replace EVGC golf course irrigation system (FY'17 & '18) Various other equipment & rolling stock Replacement fire pumper truck Replacement Public Works dump trucks IT improvements New police squad Additional paramedics Additional police officer

xi

FY ’17 Budget Transmittal Letter to City Council December 2016

2. Budget at-a-glance: From a macro perspective, the following chart represents a high-level budget at-aglance that gives the highlights of the budget. Greater detail is found in the subsequent pages of this transmittal letter, the executive summary and the individual funds. Budget at a Glance Budget Expenditures: General Fund Special Revenue Funds Capital Project Funds Enterprise Funds Internal Service Funds Debt Service Funds

Adjusted 2016 $

$ Property Tax Levies: General Fund EMS Fund Capital Improvements Street Maintenance Tax Abatement Debt Service HRA

$

$ Property Tax Statistics: Taxable Market Value Net Tax Capacity Median Home Estimated Market Value Median Value Home City Tax Median Value Home City Tax per Month City Tax Capacity Rate User Fees for Typical Resident: Water Rate 8,000 gal. Sanitary Sewer Fixed Fee/qtr. (MCES) Sanitary Sewer Fixed Fee/qtr. (City) Storm Water - Single Family Street Lighting - Single Family Group Five EMS Ambulance Rate

Dollar Change

2017

Percent Change

31,824,612 $ 5,389,028 15,488,503 17,358,449 1,531,769 10,188,979 81,781,340 $

32,733,168 $ 4,962,780 20,219,701 19,612,370 1,702,124 6,196,534 85,426,677 $

908,556 (426,248) 4,731,198 2,253,921 170,355 (3,992,445) 3,645,337

2.9% -7.9% 30.5% 13.0% 11.1% -39.2% 4.5%

22,415,450 $ 466,859 2,084,003 2,948,615 316,722 3,184,563 250,000

23,146,194 $ 665,909 2,125,683 3,110,789 389,849 3,194,523 250,000

730,744 199,050 41,680 162,174 73,127 9,960 -

3.3% 42.6% 2.0% 5.5% 23.1% 0.3% 0.0%

1,216,735

3.8%

$257,204,800 $3,141,556 $700 ($3) ($0.25)

3.4% 3.9% 0.3% -0.3% -0.3% -0.5%

31,666,212 $7,609,333,100 $79,957,933 $277,100 $976 $81.33 35.287%

$0.88/1,000 gal. $2.84/1,000 gal. $21.33/Quarter $21.74/Quarter $18.30/Quarter $6.60/Quarter $1,643 ALS 1

$

32,882,947 $7,866,537,900 $83,099,489 $277,800 $973 $81.08 35.102%

$0.88/1,000 gal. $3.00/1,000 gal. $22.55/Quarter $21.74/Quarter $18.30/Quarter $6.60/Quarter $1,643 ALS 1

$

$0.16/1,000 gal. $1.22/Quarter -

0.0% 5.7% 5.7% 0.0% 0.0% 0.0% 0.0%

3. Macro budget matters: The following are the key macro decisions made by the City Council: A. The property tax levy percentage increase of 3.84 percent is within the range of the past seven years and is equal to the combination of percentage growth in national wage and benefit inflation, Woodbury population percentage growth, the levy addition to support the street rehabilitation program cost per the accepted Street Rehabilitation Task Force recommendations and Police / EMS staffing per the Fire / EMS Task Force along with statewide staffing averages. B. The $3 drop in median value home property tax is lower than historic levels. C. The property tax rate is dropping .5 percent. In regard to our comparables, the community is now the fifth lowest in the region of our 21 comparable cities.

xii

FY ’17 Budget Transmittal Letter to City Council December 2016

D. Two enterprise rates are set to increase in 2017. The pass-through Metropolitan Council Environmental Services (MCES) sanitary sewer rate will increase 5.7 percent. The City irrigation rate for commercial and homeowner association properties will increase from $2.11 to $2.32 per thousand gallons. E. There is a net position addition of 4.28 FTE’s requested which is outlined later in the employees per population chart in the appendix and in the individual departmental budgets. The current overall fulltime equivalents are below our historic average. 4. Total budget review: The total budget of the City of Woodbury is rising from $81.8 million to $85.4 million, or 4.5 percent. The larger increases are associated with our street reconstruction activities, the Water and Sewer Utility and BSC enterprise operations and the City’s largest fund – the General Fund. The largest form of revenue is the property tax that typically makes up 40 percent of the total budgeted revenues. The 2017 total levy (including the HRA levy) is $32,882,947, or 3.84 percent above last year. This increase percentage is virtually the same as last year increase, on par with the last eight years and is below both our 15-year and 25-year historic average. From a historical sense, the following chart illustrates how the property tax amount compares to other fiscal years, and shows the 2017 levy is the eighth lowest increase in 25 years.

xiii

FY ’17 Budget Transmittal Letter to City Council December 2016

The impact of property tax decisions are dependent on the property value on which the tax is spread upon. For 2017, there is a 3.4 percent increase in taxable market value to total $7.9 billion. When run through the statutory property classification system, market value is transitioned to net tax capacity 3, which is rising a corresponding four percent increase totaling over $83 million. The next chart shows the relational change between total market value and tax capacity. Taxable Market Value and Total Tax Capacity Cumulative Change 140%

Cumulative Change

120%

Market Value

100%

Tax Capacity

80% 60% 40% 20%

0% 2003

2004

2005

2006

2007

2008

2009

2010 Year

2011

2012

2013

2014

2015

2016

Est. 2017

To affect the property tax, the levy is divided by the tax capacity to create a property tax rate. This rate is multiplied against the individual property valuation per $1,000 to create the tax bill. A falling tax rate, for example, identifies that the rate of growth in the tax levy is less than the growth in the net tax capacity. This does not signify a drop in taxes, however, since: 1. 2. 3. 4. 5. 6.

Property values are used to “distribute” the tax burden - it doesn’t create the tax burden. Property values are set independently by Washington County. The levy amount is fixed and does not grow or fall based on changes in property valuation. Each home’s characteristics and valuation are unique - it is hard to compare home-to-home. The degree of change in property taxes will be impacted by the level of increase or decrease in home value compared to the average. The City Council controls only the City levy.

3 Net Tax capacity is derived from an aggregation of the gross tax capacity for each parcel according to the class rates multiplied by the parcel's taxable market value.

xiv

FY ’17 Budget Transmittal Letter to City Council December 2016

For a city to city comparison, tax rate is the most comparable measure of property tax impact. The following graph illustrates the changes in the tax rate over the past 10 years.

City of Woodbury Property Tax Rates 2008 - 2017

28.169

28.474

30

26

2008

2009

35.102

31.033

32

34.657

34.921

34

28

35.921

36

35.287

Tax Rates (per $1 in Tax Capacity)

38

38.076

39.440

40

24 22

20 2010

2011

2012

2013

2014

2015

2016

Year Taxes Payable

Estimated 2017

While the tax rate is important, the rate impact must be factored against changes in property values to determine the net effect on the property taxpayer. The total City tax bill on the “median value home” (MVH) is estimated to drop $3 from $976 to $973, or a 0.3 percent decrease. Based on county preliminary property tax information, the Finance Department for each budget year calculates the estimated impact of the property tax levy on the average value home – now converted to median value home. The following graph demonstrates this net impact on the MVH and the former measure – the average value home AVH. The actual impact of property tax decisions impacts each property uniquely.

Change in Residential Property Taxes Based on Median Residential Value $50

$42

$41

Dollar Change

$40

$30

Average property tax increase of $18 for median residential value

$30

$20 $15 $10

$5 $0 ($2)

($3)

-$10 2011

2012

2013

2014

Ye ar

xv

2015

2016

Estimated 2017

FY ’17 Budget Transmittal Letter to City Council December 2016

Change in Residential Property Taxes Based on Average Residential Value $80

$73 $70

Dollar Change

$60

$57

$50

$47 $37

$40

$37

Average property tax increase of $24 for average residential value

$34

$36

$30 $20

$8

$10

$8

$11 $6

$7

$8

2013

2014

$2 $0 ($6)

-$10 2003

2004

2005

2006

2007

2008

2009

Year

2010

2011

2012

2015

2016

Estimated 2017

The impact to the MVH or AVH is dependent on the amount of the levy increase and the relationship between the change in the residential values and commercial values. For example, when residential values declined and commercial values held steady, the impact of the levy increase was borne less by residential and more by commercial. And of course, the opposite held true in the years of fast rising residential property values, when the average residential value increased above the actual total levy rate increase.

V. A.

Specific Funds Overview General Fund:

REVENUES: The philosophy of conservatively budgeting revenues has been followed over the years because of the limited control the City has over certain revenues like those associated with development. The General Fund anticipates total revenues of $32,733,168 - which is 2.9 percent more than last year, to support General Fund operations. The following are our largest fund’s revenue sources: Gross Tax Levy – Property tax provides the greatest percentage of City tax revenue, which makes up 70 percent of General Fund revenues. The General Fund gross tax levy support is increasing 3.3 percent compared to last year. Property Tax Collections – Consistent with our 20-plus year historic average collection rate, a 99 percent net collected property tax revenue collection is again recommended for this budget. The following is a chart of our recent property tax collection history:

xvi

FY ’17 Budget Transmittal Letter to City Council December 2016 Property Tax Collection Rate History (Percent Collected of Property Tax Levy) 2006 - 2015 103% 102%

Collection Rate %

101%

100% 99% 98% 97% 96% 95% 2006

2007

2008

2009

2010

2011

2012

Year

Current Lev y Collection

Delinqu ent Collectio n

2013

2014

2015

98.91 % Average Collection Rate

Licenses – This category of revenues is unchanged from last year.

Licenses $446,600

$500,000 $450,000

$384,523

$399,059

$385,584

$409,122

$446,600

$414,994

$363,719

$400,000

Revenue

$350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Year

Development Fees & Permits – The 2017 budget has been prepared assuming a 4.6 percent increase of new construction and reinvestment activity. Residential permit activity for 2017 is expected to be less than 2016 budget levels. Demand for commercial construction is strong as new projects, reinvestment and redevelopment are bringing in a noticeable volume of significant permits. Woodbury’s healthcare industry, location and core amenities provide a strong foundation for maintaining and expanding a vibrant residential economy. However, despite positive demand for homes in Woodbury, we project 2017 housing starts will be approximate 244 units. The Phase 2 area continues to bring additional land on-line for development, but it takes time for the land entitlement process and infrastructure to be installed and ready for lots to be built.

xvii

FY ’17 Budget Transmittal Letter to City Council December 2016

Development Fees and Permits $5,000,000

$4,512,433 $4,157,969

$4,500,000

$3,698,893

$4,000,000

Revenue

$3,500,000

$3,140,489

$3,101,476

$3,133,400

$3,276,000

$2,605,214

$3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Year

Intergovernmental Revenue – These revenue sources are expected to slightly fall 1.2 percent. The majority of this decline is due to the expiration of the Conservation Partners Legacy Grant from the DNR. A portion of this revenue category is Police State Aid and Peace Officer State Aid to subsidize pension costs / training needs for local governments and police departments. These public safety aids are funded from insurance premium tax proceeds, largely those related to automobile casualty risks. Municipal State Aid Street System (MSAS) funds come from the State of Minnesota including the constitutionally guaranteed nine percent of 95 percent of the highway user tax distribution fund from motor fuel and motor vehicles and a statutorily dedicated portion of revenue from the state motor vehicle sales tax. These funds are intended to be a mechanism to fund the collector and arterial streets located within Woodbury. MSA rules allow use of up to 25 percent of our MSA allotment for street maintenance efforts. We utilized approximately 50 percent of the MSA funds available for this purpose and continue redirecting $375,000 in revenue from the MSA Roadway Construction Fund to the General Fund. Intergovernmental Revenues $1,500,000

$1,371,783

$1,398,900

$1,381,500

$1,309,534

$1,227,239

$1,233,060 $1,164,196

$1,144,156

Revenue

$1,200,000

$900,000

$600,000

$300,000

$0

2010

2011

2012

2013

2014 Year

xviii

2015

Budget 2016

Budget 2017

FY ’17 Budget Transmittal Letter to City Council December 2016

Recreational Fees - Fees and charges are evaluated annually and adjusted to the market. The 2017 budget shows a four percent increase in revenue to reflect an increase in programming and activity.

Recreation Fees $1,200,000 $1,001,000

$1,000,000 $802,450

$852,353

$906,317

$881,624

$920,730

2012

2013

2014

$940,949

$962,500

Revenue

$800,000

$600,000

$400,000

$200,000

$2010

2011

2015

Budget 2016

Budget 2017

Year

Charges for Service - As a general rule, the people benefiting from a particular service should bear the cost of providing the service. This revenue grouping is mostly made up of $760 thousand dollars estimated for our water tower rental for cell phone service. Led by this line item, charges for services are up 2.2 percent compared to last year. Fine & Forfeits – Like charges for services, this revenue grouping consists primarily of a single major line item - police fines. These revenues reflect dollars received through payment of criminal and traffic citations. The City receives only a fraction of the total amount paid by a defendant. For example, a minor traffic violation carries a fine of $50. Of that, the City receives 2/3 ($33) and the court receives 1/3 ($17). In addition to the fine, there is a state surcharge of $75 which goes towards education, domestic violence advocacy, and conservation projects. So while the cost to the driver is $125, the City receives only $33. Below is a history of our Public Safety fine and forfeitures: Public Safety - Fines & Forfeits $340,000

$330,441

$330,000 $320,000

$315,000

$312,251

$310,000

Revenue

$298,706 $295,357

$300,000

$284,759

$290,000

$280,000

$277,403

$280,000 $270,000 $260,000 $250,000 2010

2011

2012

2013

2014

Year

xix

2015

Budget 2016

Budget 2017

FY ’17 Budget Transmittal Letter to City Council December 2016

Investment Earnings – The interest rate assumption will slightly rise for 2017. Based on compliance with our investment policy and the low interest rates on available investment instruments for governments, as illustrated from the below graph, investment revenues certainly have been affected by the low inflation environment. While the budget anticipates a modest increase in returns, the City continues to conservatively budget this stream of revenue.

Investment Earnings

$400,000

21% Decrease $(50,279) from 2010 to Budget 2017

$350,000 $300,000 $250,000

Revenue

$200,000 $150,000 $100,000 $50,000 $0

-$50,000 -$100,000 -$150,000 2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Year

Transfers In – This revenue grouping represents the various transfers for different City funds to account for General Fund costs to support the enterprises. For the Water and Sewer Fund, a general three percent increase has been applied. The Administration Fee revenue is from a charge to developers for the implementation of public infrastructure. EXPENDITURES: The 2017 total General Fund budget equals $32,733,168; which is 2.9 percent or $.9 million more than last year. In the breakout between operating expenditures, capital outlay and personnel services; all of the increase is attributable to personnel services. The following are some of the significant changes in the General Fund expenditure budget. Personnel Services – Expenditure changes can be broken into two almost equal cost groupings: existing employee personnel expenditure changes such as the annual wage adjustments built into the salary line items per our labor agreements, performance pay program, position changes, pension and insurance costs; and the net addition of new positions. For existing employees, the budget will need to accommodate what was ultimately decided upon for the wage adjustment for our three labor groups and our medical insurance renewal cost changes. For the worker’s compensation program and with our Risk Management Fund, we will again be holding our modification rate at the stable 1.0. The experience modification factor increased from 0.84 to 1.19 due to significant claims in 2015. In order to keep the experience modification factor budgets at 1.0, use of reserves is required in the amount of $95,700. The charges to the General Fund are projected to increase 1.3 percent due to payroll growth and classification rate changes.

xx

FY ’17 Budget Transmittal Letter to City Council December 2016

Regarding new positions, with the added growth and population of the City, the budget includes a net fulltime equivalent (FTE) increase of 4.28. Compared to population levels, the City of Woodbury budgeted staffing remains below our historical average, as it has since 2010. Details on the personnel changes are found in the Appendix. The most notable change is within the Police Division and EMS Division budgets where one additional police officer and two paramedics have been added. The integrated public safety business model adopted in 2005 called for hiring additional personnel to support the police officer / firefighter program. At that time, community response standards were also established and adopted by City Council. Implementation of this program began in 2008, when we began utilizing cross-trained police officers as firefighters. Crosstraining our police officers as firefighters has greatly enhanced our ability to achieve our fire response standards. However, the recession prevented us from hiring additional police officers according to the Fire/EMS task force staffing plan. While the police officer / firefighter program has been a success, it is in direct competition with resources needed to sustain the police officer / paramedic program. We do not currently have police officers available to send to paramedic school. Moreover, the time required for paramedic training has increased to 14 months. Many additional demands have been placed upon the police officers, including assignments such as additional K-9 units, street crimes unit and computer forensic investigations. At this time, our available police paramedics are not sufficient to meet the growing EMS service demands. Moreover, our staffing levels are below average when compared locally, regionally and nationally, as the chart below illustrates. A detailed, multi-year staffing analysis was presented to the City Council in August of 2015 that detailed a long-term staffing plan to help us meet our service standards. This plan is summarized in the following chart.

Woodbury Woodbury F.T. Police Officer Paramedic FTE's FTE's 54 0 58 0 62 0 63 0 63 0 65 0 65 0 65 0 67 0 69 0 67 2 69 6 70 8 71 10 72 11 73 11

Year Population 2005 54,147 2006 56,606 2007 58,107 2008 59,048 2009 59,518 2010 61,961 2011 63,490 2012 64,481 2013 65,659 2014 66,807 2015 67,875 2016* 68,725 2017 * 69,245 2018 * 70,501 2019 * 71,768 2020 * 72,500 National Midwest Region MN Cities benchmark * Per Public Safety Department report of August 19, 2015

Total Officer and Paramedic FTE's 54 58 62 63 63 65 65 65 67 69 69 75 78 81 83 84

Officers per 1,000 population 1.00 1.02 1.07 1.07 1.06 1.05 1.02 1.01 1.02 1.03 1.02 1.09 1.13 1.15 1.16 1.16 1.70 1.60 1.15

Note that the number of officers per 1,000 in other cities includes only officers. We compare that to our number of officers + fulltime paramedics. xxi

FY ’17 Budget Transmittal Letter to City Council December 2016

Woodbury Recreation Division responsibilities continue to grow with the programing opportunities and community requests. It has been nine years since we added staff to the Recreation Division. After a detailed review of staffing needs, it was decided that the most cost-effective approach at this time would be to add a Recreation Intern to help support the Recreation Specialists. Operating Expenditures (non-personnel) – Over the last several budget cycles, operating expenditures have fallen from 28 percent of our General Fund expenditure to the proposed 23.6 percent. Of the General Fund increase, operating expenses are actually falling 0.7 percent and all of the proposed increase is attributable to personnel expenses. Unallocated Expenses - For 2017, we are proposing like last year a $500,000 transfer to the Capital Improvement Fund, which is budgeted for in the Capital Improvement Fund and in the five-year Capital Improvement Plan. Essentially this better fulfills our budget statements and is what the unanticipated personnel savings are used for. Moreover, this represents approximately a 1.5 percent personnel cost nonutilization, which is close to our normal annual experience. This will have the side effect of reducing the funds available to keep our General Fund balance within policy limits and any additional Capital Improvement Fund transfer. Special Revenue Funds: The City of Woodbury has a series of special revenue funds to account for the proceeds of revenue sources that are legally restricted for specific purpose expenditures. Special revenue funds provide an extra level of accountability and transparency to taxpayers that their tax dollars will go toward an intended purpose. These accounts are comparatively smaller in amounts compared to the other funds. Some of the more significant special revenue funds are: Fire Relief Pension - No municipal contribution is required, nor is there expected to be a draw from the fund balance of the Fire Relief Pension Fund. Emergency Medical Services - This former enterprise fund has been reclassified as a special revenue fund to better reflect the new property tax and use fee funding model. A no rate increase is budgeted for 2017. Emergency Medical Services ALS1 Rate History $1,643

$1,700 $1,600

$1,643

$1,507 $1,463

$1,500

$1,420

$1,400

Rates

B.

$1,327

$1,420

$1,327

$1,300

$1,185

$1,185

$1,200 $1,100 $1,000 $900

$800 2008

2009

2010

2011

2012

2013

Year

xxii

2014

2015

Budget 2016

Budget 2017

FY ’17 Budget Transmittal Letter to City Council December 2016

Beginning in Federal Fiscal Year 2010, with a Program Year commencing on July 1, 2010, the City of Woodbury became a direct recipient of Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds via the United States Department of Housing and Urban Development (HUD). The 2016 Annual Action Plan, as adopted by the City Council, defines how these funds will be used within the current time period. Staff has identified supplementing the HRA loan programs and a rehab of Evergreen West Park as the best use of the funds given the multiple benefits of reinvesting in our parks system, as well as residential loan programs structured to reinvest in the community’s housing stock. Additionally, the funds do contain timely spending provisions which the loan programs meet. The July-to-June program year for these federal programs that fund this special revenue fund may require mid-year budget adjustments as federal budget actions play out. The Economic Development Authority (EDA) was created by the City Council in 1988 to encourage development of the City’s tax base. The 2017 budget for the EDA Fund is very similar to the 2016 adopted budget. It is budgeted that the EDA invests $25,000 for professional services to implement the 2014 Economic Development Strategic Plan. The City of Woodbury created a Housing and Redevelopment Authority (HRA) in December 2006. The HRA adopts a property tax levy to operate four loan programs as well as pay for the cost of the Housing and Economic Development Coordinator position. A separate budget for these funds and expenditures has been prepared under the HRA Fund. This budget recommends maintaining the current HRA levy amount flat at the $250,000 level. The HRA loan programs encompass the largest portion of the HRA budget. These include the Foreclosure Purchase Program ($75,000), First Time Homeownership Program ($475,000), and the Home Improvement Fund ($50,000). The City’s Housing and Economic Development Coordinator is responsible for implementing these programs, and as such the salary and benefit costs for this position are funded by the HRA and reimbursed to the General Fund budget, Economic Development Division. C.

Capital Project Funds: Capital project funds account for the acquisition, construction, or improvement of major capital facilities or the purchase of major equipment. As a framework to the capital project funds budgets, the City prepares a five-year Capital Improvement Plan (CIP). The separately prepared CIP provides an early identification and cost estimate of major capital improvements and acquisitions. The CIP presents capital improvements and acquisitions that are financed by a single source as well as projects that present a combination of funding sources. The CIP is an important financial planning tool to manage the demands of the growth of the City. The following are the individual fund proposals. Park Dedication Fund – The major project planned for a total of $76,500 is improvement of the Dancing Waters subdivision trail connection to the Brookview Elementary School expended from the proceeds of payment in lieu of park land dedication. Tax Abatement Plan I-94 Region Fund – This fund accounts for project costs in accordance with the tax abatement plan adopted in 2004 with School District 834. In past budgets, the tax abatement plan revenues were used to retire the internal loan created by the 2004 / 2005 I-94 Region street improvements. After the

xxiii

FY ’17 Budget Transmittal Letter to City Council December 2016

internal loan was retired and the approval of the City Place utility and street improvements in late 2014, this capital project fund is now budgeted to account for future street and utility improvement costs within the plan boundaries. Street Reconstruction/Maintenance Fund – A citizen-based task force was created by the City Council in 2013 to evaluate the street reconstruction needs of the City. After 13 public meetings, discussion on roadway maintenance, and extensive data review and discussion, the Street Rehabilitation Task Force developed recommendations for the Council’s consideration. The Street Rehabilitation Task Force recommendations were designed to provide adequate funding over the next five years and to create a sustainable funding plan in the long-term. The funding recommendations were approved by the City Council in December 2014 and affirmed the long-term practice of increasing the annual property tax levy for street construction by 5.5 percent annually. In addition, the recommendations called for the issuance of debt in 2015, a transfer of revenues from the MSA Roadway Construction Fund in 2016 and modifications to the special assessment policy as it relates to street reconstruction projects. The 2017 budget, following this plan, therefore increases the property tax levy for street reconstruction by 5.5 percent or $162,174. Capital Improvement Fund – The $3.7 million total 2017 Capital Improvement Fund expenditures are rising only 0.4 percent from the 2016 budget. The largest capital expenditure is the approximately $2.3 million of machinery and rolling stock replacement and fleet additions. Woodbury’s capital equipment funding approach is based on the cost-to-replace amount divided by the equipment life. The budget calls for a two percent increase in our capital levy to offset inflation. D. Enterprise Funds: Enterprise funds account for any activity for which a fee is charged to external users for goods or services. If an activity's principal revenue source meets any one of the following criteria, it is required to be reported as an enterprise fund: (1) an activity financed with debt that is secured solely by pledge of the net revenues from fees and charges for the activity; (2) laws or regulations which require that the activity's costs of providing services, including capital costs, be recovered with fees and charges, rather than with taxes or similar revenues; or (3) pricing policies which establish fees and charges designed to recover the activity's costs, including capital costs. Operational budgets under the enterprise funds include the Water and Sewer Utility, Storm Water Utility, Street Lighting Utility, Bielenberg Sports Center, and Eagle Valley Golf Course. A brief description of each fund follows: Water Utility - For the eleventh consecutive year, no increase to the base water rate of $0.88 per 1,000 gallons is budgeted. A detailed utility rate study concluded in 2014 helped provide future direction. Accordingly, earlier this year, the City Council changed to the 2017 irrigation fee structure for homeowner associations (HOA) (residential with metered irrigation), apartments, institutional, and commercial & industrial users. The current irrigation rate is $2.11 per thousand gallons and the change beginning in 2017 will be $2.32 per thousand gallons. The net change as a result of the first incremental change in annual revenue is an estimated increase of $114,000 or 2.9 percent of water revenues.

xxiv

FY ’17 Budget Transmittal Letter to City Council December 2016

Additional revenue from adjustments to the irrigation rates will be utilized to support a multi-year sustained irrigation retrofit program. Base Water Rates per 1,000 Gallons $1.00 $0.88

$0.88

$0.88

$0.88

$0.88

$0.88

$0.88

$0.88

$0.88

$0.88

Budget 2016

Budget 2017

$0.80

Rates

$0.60

$0.40

$0.20

$0.00 2008

2009

2010

2011

2012

2013

2014

2015

Ye ar

Sewer Utility - The largest change is the annual Metropolitan Council Environmental Services charge that will rise 5.7 percent. This large pass-through increase to the sanitary sewer portion of the utility bill and represents approximately 55 percent of our sanitary sewer operating budget. Utility fees only, no property taxes support these enterprises.

Base Sewer Rates per 1,000 Gallons $3.25

$3.00

$2.84

$3.00 $2.75

$2.47

$2.25

$2.47

$2.47

$2.47

$2.47

$2.47

$2.31

$2.50 $2.10

$2.00

Rates

$1.75 $1.50 $1.25 $1.00

$0.75 $0.50 $0.25 $0.00 2008

2009

2010

2011

2012 2013 Year

2014

2015*

*Beginning in 2015, base sewer rate is stated as the MCES fixed quarterly fee.

xxv

Budget 2016

Budget 2017

FY ’17 Budget Transmittal Letter to City Council December 2016

Storm Water Utility – No rate change is budgeted for this fund. Storm Water Charge (Quarterly per Single Family Home) $20.00

$18.00

$18.30 $17.30

$17.30

$17.30

$17.30

$17.30

$17.30

$17.30

$18.30

$17.30

$16.00

$14.00

Rates

$12.00

$10.00 $8.00

$6.00 $4.00 $2.00

$0.00 2008

2009

2010

2011

2012

2013

2014

2015

Year

Budget 2016

Budget 2017

Street Lighting Utility – This fund accounts for the cost for the residential street lighting program. The primary cost is payments to Xcel Energy. No rate increase will occur for the seventh straight year. Street Lighting Rates (per Quarter) Single Family Home Using Group 5 Rate $8.00 $6.60

$7.00 $6.10

$6.60

$6.60

$6.60

$6.60

$6.60

$6.60

$6.60

$6.10

$6.00

Rates

$5.00

$4.00 $3.00 $2.00

$1.00 $0.00

2008

2009

2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Ye ar

Bielenberg Sports Center Fund (BSC) – The ice arena and field house operate as an enterprise fund within the overall City budget, as the facility generates sufficient revenues to support operating, capital replacement and a predetermined level of debt service expenses. The BSC operating margin goal of 30 percent is achieved in this budget. The fee schedule included in the budget blends rental fees from past operation to fit the newly expanded facility.

xxvi

FY ’17 Budget Transmittal Letter to City Council December 2016

The overall 2017 BSC operational budget will include producing $1.725 million in revenue offset by operational expenses of $1,169,879, yielding a net income from operations of $555,225. This creates an operational margin of 32.2 percent, which is almost identical to projected proforma targets. Eagle Valley Golf Course Fund (EVGC) – The Eagle Valley Golf Course operates as an enterprise fund under the Community Development Department, within the overall City budget. The facility’s operational objectives recommended by the Eagle Valley Golf Course Task Force (EVGCTF) Report adopted by the Eagle Valley Golf Course Task Force March 30, 2012, concluded that a minimum operating income of 20 percent of revenues as an appropriate expectation. This has been achieved in fiscal years 2012 - 2015. The 2017 budget assumes $1,493,411 of income and $1,191,972 of operating expense with a 20.2 percent margin of $301,439. E. Internal Service Funds – The Risk Management Fund was created in 2012 and accounts for the City’s worker’s compensation, general liability and property casualty insurances. The worker’s compensation portion is funded by charges assessed all funds, based on payroll classifications and the rates assigned to them by the League of MN Cities Insurance Trust, the City’s insurance provider. The policy directs that the City shall maintain a minimum fund balance of 25 percent of the following year’s Risk Management Fund expense budget. If reserves reach $1 million per the audited financial statements, 50 percent of the dividends, workers compensation retrospective adjustments and investment earnings will be redirected to the General Fund. F. Debt Service Funds –Debt service funds are used to account for the payment of debt service on all debt obligations of the City with the exception of debt associated with the City's enterprise funds. The enterprise fund's debt service is accounted in their respective funds and is supported by user fees. Debt Service Levy 2008 - 2017 20%

20

18%

18 16.0%

16% 14.6%

16

14.8% 14.2% 13.3%

14%

12.8%

14 12.7%

12.1% 12 10.1%

10%

9.7%

8%

10

8

6%

6 $4.1

$3.9

$3.9

$4.2

4%

$3.7

$3.7

$3.8

$3.7

$3.2

$3.2

2%

4

2

0%

2008

2009

2010

2011

2012

2013

2014

2015

Ye ar Debt Service as a % of Levy

xxvii

Debt Service Levy

2016

Budget 2017

$ Millions

% of Levy

12%

FY ’17 Budget Transmittal Letter to City Council December 2016

VI. Conclusion This budget document would not have been possible without the effort, energy, talent and dedication of a number of employees. In the preparation of this proposal, I am indebted to the Division and Department Heads for their detailed budget submittals and their support staffs which gave important assistance. In particular, Finance Director Tim Johnson, Accountant III Lynn Haseleu, Executive Assistant Roxanne Nowicki and Assistant to the City Administrator Sarah Alig performed the complex work of pulling the budget together, processing and analyzing the proposals and providing key recommendations through the process. Without the efforts of the entire City of Woodbury staff team, presentation of this document would not have been possible. Finally, I would like to thank the City Council for your leadership, support and commitment to excellence as a community and municipal operation as we seek to create our future. Respectfully submitted,

Clinton P. Gridley City Administrator

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Community Profile

I.

Our Community

The City of Woodbury is 36 square miles in size, situated just southeast of St. Paul, the state’s capital, at the intersections of I-94, I-494 and I-694. The City is in close proximity to the Twin Cities’ major employment centers, as well as the St. Croix River Valley, providing a beautiful natural setting and yearround recreational opportunities. Woodbury is one of the Twin Cities’ fastest growing suburban communities. It is known for its attractive residential neighborhoods, which are connected by more than 140 miles of multi-use trails, with public parks and pathways, situated throughout the City. In the past two decades, Woodbury’s population has tripled, growing from 20,075 residents in 1990 to 61,961 as measured by the 2010 Census. The current population is estimated at 68,725. It is projected to be 72,500 by the year 2020 and 80,500 in 2030. Approximately two-thirds of the City has been developed, and Woodbury’s 2030 Comprehensive Plan anticipates continued urban development. Woodbury is recognized as a well-educated, stable and professional community with a significant workforce experienced in the healthcare and financial fields. The median household income of $94,1551 with 60.3 percent of the residents having completed a bachelor’s degree or higher is significantly higher than the national average. Commercial and Business Considerable commercial and industrial activity may be found within the City’s three industrial parks, which include the 150-acre Wooddale Center Industrial Park developed by OPUS Northwest, LLC; the 70-acre Carver Lake Office Industrial Park; and the Woodbury Commerce Center located on 100 acres in the northeast quadrant of the City. Tamarack Hills is another area that has experienced significant commercial development in recent years, and the City recently approved a development plan for the former State Farm campus (CityPlace) which will provide additional opportunities to attract commercial development. Woodbury is home to numerous major employers, such as Assurant, Target.com, Harvey Vogel Manufacturing, EcoWater Systems, and Dean Foods/Land O’ Lakes, plus many smaller businesses and retail shopping enterprises. Woodbury is also home to over 190 healthcare businesses, including the Woodwinds Health Campus, which is anchored by a full-service acute care hospital. Medical office and other patient-care facilities are developing near the hospital, fulfilling the City’s vision of a Medical Campus District for the area. Other large healthcare employers include Allina, HealthPartners, Summit Orthopedics, and Woodbury Healthcare Center. Woodbury remains a retail shopping hub for the east metro region with major shopping areas including Woodbury Village, Tamarack Village, Woodbury Lakes, Woodbury Marketplace, Woodbury Commons and Commerce Hill. Parks, Natural Resources, Recreation and Culture Woodbury’s park system consists of approximately 3,290 acres of park and open space land, 55 park and open space sites, 140 miles of trails, three fishing piers and a swimming beach. Neighborhood parks 1

2014 American Community Survey

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feature playground equipment, athletic fields and courts, picnic areas, multi-use trails and skating rinks. In addition, these parks serve as neighborhood centers and natural gathering places for the community. Community scale facilities include the Tamarack Nature Preserve, Carver Lake Park, Ojibway Park, and Bielenberg Sports Center. The sports center houses two indoor ice rinks, an indoor field house covering a soccer / football field, a walk / run track and an outdoor refrigerated ice rink, splash pad and all-inclusive playground – Madison’s Place. The East Ridge High School adjacent to the Bielenberg Sports Center adds to the outdoor athletic complex with four 90-foot baseball fields, 14 multi-use baseball / softball fields, 18 soccer / football / lacrosse fields, miracle field and eight tennis courts. Eagle Valley Golf Course is a City-owned 18-hole course on 225 acres of rolling terrain. In addition, Prestwick Golf Course, a privately owned championship course, is open to the public. Woodbury is proud of Central Park, an indoor City park connected to a Washington County Library, YMCA and senior citizens’ residence. Central Park contains a major play area, meeting rooms, amphitheater and coffee shop, as well as the central offices of the Washington County Library system and facilities for the South Washington County School District’s Early Childhood Family Education Program. Residents and visitors alike can take advantage of the numerous cultural and recreational amenities of the Twin Cities area. Museums, galleries, world-class zoos, wildlife and nature conservatories are abundant in the region. Numerous historic sites, professional sports (NFL Vikings, MLB Twins, NBA Timberwolves, NHL Minnesota Wild, and St. Paul Saints Baseball) and world-class dining/entertainment are available nearby. Among the numerous professional theater groups in the Twin Cities are the renowned Guthrie Theater and the Children’s Theatre Company. Minneapolis and St. Paul also are home to two major orchestras. The Twin Cities region, with 2.8 million residents currently, is projected to grow to 3.7 million by the year 2030. In Woodbury, an active and engaged citizenry partakes of local events, such as Woodbury Days and the citywide Fourth of July celebration. Residents take tremendous pride in their neighborhoods and are active in local neighborhood groups, as well as civic organizations, such as the Arts Connection, Woodbury Community Foundation, Woodbury Area Chamber of Commerce, Rotary Club, Kiwanis and Lions Club, Woodbury Athletic Association, East Ridge Athletic Association, Woodbury Youth Athletic League, Woodbury Area Hockey Club, Woodbury United Lacrosse, Woodbury Figure Skating Club, and more! Schools Woodbury is served by three school districts: South Washington County Schools (ISD 833) with an enrollment of 17,000 students; Stillwater Area Schools (ISD 834); and North St. Paul- MaplewoodOakdale School District (ISD 622). District 833 operates six elementary schools, two middle schools and two senior high schools in Woodbury. The community offers three private schools and a charter school, which provide additional education options. Minnesota is nationally recognized for its excellent public schools and the high percentage of students who graduate from high school. Community Survey The City of Woodbury has been conducting a community survey on a biennial basis since 1999. The community survey is used as a tool to measure resident opinion on the quality of City services and to receive input on relevant issues. The results of the survey are also used as a performance measurement

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tool and provide an instrument for helping the City determine future courses of action. The National Research Center, Inc. performed the 2015 survey, and from a total of 506 residents that responded, and amongst a considerable amount of resulting data and information, the NRC identified several of the survey results as follows. Firstly, overall quality of life in Woodbury continues to be very high in the eyes of residents.

Nine in 10 residents believe Woodbury is excellent or good place to live, to raise children and that their neighborhood is a great place to live. Similar results were found for these other community characteristics that received positive ratings:

Safety

90%

Economic Health

94%

90%

Overall Image

94%

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Health/ Wellness Opportunities

However, the analysis revealed that community ties could be stronger, as shown below:

Relative to Woodbury’s economy, residents feel Woodbury’s economic health is strong. Nine in 10 said overall economic health, shopping opportunities, overall quality of business and service establishments are excellent or good. Similarly, the overall quality and value of services were rated favorably by a majority of respondents.

While residents rate City services highly, support for a tax increase to maintain them at their current level has declined. 2015

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II.

City Government

The City Council consists of the Mayor and four Council Members; all are elected at-large and serve four-year, staggered terms. The City Council provides legislative guidance for the City and sets administrative policy. The Council appoints the City Administrator who serves as the City’s chief operating officer responsible for the day-to-day management of the City, its operations and overall financial administration/condition. The City Council and City Administrator enjoy a strong, positive working relationship. Since its incorporation in 1967, Woodbury has had just three administrators, and most department heads are similarly long-tenured. The City employs approximately 300 full-time equivalent regular full- and part-time employees, 75 paid-on-call firefighters, and 200-300 seasonal or temporary employees. The City has a strong and stable relationship with other local governments, and a collaborative and consensus-building culture exists. The City Council has identified seven components that are essential to the success of the community. These critical success factors are the guiding principles that govern the council's strategic planning for Woodbury's future. The seven components, together with the result the City wishes to achieve, are: 

Safety - Woodbury residents feel safe in their person and their property. The City provides high quality, visible, protective services and works with other agencies to provide similarly high quality services.



Quality of Life - Woodbury maintains a high quality living environment characterized by attractive neighborhoods that offer a variety of housing options for people in all stages of life and that are linked through the City’s park and trail system. The City provides open spaces that allow active and passive uses by the public. Residents have convenient access to essential private sector goods and services such as health care, as well as to high quality year-round leisure and recreational services.



Business Climate - Recognizing that economic vitality is the foundation of community progress and livability, the City of Woodbury will continue to capitalize on its unique strengths and distinct character: a strategic location, strong demographics, and abundant opportunities for economic growth. Through its strategic planning efforts, the City will continually seek to strengthen business relationships and promote continued business investment and job growth. Woodbury’s business friendly environment, responsive service and development standards that demand high quality, contribute to our strong business climate, help make Woodbury a premier location for business, and position the City for sustained success.



Education - Schools serving Woodbury residents achieve, and are perceived as achieving, outstanding results. The City supports school districts with their building needs and with the maintenance of a safe, positive environment for learning in the school buildings within Woodbury.



Community - All people in Woodbury feel a sense of ownership in the community as shown by participation in many active organizations meeting the social and spiritual needs of the people living

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within Woodbury's boundaries. The City is one means for citizens to meet the community's needs but the City's role is to be a partner with other organizations, promoting and supporting their efforts, not being the primary builder of community. 

City Services - The City emphasizes the use of appropriate technology, equipment and infrastructure to provide services at a high level relative to other communities and at a cost perceived by residents as giving excellent value for taxes paid. The City not only implements those systems for which it has responsibility but promotes maintenance of an adequate level of service by other governmental and private entities serving our population.



Sustainability - Woodbury strives to be a sustainable community that promotes community health and wellness through the protection of the environment. The City assesses and improves its development practices, City and community energy use, and use of its natural resources in order to not use resources at the expense of future generations. The City’s role is to establish and implement policies, guidelines, goals and strategic actions to protect air and water quality, preserve natural areas, conserve energy, and reduce waste.

In 2010, the City completed its 2030 Comprehensive Plan. This plan is part of an ongoing process of community planning in Woodbury, beginning with the first comprehensive plan in 1971, with major updates in 1980, 2000 as well as 2010. The 2030 Comprehensive Plan provides a blueprint for the future of the community through carefully managed growth resulting in vibrant residential neighborhoods, a thriving business community, diverse employment opportunities and exceptional municipal services. The 2030 Plan includes a special emphasis on providing a sustainable quality of life by making careful and effective use of available resources to ensure that resources exist to maintain and enhance the quality of life for future residents. The City has begun updating its comprehensive plan and anticipates adoption of the 2040 Comprehensive Plan in late 2018. The City strives for strong working relationships with state, regional, county, and other municipal governmental entities, as well as with local school districts. It has established joint-powers agreements with several government agencies and maintains a positive leadership position in the region.

III. Council Strategies and Initiatives In addition to the seven critical success factors (located in the community profile section), another important part of the biennial strategic planning process is consideration of any council-initiated, specific strategic initiatives. The three areas selected for the 2015 – 2017 time period were: 1. Sustainable Water Future for Woodbury - Develop methods to strive towards flat total annual water usage by 2030. 2. Foster an Inclusive and Welcoming Community - The City values all residents and their diversity, and looks to sustain and improve a sense of place in our community where all residents feel welcome, safe and connected.

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3. Enhance Visibility and Usability of the Parks and Trail System – Showcase Woodbury’s extensive parks and trails system, which features 50 community and neighborhood parks and more than 140 miles of multi-use trails utilizing technology and City information systems. An action plan for each initiative was developed and adopted by council on September 23, 2015. The preliminary action plan summarizes the matter and identifies the “Desired Outcomes” for each initiative as follows: 1. Sustainable Water Future for Woodbury – Recent analysis suggests increasing demands on the aquifer may not be sustainable. These analyses have led to the DNR taking significant steps to align its practices with groundwater sustainability mandates including establishing the North and East Groundwater Management Area and developing threshold standards for impact to streams, lakes, and aquifers that have the real potential to limit Woodbury’s current and future access to groundwater. In response to these legislative efforts, the City Council has taken a proactive approach in water conservation. The desired outcomes are: A. Conservation Goal: Strive towards flat total annual water usage through 2030; B. Regional Goal: Participate in and be a leader in regional groundwater policy discussions; C. Legal Goal: Evaluate position and involvement on related legal issues and monitor cases; D. Legislative/Regulatory Goal: Be pro-active in the legislative process regarding groundwater management.

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Based on the result of pilot programs, a series of other efficiency initiatives are being developed for implementation between now and 2020. Also, Woodbury continues to develop partnerships to reduce aquifer usage in hopes of achieving a citywide flat water use of approximately 4.9 billion gallons annually through the year 2030. 2. Foster an Inclusive and Welcoming Community – In response to the results of the 2015 City of Woodbury Resident Survey revealing that community ties could be stronger, staff was directed to answer the question, “How can Woodbury be a more welcoming community to residents?”

The creation of the 2015-2017 Strategic Initiative of Fostering an Inclusive and Welcoming Community (FIWC) indicated the Council’s desire to be more intentional and active in building and improving community connectedness, relationships with local government and inclusion of all members of our community. Since the beginning of 2016, considerable work has taken place to educate and engage staff, connect with peer cities, and develop partnerships with organizations on topics associated with diversity, inclusion, equity and sense of community; and ultimately build capacity to better serve residents. The desired outcomes for this strategic initiative are: A. City of Woodbury (Internal) Goal: Continue the work of the Diversity and Inclusion Committee to take the organization to the next level in the areas of workforce diversity, a welcoming environment and resident engagement. B. Community Feedback (External) Goal: To gain a better understanding of how Woodbury can be a welcoming community.  Hosting community conversations  Creating an Online Forum for the facilitations of conversations

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

Develop partnerships with community groups to facilitate and support initiatives that promote diversity and inclusion in Woodbury

C. Regional Goal: Serve as a stakeholder on regional cohorts that are systemically focusing on advancing diversity and inclusion. 3. Enhance Visibility and Usability of the Parks and Trail System - Parks and open space have been strategically intertwined among Woodbury neighborhoods with a trail system connecting schools and neighborhood parks to residential areas. The City seeks to utilize one of our community strengths to achieve the following goals through the implementation of the land use plan for open space: A. Create a connected system of parks, trails and open spaces that respond to the needs of current and future Woodbury residents. B. Maximize the use and efficiency of funds for the continued maintenance, development and expansion of existing and future parkland. C. Protect areas of significant natural resources and provide future passive and active recreational opportunities for Woodbury residents. In addition to achieving the goals outlined in the City’s land use plan for open space, the Council formally adopted names for all City parks. Overseen by the City’s Park Lands and Recreational Facilities Naming Advisory Committee, the parks naming process was the culmination of a six month process. This work has allowed the City to address residents’ need for information about trail access points, point-to-point distance information, wayfinding signs (e.g. maps or trail markers) and parks and trail maps. Staff has moved forward with the following projects: Paper Parks and Trails Map - After reviewing several printed map samples during the Request for Proposal (RFP) process, the staff received consent from Council to print 15,000, 16-x 23-inch parks and trails maps. Mobile Parks and Map - Using ESRI mapping software, staff is in the process of developing mobile parks and trails application. Building off the design of the paper parks and trails map, the electronic parks and trails map utilizes existing browser software allowing users to save the electronic map to their bookmarks and access the mapping software across various platforms. The targeted completion date is the end of the third quarter of 2016. Park Monument and Trail Signage - Budgeted in the 2017 - 2021 Capital Improvement Plan (CIP) budget, the Park Monument and Trail Signage is designed to replace the City’s existing sign system. The new signage will help increase wayfinding and orientation in addition to improving the overall look of our park system. The amount allocated for the signage project is $25,000 (plus inflation) over the next five years. The first phase funding will start in 2016 as approved in the 2016-2020 CIP and 2016 budget. There are four more phases through 2020 as included in the 2017-2021 CIP.

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IV. Significant Awards & Recognition

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V.

Basis of Budgeting

Financial Planning Practices To guide the budget development process toward a fiscally sustainable plan that meets the needs of the City’s customers while applying a tax level that is within our statutory requirements, the City’s management team continues to focus on best practice budget techniques when designing City services, programs and proposals. Below are the tools used by City officials in management to create a responsive, high performance organization that can live within its means and adjust to changing service requirements: 1. Target-based preliminary budget submittal – In years when the state does not impose a levy limit, the City Council has set a preliminary budget levy target for the General Fund. 2. Limit use of fund balance (reserves) for recurring, annual expenditures – No use of reserves is planned in the General Fund. Use of reserves typically has been restricted to the Capital Improvement Fund for projects that are more one-time in nature, and which could be curtailed if there were insufficient funds. The common uses of reserves in the Capital Improvement Fund have included: City facilities, City infrastructure improvements, upgraded turn signals and new additions of vehicles and equipment. We do budget for the “transfers-in” in the General Fund such as utilizing $500,000 of the Administration Fee Fund, which supports a portion of the Engineering Division activities paid for by developer fees. These funds are segregated from the General Fund so as to maintain a steady income stream into the General Fund that takes out the rise and fall of development activities. 3. Maintain the General Fund cash flow reserve amount at 30 percent of the following years’ budget– This reserve guideline is a common one in the Minnesota public sector and insures that the City has sufficient funds for operations during the first six months of the fiscal year. Monies in the General Fund above the fund balance policy requirements are routinely “swept” into the Capital Improvement Fund for the uses described above. 4. Prepare an annual debt plan that estimates the future debt levies and identifies opportunities for payas-you-go capital expenditures – The goal is to have a guided process for the issuance of debt and potential increases to the debt service levy. Planned debt service increases offset with expiring debt levies have allowed large cost items to be built without property tax spikes. 5. Provide for equipment and infrastructure replacement – Property tax levy funding for the Capital Improvement Fund approximates the replacement cost annual amount for fleet vehicles and equipment. New additions to the fleet utilize reserves for the initial purchase. 6. Annually evaluate adequacy and equity of fees to reduce reliance on the property tax – Staff performs regular surveying and assesses what we believe the market can bear in terms of our fees and charges

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to make sure we are only placing on the tax levy those expenses that are unsupported by fees, charges and other forms of revenue. 7. Performance measurement – Outcomes, workloads and effectiveness of efforts are contained within the budget document to show the results of the funds entrusted to the City by taxpayers. Many of our measures are contained within the budget document, but a more complete performance measurement report is produced each year separate of the budget. Description of City Funds and Accounting Structure This budget is prepared on a basis consistent with generally accepted accounting principles (GAAP). The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting entity. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, with the exception that carry-overs from the prior year are added to the budgeted line items. This enables the departmental budgets to be easily monitored via the Trial Balance reports on a monthly basis. The City’s fiscal year is the calendar year. As required by Minnesota Statutes, budgets are adopted for the City’s funds, which are classified and defined as follows: 1. Governmental Fund Types These are the funds through which most of the functions of the City are financed. These funds are budgeted on a modified accrual basis of accounting. The focus of the modified accrual basis of accounting is on available spendable resources, that is, the flow of resources into and out of the organization in providing services. The reported fund balance of a governmental fund represents a measure of the available spendable resources. Under the modified accrual basis of accounting, revenues are recognized when measurable and available. Available means collectable within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures, other than interest on long-term debt, are recorded when the liability is incurred, if measurable. The following are the City’s governmental fund types: A. General Fund The General Fund is the general operating fund of the City. It is used to account for all financial resources, most of the day-to-day operations, except those required to be accounted for in another fund. B. Special Revenue Funds Special revenue funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Special revenue funds utilized by the City include:

xl

Administration Fee Public Safety Activities Emergency Medical Services Fire Relief Pension

Housing and Urban Development Economic Development Authority Housing and Redevelopment Authority

C. Debt Service Funds Various debt service funds are used to account for the accumulation of resources for, and the payment of, general obligation long-term debt principal, interest and related costs not funded by proprietary fund operations. The budget presents in summary format all the various debt service funds of the City. D. Capital Project Funds Capital project funds account for financial resources to be used for the acquisition of equipment, construction of major capital facilities, or other long-term projects. Capital project funds used by the City include the following funds: Park Dedication, Tax Abatement Plan I-94 Region, Street Reconstruction/Maintenance, Capital Improvement and Community Investment Fund. The City has other capital project funds that do not adopt an annual operating budget but adopt a project length budget by resolution at the start of the project. 2. Proprietary Fund Types These funds are used to account for activities funded primarily through user charges. The basis of accounting used in such funds is accrual accounting. The focus of accrual accounting is primarily upon the determination of net income and the maintenance of capital. Therefore, included within these funds are all assets and liabilities associated with the fund’s operations. Revenues are recognized under the accrual basis of accounting when earned. Expenses are recorded as soon as they result in liabilities for benefits received, notwithstanding that the receipt or payment of cash may take place in another accounting period. In the proprietary fund budgets, the budget basis for expenses is used and differs from accrual accounting in the following ways: A. The budget basis includes expenses for capital outlay and debt payments - principal, which are not considered expenses on the accrual basis of accounting. B. Depreciation and amortization, which are considered expenses on the accrual basis of accounting, are ignored under the budget basis because these items do not require a disbursement of funds. C. Encumbrances are illustrated as an expense to rather a reservation of equity on the accrual basis. D. The annual OPEB obligations, which are considered expenses on the accrual basis of accounting, are ignored under the budget basis because these items do not require a disbursement of funds. The City prepares budgets for the following proprietary fund types.

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A. Enterprise Funds Enterprise funds are used to account for operations (a) that are financed and operated in a manner similar to private business – where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. The budget for the City’s Water and Sewer Utility Fund, Storm Water Utility Fund, Street Lighting Utility Fund, Bielenberg Sports Center Ice Arena / Field House Fund and Eagle Valley Golf Course Fund is included herein. B. Internal Service Funds An internal service fund is used to account for the financing of goods or services provided by one department to other departments of the government on a cost-reimbursement basis. An internal service fund used by the City includes the Risk Management Fund that accounts for worker’s compensation, general liability, property casualty and employee dental program insurances.

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Organization Chart Citizens of Woodbury

Public Safety

Engineering & Public Works     

Engineering Fleet Services Streets & Roads Water & Sewer Storm Water

        

Community Service Crime Prevention Criminal Investigation Patrol School Liaison Fire Prevention Fire Suppression Emergency Preparedness Emergency Medical Services

Parks & Recreation        

Information Technology

Park Development Park Maintenance Recreation Programs Buildings & Grounds Bielenberg Sports Center Central Park Forestry Trails

 

Information Technology Geographic Information Systems

Finance        

Accounting Assessments Bonding Budgeting Investments Payroll Utility Billing EMS Billing

Community Development           

Permits Inspections City Code & Property Enforcement Land Use Planning Development Review Subdivision Reviews Economic Development Environmental Review & Sustainability Eagle Valley Golf Course Housing

Administration         

Administrative Citations Communications Human Resources Inter-Department Coordination Labor Negotiations Licensing Resident Support Special Projects Mayor/Council Support

Financial Advisor City Attorney City Administrator Planning Commission Parks and Natural Resources Commission Economic Development Commission Audit and Investment Commission

City Council

Electorate

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Housing & Redevelopment Authority Economic Development Authority

CITY OF WOODBURY 2017 BUDGET Included in this section are the following: - Combined Statement – All Budgeted Funds

CITY OF WOODBURY 2017 BUDGET COMBINED STATEMENT – ALL BUDGETED FUNDS

2016 Adjusted Budget REVENUES AND OTHER S OURCES : Property Taxes - City Less Property Tax Delinquencies and Tax Court Petition Refunds Property Taxes - HRA Less Property Tax Delinquencies and Tax Court Petition Refunds Tax Increment Property Tax Abatement received from the County and School Districts Special Assessments Park Dedication Fees Licenses and Development/Permits Fees Intergovernmental Charges for Services (User Fees) Other Revenues Interfund Charges Investment Earnings Proceeds from Issuance of Debt Transfers In Net Use(Addition) of Fund Balance Total Revenues and Other S ources EXPENDITURES BY FUND: General Special Revenue: Administration Fee Public Safety Activities Emergency M edical Services Fire Relief Pension Housing and Urban Development Economic Development Authority Housing and Redevelopment Authority Capital Project: Park Dedication Street Reconstruction / M aintenance Fund Capital Improvement Community Investment Enterprise Funds: Water and Sewer Utility Storm Water Utility Street Lighting Utility Bielenberg Sports Center Ice Arena / Field House Eagle Valley Golf Course Internal Service Funds: Risk M anagement Debt Service Total Expenditures by Fund

$

Percent Change

$

31,416,212 $ (314,162) 250,000 (2,500) 87,646 343,500 4,346,935 470,000 3,580,000 2,899,729 20,977,182 1,387,584 1,424,935 632,602 3,770,000 14,985,914 (4,474,237) 81,781,340 $

32,632,947 (326,329) 250,000 (2,500) 111,524 383,626 3,606,068 585,000 3,722,600 2,184,020 21,452,269 1,275,923 1,417,303 775,300 3,950,000 5,831,696 7,577,230 85,426,677

$

31,824,612

32,733,168

2.9%

515,000 104,159 2,602,763 415,000 558,668 180,520 1,012,918

515,000 106,634 2,749,381 405,000 335,540 78,376 772,849

0.0% 2.4% 5.6% -2.4% -39.9% -56.6% -23.7%

516,800 11,322,606 3,649,097 -

78,650 15,704,801 3,663,750 772,500

-84.8% 38.7% 0.4% n/a

11,581,158 2,475,254 495,885 1,510,228 1,295,924

12,792,634 2,716,634 514,571 2,000,129 1,588,402

10.5% 9.8% 3.8% 32.4% 22.6%

1,531,769 10,188,979 81,781,340

1,702,124 6,196,534 85,426,677

11.1% -39.2% 4.5%

$

2

2017 Budget

$

$

3.9% 3.9% 0.0% 0.0% 27.2% 11.7% -17.0% 24.5% 4.0% -24.7% 2.3% -8.0% -0.5% 22.6% 4.8% -61.1% -269.4% 4.5%

2017 Total Revenues

Bond Proceeds 5% Other Income 5%

Transfers In 7%

Net Use of Fund Balance 9%

User Fees and Charges 25%

Taxes 39%

Intergovernmental Licenses and 2% Development Fees/Permits 4%

Special Assessments 4%

2017 Total Expenditures Enterprise 23%

Internal Service 2%

Debt Service 7%

General 38%

Capital Project 24%

Special Revenue 6%

3

PROPERTY TAX LEVY BREAKDOWN

2016 Property Tax Levy Tax Abatement 1% 2016 Property Tax Levy General Fund EMS Fund Capital Improvement/Equipment Fund Street Reconstruction/Maintenance Fund Tax Abatement Debt Service Fund HRA Fund

Amount $ 22,415,450 466,859 2,084,003 2,948,615 316,722 3,184,563 250,000 $ 31,666,212

Debt Service Fund 10%

HRA Fund 1%

Street Reconstruction /Maintenance Fund 9% Capital Improvement/ Equipment Fund 7%

General Fund 71%

EMS Fund 1%

2017 Property Tax Levy Tax Abatement 1% 2017 Property Tax Levy General Fund EMS Fund Capital Improvement/Equipment Fund Street Reconstruction/Maintenance Fund Tax Abatement Debt Service Fund HRA Fund

Amount $ 23,146,194 665,909 2,125,683 3,110,789 389,849 3,194,523 250,000 $ 32,882,947

Debt Service Fund 10%

HRA Fund 1%

Street Reconstruction/ Maintenance Fund 9%

Capital Improvement/ Equipment Fund 7% EMS Fund 2%

4

General Fund 70%

Proportionate Shares of 2016 Tax Bill for a Woodbury Homeowner

Residents of ISD 833

Residents of ISD 622

Other 3%

Other 3%

Woodbury 25%

County 22%

Woodbury 30%

ISD 833 50%

County 26%

ISD 622 41%

Residents of ISD 834 Other 3% Woodbury 32%

County 29%

ISD 834 36%

5

CITY OF WOODBURY 2017 BUDGET Included in this section are the following: - Revenue Breakdown - Revenue Comparison - Estimated Revenues

CITY OF WOODBURY 2017 BUDGET GENERAL FUND REVENUES

REVENUE BREAKDOWN

2015

2016

Actual Taxes

Percent

$ 21,212,859

Licenses

Budget

65.8% $ 22,101,288

2017 Percent

Budget

Percent

69.5% $ 22,819,865

69.7%

414,994

1.3%

446,600

1.4%

446,600

1.4%

Development Fees and Permits

4,512,433

14.0%

3,133,400

9.9%

3,276,000

10.0%

Intergovernmental

1,371,783

4.3%

1,398,900

4.4%

1,381,500

4.2%

Recreation Fees

940,949

2.9%

962,500

3.0%

1,001,000

3.1%

Charges for Services

896,593

2.8%

924,000

2.9%

944,000

2.9%

Fines and Forfeits

360,059

1.1%

325,000

1.0%

360,500

1.1%

Investment Revenue

209,098

0.6%

170,000

0.5%

185,000

0.6%

273,422

0.8%

151,777

0.5%

108,615

0.3%

2,048,402

6.4%

2,211,147

6.9%

2,210,088

6.7%

100.0% $ 32,733,168

100.0%

M iscellaneous Revenue Transfers In Total

$ 32,240,592

100.0% $ 31,824,612

REVENUE COMPARIS ON

Increase/

% Increase/

2014

2015

2016

2017

(Decrease)

(Decrease)

Actual

Actual

Budget

Budget

Over 2016

Over 2016

$ 20,556,210

$ 21,212,859

$ 22,101,288

$ 22,819,865

409,122

414,994

446,600

446,600

Development Fees and Permits

3,698,893

4,512,433

3,133,400

3,276,000

142,600

4.6%

Intergovernmental

1,233,060

1,371,783

1,398,900

1,381,500

(17,400)

-1.2%

Recreation Fees

920,730

940,949

962,500

1,001,000

38,500

4.0%

Charges for Services

918,066

896,593

924,000

944,000

20,000

2.2%

Fines and Forfeits

329,748

360,059

325,000

360,500

35,500

10.9%

Investment Revenue

371,531

209,098

170,000

185,000

15,000

8.8%

M iscellaneous Revenue

153,491

273,422

151,777

108,615

(43,162)

-28.4%

1,733,675

2,048,402

2,211,147

2,210,088

(1,059)

0.0%

$ 30,324,526

$ 32,240,592

$ 31,824,612

$ 32,733,168

Taxes Licenses

Transfers In Total

7

$

718,577 -

$

908,556

3.3% 0.0%

2.9%

CITY OF WOODBURY GENERAL FUND REVENUE COMPARISON 2014-2017 Fines and Forfeits 1.1% Charges for Services 3.0%

Investment Revenue 1.2%

Misc. 0.5%

Fines and Forfeits 1.1%

Transfers In 5.8%

Misc. 0.8%

Transfers In 6.4%

Charges for Services 2.8%

Recreation Fees 3.0%

Recreation Fees 2.9%

Intergovt'l 4.1%

Intergovt'l 4.3%

Dev. and Permit Fees 12.2%

Taxes 67.8%

Licenses 1.3%

2014 Actuals

Investment Revenue 0.5%

Misc. 0.5%

Taxes 65.8%

Dev. and Permit Fees 14.0%

Licenses 1.3%

Fines and Forfeits 1.0%

Investment Revenue 0.6%

Fines and Forfeits 1.1%

Transfers In 7.0%

2015 Actuals

Investment Revenue 0.6%

Misc. 0.3% Transfers In 6.7%

Charges for Services 2.9%

Charges for Services 2.9%

Recreation Fees 3.1%

Recreation Fees 3.0%

Intergovt'l 4.2%

Intergovt'l 4.4%

Dev. and Permit Fees 10.0%

Taxes 69.5%

Dev. and Permit Fees 9.9%

Taxes 69.7%

Licenses 1.4%

Licenses 1.4%

2017 Budget

2016 Budget

2014 Actuals Taxes Licenses Dev. and Permit Fees Intergovernmental Recreation Fees Charges for Services Fines and Forfeits Investment Revenue Miscellaneous Transfers In Total

67.8% 1.3% 12.2% 4.1% 3.0% 3.0% 1.1% 1.2% 0.5% 5.8% 100.0%

2015 Actuals Taxes Licenses Dev. and Permit Fees Intergovernmental Recreation Fees Charges for Services Fines and Forfeits Investment Revenue Miscellaneous Transfers In Total

2016 Budget Taxes Licenses Dev. and Permit Fees Intergovernmental Recreation Fees Charges for Services Fines and Forfeits Investment Revenue Miscellaneous Transfers In Total

65.8% 1.3% 14.0% 4.3% 2.9% 2.8% 1.1% 0.6% 0.8% 6.4% 100.0%

8

69.5% 1.4% 9.9% 4.4% 3.0% 2.9% 1.0% 0.5% 0.5% 7.0% 100.0%

2017 Budget Taxes Licenses Dev. and Permit Fees Intergovernmental Recreation Fees Charges for Services Fines and Forfeits Investment Revenue Miscellaneous Transfers In Total

69.7% 1.4% 10.0% 4.2% 3.1% 2.9% 1.1% 0.6% 0.3% 6.7% 100.0%

CITY OF WOODBURY 2017 BUDGET GENERAL FUND REVENUES

2013

2014

2015

2016

2017

Pe rce nt

Actual Actual Actual Budge t Budge t Change Taxes 4311 General Property T axes - Real & Personal $ 20,444,985 $ 21,015,006 $ 21,690,420 $ 22,415,450 $ 23,146,194 3.3% 4311 Less Estimated 1% Property T ax Delinquencies and Refunds for T ax Court Petitions (410,068) (458,796) (477,561) (314,162) (326,329) 3.9% Subtotal 20,034,917 20,556,210 21,212,859 22,101,288 22,819,865 3.3% Licenses 4321 Dog License 3,121 28,938 4,538 31,000 5,000 -83.9% 4322 Cigarette License 6,083 6,750 6,000 6,000 7,500 25.0% 4323 Liquor & Investigation 295,583 296,467 321,708 312,500 335,000 7.2% 4324 Apartment Fee 69,321 66,366 70,964 69,200 70,650 2.1% 4326 Rubbish Haulers 4,400 4,400 5,200 4,400 5,500 25.0% 4327 Precious Metal Dealer License 14,000 14,000 0.0% 4328 Secondhand Goods Dealer License 3,500 3,500 0.0% 4329 Massage T herapy Licenses 7,076 6,201 6,584 6,000 5,450 -9.2% Subtotal 385,584 409,122 414,994 446,600 446,600 0.0% Development Fees and Permits 4330 Plan Check Fees 986,556 820,678 959,513 690,500 715,000 3.5% 4331 Building Permits 1,991,659 1,803,472 2,061,286 1,540,500 1,665,000 8.1% 4332 Heating Permits 236,732 189,401 366,133 163,000 185,000 13.5% 4333 Plumbing Permits 235,145 235,330 237,973 172,500 195,000 13.0% 4334 Electric Permits - City Share 41,401 37,452 47,522 35,300 36,000 2.0% 4335 Escrow Fee - Code Enforce 32,900 28,300 23,620 21,800 21,000 -3.7% 4336 Fire Sprinkler Fees 23,818 22,682 51,503 22,000 26,000 18.2% 4337 Electric Permits - Contractor Share 102,960 116,262 126,695 106,000 107,000 0.9% 4338 Fire Service Fee 198,959 152,277 350,796 193,000 132,000 -31.6% 4340 Other Permits 3,965 4,855 5,470 3,800 4,000 5.3% 4361 Planning & Zoning 202,211 177,336 182,754 92,000 100,000 8.7% 4363 Occupancy Inspection Fees 57,888 53,613 54,811 50,000 50,000 0.0% 4367 Engineering 43,775 57,235 44,357 43,000 40,000 -7.0% Subtotal 4,157,969 3,698,893 4,512,433 3,133,400 3,276,000 4.6% Intergovernmental 4347 Federal Grants & Aids 29,060 28,835 38,839 28,500 32,385 13.6% 4352 State Grants & Aids 56,517 40,947 78,627 119,110 99,970 -16.1% 4353 State - MSA - Street Maintenance 375,000 375,000 375,000 375,000 375,000 0.0% 4354 State - Police T raining Aid 21,189 20,596 21,656 21,000 21,000 0.0% 4355 State - Police Aid 460,244 492,500 517,085 530,000 540,000 1.9% 4356 State - Public Safety Disability Reimbursement 24,566 22,533 26,178 37,400 32,500 -13.1% 4358 Local Grants & Aids 192,309 104,206 146,186 137,890 105,645 -23.4% 4359 School District Reimbursement 150,649 148,443 168,212 150,000 175,000 16.7% Subtotal 1,309,534 1,233,060 1,371,783 1,398,900 1,381,500 -1.2% Recreation Fees 4364 Sponsorship Program 10,400 13,200 21,768 10,000 15,000 50.0% 4365 Lookout Ridge Activity Fee 171,506 154,767 153,769 170,000 170,000 0.0% 4366 Recreation Activity Fee 358,055 380,506 408,736 401,000 445,000 11.0% 4368 Facility Rental 31,705 37,397 33,939 42,000 40,000 -4.8% 4369 Field / Court Rentals 54,241 53,433 68,218 57,000 70,000 22.8% 4373 Lease Revenue 9,728 11,977 13,866 13,000 13,000 0.0% 4374 Recreation - Adult League Fees 97,727 109,019 106,086 98,000 101,000 3.1% 4565 Central Park - Facility Rental 123,668 124,900 103,333 131,500 113,000 -14.1% 4566 Recreation Activity Fee (Adult 50+) 24,594 35,531 31,234 40,000 34,000 -15.0% Subtotal 881,624 920,730 940,949 962,500 1,001,000 4.0%

Continued on next page

9

CITY OF WOODBURY 2017 BUDGET GENERAL FUND REVENUES

2013

2014

2015

2016

2017

Percent

Actual

Actual

Actual

Budget

Budget

Change

Charges for Services 4313 Payment in Lieu of T axes 4370 T ower Rentals 4372 Security Officer Fee 4388 T ree Sales 4393 Business Web Fees

28,446

27,950

27,476

28,000

28,000

0.0%

594,655

660,109

715,136

750,000

760,000

1.3%

23,786

30,105

22,000

25,000

25,000

0.0%

7,982

5,625

4,448

2,500

6,000

140.0%

14,400

45

145,370

194,232

127,533

118,500

125,000

5.5%

814,639

918,066

896,593

924,000

944,000

2.2%

4375 Fines & Forfeits

277,403

284,759

312,251

280,000

315,000

12.5%

4376 Alarm Violations

35,352

31,777

30,889

33,000

32,500

-1.5%

8,490

13,212

16,919

12,000

13,000

8.3%

321,245

329,748

360,059

325,000

360,500

10.9%

(308,791)

191,711

(15,316)

4501 Library / Park Reimbursements Subtotal

-

-

-

n/a

Fine And Forfeits

4378 Citation (Admin City fines) Subtotal Investment Revenue 4379 Unrealized Gains/Losses on Investments 4381 Interest Earned

-

-

n/a

173,944

179,820

224,414

170,000

185,000

8.8%

(134,847)

371,531

209,098

170,000

185,000

8.8%

4382 Sale of Property

48,173

44,250

119,405

51,000

-

4392 Health Insurance-Wellness Credit

10,290

10,000

-

-

4395 Miscellaneous Revenue

90,771

99,241

154,017

100,777

108,615

7.8%

Subtotal

149,234

153,491

273,422

151,777

108,615

-28.4%

4420 Water & Sewer Utility Fund

954,810

983,454

1,012,959

1,043,348

1,074,648

3.0%

4420 Storm Water Utility Fund

400,366

423,777

484,097

602,325

606,544

0.7%

4420 Administration Fee Fund

300,000

300,000

500,000

500,000

500,000

0.0%

4420 Capital Project Funds

25,674

26,444

27,237

28,054

28,896

4420 Risk Management Fund

96,349

-

24,109

37,420

-

Subtotal Miscellaneous Revenue

-

-100.0% n/a

Transfers In

Subtotal Total Revenues

3.0% -100.0%

1,777,199

1,733,675

2,048,402

2,211,147

2,210,088

0.0%

$ 29,697,098

$ 30,324,526

$ 32,240,592

$ 31,824,612

$ 32,733,168

2.9%

10

CITY OF WOODBURY GENERAL FUND APPROPRIATIONS Included in this section are the following: - Summary of Appropriations & Expenditures - Summary of Appropriations - Appropriation Breakdown

CITY OF WOODBURY GENERAL FUND SUMMARY OF APPROPRIATIONS AND EXPENDITURES 2014 - 2017

Dept No. Department General Government: 001 M ayor and Council 015 Administration / Elections 016 Finance 017 Assessing 018 Information Technology S ubtotal Community Development: 021 Planning & Code Enforcement 005 Economic Development 023 Inspections S ubtotal Public Safety: 025 Police 031 Fire 034 Emergency Preparedness / Safety S ubtotal Public Works: 039 Engineering 038 Administration 036 Streets 037 Fleet Services 041 Street Lighting S ubtotal Parks and Recreation: 019 M unicipal Buildings 022 Recreation 051 Parks and Forestry S ubtotal Total Operating Budget Unallocated: 065 Estimated Unexpended 065 Capital Improvement Fund (421) 065 Capital Project Fund 065 Risk M anagement Fund (720) S ubtotal Total Appropriations & Expenditures

2014 Actual $

390,972 1,369,126 743,701 295,080 822,410 3,621,289

2015 Actual $

409,769 1,324,724 857,099 302,665 857,153 3,751,410

2016 Budget $

359,970 1,569,375 887,662 302,911 975,293 4,095,211

2017 Budget $

392,631 1,597,462 923,598 323,162 992,697 4,229,550

Increase/ (Decrease) Over 2016 $

32,661 28,087 35,936 20,251 17,404 134,339

Percent Increase/ (Decrease) Over 2016 9.1% 1.8% 4.0% 6.7% 1.8% 3.3%

611,399 248,507 1,175,066 2,034,972

689,508 249,976 1,261,097 2,200,581

706,239 254,441 1,275,177 2,235,857

721,628 228,795 1,335,882 2,286,305

15,389 (25,646) 60,705 50,448

9,134,549 1,892,172 150,831 11,177,552

9,755,842 2,043,393 165,500 11,964,735

10,405,283 2,175,971 180,542 12,761,796

10,885,751 2,238,560 186,535 13,310,846

480,468 62,589 5,993 549,050

4.6% 2.9% 3.3% 4.3%

1,251,199 286,255 2,781,038 1,500,425 130,994 5,949,911

1,357,843 255,768 2,503,767 1,255,096 116,473 5,488,947

1,469,747 318,448 3,000,362 1,603,321 132,597 6,524,475

1,519,960 333,324 3,037,528 1,478,789 134,100 6,503,701

50,213 14,876 37,166 (124,532) 1,503 (20,774)

3.4% 4.7% 1.2% -7.8% 1.1% -0.3%

1,169,039 1,368,507 3,231,078 5,768,624 28,552,348

1,148,435 1,483,645 3,202,552 5,834,632 29,240,305

1,307,069 1,500,047 3,400,157 6,207,273 31,824,612

1,337,859 1,641,807 3,423,100 6,402,766 32,733,168

30,790 141,760 22,943 195,493 908,556

2.4% 9.5% 0.7% 3.1% 2.9%

1,050,545 400,436 1,450,981 $ 30,003,329

500,000 2,035,843 2,535,843 $ 31,776,148

908,556

n/a n/a n/a n/a n/a 2.9%

12

(500,000) (500,000) 500,000 500,000 $ 31,824,612 $ 32,733,168 $

2.2% -10.1% 4.8% 2.3%

CITY OF WOODBURY GENERAL FUND EXPENDITURE COMPARISON 2014-2017

2014 Actuals

2015 Actuals Unallocated 4.8%

General Govt. 12.1%

Public Works 19.8%

General Govt. 11.8%

Unallocated 8.0%

Community Dev. 6.8%

Community Dev. 6.9%

Public Works 17.3%

Parks & Rec. 18.3%

Parks & Rec. 19.2%

Public Safety 37.3%

Public Safety 37.7%

2016 Budget

2017 Budget Unallocated -0.8%

General Govt. 13.0%

Public Works 20.8%

General Govt. 12.9% Public Works 19.9%

Community Dev. 7.6%

Community Dev. 7.0%

Parks & Rec. 19.5%

Parks & Rec. 19.2% Public Safety 40.7%

Public Safety 40.2%

2014 Actuals General Govt. Community Dev. Parks & Rec. Public Safety Public Works Unallocated Total

12.1% 6.8% 19.2% 37.3% 19.8% 4.8% 100.0%

2015 Actuals General Govt. Community Dev. Parks & Rec. Public Safety Public Works Unallocated Total

2016 Budget General Govt. Community Dev. Parks & Rec. Public Safety Public Works Unallocated

11.8% 6.9% 18.3% 37.7% 17.3% 8.0% 100.0%

Total

13

12.9% 7.0% 19.5% 40.1% 20.5% 0.0% 100.0%

2017 Budget General Govt. Community Dev. Parks & Rec. Public Safety Public Works Unallocated Total

12.9% 7.0% 19.5% 40.7% 19.9% 0.0% 100.0%

CITY OF WOODBURY GENERAL FUND BUDGET SUMMARY OF APPROPRIATIONS 2016 - 2017

Personal Services Department General Government: Mayor and Council Administration / Elections Finance Assessing Information T echnology Subtotal Community Development: Planning & Code Enforcement Economic Development Inspections Subtotal Public Safety: Police Fire Emergency Preparedness / Safety Subtotal Public Works: Engineering Administration Streets Fleet Services Street Lighting Subtotal Parks and Recreation: Municipal Buildings Recreation Parks and Forestry Subtotal Unallocated: Estimated Unexpended Capital Improvement Fund (421) Subtotal Total Appropriations

2016 $

55,749 1,209,737 799,094 98,279 664,408 2,827,267

O perating Expenditures

2017 $

64,868 1,228,608 832,714 100,920 680,894 2,908,004

2016 $

Capital O utlay

2017

304,221 359,638 88,568 204,632 310,885 1,267,944

$

327,763 368,854 90,884 222,242 311,803 1,321,546

2016 $

-

Total

2017 $

-

2016 $

359,970 1,569,375 887,662 302,911 975,293 4,095,211

2017 $

392,631 1,597,462 923,598 323,162 992,697 4,229,550

675,666 226,848 1,081,510 1,984,024

700,742 201,580 1,136,928 2,039,250

30,573 27,593 193,667 251,833

20,886 27,215 198,954 247,055

-

-

706,239 254,441 1,275,177 2,235,857

721,628 228,795 1,335,882 2,286,305

9,385,087 1,755,455 151,339 11,291,881

9,846,740 1,828,401 155,955 11,831,096

1,020,196 420,516 29,203 1,469,915

1,039,011 410,159 30,580 1,479,750

-

-

10,405,283 2,175,971 180,542 12,761,796

10,885,751 2,238,560 186,535 13,310,846

1,360,127 301,202 2,101,478 730,012 4,492,819

1,413,747 316,162 2,119,129 746,573 4,595,611

109,620 17,246 898,884 873,309 132,597 2,031,656

106,213 17,162 918,399 732,216 134,100 1,908,090

-

-

1,469,747 318,448 3,000,362 1,603,321 132,597 6,524,475

1,519,960 333,324 3,037,528 1,478,789 134,100 6,503,701

386,307 1,010,112 1,888,160 3,284,579

387,168 1,110,945 1,974,456 3,472,569

920,762 489,935 1,461,997 2,872,694

950,691 530,862 1,398,644 2,880,197

50,000 50,000

50,000 50,000

1,307,069 1,500,047 3,400,157 6,207,273

1,337,859 1,641,807 3,423,100 6,402,766

(376,000) (380,000) (124,000) (120,000) 500,000 (376,000) (380,000) (124,000) (120,000) 500,000 $ 23,504,570 $ 24,466,530 $ 7,770,042 $ 7,716,638 $ 550,000

500,000 500,000 $ 550,000

14

(500,000) (500,000) 500,000 500,000 $ 31,824,612 $ 32,733,168

CITY OF WOODBURY GENERAL FUND APPROPRIATION SUMMARY COMPARISON 2014-2017

2014 Actuals

2015 Actuals Capital Outlay 0.2%

Capital Outlay 0.2%

Operating Expenditures 24.6%

Operating Expenditures 26.7%

Personal Services 73.1%

Personal Services 75.2%

2017 Budget

2016 Budget Capital Outlay 1.7%

Capital Outlay 1.7% Operating Expenditures 23.6%

Operating Expenditures 24.4%

Personal Services 73.9%

2014 Actuals Personal Services Operating Expenditures Capital Outlay Total

73.1% 26.7% 0.2% 100.0%

2015 Actuals Personal Services Operating Expenditures Capital Outlay Total

Personal Services 74.7%

2016 Budget Personal Services Operating Expenditures Capital Outlay

75.2% 24.6% 0.2% 100.0%

Total

15

73.9% 24.4% 1.7% 100.0%

2017 Budget Personal Services Operating Expenditures Capital Outlay Total

74.7% 23.6% 1.7% 100.0%

CITY OF WOODBURY GENERAL FUND BUDGET APPROPRIATION BREAKDOWN

Dept No.

Department

2016

Percent

2017

Percent

General Government: 001

M ayor and Council

015

Administration / Elections

016 017 018

$

359,970

1.1%

392,631

1.2%

1,569,375.00

4.9%

1,597,462

4.9%

Finance

887,662.00

2.8%

923,598

2.8%

Assessing

302,911.00

1.0%

323,162

1.0%

Information Technology

975,293.00

3.1%

992,697

3.0%

4,095,211

12.9%

4,229,550

12.9%

S ubtotal

$

Community Development: 021

Planning & Code Enforcement

706,239

2.2%

721,628

2.2%

005

Economic Development

254,441

0.8%

228,795

0.7%

023

Inspections

1,275,177

4.0%

1,335,882

4.1%

S ubtotal

2,235,857

7.0%

2,286,305

7.0%

10,405,283

32.7%

10,885,751

33.3%

2,175,971

6.8%

2,238,560

6.8%

Public Safety: 025

Police

031

Fire

034

Emergency Preparedness / Safety S ubtotal

180,542

0.57%

186,535

0.57%

12,761,796

40.1%

13,310,846

40.7%

1,469,747

4.6%

1,519,960

4.6%

Public Works: 039

Engineering

038

Administration

318,448

1.0%

333,324

1.0%

036

Streets

3,000,362

9.4%

3,037,528

9.3%

037

Fleet Services

1,603,321

5.0%

1,478,789

4.5%

041

Street Lighting

132,597

0.4%

134,100

0.4%

6,524,475

20.5%

6,503,701

19.9%

4.1%

1,337,859

4.1%

S ubtotal Parks & Recreation: 019

M unicipal Buildings

1,307,069

022

Recreation

1,500,047

4.7%

1,641,807

5.0%

051

Parks and Forestry

3,400,157

10.7%

3,423,100

10.4%

S ubtotal

6,207,273

19.5%

6,402,766

19.5%

Unallocated: 065

Offset for Estimated Unspent

065

Capital Improvement Fund (421) S ubtotal Total Appropriations & Expenditures

$

(500,000)

-1.6%

(500,000)

-1.5%

500,000 -

1.6% 0.0%

500,000 -

1.5% 0.0%

31,824,612

100.0%

32,733,168

100.0%

16

$

CITY OF WOODBURY GENERAL GOVERNMENT Included in this section are the following: -

Mayor and Council Administration / Elections Finance Assessing Information Technology

MAYOR AND COUNCIL OPERATING BUDGET - 2017

DEPARTMENT: Mayor and Council PROGRAM DESCRIPTION: The City of Woodbury is a Statutory “Plan A” city. This Plan allows for a five-member “at-large” City Council elected for four-year terms of office. The City Council appoints trained and experienced people who can perform with competence the complex duties of the City government. As the legislative branch of the City government the City Council may:           

Create departments and advisory boards, appoint officers, employees and agents for the City to conduct City affairs Prescribe the duties, compensation and employment conditions for its employees Make an annual tax levy and exercise full authority over the financial affairs of the City Provide parks, pathways, recreational facilities Prosecute people who violate ordinances Plan for the future development of the City and steps to implement that plan Carry out a program of housing and redevelopment of the City Levy special assessments for public improvements Borrow money Designate depositories Appoint or remove employees at any time in accordance with state law, personnel policies, contracts or ordinances in effect

MISSION CRITICAL / HIGH IMPACT DELIVERABLES: The Mayor and Council budget provides for a number of community programs and services necessary to the operation of the City as a whole. Specifically, this operating budget funds: community survey (biennial), general legal services, City newsletter production and mailing, years-of-service awards and employee recognition breakfast which is a part of the overall employee compensation program. OBJECTIVES TO BE ACCOMPLISHED: The key 2015-2017 strategic issues of the City Council are: 1.

Sustainable Water Future for Woodbury - Develop methods to ensure there will be no increase in total (community) water usage by 2030.

2.

Foster an Inclusive and Welcoming Community - The City values all residents and their diversity, and looks to sustain and improve a sense of place in our community where all residents feel welcome, safe and connected.

3.

Enhance Visibility and Usability of the Parks and Trail System – Showcase Woodbury’s extensive parks and trails system, which features 50 community and neighborhood parks and more than 140 miles of multiuse trails utilizing technology and City information systems.

Other initiatives that the City Council and Staff are also working on include:       

2040 Comprehensive Plan update Gateway Corridor/Eastern Metro Transportation Implementation of the economic development strategic initiatives Groundwater management plan implementation Parks and Public Works Master Plan and Site Plan Phase II development area Public Safety Health and Emergency Response Occupations (HERO) Training Facility Project 18

MAYOR AND COUNCIL OPERATING BUDGET - 2017   

South Washington County Telecommunications Commission Study, Joint Powers Agreement update 50th Anniversary Celebration Central Park Evaluation

BUDGET HIGHLLIGHTS: 

5115 Salaries Part-time: The City Council adopted Council Directive 2.9 in 2016 to provide guidelines for Mayor and City Council wages. As a result, the City Council wages proposal follows this policy and provides 2017 market increases to the Mayor and City Council wages to maintain equity with comparable cities. In addition, in 2017 the Mayor will receive $100 per month for mileage and parking.



5302 Professional Services – Legal Retainer: This item is being adjusted per the legal services contract.



5313 Postage: This line item has increased due to the planned increase of newsletter postage costs for added addresses.



5315 Professional Services Legal Special Counsel: Budgetary dollars are being planned for special legal counsel as needed for specific projects.



5341 Printing: Printing costs increased primarily due to the increased quantity needed to meet residential and commercial growth. There are also funds for potential unexpected postage increases from the post office.



5408 Miscellaneous Community Projects: This item is proposed to increase $15,000 for the City of Woodbury’s 50th Anniversary Celebration in 2017.

PERFORMANCE MEASUREMENTS: Community S urvey Data

5 Year

Effectiveness Measure:

2007

2009

2011

2013

2015

Average

1)

93%

93%

90%

94%

91%

92%

Percentage of respondents who approve / strongly approve the job performance of the M ayor and Council on the community survey*

Performance Measures and S tatistics Efficiency Measure: 2)

Actual annual cost per household

2011

2012

$11.48

$10.50

% Change from Prior Fiscal Year 3)

5 Year 2013 $11.56

2014 $15.56

2015 $13.82

(8.5%)

10.1%

34.6%

(11.2%)

0.9%

1.1%

1.4%

1.2%

Average $12.58

M ayor-Council actual annual expenditures as a percentage of total General Fund actual

1.1%

expenditures *Excludes don't know/refused responses

19

1.1%

MAYOR AND COUNCIL OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 001:

Object No.

Item

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

Personal S ervices: 5115

Salaries-Part-time

$

43,404

5141

F.I.C.A.

1,634

1,634

1,951

1,952

2,305

5142

P.E.R.A

1,360

1,360

1,633

1,633

1,885

5154

Workers Compensation

119

128

169

180

212

46,517

46,526

55,737

55,749

64,868

2,473

3,855

4,329

4,605

4,605

S ubtotal

$

43,404

$

51,984

$

51,984

$

60,466

Operating Expenditures: 5201

Office Supplies

5301

Professional Services-General

53,493

96,174

44,375

34,250

34,850

5302

Professional Services-Legal Retainer

45,600

47,400

47,975

49,400

50,882

5305

Professional Services-Legal Other

9,095

6,831

32,304

6,600

5,000

5313

Postage

37,127

42,176

42,107

43,200

45,530

5315

Professional Services-Legal Special Counsel

-

9,577

36,491

-

10,000

5321

Use of Personal Auto

-

-

-

-

1,200

5331

Legal Notices

4,548

6,401

3,936

11,950

11,950

5341

Printing

22,259

26,051

25,194

29,940

31,552

5353

Insurance

5402

Dues & Subscriptions

5405

Travel & Training

5408

M iscellaneous Community Projects

5410

Employee Recognition Program

39,688

53,040

55,621

48,539

56,748

54,871

57,405

57,405

1,079

1,424

1,569

750

750

-

-

500

15,500

500

S ubtotal Total Operating Budget

1,432 51,974

$

10,113

8,121

7,841

10,000

10,000

239,693

344,446

354,032

304,221

327,763

286,210

20

$

390,972

$

409,769

$

359,970

$

392,631

ADMINISTRATION / ELECTIONS OPERATING BUDGET - 2017

DEPARTMENT: Administration / Elections PROGRAM DESCRIPTION: The mission of the Administration Department is: to provide the foundation for the City of Woodbury organization by delivering support and direction to the community and City employees. Together, we lead and thoughtfully serve in a professional, responsive manner. The Administration Budget is responsible for Council and City records, office of the City Administrator, human resources/safety, City Clerk activities, communications, customer service, and special projects. The City Council appoints the City Administrator. The City Administrator serves as chief administrative officer responsible for supervising City employees, accounting, preparation of reports, factual determinations and execution of Council policies. Furthermore, the City Administrator oversees long-term and short-term departmental planning, organizes and directs the work load of employees, reports to the City Council and the general public, and prepares and executes the budget. The Administration Services Director oversees the Administration Department and in particular the personnel and labor relations function, the management of department employees, and the Administration budget fulfillment of special projects. The City Clerk is the custodian of City records, and as such supervises the daily administration of City business, such as keeping records, writing letters and keeping accounts. The City Clerk also supervises the administration support personnel. In addition, the Administration Department is responsible for City communications under the direction of the Communications Coordinator. MISSION CRITICAL / HIGH IMPACT DELIVERABLES: General Administration:  Department coordination  Budget and resource management  Biennial Strategic Plan  Community survey coordination and analysis  Performance measurement program and annual report  Special Projects and analysis towards the leadership and good of the organization and the City  Organization development Human Resources:  Recruitment/promotion  Mandatory training  Compensation/benefits administration  Employee performance management  Employee work life support  Labor relations  Human resources policies and procedures  Human resources recordkeeping  Data practices  Records retention  Eden systems and access database City Clerk:  Agenda packets  Administrative support – Council, Administrator and Administration Department  Licensing – liquor, tobacco, massage business, massage therapist, refuse, dog, pawnbroker, precious metal and Secondhand goods.  Records management/retention  Data practices  Elections  Administrative citations  Mail distribution 21

ADMINISTRATION / ELECTIONS OPERATING BUDGET - 2017

Communication:  Crisis/critical communications  City Update external newsletter  Woodbury Web site management (including InTouch, Facebook, Twitter, Instagram and YouTube)  Media relations  Assist with cable TV programming (SWC-TV)  City Administrator’s report OBJECTIVES TO BE ACCOMPLISHED: As stated in the mission statement, the Administration Department provides the foundation for the rest of the City of Woodbury organization. In 2017, we are committed to leading the organization in the following integral areas towards the future: Continued Review and Transition Towards Technology for Efficiency and Effectiveness: Continued implementation of the OnBase Electronic Records Management System. In 2012, the City began retaining and providing electronic files of City Council agenda packets, resolutions, minutes, ordinances, recorded documents, and agreements for staff. The next phases are to provide a more streamlined approach to Agenda management as well as provide public access to documents that include City Council, Advisory Commission, Committee and Task Force agendas as well as City policies, resolutions and ordinances. City of Woodbury Marketing and Branding: Full implementation of the City of Woodbury Marketing/Branding Study. Organizational Change – Moving Towards the Future: Support the strategic planning and plan implementation of employee organizational leaders in the areas of Professional Development, Diversity and Inclusion, and Leadership Development, and Employee Engagement. Assist in the implementation of initiatives to achieve goals in these identified areas. Values Based Hiring: Implement a renovated hiring and orientation process that focuses on the recruitment and employment of individuals that practice the City of Woodbury’s values statement of Exceeding Expectations – Professional, Responsive, Leaders and orientating new employees to the Organization in the best ways possible for the success of the employee and the organization. Diversity and Inclusion: Complete and implement an organizational Diversity and Inclusiveness Directive and Plan with an initial focus on the Public Safety Department to move the organization towards increased inclusion and diversity practices. BUDGET HIGHLIGHTS: 

5220 Operating Supplies Small Equipment: A replacement printer is being requested for 2017.



5301 Professional Services General: Records scanning for the Community Development Department will now be included in this line item.



5318 Professional Services Benefits Consultant: Consultant services for benefits continuation and flexible spending accounts will be rebid in the third quarter of 2016, a moderate increase has been planned.



5320 Organizational Development: This line item has been increased to support the implementation of organizational development programs such as employee engagement and development.



5393 Rental –Office Equipment: This line item is now including monies formerly budgeted under another line item which explains the increase.

22

ADMINISTRATION / ELECTIONS OPERATING BUDGET - 2017 OPERATING BUDGET – DETAIL OF PERSONAL SERVICES:

Position S alaries - Regular: City Administrator Administration Services Director Assistant to the City Administrator City Clerk Communications Coordinator Communications/Web Specialist Communications Technician Human Resources Specialist Human Resources Technician Executive Assistant S ubtotal S alaries - Part-time: Administrative Assistant (3) Clerical Backup for Regular Staff S ubtotal Total S alaries

2017 Budget 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 1.75 0.08 1.83 11.83

* An additional Assistant to the City Administrator is recorded in the Public Works - Administration Department

23

ADMINISTRATION / ELECTIONS OPERATING BUDGET - 2017

PERFORMANCE MEASUREMENTS: COMMUNITY S URVEY DATA Measure General Administration 1) Percentage of residents surveyed rating staff staff as good or excellent 2) Percentage of residents rating the city's performance in communicating key issues as good or excellent CORE MEAS URES & S TATIS TICS Measure General Administration: 3) Percentage of Administration total actual expenditures to general fund total actual expenditures 4) Actual Annual cost per household 5) % change from Prior Fiscal Year Human Resources: 6) Rate of turnover (%) 7) Average number of working days from position vacancy to acceptance of offer 8) Average number of applications per position opening 9) Percentage of employees that have completed all mandatory trainings 10) Average number of days to complete an employee performance review after anniversary date City Clerk: 11) Number of liquor licenses processed 12) Number of dog licenses processed 13) Number of City Council agenda items Communications: 14) 15)

Twitter followers - City of Woodbury page Estimated number of InTouch subscribers

2007

2009

2011

2013

2015

5 Year Average

81%

84%

83%

82%

87%

83%

70%

81%

74%

78%

70%

75%

2011

2012

2013

2014

2015

5 Year Average

4.4%

4.6%

4.4%

4.8%

4.8%

4.6%

$ 47.64

$ 49.98 $ 48.12 $ 54.47 $ 58.32 5% -4% 13%

$

50.25

1.9% 42

4.2% 60

2.8% 40

2.0% 38

1.6% 39

2.5% 43.8

26

82

59

50

41

51.6

NA

NA

NA

96.6%

98.0%

96.6%

118

122

59 853 283

63 2326 314

NA 9,300

741 10,567

24

114

67 619 332

1,325 11,470

99

31

65 2727 328

66 510 342

1,920 7,963

2,743 8,682

97

64 1407 319.8

1,682 9,596

ADMINISTRATION / ELECTIONS OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 015: Object No. Item Personal S ervices: 5102 Salaries-Regular 5111 Salaries-Overtime 5115 Salaries-Part-time 5141 F.I.C.A. 5142 P.E.R.A. 5151 Health Insurance 5153 Dental Insurance 5154 Workers Compensation 5155 Employee Assistance 5165 Labor Reimbursement S ubtotal Operating Expenditures: 5201 Office Supplies 5220 Operating Supplies-Small Equipment 5301 Professional Services-General 5305 Professional Services- Labor Relations Legal 5306 Professional Services-Personnel Hiring 5311 Telephone 5313 Postage 5318 Professional Services-Benefits Consultant 5319 Professional Services-Election Services 5320 Professional Services-Organizational Development 5321 Use of Personal Auto 5335 Credit Card Service Fees 5353 Insurance 5374 Repair & M aintenance-Office Equipment 5393 Rental-Office Equipment 5402 Dues & Subscriptions 5404 Technology Support & Services 5405 Travel & Training 5409 Health, Safety & Wellness Programs 5410 Employee Recognition 5434 Late Fees & Finance Charges S ubtotal Total Operating Budget

$

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

692,171 $ 700,552 $ 778,485 $ 857,675 62 134 500 102,915 143,451 94,671 89,922 56,931 60,744 62,069 69,329 57,479 59,985 64,776 71,107 86,794 89,135 86,169 102,535 5,057 4,899 5,405 6,300 4,772 5,143 5,974 6,969 4,320 5,400 (37) (148) (2,169) 1,006,144 1,063,761 1,099,834 1,209,737

11,459 150 14,243 1,465 43,476 1,620 3,023 30,381 7,520 317 10 6,521 35 2,637 6,502 12,317 34,709 6,592 1,881 184,858 $ 1,191,002

25

8,409 197 17,134 1,616 33,673 1,369 3,019 29,267 144,092 15,493 294 238 2,713 1,861 5,667 9,534 23,487 5,649 1,551 102 305,365 $ 1,369,126

9,566 3,217 24,938 1,294 71,773 1,380 1,988 35,855 4,800 22,649 279 2,967 3,660 6,175 4,072 25,668 4,580 29 224,890 $ 1,324,724

12,450 550 45,600 9,000 53,000 2,160 3,675 33,385 76,400 25,000 1,025 400 3,201 2,898 7,539 26,255 49,600 5,000 2,500 359,638 $ 1,569,375

$

884,423 500 94,144 71,283 73,430 86,936 6,120 5,972 5,800 1,228,608

12,450 800 48,100 9,000 52,170 2,160 3,675 36,000 76,400 38,240 1,025 400 3,460 4,000 7,539 16,335 49,600 5,000 2,500 368,854 $ 1,597,462

FINANCE OPERATING BUDGET - 2017

DEPARTMENT: Finance PROGRAM DESCRIPTION: The mission of the Finance Department is: to provide and promote the highest standards of financial services and information to our stakeholders, in a professional, accurate and timely manner while preparing for the changing financial needs of the City. The Finance Department is responsible for the financial reporting and accounting affairs of the City. Providing complete and accurate financial information for the City Council and department heads is the department’s primary objective. The department provides financial support services to the entire organization that include accounts payable, accounts receivable, cash receipting, payroll processing, investment and cash management, oversight of the City’s insurance program and preparation of the Comprehensive Annual Financial Report. The finance department also handles the utility billing function and special assessment administration. The department plays a large role in the preparation of the annual City budget and the 5-year Capital Improvement Plan document. The Finance Department has nine full-time employees and one half-time position consisting of a Finance Director, an Assistant Finance Director, a Budget Analyst, 1.5 Accountant FTEs and five technician positions. Two of the technician positions that work directly with the utility billing function are funded by the Water and Sanitary Sewer Utility Fund. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:               

Payroll Processing Payment of City debt Payment to vendors within the scope of the adopted purchasing policy Cash management and investment of City funds within the parameters of the adopted investment policy Insurance coverage and claim processing Property tax levy certification Special assessment administration and certification Utility Billing Audit Comprehensive Annual Financial Report Debt issuance and rating report Budget preparation and coordination Capital Improvement Plan Payroll benefit payments Payroll withholding payment

OBJECTIVES TO BE ACCOMPLISHED:    

Implementation of a new Ecommerce software module for utility billing. Implement rate changes for utility billing. Achieve certificate of excellence in financial reporting for Comprehensive Annual Financial Report (CAFR) Conduct an RFP process for financial advisor services.

26

FINANCE OPERATING BUDGET - 2017 BUDGET HIGHLIGHTS: 

5404 Technology Support and Services: Software agreement cost increases account for the budget increase of $700 or 1.9%.



The operating expenditures budget, excluding personnel, is proposed to increase 2.6% after various budget line item reallocations.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Finance Director

1.00

Assistant Finance Director

1.00

Accountant III/Budget Analyst

1.00

Accountant II

1.00

Payroll Technician

1.00

Accounting Technician II

1.00

Accounting Technician

1.00 7.00

S ubtotal S alaries - Part-time: Accountant I Total S alaries

0.50 7.50

* Two additional Utility Billing Technicians are recorded in the Water and Sewer Utility Fund

27

FINANCE OPERATING BUDGET - 2017 PERFORMANCE MEASUREMENTS:

Performance Measures and S tatistics Efficiency Measure: 1) Bond Rating

5 Year

2011 AAA

2012 AAA

2013 AAA

2014 AAA

2015 AAA

Average AAA

18

24

26

20

21

22

2)

Average processing days for outside vendor checks. (From invoice date)

3)

Portfolio rate of return

1.22%

1.11%

1.03%

1.05%

1.23%

1.13%

5)

Percentage of levy collected

98.8%

99.0%

99.0%

99.3%

99.2%

99.1%

6)

Percentage of levy collected plus delinquent tax revenue

101.4%

98.5%

98.5%

98.3%

98.3%

99.0%

7)

Percentage of current special assessments collected

83.4%

90.6%

92.6%

93.0%

96.1%

91.1%

8)

Number of deficiencies in the report on compliance and internal control

0

0

0

0

1

0.2

9)

Number of findings in the state legal compliance report

0

1

0

0

0

0

0

0

0

0

0

NA

10) Number of federal or local deadlines not met

28

FINANCE OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 016: Object No. Personal 5102 5111 5115 5141 5142 5151 5153 5154 5165

Item

S ervices: Salaries-Regular Salaries-Overtime Salaries-Part-time F.I.C.A. P.E.R.A. Health Insurance Dental Insurance Workers Compensation Labor Reimbursement S ubtotal Operating Expenditures: 5201 Office Supplies 5203 Office Supplies-Printed Forms 5301 Professional Services-General 5307 Professional Services-Auditing 5311 Telephone 5313 Postage 5321 Use of Personal Auto 5341 Printing 5353 Insurance 5374 Repair & M aintenance-Equipment 5393 Equipment Leases 5402 Dues & Subscriptions 5404 Technology Support & Services 5405 Travel & Training S ubtotal Total Operating Budget

$

$

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

479,924 $ 114 35,553 38,837 37,156 44,884 3,546 3,086 (1,363) 641,737

497,740 $ 37,822 40,251 38,746 47,510 3,670 3,262 (1,841) 667,160

571,768 $ 37,384 45,013 45,686 62,103 4,283 4,195 (3,160) 767,272

592,850 37,443 47,308 47,272 65,178 4,410 4,633 799,094

3,716 1,044 7,872 13,715 480 5,420 713 1,341 3,424 365 628 892 27,295 1,420 68,325 710,062

2,435 979 4,941 19,590 535 5,434 601 1,190 1,595 547 1,854 868 34,407 1,565 76,541 743,701

3,464 1,377 8,926 23,770 540 6,251 804 1,191 1,951 3,406 878 35,512 1,757 89,827 857,099

2,625 1,225 6,475 25,000 540 5,750 600 1,200 2,003 3,200 1,000 37,700 1,250 88,568 887,662

$

29

$

$

$

$

609,502 38,320 48,347 48,587 79,722 4,284 3,952 832,714 3,000 1,400 6,475 25,000 540 6,000 600 1,200 1,969 3,400 900 38,400 2,000 90,884 923,598

ASSESSING OPERATING BUDGET - 2017

DEPARTMENT: Washington County Assessment Division PROGRAM DESCRIPTION: Beginning in June 2001, assessing services were transferred to Washington County. This budget includes one assessment employee who remains on the City's payroll. These costs are deducted from the City's payment to the County for providing assessing services for Woodbury. BUDGET HIGHLIGHTS: 

5301 Professional Services-General: Included within this budget line item is the Washington County assessment services fee. The Washington County fees are projected to increase 6.8% for the 2017 budget. This increase will fund the Washington County rate increases and Woodbury property parcel additions for 2017.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Appraiser

1.00

Total S alaries

1.00

OPERATING BUDGET – DEPARTMENT NUMBER 017: Object No. Item Personal S ervices: 5102 5111

Salaries-Regular Salaries-Overtime

5141 5142

F.I.C.A. P.E.R.A.

5151 5153

Health Insurance Dental Insurance

$

5154

Workers Compensation S ubtotal Operating Expenditures: 5301 5311

Professional Services-General Telephone

5321 5353

Use of Personal Auto Insurance

5405

Travel & Training S ubtotal Total Operating Budget

$

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

70,284 -

$

71,690 77

$

73,490 -

$

75,635 -

$

77,409 -

5,353 5,095

5,445 5,212

5,571 5,512

5,788 5,673

5,924 5,806

10,857 591

11,485 612

9,522 612

9,981 630

10,813 612

415 92,595

459 94,980

522 95,229

572 98,279

356 100,920

186,777 480

198,471 330

205,318 300

202,678 300

220,140 300

1,048 1,205

909 370

1,443 375

1,150 504

1,400 402

189,510 282,105

20 200,100 295,080

207,436 302,665

204,632 302,911

222,242 323,162

$

30

$

$

$

INFORMATION TECHNOLOGY (IT) OPERATING BUDGET - 2017 DEPARTMENT: Information Technology (IT) PROGRAM DESCRIPTION: The mission of the Information Technology Department is: to provide reliable, innovative, professional, secure, and cost-effective information technology systems and services and geographic information systems (GIS) and services for our internal and external partners. In addition we have added a strategic motto to our planning process: “Get the right information, to the right person at the right time – to the device of their choice.” The IT Department is responsible for the identification, implementation, and management of most of the technology systems used throughout the City including desktops, servers, telecommunications, mobile, networking, printing, email, and database systems. Through its yearly budget the department supports the acquisition, management, and maintenance of information technology used by all City departments to perform their day-to-day tasks. All Geographic Information Systems (GIS) are also maintained and enhanced by the department. The primary focus of the department is to ensure that all technology systems are available 24 / 7 and are serving to enhance the timeliness and effectiveness of the services that staff provides to the City of Woodbury and its residents and businesses. The Information Technology Department has seven full-time employees consisting of an IT Director, two IT Systems Administrators, two IT Technicians, one GIS Specialist and an IT/GIS Technician. An IT Systems Administrator and an IT Technician are permanently housed within the Public Safety building and an IT/GIS Technician is housed within the Public Works building funded by the Water and Sanitary Sewer Utility Fund. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:         

Remote Access to City Systems / Citrix Data Backup and Recovery Phone and Voicemail Systems CIP Technology Procurement (i.e. desktop refresh) Reliable Server System – Hardware Reliability Reliable Network LAN/WAN Email Systems Network Security Cellular Voice and Data Service

OBJECTIVES TO BE ACCOMPLISHED:       

Upgrade our Citrix systems in preparation for our Windows 10 desktop deployment. Upgrade all desktop systems to Windows 10 and Office 2013 providing an appropriate training option for all staff that needs some instruction. Purchase and implement a better, centralized management system for our door access control system to improve the reliability and user interface for this security system. Working in conjunction with our Public Works and Parks divisions purchase and implement a new Asset/Work Management System to replace the aging Cartegraph and custom mobile field applications. Manage for the Public Safety Department the purchase and implementation of a new squad video systems as well as helping to evaluate body camera technology. If body camera technology is approved by Council we will then manage the purchase and implementation of this technology as well. Upgrade our ShoreTel Voice over IP (VoIP) phone system to replace aging desktop phones before they become problematic and unavailable for purchase. Select, purchase, and implement a fax server solution to replace archaic but still functionally required fax technology utilizing our copiers as the sending devices and email inboxes as the receiving location.

31

INFORMATION TECHNOLOGY OPERATING BUDGET - 2017 LONG-TERM OBJECTIVES: 

Continue to push the adoption of the appropriate technologies for all departments and drive the IT Department’s technology leadership role by partnering with all departments as Business Analysts to help identify opportunities for technology to improve our operations. Ensure all technology systems are up-to-date without getting in the way of employee productivity. Remain vigilant in securing all systems and making sure to stay current with cybersecurity technologies and education of all staff utilizing our IT assets. Continue to promote and enable mobile technologies for field operation efficiencies. Support the strategic vision of migrating to “Cloud” technologies as projects and services make sense to make the move.

   

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: IT Director

1.00

IT Systems Administrator

2.00

IT Technician

2.00

GIS Specialist

1.00

Total S alaries

6.00

* An additional GIS / IT Technician is recorded in the Water and Sewer Utility Fund

PERFORMANCE MEASUREMENTS: Performance Measures and S tatistics

5 Year

Efficiency Measure:

2011

2012

2013

2014

2015

Average

1)

95%

96%

99%

99%

99%

98%

1.1%

3.1%

0.0%

0.0%

85%

71%

76%

64%

3.7%

(16.5%)

7.0%

(15.8%)

100%

100%

100%

82%

85%

93%

19

18

10

8

11

13

99.99%

99.98%

99.98%

99.99%

99.96%

99.99%

Percentage of maintenance/support requests responded to within one business day % Change from Prior Fiscal Year

2)

Percentage of maintenance/support requests resolved within one business day

82%

% Change from Prior Fiscal Year 3)

Percentage of survey responses rating the overall service as very good or excellent

4)

Number of requests received through all methods per city employee

5)

Average liability of all critical IT systems (percentage up-time)

32

76%

INFORMATION TECHNOLOGY OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 018: Object No. Personal 5102 5111 5141 5142 5151 5153 5154

Item S ervices: Salaries-Regular Salaries-Overtime F.I.C.A. P.E.R.A. Health Insurance Dental Insurance Workers Compensation S ubtotal Operating Expenditures: 5201 Office Supplies 5220 Operating Supplies-Small Equipment 5301 Professional Services-General 5311 Telephone 5313 Postage 5321 Use of Personal Auto 5353 Insurance 5374 Repair & M aintenance-Office Equipment 5393 Equipment Leases 5401 Cable & Internet Services 5402 Dues & Subscriptions 5404 Technology Support & Services 5405 Travel & Training 5434-35 Late Fees/Early Discounts Taken S ubtotal Total Operating Budget

2013 Actual $

$

408,470 188 30,783 29,628 35,724 2,956 2,460 510,209 2,013 11,312 5,086 36,451 30 3,999 34,689 35,757 18 101,067 4,769 132 235,323 745,532

33

2014 Actual $

$

418,925 434 31,119 30,356 50,140 3,060 2,555 536,589 2,998 35,326 14,121 29,329 26 122 1,602 26,261 31,871 128,136 15,983 46 285,821 822,410

2015 Actual $

$

459,706 270 33,593 34,400 55,789 3,365 3,162 590,285 1,245 25,901 16,753 29,572 12 37 1,694 33,374 29,833 19,808 105,180 3,246 213 266,868 857,153

2016 Budget $

$

508,441 510 38,350 38,171 71,415 3,780 3,741 664,408 4,120 16,500 15,880 29,420 40 144 2,024 33,035 33,000 21,883 3,800 144,439 6,600 310,885 975,293

2017 Budget $

$

521,476 510 39,057 39,149 73,846 3,672 3,184 680,894 1,670 14,725 26,200 28,600 40 152 2,026 27,450 31,000 20,040 4,000 147,100 8,800 311,803 992,697

CITY OF WOODBURY GENERAL FUND COMMUNITY DEVELOPMENT Included in this section are the following: - Planning and Code Enforcement - Economic Development - Inspections

PLANNING AND CODE ENFORCEMENT OPERATING BUDGET - 2017

DEPARTMENT: Community Development DIVISION/BUDGET GROUP: Planning and Code Enforcement PROGRAM DESCRIPTION: The mission of the Community Development Department is: to provide for planned development that supports a thriving community and a safe, healthy environment, now and in the future. Planning and Code Enforcement staff partners with other City staff and external stakeholders to implement the community vision, sustain our neighborhoods and foster economic growth and vitality. The division is responsible for the implementation of the City’s Comprehensive Plan, special land use studies, development review and code enforcement activities. Members of the Division staff the Planning Commission. MISSION CRITICAL / HIGH IMPACT DELIVERABLES: Planning:  Implementation of 2030 Comprehensive Plan  Project management of the 2040 Comprehensive Plan creation including staffing the task force  Ordinances and Policies  Developer Agreement Preparation and Security Administration  Application Review and Approval / Permits (CUP, site plan, variance, plat, rezoning, etc.)  Commercial and residential building permit review  Code enforcement on public and private property Community Engagement:  Planning Commission Meetings  Community and Neighborhood Meetings  Public Hearings  Response to Residents and Business Community (internal and external customers) OBJECTIVES TO BE ACCOMPLISHED:   

Phase 2 development applications Implementation of City Place, Urban Village, and other commercial Planned Unit Developments Maintain community standards through property maintenance and code enforcement activities

LONG-TERM OBJECTIVES:  

Implementation of the 2030 Comprehensive Plan Continue 2040 Comprehensive Plan process (to be complete in 2018)

BUDGET HIGHLIGHTS: Revenues: 

The division’s projected revenue for 2017 is $170,650 (revenue object codes 4324 and 4361), a 5.9 percent increase from the adopted 2016 budget.  

Apartment license fees are projected to increase $1,450 due to construction of new apartment units. Planning and zoning revenues are expected to increase $8,000 principally due to an anticipated increase in zoning verification fees. 35

PLANNING AND CODE ENFORCEMENT OPERATING BUDGET - 2017

BUDGET HIGHLIGHTS: Expenditures: 

5301 Professional Services-General: The 2017 Planning and Code Enforcement Division budget includes a $5,000 decrease as the cost of scanning services to digitize the City’s records are being centrally located in the Administration / Elections budget. Digitization costs had previously been budgeted in the Planning and Code Enforcement Division budget.



5404 Technology Support & Services: The 2017 Planning and Code Enforcement Division budget includes a $6,120 decrease as the City is not moving forward with the TruCentrix software. In previous years, the Engineering Division and Planning and Code Enforcement Division have used the TruCentrix software for development review tracking and project management. This City has decided to follow a project management technique moving forward that does not require this specialized software.



New in 2017, the Planning and Code Enforcement Division budget identifies 5821 Code Enforcement Abatement costs separately from 5823 Escrow Compliance costs. The 5821 Code Enforcement Abatement costs are incurred when the City incurs expenses to remediate a code enforcement case. These remediation costs are then certified to the property tax rolls and the City’s costs are subsequently repaid.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Community Development Director

1.00

City Planner

1.00

Planner 1

1.00

Code Enforcement Officer

1.00

Community Development Technician

2.00

Administrative Assistant

1.00

Total S alaries

7.00

36

PLANNING AND CODE ENFORCEMENT OPERATING BUDGET – 2017

PERFORMANCE MEASUREMENTS: Performance Measures and S tatistics Efficiency Measure: 1) Average number of days to process an application 2)

Number of business proposals prepared

3)

Square-feet of new additional commercial construction % Change from Prior Fiscal Year

4)

Total dollar increase of commercial/industrial market value (millions) (new plus increased existing)

5)

Annual percentage increase of comm/ind market value

6)

Number of applications % Change from Prior Fiscal Year

7)

Number of code enforcement cases % Change from Prior Fiscal Year

8)

M edian days to voluntarily close a code enforcement case

2011 51 9 4,735

$

9.63

5 Year 2012 50

2013 44

2014 43

11

13

10

25,648 441.7% $

(2.88) $

165,873 546.7% 34.49

2015 44 4

185,926 12.1% $

46.09

Average 46 9

453,588 144.0% $

87.23

167,154

$

34.91

1.0%

(0.3%)

3.7%

4.8%

8.7%

3.6%

36

46 27.8%

85 84.8%

64 (24.7%)

77 20.3%

61.6

568

629 10.7%

559 (11.1%)

612 9.5%

781 27.6%

630

12

14

14

15

17

14

37

PLANNING AND CODE ENFORCEMENT OPERATING BUDGET – 2017 OPERATING BUDGET – DEPARTMENT NUMBER 021: Object No.

Item

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

Personal S ervices: 5102

Salaries-Regular

5111

Salaries-Overtime

$

448,961 -

$

470,909

5115

Salaries-Part-time

10,747

-

5141

F.I.C.A.

33,834

5142

P.E.R.A

5151

Health Insurance

5153

$

520,816

$

23

516,269

$

537,144

800

830

11,046

-

-

34,336

35,377

38,434

39,729

33,029

33,544

36,091

38,780

40,348

33,261

41,599

58,839

73,156

75,388

Dental Insurance

3,401

3,690

3,875

4,410

4,284

5154

Workers Compensation

2,692

2,869

3,430

3,817

3,019

5156

Unemployment Compensation

5165

Labor Reimbursement S ubtotal

153

-

6,591

-

-

-

(2,795)

(1,513)

(2,710)

-

-

563,130

592,178

666,787

675,666

700,742

2,239

1,959

3,055

4,850

4,250

Operating Expenditures: 5201

Office Supplies

5203

Office Supplies-Printed Forms

-

-

-

-

5211

Operating Supplies

103

221

-

-

-

5220

Operating Supplies-Small Equipment

-

-

437

150

750

5301

Professional Services-General

-

1,738

1,369

5,000

-

5311

Telephone

5313

Postage

5321

50

400

370

370

2,580

2,820

1,103

1,119

2,265

1,750

2,000

Use of Personal Auto

-

-

76

200

200

5331

Legal Notices

-

-

1,500

750

5341

Printing

161

200

1,585

500

800

5353

Insurance

4,555

1,372

1,268

1,783

1,746

5402

Dues & Subscriptions

2,508

1,354

1,595

1,840

2,320

5404

Technology Support & Services

5,788

5,420

5,340

6,120

-

5405

Travel & Training

5550

Grant Pass Through

5821

Code Enforcement Abatement

5823

Escrow Compliance

Total Operating Budget

1,182

2,493

2,248

4,300

4,300

78,000

-

-

-

-

5,601

2,975

2,100

-

-

963

-

950

(329)

S ubtotal

-

101,311 $

-

664,441

38

19,221 $

611,399

22,721 $

689,508

30,573 $

706,239

20,886 $

721,628

ECONOMIC DEVELOPMENT OPERATING BUDGET – 2017

DEPARTMENT: Community Development DIVISION/BUDGET GROUP: Economic Development PROGRAM DESCRIPTION: The mission of the Community Development Department is: to provide for planned development that supports a thriving community and a safe, healthy environment, now and in the future. Economic Development staff partners with other City staff and a wide variety of external stakeholders to promote housing, economic development and sustainability initiatives. The Division focuses on marketing the community, attracting commercial and industrial development to bring jobs to Woodbury and increase the tax base, manage the City’s housing programs and coordinate the County recycling grant. Members of the Division also coordinate the 2040 Comprehensive Plan process, staff the Economic Development Commission and its Business Development Committee, represent the City on the Woodbury Area Chamber of Commerce Board and coordinate the increasingly complex opportunities regarding sustainability. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:     

Business retention and attraction Economic development strategic planning Project management of the 2040 Comprehensive Plan creation including staffing the task force Support for Economic Development Commission and its Business Development Committee Sustainability education, advocacy and financing

OBJECTIVES TO BE ACCOMPLISHED:    

Implement 2014 Economic Development Strategic Plan (EDSP) and prepare for next EDSP Coordinate HRA and EDA operations Partner with Parks staff to complete implementation of recycling and waste reduction at BSC Continue to explore opportunities for the city to benefit from solar and other alternative energy resources

LONG-TERM OBJECTIVES:    

Integrate economic development policies and planning into the 2040 Comprehensive Plan Refine housing policies for 2040 Comprehensive Plan Identify strategic opportunities for sustainability improvements within the City Explore comprehensive recycling and waste reduction strategies in City parks

BUDGET HIGHLIGHTS: 

5102-5165 Personal Services: Personal services will decrease by $25,268 due to the elimination of the Community Development Technician - Commercial Recycling position.

39

ECONOMIC DEVELOPMENT OPERATING BUDGET - 2017

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Budget

Position S alaries - Regular: Assistant Community Development Director Housing & Economic Development Coordinator S ubtotal

1.00 1.00 2.00

S alaries - Part-time: Sustainability Specialist

0.73

S ubtotal

0.73 2.73

Total S alaries

PERFORMANCE MEASUREMENTS: Performance Measures and S tatistics Efficiency Measure: Recycling 1) Recycled pounds per household that recycles % Change from Prior Fiscal Year

2011

2) Number of tons recycled % Change from Prior Fiscal Year 3) Cost per ton recycled

$

5 Year 2012

2013

2014

2015

Average

413

405 (1.9%)

400 (1.2%)

894 123.5%

954 6.7%

613

4,972

4,933 (0.8%)

4,950 0.3%

5,646 14.1%

6,946 23.0%

5,489

14.77

40

$

14.89

$

15.00

$

10.85

$

11.22

$

13.35

ECONOMIC DEVELOPMENT OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 005: Object No. Personal 5102 5115 5141 5142 5151 5153 5154 5165

2013 Actual

Item S ervices: Salaries-Regular Salaries-Part-time F.I.C.A. P.E.R.A. Health Insurance Dental Insurance Workers Compensation Labor Reimbursement S ubtotal

$

2014 Actual

2015 Actual

2016 Budget

2017 Budget

174,521 $ 182,305 $ 202,277 $ 201,543 $ 207,522 51,789 52,404 71,012 67,335 41,858 16,559 17,115 20,316 20,573 18,994 16,414 17,033 20,497 20,166 18,703 28,907 31,021 26,604 28,071 30,734 1,182 1,224 1,224 1,260 1,224 1,394 1,431 1,875 1,976 1,521 (94,947) (100,156) (108,666) (114,076) (118,976) 195,819 202,377 235,139 226,848 201,580

Operating Expenditures: 5201 5211 5220 5301 5311 5313 5321 5341 5353 5402 5405

Office Supplies Operating Supplies Operating Supplies-Small Equipment Professional Services-General Telephone Postage Use of Personal Auto Printing Insurance Dues & Subscriptions Travel & Training S ubtotal Total Operating Budget

$

1,095 186 428 2,723 4,679 704 4,069 1,649 2,340 1,274 19,147 214,966

41

$

3,129 29,901 2,613 500 441 695 3,016 979 2,325 2,531 46,130 248,507

$

35 1,273 4,026 3,036 600 238 883 1,527 1,027 805 1,387 14,837 249,976

$

450 1,500 6,000 6,180 600 1,200 850 5,974 1,104 1,235 2,500 27,593 254,441

$

450 1,500 6,000 6,180 600 1,200 850 5,974 726 1,235 2,500 27,215 228,795

INSPECTIONS OPERATING BUDGET - 2017

DEPARTMENT: Community Development DIVISION/BUDGET GROUP: Inspections PROGRAM DESCRIPTION: The mission of the Community Development Department is: to provide for planned development that supports a thriving community and a safe, healthy environment, now and in the future. Inspections staff partners with both internal and external stakeholders to build an excellent quality of life while fostering economic growth and vitality through a commitment to customer service. The Division is responsible for administration of the state building and fire code, fire inspections, inspection of multi-family rental dwellings, and related ordinances addressing construction, alteration and use of buildings. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:    

Commercial and residential plan review Commercial and residential building inspections Fire inspections Rental license administration

OBJECTIVES TO BE ACCOMPLISHED:   

Fine tune new TrakIt inspections software including increased use of the electronic portal to increase online interface between residents and Inspections staff Successfully onboard new Chief Building Official (division manager) Refine policies and procedures to fully integrate with the new state building codes

BUDGET HIGHLIGHTS: Revenues: 

The projected revenue for all development fees and charges for 2017 is $3,276,000, a $142,600 increase from the 2016 budgeted revenue amount.

Expenditures: 

The 2017 Inspections budget includes an adjusted staffing plan with two Senior Building Inspectors and four Building Inspectors rather than one Senior Building Inspector and five Building Inspectors. Reclassifying a Building Inspector as a Senior Building Inspector allows for Senior Building Inspectors in both the commercial as well as residential sectors. There are separate and unique building codes for residential and commercial construction. As these codes are updated from time to time, it is helpful to have the Senior Building Inspector from each sector be responsible for following the proposed and final updates to their specific codes, and assisting with training of the inspectors in their sector, as well as updating websites, and application materials as they pertain to their specific codes. It is also helpful from a mentoring and onboarding perspective to have a Senior Building Inspector available in both sectors. This reclassification is achieved in a cost-neutral manner with the Fire Marshal position being redefined as a Fire Inspector at the same wage band as the Building Inspectors as opposed to its previous classification in a higher wage band.



Operating expenditures of the 2017 Inspections budget increases 2.7 percent as the Division continues to digitize its operations.  5111 Overtime: Permit volume above staffing levels is anticipated. It is more efficient to have overtime than to add temporary staff.

42

INSPECTIONS OPERATING BUDGET - 2017    

5220 Operating Supplies: Small Equipment increase $1,500 from the 2016 budgeted amount as the commercial inspectors add new monitors for enhanced electronic permit review. 5301 Professional Services: General increase of $5,000 from the 2016 budgeted amount as the Division begins to digitize its microfilm and microfiche allowing for enhanced customer service as property owners inquire as to previous permit activity or access to original blueprints. 5311 Telephone: Increases $1,260 to ensure functionality of the new TrakIt permit and licensing software. 5335 Credit Card Service Fees: Decreases $3,000 reflecting that not as many stakeholders are paying for building permits with credit cards as was first anticipated.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Building Official

1.00

Senior Building Inspector

2.00

Fire Inspector

1.00

Building Inspector

4.00

Administrative Assistant S ubtotal

2.00 10.00

S alaries - Part-time: Building Inspector/Other S ubtotal Total S alaries

0.76 0.76 10.76

43

INSPECTIONS OPERATING BUDGET - 2017

PERFORMANCE MEASUREMENTS: Community S urvey Data

5 Year

Effectiveness Measure: 2007 2009 1) Percentage of respondents who rated inspection 86% 85% services as excellent/good on the community survey* Performance Measures and S tatistics Efficiency Measure: 2011 2012 2) Number of inspections 17,360 15,598 % Change from Prior Fiscal Year (10.1%) 3) M edian time it takes to process a new single dwelling plan (days) 4) Number of inspections per FTE inspector % Change from Prior Fiscal Year 5) Fire inspections - number of occupancies inspected (non-residential)

2011 74%

2013 76%

2015 82%

2013 18,034 15.6%

2014 18,357 1.8%

2015 17,665 (3.8%)

Average 81% 5 Year Average 17,403

11

12

15

15

17

14

2,105

2,094

2,292

2,382

1,996

2,174

(0.5%)

9.5%

3.9%

(16.2%)

443

534

518

667

579

*excludes don't know/refused responses

44

548

INSPECTIONS OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 023: Object No.

Item

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

Personal S ervices: 5102

Salaries-Regular

5111

Salaries-Overtime

$

3,723

2,979

32,863

2,850

15,000

5115

Salaries-Part-time

22,875

25,006

24,986

52,705

54,091

5141

F.I.C.A.

54,240

56,390

55,339

61,877

64,874

5142

P.E.R.A.

53,506

52,729

53,242

60,642

63,579

5151

Health Insurance

117,561

112,525

124,539

138,048

150,525

5153

Dental Insurance

5,912

6,151

5,813

6,300

6,120

5154

Workers Compensation

4,368

4,767

5,288

6,089

4,104

976,673

1,000,015

1,035,668

1,081,510

1,136,928

S ubtotal

714,488

$

739,468

$

733,598

$

752,999

$

778,635

Operating Expenditures: 5201

Office Supplies

2,753

9,106

9,692

8,500

8,500

5203

Office Supplies-Printed Forms

1,194

757

1,211

1,000

1,000

5211

Operating Supplies

-

12

-

-

-

5220

Operating Supplies-Small Equipment

-

367

5,919

5301

Professional Services-General

3,750

23,262

21,376

5304

Professional Services-Electrical Inspector

102,960

116,262

126,695

106,000

107,000

5311

Telephone

741

1,930

6,994

5,760

7,020

5313

Postage

1,977

2,178

1,319

2,500

2,400

5321

Use of Personal Auto

-

70

50

50

5335

Credit Card Service Fees

-

1,143

5,928

15,000

12,000

5353

Insurance

6,756

4,105

4,691

4,735

4,369

5374

Repair & M aintenance-Office Equip

-

159

-

300

300

5375

Repair & M aintenance-Vehicle & Equipment

184

-

-

-

-

5402

Dues & Subscriptions

305

1,035

920

1,325

1,725

5404

Technology Support & Services

-

8,790

35,000

38,647

38,640

5405

Travel & Training

3,418

5,875

5,673

9,100

8,700

5431

Bad Debt Expense/Over-Short

-

-

-

-

S ubtotal Total Operating Budget

750

2,250

-

5,000

-

11

124,038

175,051

225,429

193,667

198,954

$ 1,100,711

$ 1,175,066

$ 1,261,097

$ 1,275,177

$ 1,335,882

45

CITY OF WOODBURY GENERAL FUND PUBLIC SAFETY Included in this section are the following: - Police - Fire - Emergency Preparedness / Safety

POLICE OPERATING BUDGET - 2017

DEPARTMENT: Public Safety DIVISION/BUDGET GROUP: Police PROGRAM DESCRIPTION: The mission of Public Safety is: to provide exceptional customer service through integrated Fire, Police and Emergency Medical Services to enhance the quality of life in our community. Police Services is responsible for the investigation of crime, the protection of human life and property, the apprehension of criminals, the maintenance of order, animal control, and preventive patrol. Advanced life support is also provided by police paramedics. Police Services is organized into four major units which provide the following products and services:    

Support Services: customer service, records, crime analysis, and facility oversight Investigative Services: criminal and non-criminal investigations, crime prevention Patrol Services: calls for service, patrol, law and code enforcement, school resource officers, traffic safety, paramedic service, initial fire response, crime prevention education Professional Standards: training, professional certifications, quality assurance, policy development

MISSION CRITICAL / HIGH IMPACT DELIVERABLES:       

Response to emergency calls Community outreach Enforcement of laws and ordinances Investigate criminal complaints Proactive policing Incident management Hire and retain diverse high quality employees

OBJECTIVES TO BE ACCOMPLISHED: 

Our budget requests one additional police officer for 2017, bringing our total number of budgeted police officers to 70. While our cross training and public safety focus remain at the core of who we are, it is important to note that the expectations and demands of our police officers, in their policing role, has continued to grow over the past 10 years. Increasing specialization, knowledge, training and technology all require a greater percentage of our officers’ time. Building trust through community policing and relationships with our citizens is more important now than ever.

LONG-TERM OBJECTIVES: 

Training: Meeting our long term public safety training needs continues to be a priority. We are moving forward in planning and collaborating with the City of Cottage Grove to design a regional public safety training center. Funding for predesign, design, sight selection and needs assessment of a regional multidiscipline public safety training facility was received through a state bonding appropriation of $1.46 million. We are currently working to develop long term solutions to satisfy our public safety training needs.



Diversity and Inclusion: Community trust of law enforcement is the most significant issue in policing today. It is the foundation on which everything we do is built upon and cannot be taken for granted. And while we enjoy the overwhelming support of our residents, the men and women who police our community must earn their trust each and every day. They need our support in the form of high quality training and equipment, and comprehensive and responsive policies. It has never been more important to recruit, train and hire high quality, diverse candidates for our department. It is our desire to build upon our culture and 47

POLICE OPERATING BUDGET - 2017

our long standing practice of treating all people with dignity and respect. To succeed in this objective, we will continue to challenge ourselves to evaluate everything we do through the lens of racial equity. We will have the courage to listen to other perspectives, have difficult conversations, and not be satisfied with the current conditions. We will develop new avenues to recruit diverse candidates, and make it a priority to foster new and healthy relationships within our growing community. BUDGET HIGHLIGHTS: 

5102-5165 Personnel Services: Included in the budget request is the addition of one police officer. The primary cost drivers include the annual inflation/merit/step adjustments and health insurance rate increases/employee selection changes.



5220 Small Equipment: Increase of $22,050 for replacement forensics computer and replacement digital camera equipment.



5301 Professional Services-General: Increase of $6,977 due to external property room audit.



5305 Professional Services-Legal: Increase of $4,772 due to contractual increase in criminal prosecution fees.



5404 Technology Support and Services: maintenance agreement.



5405 Training: Increase of $18,700 due to replacement firearms trainer vests, eye and ear protection and additional crisis intervention training.

Decrease of $17,428 due to no longer requiring LETG

48

POLICE OPERATING BUDGET - 2017 OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Budget

Position S alaries - Regular: Director of Public Safety (1) Deputy Director of Public Safety (2) Police Services Commander EM S Commander (3) Police Sergeant Police Officer (4) Investigative Aide Support Services Supervisor Public Safety Coordinator Public Safety Technician Administrative Assistant S ubtotal S alaries - Part-time: Administrative Assistant Clerical Backup for Support Staff Community Service Officer S ubtotal Total S alaries

0.70 0.85 3.00 0.10 9.00 53.60 2.00 1.00 1.00 1.00 5.00 77.25 0.24 0.50 5.22 5.96 83.21

(1) 70% Police, 5% EM S, 25% Fire. (2) 85% Police, 5% EM S, 10% Fire. (3) 10% Police, 80% EM S, 10% Fire. (4) 56 Officer positions: 16 designated Police Officer / Paramedic - 85% Police and 15% EM S. -- 70 total sworn personnel Budgeted Revenue to S upport Police Personnel Expenditures Fines & Forfeits SRO Reimbursement - School District #833 Alarm Violations - Police & Fire Security Officer Fee Grants & Other Reimbursements Total Revenues

$

$

315,000 175,000 32,500 25,000 44,345 591,845

49

POLICE OPERATING BUDGET – 2017

PERFORMANCE MEASUREMENTS: Community S urvey Data Effectiveness Measure:

5 Year

2007

2009

2011

2013

2015

Average

98%

98%

95%

92%

96%

2011 21.5

2012 24.0 11.6%

2013 22.2 (7.5%)

2014 19.65 (11.5%)

2015 19.34 (1.6%)

32.9

31.0 (5.8%)

29.3 (5.5%)

29.0 (1.2%)

32.6 12.7%

31.0

Enforcement of Laws and Investigation of Criminal Complaints: 5) Arrests per 1,000 population 15.0 % Change from Prior Fiscal Year

15.9 6.0%

19.4 22.0%

22.5 16.0%

23.7 5.3%

19.3

6) Percentage of crimes cleared

54%

52%

46%

47%

50%

$352 3.2%

$357 1.4%

$365 2.2%

$375 2.7%

Community S urvey 1) Percentage of respondents rating police protection as 98% excellent or good in the community survey* Performance Measures and S tatistics Efficiency Measure: Crime Data 2) Part I crimes per 1,000 residents % Change from Prior Fiscal Year 3) Part II crimes per 1,000 residents % Change from Prior Fiscal Year

Efficiency: 7) Cost of Police services per household % Change from Prior Fiscal Year

52% $341

5 Year Average 21.3

$358

Police S taffing: 8) Authorized sworn FTEs per 1,000 population

1.03

1.02

1.01

1.03

0.99

1.02

9) Authorized sworn civilian FTEs per 1,000 population

0.15

0.16

0.15

0.15

0.15

0.15

27,491

28,208

28,615

29,128

29,105

28,509

3,856

3,352

3,521

3,394

3,366

3,498

147.00

145.00

196.00

216.00

229.00

187

66%

57%

60%

61%

58%

60%

47

57

43

38

33

44

16) Investigations conducted

313

342

342

232

272

300

17) Criminal investigations

283

298

300

184

196

252

30

44

95

18

41

46

S upport S ervices S taffing 19) Total reports processed

27,491

28,208

28,615

29,128

29,105

28,509

20) Total reports per FTE

4,079

4,179

4,246

4,322

4,664

4,298

Patrol - Workload and Performance 10) Calls for Police service 11) Number of traffic citations 13) Drug arrests Investigations - Workload and Performance 14) Percentage of criminal investigations cleared 15) Criminal Investigations per investigator

18) Non-criminal investigations

*Excludes don't know/refused responses

50

POLICE OPERATING BUDGET – 2017 OPERATING BUDGET – DEPARTMENT NUMBER 025: Object No. Personal 5102 5103 5111 5115 5141 5142 5151 5152 5153 5154 5156 5165

2013 2014 2015 2016 Item Actual Actual Actual Budget S ervices: Salaries-Regular $ 5,415,741 $ 5,565,894 $ 5,749,231 $ 6,181,363 Salaries-Holiday Pay 160,807 165,729 169,770 191,510 Salaries-Overtime 337,695 315,993 343,956 348,765 Salaries-Part-time 191,871 203,844 193,322 231,495 F.I.C.A. 130,287 135,453 138,558 156,673 P.E.R.A 818,308 874,024 959,233 1,048,247 Health Insurance 707,642 787,795 749,096 885,167 Public Safety Disability-Health Insurance 30,826 41,114 62,316 71,866 Dental Insurance 40,931 42,736 43,001 47,660 Workers Compensation 157,848 168,105 192,175 222,341 Unemployment Compensation 2,984 (1,874) 2,721 Labor Reimbursement (7,211) (3,793) (5,377) S ubtotal 7,987,729 8,295,020 8,598,002 9,385,087 Operating Expenditures: 5201 Office Supplies 19,681 20,071 18,640 22,000 5203 Office Supplies-Printed Forms 3,097 4,408 2,712 4,150 5211 Operating Supplies 39,241 35,992 56,070 55,945 5215 Operating Supplies-Uniform All 108,689 112,469 114,827 112,735 5216 Operating Supplies-M otor Fuels & Lubs 574 20 5220 Operating Supplies-Small Equipment 2,902 1,605 4,624 2,800 5301 Professional Services-General 31,800 34,432 40,321 56,392 5305 Professional Services-Legal 174,948 184,261 190,063 191,746 5306 Professional Services-Hiring 3,142 1,451 4,404 6,619 5311 Telephone 40,852 40,561 41,088 63,680 5313 Postage 4,262 4,177 4,971 4,500 5321 Use of Personal Auto 9,096 9,089 9,030 9,380 5353 Insurance 55,366 82,578 103,771 107,805 5374 Repair & M aintenance-Office Equipment 650 167 1,909 1,000 5375 Repair & M aintenance-Vehicle & Equipment 11,244 7,679 3,998 10,000 5380 Repair & M aintenance-Communication Equip. 56,260 55,111 56,102 57,211 5393 Rental Office-Office Equipment 3,043 208 60 5402 Dues & Subscriptions 4,926 6,157 7,868 8,070 5404 Technology Support & Services 101,822 99,190 108,320 124,556 5405 Travel & Training 129,314 112,809 114,083 125,000 5408 M iscellaneous Community Projects 1,211 1,696 2,810 1,800 5409 Health, Safety & Wellness Programs 5,539 15 15,448 17,328 5410 Employee Recognition 1,832 1,699 920 3,500 5425 Contractual Services 14,122 11,894 14,996 19,491 5434-35 Late Fees/Early Discounts Taken 43 23 41 S ubtotal 823,656 827,762 917,076 1,005,708 Transfers: 5701 Transfer Out - SRT Participation 11,767 11,767 14,066 14,488 5701 Transfer Out - Emergency M edical Services 226,698 S ubtotal 11,767 11,767 240,764 14,488 Total Operating Budget $ 8,823,152 $ 9,134,549 $ 9,755,842 $ 10,405,283

51

2017 Budget $ 6,476,648 201,385 360,000 227,636 162,079 1,097,650 954,156 77,681 47,277 242,228 9,846,740 22,000 3,500 56,630 102,908 24,850 63,369 196,518 7,350 61,068 4,500 9,380 104,868 1,000 7,950 57,642 7,800 107,128 143,700 3,000 15,832 3,500 18,896 1,023,389 15,622 15,622 $ 10,885,751

FIRE OPERATING BUDGET – 2017

DEPARTMENT: Public Safety DIVISION/BUDGET GROUP: Fire PROGRAM DESCRIPTION: Fire Services is responsible for fire suppression and fire prevention activities. Fire Services personnel also provide emergency medical response, ambulance transports, rescue response, and hazardous materials mitigation. Fire Services is organized into two major units which provide the following products and services:  

Fire Prevention: response planning for new and existing commercial buildings, investigation of dollar loss fires, and public fire education Emergency Operations: training for and response to emergency calls for service such as fire suppression, rescue response, hazardous materials incidents, and emergency medical calls

MISSION CRITICAL / HIGH IMPACT DELIVERABLES:       

Response to emergency calls Community outreach Enforcement of laws and ordinances Investigate criminal complaints Proactive policing Incident management Hire and retain diverse high quality employees

OBJECTIVES TO BE ACCOMPLISHED:  

 

The increase of fire and EMS calls has placed noticeable strain on funds assigned for part-time salaries. Fire will evaluate participation in training activities and public education events in order to balance the steady increase of call activity without an increase in work hours. The selection and training of police officer firefighters continues to be a priority in 2017. As we approach 15 cross-trained police officer firefighters our ability to achieve the community standard of five firefighters on the scene in less than nine minutes is positively influenced. The use of police officer firefighters has proven to be beneficial to fire response. In 2017, we will expand the automatic aid agreements with neighboring communities from only daytime operations to 24-hours. Complete specification and purchasing process for replacement fire engine.

LONG-TERM OBJECTIVES: 

The long-term objectives are the same as stated in the police section.

BUDGET HIGHLIGHTS: 

5102 Salaries- Regular: Increases due to annual inflation/merit adjustments.



5115 Salaries- Part-time: Increase of $11,942 due to annual inflation adjustments.



5211 Operating Supplies: Increase of $4,781 to represent anticipated expenditures.

52

FIRE OPERATING BUDGET - 2017



5311 Telephone: Decrease $6,408 as a result of not adding mobile computers to first out engines.



5404 Technology Support and Services: Decrease of $11,241 due to not adding mobile computers to first out engines.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Director of Public Safety

(1)

Deputy Director of Public Safety

0.25 (2)

0.10

Fires Services Commander EM S Commander

2.00

(3)

0.10

(4)

6.75

Administrative Assistant

1.00

Firefighter

S ubtotal

10.20

S alaries - Part-time: Administrative Assistant

0.49

Total S alaries

10.69

Part-time Paid-on-call S taffing: Firefighter - Budgeted Positions (1) (2) (3) (4)

75.00

70% Police, 5% EM S, 25% Fire. 85% Police, 5% EM S, 10% Fire. 10% Police, 80% EM S, 10% Fire. 9 Firefighter positions: 75% Fire, 25% EM S.

53

FIRE OPERATING BUDGET - 2017

PERFORMANCE MEASUREMENTS: Community S urvey Data Effectiveness Measure:

5 Year 2009

2011

2013

2015

Average

1) Percentage of respondents rating fire protection as 100% 100% excellent or good in the community survey* Performance Measures and S tatistics

100%

98%

98%

99.2%

Efficiency Measure: Response to Emergency Calls

2007

2011

2012

2013

2014

2015

5 Year Average

2) Response time - percentage of time 5 firefighters are on scene in less than 9 minutes

64%

66%

96%

86%

77%

78%

3) Sustained major fire response - percentage of time 6 additional firefighters are on scene in less than 13 minutes

87%

92%

94%

83%

72%

86%

3,356

3,507 4.5%

3,640 3.8%

3,754 3.1%

4,009 6.8%

3,653

5) Fire/hazardous responses % Change from Prior Fiscal Year

678

724 6.8%

656 (9.4%)

677 3.2%

784 15.8%

704

6) Number of fires with loss resulting in a fire investigation

38

42

26

34

41

36

$78

$70

$69

$75

$79

$74

210

174

130

95

91

140

9) Total reports processed

3,356

3,507

3,640

3,754

4,009

3,653

10) Total reports processed per FTE

1,963

2,338

2,427

2,503

2,673

2,381

Workload: 4) Total calls for service (fire and EM S) % Change from Prior Fiscal Year

Efficiency: 7) Actual annual operating cost per household Fire Prevention: 8) Public education events S upport S ervices:

54

FIRE OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 031: Object 2013 No. Item Actual Personal S ervices: 5102 Salaries-Regular $ 694,865 5103 Holiday Pay 16,374 5111 Salaries-Overtime 20,561 5115 Salaries-Part-time 353,965 5141 F.I.C.A. 41,163 5142 P.E.R.A. 127,364 5151 Health Insurance 109,099 5152 Public Safety Disability-Health Insurance 17,453 5153 Dental Insurance 5,288 5154 Workers Compensation 74,171 5156 Unemployment Compensation 14 5158 Paid on Call Fire Disability-Insurance 3,187 S ubtotal 1,463,504 Operating Expenditures: 5201 Office Supplies 2,600 5203 Office Supplies-Printed Forms 116 5211 Operating Supplies 10,571 5215 Operating Supplies-Uniform All 49,369 5217 Operating Supplies-Hand Tools 6,571 5220 Operating Supplies-Small Equipment 11,393 5301 Professional Services-General 6,703 5306 Professional Serv-Personnel Hiring 19 5311 Telephone 8,245 5313 Postage 161 5321 Use of Personal Auto 5353 Insurance 30,649 5371 Repair & M aintenance-Buildings 1,995 5375 Repair & M aintenance-Vehicle & Equipment 77,994 5380 Repair & M aintenance-Communication Equip. 34,124 5402 Dues & Subscriptions 2,222 5404 Technology Support & Services 5,016 5405 Travel & Training 39,565 5408 M iscellaneous Community Projects 8,030 5409 Health, Safety & Wellness Programs 11,602 5410 Employee Recognition Program 4,619 5434-35 Late Fees/Early Discounts Taken S ubtotal 311,564 Capital Outlay: 5514 M achinery & Equipment 6,016 S ubtotal 6,016 Total Operating Budget $ 1,781,084

55

2014 Actual $

795,979 16,959 21,037 337,003 41,156 124,460 116,931 4,511 6,014 79,778 3,187 1,547,015 2,957 292 11,907 62,289 14,096 11,818 8,633 6,995 80 24 20,567 821 110,705 31,759 3,434 4,550 29,133 5,638 15,078 4,356 25 345,157

$ 1,892,172

2015 Actual $

829,653 18,277 19,027 427,415 48,544 136,907 106,426 3,876 5,990 99,632 3,096 1,698,843 2,987 729 18,991 52,327 3,823 12,799 12,036 7,208 574 28 19,842 3,419 98,500 31,014 6,185 8,369 41,278 8,480 12,361 3,673 (73) 344,550

$ 2,043,393

2016 Budget $

875,964 21,077 26,707 398,058 48,225 145,342 119,820 4,070 6,426 106,366 3,400 1,755,455

2017 Budget $

908,630 22,032 28,539 410,000 49,204 151,537 131,515 6,423 6,242 111,183 3,096 1,828,401

3,500 500 14,214 55,939 12,020 14,137 19,705 16,908 300 17,200 3,000 112,889 33,481 5,835 21,599 52,261 9,000 22,028 6,000 420,516

3,500 750 18,995 58,185 12,020 14,137 21,705 10,500 300 15,296 3,000 116,275 33,582 5,350 10,358 52,261 9,000 18,945 6,000 410,159

$ 2,175,971

$ 2,238,560

EMERGENCY PREPAREDNESS / SAFETY OPERATING BUDGET - 2017

DEPARTMENT: Public Safety DIVISION/BUDGET GROUP: Emergency Preparedness / Safety PROGRAM DESCRIPTION: The Public Safety Department is responsible for the Emergency Preparedness Program, which includes preparing for and responding to emergencies, maintaining the City’s emergency plans, conducting emergency preparedness training, and providing systems for emergency warning and mass notification to the community. In addition, Emergency Preparedness oversees the City’s employee workplace safety programs. Emergency Preparedness / Safety provides the following products and services:         

Maintain a framework for the City to prepare for, respond to, recover from, or mitigate the risk of a catastrophic event Maintain the City’s emergency response plan, as well as the Continuity of Operations Plan (COOP) to ensure the readiness of the City and its staff Synchronize and unify City services during disaster events through the use of National Incident Management System Identify and maintain emergency notification and communication systems Develop and maintain relationships with community stakeholders and mutual aid response partners Coordinate emergency response training for the City Promote workplace safety and reduce work related accidents and injuries Create a heightened awareness and responsibility for employee safety throughout all City departments Establish policies and procedures for City workplace safety programs.

MISSION CRITICAL / HIGH IMPACT DELIVERABLES:       

Response to emergency calls Community outreach Enforcement of laws and ordinances Investigate criminal complaints Proactive policing Incident management Hire and retain diverse high quality employees

OBJECTIVES TO BE ACCOMPLISHED:   

We are collaborating with Cottage Grove and Lake Elmo to bring some of their outdoor warning sirens onto our siren remote monitoring system in 2017. As we enter the 10th year with our volunteer emergency response team (VERT), we seek to enhance engagement and increase participation. We will reduce our OSHA reportable injuries through assessment, job hazard analysis and increased engagement of employees throughout the organization.

BUDGET HIGHLIGHTS: 

The operating expenditures increased by $1,377 primarily due to realignment of actual expenditures based on past year experiences. Individual division budgets will also have monies budgeted towards improving workplace safety.

56

EMERGENCY PREPAREDNESS / SAFETY OPERATING BUDGET - 2017

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Emergency Services Commander (1)

0.90

S alaries - Part-time: Clerical Support

0.15

Total S alaries

1.05

(1) 90% Emergency Preparedness/Safety, 10% EM S

57

EMERGENCY PREPAREDNESS / SAFETY OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 034: Object No.

Item

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

99,264

$ 103,375

$ 106,141

$ 106,807

$ 109,292

854

2,048

4,438

5,100

5,600

Personal S ervices: 5102

Salaries-Regular

$

5115

Salaries-Part-time

5141

F.I.C.A.

1,444

1,582

1,801

1,939

2,013

5142

P.E.R.A.

14,068

15,568

16,871

17,685

18,125

5151

Health Insurance

8,585

9,099

11,563

12,206

13,225

5153

Dental Insurance

532

551

551

567

551

5154

Workers Compensation S ubtotal

5,675

5,956

6,992

7,035

7,149

130,422

138,179

148,357

151,339

155,955

695

1,002

3,583

500

1,000

6,030

5,042

4,870

10,000

10,000

295

1,502

1,357

2,532

2,700

1,249

633

629

616

385

Operating Expenditures: 5211

Operating Supplies

5301

Professional Services-General

5311

Telephone

5353

Insurance

5361

Utilities-Signals

589

545

545

600

600

5366

Electric Interim Rate Refund

(39)

(16)

(15)

-

-

5375

Repairs & M aintenance-Vehicle & Equipment

-

512

2,101

3,000

3,000

5402

Dues & Subscriptions

120

20

190

300

700

5404

Technology Support & Services

-

2,999

3,499

7,495

7,995

5405

Travel & Training

366

413

384

4,160

4,200

S ubtotal Total Operating Budget

9,305

12,652

17,143

29,203

30,580

$ 139,727

$ 150,831

$ 165,500

$ 180,542

$ 186,535

58

CITY OF WOODBURY GENERAL FUND ENGINEERING AND PUBLIC WORKS Included in this section are the following: -

Engineering Public Works Administration Streets Fleet Services Street Lighting

ENGINEERING OPERATING BUDGET - 2017

DEPARTMENT: Engineering and Public Works DIVISION/BUDGET GROUP: Engineering PROGRAM DESCRIPTION: The mission of the Engineering and Public Works Department is: The City of Woodbury Engineering and Public Works Department provides well-planned and maintained, highly reliable, and safe infrastructure to create the foundation for a great community. We strive to be innovative, professional, ethical, responsive and cost-effective in accomplishing this mission. The Engineering Division is responsible for the planning, design and construction of the City water, sanitary sewer, storm water, and street systems. The Engineering Division also administers land disturbance activities, private utility permits, traffic control, traffic calming activities, storm water planning and NPDES permit related activities. Development review activities are shared with other departments. MISSION CRITICAL / HIGH IMPACT DELIVERABLES: The Engineering Division’s purpose is to ensure that the City’s infrastructure system is planned and constructed in an orderly and efficient manner which meets the needs of the residents and businesses and is responsive to the changing demands placed on it. This role includes administrative activities such as long range infrastructure system planning, capital improvement planning, interagency infrastructure planning and construction, new development plan review, traffic calming, development of policies, infrastructure database development, storm water management, street rehabilitation and major roadway improvements, pavement management system, geographic information, well field studies and wellhead protection planning. As part of the Organization Study, the highest Mission Critical/High Impact deliverables were determined as follows to provide well-planned and managed infrastructure for the City. These key deliverables are considered in all aspects of the Engineering Division’s activities.    

New Infrastructure Improvement Projects Infrastructure Rehabilitation Projects Long-range Infrastructure Planning Proposed Development Plan Review

OBJECTIVES TO BE ACCOMPLISHED:       

Implementation of the annual roadway rehabilitation program as developed by the 2014 Street Rehabilitation Task Force Ongoing study of long-term water supply strategies for Woodbury and the South Washington County Area Facilitation of the public works facility needs study and master site plan for upcoming 2018 expansion project Continuation of funding and phasing review for Phase II Infrastructure Improvements Implementation of infrastructure improvements to serve new development Ongoing activities associated with the Gateway Corridor Study and Transit Alternatives Analysis in cooperation with the Gateway Corridor Commission and Mn/DOT Oversight of the updates to the Water Policy Plan, Sanitary Sewer Policy Plan, Transportation Plan and Surface Water Management plan to correspond to the City’s 2040 Comprehensive Plan Update

LONG-TERM OBJECTIVES:    

Design and build infrastructure systems which meet the future needs of the City Continue to develop the Capital Improvement Program and budgets which provide the framework for future infrastructure needs Implement the City’s Water, Sanitary Sewer, Surface Water Management and Transportation Comprehensive Plans Review development proposals to ensure the City’s objectives and policies are met

60

ENGINEERING OPERATING BUDGET - 2017

BUDGET HIGHLIGHTS: 

2017 will include several major projects and studies including the following:  

Public Works and Parks facility needs study and master site planning for the 2018 expansion project Updating the City’s Water Policy Plan, Sanitary Sewer Policy Plan, Transportation Plan and Surface Water Management plan to correspond to the City’s 2040 Comprehensive Plan Update

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Engineering and Public Works Director (1)

0.65

Engineering and Public Works Deputy Director/City Engineer

1.00

Assistant City Engineer

1.00

Principal Engineer

1.00

Senior Engineering Project Coordinator

1.00

Engineering Project Coordinator

3.00

Environmental Resources Coordinator - Storm Water / NPDES

1.00

Environmental Resources Specialist

1.00

Engineering Technician

1.00

Administrative Assistant

2.00 S ubtotal

12.65

S alaries - Part-time: Engineering Intern

0.35 S ubtotal

0.35

Total S alaries

13.00

(1) 35% Public Works Administration, 65% Engineering.

61

ENGINEERING OPERATING BUDGET - 2017

PERFORMANCE MEASUREMENTS: Community S urvey Data Effectiveness Measure: 1) Percent of citizens rating as satisfactory their ability to get where needed within Woodbury in a reasonable amount of time as determined in the biannual community survey*

5 Year 2015 75%

Average 78%

Performance Measures and S tatistics Efficiency Measure: 2011 2012 2013 2014 2015 Travel and S afety (see Streets, Central Garage, Water and Sewer, and Storm Water budgets for additional measures) 2) Average travel time on selected segments of major 7:00 7:27 NA 6:47 6:42 city streets (minutes:seconds)

5 Year Average

3) Number of accidents per 100 lane miles 4) Number of accidents with injuries per 100 lane miles.

2007 76%

2009 77%

2011 82%

2013 78%

6:59

2.2

2.0

2.3

2.4

2.3

2.2

0.22

0.18

0.22

0.22

0.23

0.21

*Excludes don't know/refused responses

62

ENGINEERING OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 039: Object No. Personal 5102 5111 5115 5141 5142 5151 5153 5154 5165

2013 Actual

Item S ervices: Salaries-Regular Salaries-Overtime Salaries-Part-time F.I.C.A. P.E.R.A. Health Insurance Dental Insurance Workers Compensation Labor Reimbursement S ubtotal

Operating Expenditures: 5201 Office Supplies 5211 Operating Supplies 5220 Operating Supplies-Small Equipment 5301 Professional Services-General 5303 Professional Services-Engineering 5311 Telephone 5313 Postage 5316 M apping and GIS 5321 Use of Personal Auto 5353 Insurance 5374 Repair & M aintenance-Office Equipment 5402 Dues & Subscriptions 5404 Technology Support & Services 5405 Travel & Training S ubtotal Total Operating Budget

$

2014 Actual

2015 Actual

2016 Budget

750,168 $ 871,909 $ 968,333 $ 1,049,975 870 310 2,520 77,781 10,487 16,610 9,280 57,835 64,381 72,104 80,648 55,622 64,086 72,625 78,937 81,490 123,859 113,294 122,770 5,329 7,026 7,542 7,970 4,586 5,624 7,004 8,027 (3,708) (2,881) (2,301) 1,029,973 1,144,801 1,255,211 1,360,127

3,746 176 28,683 2,200 545 102 3,666 8,957 35 2,391 10,372 5,775 66,648 $ 1,096,621

63

2,557 53 3,500 272 64,460 2,217 770 105 7,318 3,014 336 3,343 9,462 8,991 106,398 $ 1,251,199

5,546 59 50 53,575 3,131 997 2,510 7,696 3,395 2,672 16,539 6,462 102,632 $ 1,357,843

9,200 1,300 55,030 2,690 1,000 2,500 7,725 3,715 3,345 14,710 8,405 109,620 $ 1,469,747

2017 Budget $ 1,088,236 2,520 11,520 83,322 81,807 133,366 7,742 5,234 1,413,747 9,200 1,600 56,000 2,490 1,000 2,500 7,725 3,701 2,830 10,570 8,597 106,213 $ 1,519,960

PUBLIC WORKS ADMINISTRATION OPERATING BUDGET - 2017

DEPARTMENT: Engineering and Public Works DIVISION/BUDGET GROUP: Public Works Administration PROGRAM DESCRIPTION: The Public Works Administration budget funds support services for the divisions working out of the Public Works Building: Streets, Storm Water, Water, Sewer, Fleet Services and Parks & Forestry. The Public Works Administration Division provides leadership, assists in the management and planning, development of policies, procedures and priorities, and is generally responsible for supporting overall Public Works and Park Maintenance divisions’ operations. Administrative staff functions as key information resources for City staff, the City Administrator, the general public and other public agencies. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:    

Helps coordinate activities between Engineering and the operating divisions to assure all divisions have common goals, standard policies, and do not duplicate tasks. Provide support services to the divisions and staff at the Public Works and Parks & Forestry Buildings. Provide service to the public, customers, contractors, consultants, and vendors as their business pertains to Public Works and Parks operations. Administers contracts, enforces the City backflow program and the FOG program.

OBJECTIVES TO BE ACCOMPLISHED:  

Continue to provide excellent customer service to the public, contractors and consultants. Continue to support Public Works and Parks & Forestry operations.

LONG-TERM OBJECTIVES:   

Implementation of OnBase record management system. Evaluate and update the Public Works building filing system. Continue purging files at Public Works to eliminate unnecessary or duplicate files within the parameters set by the record retention policy. Support space needs analysis for Parks and Public Works facility.

64

PUBLIC WORKS ADMINISTRATION OPERATING BUDGET - 2017

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Director of Public Works

(1)

0.35

Assistant to the City Administrator

1.00

Administrative Assistant

2.00

S ubtotal

3.35

S alaries - Part-time: Clerical Backup for Regular Staff

0.14

Total S alaries

3.49

(1) 35% Public Works Administration, 65% Engineering.

PERFORMANCE MEASUREMENTS: Performance Measures and S tatistics

5 Year

Efficiency Measure:

2011

2012

2013

2014

2015

Average

1) Number of invoices processed.

1,555

1,661

1,643

1,693

1,738

1,658

6.8%

(1.1%)

3.0%

2.7%

10,893

12,324

12,290

10,980

(30.9%)

13.1%

(0.3%)

(10.7%)

4,358

4,427

% Change from Prior Fiscal Year 2) Number of phone calls received

15,757

% Change from Prior Fiscal Year 3) Number of work orders written % Change from Prior Fiscal Year

4,355

0.1%

65

1.6%

3,935

2,670

(11.1%)

(32.1%)

12,449

3,949

PUBLIC WORKS ADMINISTRATION OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 038: Object No. Personal 5102 5111 5115 5141 5142 5151 5153 5154

Item S ervices: Salaries-Regular Salaries-Overtime Salaries-Part-time F.I.C.A. P.E.R.A Health Insurance Dental Insurance Workers Compensation S ubtotal Operating Expenditures: 5201 Office Supplies 5203 Office Supplies-Printed Forms 5220 Small Equipment 5301 Professional Services 5311 Telephone 5313 Postage 5321 Use of Personal Auto 5353 Insurance 5374 Repair & M aintenance-Office Equipment 5405 Travel & Training 5435 Discounts Taken S ubtotal Total Operating Budget

$

$

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

202,950 298 9,651 14,568 14,059 28,011 1,981 1,164 272,682

$

194,573 12,301 15,334 14,215 30,010 1,897 1,277 269,607

4,304 12 607 1,717 502 56 789 3,411 111 90 (1) 11,598 284,280 $

5,369 79 6,489 1,407 662 95 1,575 933 39 16,648 286,255

66

$

$

182,316 13,255 13,674 32,265 1,768 1,270 244,548 5,766 511 1,432 687 32 1,575 924 293 11,220 255,768

$

$

220,117 750 5,904 17,031 17,008 36,604 2,111 1,677 301,202 9,193 512 1,937 1,465 150 1,575 1,014 500 900 17,246 318,448

$

$

230,890 750 5,904 17,726 17,816 39,652 2,050 1,374 316,162 9,193 512 1,937 1,465 150 1,575 930 500 900 17,162 333,324

STREETS OPERATING BUDGET - 2017 DEPARTMENT: Engineering and Public Works DIVISION/BUDGET GROUP: Streets Division PROGRAM DESCRIPTION: The mission of the Streets Division is: Conduct operations as a professional team respecting the values, pride, and safety of our community. The Street Division is responsible for maintenance tasks associated with streets, signs/messages, boulevard trees and the surface water management system. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:    

Pavement Maintenance objective is to maintain public roadways at or above a pavement condition index rating of 70 residential/75 non-residential and project a professional system. Snow and Ice Control objective is to ensure that the community experiences minimal disruption to routine activities due to the effects of snow and ice with minimal negative impact on the natural environment, while meeting our community standards. Signs/Signal & Pavement Message objective is to provide clear direction to the resident and non-familiar motoring public and project an organized and professional road system within the community. Storm Water System objective is to protect property and the natural environment from flood drainage by proper maintenance of the storm water drainage system.

LONG-TERM OBJECTIVES:    

Maintain public roadways at or above a pavement condition index rating of 70 residential/75 non-residential and project a professional system. Ensure the community experiences minimal disruption to routine activities due to the effects of snow and ice with minimal negative impact on the natural environment. Remain in full compliance with the Federal Highway Administration and Minnesota Manual for Uniform Traffic Control Devices guidelines for signs and pavement markings. Continue the surface water management system programs set forth in the service level standards and conduct inspections and maintenance in order to comply with National Pollution Discharge Elimination System (NPDES) requirements.

BUDGET HIGHLIGHTS: 

5215 Uniform: $6,987 increase due to a review of uniform and OSHA required safety wear, prices and staffing. Retirements are anticipated and a new employee’s original safety gear costs approximately $1,200/employee.



5405 Training: $6,298 increase related to the high number of recent and anticipated retirements, new staff requires increased training. The Streets Division is also developing other divisional staff as substitute operators for snow and ice control. Lastly, this helps to right size the training budget for the number of staff and allow for successful succession planning.

67

STREETS OPERATING BUDGET - 2017 OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Street Superintendent Street Supervisor Assistant Supervisor Public Service Worker - Lead Public Service Worker

1.00 1.00 1.00 2.00 17.00

S ubtotal

22.00

S alaries - Part-time: Long-Term Seasonal Total S alaries

2.15 24.15

PERFORMANCE MEASUREMENTS: Community S urvey Data Effectiveness Measure:

2007

5 Year 2009

2011

2013

2015

Average

1) Percentage of citizens rating repair and patching on 74% 53% city streets as excellent/good (community survey) Performance Measures and S tatistics Efficiency Measure: Pavement Maintenance 2011 2012 2) Average PCI of non-residential streets 74.5 73.3

54%

67%

40%

58%

2013 71.4

2014 65.5

2015 76.0

5 Year Average 72.1

3) Average PCI of residential streets

76.8

74.7

73.6

65.7

69.0

72.0

4) Percentage of total system lane miles requiring maintenance (PCI < 60)

18%

22%

12%

33%

37%

24%

5) Annual actual cost per capita of maintenance conducted in-house and through in-house contracts (excludes major roadway maintenance)

$12.89

$11.15

$12.77

$10.89

$12.05

$11.95

6) Cost of street maintenance per mile of street

$1,319

$1,087

$1,272

$1,114

$1,245

$1,207

68

STREETS OPERATING BUDGET - 2017

PERFORMANCE MEASUREMENTS - CONTINUED: Community S urvey Data Effectiveness Measure: 2007 1) Percentage of citizens rating snow plowing as 82% excellent or good in the community survey Performance Measures and S tatistics Efficiency Measure: S now and Ice Control 2011 2) Percentage of full cleaning events with routes 86% plowed at least once within eight hours (service standard) 3) Average hours to complete routes at least once 7.02 during a full cleaning event % Change from Prior Fiscal Year

5 Year 2009 85%

2011 77%

2013 80%

2015 72%

Average 79%

2012

2013

2014

2015

80%

94%

73%

100%

5 Year Average 87%

7.12

7.22

8.13

6.3

1.4%

1.4%

12.6%

(22.5%)

7.16

4) Average cost per capita

$14.00

$9.00

$16.00

$19.00

$6.00

$12.80

5) Annual cost per lane mile

$1,258

$798

$1,434

$1,720

$808

$1,204

6) Annual snow/ice events

29

22

37

29

19

27

7) Annual full cleaning events (snow and ice control)

7

5

16

11

6

9

8) Annual inches of snowfall

57

36

73

54

26

49

719

726

726

736

745

730

9) Plow pass miles maintained

69

STREETS OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 036: Object No.

Item

Personal S ervices: 5102 Salaries-Regular 5111 Salaries-Overtime 5115 Salaries-Part-time 5141 F.I.C.A. 5142 P.E.R.A. 5151 Health Insurance 5153 Dental Insurance 5154 Workers Compensation 5156 Unemployment Compensation S ubtotal Operating Expenditures: 5211 Operating Supplies 5212 Operating Supplies-Snow Control 5215 Operating Supplies-Uniform All 5216 Operating Supplies-M otor Fuels & Lubricants 5217 Operating Supplies-Hand Tools 5220 Operating Supplies-Small Equipment 5303 Professional Services-Engineering 5311 Telephone 5313 Postage 5321 Use of Personal Auto 5353 Insurance 5355 Claim Losses 5361 Utilities-Electric 5365 Utilities-Waste Removal 5366 Electric Interim Rate Refund 5371 Repair & M aintenance-Bldgs & Struct 5375 Repair & M aintenance-Vehicle & Equipment 5376 Repair & M aintenance-Roads 5392 Rental 5402 Dues & Subscriptions 5404 Technology Support & Services 5405 Travel & Training 5434-35 Late Fees/Early Discounts Taken S ubtotal Capital Outlay: 5514 M achinery & Equipment S ubtotal Total Operating Budget

2013 Actual

2014 Actual

2015 Actual

2016 Budget

2017 Budget

$ 1,101,893 61,791 42,822 86,505 83,424 214,835 11,695 84,779 217 1,687,961

$ 1,125,815 81,054 44,462 89,600 87,667 221,282 12,274 93,959 4,977 1,761,090

$ 1,177,964 38,273 45,670 86,522 86,667 210,950 12,321 101,117 9,136 1,768,620

$ 1,356,494 61,000 58,240 112,939 106,312 261,079 13,860 131,554 2,101,478

$ 1,362,929 61,000 60,000 113,566 106,795 281,474 13,464 119,901 2,119,129

88,508 300,000 22,432 4,400 2,500 10,695 500 6,912 200 257 29,187 1,100 4,850 3,000 35,500 375,301 2,500 2,820 8,222 898,884

88,600 300,000 28,430 5,750 2,500 14,260 500 7,692 200 350 26,737 1,100 4,850 2,000 36,000 378,050 2,500 460 3,900 14,520 918,399

84,321 295,767 17,212 1,077 1,869 4,190 186 6,357 89 275 41,689 1,000 786 1,316 (38) 523 28,314 382,685 152 9,044 (317) 876,497

85,534 460,633 21,107 2,581 3,060 8,487 6,270 63 123 27,021 774 2,826 (5) 317 35,422 352,908 348 15 100 6,712 (1,625) 1,012,671

6,886 6,886

7,277 7,277

$ 2,571,344

$ 2,781,038

70

83,920 201,048 21,055 4,760 1,940 6,907 7,790 176 29,478 812 2,774 (15) 3,359 32,111 326,924 150 50 2,077 12,846 (3,015) 735,147 $ 2,503,767

$ 3,000,362

$ 3,037,528

FLEET SERVICES OPERATING BUDGET – 2017

DEPARTMENT: Engineering and Public Works DIVISION/BUDGET GROUP: Fleet Services Division PROGRAM DESCRIPTION: The Fleet Services Division is responsible for the maintenance, operation and management of City vehicles and equipment. Fleet Services provides full fleet services to all City divisions with vehicles and equipment, except Eagle Valley Golf Course and Bielenberg Sports Center, which maintain their own fleet, and Public Safety EMS and Fire vehicles equipped with fire apparatus. Fleet Services currently maintains 358 vehicles and equipment. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:            

Long and short-term vehicle and equipment purchases, replacement planning, develop specifications, upfitting and “right sizing” of the fleet and individual vehicles and equipment Assure all appropriate maintenance and repairs are completed on the City fleet Manage facility parts and shop supplies needed for fleet operations Provide fleet support to divisions conducting emergency operations, such as snow and ice control or emergency response Assure proper disposal of equipment at the end of its useful life Manage the fleet fueling station Purchase, maintain, repair, and dispose of City vehicles and equipment Fleet Services staff vehicle/equipment training Customer vehicle and equipment training Develop the Capital Improvement Plan (CIP) for vehicles and equipment Develop and manage Fleet Services budget Provide and maintain vehicle/equipment wash bay

OBJECTIVES TO BE ACCOMPLISHED:  

Implement a new Fleet Information Management System Purchase vehicles and equipment outlined City-wide in the Capital Improvement Fund

LONG-TERM OBJECTIVES:  

Review and analyze a future Fleet Services expansion as it pertains to the Public Works building expansion project Develop additional pay for Technician Certifications initiative.

BUDGET HIGHLIGHTS: 

5440 Operating Supplies – Unleaded Fuel (5440) and Diesel Fuel (5441): The major decrease in the Fleet Services Division budget is due to market price decreases and updating budget estimates accordingly.

71

FLEET SERVICES OPERATING BUDGET – 2017

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Fleet Services Supervisor

1.0

Fleet Specialist

1.0

PSW - M unicipal Fleet Technician Total S alaries

6.0 8.00

PERFORMANCE MEASUREMENTS: Performance Measures and S tatistics Efficiency Measure:

5 Year

Fleet S ervices Performance:

2011

2012

2013

2014

2015

Average

1) Percentage of users rating maintenance

90%

90%

91%

92%

93%

91%

2) M echanic utilization (billable hours/available hours)

78%

77%

78%

69%

71%

75%

3) Percentage of work completed that was pre-scheduled

63%

69%

69%

78%

87%

73%

procedures and repairs as excellent / very good

Workload: 4) Total fleet replacement cost of vehicles and equipment maintained by Central Garage (in millions) 5) Number of vehicles and equipment

$22.30

$22.80

$24.60

$25.30

$25.80

$24.16

303

312

318

325

358

323

9.9

10.2

9.7

10.0

11.6

10.3

107,787 61,936

101,902 51,607

106,588 60,318

109,823 66,829

109,435 52,376

107,107 58,613

Fuel Use: 6) Average miles-per-gallon of light vehicles* 7) Gallons of unleaded gasoline used 8) Gallons of diesel full used

* Light vehicles includes all city vehicles at the one-ton truck size and smaller, including police vehicles

72

FLEET SERVICES OPERATING BUDGET – 2017 OPERATING BUDGET – DEPARTMENT NUMBER 037: Object No. Item Personal S ervices: 5102 Salaries-Regular 5111 Salaries-Overtime 5141 F.I.C.A. 5142 P.E.R.A. 5151 Health Insurance 5153 Dental Insurance 5154 Workers Compensation S ubtotal Operating Expenditures: 5201 Office Supplies 5211 Operating Supplies 5215 Operating Supplies-Uniform 5217 Operating Supplies-Hand Tools 5220 Operating Supplies-Small Equipment 5306 Professional Services-Hiring 5311 Telephone 5353 Insurance 5354 Claim Losses $500 5365 Utilities-Waste Removal 5370 Repair & M aintenance-Shop Equipment 5375 Repair & M aintenance-Vehicle & Equipment 5385 Fleet Services Reimbursements 5402 Dues/Licenses/Subscriptions 5404 Technology Support & Services 5405 Travel & Training 5425 Contractual Services 5434-35 Late Fees/Early Discounts Taken 5440 Operating Supplies - Unleaded Fuel 5441 Operating Supplies - Diesel Fuel 5442 Operating Supplies - Other Fuel 5456 Outsourced Services - Routine 5457 Outsourced Services - Specialized S ubtotal Total Operating Budget

2013 Actual $

424,165 13,759 31,394 31,750 81,798 4,139 10,946 597,951

2014 Actual $

451,798 11,594 32,228 33,351 94,095 4,564 12,497 640,127

2015 Actual $

495,354 5,092 36,083 37,427 86,892 4,844 15,255 680,947

2016 Budget $

524,125 7,500 40,686 39,872 95,240 5,040 17,549 730,012

2017 Budget $

542,827 7,735 42,135 41,292 94,706 4,896 12,982 746,573

516 768 1,191 750 800 33,614 31,749 35,656 37,500 37,500 5,659 7,568 6,489 8,090 8,690 9,860 9,417 9,335 9,500 9,500 4,052 5,914 4,000 11,500 93 113 320 320 1,166 1,292 1,139 1,480 1,250 9,078 3,310 3,258 3,445 3,201 1,384 792 1,289 1,500 2,000 50,000 1,184 1,730 2,112 1,700 2,200 8,248 11,781 11,813 14,490 13,090 263,600 299,797 236,951 290,510 290,510 (176,854) (138,211) (141,783) (164,882) (147,880) 1,225 1,002 1,475 1,420 1,545 8,359 10,192 9,865 12,175 12,575 4,122 8,715 4,268 13,060 13,188 308 9,900 3,000 (269) (122) (274) 324,833 306,324 210,857 335,021 243,980 198,586 210,948 97,111 209,409 140,460 292 341 705 760 1,627 14,080 22,856 594 13,161 13,160 103,700 69,956 75,763 70,000 70,000 866,435 860,298 574,149 873,309 732,216 $ 1,464,386 $ 1,500,425 $ 1,255,096 $ 1,603,321 $ 1,478,789

73

STREET LIGHTING OPERATING BUDGET - 2017

DEPARTMENT: Engineering and Public Works DIVISION/BUDGET GROUP: Street Lighting PROGRAM DESCRIPTION: Street Lighting is responsible for maintenance and operations of traffic signals and street lights which are not part of developments. 

The major portion of this budget is for electrical costs to operate traffic signals and associated lighting, equipment maintenance and the installation of new street lights at key locations. Most typical residential street lights are owned by and maintained by Xcel Energy.

MISSION CRITICAL / HIGH IMPACT DELIVERABLES: Critical / High Impact Deliverables  Signal mast painting  Bulb replacement  Opticom service  Technical repairs on traffic signals  Maintain the current traffic signals and street lights system

OPERATING BUDGET – DEPARTMENT NUMBER 041: Object No.

Item

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

Operating Expenditures: 5211

Operating Supplies

5353

Insurance

5361

Utilities-Street Lights & Signals

5366

Electric Interim Rate Refund

5375

Repair & M aintenance-Lights & Signals

5425

Contractual Services

$

$

$

-

$

2,000

$

2,000

97

85

97

100

80,369

78,389

81,644

81,500

83,000

(1,798)

-

-

108,903

38,725

(408)

36,507

37,000

37,000

12,841

12,863

-

12,000

12,000

$

1,328

533 (2,761)

5434-35 Late Fees/Early Discounts Taken Total Operating Budget

2,577

202,462

74

$

130,994

35 $

116,473

$

132,597

$

134,100

CITY OF WOODBURY GENERAL FUND PARK AND RECREATION Included in this section are the following: - Municipal Buildings - Recreation - Parks & Forestry

MUNICIPAL BUILDINGS OPERATING BUDGET - 2017

DEPARTMENT: Park and Recreation DIVISION/BUDGET GROUP: Municipal Buildings PROGRAM DESCRIPTION: The mission of the Municipal Buildings Division is to: provide clean, well-maintained and comfortable facilities for the building users in the most cost-effective and energy efficient manner. The buildings maintained are Central Park, City Hall, Public Safety, Public Works and three fire stations, totaling approximately 333,000 square feet. In addition, the staff provides support and overall building system maintenance for Eagle Valley Golf Course and Bielenberg Sports Center. Included in the budget is $29,500 in reimbursable costs for the maintenance and operation of areas in Central Park associated with the Washington County Library, South Washington County School’s Early Childhood Family Education, Southeast Area YMCA and other tenants. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:     

Coordinate preventive maintenance work order program Maintain building automation control adjustments and repairs Complete HVAC mechanical repairs and maintenance Complete plumbing/electrical repairs and maintenance Oversee contractual janitorial and cleaning services

OBJECTIVES TO BE ACCOMPLISHED: 

There are two capital projects in the 2017 Municipal Buildings Budget. At Public Safety, the original carpet between the fire side of the building and the investigations area will be replaced with squares that match the new style that was put in as part of the 2012 expansion. At Central Park, the parking lot lighting fixtures will be modified with LED lighting similar to that at the Bielenberg Sports Center. The parking lot lighting project is accounted for in the Capital Improvement Fund budget.

LONG-TERM OBJECTIVES:  

As the building mechanical systems age and are replaced, a primary objective will be to improve energy efficiency, to reduce gas and electric usage. Increase proficiency in the operation of the field house geothermal, building automation and lighting systems at the Bielenberg Sports Center.

BUDGET HIGHLIGHTS: 

5301 Professional Services-General: There is an increase in Professional Services as we will be conducting a recommissioning study of City Hall. The study, which is recommended every seven to ten years by Xcel Energy, is to ensure that facility mechanical systems and lighting systems continue to operate at peak efficiency, just as they did when the building was commissioned in 2007 after the expansion and remodel.



5362 Utilities-Gas: Natural gas cost has been decreased to reflect current rates and the trend toward less consumption due to milder winters.



5425 Contractual Services: Contractual Services has increased due to the significant rise in the cost of Janitorial Services from $127,000 to $181,500 annually. This increase reflects an industry trend fueled by minimum wage increases.

76

MUNICIPAL BUILDINGS OPERATING BUDGET - 2017 OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Building M aintenance Supervisor

1.0

Building M aintenance Specialist

1.0

Building M aintenance Technician

2.0

Total

4.0

PERFORMANCE MEASUREMENTS: Performance Measures and S tatistics Efficiency Measure: Municipal Buildings 1) Operating cost per square-foot maintained % Change from Prior Fiscal Year 2) BTUs used per square-foot Maintenance S ervices 3) Number of maintenance requests % Change from Prior Fiscal Year

5 Year Average $3.75

2011 $3.76

2012 $3.47 (7.7%)

2013 $3.79 9.2%

2014 $3.93 3.7%

2015 $3.81 (3.1%)

103,390

88,900

92,030

96,020

80,845

92,237

301

286 (5.0%)

276 (3.5%)

310 12.3%

305 (1.6%)

295.6

77

MUNICIPAL BUILDINGS OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 019: Object No.

Item

Personal S ervices: 5102 Salaries-Regular 5111 Salaries-Overtime 5141 F.I.C.A. 5142 P.E.R.A. 5151 Health Insurance 5153 Dental Insurance 5154 Workers Compensation S ubtotal Operating Expenditures: 5201 Office Supplies 5211 Operating Supplies 5215 Operating Supplies-Uniforms 5220 Operating Supplies-Small Equipment 5301 Professional Services-General 5311 Telephone 5313 Postage 5321 Use of Personal Auto 5331 Legal Notices 5353 Insurance 5361 Utilities-Electric 5362 Utilities-Gas 5365 Utilities-Waste Removal 5366 Electric Interim Rate Refund 5371 Repair & M aintenance-Buildings & Structure 5402 Subscriptions 5405 Travel & Training 5425 Contractual Services 5434-35 Late Fees/Discounts Taken S ubtotal Total Operating Budget

$

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

185,878 524 13,344 13,514 40,175 1,774 7,998 263,207 47,066 388 14,924 1,199 12 320 12,483 266,608 99,876 5,553 (9,264) 101,344 1,729 301,014 (78) 843,174

$ 1,106,381

78

$

194,721 1,947 14,082 14,164 43,680 1,836 8,931 279,361 50,248 455 17,633 4 1,083 35 55 9,298 261,356 125,212 5,522 (1,819) 96,652 25 46 324,060 (187) 889,678

$ 1,169,039

$

228,194 709 16,590 17,168 49,604 2,192 11,686 326,143 12 51,076 605 10,635 1,153 4 12,545 245,348 84,063 6,361 (4,433) 94,602 799 319,674 (152) 822,292

$ 1,148,435

$

262,805 3,000 20,342 19,935 63,304 2,520 14,401 386,307

$

272,180 3,000 21,060 20,639 55,788 2,448 12,053 387,168

200 48,500 1,100 2,500 1,500 50 200 300 11,917 272,500 132,700 7,425 92,995 300 3,000 345,575 920,762

200 49,500 1,100 15,000 2,700 50 200 300 12,094 263,747 117,500 7,425 99,500 300 3,000 378,075 950,691

$ 1,307,069

$ 1,337,859

RECREATION OPERATING BUDGET - 2017

DEPARTMENT: Park and Recreation DIVISION/BUDGET GROUP: Recreation Division PROGRAM DESCRIPTION: The mission of the Park and Recreation Department is: to provide a comprehensive system of facilities, programs, open spaces, parks and trails. We are committed to enhancing the quality of life in Woodbury. We work cooperatively, are highly organized, practice good stewardship, and exhibit a positive attitude. The Recreation Division provides a range of comprehensive recreational programs for the community with a focus on using the City’s and joint power facilities. Areas of programming include: Youth & Family, Special Events, Playgrounds, Adult Leagues, 50+, Tennis and Performing Arts. The Recreation Division also operates Lookout Ridge Indoor Playground and coordinates meeting and banquet room rentals at Central Park, Eagle Valley Golf Course, Bielenberg Sports Center and rentals of shelters, buildings and fields throughout the parks system. The division partners with the athletic associations, Woodbury Youth Resource Connection, Woodbury Days Council, Woodbury Arts Connection, Washington County, YMCA and South Washington County School District, on activities and programs. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:      

Programs and Special Events P/R Marketing Fiscal Responsibility Community Collaborations/Partnerships Rentals/Scheduling Fields, Facilities, Buildings, Central Park Lookout Ridge Indoor Playground

OBJECTIVES TO BE ACCOMPLISHED: 



Implement two improvements to the Park and Recreation Management Software to free-up staff time and improve customer service:  Switch hosting and updating of the software to the provider from the City  Add an online sale module for tickets, passes and other items Utilize the new intern position to increase the capacity of full-time staff for new initiatives and partnerships, to foster an inclusive and welcoming community and enhance the visibility and usability of the parks and trails system

LONG-TERM OBJECTIVES  

Expand partnerships and collaborations with the School District, Library and YMCA, as well as seek out new partnerships or collaborations to maximize the available resources and opportunities for residents Implement recommendations outlined in the Central Park report

BUDGET HIGHLIGHTS: 

5115 Salaries Part-time: A full-time Recreation Intern was added to assist current staff with programs, marketing and day-to-day operations.



5404 Technology Support & Services: Increase due to the conversion from the City hosting our RecTrac server to having Vermont Systems Inc. host. This change will free-up time from both the IT Division as well as staff time in Recreation devoted to the upkeep and updates of the server and software.



5425 Contractual Services: Increased to accommodate additional participants for contractual programs and special events such as 4th of July, New Year’s Eve celebration and other holiday events.

79

RECREATION OPERATING BUDGET - 2017 OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position S alaries - Regular: Parks & Recreation Director Recreation Supervisor Recreation Specialist Recreation Technician Administrative Assistant S ubtotal S alaries - Part-time: Customer Service Assistant Recreation Intern Seasonal S ubtotal Total

Budget 1.00 1.00 4.00 1.00 1.00 8.00 2.09 1.00 6.29 9.38 17.38

PERFORMANCE MEASUREMENTS: 5 Year Effectiveness Measure: 1) Percentage of respondents rating recreational programs good or excellent on community survey*

2007 88%

2009 88%

2011 87%

2013 82%

2015 87%

Average 86%

Efficiency Measure: 5 Year Recreation Programs: 2011 2012 2013 2014 2015 Average 2) Percentage of activity fees to expenditures 67% 71% 67% 67% 63% 67% % Change from Prior Fiscal Year 6.0% (5.6%) 0.0% 3) Number of participants in programs 50,069 50,072 57,000 64,875 57,701 55,943 % Change from Prior Fiscal Year 0.0% 13.8% 13.8% (11.1%) Field Usage: 4) Total hours that recreational fields were reserved 58,126 50,497 48,086 49,343 52,226 51,656 Central Park Operations: 5) Total hours that Central Park facilities were 4,705 4,058 6,991 5,274 6,101 5,426 reserved (not including Lookout Ridge) 6) Total Central Park rental income $128,775 $143,551 $123,668 $124,900 $103,333 $124,845 % Change from Prior Fiscal Year 11.5% (13.9%) 1.0% (17.3%) Lookout Ridge Operations: 7) Number of paid admissions to Lookout Ridge 31,659 29,605 36,532 38,843 32,460 33,820 8) Lookout Ridge income $173,478 $171,125 $171,506 $154,767 $153,769 $164,929 % Change from Prior Fiscal Year (1.4%) 0.2% (9.8%) (0.6%) Park S helters and Buildings: 9) Total hours that park shelters and building 8,955 9,181 7,180 8,429 10,506 8,850 facilities were reserved 10) Park shelters and buildings rental income $49,687 $26,635 $31,705 $37,397 $33,939 $35,873 % Change from Prior Fiscal Year (46.4%) 19.0% 18.0% (9.2%) *Excludes don't know/refused responses

80

RECREATION OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 022: Object No.

Item

2013

2014

2015

2016

2017

Actual

Actual

Actual

Budget

Budget

Personal S ervices: 5102

Salaries-Regular

$

5111

Salaries-Overtime

1,985

1,652

649

5115

Salaries-Part-time

158,607

173,561

200,877

173,245

223,638

5141

F.I.C.A.

53,493

54,301

58,121

59,310

64,846

5142

P.E.R.A.

43,952

45,072

50,236

54,435

56,303

5151

Health Insurance

70,612

76,095

74,338

79,274

93,360

5153

Dental Insurance

4,631

4,640

4,895

5,040

4,896

5154

Workers Compensation

15,949

17,169

21,290

25,665

30,024

5156

Unemployment Compensation

123

272

-

-

905,970

934,486

1,000,142

1,010,112

1,110,945

5,646

5,011

8,025

7,900

8,000

S ubtotal

556,741

-

$

561,873

$

589,464

$

613,143 -

$

637,878 -

Operating Expenditures: 5201

Office Supplies

5211

Operating Supplies

62,943

78,152

89,707

78,320

75,777

5215

Operating Supplies-Uniforms

-

-

-

-

1,460

5220

Operating Supplies-Small Equipment

-

-

4,613

-

-

5301

Professional Services

-

178

400

400

5311

Telephone

5313

Postage

5317

333

4,113

4,756

4,672

4,956

4,296

14,251

15,395

16,415

16,000

18,500

Advertising/Promotion

6,473

3,634

11,348

8,000

10,360

5321

Use of Personal Auto

5,311

5,836

5,360

7,000

6,000

5335

Credit Card Service Fees

15,403

17,107

17,461

17,625

18,000

5341

Printing

36,814

39,938

40,594

54,000

59,290

5353

Insurance

10,056

6,699

7,038

6,846

6,382

5374

Repair & M aintenance-Office & Equipment

1,428

-

-

-

-

5402

Dues & Subscriptions

11,256

8,721

10,253

12,375

12,345

5404

Technology Support & Services

4,927

6,685

11,675

7,200

20,600

5405

Travel & Training

3,052

3,406

1,704

4,000

4,000

5425

Contractual Services

228,911

238,502

254,302

265,313

285,452

5431

Over-Short

(2)

5434-35 Late Fees/Discounts Taken S ubtotal Total Operating Budget

(38)

1 -

3 -

-

-

-

-

410,544

434,021

483,503

489,935

530,862

$ 1,316,514

$ 1,368,507

$ 1,483,645

$ 1,500,047

$ 1,641,807

81

PARKS AND FORESTRY OPERATING BUDGET - 2017 DEPARTMENT: Park and Recreation DIVISION/BUDGET GROUP: Parks and Forestry PROGRAM DESCRIPTION: The mission of the Parks and Forestry Division is: to provide a comprehensive system of facilities, programs, open spaces, parks and trails. We are committed to enhancing the quality of life in Woodbury. We work cooperatively, are highly organized, practice good stewardship, and exhibit a positive attitude. The Parks and Forestry Division is responsible for providing and maintaining a comprehensive system of facilities, open spaces, parks and trails to address the leisure needs and enhance the quality of life for the community. This is accomplished by working cooperatively, being highly organized, practicing good stewardship and exhibiting a positive attitude. The Parks and Forestry Division consists of 14 full-time staff (4 management / 10 PSW) and approximately 40 seasonal staff, along with an institutional community work crew. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:   

Develop, provide and maintain safe, quality, sustainable recreational facilities for all patrons of the parks, trails and open spaces Concentrate staff and funding in the inspection, maintenance, repair and installation of the division’s 12 MC/HI areas of athletic fields, buildings, trails, courts, rinks, ornamentals, forestry, turf, play equipment, parking lots, general amenities and native areas Assist other departments as needed, such as the Street Division with snow and ice control operations.

OBJECTIVES TO BE ACCOMPLISHED:      

Complete training and establish maintenance routines for the new Bielenberg Sports Center splash pad, refrigerated rink and Madison’s Place playground Update training program for new seasonal and full-time staff to enhance safety and effectiveness Assist in CIP delivery of Ojibway Park Use technology and best management practices to increase water conservation with City irrigation systems Develop a replacement inventory for all major infrastructure in the park system Implement a new park signage plan as part of the CIP

LONG-TERM OBJECTIVES:  

Continue gathering trend data to develop a standard for measuring the need for additional staffing as parks, trails and open space facilities are added. Continue mowed turf conversion into native plantings areas to reduce mowing burden and increase pollinator habitat.

BUDGET HIGHLIGHTS: 

5220 Small Equipment: This object code reflects an increase due to historical overages and an updated inventory. In addition, several pieces are being replaced and added to this category.

82

PARKS AND FORESTRY OPERATING BUDGET - 2017 

5301 Professional Services-General: The City of Woodbury’s application for Woodbury Core Forest Wildlife Habitat Restoration has been selected for funding through the Conservation Partners Legacy Grant Program. The City has been awarded $232,215 in reimbursable grant funds with $26,009 of matching inkind labor dollars. We anticipate $55,000 to be incurred and reimbursed during 2017. This is the final year of this grant and restoration work is concluding, which is reflected in the decrease in spending for this object code.



5371 Repairs and Maintenance-Buildings: A 25 percent decrease is associated with fewer and lower building related projects costs.



5375 Repairs and Maintenance-Vehicle and Equipment: No additional repairs are planned producing a 45 percent decrease in this object code.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Assistant Parks & Recreation Director

1.00

Parks Supervisor

1.00

Assistant Parks Supervisor

2.00

Public Service Worker

12.00

S ubtotal

16.00

S alaries - Part-time: Short-Term Seasonal

5.31

Long-Term Seasonal

8.75 S ubtotal

14.06

Total S alaries

30.06

83

PARKS AND FORESTRY OPERATING BUDGET - 2017

PERFORMANCE MEASUREMENTS: 5 Year Effectiveness Measure:

2007

2009

2011

2013

2015

Average

1) Percentage of community survey respondents rating recreational facilities as excellent or good.*

87%

86%

87%

85%

89%

87%

2) Percentage of community survey respondents rating the condition of trails as excellent or good*

88%

86%

85%

84%

88%

86%

3) Percentage of community survey respondents rating snow removal on city trails as excellent or good*

84%

85%

77%

79%

75%

80%

2011

2012

2013

2014

2015

5 Year Average

126

126

127

127

128

127

6,064

5,794

7,210

8,587

8,990

5.5

5.4

5.6

5.6

5.5

5.5

822

756

178

1,535

442

747

8) Cost of park development and maintenance per household % Change from Prior Fiscal Year

$106

$113

$103

$129

$125

$115

6.6%

(8.8%)

25.2%

(3.1%)

9) Cost per acre in park system % Change from Prior Fiscal Year

$782

$894 14.3%

$814 (8.9%)

$1,014 24.6%

$973 (4.0%)

$895

10) Number of acres in park system

3,081

3,081

3,144

3,186

3,290

3,156

11) Number of acres finished and mowed

536

527

534

534

540

534

12) Number of miles of trails

132

132

139

140

140

137

Efficiency Measure: Parks: 4) Number of acres of park per 1,000 households. Turf Mowing: 5) Total hours to complete mowing of city maintained turf

7,329

Trails: 6) M iles of trails per 1,000 households. Forestry: 7) Number of trees planted using city funds Efficiency and Workload:

*Excludes don't know/refused responses

84

PARKS AND FORESTRY OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 051: Object No. Item Personal S ervices: 5102 Salaries-Regular 5111 Salaries-Overtime 5115 Salaries-Part-time 5141 F.I.C.A. 5142 P.E.R.A. 5151 Health Insurance 5153 Dental Insurance 5154 Workers Compensation 5156 Unemployment Compensation S ubtotal Operating Expenditures: 5201 Office Supplies 5211 Operating Supplies 5215 Operating Supplies-Uniforms 5217 Operating Supplies-Hand Tools 5218 Operating Supplies-Fertilizer 5220 Operating Supplies-Small Equipment 5224 Operating Supplies-Seed 5225 Operating Supplies-Irrigation 5301 Professional Services-General 5303 Professional Services-Engineering 5311 Telephone 5313 Postage 5321 Use of Personal Auto 5331 Legal Notices 5353 Insurance 5357 Vandalism 5361 Utilities-Electric 5362 Utilities-Gas 5365 Utilities-Waste Removal 5366 Electric Interim Rate Refund 5371 Repair & M aintenance-Buildings & Structure 5375 Repair & M aintenance-Vehicle & Equipment 5378 Repair & M aintenance-Grounds 5383 Trees and Plantings 5392 Rental 5402 Dues & Subscriptions 5404 Technology Support & Services 5405 Travel & Training 5425 Contractual Services 5434 Late Fees/Early Discounts S ubtotal

2013 Actual $

787,209 48,782 285,595 80,147 60,061 147,734 7,762 34,910 9,117 $ 1,461,317 750 37,203 17,918 5,508 24,876 2,267 22,732 24,962 800 26,977 7,533 53 254 45,598 4,441 61,555 5,354 10,937 (3,405) 22,269 4,009 122,058 29,428 16,529 2,939 3,766 4,910 593,535 (4) 1,095,752

Continued on next page

85

2014 Actual $

883,940 69,921 321,041 92,541 69,113 172,687 8,989 41,715 10,017 $ 1,669,964 1,294 50,415 22,875 10,354 32,070 20,787 109,204 48,422 3,704 33,927 9,473 50 829 33,970 4,373 64,157 6,538 14,326 (118) 13,546 11,385 163,872 54,711 31,452 1,980 7,978 10,112 748,203 25 1,509,914

2015 Actual

2016 Budget

2017 Budget

962,777 46,114 286,034 93,877 74,651 181,096 9,583 47,006 16,185 $ 1,717,323

$ 1,034,088 46,000 344,136 108,986 81,007 195,391 10,080 58,472 10,000 $ 1,888,160

$ 1,079,212 46,000 344,136 112,438 84,391 221,836 9,792 64,651 12,000 $ 1,974,456

1,500 43,100 13,550 7,000 69,596 5,500 61,300 18,500 106,085 35,000 11,560 150 2,000 150 38,563 10,000 59,982 4,635 15,000 49,200 16,950 134,000 80,000 28,500 3,500 8,000 10,800 589,086 1,423,207

1,500 43,100 17,775 7,000 57,596 13,900 61,300 16,000 74,935 35,000 11,320 150 2,000 200 36,847 10,000 59,500 4,635 15,000 36,500 9,000 136,500 85,000 27,000 3,500 9,400 11,000 503,986 1,289,644

$

2,275 49,916 18,205 7,609 38,654 12,947 24,350 20,236 49,194 41,309 10,581 184 1,235 246 42,056 10,099 66,185 4,950 20,651 (2,270) 32,190 8,291 142,480 85,077 30,378 1,367 9,364 12,528 699,412 (70) 1,439,629

PARKS AND FORESTRY OPERATING BUDGET - 2017 OPERATING BUDGET – DEPARTMENT NUMBER 051: Object No. Item Capital Outlay: 5514 M achinery & Equipment S ubtotal Transfers: 5701 Transfers Out S ubtotal Total Operating Budget

2013 Actual $

52,839 52,839

$ 2,609,908

2014 Actual $

2015 Actual

51,200 51,200

$ 3,231,078

$

$ 3,202,552

DETAIL OF CAPITAL OUTLAY 051: Object No. 5514

2017 Item Machinery & Equipment: Playground Equipment - Replacement Total Capital Outlay

Budget $ $

86

45,600 45,600

50,000 50,000

2016 Budget $

50,000 50,000

38,790 38,790 $ 3,400,157

2017 Budget $

50,000 50,000

109,000 109,000 $ 3,423,100

CITY OF WOODBURY SPECIAL REVENUE FUNDS Included in this section are the following: Special Revenue Funds: - Administration Fee Fund - Public Safety Activities Fund - Emergency Medical Services Fund - Fire Relief Pension Fund - Housing and Urban Development Fund - Economic Development Authority Fund - Housing and Redevelopment Authority Fund

ADMINISTRATION FEE FUND OPERATING BUDGET - 2017

The Administrative Fee Fund receives revenues from a charge to all public improvement projects conducted in the City. The charge is currently 5.25 percent of construction costs. This fund is used to offset the General Fund City Engineering Division costs and fund special assessment fees. BUDGET SUMMARY – FUND NUMBER 206: Object No. Beginning Fund Balance

2013 Actual

2014 Actual

2015 Actual

2016 Budget

2017 Budget

$ 1,330,210

$ 1,584,489

$ 1,736,047

$ 1,933,050

$ 1,767,878

Revenues: 4379

Unrealized Gains/Losses on Investments

4381

Investment Earnings

13,933

16,379

19,065

14,828

17,450

4394

Administration Charges

574,263

417,611

691,251

325,000

300,000

4395

Special Assessment Fee

5,818

14,739

2,988

10,000

4,000

569,279

466,192

712,003

349,828

321,450

15,000

14,634

15,000

15,000

15,000

Total Revenue

(24,735)

17,463

(1,301)

-

-

Expenditures: 5301

Special Assessment Fee - Washington County

5701

Transfers Out - General Fund Budget

300,000

300,000

500,000

500,000

500,000

Total Expenditures

315,000

314,634

515,000

515,000

515,000

$ 1,584,489

$ 1,736,047

$ 1,933,050

$ 1,767,878

$ 1,574,328

Ending Fund Balance

88

PUBLIC SAFETY ACTIVITIES FUND OPERATING BUDGET - 2017

The Public Safety Activities Fund accounts for the activity of forfeiture funds, the Special Response Team, juvenile programs and other special projects/grants for the Public Safety Department. BUDGET SUMMARY – FUND NUMBER 208: Object No. Beginning Fund Balance

4344 4358 4377 4379 4381 4395 4420 4451 4452

2013 Actual $ 66,912

Revenues: Contributions - Governmental Agency - SRT Part. Washington County Reimbursement - Narcotic Officer Drug Forfeiture Proceeds Unrealized Gains/Losses on Investments Investment Earnings M iscellaneous - Private Grant Contribution - Woodbury Police Budget - SRT Part. DWI Forfeiture Proceeds Crime Prevention Total Revenue

Expenditures: Forfeitures: 5375 Repairs & M aint-Vehicles & Equip 5404 Technology Support & Services 5405 Travel & Training 5429 Forfeiture Purchases 5514 Capital Outlay-M achines & Equip Juvenile Programs: Operations Special Response Team: 5211 Operating Supplies 5311 Telephone 5405 Travel & Training Narcotic Officer: 5165 Labor Reimbursement 5211 Operating Supplies 5311 Telephone 5405 Travel & Training 5514 Capital Outlay-M achines & Equip Total Expenditures Ending Fund Balance

$

89

2014 Actual $ 80,292

2015 Actual $ 70,429

2016 Budget $ 44,835

2017 Budget $ 49,833

43,705 11,611 5,732 (1,699) 957 3,600 11,766 15,971 91,643

42,024 9,011 6,327 966 907 1,615 11,767 11,303 83,920

48,225 19,474 4,724 (67) 978 14,066 10,766 482 98,648

49,671 18,500 5,000 850 14,488 20,648 109,157

53,562 10,520 5,600 600 15,622 12,298 98,202

3,357 9,445 18,927 5,154

1,414 600 4,549 22,025 4,840

2,886 300 2,422 7,114 -

4,000 15,000 -

2,600 300 5,500 16,030 -

1,788

2,313

-

2,500

2,500

23,580 600 3,801

34,440 822 13,768

76,958 782 14,306

49,309 850 14,000

53,834 850 14,500

7,211 4,400 78,263

2,490 3,975 719 1,828 93,783

4,765 750 719 565 12,675 124,242

15,000 2,000 1,500 104,159

5,000 2,500 720 2,300 106,634

80,292

$

70,429

$

44,835

$

49,833

$

41,401

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGET – 2017

DEPARTMENT: Public Safety DIVISION/BUDGET GROUP: EMS PROGRAM DESCRIPTION: The Emergency Medical Services (EMS) Fund was created to account for the cost of providing emergency medical services to the community. Revenue derived from ambulance billing and property tax from the General Fund supports the EMS activities of the Public Safety Department, both Police and Fire. The long-term objective of the EMS program is to provide excellent, state of the art, emergency medical care at a reasonable cost. The quality of care, expenditures, and revenues are constantly monitored in order to achieve that goal. Emergency Medical Services provides the following products and services:   

Advanced Life Support (ALS): a paramedic responds to all EMS calls and assesses the patient’s need for either basic or advanced life support care. A paramedic accompanies the patient to the hospital if advanced life support care is needed. Basic Life Support (BLS): Firefighter-EMTs respond to emergency medical calls in an ambulance to provide patient care and transportation. If the patient requires basic life support, firefighter-EMTs complete the transport to the hospital. EMS Education: We provide EMS education to other services. The revenue reduces the costs for training our personnel.

MISSION CRITICAL / HIGH IMPACT DELIVERABLES: Public Safety has identified the following Mission Critical / High Impact deliverables:      

Response to emergency calls Enforcement of laws and ordinances Investigate criminal complaints Proactive policing Incident management Hire and retain high quality employees

OBJECTIVES TO BE ACCOMPLISHED:  

Continue hiring and utilizing full time paramedics in accordance with the 5 year staffing plan Provide staffed ambulances 24/7

LONG-TERM OBJECTIVES: 

See police long-term objective

BUDGET HIGHLIGHTS: 

5102-5165 Personnel Services: In accordance with the five-year staffing plan, two full-time paramedics are included in the 2017 budget for a total of eight full-time paramedics.



5203 Office Supplies-Printed Forms: Increased by $2,900 to purchase medical guideline books, which are needed every several years. These will soon be offered in electronic format and this will be a hybrid year.

90

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGET – 2017



5211 Operating Supplies & 5221 Operating Supplies-Legend Drugs: Due to business agreements with healthcare organizations and buying co-ops, these budget areas remain flat, even as our call volume increases.



5301 Professional Services: An increase of $13,500 is directly related to increased volume in EMS calls. This category includes MN Care Tax and the cost to process and bill EMS calls.



5404 Technology Support and Services: Decreased by $3,271 as the initiative to implement a new records management system has not happened.



There is no rate increase budgeted for 2017.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Director Public Safety (1) Deputy Director Public Safety

0.05 0.05

(2)

Emergency Services Commander EM S Commander (4) Police Officer (5) Firefighter (6)

(3)

0.10 0.80 2.40 2.25

Paramedic

8.00 13.65

S ubtotal S alaries - Part-time: Administrative Assistant

0.73

Paramedic

2.55 3.28 16.93

S ubtotal Total (1) (2) (3) (4) (5) (6)

70% Police, 5% EM S, 25% Fire. 85% Police, 5% EM S, 10% Fire. 90% Emergency Preparedness, 10% EM S. 10% Police, 80% EM S, 10% Fire. 56 Officer positions: 16 designated Police Officer / Paramedic - 85% Police and 15% EM S. 9 Firefighter positions: 75% Fire and 25% EM S.

91

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGT – 2017

PERFORMANCE MEASUREMENTS: 5 Year Effectiveness Measure: 1) Percentage of respondents who rated emergency medical service as excellent or good in the community survey* Efficiency Measure: Response to Emergency Calls 2) Response time - medic average (minutes) 3) Paramedic response time - percentage of time on scene in less than five minutes 4) Ambulance response time - percentage of time on scene with two paramedics in less than 11 mins. Workload 5)

Number of EM S patients

2007 100%

2009 100%

2011 100%

2013 99%

2015 97%

Average 99.2%

2011 3.6 87%

2012 3.7 86%

2013 3.7 90%

2014 3.8 89%

2015 3.8 88%

5 Year Average 3.7 87%

80%

91%

86%

87%

83%

85%

2,261

2,313

2,552

2,745

2,997

2,574

2.3%

10.3%

7.6%

9.2%

1,816

1,878

1,958

2,066

2,237

3.4%

4.3%

5.5%

8.3%

100

167

125

136

(12.3%)

67.0%

(25.1%)

8.8%

335

427

554

626

0.6%

27.5%

29.7%

13.0%

46%

47%

47%

45%

% Change from Prior Fiscal Year 6)

Number of ALS patients % Change from Prior Fiscal Year

7)

Number of BLS patients

114

% Change from Prior Fiscal Year 8)

Number of non-transports

% Change from Prior Fiscal Year Other: 9) Percentage of patients that utilize M edicare or M edicaid

333

41%

*Excludes don't know/refused responses

92

1,991 128 455

45%

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGET – 2017

BUDGET SUMMARY: Beginning Fund Balance (excludes net accounts receivable balance)

$

696,400

Projected Revenue: * Run Revenue

$

M edicare Assignment Discount

4,378,812 (1,551,516)

M edical Assistance Discount

(422,290)

Sliding Fee Discount

(3,300)

Other Discounts

(18,000)

Uncollectible Accounts

(175,152)

General Property Taxes

665,909

Other Revenues

9,600

Investment Earnings

9,500

Total Revenue

2,893,563

Projected Expenditures: Salary & Benefits

2,088,808

Operating Expenditures

396,949

Capital Outlay

263,624

Total Expenditures

2,749,381

Ending Fund Balance

$

* Ambulance Runs - 2017 projections: 2,216 ALS runs, 139 BLS runs.

93

840,582

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGET – 2017

OPERATING REVENUES: Object No. 4440 4442 4443 4444 4445 4500 4311 4379 4381 4395 4395 4382 4420 4431

2013

2014

2015

2016

2017

Item Actual Actual Actual Budget Budget Run Revenue $ 3,390,227 $ 3,611,733 $ 4,038,389 $ 4,083,056 $ 4,378,812 M edicare Discount (1,120,946) (1,142,205) (1,424,269) (1,445,397) (1,551,516) M edical Assistance Discount (323,200) (376,188) (369,973) (393,743) (422,290) Sliding Fee Discount (2,470) (3,051) (1,168) (2,500) (3,300) Other Discounts (18,022) (16,456) (16,407) (18,000) (18,000) Uncollectible Accounts (115,343) (156,865) (171,086) (163,322) (175,152) Total Operation Revenue 1,810,246 1,916,968 2,055,486 2,060,094 2,208,554 General Property Taxes 466,859 665,909 Unrealized Gains/Losses on Investments (10,515) 5,232 (598) Investment Earnings 5,923 4,908 8,758 3,260 9,500 EM T Class Charges 16,855 6,225 6,815 7,500 6,500 M iscellaneous Revenue 175 30 150 Equipment Sales Proceeds 650 Transfer-In - General Fund 226,698 Late Payment Fee 2,560 3,190 2,900 2,600 3,100 Total Other Revenue 15,648 19,585 244,723 480,219 685,009 Total Fund Revenue

$

1,825,894

$

1,936,553

94

$

2,300,209

$

2,540,313

$

2,893,563

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGET – 2017 OPERATING BUDGET – FUND NUMBER 212: Object 2013 No. Item Actual Personal S ervices: 5102 Salaries-Regular $ 621,478 5103 Salaries-Holiday Pay 14,378 5111 Salaries-Overtime 117,463 5115 Salaries-Part-time 271,534 5141 F.I.C.A. 35,411 5142 P.E.R.A. 112,624 5151 Health Insurance 99,085 5153 Dental Insurance 5,032 5154 Workers Compensation 47,029 5159 Change in Compensated Absences 3,623 S ubtotal 1,327,657 Operating Expenditures: 5201 Office Supplies 883 5203 Office Supplies-Printed Forms 496 5211 Operating Supplies 66,430 5215 Operating Supplies-Uniform 5,140 5216 Operating Supplies-M otor Fuels & Lubricants 5220 Operating Supplies-Small Equipment 6,102 5221 Operating Supplies-Legend Drugs 16,300 5301 Professional Services-General 101,146 5305 Professional Services-Legal 5306 Professional Services-Hiring 2,311 5307 Professional Services-Auditing 1,250 5311 Telephone 6,219 5313 Postage 89 5321 Use of Personal Auto 5353 Insurance 11,111 5374 Repair & M aint.-Office Equipment 3,236 5375 Repair & M aint.-Vehicle & Equipment 19,909 5380 Repair & M aint.-Communication Equip. 7,799 5385 Fleet Services Reimbursements 28,135 5393 Rental-Office Equipment 5402 Dues & Subscriptions 4,250 5404 Technology Support & Services 12,993 5405 Travel & Training 31,345 5409 Health, Safety & Wellness Programs 5434 Late Fees & Finance Charges S ubtotal 325,144 Capital Outlay: 5500 Capital Improvement - Replacement Schedule 5514 M achinery & Equipment 196,963 2015 Project Encumbrances S ubtotal 196,963 Total Operating Budget

$ 1,849,764

95

2014 Actual

2016 Budget

2017 Budget

782,266 20,743 135,730 277,738 50,455 140,808 105,403 6,318 63,130 6,973 1,589,564

$ 1,017,457 30,496 113,920 311,659 70,621 160,673 141,659 7,718 82,818 11,200 1,948,221

$ 1,106,622 34,551 121,800 311,873 82,518 162,455 166,844 8,354 84,891 8,900 2,088,808

1,647 77,239 12,028 5 12,316 18,327 111,196 2,711 1,250 6,960 116 5,277 6,526 19,354 12,573 27,972 703 4,071 18,363 42,871 30 381,535

812 70,505 12,145 7,516 16,094 89,921 2,396 1,250 8,432 76 3 5,266 7,800 17,177 10,714 23,781 466 4,161 14,236 39,566 2,365 334,682

1,500 100 74,860 16,025 5,000 18,000 101,800 500 3,306 1,250 12,012 100 500 5,806 6,414 20,101 9,617 35,068 4,772 25,944 46,500 1,538 390,713

1,000 3,000 74,860 15,500 7,500 18,000 115,300 500 3,306 1,250 10,676 100 500 5,156 7,800 20,101 11,538 25,500 500 5,050 20,108 46,500 3,204 396,949

20,395 20,395

63,860 63,860

52,679 211,150 263,829

263,624 263,624

$ 1,811,118

$ 1,988,106

$ 2,602,763

$ 2,749,381

$

618,312 14,140 121,806 322,528 39,346 121,589 108,140 5,076 53,829 4,422 1,409,188

2015 Actual $

EMERGENCY MEDICAL SERVICES FUND OPERATING BUDGET – 2017

DETAIL OF CAPITAL OUTLAY: Object

2017

No.

Item

5514

Machinery & Equipment:

Budget

Replacement Cardiac M onitors - 7 units

202,424

Replacement Chest Compression Devices - 4 units S ubtotal

61,200 263,624

Total Capital Outlay

$

96

263,624

FIRE RELIEF PENSION FUND OPERATING BUDGET - 2017

The Fire Relief Pension Fund accounts for all the costs associated with the WFBA pension plan including the state aid received from the State of MN. The primary revenue sources are property taxes and the 2 percent surcharge on property insurance redistributed by the state to cities. The pension benefit per year of service is currently $6,720 and the benefit was last increased in 2008. Due to the increases in pension fund investment assets and the Minnesota state fire aid contributions, the funding ratio is at 135 percent per the December 31, 2015 WFBA audited financial statements. Based on the WFBA report filed with the City and the Office of State Auditor, no municipal contribution will be necessary for 2017. Over the last five years, there has been no municipal contribution required of the City. BUDGET SUMMARY – FUND NUMBER 214: Object No.

2013 Actual

Beginning Fund Balance

$

210,033

2014 Actual $

208,113

2015 Actual $

213,183

2016 Budget $

216,003

2017 Budget $

218,153

Revenues: 4355

Intergovernmental Revenue - State Fire Aid

4379

Unrealized Gains/Losses on Investments

4381

Investment Earnings

356,406

359,517

(4,397)

396,536

2,616

415,000

(207)

405,000

-

-

2,477

2,454

3,027

2,150

2,300

354,486

364,587

399,356

417,150

407,300

M N State Fire Aid to WFBA Pension Plan

356,406

359,517

396,536

415,000

405,000

Total Expenditures

356,406

359,517

396,536

415,000

405,000

Total Revenue

Expenditures: 5144

Ending Fund Balance

$

208,113

97

$

213,183

$

216,003

$

218,153

$

220,453

HOUSING AND URBAN DEVELOPMENT FUND OPERATING BUDGET – 2017

DEPARTMENT: Community Development DIVISION/BUDGET GROUP: Housing and Urban Development PROGRAM DESCRIPTION: Beginning in 2010, Woodbury became a direct recipient of Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds via the US Department of Housing and Urban Development (HUD). These federal grant programs area available to cities with populations of 50,000 or more. Prior to becoming a direct grantee of these HUD funds, the dollars were awarded to Washington County who used them within the county and not necessarily in Woodbury. As such, the City of Woodbury decided to become its own direct grantee effective to ensure effective local control of these dollars. HOME funds must be used to further affordable housing purposes while CDBG dollars have a wide range of eligible uses including but not limited to economic development, housing, infrastructure, parks and recreation, public facilities and public services. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:  

Compliance with 2015-2019 Consolidated Plan. HUD Projects as outlined in the 2016 Annual Action Plan as adopted on May 11, 2016.

OBJECTIVES TO BE ACCOMPLISHED:  

Invest $90,000 of CDBG to the rehab of Evergreen West Park Resume providing supplemental funding to the Woodbury HRA loan programs following the mid-year adoption of the 2017 Annual Action Plan.

BUDGET HIGHLIGHTS: Woodbury’s HUD program runs on a July-to-June program year and the allocation of funds is governed by the City’s Annual Action Plan which is approved by the City Council each spring prior. For the purpose of this budget document, the main HUD-funded project is: 

$90,000 for the replacement of the play equipment at Evergreen West Park along with restructuring of the seasonal hockey rink and strategic re-grading of the park to allow for better drainage and storm water management.

Additionally, $28,540 of CDBG and $1,466 of HOME are being reserved for program administration.

98

HOUSING AND URBAN DEVELOPMENT FUND OPERATING BUDGET – 2017

CDBG and HOME Annual Awards HOME

CDBG

$225,000

$195,510

$185,971

$180,769

$178,535

$177,154

Award

$150,000

$75,000

$53,488 $42,574

$44,519

$48,386

$48,386

$2013

2014

2015 Year

99

2016

Estimated 2017

HOUSING AND URBAN DEVELOPMENT FUND OPERATING BUDGET – 2017 BUDGET SUMMARY – FUND NUMBER 220:

Object No. Beginning Fund Balance (excludes loans receivable balance)

2013 Actual $ -

2014 Actual $ -

2015 Actual $ -

2016 Adjusted Budget $ -

2017 Budget $ -

Revenues: 4349 4349 4349 4349 4349 4349 4349 4350 4350 4350 4350 4350 4350 4350 4379 4381

HOM E Investment Partnerships Program - HOM E Award 2017 HOM E Investment Partnerships Program - HOM E Award 2016 HOM E Investment Partnerships Program - HOM E Award 2015 HOM E Investment Partnerships Program - HOM E Award 2014 HOM E Investment Partnerships Program - HOM E Award 2013 HOM E Investment Partnerships Program - HOM E Award 2012 HOM E Investment Partnerships Program - HOM E Award 2011 Community Development Block Grant - CDBG Award 2017 Community Development Block Grant - CDBG Award 2016 Community Development Block Grant - CDBG Award 2015 Community Development Block Grant - CDBG Award 2014 Community Development Block Grant - CDBG Award 2013 Community Development Block Grant - CDBG Award 2012 Community Development Block Grant - CDBG Award 2011 Unrealized Gains/Losses on Investments Investment Earnings Loan Repayments - HOM E & CDBG Programs Total Revenue

17,990 9,216 75,018 23,071 9,565 134,860

26,824 23,743 138,401 96,411 17,876 303,255

34,325 15,750 38,675 57,109 (4) 67 95,614 241,536

48,386 44,519 19,163 88,535 180,769 147,296 30,000 558,668

48,386 177,154 90,000 20,000 335,540

CDBG Program Administration

29,736

23,410

22,407

28,882

28,540

Projects-HOM E - Loan Pool

27,500

55,000

54,250

27,125

48,386

-

84,943

Expenditures:

Projects-HOM E - Redevelopment

-

Projects-CDBG - Loan Pool Projects-CDBG - Park Projects and Redevelopment Total Expenditures Ending Fund Balance

224,845

164,879

53,925

168,614

134,860

303,255

241,536

363,793 558,668

90,000 335,540

$

-

$

PROJECTS : 2017 Budget Projects: HOME: Supplement to HRA Loan Programs CDBG: Evergreen West Park 5624 Supplement to HRA Loan Programs S ubtotal Total Projects 5624

$

48,386

90,000 168,614 258,614 $ 307,000

100

-

77,624

-

$

-

$

-

$

-

ECONOMIC DEVELOPMENT AUTHORITY FUND OPERATING BUDGET – 2017

DEPARTMENT: Community Development DIVISION/BUDGET GROUP: Economic Development Authority PROGRAM DESCRIPTION: The Economic Development Authority mission is: to retain, expand and recruit diversified business development which provides varied and broad job opportunities for the purpose of maintaining the community’s high quality of life. The EDA was created by the City Council in 1988 to encourage development of the City’s tax base. The EDA may issue financing to or otherwise subsidize qualifying businesses. The Mayor and City Council members serve as the EDA President and Commissioners. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:   

Economic Development Strategic Plan implementation Business retention and expansion Business attraction

OBJECIVES TO BE ACCOMPLISHED: 

Implementation of 2014 Economic Development Strategic Plan

BUDGET HIGHLIGHTS: 

5301 Professional Services: The EDA budget includes $25,000 to assist with the implementation of the 2014 Economic Development Strategic Plan.



5402 Dues and Subscriptions: The 2017 EDA budget also includes $1,000 in dues and subscriptions to pay for Woodbury’s membership in the Woodbury Area Chamber of Commerce. Minnesota’s Attorney General recommends that cities should not pay for memberships in chambers of commerce but rather use their HRAs or EDAs for these expenditures.

101

ECONOMIC DEVELOPMENT AUTHORITY FUND OPERATING BUDGET – 2017 BUDGET SUMMARY – FUND NUMBER 616:

Object No. Beginning Fund Balance (excludes loans receivable balance)

4379 4381 4386 4395

Revenues: Unrealized Gains/Losses on Investments Investment Earnings LM CIT Dividends M iscellaneous Revenue - Conduit Debt Fee Total Revenue

5301 5301 5305 5307 5313 5353 5402 5701

Expenditures: M arketing Professional Services Professional Services - Legal Professional Services - Auditing Postage Insurance Dues & Subscriptions Transfer Out - HRA Fund Total Expenditures

Ending Fund Balance

2013 Actual

2014 Actual

2015 Actual

2016 Adjusted Budget

2017 Budget

$ 1,208,125

$ 1,161,106

$ 1,135,292

$ 1,142,132

$ 1,072,852

(21,858) 12,313 204 (9,341)

12,538 11,761 194 24,493

(951) 13,936 473 13,458

11,000 240 100,000 111,240

11,000 290 11,290

30,052 5,320 859 500 947 37,678

30,953 15,367 192 500 238 912 2,145 50,307

4,057 10 500 173 878 1,000 6,618

25,000 50,000 750 500 250 875 3,145 100,000 180,520

25,000 50,000 750 500 250 876 1,000 78,376

$ 1,161,106

$ 1,135,292

$ 1,142,132

$ 1,072,852

$ 1,005,766

102

HOUSING AND REDEVELOPMENT AUTHORITY FUND OPERATING BUDGET – 2017

DEPARTMENT: Community Development DIVISION/BUDGET GROUP: Housing and Redevelopment Authority Housing Fund PROGRAM DESCRIPTION: The City of Woodbury created a Housing and Redevelopment Authority (HRA) in December of 2006 to assist in the development or creation of affordable housing and to reduce or eliminate blight. The primary funding source of the HRA is the HRA levy. These funds have been used in the past for activities such as the purchase of land for future affordable housing in City Walk, funding the HRA loan programs and paying the salary and benefit costs of the City’s Housing and Economic Development Coordinator. The Mayor and City Council members serve as the HRA Chair and Commissioners. The HRA budget attempts to balance the funding of programs important to the City with maintaining as small of a tax burden as feasible. State statutes mandate that an HRA levy may not exceed 0.0185 percent of taxable market value in the City. The estimated 2017 market value of the City of Woodbury is estimated to be $7,866,537,900 which would allow for a maximum 2017 HRA property tax levy of $1,455,310. As such, the 2017 HRA levy represents about 17.2 percent of the potential HRA property tax levy. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:  

Coordinate HRA loan pool Begin analysis of the structure and timing of a future Housing Action Plan, following the adoption of the 2040 Comprehensive Plan

OBJECTIVES TO BE ACCOMPLISHED: 

Issuance of HRA loans: Continue to coordinate and issue the loans from the three HRA loan programs.   

Woodbury First-Time Homeownership Program Woodbury Foreclosure Purchase Program Woodbury Home Improvement Fund



Education and Marketing: The HRA loan programs require marketing and homeowner education to be successful. Staff will modify tactics to reach new audiences, contractors and stakeholders.



Settler’s Ridge Senior Housing Conduit Debt: The HRA has taken preliminary action regarding a $30 million conduit debt issuance to provide financing for the affordable senior housing project to be known as Settler’s Ridge Senior Housing. This issuance will likely be completed in the first half of 2017.

LONG TERM OBJECTIVES:    

Develop strategies to determine and meet the needs of affordable senior housing. Partner with planning and code enforcement staff to determine appropriate roles of the Authority regarding aging housing stock. Modify and update housing policies as part of the 2040 Comprehensive Plan process. Evaluate progress toward status as a sustainable revolving loan pool.

BUDGET HIGHLIGHTS: 

The HRA levy is $250,000, the same levy as previous years. The HRA funds the City’s Housing and Economic Development Coordinator position less eligible labor reimbursements from the HUD fund.



The 2017 HRA budget establishes a $600,000 loan pool which will be analyzed throughout the course of the year and adjusted mid-year as needed, subject to resources being available. 103

HOUSING AND REDEVELOPMENT AUTHORITY FUND OPERATING BUDGET – 2017 BUDGET SUMMARY – FUND NUMBER 620:

Object No. Beginning Fund Balance (excludes loans receivable balance)

4311 4311 4311 4352 4379 4381 4384 4386 4395 4395 4420

2013 Actual

Expenditures: 5165 Labor Reimbursement 5301-5431 Operating Expenditures Loan Program Disbursements Total Expenditures Ending Fund Balance

2016 Adjusted Budget

2017 Budget

250,000 (19)

250,000 (18)

250,000 (31)

250,000 -

250,000 -

(4,196) 19 (18,193) 10,248 234,689 44,403 129 100 517,180

(4,839) 18 12,775 11,982 280,573 46,038 126 316,225 205 913,085

(4,264) 31 (1,299) 19,026 232,287 47,391 315 112 543,568

(2,500) 4,900 130,000 57,750 150 85,000 100,000 625,300

(2,500) 14,100 39,500 79,050 190 380,340

81,365 38,367 224,403 344,135

86,726 58,568 434,073 579,367

90,256 60,216 218,418 368,890

96,965 90,953 825,000 1,012,918

$ 1,198,968 $ 1,532,686 $ 1,707,364 $ 1,319,746 $

PROGRAMS : 2017 Budget $

Woodbury First Time Homeownership Program Woodbury Home Improvement Fund Total Programs

2015 Actual

$ 1,025,923 $ 1,198,968 $ 1,532,686 $ 1,707,364 $ 1,319,746

Revenues: HRA Housing Levy Less M arket Value Homestead Credit Estimated Property Tax Delinquencies and Refunds for Tax Court Petitions M arket Value Homestead Credit Unrealized Gains/Losses on Investments Investment Earnings Loan Repayments-Principal Loan Repayments-Interest LM CIT Dividends Conduit Debt Fee M iscellaneous Revenue - Reimbursed Loan Wire Bank Fees Transfer In - EDA Fund Total Revenue

Loan Programs: Woodbury Foreclosure Purchase Program

2014 Actual

75,000 475,000

$

50,000 600,000

104

99,940 72,909 600,000 772,849 927,237

HOUSING AND REDEVELOPMENT AUTHORITY FUND OPERATING BUDGET – 2017

Housing Levy Amount $400,000 $350,000

$350,000

$350,000

Levy Amount

$300,000 $250,000

$250,000

$250,000

$250,000

$250,000

$250,000

2011

2012

2013

2014

2015

2016

$250,000

$200,000

$100,000

$2008

2009

2010

Budget 2017

Year

OPERATING BUDGET – FUND NUMBER 620: 2016 Object No.

Item

2013

2014

2015

Adjusted

2017

Actual

Actual

Actual

Budget

Budget

Operating Expenditures: 5165 5301

Labor Reimbursement Professional Services - General

5301 5305 5307

Professional Services - Admin of Loan Programs Professional Services - Legal Professional Services - Auditing

5311 5313

$

81,365 284

$

86,726 49

$

90,256 24

$

96,965 130

$

99,940 130

29,097 2,770 500

50,472 474 500

27,985 3,313 500

80,280 2,750 500

61,895 2,750 500

Telephone Postage

440 954

530 -

540 11

540 -

600 -

5321 5353

Use of Personal Auto Insurance

54 909

7 912

63 878

30 875

30 876

5402 5405

Dues and Subscriptions Travel & Training

940 127

495 60

854 182

670 178

970 358

5407 5431

Projects-Develop Assist, M arketing and Education Loan Principal & Interest Deemed Uncollectible

2,192 -

4,844 -

210 25,544

5,000 -

4,800 -

5750

Loan Wire Bank Fees Total Operating Budget

$

100 119,732

105

$

225 145,294

$

112 150,472

$

187,918

$

172,849

CITY OF WOODBURY CAPITAL PROJECT FUNDS Included in this section are the following: Capital Project Funds: - Park Dedication Fund - Tax Abatement Plan I-94 Region Fund - Street Reconstruction/Maintenance Fund - Capital Improvement Fund - Community Investment Fund

PARK DEDICATION FUND OPERATING BUDGET - 2017

The Park Dedication Fund budget represents those funds received through park dedication fees. One project is included in this year’s budget; Dancing Water Trail Connection to the Brookview Elementary School. BUDGET SUMMARY – FUND NUMBER 201: Object No.

2013 Actual

Beginning Fund Balance

4379 4381

Revenues: Unrealized Gains/Losses on Investments Investment Earnings

4395

Property Rent

4397

$

2014 Actual

1,346,487

$

1,231,600

2015 Actual $

1,708,129

2016 Budget $

2017 Budget

2,354,745

$

2,324,445

(23,838) 13,428

15,976 14,985

(1,601) 23,459

16,500

24,000

10,646

20,576

21,141

-

6,500

Park Dedication Fees

847,760

849,619

658,000

470,000

585,000

Total Revenue

847,996

901,156

700,999

486,500

615,500

Projects

962,883

424,627

54,383

516,800

78,650

Total Expenditures

962,883

424,627

54,383

516,800

78,650

Expenditures:

Ending Fund Balance

$

1,231,600

$

PROJECT SUMMARY: 2017 Project

Budget

Projects: Property Taxes - Open Space Parcels

$

2,150

Dancing Waters Trail Connection to the School Total Projects

76,500 $

78,650

107

1,708,129

$

2,354,745

$

2,324,445

$

2,861,295

TAX ABATEMENT PLAN I-94 REGION FUND OPERATING BUDGET - 2017

The Tax Abatement Plan I-94 Region Fund accounts for project costs in accordance with the tax abatement plan adopted in 2004 with School District 834. In past budgets, the tax abatement plan revenues were used to retire the internal loan created by the 2004/2005 I-94 Region street improvements. After the internal loan was retired and the approval of the City Place utility and street improvements in late 2014, this capital project fund is now budgeted to account for street and utility improvement costs. The fund deficiency will be funded by a short-term advance of funds from the M.S.A. Roadway Construction Fund. BUDGET SUMMARY – FUND NUMBER 468:

Object No.

2013 Actual

Beginning Fund Balance

$

2014 Actual

(790,975) $

2016 Adjusted Budget

2015 Actual

(212,981) $

309,700

$ (1,328,314) $

2017 Budget (615,092)

Revenues: 4311

General Property Taxes

261,834

293,843

345,530

316,722

389,849

4312

Property Tax Abatement - School District

204,270

251,182

386,032

343,500

383,626

4313

Payment in Lieu of Taxes

70,168

77,890

53,152

53,000

53,000

4358

Local Grants & Aids

67,071

-

-

-

-

4379

Unrealized Gains/Losses on Investments

(2,937)

686

-

-

4381

Investment Earnings

1,654

644

2,947

-

3,500

4420

Transfer In - M ajor Roadway Special Assessments

-

-

750,000

-

-

4420

Transfer In - Trunk Water & Sanitary Sewer Fund

-

-

62,200

-

-

Total Revenue

(201)

602,060

624,245

1,599,660

713,222

829,975

Project - City Place Utility & Street Improvements

336

98,325

2,783,083

-

-

2015 Project Encumbrance

-

454,591

-

-

Expenditures: 5425 5611

-

Internal Loan - Interest Payment Central District Trunk Storm Sewer Fund Total Expenditures

Ending Fund Balance

$

23,730

3,239

-

-

24,066

101,564

3,237,674

-

-

309,700

$ (1,328,314) $

(615,092) $

(212,981) $

108

-

214,883

STREET RECONSTRUCTION / MAINTENANCE FUND OPERATING BUDGET - 2017

The Street Reconstruction/Maintenance Fund accounts for street reconstruction projects in existing developments. The revenue sources for this fund include a property tax levy, special assessments, municipal state aid (MSA), transfers from other funds and investment earnings. The 2017 project is estimated at $15,622,900 with project specific funding of $3,950,000 from the issuance of debt, $1,326,748 from prepaid special assessments and $2,247,373 in transfers from the General Fund and utility funds. Through a modeling and citizen task force process, it was determined that investing more money upfront was shown to be financially beneficial. This approach allows the City to perform all of its past due major projects and provide for adequate maintenance activities in the future. The 2017 budget includes the 5.5 percent funding increase approved by the City Council in the adopted 2017 – 2021 Capital Improvement Plan (CIP). Projects are separately approved by City Council during the year. BUDGET SUMMARY – FUND NUMBER 499:

Object No. Beginning Fund Balance

2013 Actual

2014 Actual

2015 Actual

2016 Adjusted Budget

2017 Budget

$ 2,678,620

$ 4,449,173

$ 7,333,910

$ 7,917,953

$ 11,211,994

2,511,081

2,649,190

2,794,896

2,948,615

3,110,789

2,022

70,000

-

(67,955)

59,216

(8,061)

38,280

55,544

118,104

85,244

115,000

3,770,000

3,950,000

Revenues: 4311 General Property Taxes 4358 Local Grants & Aids 4379 Unrealized Gains/Losses on Investments 4381 Investment Earnings

229,514 -

-

4385 Proceeds from Debt Issuance

-

1,775,386

4,903,610

4389 Penalties & Interest - County

237

107

264

4414 Special Assessments - New Projects

154,801

1,027,801

1,596,596

1,524,305

1,326,748

4414 Special Assessments - Old Projects

96,904

53,318

52,406

49,028

37,450

4420 Transfer In - General Fund

-

-

-

38,790

109,000

4420 Transfer In - M .S.A. Roadway Construction Fund

-

-

-

5,000,000

4420 Transfer In - Storm Water Utility Fund

-

4420 Transfer In - Water/Sewer Utility Fund Total Revenue

-

765,384

989,272

-

870,555

-

1,164,919

245,708

71,846

100,596

973,454

2,735,370

6,701,654

10,518,933

14,616,647

10,787,360

91,306

3,426,604

8,403,873

11,247,452

15,622,900

Expenditures: Projects 2015 Project Encumbrances 5701 Transfer Out - Roadway Rehab Projects

847,837

5701 Transfer Out - Debt Service Funds 5701 Transfer Out - General Fund Total Expenditures Ending Fund Balance

-

363,869 -

1,419,368

-

-

4,750

-

-

79,662

47,100

53,005

25,674

26,444

27,237

28,054

28,896

964,817

3,816,917

9,934,890

11,322,606

15,704,801

$ 4,449,173

$ 7,333,910

$ 7,917,953

$ 11,211,994

$ 6,294,553

109

CAPITAL IMPROVEMENT FUND OPERATING BUDGET - 2017

The Capital Improvement Fund accounts for all major acquisitions and projects of the General Fund. The Capital Improvement Fund accounts for major equipment purchases, street landscaping associated with roadway projects or general projects. Funding is provided by a property tax levy and debt issuance if needed. For 2017, the property tax levy will increase 2 percent to account for new additions to the fleet and replacement cost inflation. In accordance with adopted 2017 – 2021 Capital Improvement Plan, a $500,000 transfer in from the General Fund is established for 2017. BUDGET SUMMARY – FUND NUMBER 421: Object No. Beginning Fund Balance

4311 4347 4352 4358 4358 4379 4381 4382 4395 4420 4420 4428

5220 5500 5510 5512 5514 5514 5514 5701 5701 5701 5701

2013 Actual $ 14,582,378

2014 Actual $ 14,262,736

2015 Actual $ 12,609,823

2016 Budget $ 11,718,855

2017 Budget $ 10,963,761

Revenues: General Property Taxes Federal Grants & Aids M arket Value Homestead Credit Proceeds from Cable Commission Local Grants & Aids Unrealized Gains/Losses on Investments Investment Earnings Sale of Property M iscelleaneous Revenue Transfer In - General Fund Transfer In - Risk M anagement Fund Equity Transfer In - Public Safety Exp. Fund Total Revenues

1,944,737 2,088 248,073 (216,081) 121,720 2,566,517 4,667,054

1,983,631 2,010 185,306 148,067 138,883 34,271 1,050,545 10,582 3,553,295

2,023,304 41,142 3,608 224,268 14,150 (9,619) 140,940 30,000 500,000 2,967,793

2,084,003 205,000 105,000 500,000 2,894,003

2,125,683 250,000 110,000 15,000 500,000 88,300 3,088,983

Expenditures: Small Equipment Capital Projects - Other Buildings & Structures Office Equipment/Systems Equipment Replacement M achinery and Rolling Stock New M achinery and Rolling Stock 2015 Project Encumbrances Transfer Out - Capital Projects Transfer Out - PW Expansion Project Transfer Out - BSC Expansion Project Transfer Out - EVGC Total Expenditures

152,568 125,385 82,823 43,376 60,417 921,905 389,532 1,703 3,208,987 4,986,696

232,655 128,590 709,808 235,472 108,433 1,032,143 103,863 89,038 65,206 2,501,000 5,206,208

96,029 181,406 644,271 86,248 120,747 1,699,639 301,546 646,475 82,400 3,858,761

421,477 55,750 794,380 217,200 141,890 1,415,500 602,900 3,649,097

191,100 251,920 407,000 481,000 43,000 2,132,130 157,600 3,663,750

$ 14,262,736

$ 12,609,823

$ 11,718,855

$ 10,963,761

$ 10,388,994

Ending Fund Balance

110

CAPITAL IMPROVEMENT FUND PROJECT DETAIL

Object No. 5220

5500

5510

5512

5514

Item S mall Equipment: M unicipal Buildings - Replacement Office Furniture/Chairs Police - Replacement Tasers Police - New Rifle Optics Fire - Replacement Pagers S ubtotal Capital Improvements IT - Access Control Security System Upgrade M unicipal Buildings - Council Chambers Security Improvements M unicipal Buildings - Replacement Parking Lot Lighting-Central Park Fleet Services - Replacement Wash Bay Pressure Washer Parks - New Dugout Covers - BSC and Ojibway Park Fields Parks - Replacement Park and Trail Signage S ubtotal Buildings and S tructures: Public Safety - Design Services-Public Safety Building Entrance/Road Project Public Safety - Impound Lot Construction S ubtotal Office Equipment: IT - Phone System Upgrade IT - Centralized Server Hardware Upgrade IT - Citrix System Upgrade IT - New Work M anagement System Software IT - New Learning M anagement System Software IT - New Fax Server Software Police - New Property/Evidence Room Storage System S ubtotal Equipment: Fire - Replacement Thermal Imagers - 2 units Fire - Replacement SCBA/M ask Fit Testing Equipment Fire - New Turnout Gear Washer S ubtotal Total of Capital Improvement Projects

Continued on next page

111

2017 Budget $

27,400 107,850 49,400 6,450 191,100 80,000 65,000 25,000 9,500 46,920 25,500 251,920 50,000 357,000 407,000 160,000 65,000 30,000 150,000 15,000 9,000 52,000 481,000 15,000 15,000 13,000 43,000 1,374,020

CAPITAL IMPROVEMENT FUND PROJECT DETAIL

Object No. 5514

2017 Budget

Item Machinery and Rolling S tock: Inspections - Replacement Vehicle Police - Replacement Investigation M inivan Police - Replacement SWAT Trailer Police - New AWD Utility Squad Fire - Replacement Pumper Truck Fire - Replacement SUV Squad Streets - Three Replacement 7 yd Dump Trucks Streets - Replacement Wheel Loader Streets - Replacement 3 yd Dump Truck Streets - Replacement Pothole Patcher Streets - Replacement Skidsteer Track Loader Parks - Three Replacement M owers Parks - Replacement Skid Loader - Tracked Forestry Parks - Replacement Tractor with Cab Parks - Replacement M ower - 6 ft Zero Turn Parks - Replacement Plow - 12 ft Parks - Two Replacement Skid Loaders Parks - Replacement Aerator Parks - Two New Utility 4-Wheel Parks - New Propane Powered Zamboni Parks - New Dump Trailer Parks - New Zamboni Trailer Parks - New Debris Blower S ubtotal Total Capital Improvement Fund

22,500 39,700 11,000 60,600 700,000 54,000 636,000 166,050 94,000 95,000 5,000 168,900 51,530 37,000 19,500 12,800 11,000 8,150 38,000 20,000 16,000 15,000 8,000 2,289,730 $

112

3,663,750

COMMUNITY INVESTMENT FUND OPERATING BUDGET - 2017

Effective 2016, the Closed Debt Service Fund has been renamed the Community Investment Fund. While the name of the fund is new, the fund’s objective remains unchanged. The Community Investment Fund accounts for residual surpluses of matured or called debt service funds. Expenditures of this fund are for projects that have City-wide benefit. This fund may also be used for internal loans between funds. The estimated transfer of $4,350,000 in 2016 represents the residual equity transfer from the debt service fund associated with the 2001 Public Facilities Authority Note for the Tamarack Interchange Construction Project. The estimated transfer for 2017 represents the residual equity transfer from the debt service fund associated with the 2006C Improvement Bonds. It is proposed that the 2006C Improvement Bonds be called at the February 1, 2017 call date since there is sufficient fund balance to retire the outstanding debt. As outlined in the adopted 2017 – 2021 Capital Improvement Plan, the Community Investment Fund is proposed to receive internal loan payments from the BSC Enterprise Fund. For 2017, a payment of $25,000 is budgeted for the no interest internal loan for the restaurant shell space and $140,955 for the four year internal loan at 1 percent interest. The four year 1 percent internal loan was used to prepay the 2005C Bond Issue with a resulting $42,785 interest savings to BSC over four years. New for this 2017 budget and outlined in the 2017 – 2021 Capital Improvement Plan is a proposal to call the BSC Enterprise Fund 2009C G.O. Equipment Certificates at the February 1, 2017 call date. The Community Investment Fund would provide a $415,000 internal loan at a 0.65% interest rate for two years to the BSC Enterprise Fund. This proposed call results in a $14,290 interest savings. From an expenditure perspective, the 2017 budget proposes $210,000 in professional services for the Central Park Project and a funding transfer of $562,500 to the Eagle Valley Golf Course Enterprise Fund for 50 percent of the cost of the irrigation system replacement in 2017/2018.

113

COMMUNITY INVESTMENT FUND OPERATING BUDGET - 2017 BUDGET SUMMARY – FUND NUMBER 420:

Object No.

2013 Actual

2014 Actual

2016 Adjusted Budget

2015 Actual

2017 Budget

Beginning Fund Balance (excludes inter-fund loans receivable balance) $ 2,179,954

$ 2,253,714

$

753,619

$

656,308

$ 5,386,563

Revenues: 4379

Unrealized Gains/Losses on Investments

4381

Investment Earnings

4384

Loan Repayment - Interest Lions Veterans M emorial Special Assessments

4428

Equity Transfer In - Debt Service Funds

4430

Loan Repayment - Principal Bielenberg Sports Center Fund Lions Veterans M emorial Total Revenue

(25,839)

16,178

14,555

15,174

862

204

133,044

147,923

(707)

-

-

10,362

8,200

60,000

-

-

-

67,922

206,100

78,500

-

-

329,112

4,350,000

64,000

-

-

25,000

165,955

165,955

26,138

21,796

26,000

148,760

201,275

457,689

4,730,255

368,455

Expenditures: 5301

Professional Services

-

-

5,000

-

5301

Professional Services - Central Park Project

-

-

-

-

5701

Transfer Out - Debt Service Funds

-

5701

Transfer Out - Eagle Valley Golf Course Fund Total Expenditures

75,000

210,000

-

-

-

1,201,370

-

-

562,500

-

75,000

1,201,370

5,000

-

772,500

500,000

550,000

-

415,000

Other: Internal Loan to Bielenberg Sports Center Fund Ending Fund Balance

$ 2,253,714

114

$

753,619

$

656,308

$ 5,386,563

$ 4,567,518

CITY OF WOODBURY ENTERPRISE FUNDS Included in this section are the following: Enterprise Funds: - Water and Sewer Utility Fund - Storm Water Utility Fund - Street Lighting Utility Fund - Bielenberg Sports Center Ice Arena / Field House Fund - Eagle Valley Golf Course Fund

WATER AND SEWER UTILITY FUND OPERATING BUDGET – 2017 BUDGET SUMMARY: Current Financial Resources - January 1, 2017

$ 14,580,000

Projected Revenue: Payments from Utility Customers Water Revenue

$

Sewer Revenue

3,910,000 6,520,000

M N Testing Fee

140,500

Water M eter Sales

84,920

Penalties on Late Utility Payments

258,060

Total from Customers

10,913,480

Investment Earnings

156,600

Other Revenue

107,410

Total Revenue

11,177,490

Projected Expenses: Salary & Benefits

1,784,304

Operating Expenses

6,617,620

Capital Outlay

2,251,800

Transfers Out

2,138,910

Total Expenses

12,792,634

Current Financial Resources - December 31, 2017

$ 12,964,856

116

WATER AND SEWER UTILITY FUND REVENUE COMPARISON 2014-2017

2015 Actuals

2014 Actuals Water Meter Sales 1.0%

Penalties 2.6%

Investment Earnings 3.6%

MN Testing Fee 1.4%

Water Meter Sales 0.9%

Miscellaneous/ Transfers 1.3%

Water Sales 33.0%

Water Sales 33.5%

Penalties 2.3%

2017 Budget Investment Earnings 1.6%

MN Testing Fee 1.3%

Water Meter Sales 0.8%

Miscellaneous/ Transfers 1.9%

Penalties 2.3%

MN Testing Fee 1.3%

Water Sales 35.3%

Investment Earnings 1.4% Miscellaneous/ Transfers 1.0% Water Sales 34.9%

Sewer Sales 58.3%

Sewer Sales 56.8%

Total

Transfers 1.2%

Sewer Sales 58.6%

2016 Adjusted Budget

2014 Actuals Water Sales Sewer Sales MN Testing Fee Water Meter Sales Penalties Investment Earnings Miscellaneous/Transfers

Investment Earnings 2.0% Miscellaneous/

MN Testing Fee 1.4%

Sewer Sales 57.1%

Water Meter Sales 0.8%

Penalties 2.4%

33.0% 57.1% 1.4% 1.0% 2.6% 3.6% 1.3% 100.0%

2015 Actuals Water Sales Sewer Sales MN Testing Fee Water Meter Sales Penalties Investment Earnings Miscellaneous/Transfers Total

2016 Adjusted Budget Water Sales Sewer Sales MN Testing Fee Water Meter Sales Penalties Investment Earnings Miscellaneous/Transfers

33.5% 58.6% 1.4% 0.9% 2.4% 2.0% 1.2% 100.0%

Total

117

35.3% 56.8% 1.3% 0.8% 2.3% 1.6% 1.9% 100.0%

2017 Budget Water Sales Sewer Sales MN Testing Fee Water Meter Sales Penalties Investment Earnings Miscellaneous/Transfers Total

34.9% 58.3% 1.3% 0.8% 2.3% 1.4% 1.0% 100.0%

WATER AND SEWER UTILITY FUND EXPENDITURES COMPARISON 2014-2017

2015 Actuals

2014 Actuals Transfers-Out 14.9%

Transfers-Out 11.8%

Personal Services 18.4%

Capital Outlay 2.9%

Personal Services 16.2%

Capital Outlay 16.2%

Operating Services 20.8%

Operating Services 23.0%

MCES Wastewater 40.8%

MCES Wastewater 35.0%

2016 Adjusted Budget

2017 Budget

Transfers-Out 10.6%

Personal Services 15.7%

Transfers-Out 16.7%

Personal Services 14.0%

Capital Outlay 18.8%

Capital Outlay 17.6%

Operating Services 20.5%

MCES Wastewater 34.4%

2014 Actuals Personal Services Operating Services MCES Wastewater Capital Outlay Transfers-Out Total

Operating Services 18.8%

MCES Wastewater 32.9%

18.4% 23.0% 40.8% 2.9% 14.9% 100.0%

2015 Actuals Personal Services Operating Services MCES Wastewater Capital Outlay Transfers-Out Total

2016 Adjusted Budget Personal Services Operating Services MCES Wastewater Capital Outlay Transfers-Out

16.2% 20.8% 35.0% 16.2% 11.8% 100.0%

Total

118

15.7% 20.5% 34.4% 18.8% 10.6% 100.0%

2017 Budget Personal Services Operating Services MCES Wastewater Capital Outlay Transfers-Out Total

14.0% 18.8% 32.9% 17.6% 16.7% 100.0%

WATER AND SEWER UTILITY FUND OPERATING BUDGET – 2017

OPERATING REVENUES: 2016 Object

2013

2014

2015

Adjusted

2017

Actual

Actual

Actual

Budget

Budget

No.

Item

4401

Water Revenue

$ 3,841,355

$ 3,185,282

$ 3,219,719

$ 3,880,000

4404

Sewer Revenue

5,583,739

5,507,291

5,625,425

6,250,000

6,520,000

4408

M N Testing Fee

133,183

135,639

137,808

138,800

140,500

4400

Water M eter Sales

84,627

95,450

89,426

93,280

84,920

264,147

249,954

225,001

253,000

258,060

9,907,051

9,173,616

9,297,379

10,615,080

10,913,480

4389:4402 Penalties

Total Operation Revenue

3,910,000

4379

Unrealized Gains/Losses on Investments

(285,439)

177,843

(14,254)

4381

Investment Earnings

160,790

166,811

208,853

170,400

156,600

Other Revenue

107,588

122,369

114,111

210,299

107,410

(17,061)

467,023

308,710

380,699

264,010

$ 9,640,639

$ 9,606,089

$ 10,995,779

$ 11,177,490

Total Other Revenue Total Fund Revenue

$ 9,889,990

119

-

$

-

WATER AND SEWER UTILITY FUND OPERATING BUDGET – 2017 WATER

DEPARTMENT: Engineering and Public Works DIVISION/BUDGET GROUP: Water Utility PROGRAM DESCRIPTION: The mission of the Utility Division is: to provide safe, reliable sanitary sewer and potable water systems to the community. This is accomplished through the pride and dedication of highly trained, professional personnel. The Water Utility Division is funded through charges to Woodbury property owners connected to the City’s potable water system. These funds are used for the maintenance, operation and management of the City’s water supply, storage, and distribution system. These funds also finance potable water system planning studies, such as the Wellhead Protection Program, groundwater monitoring and well field studies. The water system includes wells, storage facilities, distribution lines, valves and fire hydrants. This budget also finances activities required by the Safe Drinking Water Act (SDWA), the Minnesota Department of Health (MDH) and the Minnesota Department of Natural Resources (DNR). Activities and requirements include water quality testing, providing an annual Water Quality Report, studies and reporting pumping and water usage. MISSION CRITICAL / HIGH IMPACT DELIVERABLES:  

Inspect, maintain and repair water system Provide great customer service

OBJECTIVES TO BE ACCOMPLISHED:     

Complete the rehabilitation of one well. Evaluate and implement water conservation programs including design and implementation of City-wide commercial and HOA irrigation retrofit program Increase security at water storage locations to protect water system Complete SCADA system replacement Implement meter replacement program

LONG-TERM OBJECTIVES:   

Complete the Supervisory Control and Data Acquisition (SCADA) system design and replacement project to improve reliability and functionality. Scheduled completion 2018. Complete lift station rehabilitation projects 2017 to ensure and improve reliability and safety. Implement and maintain a meter replacement program to ensure accuracy of water sold and maintain aging infrastructure.

BUDGET HIGHLIGHTS: 

5308 Professional Services: Water Conservation ($80,000) – Pilot and City-wide programs to adequately evaluate impact of technology on irrigation water usage and reduce irrigation water use. Pilot and Citywide programs to include commercial, single family private, multi-family, and education initiatives. These efforts are in line with the City’s goal of strive towards flat water use through 2030.



5372 Residential water meter replacement program ($237,900) – Water Meter Replacement: The City completed an AMI study in 2016. The finding of the study suggests that the City would gain minimal benefit from a City wide AMI system at this time. An AMI system would have resulted in City wide meter replacement. Over 4,000 residential meters in excess of 25 years old have been identified in the City. Within the next five years an additional 7,000 meters will age to in excess of 20 years. Average life expectancy of a water meter is 14 to 16 years. A multi-year meter replacement program is proposed to address the aging meter infrastructure.

120

WATER AND SEWER UTILITY FUND OPERATING BUDGET – 2017 WATER 

5514 Machinery and Equipment: SCADA System Replacement ($725,000) – As a result of the November 2013 high pressure water incident the City hired a third party consultant to review the existing SCADA system components and hardware. The final report recommends the City replace radios and most programmable logic controllers. This project was included in the City’s 2017 – 2021 Capital Improvement Plan. The City is currently under contract with the project consultant and designing the system.



The City’s irrigation water charges for residential, apartments, institutional, commercial and industrial per 1,000 gallons will increase from $2.11 to $2.32 per 1,000 gallons effective January 1, 2017. No other water rate increases are budgeted.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES: 2017 Position

Budget

S alaries - Regular: Water & Sewer Superintendent

0.50

Water & Sewer Assistant Supervisor

0.50

GIS / IT Technician

0.50

Public Service Worker - Lead

0.50

Public Service Worker

6.00

Utility Billing Technician

1.00

S ubtotal

9.00

S alaries - Part-time: M eter Readers

0.75

Seasonal

1.22 S ubtotal

1.97

Total S alaries

10.97

121

WATER AND SEWER UTILITY FUND OPERATING BUDGET – 2017 WATER PERFORMANCE MEASUREMENTS:

Efficiency Measure: Water Quality: 1) Water system complaints 2)

Safe drinking water standards met?

5 Year 2011 63

2012 66

2013 157

2014 153

2015 53

Yes

Yes

Yes

Yes

Yes

0

0

0

0

0

0

90

107

96

83

83

92

3,029 17.5%

2,755 -9.0%

2,398 -13.0%

2,420 0.9%

11

15

30

29

16

20

2.19

2.75

4.14

3.58

1.17

2.77

84

324

268

120

68

173

$7,693

$6,026

$6,731

$5,881

$5,600

$6,386

(21.7%)

11.7%

(12.6%)

(4.8%)

6

6

6

6

6

6

17

17

17

18

18

17

285

289

293

298

300

293

100%

100%

100%

100%

100%

100%

Water Use: 3) Number of days on elevated water restrictions 4)

Residential per capita water usage, gallons per day

5)

Number of gallons pumped (millions) % Change from Prior Fiscal Year

Water Infrastructure: 6) Number of watermain breaks / leaks 7)

Average length of time per service disruption (hours)

8)

Number of water connections affected by service disruptions due to repairs

9)

Total average cost of operations, maintenance and, repair per mile of water main % Change from Prior Fiscal Year

2,578

10) Number of water storage sites 11) Number of wells 12) Number of miles of water main Meter Reading: 13) Percentage of months all residential meters were read per cycle by the 25th of the month 14) Average cost per 100 meters read (residential)

$76.35

$70.59

$80.11

$79.51

$66.42

15) Average cost per 100 meters read (commercial)

$71.66

$72.19

$83.00

$57.17

$47.02

122

Average 98

2,636

$74.60 $66.21

WATER AND SEWER UTILITY FUND OPERATING BUDGET – 2017 WATER OPERATING BUDGET – FUND NUMBER 501-075: 2016 Object 2013 2014 2015 Adjusted No. Item Actual Actual Actual Budget Personal S ervices: 5102 Salaries-Regular $ 501,537 $ 524,666 $ 524,054 $ 573,708 5111 Salaries-Overtime 28,831 27,696 27,024 31,423 5115 Salaries-Part-time 41,066 39,608 43,767 55,157 5141 F.I.C.A. 41,278 42,497 42,927 50,532 5142 P.E.R.A. 39,605 41,348 42,555 46,933 5151 Health Insurance 92,546 98,364 96,095 106,997 5153 Dental Insurance 5,102 5,354 5,324 5,670 5154 Workers Compensation 18,023 19,824 21,995 26,357 5156 Unemployment Compensation 1,386 2,287 2,386 5159 Change in Compensated Absences (201) 8,704 (8,958) 11,500 5165 Labor Reimbursement 4,895 3,550 7,180 S ubtotal 774,068 813,898 804,349 908,277 Operating Expenses: 5201 Office Supplies 773 1,888 540 1,000 5203 Office Supplies-Printed Forms 970 300 74 1,000 5211 Operating Supplies 124,010 97,302 100,381 117,250 5215 Operating Supplies-Uniform 4,127 6,578 4,744 6,126 5217 Operating Supplies-Hand Tools 8,437 28,937 14,633 9,000 5220 Operating Supplies-Small Equipment 5,002 17,678 9,537 8,325 5222 Cost of Goods Sold - Water M eters 72,641 84,156 76,616 84,800 5301 Professional Services-General 230,319 214,356 237,679 220,750 5303 Professional Services-Engineer 275 6,677 38,386 17,500 5305 Professional Services-Legal 1,500 5306 Professional Services-Hiring 1,030 589 2,350 1,000 5307 Professional Services-Auditing 5,000 5,000 5,000 5,000 5308 Professional Services-Studies 98,623 207,304 211,509 324,414 5311 Telephone 8,370 8,936 8,967 10,680 5313 Postage 22,417 22,162 22,867 24,500 5321 Use of Personal Auto 13 76 500 5335 Credit Card Service Fees 4,454 7,003 8,776 9,500 5353 Insurance 18,715 29,775 36,518 37,054 5355 Claim Losses 7,399 5361 Utilities-Electric 600,131 544,576 563,796 580,000 5362 Utilities-Gas 240 600 5365 Utilities-Waste Removal 870 1,082 1,388 1,500 5366 Electric Interim Rate Refund (27,556) (10,993) (11,722) 5367 Water/Sewer Utilties - Other Government Agency 1,543 5371 Repair & M aintenance-Buildings & Structure 26,829 26,025 84,958 75,450 5372 Water M eter Replacements and Accessories 67,872 63,367 85,922 28,150 5374 Repair & M aintenance-Office Equipment 2,738 5,907 4,413 14,000 5375 Repair & M aintenance-Vehicle & Equipment 524 2,907 528 2,800 5378 Repair & M aintenance-Grounds 4,596 13,358 4,364 8,000 5385 Fleet Services Reimbursements 48,113 37,818 31,921 52,745 5392 Rental 184 1,000 5402 Dues & Subscriptions 6,554 6,210 6,428 7,612 5404 Technology Support & Services 51,595 54,483 58,617 59,000 5405 Travel & Training 10,113 8,420 4,618 9,850 5425 Contractual Services 256,428 210,755 100,912 164,485 5433 Small Balance Write Off -