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Home My WebLink About2012 Approved BudgetCity of AW,MMOM6, 1■111111G71J LCL9 %J IJri 2012 Budget and 10 Capital Improvement Plan 2012 Budget 2012 -2032 Capital Improvement Plan Adopted December 12, 2011 Prepared by the Department of Finance City of Roseville — 2012 Budget Table of Contents Page Letterof Transmittal ....................................................................................... ............................... I Section 1— Executive Summary BudgetSummary ............................................................................................. ..............................4 Scheduleof Funding Sources ........................................................................... ..............................8 TaxLevy and Tax Impact ............................................................................... .............................10 TaxLevy Benchmarks .................................................................................... .............................12 Overview of Financial Structure ..................................................................... .............................15 Summary of Financial Trends ......................................................................... .............................16 Schedule of Elected and Appointed Officials ................................................. .............................25 OrganizationalChart ....................................................................................... .............................26 BudgetProcess Overview ............................................................................... .............................27 Summary of Departmental Full -time Equivalent Employees ......................... .............................28 BudgetPresentation Award ............................................................................ .............................29 Section 2 — Program Budgets Department and Program Budget Summaries ................................................. .............................30 Section 3 — Strategic Plans DebtManagement Plan ................................................................................... .............................77 CapitalImprovement Plan .............................................................................. .............................79 FinancialPlan .................................................................................................. .............................82 PerformanceMeasures .................................................................................... .............................89 Appendix A Mission Statement and Summary of Fiscal, Budget, and Administrative Polices .......................98 Appendix B Overview of Legal Budgeting Requirements, Budget Process, and Description of Funds .......125 Appendix C SupplementalInformation ............................................................................ .............................13 7 Appendix D Glossary.......................................................................... ............................... ............................142 City of Roseville — 2012 Budget Letter of Transmittal December 12, 2011 To the Mayor and City Council, Enclosed is the 2012 City Budget as prepared by City Staff, in accordance with City Council direction. The 2012 Budget culminates nearly a year's worth of planning, evaluation, and input from the City Council, advisory commissions, citizens and staff. Great effort has been taken to ensure that the City's core services are funded in a manner that preserves the greatest value to the community. In addition, steps have been taken to account for the changing trends and impacts that will affect both next year's and future year's budgets. For 2012, the City continued its priority -based budgeting approach that is designed to better equate service levels with spending decisions. This process was also designed to reflect employee time spent analyses and give greater transparency on where financial resources are allocated. In addition, it ensured that the programs and services that were more highly desired by the community received sufficient funding. This process included over a two dozen public meetings held for the purposes of soliciting input and to gauge citizen reaction to proposed service offerings. It also included a Citizen Survey that was used to determine citizen priorities and program expectations. The level of public participation opportunities during the budgeting process was significantly more than in previous years — a specific objective outlined in the City's Imagine Roseville 2025 (IR2025) long -term visioning process. For 2012, the City projects a stabilization of city revenues including interest earnings and other non -tax revenues that support the City's Police, Fire, Public Works, and Parks & Recreation functions. Some of these revenue sources had been stagnant or intermittent during the past few years. A small property tax levy increase was enacted to strengthen the City's vehicle and equipment replacement programs which lacked the necessary resources to replace capital assets at the optimal time. Despite this increase, Roseville residents still pay less for city services than most peer cities and as a percentage of household income, residents pay less than they did a decade ago. Despite an overall strengthening in the City's financial condition, the City expects to face a number of financial challenges for 2012 and beyond. They include: ❑ Maintaining a competitive employee compensation and benefit package ❑ Continuing to strengthen the City's asset replacement funding mechanisms ❑ Establishing on -going funding to implement the recommendations set forth in the Imagine Roseville 2025 process All of these impacts have been on -going for the past several years. Each of these impacts is addressed in greater detail below. City of Roseville — 2012 Budget In an effort to attract and retain high - performing employees, the City makes great effort to ensure that the City's compensation and benefit package is commensurate with peer communities. Many employee positions are at comparable levels, but a number remain below the marketplace. The City budgeted for a 1% employee cost -of- living adjustment (COLA) in 2012. For 2012, the City made significant strides in strengthening its asset replacement funding mechanisms; especially with regard to vehicles, equipment, general facilities, and utility infrastructure. Funding for these asset categories are near sustainable levels and should only require inflationary -type increases in the future. Additional efforts will be needed to strengthen the City's streets, pathways, and information technology assets. Beginning in 2012, the City will also initiate a 5 -year Parks Renewal Program that will systematically replace much of the City's park system assets that were constructed in the 1970's, and 80's. The 5 -year Program will entail an investment of approximately $19 million. The 2012 Budget attempts to continue incorporating the goals and strategies that were identified in the IR2025 visioning process completed in 2007. This process resulted in the citizen recommendation of the following goals: 1) Roseville is a welcoming community that appreciates differences and fosters diversity 2) Roseville is a desirable place to live, work, and play 3) Roseville has a strong and inclusive sense of community 4) Roseville residents are invested in their community 5) Roseville is a safe community 6) Roseville housing meets community needs 7) Roseville is an environmentally healthy community 8) Roseville has world- renowned parks, open space, and multi - generational recreation programs and facilities 9) Roseville supports the health and wellness of community members 10) Roseville supports high quality, lifelong learning 11) Roseville has a comprehensive, safe, efficient, and reliable transportation system 12) Roseville has well- maintained, efficient, and cost - effective public infrastructure 13) Roseville has technology that gives us a competitive advantage 14) Roseville has a growing, diverse, and stable revenue base 15) Roseville responsibly funds programs, services, and infrastructure to meet long -term needs During the past few years, the City has achieved some short term objectives outlined in the IR2025 process. In early 2012, the City Council is expected to develop an action plan to achieve longer -range goals. However, given current economic conditions future appropriations for IR2025 initiatives will be especially challenging. It does however, remain an important guideline for determining services and service levels. Finally, the 2012 Budget reflects the adopted budget and financial policies that help guide budgeting and spending decisions. These policies are affirmed each year and can be found in Appendix A of this document. 0) City of Roseville — 2012 Budget This budget document summarizes the 2012 Budget for all City programs and services. The information is presented in three sections. Section 1 — Executive Summary features a summary of the budget, funding sources, tax levy and tax impact, and a summary of financial trends. The purpose of this section is to provide a broad overview of city operations as a whole. Section 2 — Program Budgets Includes a summary of each major city program or division including goals and objectives, prior year accomplishments, and budget impact items. The purpose of this section is to provide a quick overview of the individual programs and services provided by the City. Section 3 — Strategic Financial Plans presents information regarding the City's Debt Management Plan, 20 -year Capital Improvement Plan (CIP), and a 10 -Year Financial Plan which play an integral part in the City's long -term financial planning as well as subsequent year's budget. It also contains a summary of the City's performance measures that have been developed. The appendices include supporting documentation that is designed to provide the reader with a greater understanding of the role the budget takes in the City's operations, along with some supplemental demographic and statistical information. The remaining portions of this budget document provide greater detail on the funding sources and uses. We sincerely hope that all interested parties will find this document useful in evaluating the City's programs and services. Supplemental information can also be obtained from the City's Finance Department. We would like to express our thanks to all City Staff for their hard work and cooperation in preparing this budget. We would also like to express our appreciation for the guidance and direction provided by the City Council over the past year. Finally, it is an honor to serve the citizens of Roseville, whose trust and support are essential in fulfilling the promises embedded in this budget. Respectfully submitted, William J. Malinen City Manager Christopher K. Miller Finance Director 3 City of Roseville — 2012 Budget 2012 Budget Summary The 2012 Budget is $41,449,754, an increase of $2,213,319 or 5.6 %. The combined budget for the tax - supported funds is $19,417,560, an increase of $485,691 or 2.6 %. The following graph and table provides a summary of the budget by major program or function. 2012 Budget by Function General Government E3 Police ❑ Fire Public Works IM Parks & Recreation ❑ Community Development Special Purpose 0 Capital (non- operating) M Enterprise Operations Debt Service ❑ TIF ❑ Trust Operations General Government includes activities related to City Council and Commissions, elections, legal, general administration, finance, and central services. General government expenditures are expected to decrease slightly due to a reduction in monies set aside for diseased and hazardous tree removal as well as insurance costs. This will be somewhat offset by a 1% cost -of- living adjustment for employees. Police and Fire includes the costs associated with providing police and fire protection. Police and Fire expenditures are expected to decrease due to the removal of vehicle depreciation charges from the operating budget. Vehicle replacements are now funded separately. The City also expects lower costs related to the Fire Relief Pension contribution requirement. These reductions will be offset by higher dispatch and radio contract support costs as well as a 1% cost -of- living adjustment for employees. 11 $ Increase % Increase Pro,ram or Function 2011 2012 Decrease Decrease General Government $ 210661545 $ 119961216 $ (70,329) -3.4% Police 6,226,3 50 611261277 (100,073) -1.6% Fire 210411175 118161766 (224,409) -11.0% Public Works 218111925 214721438 (339,487) -12.1% Parks & Recreation 218611269 219151443 541174 1.9% Community Development 110971324 110511535 (45,789) -4.2% Special Purpose 317491060 318761152 1271092 3.4% Capital (non- operating) 212701000 415111000 212411000 98.7% Enterprise Operations 1411181287 1416891427 5711140 4.0% Debt Service 114901000 114901000 - 0.0% TIF 5001000 5001000 - 0.0% Trust Operations 41500 41500 - 0.0% Total $ 3912361435 $ 4114491754 $ 212131319 5.6% General Government includes activities related to City Council and Commissions, elections, legal, general administration, finance, and central services. General government expenditures are expected to decrease slightly due to a reduction in monies set aside for diseased and hazardous tree removal as well as insurance costs. This will be somewhat offset by a 1% cost -of- living adjustment for employees. Police and Fire includes the costs associated with providing police and fire protection. Police and Fire expenditures are expected to decrease due to the removal of vehicle depreciation charges from the operating budget. Vehicle replacements are now funded separately. The City also expects lower costs related to the Fire Relief Pension contribution requirement. These reductions will be offset by higher dispatch and radio contract support costs as well as a 1% cost -of- living adjustment for employees. 11 City of Roseville — 2012 Budget Public Works includes engineering, street maintenance, street lighting, fleet maintenance, and building maintenance functions. Expenditures are expected to decrease due to the removal of vehicle depreciation charges from the operating budget. Vehicle replacements are now funded separately. The City also expects lower street lighting and building maintenance costs. These reductions will be offset by a 1% cost -of- living adjustment for employees. Parks and Recreation includes recreation administration and programs, leisure activities, and the Skating Center operation. Increased program - related costs are expected in 2012; however they will be offset by higher program revenues. A portion of the added costs will be the result of a 1% cost -of- living adjustment for employees. Community Development includes planning and economic development, code enforcement, and geographic information systems. Expenditures are expected to decrease due to a reduction in staffing. This will be partially offset by a 1% cost -of- living adjustment for employees. Special Purpose functions include information technology, communications, license center, lawful gambling enforcement, and parks maintenance. Staffing increases in the IT function along with a 1% cost -of- living adjustment for employees will result in higher costs for these functions. Capital Outlay includes scheduled replacement purchases of vehicles and equipment (non - operating budgets), as well as general infrastructure improvements. A significant increase is expected due to the reflection of having all vehicle and equipment replacements under this category. Previously they were reported under other operating budgets. Enterprise Operations includes water, sanitary sewer, storm drainage, solid waste recycling, and the municipal golf course. Added contractual service costs will result in added pressure on these operating budgets. This includes a projected 4.0% increase in costs related to the purchase of wholesale water from St. Paul, and a 4.5% increase in wastewater treatment costs through the Metropolitan Council Environmental Services (MCES) Division. Debt Service includes the principal and interest paid on bonds used to finance infrastructure and facility improvement projects. No change is expected for 2012. TIF Pay -as- you -Go refers to tax increment paid to developers as specified in Tax Increment Financing (TIF) agreements between the City and various developers. No change is expected for 2012. Trust Operations includes funds set aside to maintain a City -owned Cemetery. 5 City of Roseville — 2012 Budget The following graph and table provides a summary of the budget by major expense category. 2012 Budget by Category k s ❑ Personal Services ■ Supplies & Materials ❑ Other services & charges ❑ Capital outlay ■ Debt service ❑ TIF Personal Services includes the wage, benefit, and insurance costs of employees. For 2012, the City eliminated a few employee positions that had been vacant. This reduction will be partially offset by a 1% cost -of- living adjustment for employees. Supplies and Materials include office supplies, motor fuel and vehicle supplies, clothing and protective gear, street repair materials, and salt /sand purchases. A slight increase in funding was appropriated for added fuel costs. Other Services and Charges include professional services, contractual maintenance and repair, utilities, memberships, interfund charges, and training and conferences. It also includes the costs attributable to the purchase of water from the City of St. Paul and wastewater treatment costs paid to the Met Council. The City is expecting a 4.0% increase in rates paid to St. Paul and the Met Council for these services. Capital Outlay includes both new and scheduled replacement purchases of vehicles and equipment, water meters, and infrastructure improvements. A significant increase is expected due to the reflection of having all vehicle and equipment replacements under this category. Previously they were reported under other operating budgets. Debt Service includes the principal and interest paid on bonds used to finance infrastructure and facility improvement projects. No change is expected in 2012. Co $ Increase % Increase Expense Category 2011 2012 Decrease Decrease Personal Services 1610481733 1519801084 $ (68,649) -0.4% Supplies & Materials 113521461 113771811 251350 1.9% Other services & charges 1611971572 18,13 8,985 119411413 12.0% Capital outlay 316471668 319621874 3151206 8.6% Debt service 114901000 114901000 - 0.0% TIF 5001000 5001000 - 0.0% Total $ 3912361434 $ 4114491754 $ 212131320 5.6% Personal Services includes the wage, benefit, and insurance costs of employees. For 2012, the City eliminated a few employee positions that had been vacant. This reduction will be partially offset by a 1% cost -of- living adjustment for employees. Supplies and Materials include office supplies, motor fuel and vehicle supplies, clothing and protective gear, street repair materials, and salt /sand purchases. A slight increase in funding was appropriated for added fuel costs. Other Services and Charges include professional services, contractual maintenance and repair, utilities, memberships, interfund charges, and training and conferences. It also includes the costs attributable to the purchase of water from the City of St. Paul and wastewater treatment costs paid to the Met Council. The City is expecting a 4.0% increase in rates paid to St. Paul and the Met Council for these services. Capital Outlay includes both new and scheduled replacement purchases of vehicles and equipment, water meters, and infrastructure improvements. A significant increase is expected due to the reflection of having all vehicle and equipment replacements under this category. Previously they were reported under other operating budgets. Debt Service includes the principal and interest paid on bonds used to finance infrastructure and facility improvement projects. No change is expected in 2012. Co City of Roseville — 2012 Budget TIF Pay -as- you -Go refers to tax increment paid to developers as specified in Tax Increment Financing (TIF) agreements between the City and various developers. No change is expected in 2012. 7 City of Roseville — 2012 Budget Budget Funding Sources The following graph and table summarizes the funding sources for the Budget. Property Taxes * Licenses & Permits Interest Earnings 2012 Funding Sources Special Assessments Charges for Services Other Revenues Intergovernmental Court Fines Use of Reserves * * * 2011 amount has been reduced by $475,000 to reflect the expected loss of state aid. * * Represents planned spending from capital replacement funds Property Taxes include taxes levied against taxable property. The increase in property taxes is lower than depicted due to the reduction of the State Market Value Homestead Credit Aid shown in 2011. The actual increase in collected property taxes is only $259,250 or 1.8 %. Special Assessments include assessments levied against benefiting properties for various infrastructure improvements. No change is expected in 2012. Intergovernmental Revenues include MSA state aids ($1,050,000), police, fire, and street maintenance aid ($900,000) and monies received under joint powers agreements ($775,000). The increase is expected due to added revenues from Joint Powers Agreements related to the City's IT support functions. 611 $ Increase % Increase Fundin, Source 2011 2012 Decrease Decrease Property Taxes * $ 1412281044 $ 1419621294 $ 7341250 5.2% Special Assessments 1501000 1501000 - 0.0% Intergovernmental 216861584 218561340 1691756 6.3% Licenses & Permits 214681049 214131224 (54,825) -2.2% Charges for Services 1414041570 1714171575 310131005 20.9% Court Fines 2151000 2201000 51000 2.3% Interest Earnings 8551000 8681498 131498 1.6% Other Revenues 113821531 114431167 601636 4.4% Use of Reserves ** 218461657 111181656 (11728,001) -60.7% Total $ 3912361435 $ 4114491754 $ 212131319 5.6% * 2011 amount has been reduced by $475,000 to reflect the expected loss of state aid. * * Represents planned spending from capital replacement funds Property Taxes include taxes levied against taxable property. The increase in property taxes is lower than depicted due to the reduction of the State Market Value Homestead Credit Aid shown in 2011. The actual increase in collected property taxes is only $259,250 or 1.8 %. Special Assessments include assessments levied against benefiting properties for various infrastructure improvements. No change is expected in 2012. Intergovernmental Revenues include MSA state aids ($1,050,000), police, fire, and street maintenance aid ($900,000) and monies received under joint powers agreements ($775,000). The increase is expected due to added revenues from Joint Powers Agreements related to the City's IT support functions. 611 City of Roseville — 2012 Budget Licenses & Permits include business licenses ($260,000), building - related permits and fees ($1,000,000), and licenses and fees collected at the License Center ($1,100,000). Business license fees and building permit fees are expected to remain fairly constant, however building permit revenues are expected to decline slightly. Charges for Services include administrative charges between funds ($930,000), wireless antenna lease revenues ($325,000), recreation program fees ($1,950,000), user charges for; water ($6,015,000), sanitary sewer ($3,990,000), storm drainage ($895,000), solid waste recycling fees ($435,000), and greens fees for the municipal golf course ($370,000). An increase is shown reflecting higher water and sewer fees. Fines & Forfeits include fines paid for traffic violations and criminal offenses occurring within the City limits. Minimal change is expected in 2012. Interest Earnings include investment earnings on cash reserves. Minimal change is expected in 2012. Other Revenues include tax increment ($500,000), lawful gambling taxes ($150,000), cable franchise fees ($335,000), and inter -fund transfers. Use of Reserves denotes the amount of reserves that is projected to be used to finance one -time capital replacements and other uses. A reduction of planned uses of reserves is expected in 2012. I City of Roseville — 2012 Budget Tax Levy, Tax Capacity, and Tax Impact The tax levy for 2012 is $14,962,294; an increase of $259,250 or 1.8 %. The increase in property taxes is dedicated to strengthening the City's vehicle and equipment replacement program. With the proposed tax levy and estimated changes in the City's tax base, an average - valued home of $215,000 would see an increase of $11 or 1.7% in their local property taxes. The following table summarizes the 2012 tax levy. The Citywide tax capacity represents the taxable property value within the City. It is determined by applying the State -wide property tax formula for each parcel, then adding each parcel's tax capacity. The citywide tax capacity is then applied to the proposed levy to determine the local tax rate. The citywide tax rate for 2011 and 2012 (estimated) is 29.3 09% and 31.041 % respectively. To determine an individual property's tax, the local tax rate is applied to the property's net tax capacity. For example, a $215,000 home has a tax capacity of 2,150 (215,000 multiplied by 1% - the Statewide tax formula for homestead property). This tax capacity figure is then multiplied by the local tax rate. 2,150 x.31041 = $667 In 2012 a $215,000 home will pay an estimated $667 in city taxes. A similar calculation for other property valuations is shown in the tables below. 10 $ Increase % Increase Fund / Proaram 2011 2012 Decrease Decrease General Fund Programs $ 1013391120 $ 918571699 $ (481,421) -4.7% General Fund - lost MVHC 4751000 - (475,000) - 100.0% General Vehicle Replacements - 7371000 7371000 0.0% General Equipment Replacements - 4521000 4521000 0.0% Parks & Recreation - Programs 9641319 110291175 641856 6.7% Parks & Recreation - Maintenance 9641605 9741420 91815 1.0% Park Improvements 1851000 401000 (145,000) -78.4% Pathways Maintenance 1501000 1501000 - 0.0% Boulevard Landscaping 601000 601000 - 0.0% Building Replacement Fund 251000 1221000 971000 388.0% IT Fund - Computer Replacement 501000 501000 - 0.0% Debt Service - Street Replacement 3101000 3101000 - 0.0% Debt Service - City Hall, PW 8251000 8251000 - 0.0% Debt Service - Ice Arena 3551000 3551000 - 0.0% Total Levy $ 14,703,044 $ 14,962,294 $ 259,250 1.8% The Citywide tax capacity represents the taxable property value within the City. It is determined by applying the State -wide property tax formula for each parcel, then adding each parcel's tax capacity. The citywide tax capacity is then applied to the proposed levy to determine the local tax rate. The citywide tax rate for 2011 and 2012 (estimated) is 29.3 09% and 31.041 % respectively. To determine an individual property's tax, the local tax rate is applied to the property's net tax capacity. For example, a $215,000 home has a tax capacity of 2,150 (215,000 multiplied by 1% - the Statewide tax formula for homestead property). This tax capacity figure is then multiplied by the local tax rate. 2,150 x.31041 = $667 In 2012 a $215,000 home will pay an estimated $667 in city taxes. A similar calculation for other property valuations is shown in the tables below. 10 City of Roseville — 2012 Budget The following table summarizes the estimated tax impact on residential homes, based on the 2012 tax levy and budget, estimates provided by Ramsey County, and assuming no increase in property valuation. * Note: Property valuations are determined by the Ramsey County Assessor's Office As shown above, an average - valued home of $215,000 would see an increase of $37 or 5.9 %, holding all other factors constant. However, most single - family homes in Roseville will experience a decline in value of 4 %. The following table summarizes the estimated tax impact on residential homes, based on the 2012 tax levy and budget, estimates provided by Ramsey County, and assuming a 4% decrease in property valuation — the typical change for 2012. $ Increase % Increase Value of Home 2011 2012 (Decreas e) $ Increase % Increase Value of Home 2011 2012 Decrease Decrease 1751000 513 543 30 5.91% 2001000 586 621 35 5.91% 2151000 630 667 37 5.91% 2501000 733 776 43 5.91% 2751000 806 854 48 5.91% * Note: Property valuations are determined by the Ramsey County Assessor's Office As shown above, an average - valued home of $215,000 would see an increase of $37 or 5.9 %, holding all other factors constant. However, most single - family homes in Roseville will experience a decline in value of 4 %. The following table summarizes the estimated tax impact on residential homes, based on the 2012 tax levy and budget, estimates provided by Ramsey County, and assuming a 4% decrease in property valuation — the typical change for 2012. $ Increase % Increase Value of Home 2011 2012 (Decreas e) (Decreas e) 1681)000 513 521 9 1.68% 192,000 586 596 10 1.68% 206,400 630 641 11 1.68% 2401000 733 745 12 1.68% 264,000 806 819 14 1.68% * Original value shown. 2012 Impact reflects a 4% valuation decrease. 111504 121184 The following table summarizes the estimated tax impact on commercial property, based on the 2012 tax levy and budget, estimates provided by Ramsey County, and assuming no increase in property valuation 11 $ Increase % Increase Value of Property 2011 2012 Decrease Decrease 2001000 953 11009 56 5.91% 3001000 11539 11630 91 5.91% 5001000 21711 21871 160 5.91% 110001000 51642 51975 334 5.91% 210001000 111504 121184 680 5.91% 11 City of Roseville — 2012 Budget Tax Levy Benchmarks The following graphs are presented to provide citizens with an understanding of where their property tax dollars are spent, and how current tax burdens compare to certain benchmarks. The majority of local tax monies provide funding for police & fire, public works, and parks and recreation services. This can be shown in the following graph which highlights tax spending for these services as compared to other governmental services. A 5 -year summary of the tax levy increases as compared to the local inflation rate is shown below. The local inflation rate represents the price increase for a typical household's purchases. 12 City of Roseville — 2012 Budget A similar comparison can be made using the Implicit Price Deflator (IPD) for state and local governments. The IPD measures the amounts paid for service inputs specific to governmental operations which oftentimes includes supplies, materials, or other costs that are unique and therefore less comparable to a household's purchase. A 5 -year summary of the tax levy increases as compared to the IPD is shown below. % Change in Tax Levy & IPD For the last 5 years, the increase in the tax levy has outpaced the inflation rate. This is largely the result of higher -than inflation personnel costs and other service inputs such as fuel and energy - related costs. In addition, the City has had to increase its levy to offset reductions in state -aid, interest earnings, and other non -tax revenues. However, as depicted in the second chart which incorporates the IPD, Roseville compares much more favorably to other local governments. Another benchmark that is oftentimes used is a comparison of local property taxes among comparable cities. Although the comparison somewhat masks local needs and preferences, it nonetheless provides a general picture of each City's tax burden. 2011 Local Property Taxes city * Brooklyn Center City Taxes $ 1,276 Richfield 1,226 Savage 1,077 Inver Grove Heights 973 Maplewood 871 Andover 859 Cottage Grove 850 Fridley 825 Oakdale 800 Shakopee 774 Shoreview 684 [Roseville 664 * For cities within the Twin Cities Metropolitan Area, serving populations between 25,000 — 45,000; and for a home valued at $235,000 13 City of Roseville — 2012 Budget As shown in the above table, Roseville has the lowest property tax burden amongst cities within the metro area that serve a population between 25,000 and 45,000. Even with the property tax levy increase of 1.8 %. Roseville would still remain the lowest taxed City for this comparison group. If an expanded comparison were made to include all cities in the metro area that serve a population in excess of 10,000, Roseville would have the 11th lowest taxes out of 62 cities. The tax burden on Roseville homeowners has consistently remained below the average for this peer group. This is summarized in the chart below. In 1995, Roseville's tax rate was 15% lower than the peer average. In 2000, Roseville's tax rate was 21% lower than the average. Today, we're 25% lower. 14 City of Roseville — 2012 Budget Overview of Financial Structure Like most governmental units, the City of Roseville operates under a financial structure that segregates programs and services within funds or functional units. This segregation is made to ensure that legally restricted funds are used in the manner in which they're prescribed, and to account for programs whose financial activities are tracked separately for management purposes. The table below outlines the financial relationship between the City's programs and services. Program City Council pe Governmental General Human Rights Governmental General Fire Relief Association Governmental General Administration Governmental General Elections Governmental General Legal Governmental General Finance Governmental General Central Services Governmental General General Insurance Governmental General Police — all divisions Governmental General Fire — all divisions Governmental General Public Works Administration Governmental General Streets & Street Lighting Governmental General General Building Maintenance Governmental General Central Garage Governmental General Recreation Programs Governmental Recreation Skating Center Governmental Recreation City Planning Governmental Community Development Economic Development Governmental Community Development Building Permits & Codes Governmental Community Development Geographic Information Systems Governmental Community Development Communications Governmental Communications Information Technology Governmental Information Technology License Center Governmental License Center Lawful Gambling Governmental Lawful Gambling Pathway & Parking Lot Maintenance Governmental Pathway Maintenance Park Maintenance Governmental Park Maintenance Park Improvements Governmental Park Improvement Recycling Proprietary Recycling Sanitary Sewer Proprietary Sanitary Sewer Water Proprietary Water Storm Drainage Proprietary Storm Drainage Golf Course Proprietary Golf Course 15 City of Roseville — 2012 Budget Summary of Financial Trends Governmental Funds The table below shows a 5 -year comparison of funding sources, uses, and changes in fund balance for all governmental funds. Governmental 2008 2009 2010 2011 2012 Funding Sources Actual Actual Actual Buffet Buffet Property Taxes $1214171024 $1215531187 $1516111387 $1412281044 $1419621294 Tax Increments 219561413 312881562 313251555 5001000 5001000 Special Assessments 4231053 115421127 5301263 1501000 1501000 Intergovernmental 114761064 218321876 215411246 216211584 217911340 Licenses & Permits 214091827 213611215 214561688 214681049 214131224 Charges for Services 314021802 317711316 310971871 311641505 311641068 Fines & Forfeits 2321250 1971556 1971556 2151000 2201000 Interest Earnings 113531641 6341035 6341035 6761000 7141498 Other Revenue 111951255 119691453 215581463 7531531 6751903 Total Sources 2518661329 2911501327 3019531064 2417761713 2515911327 Funding Uses General Government 412311362 411891210 119951536 210661545 119961216 Public Safety 715881822 713931069 811501166 812671525 719431043 Public Works 212551799 210821023 213611351 218111925 214721438 Parks & Recreation 316101862 315051680 316381237 318251874 319041863 Community Development 112301407 112251516 116781499 110971324 110511535 Special Purpose 219021212 212391476 215251664 217841455 218861732 Capital Outlay 210861139 214421829 313591509 212701000 415111000 Debt Service 113451430 114711650 116921205 114901000 114901000 TIF Pay -as- you -go 110791740 717471262 919121452 5001000 5001000 Trust Operations 41500 41500 41500 41500 41500 Total Uses 2613351273 3213011215 3513181119 2511181148 2617601327 Other Sources (Uses) Transfers in (out) - - 251000 - - Bond Proceeds (net) 215501000 111951355 - - - Sale of capital assets 491988 - 621978 - - Other 411874 1301174 - - - Total Other Sources (Uses) 216411862 113251529 871978 - - Excess of Funding Sources Over (Under) Funding Uses 211721918 (11825,359) (41277,077) (341,435) (111691000) Fund Balance - Jan 1 st 3215331268 3417061186 3218801827 2816031750 2812621315 Fund Balance - Dec 31 st $3417061186 $3218801827 $2816031750 $2812621315 $2710931315 16 City of Roseville — 2012 Budget Discussion Items From 2008 -2012, overall funding sources for the City's governmental fund operations have remained fairly stable with a few exceptions. Since 2008, the City has become more reliant on the property tax to fund current operations. This has resulted in large part due to the loss in Homestead Credit State -Aid reimbursement. This was an intended effect resulting from the State Legislature's decision to remove the homestead credit reimbursement to help finance the State's takeover of the general education (per pupil) funding. The City's reliance on the property tax also resulted from the decline in interest earnings and other non -tax revenue sources. For 2012, the increase in the tax levy was used to strengthen the City's vehicle and equipment replacement program. Property Tax Levy Over the next 5 years, it is expected that the City's tax levy will need to increase at levels that are above inflation. This will be necessary to offset expected increases in personnel - related costs and to continue improving the City's asset replacement funding mechanisms. The City expects to see stabilizing investment earnings over the next few years — albeit at lower levels than three or four years ago. While cash reserve levels are expected to remain relatively unchanged, long -term interest rates remain near low historical levels. Charges for Services also remain a significant revenue source for the City, accounting for approximately 12% of total Governmental Fund revenues. These revenues include; internal service charges from the General Fund to other general purpose functions, IT- related charges collected from joint partnerships, and recreation program fees. These revenues are expected to grow at inflationary -type levels in the future. They are depicted below. 17 City of Roseville — 2012 Budget Although some fluctuations have occurred, the City has generally maintained its license and permits revenues during the past 5 years and expects that to continue in 2012 and beyond. Building permit revenue is expected to remain fairly steady as several major redevelopment projects get underway in the City's Twin Lakes Redevelopment Area. The City's License Center operation is expected to remain stable at current levels. License and permit revenue is shown below. From 2008 -2012, the City continued to emphasize its core functions of public safety and public works. During this period, a substantial investment was made in police and fire information and communication systems including a new records management system and conversion to the 800mhz radio system. The public works area is realizing higher operating costs due to higher energy costs and service input costs such as fuel. It is expected that these costs will continue to increase in future budget years in order to maintain service levels. 18 City of Roseville — 2012 Budget The City's special purpose operations account for a variety of stand -alone functions including the City's License Center and Information Technology (IT) Support areas. As noted above, the License Center continues to experience relative stability despite a challenging economic environment. The IT area has seen substantial growth in recent years as the City has not only emphasized greater investment in IT for its own needs, but it also provides IT support services for 25 area municipalities and other governmental agencies. The City expects these IT partnerships to continue in future years. The City's debt service payment have remained fairly steady over the past 5 years, but is expected to increase significantly in 2013 due to planned bond issuance for a new fire station and park renewal program. From 2008 -2012, fund balance in the governmental funds has remained relatively unchanged other than fluctuations related to the City's Tax Increment Financing (TIF) Districts. Many of these districts have been closed in recent years requiring the City to return any surplus monies. Fund balance levels are expected to remain unchanged in future fiscal years. However, it is recognized that changing priorities and unforeseen events may require the use of City reserves. Proprietary Funds The table below shows a 5 -year comparison of funding sources, uses, and changes in fund balance for all proprietary funds, which includes Sanitary Sewer, Water, Storm Sewer, Recycling, and the Golf Course. Funding Sources Net Sales of Merchandise User Charges Other Revenue Total Sources Funding Uses 2008 2009 2010 2011 2012 Actual Actual Actual Budget Budget 91703 51996 101256 - 9,223,601 916231942 915641067 1112401065 1412531 507 1581405 701578 7181550 1941000 1941 600 913911709 917001516 1012921873 1114341065 1414481 107 Personal Services 111931620 112971475 114311313 114731562 115131865 Supplies &Maintenance 2081905 1731097 2101233 2071050 2221852 Other Services &Charges 717861538 813251192 719741076 819571175 912831710 Depreciation 7161970 7881851 8111784 8801000 113401000 Total Uses 919061033 1015841615 1014271406 1115171787 1213601427 Other Sources (Uses) Interest Earnings 2571409 1351664 1761315 1791000 1541000 Sale of Assets - - (69,299) - - Grants /Other 661661 751349 3901963 - - Transfer In (out) (25,000) (25,000) (25,000) - - Total Other Sources (Uses) 2991070 1861013 4721979 1791000 1541000 Excess of Funding Sources Over (Under) Funding Uses (215,254) (698,086) 3381446 951278 212411 Net Assets -Jan 1st Prior Period Adjustment Net Assets -Dec 31st 25,147,3 80 2418981041 2411991955 24,53 8,401 2416331679 (34,085) - - - - $24,898,041 $2411991955 $2415381401 $2416331679 $2618751 359 19 680 Net Assets -Jan 1st Prior Period Adjustment Net Assets -Dec 31st 25,147,3 80 2418981041 2411991955 24,53 8,401 2416331679 (34,085) - - - - $24,898,041 $2411991955 $2415381401 $2416331679 $2618751 359 19 City of Roseville — 2012 Budget Discussion Items Proprietary funds receive most of their funding from user fees. Funding sources for the City's Proprietary operations remain stable as the City's water and sewer customers continue their strong presence. Utility rate increases enacted in 2011 and 2012 will result in significant increases in revenues. A significant portion of the revenues and expenditures are related to water consumption, which in turn is heavily correlated with weather conditions. This can cause significant fluctuations in water purchases and subsequent wastewater treatment charges. These expenditures are included in the `Other Services & Charges' category. These fluctuations can be seen in the chart above. Independent of weather impacts and water consumption, the City expects spending in its proprietary operations to increase somewhat higher than inflation in the next few years reflecting a comprehensive plan to begin upgrading its water distribution and sanitary sewer collection systems. Net assets of the City's proprietary operations are expected to increase steadily over the next couple of years as the City prepares for a long -term capital replacement program for the City's water and sewer infrastructure. 20 Funding Uses General Government 210861833 119541234 City of Roseville — 2012 Budget General Fund Police 515821042 517431800 612061740 612261350 The table below shows a 5 -year comparison of funding sources, uses, and changes in fund balance for the General Fund; the City's primary operating fund. 114401041 115771924 116861175 115611766 2008 2009 2010 2011 2012 Funding Sources Actual Actual Actual Buffet Buffet Property Taxes $ 815661208 $ 815131538 $1114031529 $1013391120 $ 918571699 Intergovernmental 9631577 8181042 8511127 8241000 8741000 Licenses & Permits 2951005 3331531 3211388 3111000 3061000 Charges for Services 111031904 111991698 112781737 9651000 9651000 Fines & Forfeits 2321208 1971556 2131787 2151000 2201000 Interest Earnings 421296 711144 1741721 501500 831998 Other Revenue 2121246 1411953 2461703 1051000 1051000 Total Sources 1114151444 1112751462 1414891992 1218091620 1214111697 Funding Uses General Government 210861833 119541234 210001036 210661545 119961216 Police 515821042 517431800 612061740 612261350 611261277 Fire 117051780 114401041 115771924 116861175 115611766 Fire Relief 3011000 2091228 3651502 3551000 2551000 Public Works 212551799 210821023 213611351 218111925 214721438 Other - - - - - Total Uses 1119311454 1114291326 1215111553 1311451995 1214111697 Other Sources (Uses) Transfer In (Out) 81000 181281 831707 - - Other - - - - - Total Other Sources (Uses) 81000 181281 831707 - - Excess of Funding Sources Over (Under) Funding Uses Fund Balance - Jan 1 st Fund Balance - Dec 31 st Discussion Items (508,010) (135,583) 21062,146 (336,375) - 412181106 317101096 315741513 516361659 513001284 $ 317101096 $ 315741513 $ 516361659 $ 513001284 $ 513001284 During the period 2008 -2012, overall funding sources for the City's General fund operations increased at an average of 2% annually. The City's tax levy increased substantially during this period averaging 4 percent a year. A portion of the increase was to offset state -aid reductions made in 2009 -2011. In 2012, the increase was specifically designated for vehicle and equipment replacements which had been underfunded in recent years. A significant increase in tax revenues and fund balance resulted in 2010 due to the receipt of the City's share of surplus tax increment from closed tax increment financing districts. Beyond 2012, it is expected that the General Fund's tax levy will increase at inflationary -type levels. This will be necessary to offset expected personnel - related costs and other inflationary impacts. 21 City of Roseville — 2012 Budget As noted earlier, the City expects to continue to see fluctuations in investment earnings in the coming years. While cash reserve levels are expected to remain relatively unchanged, long -term interest rates remain near low historical levels. License and permits revenue is also expected to remain near current levels for the foreseeable future. The City is not anticipating any significant changes in the issuance of business licenses and permits, nor do we project that the regulatory costs incurred by the City will change in any significant manner. As such, overall revenues should remain largely unchanged. From 2008 -2012, the City continued to emphasize its core functions of public safety and public works. During this period, a substantial investment was made in police and fire information systems including a new records management system and conversion to the 800 MHz radio system. Also, the public works area is realizing higher operating costs due to higher energy - related costs and service input costs such as fuel. It is expected that these costs will continue to increase in future budget years in order to maintain service levels. Reflecting the emphasis described above, as a percentage of the General Fund; Police, Fire, and Public Works costs have generally increased during the past 5 years. This is depicted below. Higher public safety and public works - related costs have been somewhat offset by lower general administrative costs, which has declined overall since 2008. The City is also experiencing lower fire - related costs due to departmental restructuring and lower pension - related costs. Since 2008, the General Fund balance increased by over $1 million. The use of General Fund reserves during this period to offset declines in state aid; was more than offset by the capture of surplus tax increment. It is expected that future budgets will remain balanced. PIN City of Roseville — 2012 Budget Recreation Fund The table below shows a 5 -year comparison of funding sources, uses, and changes in fund balance for the Recreation Fund. From 2008 -2012, the City's Recreation Fund realized a steady, but small increase in revenues at approximately 3% annually. This was somewhat due to a significant increase in the portion of the property tax dedicated for parks and recreation activities. User charges have increased at approximately 5% per year keeping pace with inflation and activity levels. During this same period, operating expenses increased at approximately 2% annually — or less than the growth in revenues. This reflected a dedicated effort to find new cost efficiencies and strengthen fund balance. It is expected that future revenues and expenditures will increase at a level commensurate with program activity levels. 23 2008 2009 2010 2011 2012 Funding Sources Actual Actual Actual Budget Budget Property Taxes $ 117021654 $ 117751497 $ 118051048 $ 119281924 $ 210031595 Charges for Services 115641056 116591638 116861169 118901450 118791768 Rentals 671579 541737 591910 - - Donations 501367 671671 591278 - - Interest Earnings 171657 61606 161635 - 151000 Other Revenue 1041161 631749 781763 61500 61500 Total Sources 315061474 316271898 317051803 318251874 319041863 Funding Uses Personnel 212651146 213011156 213641757 214201567 215161014 Supplies & Materials 2631740 2111817 2541095 2581677 2731740 Other Services & Charges 110401812 9861447 110091531 111031630 111001109 Capital Outlay 411164 61260 91854 431000 151000 Total Uses 316101862 315051680 316381237 318251874 319041863 Other Sources (Uses) Transfer In (Out) - - - - - Other - - - - - Total Other Sources (Uses) - - - - - Excess of Funding Sources Over (Under) Funding Uses (104,3 88) 1221218 671566 - - Fund Balance - Jan 1st 5021935 3981547 5201765 5881331 5881331 Fund Balance - Dec 31st $ 3981547 $ 5201765 $ 5881331 $ 5881331 $ 5881331 Discussion Items From 2008 -2012, the City's Recreation Fund realized a steady, but small increase in revenues at approximately 3% annually. This was somewhat due to a significant increase in the portion of the property tax dedicated for parks and recreation activities. User charges have increased at approximately 5% per year keeping pace with inflation and activity levels. During this same period, operating expenses increased at approximately 2% annually — or less than the growth in revenues. This reflected a dedicated effort to find new cost efficiencies and strengthen fund balance. It is expected that future revenues and expenditures will increase at a level commensurate with program activity levels. 23 Other Sources (Uses) Transfer In (Out) - - - - - Other - 21440 - - - Total Other Sources (Uses) - 21440 - - - Excess of Funding Sources Over (Under) Funding Uses (61,072) (58,966) (323,903) - 681664 Fund Balance - Jan 1 st 2611012 1991940 1401974 (182,929) (182,929) Fund Balance - Dec 31 st $ 1991940 $ 1401974 $ (182,929) $ (182,929) $ (114,265) Discussion Items During the period 2008 -2012, the Community Development Fund realized some fluctuation in overall activity which was indicative of changing market conditions for both housing and commercial development. It is expected that beginning in 2012 and continuing for the next several years, development at several major areas will take place, which should stabilize the Fund's operations. Although not shown above, preliminary 2011 financial results were stronger than projected. The negative fund balance is expected to be eliminated altogether as a result. PZI City of Roseville — 2012 Budget Community Development Fund The table below shows a 5 -year comparison of funding sources, uses, and changes in fund balance for the Community Development Fund. 2008 2009 2010 2011 2012 Funding Sources Actual Actual Actual Budget Budget Licenses & Permits $ 110781917 $ 110011418 $ 7761230 $ 110221324 $ 9861699 Charges for Services 451608 1341261 1351965 - - Interest Earnings 91221 41282 (51884) 51000 - Other Revenue 351589 241149 4481285 701000 1331500 Total Sources 111691335 1,164,110 113541596 110971324 111201199 Funding Uses Personnel 9001115 110181586 110351419 8661419 8001710 Supplies & Materials 131359 101351 101416 141750 151740 Other Services & Charges 2921234 1771815 6321664 2101155 2051085 Capital Outlay 241699 181764 - 61000 301000 Total Uses 112301407 112251516 116781499 110971324 110511535 Other Sources (Uses) Transfer In (Out) - - - - - Other - 21440 - - - Total Other Sources (Uses) - 21440 - - - Excess of Funding Sources Over (Under) Funding Uses (61,072) (58,966) (323,903) - 681664 Fund Balance - Jan 1 st 2611012 1991940 1401974 (182,929) (182,929) Fund Balance - Dec 31 st $ 1991940 $ 1401974 $ (182,929) $ (182,929) $ (114,265) Discussion Items During the period 2008 -2012, the Community Development Fund realized some fluctuation in overall activity which was indicative of changing market conditions for both housing and commercial development. It is expected that beginning in 2012 and continuing for the next several years, development at several major areas will take place, which should stabilize the Fund's operations. Although not shown above, preliminary 2011 financial results were stronger than projected. The negative fund balance is expected to be eliminated altogether as a result. PZI City of Roseville — 2012 Budget City of Roseville, Minnesota Elected and Appointed Officials January 1, 2012 Elected Officials Mayor Councilmember Councilmember Councilmember Councilmember Dan Roe Tammy Pust Jeff Johnson Bob Willmus Tam Mcgeehee Term of Office expires 2015 2013 2013 2015 2015 * expires on the first official business day in January Appointed Officials City Manager Finance Director Public Works Director Police Chief Fire Chief Parks & Recreation Director Community Development Director William J. Malinen Christopher K. Miller Duane Schwartz Rick Mathwig Tim O'Neill Lonnie Brokke Patrick Trudgeon 25 City of Roseville — 2012 Budget City of Roseville, Minnesota Organizational Chart 26 City of Roseville — 2012 Budget City of Roseville Summary of the Budget Process Budget Process Overview The City of Roseville adheres to a comprehensive budgeting process that typically includes an initial Council budgeting goal- setting session(s), an extensive review and analysis by Staff of the general needs and available resources, and the eventual submittal of the City Manager's Recommended Budget to the City Council. This year's budgeting process continued a program -based budgeting approach that was designed to give greater transparency on where financial resources were allocated. It also ensured through a prioritization process, that that the programs and services that mattered the most to the community received sufficient funding. The City's annual budgeting process is preceded and supplemented by a number of planning processes that are used to provide general direction for the City and to designate tentative resource allocations. These planning processes include the creation of a Comprehensive Plan, Park Master Plan, and the Capital Improvement Plan. Given their size, the text of these documents has been excluded from this Budget Document, however they can be found on the City's website at: www.ci.roseville.mn.us. These planning processes forecast the eventual impact on the City budget by projecting the capital investments and redevelopment cycles that are needed to maintain service levels and achieve overall objectives. The submittal of the Recommended Budget is followed by a series of public presentations to the City Council that is designed to give the Council and citizens an overview of the proposed Budget, and to prepare the Council in making informed budget decisions. Budget amendments are made in conjunction with the City's independent financial audit to ensure legal compliance. These amendments are made when actual expenditures exceed budgeted amounts at the Fund level. The calendar of key budget dates was as follows: 2012 Budget Calendar Council discussion on budget goals and preliminary priorities ...................... February 28th, 2011 Council discussion on budget goals and preliminary priorities ...................... February 28th, 2011 General discussions on preliminary budget ................... ............................... February - July, 2011 Review Final City Council budget priorities ............................ ............................... May 9th, 2011 Review Capital Improvement Plans ......................... ............................... June 13th and 20th, 2011 Receive City Manager Recommended Budget ........................ ............................... July 25th, 2011 Adopt the 2012 Preliminary Budget ............................. ............................... September 12th, 2011 Adopt the 2012 Water & Sewer Rates & Fee Schedule ............................... December 12th, 2011 Adopt the 2012 Final Budget ......................................... ............................... December 12th, 2011 27 City of Roseville - 2012 Budget City of Roseville - Summary of Departmental Full -time Equivalent Employees Division 2010 2011 2012 Administration 3.75 3.75 3.75 Elections 0.25 0.25 0.15 Communications 1.25 1.42 1.52 Recycling 0.50 0.33 0.33 Total Administration 5.75 5.75 5.75 Finance 5.75 5.90 5.90 Lawful Gambling 0.25 0.10 0.10 Information Technology 8.50 8.50 9.50 License Center 14.25 14.25 14.25 Total Finance 28.75 28.75 29.75 Police Administration 4.00 9.00 9.00 Police Patrol 42.00 38.00 37.00 Police Investigations 10.00 9.00 9.00 Police Community Svcs. 1.00 1.00 2.00 Total Police 57.00 57.00 57.00 Fire Administration 3.00 2.65 2.00 Fire Prevention 2.00 2.00 2.00 Fire Operations 3.00 3.35 2.00 Total Fire 8.00 8.00 6.00 PW Administration 7.00 7.25 7.25 Street Maintenance 7.50 7.00 7.00 Central Garage 2.00 2.22 2.22 Building Maintenance - - Sanitary Sewer 5.66 3.71 3.71 Water 6.17 7.54 7.54 Storm Drainage 3.42 4.03 4.03 Total Public Works 31.75 31.75 31.75 Recreation Administration 7.50 4.89 4.89 Recreation Programs - 4.36 4.36 Recreation Fee Activities 0.75 - - Recreation Non -Fee 1.00 - - Nature Center 1.00 - - Skating Center 6.00 5.75 5.75 Park Maintenance 5.25 7.25 7.25 Golf Course 2.50 1.75 1.75 Total Parks & Recreation 24.00 24.00 24.00 Planning 2.00 2.69 2.69 Economic Development 2.00 0.43 0.43 GIS 1.00 0.83 0.83 Code Enforcement 5.90 5.95 5.95 Total Community Development 10.90 9.90 9.90 Total Citywide 166.15 165.15 164.15 28 City of Roseville — 2012 Budget 29 City of Roseville — 2012 Budget Department /Program: City Council Organizational Responsibility: City Council &City Manager Department Description The City Council promotes the health, safety and welfare of the citizens through the formulation of policy and the passage of ordinances governing the City. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue redevelopment of the Twin Lakes area. • Address the unique service issues and housing needs for young families as well as senior citizens. • Build relationships with community groups and governmental entities. • Incorporate results of survey and census data to assess needs of community as establish budget priorities. Financial Summary Total $ 1701028 $ 1761030 $ 1671540 FTE's - - - 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Continued Imagine Roseville 2025 emphasis. • Adopted 20 year Capital Investment Plan • Approved first biennial budget (2012 -2013) $ 1831790 $ 1881040 $ 41250 2.3% 30 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 391364 $ 411165 $ 401536 $ 421880 $ 421879 $ (1) 0.0% Supplies & Materials 367 135 - - - - 0.0% Other Services & Charges 1301296 1341730 1271004 1401910 1451161 41251 3.0% Capital Outlay - - - - - - 0.0% Total $ 1701028 $ 1761030 $ 1671540 FTE's - - - 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Continued Imagine Roseville 2025 emphasis. • Adopted 20 year Capital Investment Plan • Approved first biennial budget (2012 -2013) $ 1831790 $ 1881040 $ 41250 2.3% 30 City of Roseville — 2012 Budget Department /Program: Human Rights Commission Organizational Responsibility: City Council &City Manager Department Description The Human Rights Commission works for equal opportunity employment, non - discrimination in housing and public accommodations, and the fostering of a diverse community. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Increase the Commission's visibility in the community including upgrading their presence on the City's website. • Strengthen youth participation in commission activities and created a Facebook presence to bring greater attention to human rights issues. Financial Summary 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 31242 31179 11451 21250 21000 (250) -11.1% Capital Outlay - - - - - - 0.0% Total $ 31242 $ 31179 $ 11451 $ 21250 $ 21000 $ (250) -11.1% FTE's - - - - - 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Obtained grant funding for Commission activities. • Conducted three community meetings; two to discuss human rights, and one to discuss civic engagement. 31 City of Roseville — 2012 Budget Department /Program: Fire Relief Association Organizational Responsibility: City Council &Finance Director Department Description The Roseville Fire Relief Association provides for the oversight of the retirement plan available to Roseville paid -on -call firefighters. The retirement plan is separate from the City's pension plan. The City makes an annual contribution to the Association's pension fund. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Maintain adequate pension funding in accordance with the most recent actuarial study. Financial Summary 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 3011000 2091228 3651502 3551000 2551000 (100,000) -28.2% Capital Outlay - - - - - - 0.0% Total $ 3011000 $ 2091228 $ 3651502 FTE's - - - $ 3551000 $ 2551000 # # # # # # ## -28.2% 2012 Budget Impact Items • Decrease is due to improved investment portfolio returns requiring a smaller contribution necessary to pay the City's share of the Association's Pension unfunded liability. 2010/2011 Achievements • Full actuarial funding of pension requirements. 32 City of Roseville — 2012 Budget Department /Program: Administration Organizational Responsibility: City Manager Department Description The Administration Department provides the City Council with information to make policy decisions and proposes recommendations concerning measures or actions considered necessary for effective and efficient operations. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Improve on -line benefits packets review and forms. • Develop Human Resources Information System (HRIS) • Increase the availability of Laserfiche documents to the public. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Obtained a I% health insurance premium decrease resulting in budget savings. • Successfully negotiated with a collective bargaining unit to transition to paid- time -off program. • Enhanced citizen outreach through the Roseville University program and other venues. • Increased number of council and commission documents on Laserfiche. 33 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 4071107 $ 4381750 $ 4471576 $ 4251105 $ 4281657 $ 31552 0.8% Supplies & Materials 11382 11639 547 11500 11500 - 0.0% Other Services & Charges 481045 331856 361772 621150 611798 (352) -0.6% Capital Outlay - 11069 - - - - 0.0% Total $ 4561534 $ 4751314 $ 4841895 $ 488,755 $ 491,955 $ 31200 0.7% FTE's 3.75 3.75 3.75 3.75 3.75 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Obtained a I% health insurance premium decrease resulting in budget savings. • Successfully negotiated with a collective bargaining unit to transition to paid- time -off program. • Enhanced citizen outreach through the Roseville University program and other venues. • Increased number of council and commission documents on Laserfiche. 33 City of Roseville — 2012 Budget Department /Program: Elections Organizational Responsibility: City Manager Department Description The Elections Department administers all federal, state, county, and municipal elections held in the City of Roseville. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Coordinate elections function with Ramsey County. Financial Summary Total $ 761556 $ 261806 $ 741509 FTE's 0.25 0.25 0.25 $ 801655 $ 601125 $ (20,530) -25.5% 0.25 0.15 2012 Budget Impact Items • Personal Services decrease due to the reallocation of personnel expenses to the Communications Program. • Supplies and Materials decline is the result of contracting out most election - related services to Ramsey County. This also results in an increase in Other Services & Charges. 2010/2011 Achievements • Implemented statewide voter registration system to process absentee ballots. • Trained eight election judges to assist with voter registration system. • Transferred elections function to Ramsey County via Agreement. 34 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 271381 $ 211838 $ 331294 $ 301425 $ 41975 $ (25,450) -83.6% Supplies & Materials 11479 45 644 21140 150 (11990) -93.0% Other Services & Charges 471696 41923 401571 481090 551000 61910 14.4% Capital Outlay - - - - - - 0.0% Total $ 761556 $ 261806 $ 741509 FTE's 0.25 0.25 0.25 $ 801655 $ 601125 $ (20,530) -25.5% 0.25 0.15 2012 Budget Impact Items • Personal Services decrease due to the reallocation of personnel expenses to the Communications Program. • Supplies and Materials decline is the result of contracting out most election - related services to Ramsey County. This also results in an increase in Other Services & Charges. 2010/2011 Achievements • Implemented statewide voter registration system to process absentee ballots. • Trained eight election judges to assist with voter registration system. • Transferred elections function to Ramsey County via Agreement. 34 City of Roseville — 2012 Budget Department /Program: Legal Organizational Responsibility: City Manager Department Description The Legal Department guides the City's decision - making with the best possible legal counsel to both the City Council and Staff. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue providing timely and thorough legal advice to the City Council and Staff. Financial Summary 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 2841262 2951912 2881940 2931425 3021220 81795 3.0% Capital Outlay - - - - - - 0.0% Total $ 2841262 $ 2951912 $ 2881940 $ 2931425 $ 3021220 $ 81795 3.0% FTE's - - - - - 2012 Budget Impact Items • Increase reflects higher representation costs as specified in the legal services contracts. 2010/2011 Achievements • Led organizational ethics training. 35 City of Roseville — 2012 Budget Department /Program: Communications Organizational Responsibility: City Manager Department Description The Communications Program provides timely information to residents regarding city issues, activities, and services through the use of all available media resources. The Program's activities are accounted for in Communications Fund. 2012 Goals and Objectives • Successfully complete AV equipment planning, purchasing and installation. • Launch and maintain City social media sites. • Continue evaluating and improving the Roseville City News, News Update, City website, Roseville Cable Channel 16, and other vehicles for communicating with residents • Work with City Departments to develop communications plans for their public communication efforts, and help where appropriate with developing newsletter articles, news releases, video productions and brochures. • Begin production of short videos highlighting the work of City crews. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, as well as additional personnel costs resulting from the reallocation of costs from the Elections Program. 2010/2011 Achievements • Produced six city newsletters, 52 News updates and other communications which resulted in numerous stories in daily and weekly newspapers and local television newscasts. • Successfully completed a resident survey. • Successfully added additional features to the website. • Won an Upper Midwest Regional Emmy. • Received awards from the National Association of Government Communicators, NATOA and the Minnesota Association of Government Communicators. 36 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 1261297 $ 1191890 $ 1241060 $ 1421805 $ 1651510 $ 221705 15.9% Supplies & Materials 11945 11134 450 21250 21500 250 11.1% Other Services & Charges 1501980 1731463 1691718 1901425 1881725 (11700) -0.9% Capital Outlay 91665 31773 51527 101000 101000 - 0.0% Total $ 2881887 $ 2981260 $ 2991755 $ 345,480 $ 366,735 $ 211255 6.2% FTE's 1.25 1.25 1.25 1.42 1.52 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, as well as additional personnel costs resulting from the reallocation of costs from the Elections Program. 2010/2011 Achievements • Produced six city newsletters, 52 News updates and other communications which resulted in numerous stories in daily and weekly newspapers and local television newscasts. • Successfully completed a resident survey. • Successfully added additional features to the website. • Won an Upper Midwest Regional Emmy. • Received awards from the National Association of Government Communicators, NATOA and the Minnesota Association of Government Communicators. 36 City of Roseville — 2012 Budget Division /Program: Recycling Organizational Responsibility: City Manager Division / Program Description The Solid Waste Recycling Fund's mission is to encourage and promote recycling of household materials on a community -wide basis. The Program's activities are accounted for in the Recycling Fund. 2012 Goals and Objectives • Enhance collaborative opportunities for zero waste events and other special events. • Explore opportunities to have additional material collection events. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset by a reallocation of wages to other programs. • Increase in `Other services & charges' due to higher costs under the Curbside Recycling Pickup contract. 2010/2011 Achievements • Coordinated four zero -waste events for which more than 97% of waste generated was recycled or composted. • Collaborated with Ramsey County, Roseville Area Schools, and Cable Access TV on a recycling video that won an Upper Midwest Regional Emmy. • Held a successful rain barrel and compost bin sale. • Successfully completed an RFP process for the next Clean Up Day contract. • Earned more than $170,000 in revenue share from the sale of our recyclables. • Gave presentations to Roseville Library reading program, Passport to Play program. • Conducted bin distribution event in conjunction with Night to Unite. 37 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Buffet Buffet Decrease Decrease Personal Services $ 381947 $ 421687 $ 451719 $ 321770 $ 311581 $ (11189) -3.6% Supplies & Materials 31577 273 772 400 400 - 0.0% Other Services & Charges 4241952 4531754 4261182 4581410 4921910 341500 7.5% Capital Outlay 371 61180 61562 - - - 0 Total $ 4671847 $ 5021895 $ 4791235 $ 491,580 $ 524,891 $ 331311 6.8% FTE's 0.50 0.50 0.50 0.33 0.33 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset by a reallocation of wages to other programs. • Increase in `Other services & charges' due to higher costs under the Curbside Recycling Pickup contract. 2010/2011 Achievements • Coordinated four zero -waste events for which more than 97% of waste generated was recycled or composted. • Collaborated with Ramsey County, Roseville Area Schools, and Cable Access TV on a recycling video that won an Upper Midwest Regional Emmy. • Held a successful rain barrel and compost bin sale. • Successfully completed an RFP process for the next Clean Up Day contract. • Earned more than $170,000 in revenue share from the sale of our recyclables. • Gave presentations to Roseville Library reading program, Passport to Play program. • Conducted bin distribution event in conjunction with Night to Unite. 37 City of Roseville — 2012 Budget Department /Program: Finance Department Organizational Responsibility: Finance Director Department Description The Finance Department provides for the financial operations of the City and is responsible for all treasury operations, debt management, and risk management activities. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue refine the City's 2 -year budget process and program -based budgeting. • Refine established performance measures, benchmarks, and standards. • Update the 10 -Year Financial Plan and 20 -Year Capital Improvement Plan. Financial Summary 2010 2008 2009 $ Increase Actual Actual Personal Services $ 5041233 $ 5061623 Supplies & Materials 41660 31501 Other Services & Charges 311741 281083 Capital Outlay - - 2010 2011 2012 $ Increase % Increase Actual Budget Budget Decrease Decrease $ 4771975 $ 5571670 $ 5511328 $ (61342) -1.1% 21417 31000 31002 2 0.1% 321302 401000 451670 51670 14.2% - - - - 0.0% Total $ 5401635 $ 5381206 $ 5121694 $ 600,670 $ 600,000 $ (670) -0.1% FTE's 5.50 5.50 5.75 5.90 5.90 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The added costs are offset by lower wages resulting in a change in personnel. • `Other services & charges' increased due to monies set aside for computer and software replacement. 2010/2011 Achievements • Received the Award for Excellence in Financial Reporting for the 31st consecutive year. • Received the Distinguished Budget Presentation Award for the 12th consecutive year. • Established the City's first JPA for accounting - related services with the City of Lake Elmo. • Coordinated the Update of the Citywide Strategic Plan and priority -based budgeting process. • Coordinated the development of the City's first 20 -Year Capital Improvement Plan (CIP). Prior year CIP was 5 -10 years. 38 City of Roseville — 2012 Budget Department /Program: Central Services Organizational Responsibility: Finance Director Department Description Central Services provides an efficient and effective control point for purchasing, printing, and central store activities. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Review citywide purchasing strategies to determine whether potential savings exist. Financial Summary Total $ 771066 $ 561920 $ 601358 FTE's - - - $ 651500 $ 611000 $ (41500) -6.9% 2012 Budget Impact Items • Decrease in Supplies & Maintenance due to a decline in copy paper usage. 2010/2011 Achievements Not applicable. 39 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials 341274 171823 201852 251500 191500 (61000) -23.5% Other Services & Charges 421792 391096 391507 401000 411500 11500 3.8% Capital Outlay - - - - - - 0.0% Total $ 771066 $ 561920 $ 601358 FTE's - - - $ 651500 $ 611000 $ (41500) -6.9% 2012 Budget Impact Items • Decrease in Supplies & Maintenance due to a decline in copy paper usage. 2010/2011 Achievements Not applicable. 39 City of Roseville — 2012 Budget Department /Program: General Insurance Organizational Responsibility: Finance Director Department Description The General Insurance Program provides for the protection of capital assets and employees. Insurance is maintained through the League of Minnesota Cities Insurance Trust. The Department's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue to protect the City's assets by maintaining appropriate risk management programs and insurance coverage. Financial Summary 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 801000 801000 - 841000 601290 (23,710) -28.2% Capital Outlay - - - - - - 0.0% Total $ 801000 $ 801000 $ FTE's - - - $ 841000 $ 601290 $ (23,710) -28.2% 2012 Budget Impact Items • Decrease due to a decrease in the General Fund's portion of insurance premiums charged by the City's property /liability insurance carrier. 2010/2011 Achievements • Transitioned to a new third -party administrator achieving $10,000 in annual savings. .l City of Roseville — 2012 Budget Department /Program: Information Technology Organizational Responsibility: Finance Director Department Description The Information Technology provides for the purchasing, installation, and support of communication and information systems in city buildings. The Program's activities are accounted for in the Information Technology Fund. 2012 Goals and Objectives • Continue exploring additional Joint Powers Agreements with over governmental agencies. • Continue developing a 10 -year Technology and Staffing Plan. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The added costs are offset by lower wages resulting in a change in personnel. • Increase in `Other Services & Charges' reflects higher contract maintenance charges for network monitoring and fiber locates. 2010/2011 Achievements • Added three (3) additional Joint Powers Agreements. • Maintained 24x7x365 service to the City and other business partners. 151 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 5331894 $ 6131291 $ 7181432 $ 8951000 $ 8741600 $ (20,400) -2.3% Supplies & Materials 151208 131217 231728 101500 91000 (11500) -14.3% Other Services & Charges 931449 1311711 1601054 1361090 1711761 351671 26.2% Capital Outlay 1201982 1301145 1291823 1221000 1921871 701871 0.0% Total $ 7631533 $ 8881364 # # # # # # ## $111631590 $112481232 $ 841642 7.3% FTE's 7.00 7.00 8.50 8.50 9.50 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The added costs are offset by lower wages resulting in a change in personnel. • Increase in `Other Services & Charges' reflects higher contract maintenance charges for network monitoring and fiber locates. 2010/2011 Achievements • Added three (3) additional Joint Powers Agreements. • Maintained 24x7x365 service to the City and other business partners. 151 City of Roseville — 2012 Budget Department /Program: License Center Organizational Responsibility: Finance Director Department Description The License Center serves the general public as a MN Department of Public Safety Deputy, offering State auto, drivers, and DNR licenses. The License Center operation provides approximately $160,000 in funds to support other City services. The Program's activities are accounted for in the License Center Fund. 2012 Goals and Objectives • Assess long -term facility options for a new License Center. • Update the License Center Strategic Plan. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The added costs are offset by lower wages resulting in a change in personnel. • Increase in `Other Services & Charges' results from higher lease payments for the License Center facility. 2010/2011 Achievements • Maintained second highest volume in the State for all Deputy Registrar Offices. • Generated $75,000 in net annual proceeds to support other City programs and services. • Processed Driver Vehicle Services at an accuracy rate of 99.5 %. • Successfully completed a U.S. State Department audit of all passport operations, receiving high marks on 98.5% of all policies and procedures. Cy) 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Buffet Buffet (Decrease), Decrease Personal Services $ 7861560 $ 8191431 $ 8421373 $ 9311600 $ 9031500 $ (28,100) -3.0% Supplies & Materials 101813 81792 81786 111600 111600 - 0.0% Other Services & Charges 2421426 1871231 1971796 2011525 2151425 131900 6.9% Capital Outlay - 91976 769 - - - 0.0% Total $1,039,799 $110251430 $110491724 $111441725 $111301525 $ (14,200) -1.2% FTE's 14.75 14.75 14.25 14.25 14.25 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The added costs are offset by lower wages resulting in a change in personnel. • Increase in `Other Services & Charges' results from higher lease payments for the License Center facility. 2010/2011 Achievements • Maintained second highest volume in the State for all Deputy Registrar Offices. • Generated $75,000 in net annual proceeds to support other City programs and services. • Processed Driver Vehicle Services at an accuracy rate of 99.5 %. • Successfully completed a U.S. State Department audit of all passport operations, receiving high marks on 98.5% of all policies and procedures. Cy) City of Roseville — 2012 Budget Department /Program: Lawful Gambling Organizational Responsibility: Finance Director Department Description The Lawful Gambling Regulation operation provides for the regulation of lawful gambling activities within the City, in accordance with State Statutes and City Ordinance. The City has designated the North Suburban Community Foundation, with the assistance of the Roseville Donor Advisory Board, with the responsibility to allocate 10% of the net gambling profits to Roseville -based non - profit organizations. The Program's activities are accounted for in the Lawful Gambling Fund. 2012 Goals and Objectives • Continue monitoring all lawful gambling activities. Financial Summary Total $ 1441291 $ 1191594 $ 1891621 FTE's 0.50 0.50 0.25 $ 1301660 $ 1411240 $ 101580 8.1% 0.10 0.10 2012 Budget Impact Items • Increase due to higher collections and distribution of lawful gambling profits. 2010/2011 Achievements • Distributed over $80,000 to Roseville -area organizations. • Maintained over $700,000 in a permanent endowment fund. 43 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ - $ - $ 261033 $ 61660 $ 61240 $ (420) 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 1441291 1191594 1631588 1241000 1351000 111000 8.9% Capital Outlay - - - - - - 0.0% Total $ 1441291 $ 1191594 $ 1891621 FTE's 0.50 0.50 0.25 $ 1301660 $ 1411240 $ 101580 8.1% 0.10 0.10 2012 Budget Impact Items • Increase due to higher collections and distribution of lawful gambling profits. 2010/2011 Achievements • Distributed over $80,000 to Roseville -area organizations. • Maintained over $700,000 in a permanent endowment fund. 43 City of Roseville — 2012 Budget Division /Program: Police Administration Organizational Responsibility: Chief of Police Division / Program Description The Police Administration Department is responsible for ensuring continuous, innovative, and effectual public safety services by anticipating, planning, and fulfilling the needs of citizens and Department Staff. Police Administration's activities are accounted for in the General Fund. 2012 Goals and Objectives • Exchange information with Code Enforcement on repeat nuisance properties; initiate a neighborhood by neighborhood survey of code violations in conj unction with Code Enforcement • Utilize the department's website to educate citizens on current code issues, changes, and reminders due to seasonal weather changes • Use of real time statistical information to increase intelligence based policing services • Use all forms of communication to continue to encourage citizens to keep themselves and property secure Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff as well as the reallocation of wages from other programs. • Increase in Other Services & Charges due to higher contract maintenance costs for the Department's records management system and 800 mz radio system. 2010/2011 Achievements • Mentoring of high school students interested in law enforcement. • Private business installation of IP- based, real -time surveillance camera directly to PD. • Successful conversion to new mobile system in squad cars • Successful conversion to electronic citations and submission to court • Restructuring of Department which resulted in immediate and future cost savings • IMPACT unit successfully integrated into Department • Ramsey County Lethality Assessment tool implemented CLI 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 2871209 $ 2761410 $ 2841285 $ 8181500 $ 7981100 $ (20,400) -2.5% Supplies & Materials 201392 141539 81704 201795 201795 - 0.0% Other Services & Charges 731006 721572 611302 931540 961766 31226 3.4% Capital Outlay 74 77 - 11750 - (11750) 0 Total $ 3801681 $ 3631598 $ 3541291 $ 934,585 $ 915,661 $ (18,924) -2.0% FTE's 5.00 5.00 4.00 9.00 9.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff as well as the reallocation of wages from other programs. • Increase in Other Services & Charges due to higher contract maintenance costs for the Department's records management system and 800 mz radio system. 2010/2011 Achievements • Mentoring of high school students interested in law enforcement. • Private business installation of IP- based, real -time surveillance camera directly to PD. • Successful conversion to new mobile system in squad cars • Successful conversion to electronic citations and submission to court • Restructuring of Department which resulted in immediate and future cost savings • IMPACT unit successfully integrated into Department • Ramsey County Lethality Assessment tool implemented CLI City of Roseville — 2012 Budget Division /Program: Police Patrol Operations Organizational Responsibility: Chief of Police Division / Program Description The Operations Division encompasses all uniformed personnel and is the largest division of the Police Department. This division is on duty 24 hours per day. The division members are the most visible members of the department and are the first to respond to emergency situations. The Operation Division's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue to expand Crime Impact Teams. • Increase traffic enforcement activities. • Increase participation in park and community events. • Increased use of volunteers. • Increased partnerships with major retailers. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, which was offset by a reallocation of wages to other programs. • `Other services & charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Through grant funding, officers worked various traffic enforcement details (i.e. Safe & Sober, Click It or Ticket, Operation Nightcap, etc.). • In 2011 responded top 3 6,5 71 calls for service. • In 2011, conducted 19,556 traffic stops. • Successful conversion to new mobile software. • Conversion to new electronic ticketing • Grant funding purchased two Automatic License Plate readers. 45 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Bind et Decrease Decrease Personal Services $ 3,723,238 $ 3,927,348 $ 4,072,077 $ 3,589,900 $ 3,523,415 $ (66,485) -1.9% Supplies & Materials 1821064 1421855 1831146 1901570 2101555 191985 10.5% Other Services & Charges 2301370 2501615 4111854 4921110 3921595 (99,515) -20.2% Capital Outlay 471671 271 231223 521125 - (52,125) 0.0% Total $ 4,183,343 $ 4,321,089 $ 4,690,300 $ 4,324,705 $ 4,126,565 $ (198,140) -4.6% FTE's 40.00 42.00 42.00 38.00 37.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, which was offset by a reallocation of wages to other programs. • `Other services & charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Through grant funding, officers worked various traffic enforcement details (i.e. Safe & Sober, Click It or Ticket, Operation Nightcap, etc.). • In 2011 responded top 3 6,5 71 calls for service. • In 2011, conducted 19,556 traffic stops. • Successful conversion to new mobile software. • Conversion to new electronic ticketing • Grant funding purchased two Automatic License Plate readers. 45 City of Roseville — 2012 Budget Division /Program: Police Investigations Organizational Responsibility: Chief of Police Division / Program Description The Criminal Investigation Unit is responsible for the review, follow -up and case presentation to the County /City attorney on all criminal cases that are not resolved at the Department's Patrol Unit Level. The Investigation Unit's activities are accounted for in the General Fund. 2012 Goals and Objectives • Implement a year -round park patrol. • Encourage a network of user groups among law enforcement levels in the seven county metro area • Partner with the BCA and Ramsey County to investigate internet crimes against children. • Continue to expand Neighborhood Watch program to include a virtual block watch component. • Institute virtual meetings to share information between other governmental jurisdictions. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Assisted Roseville School District with facilities security. • 14th Annual Citizen's Academy is held. • Expanded Citizens' Park Patrol season through the use of an all - terrain vehicle and nearly twelve month patrol. • Continued School Lunch program. • Increased participation at Neighborhood Watch annual meeting due to reconfiguration and improved agenda. • Promoted Take 25 thru two successful child safety events. • Several community safety forums for new Americans. • Successful partnership with BCA and Ramsey County on surveillance camera installations • Initiated Coffee with a Cop program • Increased Shop with a Cop donations and involved families .e 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 7581571 $ 7991236 $ 8121595 $ 8311260 $ 8431160 $ 111900 1.4% Supplies & Materials 331375 161950 311540 371615 391871 21256 6.0% Other Services & Charges 41837 161141 101748 201145 201145 - 0.0% Capital Outlay - 530 - - - - 0.0% Total $ 7961783 $ 8321857 $ 8541882 $ 889,020 $ 903,176 $ 141156 1.6% FTE's 12.00 10.00 10.00 9.00 9.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Assisted Roseville School District with facilities security. • 14th Annual Citizen's Academy is held. • Expanded Citizens' Park Patrol season through the use of an all - terrain vehicle and nearly twelve month patrol. • Continued School Lunch program. • Increased participation at Neighborhood Watch annual meeting due to reconfiguration and improved agenda. • Promoted Take 25 thru two successful child safety events. • Several community safety forums for new Americans. • Successful partnership with BCA and Ramsey County on surveillance camera installations • Initiated Coffee with a Cop program • Increased Shop with a Cop donations and involved families .e City of Roseville — 2012 Budget Division /Program: Police Community Services Organizational Responsibility: Chief of Police Division / Program Description Community Service works in conjunction with the other divisions within the Police Department, and interacts with the City Administration. Community Service has been an excellent source for potential candidates for police officer. The Community Service Division's activities are accounted for in the General Fund. 2012 Goals and Objectives • Return complement of CSO's from two to four. • Update and revise CSO Policy and Procedure Manual. Financial Summary 2012 Budget Impact Items • Personnel increases include a I% cost -of- living increase for City Staff, along with the creation of a new full -time position. 2010/2011 Achievements • Implemented City Dangerous Dog Ordinance. • CSO's participated in East Metro SWAT exercises as role players. • CSO's trained in the use of non - lethal weapons (i.e. tasers). • CSO's responded to 1,358calls for services. 47 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Buffet Buffet Decrease Decrease Personal Services $ 831642 $ 851317 $ 411115 $ 351050 $ 1361650 $ 101,600 289.9% Supplies & Materials 201122 121203 121619 171350 191820 21470 14.2% Other Services & Charges 81095 71390 81500 131555 151555 21000 14.8% Capital Outlay - - - - - - 0.0% Total $ 1111859 $ 1041910 $ 621234 $ 651955 $ 172,025 $ 106,070 160.8% FTE's 1.00 1.00 1.00 1.00 2.00 2012 Budget Impact Items • Personnel increases include a I% cost -of- living increase for City Staff, along with the creation of a new full -time position. 2010/2011 Achievements • Implemented City Dangerous Dog Ordinance. • CSO's participated in East Metro SWAT exercises as role players. • CSO's trained in the use of non - lethal weapons (i.e. tasers). • CSO's responded to 1,358calls for services. 47 City of Roseville — 2012 Budget Division /Program: Police Emergency Management Organizational Responsibility: Chief of Police Division / Program Description The Emergency Management Program provides for the protection and assistance to Roseville citizens before, during, and after disasters, while maintaining the continuity of City Government. The Emergency Management Program includes volunteer police reserves. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Update City mass dispense plan. • Increase the number of volunteer Police Reserve Officers. • Lead agency in a multi- agency, full -scale critical incident exercise. • Successfully transition Emergency Management to Fire. Financial Summary Total $ 281446 $ 21927 $ 61986 $ 101185 $ 81850 $ (11335) -13.1% FTE's - - - - - 2012 Budget Impact Items • Decrease in Other Services & Charges due to reduced maintenance on the City's outdoor warning sirens. 2010/2011 Achievements • Reserve officers trained in the use of non-lethal weapons (i.e. tasers). • Participated and assisted in the planning of afull- scale, state - sponsored multi- agency emergency exercise. • Reserve officers volunteered a total of 5,563 hours of service valued at $118,825. 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials 11791 11039 41075 11735 11735 - 0.0% Other Services & Charges 51290 11888 21911 81450 71115 (11335) -15.8% Capital Outlay 211365 - - - - - 0.0% Total $ 281446 $ 21927 $ 61986 $ 101185 $ 81850 $ (11335) -13.1% FTE's - - - - - 2012 Budget Impact Items • Decrease in Other Services & Charges due to reduced maintenance on the City's outdoor warning sirens. 2010/2011 Achievements • Reserve officers trained in the use of non-lethal weapons (i.e. tasers). • Participated and assisted in the planning of afull- scale, state - sponsored multi- agency emergency exercise. • Reserve officers volunteered a total of 5,563 hours of service valued at $118,825. City of Roseville — 2012 Budget Division /Program: Police Lake Patrol Organizational Responsibility: Chief of Police Division / Program Description The Lake Patrol Program provides for supplemental support to the Ramsey County Sheriff's Office for enforcement of recreational water use at Lake Owasso and Lake Josephine. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue providing increased safety efforts for the water recreational season. Financial Summary 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 11659 11659 11722 11900 - (11900) - 100.0% Capital Outlay - - - - - - 0.0% Total $ 11659 $ 11659 $ 11722 $ 11900 $ FTE's - - - - 2012 Budget Impact Items • Funding for this program was eliminated in 2012. 2010/2011 Achievements • Not applicable. - $ (11900) - 100.0% City of Roseville — 2012 Budget Division /Program: Fire Administration Organizational Responsibility: Fire Chief Division / Program Description Fire Administration assures that the community receives efficient and effective fire prevention, suppression, rescue and emergency services. The focus is on developing and implementing long -range plans that improve the quality of life for Roseville residents. The Division's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue the new fire station planning and building process. • Continued implementation of the department's reorganization plan. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Completion of the Building Facility Needs Committee, and transition into the station planning process. • Completion of the funding process for the new fire station. • Implemented new PERA program for part -time firefighters. 50 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 2671441 $ 2761259 $ 2031062 $ 1861195 $ 2061700 $ 201505 11.0% Supplies & Materials 151332 91144 71654 41595 41930 335 7.3% Other Services & Charges 601121 401349 411847 151065 151065 - 0.0% Capital Outlay - - - - - - 0.0% Total $ 3421893 $ 3251752 $ 2521562 $ 205,855 $ 226,695 $ 201840 10.1% FTE's 3.00 3.00 3.00 2.00 2.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Completion of the Building Facility Needs Committee, and transition into the station planning process. • Completion of the funding process for the new fire station. • Implemented new PERA program for part -time firefighters. 50 City of Roseville — 2012 Budget Division /Program: Fire Operations Organizational Responsibility: Fire Chief Division / Program Description Fire Operations Division provides for the protection of the businesses, citizens, and visitors to Roseville through pre- emergency planning, fire suppression services, emergency medical services, water rescue, hazardous materials spill response and vehicle rescues. Division activities are accounted for in the General Fund. 2012 Goals and Objectives • Maintain shift staffing levels of a minimum of five firefighters per shift. • Develop an updated Emergency Operations Plan. • Continue our fire officer leadership program. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset by a reduction of full -time staffing levels. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Completed Insurance Services Office (ISO) fire department operations and services evaluation. • Hired seven new Associate Firefighters. • Began shared service discussions with neighboring fire departments. • Completed department's first fire officer promotions process. 51 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Bind et (Decrease), Decrease Personal Services $ 8651999 $ 7541451 $ 8581037 $ 9381705 $ 8801146 $ (58,559) -6.2% Supplies & Materials 751357 431196 831293 671025 681525 11500 2.2% Other Services & Charges 1491977 801951 1581249 1831000 951000 (88,000) -48.1% Capital Outlay 521832 291028 31912 - - - 0.0% Total $1,144,165 $ 9071626 $111031491 $111881730 $110431671 # # # # # # ## -12.2% FTE's 3.00 3.00 3.00 3.00 2.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset by a reduction of full -time staffing levels. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Completed Insurance Services Office (ISO) fire department operations and services evaluation. • Hired seven new Associate Firefighters. • Began shared service discussions with neighboring fire departments. • Completed department's first fire officer promotions process. 51 City of Roseville — 2012 Budget Division /Program: Fire Training Organizational Responsibility: Fire Chief Division / Program Description The Fire Training Division provides training and development in firefighting skills, medical skills, hazardous material handling, weapons of mass destruction and other emergency skills. This training ensures that the firefighters are efficiently and effectively able to protect lives and property. The Division's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue the high level of on -shift training sessions provided to all firefighters related to both fire and medical topics. • Expand on our target hazard multiple company training opportunities. • Develop new Fire Officer Leadership and Operations training opportunities. Financial Summary FTE's - - - - - 2012 Budget Impact Items • Increase in training budget due to new and on -going hiring and training of new firefighters. 2010/2011 Achievements • Implemented SWAT medic program • Completed State licensure program for all Roseville firefighters. 52 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 251329 $ 141714 $ 291429 $ 611545 $ 641345 $ 21800 4.5% Supplies & Materials 172 - 11062 21000 21000 - 0.0% Other Services & Charges 181115 131505 131884 361810 361810 - 0.0% Capital Outlay - - - - - - 0.0% Total $ 431616 $ 281219 $ 441375 $ 1001355 $ 1031155 $ 21800 2.8% FTE's - - - - - 2012 Budget Impact Items • Increase in training budget due to new and on -going hiring and training of new firefighters. 2010/2011 Achievements • Implemented SWAT medic program • Completed State licensure program for all Roseville firefighters. 52 City of Roseville — 2012 Budget Division /Program: Fire Prevention Organizational Responsibility: Fire Chief Division / Program Description The Fire Prevention Division's goal is to decrease the occurrence of fires and promote fire and accident prevention safety throughout the community with education, investigation, inspection, and enforcement. Inspections are in addition to time spent in plan review and related educational programming with schools. The Division's activities are accounted for in the General Fund. 2012 Goals and Objectives • Actively pursue senior citizen groups to present fire safety education programs. • Continue to achieve a zero loss of fire related deaths within the City. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The cost was offset by lower healthcare - related costs. • Not applicable 2010/2011 Achievements • Conducted 178 plan reviews, issued 265 permits, and completed 189 multi - family and 596 commercial and industrial fire safety inspections. • Generated $35,170 in fee revenue in 2011. 53 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 1601464 $ 1681723 $ 1761303 $ 1881300 $ 1851745 $ (21555) -1.4% Supplies & Materials 41291 31165 11759 11935 21000 65 3.4% Other Services & Charges 21683 31218 382 11000 500 (500) -50.0% Capital Outlay - - - - - - 0.0% Total $ 1671438 $ 1751106 $ 1781444 $ 1911235 $ 1881245 $ (21990) -1.6% FTE's 2.00 2.00 2.00 2.00 2.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The cost was offset by lower healthcare - related costs. • Not applicable 2010/2011 Achievements • Conducted 178 plan reviews, issued 265 permits, and completed 189 multi - family and 596 commercial and industrial fire safety inspections. • Generated $35,170 in fee revenue in 2011. 53 City of Roseville — 2012 Budget Division /Program: Public Works Administration Organizational Responsibility: Public Works Director Division / Program Description Public Works Administration provides for the coordination, administration, and engineering of the City's transportation and utility infrastructure. It also provides information to the public and reviews private development plans for conformance to city and cooperative agency guidelines. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue fostering our engineering services agreements with other adjacent communities where this type of arrangement can benefit both parties. The objective for our staff is to help offset costs of overhead to reduce demand on the City's tax levy and to gain access to staff resources we do not have. • Meet the demand of unfunded mandates in water quality, erosion control, inflow /infiltration reduction, and infrastructure replacement in the most cost effective measure possible. • Meet the challenge of securing funding for the reconstruction of infrastructure despite declining state aid revenues and energy cost related increases in construction projects. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset due to the reduction of wages related to personnel changes. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Provided engineering services for mill and overlay projects, drainage improvements, and utility replacement and rehabilitation projects. • Cooperated with other divisions, departments, with technical assistance and engineering review • Completed Dale Street infrastructure replacement. • Worked closely with Ramsey County and the MN Department of Transportation on the reconstruction of Highway 36 Interchange at Rice Street. 54 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 6541345 $ 6731089 $ 6711065 $ 6561800 $ 6291135 $ (27,665) -4.2% Supplies & Materials 51731 51235 41818 71600 81198 598 7.9% Other Services & Charges 271053 181358 201497 371550 271549 (10,001) -26.6% Capital Outlay - - - - - - 0.0% Total $ 6871128 $ 6961682 $ 6961379 $ 701,950 $ 664,882 $ (37,068) -5.3% FTE's 7.75 7.75 7.50 7.25 7.25 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset due to the reduction of wages related to personnel changes. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Provided engineering services for mill and overlay projects, drainage improvements, and utility replacement and rehabilitation projects. • Cooperated with other divisions, departments, with technical assistance and engineering review • Completed Dale Street infrastructure replacement. • Worked closely with Ramsey County and the MN Department of Transportation on the reconstruction of Highway 36 Interchange at Rice Street. 54 City of Roseville — 2012 Budget Division /Program: Streets Organizational Responsibility: Public Works Director Division / Program Description The Streets Division provides maintenance services such as snow & ice control, pavement maintenance, right -of -way maintenance, street signage, and implementation of a proactive pavement management program for City streets, sidewalks, and pathways. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue to improve pavement maintenance programs and streetscape and right -of -way maintenance programs. • Identify cost effective ways to maintain the infrastructure and pavement ratings within the constraints of the available budget. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset by a reallocation of wages to other programs. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Completed street maintenance programs on time and within budgets. • Completed tree trimming along 20% of boulevards & corrected several visibility issues. • Met or exceeded snow and ice control policy goals. • Met pavement management goals, resurveyed 20% of street network. • Reconstructed 1.0 miles of existing pathway. 55 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 5881020 $ 5091018 $ 4911388 $ 6101832 $ 5381030 $ (72,802) -11.9% Supplies & Materials 3761715 2951962 4031294 4011000 4091655 81655 2.2% Other Services & Charges 1811400 551041 2261272 2291500 791501 (149,999) -65.4% Capital Outlay 121559 - 331873 - - - 0.0% Total $1,158,695 $ 8601021 $111541827 $112411332 $110271186 # # # # # # ## -17.3% FTE's 7.75 7.75 7.00 7.00 7.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. This was offset by a reallocation of wages to other programs. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Completed street maintenance programs on time and within budgets. • Completed tree trimming along 20% of boulevards & corrected several visibility issues. • Met or exceeded snow and ice control policy goals. • Met pavement management goals, resurveyed 20% of street network. • Reconstructed 1.0 miles of existing pathway. 55 City of Roseville — 2012 Budget Division /Program: Street Lighting Organizational Responsibility: Public Works Director Division / Program Description Street Lighting provides for the maintenance of safe, well -lit signaled streets for the community and its visitors, customers, and guests. Xcel Energy maintains public streetlights under contract with the City. Ramsey County contractually maintains city owned intersection signal lights. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Replace the oldest city -owned street light system component. Financial Summary FTE's 2012 Budget Impact Items • Decrease due to the elimination of funding for capital replacement needs. 2010/2011 Achievements • Replacement of the failed city owned streetlight system on West Perimeter Drive and Prior Avenue. • Addition of pedestrian activated solar powered warning light on Victoria at Central Park. 56 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Buffet Buffet Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges 1721585 1911515 1811835 2151000 2101000 (51000) -2.3% Capital Outlay - - - 641000 - (64,000) 0.0% Total $ 1721585 $ 1911515 $ 1811835 $ 279,000 $ 210,000 $ (69,000) -24.7% FTE's 2012 Budget Impact Items • Decrease due to the elimination of funding for capital replacement needs. 2010/2011 Achievements • Replacement of the failed city owned streetlight system on West Perimeter Drive and Prior Avenue. • Addition of pedestrian activated solar powered warning light on Victoria at Central Park. 56 City of Roseville — 2012 Budget Division /Program: General Building Maintenance Organizational Responsibility: Public Works Director Division / Program Description Building Maintenance provides general governmental building maintenance including janitorial services and HVAC maintenance. Building maintenance is continuing to be a decentralized operation with the City, and longer term planning for the implementation of a stronger program is continuing. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue focus on reducing energy use or using energy wisely through management systems and policy and through purchasing energy efficient equipment. • Meeting the demand for maintenance on City facilities due to the wear and tear of use by community groups. Financial Summary FTE's 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Provided building maintenance services at a reasonable cost to the public. • Maintained a clean environment for city staff and the public. • Worked to minimize disruption to all city operations and functions with preventative maintenance program. • Attained significant savings through energy use reduction resulting from re- commissioning and optimizations. 57 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 71407 $ 81175 $ 81276 $ 71700 $ 81200 $ 500 6.5% Supplies & Materials 211606 211192 191666 241700 241700 - 0.0% Other Services & Charges 3231571 2601534 2671394 3471700 3471701 1 0.0% Capital Outlay - 31896 - 181500 - (18,500) 0.0% Total $ 3521584 $ 2931797 $ 2951336 $ 398,600 $ 380,601 $ (17,999) -4.5% FTE's 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Provided building maintenance services at a reasonable cost to the public. • Maintained a clean environment for city staff and the public. • Worked to minimize disruption to all city operations and functions with preventative maintenance program. • Attained significant savings through energy use reduction resulting from re- commissioning and optimizations. 57 City of Roseville — 2012 Budget Division /Program: Central Garage Organizational Responsibility: Public Works Director Division / Program Description The Central Garage provides quality and effective vehicle maintenance to all City departments in a manner and cost that are competitive with outside service alternatives. The Central Garage maintains the vehicles for all departments. Direct expense of such maintenance is charged to each department. The Program's activities are accounted for in the General Fund. 2012 Goals and Objectives • Continue focus on reducing fleet energy use. • Meeting the demand for increasing maintenance on City equipment due to increasing utilization and extended retention schedules. • Continue evaluating alternative fuel vehicle options. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff along with a reallocation of wages to other programs. 2010/2011 Achievements • Completed approximately 1,000 service /repair work orders. • Provided services & repairs to City fleet at competitive costs and provided excellent customer service with minimal down time. • Provided assistance to other divisions on numerous repair /maintenance projects. • Responded to snow and ice events and other emergencies as necessary. 58 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 1401704 $ 1441877 $ 1581705 $ 1831618 $ 1821345 $ (11273) -0.7% Supplies & Materials (33,906) 361382 31911 21500 21500 - 0.0% Other Services & Charges 231462 251546 (31594) 41925 41924 (1) 0.0% Capital Outlay - - - - - - 0.0% Total $ 1301260 $ 2061805 $ 1591022 $ 1911043 $ 1891769 $ (11274) -0.7% FTE's 2.00 2.00 2.00 2.22 2.22 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff along with a reallocation of wages to other programs. 2010/2011 Achievements • Completed approximately 1,000 service /repair work orders. • Provided services & repairs to City fleet at competitive costs and provided excellent customer service with minimal down time. • Provided assistance to other divisions on numerous repair /maintenance projects. • Responded to snow and ice events and other emergencies as necessary. 58 City of Roseville — 2012 Budget Division /Program: Sanitary Sewer Organizational Responsibility: Public Works Director Division / Program Description The Sanitary Sewer Fund provides for the maintenance of the sanitary sewer collection system to assure the public's health and general welfare. This fund also provides for the payment to the Met Council Environmental Services for treatment of wastewater generated by Roseville customers. The Program's activities are accounted for in the Sanitary Sewer Fund. 2012 Goals and Objectives • Rehabilitate utility infrastructure in conjunction with street improvement projects and through the use of trenchless technologies to ensure uninterrupted operations and reliable infrastructure. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Increase in `Other Services & Charges' due to expected increase in wastewater treatment costs. • `Capital Outlay' provides for the scheduled replacement and rehabilitation of infrastructure, vehicles, and equipment, which can fluctuate from year to year. 2010/2011 Achievements • Monitored /maintained 12 sanitary and 4 stormwater lift stations. • Cleaned one -third of the sanitary sewer system and all higher frequency areas. • Repaired /replaced several sewer line problem areas as identified by maintenance staff. • Evaluated system needs for rehabilitation, repair, and inflow and infiltration. 59 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 4141107 $ 4631398 $ 4881615 $ 3321098 $ 3581448 $ 261350 7.9% Supplies & Materials 421249 391438 491577 381000 451050 71050 18.6% Other Services & Charges 310701212 219231794 312261127 313791500 316691200 2891700 8.6% Capital Outlay (17,571) 931936 (11309) 6641000 7651000 1011000 15.2% Total $ 315081997 $ 3,520,566 $ 3,763,009 $ 4,413,598 $ 4,837,698 $ 4241100 9.6% FTE's 5.16 5.66 5.66 3.71 3.71 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Increase in `Other Services & Charges' due to expected increase in wastewater treatment costs. • `Capital Outlay' provides for the scheduled replacement and rehabilitation of infrastructure, vehicles, and equipment, which can fluctuate from year to year. 2010/2011 Achievements • Monitored /maintained 12 sanitary and 4 stormwater lift stations. • Cleaned one -third of the sanitary sewer system and all higher frequency areas. • Repaired /replaced several sewer line problem areas as identified by maintenance staff. • Evaluated system needs for rehabilitation, repair, and inflow and infiltration. 59 City of Roseville — 2012 Budget Division /Program: Water Organizational Responsibility: Public Works Director Division / Program Description The Water Fund provides city residents with potable water in quantities sufficient to provide fire protection and general public health. The Program's activities are accounted for in the Water Fund. 2012 Goals and Objectives • Continue to rehabilitate utility infrastructure in conjunction with street improvement projects and through the use of trenchless technologies to ensure uninterrupted operations and the most cost effective infrastructure replacement. • Continue with implementation of automated meter reading for all water accounts. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Increase in `Other Services & Charges' due to expected increase in water purchase costs. • `Capital Outlay' provides for the scheduled replacement of infrastructure, vehicles and equipment, which can fluctuate from year to year. 2010/2011 Achievements • Distributed nearly 2.0 billion gallons of water to Roseville and Arden Hills utility customers. • Repaired over 30 water main leaks, breaks, and replaced 6,000 lineal feet of water main. • Flushed, inspected, and maintained 1,750 fire hydrants. • Responded to nearly 4,000 utility locate requests from Gopher State One Call. • Completed all annual major maintenance programs in a timely manner. • Implementation the automated meter reading project. NO 2008 2009 2010 2012 2013 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 3141290 $ 3531305 $ 4001444 $ 5681015 $ 5811599 $ 131584 2.4% Supplies & Materials 701655 651182 671859 681850 741101 51251 7.6% Other Services & Charges 414681679 419481334 415581473 512921450 516821050 3891600 7.4% Capital Outlay 561733 581129 571106 111411500 6651000 (476,500) -41.7% Total $ 4,910,358 $ 5,424,950 $ 5,083,883 $ 7,070,815 $ 7,002,750 $ (68,065) -1.0% FTE's 6.17 6.17 6.17 7.54 7.54 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Increase in `Other Services & Charges' due to expected increase in water purchase costs. • `Capital Outlay' provides for the scheduled replacement of infrastructure, vehicles and equipment, which can fluctuate from year to year. 2010/2011 Achievements • Distributed nearly 2.0 billion gallons of water to Roseville and Arden Hills utility customers. • Repaired over 30 water main leaks, breaks, and replaced 6,000 lineal feet of water main. • Flushed, inspected, and maintained 1,750 fire hydrants. • Responded to nearly 4,000 utility locate requests from Gopher State One Call. • Completed all annual major maintenance programs in a timely manner. • Implementation the automated meter reading project. NO City of Roseville — 2012 Budget Division /Program: Storm Drainage Organizational Responsibility: Public Works Director Division / Program Description Storm Drainage division provides for the management of storm water drainage in the City; including flood control, pollution and contamination prevention, street sweeping, and the leaf - pickup program. The Program's activities are accounted for in the Storm Drainage Fund. 2012 Goals and Objectives • Sweep all City streets at minimum bi- annually focusing on environmentally sensitive areas first with vacuum sweeper. • Restore two storm ponding areas per year removing sediment resulting in improved water quality. • Continue catch basin repair and cleaning program. • Continue storm sewer inspection an inventory program as required by NPDES permit. • Implement revised Watershed District rules as mandated. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The costs are offset by lower healthcare - related costs. • Increase in Other Services & Charges is due to higher depreciation costs. • `Capital Outlay' provides for the scheduled replacement of infrastructure, vehicles and equipment, which can fluctuate from year to year. 2010/2011 Achievements • Continued structure inspections and update of infrastructure records utilizing GPS and GIS technology. • Worked with residents resolving backyard drainage issues. • Provided technical assistance to residents and property owners installing rain gardens and other water quality improvements. • Rehabilitated infrastructure in conjunction with pavement projects and as identified by structure inspections. 61 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 1701691 $ 2261323 $ 2741665 $ 3181654 $ 3161837 $ (11817) -0.6% Supplies & Materials 491680 511022 601212 521200 551301 31101 5.9% Other Services & Charges 5221381 5381215 5211847 6161490 6871800 711310 11.6% Capital Outlay (16,616) 411507 (10,299) 7951000 8501000 551000 6.9% Total $ 7261136 $ 8571067 $ 8461425 $117821344 $119091938 $ 127,594 7.2% FTE's 3.42 3.42 3.42 4.03 4.03 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The costs are offset by lower healthcare - related costs. • Increase in Other Services & Charges is due to higher depreciation costs. • `Capital Outlay' provides for the scheduled replacement of infrastructure, vehicles and equipment, which can fluctuate from year to year. 2010/2011 Achievements • Continued structure inspections and update of infrastructure records utilizing GPS and GIS technology. • Worked with residents resolving backyard drainage issues. • Provided technical assistance to residents and property owners installing rain gardens and other water quality improvements. • Rehabilitated infrastructure in conjunction with pavement projects and as identified by structure inspections. 61 City of Roseville — 2012 Budget Division /Program: Pathway &Parking Lot Maintenance Organizational Responsibility: Public Works Director Division / Program Description During the past 22 years, the City has installed 10 miles of pathways through its parks and an additional 37 miles as part of the street system. The City Council has implemented a program of methodical and intentional maintenance. This program is intended to bring existing pathways and parking lots up to an acceptable user standard and maintain that standard. The Program's activities are accounted for in the Pathway Maintenance Fund. 2012 Goals and Objectives • Rehabilitate 1 -2 miles pathway annually. • Reconstruct one City -owned parking lot annually. • Perform routine pavement maintenance on all City lots and trails. Financial Summary Total $ 1031229 $ 1031970 $ 1031803 FTE's - - - 2012 Budget Impact Items • Not applicable. $ 1501000 $ 1501000 $ - 0.0% 2010/2011 Achievements • Reconstruction or preventative maintenance on over 3.0 miles of pathway pavement. 62 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials 871776 881517 381910 151000 151000 - 0.0% Other Services & Charges 151453 151453 641893 1351000 1351000 - 0.0% Capital Outlay - - - - - - 0.0% Total $ 1031229 $ 1031970 $ 1031803 FTE's - - - 2012 Budget Impact Items • Not applicable. $ 1501000 $ 1501000 $ - 0.0% 2010/2011 Achievements • Reconstruction or preventative maintenance on over 3.0 miles of pathway pavement. 62 City of Roseville — 2012 Budget Division /Program: Recreation Administration Organizational Responsibility: Parks and Recreation Director Division / Program Description Recreation Administration plans and administers a quality parks and recreation program based on the needs of the community and within the allocated resources. The Program's activities are accounted for in the Recreation Fund. 2012 Goals and Objectives • Support and implement Park and Recreation Renewal Program • To seek outside, non - traditional funding sources • Maintain current and secure new community partners • Develop a department training and succession program • Prepare a plan to support Maintenance Program to a level needed to maintain current and future assets • Keep current with Social Media trends and provide effective marketing and informational messages • Maintain annual accreditation status and be prepared for full audit in 2014 Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Completed System Master Plan Update and Implementation Plan • Successfully executed Emerald Ash Borer (EAB) Preparedness Grant resulting in a Public Tree Inventory • Updated Forestry Ordinance completed and adopted by the City Council • Expanded department volunteer involvement through partnerships with Opportunity Partners, Wells Fargo, North Heights Lutheran Church, Roseville Area Boy Scouts, Roseville Area Girl Scouts and Roseville Area Community Education. • Utilized online tools (survey) to expand opportunities for community input on the Master Plan • Established online marketing presence for parks &recreation facilities using facebook.com and googleplaces.com. 63 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 6221666 $ 6541824 $ 6761546 $ 4431536 $ 4561230 $ 121694 2.9% Supplies & Materials 61948 71935 61645 71500 71502 2 0.0% Other Services & Charges 811766 1011979 971946 891615 791615 (10,000) -11.2% Capital Outlay - - - - - - 0.0% Total $ 7111379 $ 7641737 $ 7811138 $ 540,651 $ 543,347 $ 21696 0.5% FTE's 7.50 7.50 7.50 4.89 4.89 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Completed System Master Plan Update and Implementation Plan • Successfully executed Emerald Ash Borer (EAB) Preparedness Grant resulting in a Public Tree Inventory • Updated Forestry Ordinance completed and adopted by the City Council • Expanded department volunteer involvement through partnerships with Opportunity Partners, Wells Fargo, North Heights Lutheran Church, Roseville Area Boy Scouts, Roseville Area Girl Scouts and Roseville Area Community Education. • Utilized online tools (survey) to expand opportunities for community input on the Master Plan • Established online marketing presence for parks &recreation facilities using facebook.com and googleplaces.com. 63 City of Roseville — 2012 Budget Division /Program: Recreation Fee Activities Organizational Responsibility: Parks and Recreation Director Division / Program Description Recreation Fee Activities provide quality opportunities in adult classes, youth recreational classes, youth sports, gymnastics, senior citizen programs, arts, volunteer opportunities, and other activities in a way that meets the needs of city residents while being self - supporting in terms of direct costs. The Program's activities are accounted for in the Recreation Fund. 2012 Goals and Objectives • Pursue non - traditional revenue sources, i.e., sponsorships and partnerships • Evaluate appropriate level of program offerings; service, safe facilities and program areas, etc • Respond to Community interests in recreation and wellness opportunities • Research program opportunities for replaced and upgraded Park Facilities as a result of renewal program. • Implement an electronic evaluation system for program and event feedback and input Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The prior year's personnel budget was set too low. 2010/2011 Achievements • Partnered with the City of Lauderdale to offer recreation experiences in Lauderdale Community Park. • Partnered with the cities of St. Anthony and New Brighton to offer a variety of adult excursions. • Improved scope of Marketing to include non traditional methods such as website enhancements • Collaborated with Roseville Gymnastics Board, Gymnastics Team and RAHS Gymnastics to facilitate new and upgraded lighting in the Gymnastics Center. • Processed 3816 online registrations, 6.5% increase from 2010 • Partnered with Roseville Rotary to host Fall Soccer Celebration at Tamarack Park providing opportunities for Karen community to meet neighbors and introduce them to a new soccer field supported by Rotary • Relocated main department equipment and supplies storage from Fire Station 1 to Fairview Garages to accommodate construction of the new fire station. •A 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 2341218 $ 2691450 $ 2801630 $ 6401679 $ 7561654 $ 1151975 18.1% Supplies & Materials 631341 521744 731876 631852 611170 (21682) -4.2% Other Services & Charges 2941223 2771048 2671987 2921225 2951409 31184 1.1% Capital Outlay - - - - - - 0.0% Total $ 5911781 $ 5991241 $ 6221493 $ 996,756 # # # # # # # ## $ 116,477 11.7% FTE's 0.50 0.50 0.50 4.36 4.36 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. The prior year's personnel budget was set too low. 2010/2011 Achievements • Partnered with the City of Lauderdale to offer recreation experiences in Lauderdale Community Park. • Partnered with the cities of St. Anthony and New Brighton to offer a variety of adult excursions. • Improved scope of Marketing to include non traditional methods such as website enhancements • Collaborated with Roseville Gymnastics Board, Gymnastics Team and RAHS Gymnastics to facilitate new and upgraded lighting in the Gymnastics Center. • Processed 3816 online registrations, 6.5% increase from 2010 • Partnered with Roseville Rotary to host Fall Soccer Celebration at Tamarack Park providing opportunities for Karen community to meet neighbors and introduce them to a new soccer field supported by Rotary • Relocated main department equipment and supplies storage from Fire Station 1 to Fairview Garages to accommodate construction of the new fire station. •A City of Roseville — 2012 Budget Division /Program: Recreation Non -Fee Activities Organizational Responsibility: Parks and Recreation Director Division / Program Description Recreation Non- Fee Activities provides quality recreational leisure time opportunities in the area of musical entertainment, community band programs, special needs programs, summer youth programs, teen activities, and special events in a manner that encourages broad participation through a combination of partial fees, donations, and public funding. The Program's activities are accounted for in the Recreation Fund. 2012 Goals and Objectives • Continue to provide volunteer opportunities to the community • Continue to survey similar local facilities to evaluate current rate structure. • Pursue non - traditional revenue sources, i.e. sponsorships, partnerships, etc. Financial Summary 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Expanded Discover Your Parks from 6 sites to 15 events in 2011. DYP visited each of the 15 park constellations. Over 750 people enjoyed activities and festivities at a local neighborhood park. • Hosted July 4th celebration in Central Park with over 20,000 participants and spectators • Supported 3 n Annual Roseville Rotary Taste of Rosefest • Received $5,000 Metropolitan Regional Arts Council Community Arts Grant to support expanded summer entertainment programming and arts opportunities 65 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 341055 $ 331753 $ 281126 $ 381710 $ 331095 $ (51615) -14.5% Supplies & Materials 121973 91520 101316 161700 171810 11110 6.6% Other Services & Charges 241014 211997 201088 551535 591610 41075 7.3% Capital Outlay - - - - - - 0.0% Total $ 711042 $ 651270 $ 581530 $ 1101945 $ 1101515 $ (430) -0.4% FTE's 1.00 1.00 1.00 - - 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Expanded Discover Your Parks from 6 sites to 15 events in 2011. DYP visited each of the 15 park constellations. Over 750 people enjoyed activities and festivities at a local neighborhood park. • Hosted July 4th celebration in Central Park with over 20,000 participants and spectators • Supported 3 n Annual Roseville Rotary Taste of Rosefest • Received $5,000 Metropolitan Regional Arts Council Community Arts Grant to support expanded summer entertainment programming and arts opportunities 65 City of Roseville — 2012 Budget Division /Program: Recreation Harriet Alexander Nature Center Organizational Responsibility: Parks and Recreation Director Division / Program Description To provide environmental education, recreational opportunities, and reflection for people of all ages and abilities. The Program's activities are accounted for in the Recreation Fund. 2012 Goals and Objectives • To evaluate current program effectiveness and adjust as financially appropriate • To continue to consider the HANG Planning Committee recommendations • Facilitate HANG improvements and exhibit additions funded by FORParks and FORHANC Financial Summary 2012 Budget Impact Items • Supplies & Materials increased due to higher building supply costs. 2010/2011 Achievements • Expanded Central Park School contracted learning through a $4200 FORHANC sponsorship • Added two new theme camps to the contracted Kids U lineup • Formed community partnerships that enhanced experiences for the Great American Backyard Campout • Collaborated with FORHANC to establish an exhibit committee and investigate design exhibits as part of the Parks &Recreation Renewal process. •• 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 861198 $ 871783 $ 901975 $ 151600 $ 151600 $ - 0.0% Supplies & Materials 41163 31230 41043 51000 61482 11482 29.6% Other Services & Charges 221682 191141 171505 271775 271775 - 0.0% Capital Outlay - - - - - - 0.0% Total $ 1131044 $ 1101155 $ 1121524 $ 481375 $ 491857 $ 11482 3.1% FTE's 1.00 1.00 1.00 - - 2012 Budget Impact Items • Supplies & Materials increased due to higher building supply costs. 2010/2011 Achievements • Expanded Central Park School contracted learning through a $4200 FORHANC sponsorship • Added two new theme camps to the contracted Kids U lineup • Formed community partnerships that enhanced experiences for the Great American Backyard Campout • Collaborated with FORHANC to establish an exhibit committee and investigate design exhibits as part of the Parks &Recreation Renewal process. •• City of Roseville — 2012 Budget Division /Program: Recreation Roseville Skating Center Organizational Responsibility: Parks and Recreation Director Division / Program Description To provide; multi - purpose indoor /outdoor skating opportunities, recreational classes, senior citizen programs, and miscellaneous other activities, in a way that meets the needs of the city and state residents. The Program's activities are accounted for in the Recreation Fund. 2012 Goals and Objectives • Review concession contract and determine best approach • Maximize dasher board, resurfacer and scoreboard advertising accounts • Continue to consider the RSC- OVAL task force recommendations • Continue to build on relationships started with MN Wild, Red Bull, Kellogg alumni, etc. to create additional exposure for Skating Center • Expand social media marketing for RSC • Retain 95% of group rentals Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Hosted first ever MN Wild outdoor practice • Hosted Red Bull Open Ice Pond Hockey Championships • Hosted Kellogg HS all -class reunion • Group rentals increased by 15% over 2010 • Ice Arena rental increased by 2% over 2010 • Hosted 3 Major Speedskating events: ■ 2011 American Cup II Speedskating Championships ■ 2011 John Rose Open ■ 2011 US Junior National Speedskating Championships 67 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Bind et (Decrease), Decrease Personal Services $ 5691903 $ 5941005 $ 5621757 $ 6181602 $ 6241475 $ 51873 0.9% Supplies & Materials 601741 551819 451695 671250 681515 11265 1.9% Other Services & Charges 3421676 3371417 3191981 3501490 3441491 (51999) -1.7% Capital Outlay 331860 61133 61443 431000 - (43,000) 0.0% Total $1,007,180 $ 9931375 $ 9341876 $110791342 $110371481 $ (41,861) -3.9% FTE's 6.00 6.00 6.00 5.75 5.75 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Hosted first ever MN Wild outdoor practice • Hosted Red Bull Open Ice Pond Hockey Championships • Hosted Kellogg HS all -class reunion • Group rentals increased by 15% over 2010 • Ice Arena rental increased by 2% over 2010 • Hosted 3 Major Speedskating events: ■ 2011 American Cup II Speedskating Championships ■ 2011 John Rose Open ■ 2011 US Junior National Speedskating Championships 67 City of Roseville — 2012 Budget Division /Program: Recreation Activity Center Organizational Responsibility: Parks &Recreation Director Division / Program Description This division leases limited storage space and a dance studio at Fairview Community Center, provides temporary staff for evening and weekend open hours at City Hall Campus and includes payment to Roseville School District to satisfy contractual arrangement for maintenance and upkeep at Brimhall, Central Park Community Gymnasiums and the Gymnastic Center 2012 Goals and Objectives • To retain the storage and dance studio space for 2012 and beyond • To continue to cooperate and coordinate with the Roseville School District per agreement in the provision of Central Park and Brimhall Community Gymnasiums and the Roseville Gymnastic Center • To provide safe and adequate supervision at the City Hall Campus to open up facilities for community use as much as possible Financial Summary FTE's - - - - - 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Provision of storage space for Parks and Recreation and affiliated groups and studio space for the Roseville School of Dance. • Provision of two community gymnasiums and one gymnastic center in cooperation with the Roseville School District per agreement • Exceptional space availability for affiliated groups to offer community programs •: 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 191296 $ 101554 $ 71234 $ 151900 $ 151900 $ - 0.0% Supplies & Materials - 20 - - - - 0.0% Other Services & Charges 781316 771434 801188 941800 941800 - 0.0% Capital Outlay - - - - - - 0.0% Total $ 971612 $ 881007 $ 871422 $ 110,700 $ 110,700 $ - 0.0% FTE's - - - - - 2012 Budget Impact Items • Not applicable. 2010/2011 Achievements • Provision of storage space for Parks and Recreation and affiliated groups and studio space for the Roseville School of Dance. • Provision of two community gymnasiums and one gymnastic center in cooperation with the Roseville School District per agreement • Exceptional space availability for affiliated groups to offer community programs •: City of Roseville — 2012 Budget Department /Program: Recreation Park Maintenance Organizational Responsibility: Parks &Recreation Director Department Description To develop and maintain public park areas and facilities at a level that provides for safe, quality recreational experiences for all users and participants. This division includes contract maintenance and Forestry. The Program's activities are accounted for in the Park Maintenance Fund. 2012 Goals and Objectives • Ensure safe conditions as a top priority for users and employees • Define existing landscape areas within parks and develop maintenance strategies • Determine long -term strategy for Forestry issues and EAB • Provide high quality, safe, clean and well groomed park and play areas and timely and effective service • Continue to assess and investigate organic fertilizer use • Implement Asset Management Program Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. Prior year personnel costs were set too low. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Developed field maintenance program resulting in better maintained facilities and improved turf • Re- lamped athletic lighting systems at Upper Villa Park and Rosebrook • Facilitated Carter Geyen Memorial project at Bruce Russell Park • Completed Public Tree Master Plan • Partnered with Roseville Rotary to improve drainage at Tamarack Park and install youth -sized soccer goals • Collaborated with Northwestern College to improve and expand field maintenance at Langton Lake Athletic Field • Partnered with North Suburban Soccer Association to improve and expand field maintenance at Rosebrook Park and Central Park Dale Street Athletic Complex •• 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 6841529 $ 6501787 $ 6701242 $ 6211150 $ 6631750 $ 421600 6.9% Supplies & Materials 1001383 711545 961823 1051045 1121261 71216 6.9% Other Services & Charges 1921697 1351295 1891746 2381410 1981409 (40,001) -16.8% Capital Outlay - 127 31411 - 151000 151000 0.0% Total $ 9771610 $ 8571754 $ 9601223 $ 964,605 $ 989,420 $ 241815 2.6% FTE's 6.25 6.25 5.25 7.25 7.25 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. Prior year personnel costs were set too low. • Other Services & Charges decrease due to the elimination of depreciation charges in the operating budget. 2010/2011 Achievements • Developed field maintenance program resulting in better maintained facilities and improved turf • Re- lamped athletic lighting systems at Upper Villa Park and Rosebrook • Facilitated Carter Geyen Memorial project at Bruce Russell Park • Completed Public Tree Master Plan • Partnered with Roseville Rotary to improve drainage at Tamarack Park and install youth -sized soccer goals • Collaborated with Northwestern College to improve and expand field maintenance at Langton Lake Athletic Field • Partnered with North Suburban Soccer Association to improve and expand field maintenance at Rosebrook Park and Central Park Dale Street Athletic Complex •• City of Roseville — 2012 Budget Department /Program: Park Improvement Program Organizational Responsibility: Parks &Recreation Director Department Description The Park Improvement Program (PIP) provides for the preservation of parks, open space, and related recreational areas. The purpose of this fund is to renew and reconstruct existing park facilities. The Program's activities are accounted for in the Park Improvement Fund. 2012 Goals and Objectives • To update a 10 year parks and recreation capital improvement plan • To update a 10 year project priority listing • To focus on safety and aesthetics as a high priority Financial Summary FTE's 2012 Budget Impact Items • A reduction in capital costs will be offset by bond - funded projects over the next 5 years. The overall investment in park improvements will increase substantially. 2010/2011 Achievements • Reconstructed Central Park Waterfall and surrounding retaining walls • Maintained playground safety surfacing system wide • Mulched all beds at Lexington Park using volunteer labor • Renovated play area at Evergreen Park including all ages play feature with fabric shade structure, concrete curbing and safety fencing. • Replaced Bennett Lake Fishing Pier using grant funding from the Minnesota DNR • Initiated trial system for trash and recycling removal using high capacity containers 70 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ - $ - $ - $ - $ - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges - - - - - - 0.0% Capital Outlay 2191823 4101086 761073 1851000 401000 (145,000) 0.0% Total $ 2191823 $ 4101086 $ 761073 $ 1851000 $ 401000 # # # # # # ## -78.4% FTE's 2012 Budget Impact Items • A reduction in capital costs will be offset by bond - funded projects over the next 5 years. The overall investment in park improvements will increase substantially. 2010/2011 Achievements • Reconstructed Central Park Waterfall and surrounding retaining walls • Maintained playground safety surfacing system wide • Mulched all beds at Lexington Park using volunteer labor • Renovated play area at Evergreen Park including all ages play feature with fabric shade structure, concrete curbing and safety fencing. • Replaced Bennett Lake Fishing Pier using grant funding from the Minnesota DNR • Initiated trial system for trash and recycling removal using high capacity containers 70 City of Roseville — 2012 Budget Division /Program: Golf Course Clubhouse Organizational Responsibility: Parks &Recreation Director Division / Program Description The golf course clubhouse provides a quality golf experience for Roseville citizens by offering superior turf and a pleasing clubhouse designed for beginners, senior citizens, youth, and those desiring a minimal time commitment. Plans for a physical upgrade to the clubhouse are being explored. The Program's activities are accounted for in the Golf Course Fund. 2012 Goals and Objectives • Maintain number of rounds played and overall revenue • Pursue alternative revenue streams • Continue to assess the golf industry staying competitive with rates and conditions • Increase youth golf programming and participation (new girls league and SNAG). • Continue long -range capital improvement /equipment replacement schedule for course, grounds & clubhouse Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Reduced seasonal staffing costs by 13% • Maintained nearly 30,000 rounds played • Realigned staffing levels for economy and effectiveness • Awarded SNAG Grant from NRPA 71 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 1211470 $ 1041137 $ 1071522 $ 1541675 $ 1581000 $ 31325 2.1% Supplies & Materials 221027 201542 211435 211300 211500 200 0.9% Other Services & Charges 331653 321012 331671 431000 431925 925 2.2% Capital Outlay - 11051 21008 - 201000 201000 0.0% Total $ 1771150 $ 1571743 $ 1641636 $ 218,975 $ 243,425 $ 241450 11.2% FTE's 1.00 1.00 1.00 1.25 1.25 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Reduced seasonal staffing costs by 13% • Maintained nearly 30,000 rounds played • Realigned staffing levels for economy and effectiveness • Awarded SNAG Grant from NRPA 71 City of Roseville — 2012 Budget Division /Program: Golf Course Maintenance Organizational Responsibility: Parks &Recreation Director Division / Program Description Golf course maintenance provides Roseville citizens with a golf recreational facility that is maintained with quality and managed with excellent customer service. Maintenance and playability will be very important to keeping this course competitive in the coming years. Plans for a physical upgrade to the maintenance facility are being explored. The Program's activities are accounted for in the Golf Course Fund. 2012 Goals & Objectives • Continue to explore new, cost effective ways and procedures to maintain golf course and clubhouse • Update capital improvement / equipment replacement schedule for course, grounds & clubhouse • Manage the golf course budget to offer reasonable fees • Assess and investigate organic fertilizer use • Develop and maintain disease management program for EAB and Japanese Beetle • Develop perennial gardens and tree replacement program throughout course Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Completed several major landscaping improvements; • Replaced numerous storm damaged trees utilizing Arboretum tree nursery • Reestablished three fairways after extensive winter kill • Developed and implemented sign management program for tee boxes and course • Reduced part -time labor costs 72 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 1201535 $ 1071627 $ 1141347 $ 671350 $ 671400 $ 50 0.1% Supplies & Materials 201716 161163 211628 261300 261500 200 0.8% Other Services & Charges 421394 491309 491498 471325 471825 500 1.1% Capital Outlay 51045 - - - 291000 291000 0.0% Total $ 1881690 $ 1731099 $ 1851473 $ 1401975 $ 1701725 $ 291750 21.1% FTE's 1.50 1.50 1.50 0.50 0.50 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff. 2010/2011 Achievements • Completed several major landscaping improvements; • Replaced numerous storm damaged trees utilizing Arboretum tree nursery • Reestablished three fairways after extensive winter kill • Developed and implemented sign management program for tee boxes and course • Reduced part -time labor costs 72 City of Roseville — 2012 Budget Division /Program: City Planning Organizational Responsibility: Community Development Director Division / Program Description The Planning Division's mission is to develop effective recommendations on comprehensive land use planning and zoning programs in a manner consistent with City policies. City Planning works closely with all departments, Planning Commission, Variance Board, HRA and Council in preparation and design of development projects as well as providing guidance to property owners. City Planning provides well - planned development and anticipates continued process refinement to keep up with current and increasing project demands. The Program's activities are accounted for in the Community Development Fund. 2012 Goals and Objectives • Improve record and data management of division's activities. • Explore ways to better communicate with the public regarding land use issues. • Begin the update to the Twin Lakes AUAR environmental review document. • Adopt a new Sign Ordinance and Shoreland Ordinance Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, along with a reallocation of wages to other programs. • Decrease in Other Services & Charges due to a reduction in computer /software replacement. 2010/2011 Achievements • Brought forward a new zoning code for adoption in compliance with the Comprehensive Plan • Created the Twin Lakes Regulating Plan and Twin Lakes Overlay District for City Council approval • Reviewed projects that generated $75 million in new tax base within the city. 73 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 2221389 $ 2351100 $ 2431685 $ 3471043 $ 3131908 $ (33,135) -9.5% Supplies & Materials 300 134 116 41500 31500 (11000) -22.2% Other Services & Charges 1381805 391488 521027 551790 521400 (31390) -6.1% Capital Outlay 405 31393 - - - - 0.0% Total $ 3611899 $ 2781115 $ 2951828 $ 407,333 $ 369,808 $ (37,525) -9.2% FTE's 2.00 2.00 2.00 3.25 3.25 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, along with a reallocation of wages to other programs. • Decrease in Other Services & Charges due to a reduction in computer /software replacement. 2010/2011 Achievements • Brought forward a new zoning code for adoption in compliance with the Comprehensive Plan • Created the Twin Lakes Regulating Plan and Twin Lakes Overlay District for City Council approval • Reviewed projects that generated $75 million in new tax base within the city. 73 City of Roseville — 2012 Budget Division /Program: Economic Development Organizational Responsibility: Community Development Director Division / Program Description The Economic Development Program's mission is to manage and encourage new development and redevelopment in Roseville, pursuant to the City Council's guidelines. The budget year of 2006 will continue to focus on housing and the redevelopment of major business parks and mixed use neighborhood plans. The retention and communication with businesses will be reduced to reflect limited funding and staff resources. Existing partnerships will be strengthened. The Program's activities are accounted for in the Community Development Fund. 2012 Goals and Objectives • Continue to secure grant monies to foster redevelopment opportunities. • Continue to work with existing businesses to ensure their success. • Implement new economic development strategies to enhance tax base. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, which was offset by a reallocation of wages to other programs. • Other Services & Charges increased to reflect higher professional services needs. 2010/2011 Achievements • Established two Tax Increment Financing districts to support City housing initiatives. (Applewood Pointe at Langton Lake and Sienna Green). • Construction of Phase II of the Twin Lakes infrastructure project. • Began discussion with City Council on economic development priorities. 74 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Budget Budget Decrease Decrease Personal Services $ 1301503 $ 1881997 $ 1951456 $ 881548 $ 351148 $ (53,400) -60.3% Supplies & Materials 51905 41219 21777 21000 21500 500 25.0% Other Services & Charges 201623 211937 331957 221065 241365 21300 10.4% Capital Outlay - - - - - - 0.0% Total $ 1571032 $ 2151153 $ 2321190 $ 1121613 $ 621013 $ (50,600) -44.9% FTE's 2.00 2.00 2.00 0.43 0.25 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, which was offset by a reallocation of wages to other programs. • Other Services & Charges increased to reflect higher professional services needs. 2010/2011 Achievements • Established two Tax Increment Financing districts to support City housing initiatives. (Applewood Pointe at Langton Lake and Sienna Green). • Construction of Phase II of the Twin Lakes infrastructure project. • Began discussion with City Council on economic development priorities. 74 City of Roseville — 2012 Budget Division /Program: Building Permits and Codes Organizational Responsibility: Community Development Director Division / Program Description The Code Enforcement Program ensures public safety and health standards related to building construction and land use, are maintained for the general welfare of the community. This provides a safer community for all citizens through proper construction methods and provides for enhanced neighborhood livability and property values. The City expects to maintain a high level of public - encouraged redevelopment and construction in 2005 through the various housing programs, business redevelopment, and residential remodeling /improvements. The Program's activities are accounted for in the Community Development Fund. 2012 Goals and Objectives • Continue opportunities and provide resources for department personnel's Professional Development. • Improve existing procedures and systems to increase efficiency and effectiveness. • Continually monitor existing Regulations to ensure that the community needs are being met. • Implement technology for field inspectors. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, along with higher healthcare - related costs. • Other Services & Charges reduced due to lower credit card processing fees and contractual costs related to electrical inspections. 2010/2011 Achievements • In 2011, issued over 1,700 building permits bringing in $1.2 million in revenue. • In 2011, valuation of construction in 2009 was $75 million: $27.3 million residential new, $10.0 million residential renovation. $9.5 million commercial new, $28.0 million commercial renovation. • In 2011, staff continued the Neighborhood Enhancement Program which involved communicating with and canvassing 4,388 properties for City Code violations (from the public right -of -way). Staff observed 177 violations, notified owners, and obtained compliance in 93% of the cases within 20 business days. 75 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Bind et Budget Decrease Decrease Personal Services $ 4751164 $ 5191379 $ 5191735 $ 3511767 $ 3631800 $ 121033 3.4% Supplies & Materials 71188 51894 71523 81150 91640 11490 18.3% Other Services & Charges 1211557 1091221 1161402 1301900 1231470 (71430) -5.7% Capital Outlay 241294 151371 - 161000 301000 141000 0.0% Total $ 6281203 $ 6491864 $ 6431659 $ 506,817 $ 526,910 $ 201093 4.0% FTE's 5.90 5.90 5.90 3.75 3.75 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, along with higher healthcare - related costs. • Other Services & Charges reduced due to lower credit card processing fees and contractual costs related to electrical inspections. 2010/2011 Achievements • In 2011, issued over 1,700 building permits bringing in $1.2 million in revenue. • In 2011, valuation of construction in 2009 was $75 million: $27.3 million residential new, $10.0 million residential renovation. $9.5 million commercial new, $28.0 million commercial renovation. • In 2011, staff continued the Neighborhood Enhancement Program which involved communicating with and canvassing 4,388 properties for City Code violations (from the public right -of -way). Staff observed 177 violations, notified owners, and obtained compliance in 93% of the cases within 20 business days. 75 City of Roseville — 2012 Budget Division /Program: Geographic Information Systems Organizational Responsibility: Community Development Director Division / Program Description The GIS division coordinates the intra- departmental geographic data base system. The division is responsible for improving city mapping and data management, linking GIS to permits, creating web versions of maps, and using GIS technology for long range planning. The division collaborates with other governmental units to maximize the accuracy of GIS data and to improve overall efficiency. The Program's activities are accounted for in the Community Development Fund. 2012 Goals and Objectives • Assist (as time permits) Engineering, Police, and other City Departments in the use of property database, GIS, and web technologies. • Continue support for the Roseville and Ramsey County GIS online mapping site. • Assist in the expansion of content in the city's Laserfiche repository. Financial Summary 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, as well as higher healthcare - related costs. • Other Services & Charges increase is due to the inclusion of membership costs of a local GIS consortium. This cost was omitted in the 2011 Budget. 2010/2011 Achievements • Served as Staff Secretary for the Ramsey County GIS Users Group. • Created custom "Find my Zoning" web map application for Zoning Code update project. • Converted Rental Registration and Energy Audit Program data into Google Maps. • Became the first metro area city to publish address point date in Metro GIS Pilot Project. • Maintained up -to -date map and list of housing foreclosures in the City. 76 2008 2009 2010 2011 2012 $ Increase % Increase Actual Actual Actual Buffet Buffet Decrease Decrease Personal Services $ 721058 $ 751111 $ 761544 $ 691061 $ 871854 $ 181793 27.2% Supplies & Materials - 104 - 100 100 - 0.0% Other Services & Charges 31869 71169 31778 11400 41850 31450 246.4% Capital Outlay - - - - - - 0.0% Total $ 751927 $ 821384 $ 801322 $ 701561 $ 921804 $ 221243 31.5% FTE's 1.00 1.00 1.00 1.00 1.00 2012 Budget Impact Items • Personnel increases include a 1% cost -of- living increase for City Staff, as well as higher healthcare - related costs. • Other Services & Charges increase is due to the inclusion of membership costs of a local GIS consortium. This cost was omitted in the 2011 Budget. 2010/2011 Achievements • Served as Staff Secretary for the Ramsey County GIS Users Group. • Created custom "Find my Zoning" web map application for Zoning Code update project. • Converted Rental Registration and Energy Audit Program data into Google Maps. • Became the first metro area city to publish address point date in Metro GIS Pilot Project. • Maintained up -to -date map and list of housing foreclosures in the City. 76 City of Roseville — 2012 Budget Debt Management Plan By formal Council action, the City of Roseville affirmed its debt policy in 2008. The policy can be found in Appendix A. A major highlight of this policy includes confining the city's borrowing to capital improvements. Those improvements must have a life that is greater than or equal to the length of debt retirement. The City currently has three types of debt; 1) general obligation improvement debt, 2) general obligation facility debt, and 3) General Obligation Taxable Housing debt. Improvement debt is used for financing the city's street improvement program. Facility debt accounts for the debt service on City Campus facilities, and the Housing debt accounts for debt issued to finance a public /private partnership with a local townhome association's improvements. The city will have six general obligation debt issues outstanding at the beginning of 2012. They are depicted below. Description Series 23 Principal Outstanding $ 24000 Net Interest Rate 4.90% Date of Final Maturity 03/01/2012 Eligible Call Date Bi- annually Series 25 65000 4.24% 03/01/2014 Bi- annually Series 27 60000 3.72% 03/01/2019 03/01/2013 Series 28 2,07000 3.31 % 03/01/2018 03/01/2016 Series 29 1,095,000 5.06% 03/01/2025 03/01/2020 Series 31 10000 2.45% 03/01/2028 03/01/2023 217,057 1,812,057 2020 72000 184,545 Total $ 20,135,000 74000 168,580 908,580 The following tables depict the City's debt service payments by year. Year 2012 .. $ 1,435,000 Interest $ 356,656 . $1,791,656 2013 1,230,000 56605 1,796,805 ,2014 1,880,000 472,615 2,352,615 2015 1,700,000 424,830 2,124,830 2016 1,750,000 376,937 2,126,937 2017 1,810,000 325,653 2,135,653 2018 1,870,000 27003 2,140,603 2019 1,595,000 217,057 1,812,057 2020 72000 184,545 904,545 2021 74000 168,580 908,580 2022 75500 15000 90500 2023 78000 131,495 911,495 2024 79000 110,467 900,467 2025 82000 87,493 907,493 2026 73000 6506 79506 2027 75500 45,533 800,533 2028 77500 23,63 8 798,63 8 Total $ 20,13500 $ 3,979,392 $ 24,114,392 77 $20 $15 O $10 $5 2012 City of Roseville — 2012 Budget Outstanding Bonded Debt Schedule 2014 2016 2018 2020 2022 2024 2026 2028 The following graph depicts the remaining balance of the City's outstanding debt by year. Legal Debt Limit Minnesota State Statutes Section 475.51 generally limits net debt to no more than three percent of the estimated market value of the taxable property within the municipality. However, a number of categories of debt are not included within the net debt calculation. The City's debt limit is calculated as follows: Estimated market value $ 4,288,071,400 Debt Limit (3% of total estimated market value) 128,642,142 Total Outstanding Debt 20,13500 Less amount exempted (1,769,000) Total net debt applicable to limit $ 18,366,000 As shown in the above table, the City is well below its allowable debt limit. Debt Retirement Strategy The City has established and is maintaining a relatively rapid debt retirement schedule to provide both a better bond rating in the future (currently Aaa Moody's and AA S &P) and to provide for future debt capacity. The city's debt on a per capita basis at the end of 2011 will be $592. The debt repayment schedule remains on a steady pace and the city is well below the median debt level as established by the rating agencies. The median level is currently at $750 for cities the size of Roseville. 78 City of Roseville — 2012 Budget Capital Improvement Plan — Executive Summary Enclosed is the 2012 -2031 Capital Improvement Plan (CIP) as prepared in accordance with the goals and strategies identified in the Imagine Roseville 2025 initiative and in consideration of the goals and objectives identified by the City Council earlier this year. The CIP also incorporates the valued contributions made by the City's advisory commissions, and other citizen groups. Finally, the CIP also addresses a number of federal and state mandates that require capital outlays. The CIP should not be construed as a request for funding; rather it is designed to serve as a planning tool that can be used to make informed budgeting decisions. Only after further discussion and Council approval will these items be considered funded. However, the inclusion of these items into the CIP signals general support for a particular service level standard(s). Over the next 20 years, the City expects to expend approximately $218 million to replace existing vehicles, equipment, and infrastructure that will allow the City to maintain or enhance its programs and services. This assumes that the City will have available funding and that all existing assets will be replaced at the end of their useful lives. It is conceivable that some of these items will not be replaced. By contrast, over the 20 previous years, the City expended only $76 million to replace its capital assets; a reflection of both the general need and available funding during this time. On average, the City expects to expend approximately $10.9 million per year on capital assets over the next 20 years. The largest asset category is system improvements, which represents 76% of the total amount. The largest asset by City function is parks and recreation, which represents 30% of the total amount, followed closely by water and sewer systems. The following charts depict the City's 20 -year capital needs. 79 City of Roseville — 2012 Budget Funding for the CIP is expected to come from numerous sources depending on the asset type. The largest expected funding source for the CIP is property taxes, which represents 38% of the total amount needed. The property tax burden can be lessened if alternative funding sources are secured. The following chart depicts the funding sources for the City's 20 -year CIP. 2012 -2031 CIP Funding Sources The CIP identifies a number of major capital items that are expected to be needed over the next 20 years to sustain current service levels. They include: ❖ $65 million in park system improvements. ❖ $65 million in water and sewer infrastructure. ❖ $64 million in streets and pathways. ❖ $38 million in vehicles and equipment. ❖ $14 million in general facilities improvements. Greater detail on these projects can be found in the full version of the Capital Improvement Plan. .l City of Roseville — 2012 Budget Financial Impact The CIP will have a substantial impact on utility customers and taxpayers. Assuming all of the utility systems items contained in the CIP are funded, the City's water, sanitary sewer, and storm sewer rates will increase approximately 60% over the next 20 years. This is in addition to any inflationary -type increases that will be needed to sustain day -to -day operations. The impact on property taxpayers is even greater. If all of the property tax - supported items contained in the CIP are funded including; vehicles, equipment, building improvements, and park improvements, taxpayers can expect to pay 4 -5% more each year for the next 20 years. Again, this is in addition to any inflationary -type increases that will be needed for day -to -day operations. This assumes that all property tax - supported capital items will be funded through systematic increases in the annual property tax levy, and that no other alternative funding sources are captured. In addition, it also assumes that all existing assets will be replaced with something similar at the end of their useful lives. It is likely that some assets will be retired with no intent of replacing it. The combined financial impact to Roseville homeowners if all items contained in the CIP are funded would result in an increase of approximately 3.7% perms above and beyond what they're currently paying in property taxes and utility charges. Again, these same homeowners will also face inflationary - type increases for general operations as well. For a single - family home with a property value of $235,000 and average water consumption, the approximate impact is as follows: $ 931 1 1,000 1 1,075 1 1,155 1 1,241 1 1,335 1 1,436 1 1,545 1 1,663 1 1,791 1 1,929 As the table indicates, a typical household would pay an additional $998 or 107% more in 2031 than it does today if all items in the CIP are funded. 81 City of Roseville — 2012 Budget Financial Plan — Executive Summary Enclosed is the 2012 -2021 Financial Plan as prepared in accordance with the goals and strategies identified in the Imagine Roseville 2025 initiative and in consideration of the policies, goals and objectives identified by the City Council. Like the Capital Improvement Plan (CIP), the Financial Plan should not be construed as a request for funding; rather it is designed to serve as a planning tool that can be used to make informed financial decisions. The Financial Plan is segregated into two portions; operations and capital investments. While both portions are crucial for maintaining services, the potential for alternative funding sources and the flexibility in making operational adjustments can vary significantly for each. Therefore they are looked at separately for financial planning purposes. In addition, the Financial Plan makes the distinction between general - purpose operations that are used to provide police, fire, streets, and parks & recreation, and are typically funded by property taxes; and enterprise or business -type operations that are used to provide for water, sewer, storm, and golf course operations which are typically funded by user fees. Each of these separate categories is discussed in greater detail below. If current operational trends continue and if the City makes all planned capital replacements over the next 10 years, it will create a sizeable impact on Roseville property owners. In adopting the 2012 Budget, the City Council recognized this impact and instituted significant increases in the water and sewer rates and re- purposed existing property tax levies. This resulted in substantial improvement in the City's asset replacement funding mechanisms However, in order to maintain programs and services at existing levels and to replace infrastructure at the optimal time, property tax levies will need to increase by 2-3% per year for the next 10 years. Water and Sewer rates will need to increase by 30% per year in 2013, followed by more moderate increases thereafter. Under this scenario, a typical single - family home will see their combined City property tax and utility bill increase from $1,134 in 2011 to $2,109 in 2020. These impacts can be lessened if the City chooses to eliminate programs, reduce service levels, or delay capital replacements. With these projections, Roseville would no longer be among the lowest taxed cities in the Twin Cities Metropolitan Area. It is estimated that Roseville will go from having the 7th lowest taxes out of 60 comparative cities, to having the 25th to 30th lowest. This would place Roseville near the median taxation level. For comparison purposes, the cities currently near the median include: Bloomington, St. Louis Park, Burnsville, New Brighton, and Mounds View. The impacts noted above can also be portrayed as a percentage of household income. Based on the projections above, it is estimated that each household will pay approximately 2.0% of their income to the City for property taxes and their utility bill in 2021. By comparison, Roseville households paid 1.5% of their income in 2002 and an estimated 1.3% in 2010. More detailed information is presented below. 82 City of Roseville — 2012 Budget Enterprise Operations The City's enterprise or business -type operations include the City's water, sanitary sewer, storm sewer, solid waste recycling, and golf course operations. They are categorized as enterprise operations because they are run much like a private, stand -alone business that is sustained solely by the direct revenues they receive. These operations do not receive any property tax monies. Enterprise operations are funded by user fees, a portion of which is set aside for future capital replacements. The remaining is used for day -to -day operations. For financial planning purposes, the City looks at operations and capital investments separately. The financial plan for each of these categories is discussed in greater detail below. Operations Over the next 10 years, the City's enterprise operations are projected to collectively grow 3.4% per year, from $11 million in estimated expenditures in 2012 to $14.8 million in 2021. This assumes that the City will continue providing the same services and levels of services as it currently does. The projections incorporate increases in personnel, supplies & materials, and other operating costs including the purchase of water from the City of St. Paul and wastewater treatment costs paid to the Metropolitan Council. Projected cost increases by major category for the enterprise functions are as follows: ❖ Personnel costs - 3% ❖ Supplies and materials - 3% ❖ Other services and charges - 3% The projected cost increases through 2021 are comparable to actual increases realized in prior years. To accommodate these additional costs, operating revenues rates will need to increase by a corresponding amount. User fee increases will fluctuate greatly depending on the enterprise function, with golf course and recycling fees rising at 4% annually. Water, sewer, and stormwater fees will need to rise at 3% annually to offset projected cost increases and to equate current revenues with current expenditures. Cash reserves held in the enterprise funds are expected to generate an investment return of 5% annually which can be used to partially offset operational costs. Additional user fee increases will be needed to offset capital investment needs. These increases are discussed in greater detail below. 83 City of Roseville — 2012 Budget Based on the projected cost increases and added revenues, the cash reserve levels for operations in the City's enterprise -type functions are depicted in the following chart: Reserve levels set aside for operations, while declining, will remain sufficient for the foreseeable future. Capital Investment The 2012 -2021 CIP identified approximately $33.4 million in asset replacement needs including the replacement of vehicles, water and sanitary sewer mains, stormwater mains and retention ponds, and golf course improvements. Again, significant utility rate increases were implemented in 2012 with further increases in 2013. Significant increases will also be needed in the Golf Course operations in the next few years. Thereafter, inflationary -type increases will be sufficient. With the user fee increases, and following the asset replacement schedules identified in the CIP, the cash reserves in the City's enterprise funds dedicated for capital needs will be as follows: City of Roseville — 2012 Budget 85 City of Roseville — 2012 Budget General Purpose Operations The City's general purpose operations include the City's police, fire, streets and pathways, parks and recreation, and general administrative and finance functions. For purposes of this financial plan, it excludes general facilities such as City Hall, Public Works Building, and all fire stations. Which have typically been financed with voter - approved bonds. In contrast to the City's water and sewer operations, general purpose functions are provided for by a variety of funding sources most notably, property taxes. Each year, a portion of the property tax levy is set aside for future capital replacements. The remaining is used for day -to -day operations. For financial planning purposes, the City looks at operations and capital investments separately. The financial plan for each of these categories is discussed in greater detail below. Operations Over the next 10 years, the City's general purpose operations are projected to collectively grow 3% per year, from $16.3 million in estimated expenditures in 2012 to $21.3 million in 2021. This assumes that the City will continue providing the same services and levels of services as it currently does. The projections incorporate increases in personnel, supplies & materials, and other operating costs including contracted legal and other professional services. Projected cost increases by major category for the general purpose functions are as follows: ❖ Personnel costs - 3% ❖ Supplies and materials - 3% ❖ Other services and charges - 3% The projected cost increases through 2021 are comparable to actual increases realized in prior years. To accommodate these additional costs, operating revenues rates will need to increase by a corresponding amount. For General Fund activities including police, fire, streets, etc., revenues will need to increase as follows: •'• Property taxes — 3% •'• Licenses and permits — 2% •'• Court fines — 2% •'• Intergovernmental — 2% •'• Charges for services — 2% •'• Other — I% For Parks & Recreation activities including recreation programs and park maintenance, revenues will need to increase as follows: •'• Property taxes — 3% •'• Charges for services — 3% :• City of Roseville — 2012 Budget Cash reserves held in the general purpose funds are expected to generate an investment return of 5% annually which can be used to partially offset operational costs. Additional property tax increases will be needed to offset general purpose capital investment needs. These increases are discussed in greater detail below. Based on the projected cost increases and added revenues, the cash reserve levels for operations in the City's general purpose functions are depicted in the following chart: Capital Investments The 2012 -2021 CIP identified approximately $17.5 million in general purpose asset replacement needs including the replacement of buildings, streets, trails, and vehicles and equipment. This excludes park improvements and the construction of a new fire station which are being financed in 2012 -2015. The following chart depicts cash reserve levels over the next 10 years for capital purchases. 87 City of Roseville — 2012 Budget Financial Impact Based on the projections noted above, the following table depicts the annual property tax impact necessary to finance the operational and capital needs for the City's general purpose functions including all streets, trails, and vehicles and equipment: Annual Household Prouerty Tax Bill As shown in the above table, over the next 10 years a typical household will incur an average increase of 3.6% annually on their property tax bill — holding all other factors constant. Again, this excludes the impact for the fire station and park improvements scheduled for 2012 -2015. • • City of Roseville — 2012 Budget Performance Measures During the past couple of years, City Staff have been developing performance measures that would complement the numerous reports and statistics prepared by the City and to provide guidance for future decision making. These performance measures have been established in accordance with the City's Imagine Roseville 2025 visioning process and City Council goals. They also include a number of operating indices that are used to manage city programs and services. These performance measures are not meant to be an all- encompassing reflection on the results or outcomes the City achieves. The success of city programs and services are affected by a number of determinants including the availability of financial and staffing resources. However, these measures should allow the City to gauge whether established standards are being met, and whether resources are being allocated effectively. They should also provide some insight on whether the City is making adequate progress on achieving its long -term goals and objectives. The following is a summary of the City performance measures that have been developed to date, although only limited data has been populated. Administration Department Regional Benchmark: Average number of days from a position vacancy to candidate acceptance IR2025 Strategy: 2.13 Description: # of days between job being posted and person accepting the position city 2010 2011 2012 3 -Year Avg. 2013 Woodbury 53 - - - - Roseville 60 51 - - - Regional Benchmark: Rate of turnover IR2025 Strategy: 2.13 Description: # of employees that voluntarily leave the city divided by total number of positions (excludes seasonal employees) City 2010 2011 2012 3 -Year Avg. 2013 7woodbury 1.4% - - - - Roseville 3.5% 6.4% Local Benchmark: Percentage of employee performance reviews conducted within 30 days of the due date IR2025 Strategy: 2.13 Description: N/A 2010 2011 2012 3 -Year Avg. 2013 15.7 % 20.7% -% -% -° 69H IN City of Roseville — 2012 Budget Local Benchmark: Number of website subscribers for electronic communications IR2025 Strategy: 2.B Description: Number of email accounts registered to receive City News updates through the website's email subscription program 2010 2011 2012 3 -Year Avg. 2013 540 572 - - - Local Benchmark: Percentage of time cable channel is free of difficulties IR2025 Strategy: 2.B Description: Technical difficulties are equipment related problems or human errors that prevent Nesidents fNOm viewing Roseville Cable Channel 16 2010 2011 2012 3 -Year Avg. 2013 99.9% 99.9 °° - °° - °/° - % Local Benchmark: Tons of material collected through curbside collection IR2025 Strategy: 2.B Description: Tons of material collected as part of the City's contracted recycling collection program 2009 2010 2011 1 3-Year Avg. 2012 3,281.20 7WO(odbury 3321.35 - 3�243.86 - 3,282.14 Roseville - Finance Department Regional Benchmark: Average processing days for accounts payable vendor checks IR2025 Strategy: 2.B Description: # of days from invoice date to check date city 2010 2011 2012 3 -Year Avg. 2013 7WO(odbury 18 - - - - Roseville 20 21 - - - Local Benchmark: IR2025 Strategy: Description: N/A Percentage of cash receipts (40,000 annually) processed accurately 2.B 2010 2011 2012 3 -Year Avg. 2013 99% 99% - %° - °° - °° all City of Roseville — 2012 Budget Local Benchmark: Percentage of vendor payments (7,000 annually) processed accurately IR2025 Strategy: 2.B Description.- NIA 2010 2011 2012 3-Year Avg. 2013 2012 Woodbury 1.14 1.12 - Local Benchmark: IR2025 Strategy: Description.- NIA Percentage of paychecks (8,000 annually) processed accurately 2.B 2010 2011 2012 3-Year Avg. 2013 2012 Woodbury 1.14 1.12 - Local Benchmark: IR2025 Strategy: Description.- NIA Local Benchmark: IR2025 Strategy: Description.- NIA Average License Center customer wait time; tab renewals 2.B 2010 2011 2012 3 -Year Avg. 2013 Average License Center customer wait time; MV, DL, DNR Licenses 2.B 2010 2011 2012 3-Year Avg. 2013 8 6 Police Department Regional Benchmark: Number of sworn full-time equivalent officers per 1,000 population IR2025 Strategy: 5.A Description.- Total hours worked by sworn officers divided by population in thousands. Measured December 31St of each year umber of sworn officers divided by population in thousands City 2009 2010 2011 3-Year Avg. 2012 Woodbury 1.14 1.12 - - Roseville i 1.42 1.30]E 1.30 1.34 91 City of Roseville — 2012 Budget Regional Benchmark: Response time IR2025 Strategy: S.A Description: Time it takes on top priority calls, when officer responds with lights and sirens, ftom dispatch to first officer on scene City 2009 2010 2011 3 -Year Avg. 2012 Woodbury n/a /. /a n/a 19,556 Roseville 5 min, 35 see 5 min, 48 see 4 rain, 35 see 5 min, 19 sec - Local Benchmark: Crime data accuracy IR2025 Strategy: S.A Description: Percentage of correct data supplied to BCA 2009 2010 2011 3 -Year Avg. 2012 99.7%. 95.6 ° 96.2% 97.2% % Benchmark: Number of traffic contacts IR2025 Strategy: 5.A.6 Description: Total number of traffic contacts 2009 2010 2011 1 3 -Year Avg. 2012 49%. 19,230 41% 19,421 44% 142 19,556 141.3 19402 - - Local Benchmark: Percentage of criminal cases cleared IR2025 Strategy: S.A Description: Percentage of criminal cases cleared by artiest, unfounded, exceptionally cleared, or referral 2009 2010 2011 3 -Year Avg. 2012 49%. 140 41% 142 44% 142 44.7 141.3 °l© Local Benchmark: Number of active Neighborhood Watch Programs IR2025 Strategy: S.A Description: Total number of neighborhoods active in the Program 2009 2010 2011 1 3 -Year Avg. 2012 140 142 142 141.3 - 92 City of Roseville — 2012 Budget Fire Department Regional Benchmark: Response time IR2025 Strategy: 5.B. I Description.- Time it takesftom dispatch to apparatus on scene City 2009 2010 2011 3-Year Avg. 2012 Woodbury Roseville Local Benchmark: to arrival at the scene IR2025 Strategy: Description.- NIA Percentage of fire calls responded to in six minutes or less from time of dispatch 5.B.1 All Calls City 2010 2011 2012 3-Year Avg. 2013 Roseville 90.0% 90.0% - % - % % I ICMA Average 50.7% - % -%7— - % -%] Local Benchmark: IR2025 Strategy: Description.- NIA Fire personnel injuries with no lost time per 1,000 calls 5.B.2 City 2010 2011 2012 3-Year Avg. 2013 Calls 4!225 4,290 $ $ - $ Injuries 6 1 $61.021 $60.59 - %© per 100 0.142% 0.023% 96.4% % % Local Benchmark: IR2025 Strategy: Description.- NIA Fire suppression stops/fire confined to room of origin 5.B.1 City 2010 2011 2012 3-Year Avg. 2013 Structure Fires 47 28 $ $ - $ Stops 47 27 $61.021 $60.59 1 $ % per 100 100% 96.4% - °o % % Local Benchmark: IR2025 Strategy: Description.- NIA Fire and EMS cost per Roseville resident 5.A.1 city 2010 2011 2012 3-Year Avg. 2013 Budget $ 2!05500 $2,041,175 $ $ - $ Cost per Resident $61.021 $60.59 1 $ $ - 1 $ 93 City of Roseville — 2012 Budget Local Benchmark: EMS calls for service per 1,000 residents IR2025 Strategy: 5.A.1 Description.- NIA city 2010 2011 2012 3-Year Avg. 2013 EMS Calls 3351 3,380 $ 371 $ $ 1% per 100 99.46% 78.90% 8 8.1 % Public Works Department Regional Benchmark: Average time to complete a snow event IR2025 Strategy: Goal/Strategy #12 Description.- 4 of hours to plow and sand the entire road system once city 2009 2010 2011 3-Year Avg. 2012 Woodbury 7.05 7.17 $ 371 $ $ Roseville Fall 8 8 8.1 1 1 Regional Benchmark: Gallons of water pumped per day per capita IR2025 Strategy: 7.A.3 Description.- Annual water purchased divided by 365 days divided by 4 of residents City 2009 2010 F: 2H 2011 3-Year Avg. 2012 Woodbury 105 90 90 $ 371 $ $ Roseville Fall 1 132 461 91 1 1 $ Local Benchmark: Project Engineering cost as a percent of total project construction cost IR2025 Strategy: Goal/Strategy #12 Description.- Average for all projects 2010 2011 2012 3-Year Avg. 2013 2013 Spring $347 $ 371 $ Local Benchmark: Cost per unit for street sweeping IR2025 Strategy: Goal/Strategy #12 Description.- Per linear miles city 2010 2011 2011 F 3-Year Avg. 2013 Spring $347 $ 371 $ $ $ Fall $134 $176 1 $ $ -r $-I MAI City of Roseville — 2012 Budget Local Benchmark: Cost per unit for seal coating IR2025 Strategy: Goal /Strategy #12 Description: Per square yard 2010 2011 2012 3 -Year Avg. 2013 $ 1.04 $ 1.08 $- $- $- Local Benchmark: Cost per unit for snow plowing IR2025 Strategy: Goal /Strategy #12 Description: Per snow season (Nov-Apr) per lane mile 2010 2011 2012 3 -Year Avg. 1 2013 $ 1,563 $ 21155 63.0% $ - $ - $ - Parks & Recreation Department Regional Benchmark: Percentage of fees to expenditures IR2025 Strategy: 8.A.1 Description: Amount of fees collected for programs divided by program costs city 2009 2010 2011 3 -Year Avg. 2012 7woodbury 62.0% 63.0% 67.0% - % - % Roseville 86.2% 85.3% 92.3 % - °l© - % Local Benchmark: IR2025 Strategy: Description: N/A Total number of Recreation program participants 1.A.6; a, b, and c. 1.B, 3.A, 4.A.6, 8.A 2009 2010 2011 3 -Year Avg. 2013 8,246 � 9,239 x,465 8,650 - * * Includes all registrations completed through activenet registration system. Does not include attendance at any special event or walk -up or group participation at the Nature Center or Skating Center Local Benchmark: IR2025 Strategy: Description: N/A Skating Center ice hours sold 1.A.6; a, b, and c, 3.A, 8.A, 10.B 2010 2011 2012 3 -Year Avg. 2013 2,844 2,872 - - - 95 Local Benchmark: IR2025 Strategy: Description.- NIA Pathway plowing cost per mile 8.B.3, I.A.6.d, 3.D.I.b, 8.A.4 City of Roseville — 2012 Budget 2010 2011 2012 F3-Year Avg. 2013 $ 1,302 $ 1,771 $ $ $ - Local Benchmark: IR2025 Strategy: Description.- NIA Cost per acre for mowing 2.A. Ld, 8.A 2010 2011 2012 3-Year Avg. 2013 $444 Percent $492 2,153 $ $ - $ Community Development Department Regional Benchmark: # of inspections completed per full-time equivalent building inspector IR2025 Strategy: 2.B Description.- Total inspections divided by total FTE's City PWoodbury 2009 2010 2011 3-Year Avg. 2012 Percent 2!291 2,153 81.0% 98.8% °© Roseville 1,913 1,794 1,930 1,879 Local Benchmark: IR2025 Strategy: Description.- NIA Complete residential plan reviews within 5 business days 95% of the time 2.B Local Benchmark: IR2025 Strategy: Description.- NIA Complete commercial plan reviews within 10 business days 95% of the time 2.B 2009 2010 2011 11 3-Year Avg. 2012 Percent n/a 98.1% 81.0% 98.8% °© % Local Benchmark: IR2025 Strategy: Description.- NIA Complete commercial plan reviews within 10 business days 95% of the time 2.B Local Benchmark: IR2025 Strategy: Description.- NIA Close public nuisance cases within 20 business days 80% of the time 2.B, 2.0 2009 2010 2011 3-Year Avg. 2012 Percent n 94.7% 81.0% 88.0% % % Local Benchmark: IR2025 Strategy: Description.- NIA Close public nuisance cases within 20 business days 80% of the time 2.B, 2.0 we 2009 2010 2011 3 -Year Avg. 2012 Percent 87.3% 80.2% 81.0% 82.8 % % we City of Roseville — 2012 Budget Local Benchmark: Close Neighborhood Enhancement Program-initiated cases within 20 business days 90% of the time 2.B, 2.0 IR2025 Strategy: Description.- NIA 1 1 2009 F� 2010 2011 3 Year Avg. 3 - Year 2012 Percent 86.2% 78.0% 93.0% 85.7% _% Local Benchmark: IR2025 Strategy: Description.- NIA Median time to approve administrative deviation 2.B, 6.D 97 2009 2010 2011 3-year Avg. 2012 Time 14 days 15 days 21 days 16 days 97 City of Roseville — 2012 Budget City of Roseville, Minnesota Mission Statement To provide the Citizens of Roseville with an ethical local government structure which ensures the Community's public safety, health, qualify of life, and general welfare in a manner that is accountable to both current and future generations. M, City of Roseville — 2012 Budget City of Roseville, Minnesota Fiscal Policies The following set of fiscal policies provides a framework to guide the City's budget and financial planning. The policies are separated into three categories: ❑ Budget Policies.—these policies are more typically directly related to budgeting guidelines and specific details ❑ City Operational Policies these policies apply to general directions and methods, which may not be specific to the budget but do have an ultimate impact on the process since the budget is a reflection of the Council's community goals and priorities ❑ Special Program Policies the City may have special programs, which require specific policies not normally covered in the previous categories but have significant impacts on the annual budget. Budget Policies The City's Budget Policies were reaffirmed in 2010 and include: a) Operating Budget Policy b) Capital Improvement Policy c) Debt Policy d) Revenue Policy e) Capital Replacement Policy f) Operating Fund Reserve Policy Operational Policies The City's Operational Policies include: a) Open Government Policy b) Community Participation Policy c) Collaboration Policy d) Community Technology Policy e) Legislative Program Policy f) Professional Services Policy g) Accounting &Auditing Policy h) Investment Policy Special Program Policies The City's Special Program Policies include: a) Housing Policy b) Pavement Management Policy c) Park Improvement Policy d) Revenue Policy Each of these policies is explained in greater detail below. City of Roseville — 2012 Budget Operating Budget Policy Purpose The purpose of the City's Operating Budget Policy is to ensure that the City's annual operating expenditures are based on a stable stream of revenues. The policies are designed to encourage a long -term perspective to avoid pursuing short -term benefits at the expense of future impacts. The intent of this policy is to enable a sustainable level of services, expenditures, and property tax levies. Scope This policy applies most critically to those programs funded through the property tax, as fluctuations in this revenue source can have substantial impacts. Polic ❑ The City will pay for all current expenditures with current revenues. The City will avoid budgetary procedures that balance current expenditures at the expense of meeting future years' expenses. Specifically, accruing future year's revenues shall be prohibited. Practices to be avoided include postponing expenditures, rolling over short -term debt, and using reserves to balance the operating budget ❑ The operating budget will provide for adequate maintenance of capital plant and equipment, and for their orderly replacement. ❑ A proportionate share of the administrative and general government costs incurred by the general operating fund of the City shall be borne by all funds as is practicable. Such administrative charges shall be predetermined and budgeted annually ❑ New programs or proposals shall be reviewed in detail by City staff and both a policy and fiscal analysis shall be prepared prior to budgetary inclusion, and provided to the City Council for 4S review ❑ A request for a program or service expansion or reduction must be supported by an analysis of public policy implications of the change ❑ A request for new personnel must be supported by an analysis demonstrating the need for the position based on workload measures, comparative staffing levels, and City and department priorities ❑ A request for purchase of new (additional) capital equipment must be supported by an analysis demonstrating that the value of the benefits of the equipment is greater than the cost of the equipment over its expected life ❑ As specified under City Code section 103.05 all general purchases and /or contracts in excess of $5,000 must be separately approved by the Council 100 City of Roseville — 2012 Budget In recognition of industry- recommended budgeting practices, the City has established the following budget controls: ❑ The City will maintain a budgetary control system to ensure adherence to the budget ❑ The Finance Department will prepare regular reports comparing actual expenditures to budgeted amounts as part of the budgetary control system. These reports shall be distributed to the City Council on a periodic basis. ❑ Department heads shall be primarily responsible for maintaining expenditures within approved budget guidelines that are consistent with approved financial policies Implementation The budget as approved meets the above criteria and as a result, the above policies are considered to be implemented 101 City of Roseville — 2012 Budget Capital Improvement Policy Purpose The purpose of the City's Capital Improvement Policy is to ensure that capital expenditures are well planned and enable the city to replace capital items when needed, without requiring significant fluctuations in the property tax levy. Scope All departments and City funds are included in the 10 -Year Capital Improvement Program (CIP). The CIP identifies the timing and financing of all capital items. Polic ❑ All capital improvements shall be made in accordance with an adopted Capital Improvement Program ❑ The City will develop a 10 -year Plan for capital improvements and update it annually ❑ The City will coordinate development of the capital improvement budget with development of the operating budget. Future operational costs associated with new capital improvements will be projected and included in operating budget forecasts ❑ The City will provide ongoing preventative maintenance and upkeep on all its assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs ❑ The City will identify the estimated costs and potential funding sources for each capital project proposal before it is submitted to Council for approval ❑ The City will determine the least costly financing method for all new projects ❑ For future development or redevelopment proposals that require public infrastructure and /or public financing assistance and /or City support services; a fiscal analysis shall be prepared identifying the project sources and uses. The analysis should also demonstrate the costs and benefits of the project. The cost of this analysis shall be borne by the developer. Implementation The Capital Improvement Program has been updated to reflect capital expenditures through the next five years. 102 Purpose Polic City of Roseville — 2012 Budget Debt Policy ❑ To define the role of debt in the City's total financial strategy so as to avoid using debt in a manner that weakens the City's overall financial condition. ❑ To establish limits on the amount of City debt which will allow for manageable debt service costs. ❑ To maintain the best possible Moody's and Standard and Poor's credit rating ❑ The City will confine long -term borrowing to capital improvements or projects that cannot be financed from current revenues. The City shall not use debt for the purchase of vehicles and other rolling stock ❑ When the City finances capital projects by issuing bonds, it will pay back the bonds within a period not to exceed the expected useful life of the project ❑ The City will try to keep the average maturity of general obligation bonds at or below ten years ❑ The City will strive to keep the direct debt per capita and direct debt as a percent of estimated market value at or below the median set out by the credit rating agencies ❑ Total general obligation debt shall not exceed two percent of the market value of taxable property as required by State law ❑ The City shall not use debt for current operations ❑ The City will maintain good communications about its financial condition with credit rating agencies ❑ The City will follow a policy of full disclosure on every financial report and bond prospectus ❑ Refinancing or bond refunding will only be undertaken when there is significant economic advantage to the City, and when it does not conflict with other fiscal or credit policies ❑ The maintenance of the best possible credit rating shall be a major factor in all financial decisions. For the purposes of issuing debt, bond rating categories shall be used as a means of assessing the City's financial condition. Implementation The debt management section of this approved Budget and Capital Improvement Program demonstrate compliance toward achieving the city's debt policy. 103 Revenue Policy Purpose City of Roseville — 2012 Budget ❑ To provide a diversified and strong set of revenues to ensure a stable revenue system for City programs and services ❑ To match revenues with similar uses to ensure adequate funding for the various City services and programs over the long -term Polic ❑ The City will try to maintain a diversified and stable revenue system and to shelter it from short run fluctuations in any one revenue source ❑ Absent any outside legal restrictions, all Federal, State, County, or other governmental financial aids, should be formally designated, by resolution, towards a specific program or service. General purpose aids shall only be used for capital or non - recurring expenditures and not for on -going operations. ❑ Each year the City will recalculate the full costs of activities supported by user fees, to identify the impact of inflation and other cost increases, and will set those fees as appropriate. Fees will be established and adopted annually on the Fee Schedule. ❑ The City will set fees and user charges for each enterprise fund, such as water and sewer, at a level that fully supports the total direct and indirect cost of the activity. Indirect costs include the cost of annual straight life depreciation of capital assets and each fund's share of the administrative and general government costs incurred by the general operating fund ❑ Absent public policy reasons to the contrary, the City will set fees and user charges for non - enterprise funds, at a level that fully supports the total direct and indirect cost of the activity. Indirect costs include the cost of annual straight life depreciation of capital assets Implementation The Budget accurately allocates the revenues and expenditures of City programs and services. 104 City of Roseville — 2012 Budget Capital Replacement Policy Purpose The Roseville City Council has set in place a stable funding mechanism for much of the city's infrastructure. The intent of the Council in having Replacement Policies is to provide for easing the burden on both present and future taxpayers and to assure the replacement of the city's infrastructure in a manner that is both fiscally and operationally prudent. The primary purpose of this policy is to have specific resources set aside on a periodic basis, to create funding for the major equipment and infrastructure needs of the community, without encountering major tax increases for maintenance and replacement. It is not the intent of the City Council to fund major new facilities, which have not had the original funding established either through tax increment, general taxes or other such sources. The replacement funds are expected to be only for replacement purposes. (See the Implementation section below) Polic ❑ The City will establish departmental Vehicle Replacement Funds. The City will appropriate monies to them annually to provide for timely replacement of vehicles. The amount will be maintained at an amount equal to the accumulated depreciation including annual fund interest earnings to provide for vehicle replacement ❑ The City will establish a General Plant Replacement Fund to provide for non - vehicular equipment replacement; i.e., mowers, tools, etc. Funding should equal the amount of accumulated depreciation recorded on all general governmental equipment including annual fund interest earnings ❑ The City will establish a Building Replacement Fund, and will appropriate funds to it annually to provide for timely maintenance of all buildings and plants supported by general governmental funding. Maintenance includes major items such as roof repair and HVAC replacement. ❑ The City shall establish a Street Infrastructure Replacement Fund to provide for the general replacement of streets and related infrastructure throughout the community. The funding should equal the amount of accumulated depreciation recorded on all general governmental streets and related structures including annual fund interest earnings. The annual MSA capital allocation, will be included as part of the source of funds for computing the adequacy of this fund. This Fund has been formally categorized by the Council as a permanent fund, whereby only the interest proceeds are used each year for the stated purpose. The original principal amount remains intact ❑ The City shall establish a Park Improvement Fund to provide for the general replacement of parks and related infrastructure throughout the community. The funding should equal the amount of accumulated depreciation recorded on all park system assets. 105 City of Roseville — 2012 Budget ❑ Within each enterprise fund, the City shall establish a funding mechanism to provide for the general replacement of related infrastructure throughout the community. The funding should equal the amount of accumulated depreciation recorded on all enterprise fund system assets. ❑ From time to time the City Council shall establish additional replacement funds as the need and funding ability becomes available ❑ The City should periodically review and follow industry- recommended replacement schedules for all City capital assets. Implementation The City shall use replacement funds to assist in the replacement of equipment, vehicles, and building maintenance. New equipment or buildings are to be funded from new dollars, unless they are designated to replace currently depreciated assets. Funds from the replacement funds may be used up to the amount available from depreciation of the replaced asset. Any additional funding shall be from new sources. 106 Purpose Polic City of Roseville — 2012 Budget Operating Fund Reserve Policy ❑ To provide a cushion against unexpected revenue and income interruptions ❑ To provide working capital by ensuring sufficient cash flow to meet the City's needs throughout the year ❑ The City will maintain a general fund reserve of 35 -45% of the general fund's total annual operating budget. This ensures that the City has adequate funds on hand to provide for operations between bi- annual property tax collection periods. Any surplus beyond the required general fund reserve may be transferred to another reserve fund with a funding shortfall ❑ The City will strive to create a reserve in the Recreation Fund to equal 25% of the annual recreation budget. This reserve will provide a cash flow cushion and reduce the inter -fund borrowing expense to the Recreation Fund. Because of more frequent cash inflows, a 25% reserve will be adequate to support the daily cash needs of the fund ❑ The Community Development Fund is supported solely by building permit fees and charges. Because the economic environment has a major effect on this Fund, a fund balance of 25 -50 % of the annual budget is a reasonable target. It is expected that as economic downturns take place, this reserve will provide for a transition period during which the Council will be able to assess and to better match operations with the economic need ❑ City enterprise funds shall have operating cash reserves sufficient to provide for monthly cash flow, and for a reasonable level of equipment and infrastructure replacement. Major reconstruction or system upgrades, may need to be funded from enterprise revenue bonds. Annual utility rate reviews will be made in regard to projected operating expenses and capital improvements. The Council will, on an annual basis, establish rates in accordance to operating cost recovery and the projected capital improvements ❑ All other operational funds e.g. License Center, Information Technology, etc are expected to operate with positive reserve balances of 10 -25% of the annual operating budget. Each operational fund shall be reviewed on an annual basis to assure the fund balance is in line with the fund's objectives ❑ In the event the minimum fund balance drops below prescribed levels, the City shall dedicate new incoming property tax or program revenues (where applicable) in an amount sufficient to bring fund balance levels back into compliance within three fiscal years 107 City of Roseville — 2012 Budget ❑ Unless otherwise directed by the City Council, monies held in individual Funds shall be expended first from restricted fund balances, second from committed fund balances, then from assigned fund balances, before using unassigned fund balance Implementation All fund reserves shall be reviewed each year at the time of the annual budget preparation for the purpose of complying with this policy. Budgets shall be prepared on an "All Resources" basis, so that the City Council and Community can readily discern the current and projected management of all reserves. 108 City of Roseville — 2012 Budget Open Government Policy The City has always had the policy of openness and disclosure. To ensure that city related groups such as commissions, committees, associations, and joint powers organizations are aware and reflect this openness, it is understood that any policy- making which directly impacts the fiscal health of the community is expected to be disclosed properly and timely to the public. This policy includes disclosure in both the spirit of openness and within the requirements of the appropriate state statutes. Polic Coverage ❑ The City will conduct the governmental fiscal and budgetary policy deliberations in a public space, preferably either in City Hall, or other city halls, libraries, etc. and in a space which is accessible. ❑ The proceedings are to be broadcast or recorded in either video or voice mode. ❑ The City will prepare and provide summaries of proposed and final documents related to fiscal issues, which will be presented and discussed in an open meeting setting as described above. ❑ All City committees, commissions, joint power organizations and other groups on which any person from the city staff or any member of the City Council is either requested or is required to serve and establishes fiscal policies regarding City Funds, will adhere to the same open government procedures and process outlined above. ❑ Committees, commissions and other groups which do not make fiscal policy regarding City Funds, are expected to provide for at least a 72 hour advance meeting notice, to hold the meetings at locations which are readily accessible to all. Proceedings of Required Groups ❑ Copies of minutes and either a video or audio tape of fiscal policy deliberations shall be kept on file with the City Manager's office for at least a 1 -year period of time. ❑ Where possible reports, budgets and other approved documents shall be kept at an accessible place in City Hall, at the Roseville Branch of the Ramsey County Library, and where feasible and practical, as part of the City's web page. Implementation This policy will become effective upon formal approval of the City Council and shall be in force and considered as part of the City's fiscal policies. 109 City of Roseville — 2012 Budget Community Participation Policy Purpose While the City Council is elected to represent the community in making choices of public safety, public works and the providing of general governmental services, the Council will make every effort to involve the community in the decision- making process where major community interests are concerned and where state and local statutes permit. It has been the practice of the Council, and will continue to be, to appoint commissions, task forces, and other work groups from the community to explore and present ideas and alternatives with regard to issues, which are of importance to the community. In addition, any expenditure of funds in excess of $3 million of local property tax dollars and which involves community facilities will be brought to the community in the form of a referendum. Scope The scope of the policy is to actively involve the community in those major facilities issues which include the addition of parks, pathways, public facilities, zoning, neighborhood development issues, and any other areas deemed appropriate. Polic The City of Roseville will endeavor to involve representative citizen groups, including student representation, in the discussion and advising on issues which require more input as to the wishes and needs of the community than can be provided by staff, consultants, or the City Council. It is the intent of the Council that all study groups, commissions, and committees will consist of at least 5 members unless otherwise specified by statute. Implementation The City Council will work with staff to assist in defining those issues which require more community guidance and input. Those issues will be presented to representative community work group to assist in the ascertaining the need, fact - finding, and determining feasible alternatives, before the City Council deliberates a final resolution of those issues. 110 City of Roseville — 2012 Budget Collaboration Policy Purpose The intent of this policy is to make clear to staff and the community that the City Council encourages the searching out of opportunities to join with other governments, schools, and private organizations both for- profit and non - profit, to provide needed services to the community. It is expected that those services will be of high value to the community and ultimately a wiser use of all resources including but not limited to property taxes, human resources and existing city infrastructure. Scope The scope of the policy is not to limit the areas of collaboration and cooperation as to encourage reasonable exploration of any and all areas where Roseville taxpayers and other organizations can mutually benefit. Polic The City of Roseville encourages staff to seek out and bring forward, areas and ideas which may be explored and discussed in a public manner so that our community may benefit in both an improved quality of life and a better economic use of all resources. Implementation The City will work with other communities, public entities and applicable private parties to search out, review, fund and implement where feasible, any areas of cooperation or collaboration which would prove to be significant benefit to all parties and which would fulfill the above stated policy of the City of Roseville. 111 City of Roseville — 2012 Budget Community Technology Policy Purpose With the explosive growth in computer and related technology, it is of critical importance that the Citizens of Roseville not be excluded from the benefits that access to internet communications and information can accrue. It is the intent of this Policy, to establish that the City Council of the City of Roseville recognizes the importance of emerging technology and will make every effort to assure that the citizens of Roseville have reasonable access and service where technically feasible and financially viable. Scope The scope of this policy is to include a wide range of technologies. Those technologies may consist of a combination of existing infrastructure and the use of new and developing infrastructure. The City will strive is to keep up -to -date and current as is reasonably possible in knowing what applications may exist. The City will additionally review the potential and available resources which may be needed to provide better public service and community access. Polic The City of Roseville will strive to provide an ever - improving system of public safety and service. In the current environment of growing technology options, the City will explore and find those systems or providers of systems, which will: ❑ Provide current service at better value ❑ Explore the potential to provide improved ways of providing basic city services in ways that will enhance and better protect the community ❑ Allow the citizens of Roseville to continue to have technology access to the internet regarding information and communications Implementation The City will work with other communities, public entities and applicable private parties to search out, review, fund and implement where feasible, any new technology or application of current technology which would fulfill the above stated technology policy of the City of Roseville. 112 City of Roseville — 2012 Budget City legislative Program Policy Purpose Because cities are a creation of the state, municipal rights and responsibilities usually require legislative support to amend, add to or to eliminate those duties. It is the intent of the City Council of the City of Roseville to approach such issues in a positive and proactive manner and to support changes which it believes to be in the best interest of the community. It is the intent of the Council to take steps which make it very clear to all parties, what the City's position is on any proposed changes and how staff has been directed to respond. Scope The scope of this policy is to include specific, well thought -out changes initiated by the Council and issues which have been brought forth by citizens or groups representing cities such as the National League of Cities, League of Minnesota Cities, the Legislative Municipal Commission, and the Association of Metropolitan Cities. The Council will also intend to review and respond appropriately to any ad hoc issues, which may arise at the 11 th hour of a legislative, congressional or county session. Polic It is the policy of the City of Roseville to provide a positive role of leadership on legislative issues which may affect the Community and to articulate clearly what that position, if any, may be. Implementation The City Council of the City of Roseville will meet at least once annually, in an open work session or in an official meeting, to discuss any legislative issues which may be deemed to affect the Community and requires a stated position. In addition to initiated legislation, discussion will include any pending or proposed legislative issues which may be at the County, State, or National Level. The intent of the annual session is to outline the Council's official position of such issues and to instruct staff in their related work. The Council may meet at other times as may be required to respond to legislative or county issues which arise on a non - scheduled basis. 113 City of Roseville — 2012 Budget Professional Services Policy Background The City of Roseville retains outside firms or individuals to provide professional services in many areas including: ❑ Legal (Prosecution, Civil, Economic Development, and Bond Counsel) ❑ Appraisal ❑ Planning and Landscape Design ❑ Audit ❑ Engineering, Architectural, and Environmental The City enters into professional services contracts for specific projects or services, for a specific period of time. Purpose The City of Roseville has determined that it is good public policy to utilize a method of selecting and retaining professional services in order to: ❑ Ensure Citywide consistency in the process of selecting and retaining professional services ❑ Ensures public confidence in process integrity by providing maximum transparency and avoiding long -term relationships that are insulated from the economic market forces of open competition ❑ Ensure that the City obtains the best overall value for its investment when retaining professional services. ❑ Ensure a regular, consistent fiscal review of professional services Policv Contracts for professional services shall be for terms of not more than three (3) years. Multi -year contracts shall not be renewed at their expiration except as a result of a competitive selection process consistent with this policy, unless this requirement is waived by a vote of the City Council. Multi -year contracts shall include an annual performance review to ensure that the purposes of the contract are being met with reporting of results to the City Council. All contracts shall, by their terms, allow the City to terminate the contract prior to completion if the City determines that the contract does not continue to serve the City's purposes. Selection of firms shall be through a competitive process using a `best overall value' approach whenever applicable and appropriate. All professional services contracts shall be approved by the City Council. The City Council should be represented in the interviews and evaluation of candidate firms for Civil Attorney services, including the determination of evaluation criteria. Firms selected to provide professional services to the City of Roseville: ❑ Will avoid any conflicts of interest and commit to the principles of the Professional Code of Ethics for their profession and the City of Roseville Code of Ethics for Public Officials 114 City of Roseville — 2012 Budget ❑ Will conduct their business through designated Roseville City Staff as approved by the City Manager ❑ Will not represent any individual or corporation involved in litigation against the City of Roseville ❑ Will comply with all applicable state and federal laws and local ordinances Amended — August 17, 2009 115 City of Roseville — 2012 Budget Accounting & Auditing Policy Purpose To ensure accurate and consistent accounting practices that conform to generally accepted accounting principles to ensure public confidence in and ensure the integrity of the City's financial system. Polic ❑ The City will establish and maintain a high standard of accounting practices. ❑ The accounting system will maintain records on a basis consistent with accepted standards for local government accounting as established by State law and GAAFR. ❑ Regular monthly and annual financial reports will present a summary of financial activity by major types of funds. ❑ Where possible, the reporting system will also provide monthly information on the total cost of specific services by type of expenditure and, if necessary, by fund. ❑ An independent public accounting firm shall be engaged to perform an annual audit of all accounts, funds, and activities, and will publicly issue a financial opinion. ❑ Independent accounting firms shall be engaged for a period of not more than three years, selected through an open request for proposal process, and shall not be allowed to renew the City's account for more than three years. Implementation The City has earned the GFOA Excellence in Financial Reporting award for the past 32 years (1979 - 2010). 116 City of Roseville — 2012 Budget Investment Policy Purpose The purpose of the Investment Policy is to ensure the most efficient use of the City's idle funds, and to ensure the best return on these funds while making only those investments allowed by law. Polic ❑ The City will make a cash flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to ensure maximum cash availability. ❑ When permitted by law, the City will pool cash from several different funds for investment purposes. ❑ The City will invest 99 percent of its idle cash on a continual basis. ❑ The City will obtain the best possible return on all cash investments. Such investments will only be those legally permissible under Minnesota law. ❑ The accounting system will provide regular information concerning cash position and investment performance. ❑ The City will make arrangements for banking services on a contractual basis for a specified period of three years, with specified fees for each service rendered. ❑ The City includes interest earnings and investment summaries as part of the Comprehensive Annual Financial Report (CAFR). Implementation See Investment and Portfolio procedures. Investment and Portfolio Procedures Scope These investment and portfolio procedures apply to the activities of the City with regard to investing the financial assets of all funds, including the following: ❑ General Fund ❑ Special Revenue Funds ❑ Capital Project Funds ❑ Debt Service Funds ❑ Special Assessment Funds ❑ Internal Service Funds ❑ Trust and Agency Funds Objectives Funds of the City will be invested in accordance with Minnesota Statutes, Council- approved fiscal policies and these administrative procedures. The City's investment portfolio shall be managed in a manner to attain a market rate of return throughout budgetary and economic cycles while preserving and protecting capital in the overall portfolio. The market rate of return shall be to the same rate as the target portfolio. Investments shall be made based on statutory and policy constraints. Funds held for future capital projects (i.e. bond proceeds) shall be invested to produce enough income to offset increases in construction costs due to inflation. 117 City of Roseville — 2012 Budget Where possible, prepayment funds for long -term debt service shall be invested to ensure a rate of return at least equal to the interest being paid on the bonds. Delegation of Authority The Finance Director is designated as investment officer of the City and is responsible for investment decisions and activities, under the direction of the City Manager. Prudence The standard of prudence to be applied by the investment officer shall be the "prudent investor" rule. This rule states, "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived." The prudent investor rule shall be applied in the context of managing the overall portfolio. The investment officer, acting in accordance with written procedures and exercising due diligence, shall not be held personally responsible for a specific security's credit risk or market price changes, provided that these deviations are reported immediately and that appropriate action is taken to control adverse developments. Monitoring and Adjusting the Portfolio The investment officer will routinely monitor the contents of the portfolio, the available markets and the relative values of competing instruments and will adjust the portfolio accordingly. Internal Controls The Finance Director shall establish a system of internal controls, which shall be reviewed annually by an independent auditor. The controls shall be designed to prevent loss of public funds due to fraud, error, misrepresentation, unanticipated market changes, or imprudent actions. Investments shall be done on a pooled funds basis with interest allocated on a cash balance method. Those internal controls shall consist of competitive bids on investments, and division of duties among the staff. ❑ Investments made by investment officer ❑ Records maintenance by a finance staff member other than investment officer ❑ Review and reconciliation by the assistant finance director Portfolio Management Under the Council- adopted Fiscal Policies, it shall be the City's procedure to restrict investments to only Repurchase Agreements with national or state chartered banks, U.S. Treasury and U.S. Government Agencies, Guaranteed Investment Contracts, and Bankers Acceptances. All investments shall carry a minimum credit rating of `AA' The procedures shall consist of yield curve analysis and implemented with the appropriate purchase of the above investments. Maturity scheduling shall be within those investments and in a manner that will maximize yield and liquidity and minimize interest rate risk. 118 City of Roseville — 2012 Budget Competitive Selection of Investment Instruments Before the City invests any surplus funds, a competitive "bid" process shall be conducted. If a specific maturity date is required, either for cash flow purposes or for conformance to maturity guidelines, bids will be requested for instruments that meet the maturity requirement. If no specific maturity is required, a market trend (yield curve) analysis will be conducted to determine which maturities would be most advantageous. Bids will be requested from financial institutions for various options with regards to term and instrument. The City will accept the bid that provides the highest rate of return within the maturity required and within the parameters of these procedures. Bids for purchases through the treasury auctions are not required. Records will be kept of the bids offered, the bids accepted and a brief explanation of the decision that was made regarding the investment. q Pttl Pm Pnt All settlements of investments shall be on a "Delivery vs. Payment" (DVP) basis. Physical delivery shall be avoided if at all possible, with book -entry being the preferred method of safekeeping. Safekeeping and Collateralization All investment securities purchased by the City shall be held in third -party safekeeping by an institution designated as primary agent. The primary agent shall issue a safekeeping receipt to the City listing the specific instrument, rate, maturity and other pertinent information. Reporting Requirements The investment officer shall generate daily and monthly reports for management purposes. The annual investment report shall be completed on a time - weighted basis and shall be included as part of the Comprehensive Annual Financial Report to the City Council. The target portfolio shall be the U.S. Government Bond Yield Index for the comparable period. 119 City of Roseville — 2012 Budget Housing Policy Purpose The City of Roseville's Housing Improvement Plan (the "Housing Plan ") is a document established to guide planning and policies related to providing a community rich in housing quality and choices for all residents. The Housing Plan is reviewed and revised annually by the City Council to ensure that the programs established are effectively and efficiently serving the current housing needs of the community. It is understood that as housing structures age and the market needs change so will the programs and policies in the Housing Plan. The main components of the Housing Plan include the VISION OF Vista 2002 and goals and policies of the City's Comprehensive Plan and Livable Communities Action Plan. Each program within the Housing Plan strives to meet the current needs of the community by collaborating with other agencies and filling gaps that might exist within more traditional housing programs. ❑ Roseville has over 15,000 housing units of which 59 percent are detached single - family, owner/ occupied homes. The second largest category of housing in Roseville is the combination of apartments and condominiums that make up 36 percent of the housing units in the City. Townhomes represent almost five percent of the housing units in the community. Over 70 percent of all housing units are owner - occupied. There are approximately 100 mobile homes remaining in Roseville, most of which are at least 20 years in age. The annual overall turnover rate for single family residents is less than three percent (3 %) while the rental multifamily turnover rate is nearly 30 percent per year. The number of housing units built prior to 1950 in Roseville represents nine percent (8 %) of the entire housing stock. Many of these units offer affordable housing opportunities, or at least, since they are generally on large lots, an opportunity to redevelop the housing /lot into a number of housing sites. The housing stock built in Roseville prior to 1960 (40 or more years old) is 37 percent of the total. In the housing boom years from 1960 to 1970, almost 30 percent of the dwelling units in the community were constructed. Some structural or maintenance repair work is required of each home after 20 years of use; in Roseville 85% of the homes are over 20 years of age. From 1970 to 1979, Roseville added another 2,726 units, 18 percent of the current housing. Slightly more than 16% of the housing has been constructed since 1980. The housing in the community (38 percent of the land area) represents 65 percent of the total private sector investment in Roseville and pays 49 percent of the property taxes. ❑ The following principles are useful to guide in the planning and economic development efforts for the community as it pertains to housing. The guiding principles help orient discussion, analysis and decision - making regarding policies and strategies that are used to complete the Roseville Housing Improvement Plan. The Roseville Housing Improvement Plan: ❑ is consistent with the comprehensive plan by providing a variety of housing for all residents; ❑ encourages community self - reliance, collaboration with other housing providers and education to create and retain housing value; ❑ uses expert "coaches" to start the programs; and ❑ Remains small and incremental, not creating large bureaucratic staff - driven programs. 120 City of Roseville — 2012 Budget Housing Goals The City will consider the following four housing goals when evaluating current and future housing programs: ❑ Roseville will strive to provide a variety of housing types (owner occupied and rental) that balances affordability, maintains quality of housing and the urban environment has access to public infrastructure, services and employment and enhances neighborhood viability. ❑ Continuously strive to improve the quality of approximately 200 existing units which are below the average physical condition and less than 75 percent of the median value of housing units within the community (currently 55 single family and 160 multi - family units). ❑ Fill the gaps in the city's housing portfolio by providing housing for all stages of the life cycle such as the needs for entry level housing and more affordable senior housing. Specifically, assist in the provision of entry level family housing to regenerate the community, schools and our neighborhoods. ❑ Meet the Metropolitan Livable Communities Act benchmarks, and city indexes (subject to market conditions and resource availability) as outlined in Roseville's action plan for the period from 1996 to 2010. Implementation The following strategies have been developed and are annually refined as part of the Comprehensive Planning process and work plan review. These strategies strive to achieve maximum housing diversity and regeneration of housing stock by encouraging private investment, discouraging deferred maintenance and disinvestment, stabilizing property values and strengthening neighborhoods. ❑ Enhance relationships with School Districts, Social Service offices, Churches and Charitable organizations to provide continuous funding and services for the preservation and enhancement of Roseville's neighborhoods and to retain a minimum of 2400 to 2600 households with school aged children. ❑ When reviewing new housing developments, evaluate the proposal based upon its fit into the existing housing mix and encourage housing quality, accessibility and affordability. Create Planned Unit Developments (PUDs) that offer a mix of housing types including single family, townhome, and condominium housing. ❑ Enhance Roseville's public infrastructure. Provide accessibility from housing to local parks and services, schools, churches, transit and employment. Support state legislation that enables communities to establish road and housing infrastructure /neighborhood revitalization impact fees on new development in the community. ❑ Encourage adequate transition between residential neighborhoods and business developments using the Border and Buffers Program. ❑ Strengthen the city's relationship with local banks with housing rehabilitation and reinvestment programs in local neighborhoods. 121 City of Roseville — 2012 Budget ❑ Work with rental property owners to encourage continuous improvements that contribute to the quality living environment of its tenants and the sustainability of mixed -use neighborhoods. Strengthen tenant /landlord relationships and upkeep of rental properties through education, inspections, permits, and rehabilitation loan programs. ❑ Support housing programs that fund housing renovations and improvements for single family homes with grants and low or deferred interest rate loans. ❑ Create an education environment that promotes quality housing renovation and housing assistance through the Home &Garden show and technical assistance. ❑ Adopt a housing preservation code in coordination with other communities along the I -35W Corridor. ❑ Work with the Police Department Neighborhood Watch Program to provide information about Roseville's residential inspection and code enforcement program and provide rehabilitation information at neighborhood meetings. ❑ Support affordable senior housing through the use of tax increment financing, Ramsey County Home Funds, HUD, Minnesota Housing Finance programs, and Federal Home Loan Bank dollars. ❑ Work with developers to utilize tax credit programs and revenue bonds to reduce the cost of financing for affordable housing. ❑ Annually review and revise Roseville's Livable Communities Action Plan. ❑ When appropriate, submit applications for Livable Communities Demonstration Account grants where the proposed projects provide a mix of housing choices. 122 City of Roseville — 2012 Budget Pavement Management Program Purpose The City was finding in the late 70's and early 80's that the community's streets were deteriorating at a steady rate and under the current policy, the problem streets would continue to increase. Scope To begin to bring the City's streets back up to standard, a program was undertaken to reconstruct all 28 miles of "problem" streets within an 8 -year period. Polic The City Council set out in 1986, a paving management program to reduce and maintain the problem streets of the Community to be no more than 10% of the City's total street mileage. Implementation The City Council has undertaken and nearly completed the current scope of work needed to bring city streets up to a standard where the overall rating is approximately 80% where 100% is the highest rating a street can receive. 123 City of Roseville — 2012 Budget Park Improvement Program Purpose Because of the effectiveness of the Paving Management Program, the City began to look at the community's park system to set standards of development, and redevelopment. Scope Over the years, the emphasis had been on parkland purchase and development. Because of the age and the newer park facility technology and materials, the City Council established a goal of renewing and updating the City's park system over the next 25 years. Polic The City Council has established a Park Improvement Program to better bring the existing Park facilities into a safe and attractive condition. Implementation Beginning in 1991, the City has implemented a Park Improvement Program and has dedicated $150,000- $250,000 of property tax dollars each year to that end. In addition, additional funds have been made available as they become available. 124 City of Roseville — 2012 Budget City of Roseville, Minnesota Annual Budget Process, Legal and Policy Requirements, and Description of Funds The City adopts an annual budget for the General and selected Special Revenue funds that are prepared on the modified accrual basis of accounting. The adopted budget indicates the amount that can be expended by each fund based on detailed budget estimates for individual expenditure accounts. Budget Process (General) The formal budget process begins in the spring of each year. At that time the budget materials and guidelines are distributed to the various department heads. Informally, aspects of the upcoming budget are discussed throughout the year with the City Council, Staff and citizens. The submitted departmental budgets are submitted to the Finance Department, where they are compiled, verified and put into a format for the City Manager's review. The City Manager meets with each department to review submitted budgets. When the final review is completed, a proposed budget document is prepared and submitted to the City Council. The City Council conducts a series of budget meetings over the next several weeks, allowing for citizen participation and Staff presentations. As required by State Statute, the City Council must then take a formal action to approve a proposed budget and tax levy before September 15th. Staff submits the proposed budget to the County Auditor who then compiles all tax data from all levying entities for preparation of a parcel specific mailing to each county property taxpayer by mid- November. Although no longer required by State Statute, the City schedules a "Truth -in- Taxation" hearing between the end of November and December 20, at which time the city's taxpayers are invited to attend and express their opinions regarding the proposed tax levy and budget. The city council, at a subsequent meeting, approves the final budget and levy for the succeeding year. Budget Amendments Periodically, during an operating year, it becomes necessary to modify the adopted budget. When there is no effect on the total budget, the procedure for modification from one line item within a budget to another line -item is an application by the department head to the City Manager or designee. Modifications that affect the total budget on a fund basis are only approved by the action of the City Council. The City Council, under Minnesota State Statutes Section 412.731, can modify or amend the budget if funds are available. Budget appropriations are at the fund level. Fund Accounting The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self - balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures, or expenses, as appropriate. 125 City of Roseville — 2012 Budget Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The various funds are grouped in the Comprehensive Annual Financial Report (CAFR) into three broad fund categories and six generic fund types as follows: Governmental Funds Subject to Financial Planning and Appropriation General Fund - the General fund is the primary operating fund of the City. It is used to account for all financial resources except those required to be accounted for in another fund. Special Revenue Funds - Special revenue funds are used to account for the proceeds of certain specific revenue sources that are legally restricted to expenditures for specified purposes. Governmental Funds Subject to Financial Planning, but not Subject to Appropriation Debt Service Funds - Debt service funds are used to account for the accumulation of resources for, and the payment of general long -term debt principal, interest, and related costs. Capital Projects Funds - Capital projects funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities other than those financed by proprietary funds. Other Funds Subject to Financial Planning but not Subject to Appropriation (Proprietary Funds) Enterprise Funds - Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. With these, 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. The City has five Enterprise Funds: Water Utility Fund, Sewer Utility Fund, Storm Drainage Fund, Golf Course Fund, and Solid Waste Recycling. Internal Service funds - Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City. The City has two Internal Service Funds, they are: Workers' Compensation Self- Insurance Fund which accounts for the City's Workers' compensation claims, and the Risk Management Fund which accounts for all of the City's general insurance costs. Basis of Accounting The modified accrual basis of accounting is used by governmental fund types. Under the modified accrual basis of accounting, revenues are recognized when they become both measurable and available. "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. The city considers property taxes as available if they are collected within 60 days after year -end. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long -term debt are recorded as fund liabilities when due or when amounts have been accumulated in the debt service fund for payments to be made early in the following year. Those revenues susceptible to accrual are property taxes, special assessments, licenses, interest revenue and charges for services. State aids held by the state at year -end on behalf of the government also are recognized as revenue. Fines and permits are not susceptible to accrual because generally they are not measurable until received in cash. 126 City of Roseville — 2012 Budget The government reports deferred revenue on its combined balance sheet. Deferred revenues arise when potential revenue does not meet both the "measurable" and "available" criteria for recognition in the current period. Deferred revenues also arise when resources are received by the government before it has a legal claim to them as when grant monies are received prior to the incurrence of qualifying expenditures. In subsequent periods when both revenue recognition criteria are met or when the government has a legal claim to the resources the liability for deferred revenue is removed from the combined balance sheet and revenue is recognized. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred except for principal and interest on general long -term debt which is recognized when due and accumulated unpaid vacation and compensatory time off which are recognized when paid. The accrual basis of accounting is utilized by proprietary fund types. Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. Unbilled utility service receivables are recorded at year -end. Basis of Budgeting The City adopts an annual budget for the general and special revenue funds that are prepared on the modified accrual basis of accounting. Proprietary funds are budgeted on an accrual basis. The adopted budget indicates the amount that can be expended by each fund based on detailed budget estimates for individual expenditure accounts. Management may make budget modifications within the fund level. All budget revisions at the fund level must be authorized by the City Council at the request of the City Manager. The Council, under Minnesota Statutes, Section 412.731, can modify or amend the budget if funds are available. All supplemental appropriations are financed either by transfers from the contingency section of the general fund budget or by revenues received in excess of the budgeted amounts. All budget amounts lapse at the end of the year to the extent they have not been expended. The level which expenditures may not legally exceed appropriations is at the fund level. Long Range Planning - Capital Improvement Program (CIP) Overview As part of the annual budget and the long range planning process, the city also updates a 20 -year Capital Improvement Program (CIP). The Capital Improvement Program process is on going throughout the year, as the City Council studies and approves various projects. The document preparation is an affirmation of those approvals as well as a projection of potential projects that may be approved within the 10 -year period. The general guideline for CIP inclusion would be equipment of a capital nature, and construction project cost generally in excess of $5,000. Items may appear in the CIP that are under the minimum amount, but they are evaluated on the basis of the substance of the expenditure. Budget Procedures (Specific) A budget calendar is developed in early February of each year with the departmental budget material going out to departments in early April. 127 City of Roseville — 2012 Budget Prior to departmental distribution, the Council typically sets overall goals for the City Management team to aid in their budget preparation. Those goals usually consist of ❑ Infrastructure goals ❑ City service goals ❑ City performance goals ❑ City property tax goals These goals are then to be incorporated to the greatest extent possible within each department's submittal. In early April the budget materials are distributed to all departments. The budgetary requests are then returned to the City Finance team for compilation and preparation for the City Manager review. The Finance Department usually meets with each department during the preparation process to work out any details or clarifications. Areas which cannot be resolved or are particularly affected by management policy are set aside for a meeting with the City Manager. Upon final resolution of the major issues, the City Manager, with the assistance of the Finance Department presents the recommended budget to the City Council. The presentation is intended to provide the Council with the type of information, to assure that Council policy direction is being followed with particular emphasis on the Council's objectives set for the budget year. Finance Compilation and Preparation Procedures. The City Finance Director prepares an estimate of revenues including the property tax revenue based on the Council's tax objectives for the budget year. A review of the budget submittals, include an allocation of capital requests with respect to funding: e.g. items which are replacement in nature and could be funded from the respective replacement funds, or items which are new and would require a property tax levy for a first time purchase. In addition, requests are reviewed in light of departmental goals, City Manager policy directions and the City Council's overall objectives. The objective is to have a balanced budget to be presented to the City Council and that the budget has been prepared to not negatively affect net reserve operating balances or to create future financial obligations for which the Council is not prepared to affirm. 128 City of Roseville — 2012 Budget Description of Funds The City maintains a number of major and minor funds for recording the fiscal transactions and to meet legal accounting requirements. Within each fund, there may be a number of sub - funds, which are used during the fiscal year to assist in monitoring and managing allocations, grants or specific projects. At year -end, all sub -funds are rolled up into the prime fund for reporting purposes. Below are general descriptions of the fund -types and a brief description of each fund within each type. Fund Type: General Fund Description: The General Fund provides for accounting of general governmental functions related to the City's statutory obligations. Those functions include; public works, fire services, police services, city council, city administration, finance, insurance and legal. This fund has been designated a major fund for reporting purposes The major sources of revenue for the general fund consist of property taxes, intergovernmental revenues, fines and forfeits, federal and state grants, investment income and charges for services rendered to citizens and to other city functions. Expenditures for the general fund operations include; wages, salaries and benefits, supplies, and other charges, which include utilities, professional services, memberships, and other similar uses of funds. Certain capital expenditures are included, if they are made up of items which are new and for which the City has not previously set aside depreciation (replacement funds). Fund Type: Special Revenue General Description: Special Revenue: Funds in which revenues are collected for specific purposes and expenditures for those specific purposes are recorded. Description: Recreation and Parks Fund accounts for resources and payments related to the parks and recreation functions of the City. This fund has been designated a major fund for reporting purposes Revenues generally consist of property tax dollars levied specifically for parks and recreation as well as fees and charges collected from users of the city's parks and recreation facilities. Other revenues include; investment income, donations and other miscellaneous revenues sources. Expenditures recorded include wages, salaries and employee benefits for staff directly providing parks and recreational services, supplies, and other charges. Certain capital expenditures are included, if they are made up of items which are new and for which the City has not previously set aside depreciation (replacement funds). This fund is composed of the Recreation Fund and the Parks Maintenance Fund and it is expected to be self - supporting. Description: Community Development Fund accounts for resources and payments related to the building safety inspection and land use functions of the City. This fund has been designated a major fund for reporting purposes 129 City of Roseville — 2012 Budget Revenues generally consist of fees and charges collected from users of the city's building inspection and permits as well as fees collected for land use and zoning changes. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include wages, salaries and employee benefits for staff directly providing community development and inspection services, supplies, and other charges. Certain capital expenditures are included, if they are made up of items which are new and for which the City has not previously set aside depreciation (replacement funds). It is expected that this fund is to be self - supporting. Description: Communications Fund accounts for resources and payments related to the city's communication functions including the periodic newsletters and cable television of city meetings. This fund has been designated a minor fund for reporting purposes Revenues generally consist of franchise fees collected from the cable television users. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include wages, salaries and employee benefits for staff directly providing communication services, supplies, and other charges. Certain capital expenditures are included, if they are made up of items which are new and for which the City has not previously set aside depreciation (replacement funds). It is expected that this fund is to be self - supporting. Description: Information Technology Fund accounts for resources and payments related to the information technology functions of the City. This fund has been designated a minor fund for reporting purposes Revenues generally consist of rents collected from wireless tower leases and intergovernmental revenues collected from other cities for services rendered. Other revenues include an annual allocation from the city's license center, investment income, and other miscellaneous revenues sources. Expenditures recorded include wages, salaries and employee benefits for staff directly providing information technology services, supplies, and other charges. Certain capital expenditures are included, if they are made up of items which are new and for which the City has not previously set aside depreciation (replacement funds). Description: License Center Fund accounts for resources and payments related to the State License Center of the City. This fund has been designated a minor fund for reporting purposes Revenues generally consist of fees collected from the State Motor Vehicle licenses and from issuance of licenses from the Department of Natural Resources. Other revenues include investment income and other miscellaneous revenues sources. Expenditures recorded include wages, salaries and employee benefits for staff directly providing license services, supplies, and other charges. Certain capital expenditures are included, if they are made up of 130 City of Roseville — 2012 Budget items which are new and for which the City has not previously set aside depreciation (replacement funds). It is expected that this fund is to be self - supporting including payment of management and resource fees to the City's general fund and to the Information Technology fund. Description: Lawful Gambling Fund accounts for resources and payments related to the enforcement and management of charitable gambling within the City. This fund has been designated a minor fund for reporting purposes Revenues generally consist of taxes collected from city licensed charitable gambling organizations. Other revenues include; investment income, and other miscellaneous revenues sources. A portion of the Revenues are set aside with the Roseville Community Fund to provide for grants to non - gambling groups within the Community. Expenditures recorded include wages, salaries and employee benefits for staff directly providing accounting and enforcement services, supplies, and other charges. It is expected that this fund is to be self - supporting. Fund Type: Debt Service General Description: Debt Service: Funds in which revenues are collected for the retirement of city incurred debt and from which interest, principal payments and other related expenses in relation to outstanding debt are paid. Description: General Obligation Improvement Bonds accounts for resources and payments related to the payment of general obligation debt issued for special assessments are collected and property taxes levied. This fund has been designated a major fund for reporting purposes Revenues generally consist of property taxes collected and special assessments from benefited property. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include bond interest payments, bond principal payments and other expenses related to debt management. It is expected that this fund is to be self - supporting from the related tax levies and the special assessments. Fund Type: Capital Projects General Description: Capital Projects: Funds in which revenues are collected for the construction and replacement of city facilities, equipment and infrastructure. Description: Equipment Revolving Fund accounts for resources and payments related to the replacement of furniture, fixtures and equipment within the city departments. This fund has been designated as part of a major fund (Revolving Improvements) for reporting purposes 131 City of Roseville — 2012 Budget Revenues generally consist of property taxes collected from levies specified for equipment, from depreciation charges to various operating departments. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include certain capital expenditures if they have been purchased previously and have been depreciated. An expenditure would also qualify, if it were replacing a previously depreciated asset. It is expected that this fund is to be self - supporting from the related revenue sources. Description: General Building Improvement and Replacement Fund accounts for resources and payments related to the replacement and major repair of buildings and structures within the city departments. This fund has been designated as part of a major fund (Revolving Improvements) for reporting purposes Revenues generally consist of property taxes collected from levies specified for improvements, from depreciation charges to various operating departments. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include certain capital repairs and improvements on buildings and structures (general governmental) if they have been purchased previously and have been depreciated. An expenditure would also qualify, if it were replacing a previously depreciated asset. It is expected that this fund be kept at an amount approximately equal to the accumulated depreciation recorded for buildings and structures in the general fixed assets. It is expected that this fund is to be self - supporting from the related revenue sources. Description: Vehicle Revolving Fund accounts for resources and payments related to the replacement of vehicles and heavy licensed equipment within the city departments. This fund has been designated a minor fund for reporting purposes Revenues generally consist of property taxes collected from levies specified for vehicles, from depreciation charges to various operating departments. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include replacement of vehicles and heavy licensed equipment if they had been purchased previously and have been depreciated. An expenditure would also qualify, if it were replacing previously depreciated asset. It is expected that this fund is to be self - supporting from the related revenue sources. Description: Pathways Maintenance Fund accounts for resources and payments related to the pathway maintenance program which began in 2000. This fund has been designated as part of a major fund (Revolving Improvements) for reporting purposes Revenues generally consist of property taxes collected from levies specified for maintenance. Other revenues include; investment income, and other miscellaneous revenues sources. 132 City of Roseville — 2012 Budget Expenditures recorded include certain capital expenditures for existing pathways. It is expected that this fund is to be self - supporting from the related revenue sources. Description: Pathways Construction Fund accounts for resources and payments related to the pathway additions program. This fund has been designated as part of a major fund (Revolving Improvements) for reporting purposes Revenues generally consist of property taxes collected from levies specified for pathways construction. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include construction of new pathways in accordance with the pathways plan. It is expected that this fund is to be self - supporting from the related revenue sources. Description: Boulevard Streetscape Maintenance Fund accounts for resources and payments related to the boulevard maintenance program which began in 2000. This fund has been designated as part of a major fund (Revolving Improvements) for reporting purposes Revenues generally consist of property taxes collected from levies specified for maintenance. Other revenues include investment income, and other miscellaneous revenues sources. Expenditures recorded include certain maintenance expenditures for maintaining existing boulevard landscapes. It is expected that this fund is to be self - supporting from the related revenue sources. Description: Economic Increments Pay As- You -Go Fund accounts for resources and payments related to the tax increment pay -as- you -go districts. This fund has been designated as a major fund for reporting purposes Revenues generally consist of property taxes collected from levies specified for maintenance. Other revenues include investment income, and other miscellaneous revenues sources. It is expected that this fund is to be self - supporting from the related revenue sources. Description: Parks Improvement Program Fund accounts for resources and payments related to the Park Improvement Program (PIP). The intent of this fund is not to add new assets but to primarily replace those park assets, which have completed their useful life. This fund has been designated as a minor fund for reporting purposes Revenues generally consist of a property tax levy specifically for park improvements. Other revenues include, investment income, allocations from the Parks and Recreation Infrastructure Fund and other miscellaneous revenues sources. Expenditures recorded include certain capital expenditures for park improvement replacement in accordance with the City's Park Improvement Program. 133 City of Roseville — 2012 Budget It is expected that this fund is to be self - supporting from the related revenue sources. Description: Special Assessment Construction Fund accounts for resources and payments related to the Pavement Management Program (PMP). This fund has been designated as a minor fund for reporting purposes Revenues generally consist of allocations from the Infrastructure Replacement Fund. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include certain capital expenditures for street improvements in accordance with the City's Paving Management Program. It is expected that this fund is to be self - supporting from the related revenue sources. Fund Type: Permanent Funds General Description: Permanent Funds: Funds which have been legally established as funds from which only the investment income may be used for which the Fund was established. Description: Infrastructure Replacement Fund accounts for endowment funds set aside for the long- term replacement and maintenance of the City streets. This fund has been designated as a major fund for reporting purposes Revenues generally consist of investment income. Expenditures are limited to approximately two - thirds of the annual investment income to be allocated to the Special Assessment Construction Fund It is expected that this fund is to be self - supporting from the related revenue sources. Fund Type: Internal Service Funds General Description: Internal Service Funds: Funds which account for specific service operations of the City which are provided to other departments and divisions of the City. Description: Worker's Compensation Fund accounts for revenues and expenditures related to servicing the City's Worker Compensation needs. Revenues primarily consist of fees collected from user departments and property tax levies, when needed. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include medical payments and compensation payments to workers who qualify for worker's compensation benefits. Description: Risk Management Fund accounts for revenues and expenditures related to servicing the City's general insurance and risk management needs. Revenues primarily consist of fees collected from user departments and property tax levies, when needed. Other revenues include investment income, and other miscellaneous revenues sources. 134 City of Roseville — 2012 Budget Expenditures recorded include payments for liabilities within the City's deductible limit and payments to the City's insurance carrier, League of Minnesota Insurance Trust. Fund Type: Trust Funds General Description: Trust Funds: Funds which account for specific operations for which the City has a fiduciary responsibility and the funds are held in trust for a third party. Description: Investment Trust Fund accounts for revenues and expenditures related to the investment activities for a not - for - profit organization devoted to providing cable television oversight for a group of communities. Revenues consist of payments received from the licensed cable company, investment income and other miscellaneous revenues. Expenditures from the trust are only transfers to the agency's general account upon request. No direct expenditures are made from the trust. Fund Type: Proprietary Funds General Description: Proprietary (Enterprise) Funds: Funds which account for specific operations of the City in a manner similar to the private sector. All Enterprise Funds have been designated major funds for reporting purposes. Description: Sewer Fund accounts for revenues and expenditures related to City's sewer distribution system operations. Revenues primarily consist of sewer fees collected from system users. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include sewer system operating expenditures such as wages, salaries and benefits, supplies, and other charges, which include utilities, professional services, memberships, and other similar uses. Major expenditures also include waste treatment fees to the Metropolitan Council Department of Environmental Services and certain capital expenditures for maintaining the system. Description: Water Fund accounts for revenues and expenditures related to City's water distribution system operations. Revenues primarily consist of water fees collected from system users. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include sewer system operating expenditures such as wages, salaries and benefits, supplies, and other charges, which include utilities, professional services, memberships, and other similar uses. Major expenditures also include the purchase of wholesale water from the St. Paul Regional Water System Authority and certain capital expenditures for maintaining the system. Description: Golf Fund accounts for revenues and expenditures related to City's 9 -Hole golf course. Revenues primarily consist of greens fees collected from course users. Other revenues include; investment income, and other miscellaneous revenues sources. 135 City of Roseville — 2012 Budget Expenditures recorded include golf course operating expenditures such as wages, salaries and benefits, supplies, and other charges, which include utilities, professional services, memberships, and other similar uses and certain capital expenditures for maintaining the course in a reasonable condition. Description: Storm Drainage Fund accounts for revenues and expenditures related to City's storm drainage distribution system operations. Revenues primarily consist of storm drainage fees collected from system users. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include storm system operating expenditures such as wages, salaries and benefits, supplies, and other charges, which include utilities, professional services, memberships, and other similar uses and certain capital expenditures for maintaining the system. Description: Recycling Fund accounts for revenues and expenditures related to the City's recycling operations. Revenues primarily consist of recycling fees collected from system users and grants from assessments collected by Ramsey County. Other revenues include; investment income, and other miscellaneous revenues sources. Expenditures recorded include recycling operating expenditures, collection fees paid to the contracted hauler \collector and certain capital expenditures for maintaining the system. Fund Type: Agency Funds General Description: Agency Funds: Funds used to report resources held by the City in a purely custodial capacity. Description: Cemetery Fund accounts for the fiscal activities of a cemetery under the ownership of the Islamic Cemetery Association. Revenues consist of interest earnings on investments. Expenditures include general grounds maintenance. 136 City of Roseville — 2012 Budget Profile of the City of Roseville The City of Roseville, incorporated in 1948, is a suburban community bordering both Minneapolis and St Paul Minnesota. A map of Roseville's location is shown below. N ruliusissippi 5ti Regional nupm ntuuui . 6 . Park North Heights Waterpark North yaks ear flhlt� t t Fridley► Lutheran Church ■ r Lake scar Tong ■ � ' I L�zkfE01 Shoreview Grass [_6 Lake Broo Vadnais Vadnais kfy . Regional Center Lake park Heights Q BETHE- Regional Brookdale a COLLEGE Park j14 Mll New North Anoka �' Co Rd E Co Rd E 0 Mississippi Riverfrolit i Brighto ,i5' Century m° Regional Regional . 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Terminal ` Sunfish Flo 76Th St _ _; 77th Sr IKEA J�� Lake 56 I4 80th St Wllllf�e 1 �r e* � I I \\ The City of Roseville stands on land that was once home to the Dakota and Ojibwa Indians. The Dakota believed their land superior because it was located at the juncture of the Minnesota and Mississippi Rivers, which they poetically claimed, was immediately over the center of the earth and beneath the center of heaven. Many years later in 1940, Ramsey County Surveyors bolstered this claim when they placed a boulder on the spot they determined was exactly one -half the distance between the equator and the North Pole. That spot is on the east side of Cleveland Avenue, just north of Roselawn Avenue in Roseville. The first non - Indians settled in the Roseville area in 1843, six years before Minnesota became a territory. In 1850 Rose Township was established, named after Isaac Rose, one of the first white settlers, who conducted the area survey. Rose Township included the areas now known as Roseville, Lauderdale, and Falcon Heights, as well as parts of present day St. Paul and Minneapolis. 137 City of Roseville — 2012 Budget Farms and nurseries dominated the area until the 1930s when commercial development arrived, attracted by the wide -open space, convenient location, and the railroad. At the same time, people began leaving the inner cities for the more spacious, less congested lifestyle of the suburbs. By 1948 the township form of government could no longer accommodate the area's rapid growth. Roseville incorporated as a village in May of 1948, followed by Falcon Heights and Lauderdale, which led to Rose Township ceasing to exist. Roseville's population and commercial development grew dramatically during the 1950s and 1960s. The City then turned its focus from planning to redevelopment and preservation. Today Roseville is a mixed land use community with a strong residential base and vibrant retail. It has become the commercial hub of the northeastern metro area. This area is considered to be a major population and economic growth area in the state, and among one of the highly ranked economic growth areas in the country. The City of Roseville currently occupies a land area of 13.7 square miles and serves a population of 33,690. Roseville is a completely developed community and is bordered on all sides by other incorporated communities. The City of Roseville has operated under the council- manager form of government since 1974. Policy - making and legislative authority are vested in a city council consisting of the mayor and four other members. The city council is responsible, among other things, for passing ordinances, adopting the budget, appointing committees, and hiring the city manager. The city manager is responsible for carrying out the policies and ordinances of the council, for overseeing the day -to -day operations of the city government, and for appointing the heads of the various departments. The council is elected on a non - partisan basis. Council members serve four -year staggered terms, with three council members elected every four years and the mayor and one council member elected in staggered four -year terms. The council and mayor are elected at large. The City of Roseville provides a full range of services, including police and fire protection; the construction and maintenance of highways, streets, and other infrastructure; water and sewer services and recreational activities and cultural events. Supplemental demographic and statistical information is shown below. 138 City of Roseville — 2012 Budget City of Roseville Principal Property Taxpayers December 31, 2010 Compared To December 31, 2001 (amounts expressed in whole dollars) Source: Ramsey County 139 2010 2001 Percentage Percentage of of Taxes Total Taxes Taxes Total Taxes Taxpayer Levied Rank Levied Levied Rank Levied Compass Retail, Inc. $ 8441301 1 5.91% 9351955 1 7.12% Gateway Washington Inc. 4191267 2 2.94% - - - PPF Rosedale Shopping Center 3901878 3 2.74% - - - Wilcal Crossroads LLC 2961677 4 2.08% - - - Williams Bros Pipeline 2781662 5 1.95% - - - PPF RTL Rosedale Shopping Center 2661720 6 1.87% - - - St Paul Fire and Marine Insurance Co 2631064 7 1.84% - - - JLT Roseville Corp Center LLC 2611728 8 1.83% - - - ERP Minnesota Portfolio LLC 2221312 9 1.56% - - - Rosedale Commons LP 2171525 10 1.52% $ 2581216 3 1.97% Bradley Real Estate Trust - - - 2601047 2 1.98% Dayton Hudson Corp. - - - 2261472 4 1.72% M & J Crossroads LP - - - 2171966 5 1.66% North Prior LLC - - - 1601704 6 1.22% Meritex - - - 1571608 7 1.20% Bit Investment Eleven LLC. - - - 1491474 8 1.14% Metlife - - - 1371295 9 1.04% MN Industrial Properties - - - 1271757 10 0.97% $ 314611134 24.23% $ 216311494 20.03% Source: Ramsey County 139 Employer Presbyterian Homes Housing Roseville Area Schools MN Dept. of Transportation Northwestern College Symantic McGough Construction Target MN Department of Education JC Penny Macy's Beltman Group Health Span Home Care Advance Circuits Best Inc Veritas Corporation Earthgrains /Metz Baking Total City of Roseville — 2012 Budget City of Roseville Principal Employers Current Year and Nine Years Ago 2010 2001 31728 9.96% Sources: Minnesota Department of Employment and Economic Development Annual Dunn & Bradstreet Report Percentage of Total City Employees Rank Employment 600 5 Percentage 500 10 of Total City Employees Rank Employment 11120 1 2.99% 900 2 2.41% 700 3 1.87% 615 4 1.64% 600 5 1.60% 400 6 1.07% 400 7 1.07% 400 8 1.07% 313 9 0.84% 300 10 0.80% 31728 9.96% Sources: Minnesota Department of Employment and Economic Development Annual Dunn & Bradstreet Report Percentage of Total City Employees Rank Employment 600 5 1.71% 500 10 1.43% 1300 1 3.71% 500 9 1.43% 956 2 2.73% 900 3 2.57% 700 4 2.00% 600 6 1.71% 600 7 1.71% 500 8 1.43% 71156 20.45% 140 City of Roseville — 2012 Budget City of Roseville Demographic and Economic Statistics Last Ten Fiscal Years (1) Population and per capita income figures, other than census year, are estimates provided by the Metropolitan Council. The last census was taken in the year 2000. (2) This estimated personal income number is calculated by taking the per capita personal income of Ramsey County and multiplying it by the City population. Also see note (3) regarding the Per Capita Personal Income figures. (3) The per capita personal income used is for that of Ramsey County, in which the city resides, the smallest region applicable to the City that this information is available for. In addition, the 2007 - 2009 figures are an estimate for the State of Minnesota provided by the Bureau of Economic Analysis as there were no other relavent estimates available at the time of this report. (4) The City is served by two independent school districts. District #623 covers approximately 67% of the City, while District #621 covers approximately 33% of the City. Accordingly, not all students enrolled in District #621 live in the City of Roseville. Information is provided by the Roseville and Moundsview School Districts. (5) Annual average unemployment provided by the Minnesota Department of Employment & Economic Development 141 Estimated (2) Personal Per Income Capita School School Fiscal (amounts expressed Personal Enrollment Enrollment Unemployment Year Population (1) in whole dollars) income (3) District #623 (4) District #621 (4) Rate (5) 2001 331949 $ 1,171,070,755 $ 341495 61738 111095 3.2% 2002 341100 1121412321800 351608 61638 101742 3.9% 2003 341080 1125217801800 361760 61522 101316 3.8% 2004 341080 1134116951520 391369 61255 101006 3.8% 2005 331882 1138511971806 401883 61383 101456 3.4% 2006 331969 1131510071928 381712 61396 91929 3.4% 2007 331969 1159318831946 441852 61420 91705 3.9% 2008 341099 1160218201426 471005 61486 91792 5.7% 2009 341099 1163210801437 471863 61400 91674 7.0% 2010 341178 1,561,148,506 451677 61444 91849 5.5% (1) Population and per capita income figures, other than census year, are estimates provided by the Metropolitan Council. The last census was taken in the year 2000. (2) This estimated personal income number is calculated by taking the per capita personal income of Ramsey County and multiplying it by the City population. Also see note (3) regarding the Per Capita Personal Income figures. (3) The per capita personal income used is for that of Ramsey County, in which the city resides, the smallest region applicable to the City that this information is available for. In addition, the 2007 - 2009 figures are an estimate for the State of Minnesota provided by the Bureau of Economic Analysis as there were no other relavent estimates available at the time of this report. (4) The City is served by two independent school districts. District #623 covers approximately 67% of the City, while District #621 covers approximately 33% of the City. Accordingly, not all students enrolled in District #621 live in the City of Roseville. Information is provided by the Roseville and Moundsview School Districts. (5) Annual average unemployment provided by the Minnesota Department of Employment & Economic Development 141 City of Roseville — 2012 Budget Glossary of Terms Assessment — Refers to a financial lien placed by the City against a property to pay for the property's fair share of any street or utility improvement. Asset — generally refers to property, plant, or equipment that has an extended useful life and therefore can be relied upon to assist in the provision of programs or services beyond the current calendar year. Bonds — A method of borrowing (similar to a loan) used by the City to finance the construction or reconstruction of City facilities or infrastructure. See also, `Debt Service'. Budget — Refers to the City's planned use available monies for the upcoming fiscal year. The budget is considered `balanced' when expected revenues are equivalent to planned expenditures. Capital Improvement Plan - A long -term projection of all planned capital replacements of City facilities, street and utility infrastructure, vehicles and rolling stock, and other improvements. Charges for Services include administrative charges between funds, wireless antenna lease revenues, recreation program fees, user charges for; water, sanitary sewer, storm drainage, and solid waste recycling fees, and greens fees for the municipal golf course. Community Development includes planning and economic development, code enforcement, and geographic information systems. Comprehensive Plan - A defined land use and zoning plan that was developed and placed into Roseville's City ordinances. Debt Management Plan — A schedule of the City's debt service payments and an overview of the general principles that governs the issuance of City debt. Debt Service — Refers to the principle and interest paid on bonds used to finance City facility and infrastructure improvement projects. Depreciation - The systematic allocation of the cost of an asset over its useful life. Enterprise Operations includes water, sanitary sewer, storm drainage, solid waste recycling, and the municipal golf course operations. Financial Plan — refers to the long -term financial picture based on the general direction of the City, 10- Year Capital Improvement Plan, and general budgeting decisions. The Plan also forecasts financial impacts on residents based on projected trends. Fines & Forfeits include fines paid for traffic violations and criminal offenses occurring within the City limits. 1[yN City of Roseville — 2012 Budget Fiscal Disparities — is a wealth- sharing tool, somewhat unique to Minnesota that represents the portion of Commercial /Industrial property value added since 1974. This captured property value is shared amongst municipalities within the Twin Cities Metropolitan Area. Fund Balance — represents the cumulative reserves (surplus monies) that have been realized within the City's general and special- purpose operations and are available for future appropriations. General Government — refers to those programs and services that are associated with general centralized City functions. They include, but are not limited to; Administration, Legal, Finance, Elections, and City Council expenditures. Geographic Information Systems (GIS) — refers to the study of relationships between geographic parcels or areas. It is primarily used in the City's Community Development Program. Governmental Funds — refers to the fund group that is used to account for the City's general operations. These operations are normally supported by taxes and intergovernmental revenues. Homestead Credit Aid — general purpose State aid designed to give property tax relief to homeowners. The aid is provided to the City after a corresponding deduction is made to a homeowner's property tax bill. Housing &Redevelopment Authority (HRA) — is a separate legal entity approved by the Council and charged with furthering the various housing programs of the City. Imagine Roseville 2025 (IR2025) — refers to the City's community -led, long -term visioning process. The process was completed in early 2007 and will be used to guide policy, strategic, operational, and budgeting decisions. Inflation — A general measure of the change in prices and /or the costs of providing programs and services. Infrastructure — Refers to City facilities, streets, parks, and utilities that have a useful life of at least ten (10) years. Interest Earnings include investment earnings on cash reserves. Inter -fund Charges — Represent administrative support charges that are assessed by internal service functions against other city functions to more accurately represent the true cost of providing City programs and services. Intergovernmental Revenue — Includes Federal, State, or local monies received from other public entities. Joint Powers Agreements (JPA) — Agreements entered into by public entities that are mutually beneficial. The JPA typically involves a contractual relationship whereby one entity provides a service to another in exchange for payment. 143 City of Roseville — 2012 Budget Lawful Gambling - Charitable gambling done by non - profit organization that is regulated by the State of Minnesota and the City of Roseville. The City of Roseville taxes gross revenues at 3% and gross profits at 10 %. Licenses & Permits include business licenses, building - related permits and fees, and licenses and fees collected at the License Center. Net Assets - represents the cumulative reserves (surplus monies) that have been realized within the City's business -type operations (proprietary funds) and are available for future appropriations. Operating Fund — a fund type that typically accounts for the on -going and day -to -day activities of specific programs or services. The General Fund is the primary operating fund of the City. Other Services and Charges include professional services, contractual maintenance and repair, utilities, memberships, interfund charges, and training and conferences. It also includes the costs attributable to the purchase of water from the City of St. Paul and wastewater treatment costs paid to the Met Council. Park Master Plan — Refers to the City's long -range plan for developing and redeveloping the Park system including facilities, trails, and natural amenities. Parks and Recreation includes recreation administration and programs, leisure activities, and the Skating Center operation. Pavement Management Program — Refers to the City's long -range plan for repairing and reconstruction local streets. Personal Services includes the wage, benefit, and insurance costs of employees. Personnel Costs — See `Personal Services'. Public Safety includes the costs associated with providing police and fire protection. Public Works includes engineering, street maintenance, street lighting, fleet maintenance, and building maintenance functions. Property Taxes include taxes levied against taxable property. Proprietary Funds — refers to the fund group that is used to account for the City's business -type operations. These operations are normally supported by user fees and operate more like a private business would. Reserves — monies held in interest - bearing accounts that are set aside for some future purpose, but are not necessarily needed in the current fiscal year. Reserves are also referred to as `fund balance' or ` sinking funds'. Sinking Funds — See 'Reserves'. 1[E1 City of Roseville — 2012 Budget Special Assessment - A charge made against certain properties to defray all or part of the cost of a specific capital improvement that benefits primarily those properties. Special Purpose functions include information technology, communications, license center, lawful gambling enforcement, and parks maintenance. State Aid monies refer to a variety of both general and specific aids provided by the State of Minnesota. It includes funding for police training, fire equipment, street maintenance and repair, and others. Supplies and Materials include office supplies, motor fuel and vehicle supplies, clothing and protective gear, street repair materials, and salt /sand purchases. Tax Capacity — a formula used to represent the taxable property value of a parcel(s) within the City and is used to determine the local tax rate. Tax Levy — See `Property Taxes'. Tax Increment Financing (TIF) - A method of financing by which improvements made in a designated area are paid by the taxes generated from the added taxable value of the improvements. Trust Operations includes endowment funds used to offset general taxes, and to maintain the City - owned Roseville Lutheran Cemetery. A decrease in available funds will result due to falling interest rates, which in turn generate less interest earnings. The principle endowment of these funds remains intact. User Fees — Refers to charges paid by end users for the purchase of City services. User fees are typically associated with recreational programs and water and sewer services.. Variance Board — is aCouncil - appointed Board charged with the task of reviewing requests by Roseville landowners for variances under the City's Land Use Code(s). Vehicle Replacement Program — Through departmental depreciation charges, the City establishes a Vehicle Replacement Fund that is used to replace City vehicles at the end of their useful life. For each vehicle class, a replacement schedule is determined based on the vehicle's use, and expected wear and tear. 145