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Home My WebLink About2013 Approved BudgetCity of "-..M�NhL IA1111lb tug U 01-V 2013 Budget and Capital Improvement Plan 2013 Budget 2012 -2032 Capital Improvement Plan Adopted December 3, 2012 Prepared by the Department of Finance Table of Contents Page Letterof Transmittal ■... r...#. f# f; ifi,.. r#.,..#. i; iif# ii*.. r....#..#. f..; i. fi.* i. s.....f# i; i;.; if# ii....r.... #rf ;ii *.s.....t #.f,. i ;..; i. sa i Section 1— Executive Summary BudgetSummary ■i.. ■.... #., #.,if #i,Y.a....... #iii i,.■ s.....■ r#...,. i,.,,..# s..........#. f, i ..... .........t #.. ;,...a...... ; #. ; #. „ .. #...... Schedule of Funding �3+ �� ... . #.f ;. ;,. ;.s..s...... ;i.. ;.iisi YSa s.. s...# 4;#.;#..; iY.. s........#.;;. Y; i, *......... ;.f ;. ; #is..s......; Tax• and Tax .✓ V,+■...;.;#.;i.; ii*. s....;;..;;. i;* iis........ t#. f..;, i; if* i.. a....;.#.#...;i i;#. s ....... ;. ; #i *.i....... #. ; ;. ; ;i; TaxLevy Benchmarks ■....#.,,.,i,..#i..... r,..,i.,ii .....................i.,......■ t#..,.,.,.,. ii..... ............................... 11 Overview o Financial 1 Summaryof Financial �e�� ....;,.;..; is.. s... t...#..; ii.;. s............# . ;,i. *i. #...s........ ;... ;.is.. r... #. ;.i ; #isiisa.,...t.. � Schedule of Eleeted and Appointed f` fleial......,...#.,..#..,..,. i,......■ t#.#.#.,#■.,# i. . ■.....,..,.. *.,..,...... ;.. „i� OrganizationalChart .......#. f, ii.,# Y.■ s....■ t..,.,.. Y........#..,..,.,, i,,.,......■..#.;;.,.,.;...i ....... .........a.......,..,...... #.�f BudgetProcess Overview ............#.. ti;; Y.... a......# i.; ii; .......... ...... t. i.; i.* Y;.............. ;iY. ;.s...... #.. ;i ; ;i *........ .�.f Summary of epartmental Full -tine Equivalent Employees.,. i. w.......... t.;..;.. .......t #. ;.. ; ..............;.' Budget Presentation Award..,. oo. ....;. i.; iY .............. i....; Y. i..........#.;.; i. Y.; Y..... ... #i. ;i ;i........... #i ; ;i. ;J'/J.��+ l Section 2 — Program Budgets Departrnent and Program Mm 1r d} et ��lilaaa V.tii .... i.... t#. i..;. fi. i.. s........f#f#.; i;. iisa.. .... #.. ;.. *. *........f #.. ;.. ;ii if! Section 3 -- Strategic Plans Debt Management ,s.ee.. e....... ;.f. iii.*# i. e... e. e.... a; a► fr . *.esa *e+�..q,.......ss.cse�.. Capital hnpr v . � merit Plan ... es. e. e.. e.#... i;. sies. ee....;..;..; i....# es. e.. e.. ei #. ; #. ;i. #i #e.ese. #..,.f ;ii. #is. e. . l Financial Performance +marice Appendix A Mission Statement and Summary of Fiscal, Budget, and Administrative Polices ................i.,i.,. Appendix Overview of Legal Budgeting Requirements, Budget Process, and Description of Funds ....... 1 Appendix C Supplemental, Information ........... i.. ii.**..,..,...,.... Y.... a........ t#... i........................ .......... #...i.fY.........f1�� Appendix D Glossary.................. . . . . . . . . . . . . ■i.......... #...ii,..i..... ■■ 137 City of Roseville — 2013 Budget Letter of Transmittal December 3, 201 To the Mayor and City Council, Enclosed is the 2013 City Budget as prepared by City Staff, in accordance with City Council direction. The 2013 Budget culminates nearly two years' 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 cornrnumft . In addition steps have been taken to account for the changing trends and impacts that will affect both neat year's and future year's budgets. For 2013, 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 ensures that the programs and services that were more highly desired by the community receive sufficient funding. This process included over a dozen public meetings held for the purposes of soliciting input and to gauge citizen reaction to proposed service offerings - a specific objective outlined in the City's Irngine Roseville 202 (H U025) long -term visioning process. For 2013, 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 significant property tax levy increase was enacted to fund added debt service costs associated with bonds that were issued to finance the construction of a new fire station and a parks renewal program. Small tax levy increases were also enacted to strengthen the City's equipment replacement programs, and to address rising operational costs. Despite this increase, Roseville residents will still pay less for city services than most peer cities. Despite an overall strengthening in the City's financial condition, the City expects to face a. number of financial challenges for 2013 and beyond. They include: Maintaining a competitive employee compensation and benefit package Continuing to strengthen the City's asset replacement funding mechanisms er 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 — 2013 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. While many employee positions are at comparable levels, a number of them remain below the marketplace. The City budgeted for a 2% employee cost-of-living adjustment (CODA) in 2013, and will be completing an employee compensation and classification analysis to gauge the City's position within the market. For 2013, the City made significant strides in strengthening most of its asset replacement funding mechanisms; especially with regard to general equipment and facili City of Roseville — 2013 Budget Environmentally responsible, with well - maintained natural assets; Physically and mentally active and healthy; Well-connected through transportation and technology infrastructure; and Engaged in our community's success as citizens, neighbors, volunteers, leaders, and bulnespeople. Finally, the 2013 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. This document summarizes the 2013 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 treads. The purpose of this section 1s 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 acco mplishments, and budget impact items. The purpose of this section is to provide a quick overview of the core programs and services provided by the City, Section, 3 — Strategic FInancial Plans presents information regarding the City's Debt Management Plan, 2 -year Capital Improvement Plan CIP, and a 1 -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 rote 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 serge the citizens of Roseville, whose trust and support are essential to fulfilling the promises embedded in this budget. Respectfully submitted, William J. Ialinn City Manager Christopher K. Miller Finance Director City of Roseville — 2013 Budget 2013 Budget Summary The 2013 Budget is $45,435,010, an increase of 53,985,256 or 9.6%. The combined budget for the tax - u orted funds is $21,781,042, an increase of $2,313,482 or 11.9 %. The following graph and table provides a summary of the budget by major program or function. 2013 Budget by Function 13 General Government 0 Police c3 F ire E3 Public Works M P arks & Recreation 13 Community Development E] Special Purpose 13 Capital (non - operating) a Enterprise Operations 13 Debt Service D TIF [l Trust Operations General Government includes activities related to City Council and Commissions, elections, legal, general acimm' istration, finance, and central services. general government expenditures are expected to increase due to added personnel costs including a 2% 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 increase due to added personnel costs including a 2% cost-of-living adjustment for employees. The increase is also attributable to higher City contributions to the Fire Relief Pension Plan. Public Worts includes engineering, street maintenance, street lighting, fleet maintenance, and building maintenance functions. An increase in expenditures is expected clue to added personnel costs including a 2% cost-of-living adjustment for employees. Increase % Increase Program or Function 2012 1 (Decrease) Brea General Government 159969216 2,086,384 905,168 4.5% Police 61,126,277 6,3079291 1815014 3.0% Fire 1,816,766 1,899,850 83,084 4.6% Public Works 25,4725,438 2,543,412 70,974 2.9% Parks & Recreation 299155443 25,9833,592 68,149 2.3% Community Development nt 1,0511535 1,045,990 (51,545) -0.5% Special Purpose 3,876,152 41297,966 421,814 10.9% Capital (non - operating) 495112000 4,696,000 1855000 4.10 Enterprise Operations 14,689,427 159930,025 1,240,598 8.4% Debt Service 13,490,000 3,140,000 1,6505,000 110.7% T F 5001,000 5009000 - 0.0% Trust Operations 4,500 4,500 _ 0.0% Total $ 411449,754 $ 45,435,010 3,985,256 9.6% General Government includes activities related to City Council and Commissions, elections, legal, general acimm' istration, finance, and central services. general government expenditures are expected to increase due to added personnel costs including a 2% 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 increase due to added personnel costs including a 2% cost-of-living adjustment for employees. The increase is also attributable to higher City contributions to the Fire Relief Pension Plan. Public Worts includes engineering, street maintenance, street lighting, fleet maintenance, and building maintenance functions. An increase in expenditures is expected clue to added personnel costs including a 2% cost-of-living adjustment for employees. City of Roseville — 2013 Budget Parks and recreation includes recreation administration and programs, leisure activities, and the Slating Center operation, An increase in expenditures is expected due to added personnel costs including a 2% cost -of- living adjustment for employees. Community Development includes pl. anning and economic development, code enforcement, and geographic information systems. Expenditures are expected to decrease slightly due to adjusted staffing levels. This will be partially offset by a % cost -of- living adjustment for employees. Special. Purpose functions include information technology, communications, license center, lawful gambling enforcement, and parrs maintenance. Staffing increases in the IT function and the License Center along with a 2% 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. An increase is expected due to higher capital replacements. 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 operati City of Roseville — 2013 Budget The following graph and table provides a summary of the budget by major expense category. WersonaJ Services 0 Capital outlay 2013 Budget by Category 13 Supplies & Materials 13 Other services & charges 0 Debt service 13 TIF Personal Services includes the wage, benefit, and insurance costs of employees. For 2013, personnel costs will rise due a 2% cost-of-living adjustment for employees, along with wage step increases for eligible employees. It also includes additional staffing rn the IT and License Center divisions. Supplies and Materials include office supplies, motor fuel and vehicle supplies, clothing and protective gear, street repair materials, and salt/sand purchases. An increase in funding was appropriated to offset inflationary 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 3.0-5.0% 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. An increase is expected due to higher capital replacements. Debt Service includes the principal and interest paid on bonds used to finance infrastructure and facility unpr vernent projects. A significant increase is expected in 2013, due t. the issuance of additional bonds used to finance the construction of a new fire station and a park renewal program. J Increase % Increase Expense Cate oKy 121 2013 (Decrease) r a e Personal Services 151,9801,084 16,5063,207 $ 5267123 3.3% Supplies & Materials 1,3 77,811 15,407,3 1 29,499 2.1% Other services & charges 15,238,985 16,341,525 1,102,540 7.2% Capital outlay 6,862,8 74 75,539,968 6775094 9.9% Debt service 15,4909000 35140,000 15,6509000 110.7% TEF 5009000 5005,000 - 0.0% Total $ 41A49,754 45,4359010 3,9853,256 9.6% Personal Services includes the wage, benefit, and insurance costs of employees. For 2013, personnel costs will rise due a 2% cost-of-living adjustment for employees, along with wage step increases for eligible employees. It also includes additional staffing rn the IT and License Center divisions. Supplies and Materials include office supplies, motor fuel and vehicle supplies, clothing and protective gear, street repair materials, and salt/sand purchases. An increase in funding was appropriated to offset inflationary 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 3.0-5.0% 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. An increase is expected due to higher capital replacements. Debt Service includes the principal and interest paid on bonds used to finance infrastructure and facility unpr vernent projects. A significant increase is expected in 2013, due t. the issuance of additional bonds used to finance the construction of a new fire station and a park renewal program. J City of Roseville — 2013 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 2013. Budget Funding Sources The following graph and table summaHzes the funding sources for the Budget. re Property Taxes ■ Licenses & Permits Interest Earnings 2013 Funding Sources Special Assessments M Intergovernmental Charges for Services Court Fines ■ Other Revenues Use of Reserves ** represents planned spending from capital replacement funds Property Taxes include taxes levied against taxable property. The increase in property taxes is largely attributable to the higher debt service costs associated with the bonds used to finance the construction of new fire station and a parr renewal program. An increase was also necessary to strengthen the City's asset replacement funding mechanisms, and to offset inflationary impacts. Special Assessments include assessments levied against benefiting properties for various infrastructure improvements. No change is expected in 2013. Increase % Increase Fundin Source 2012 1 (Decrease) Decrease Property Taxes 14,962,294 $ 17,269,826 $ 2,307,532 15.4% Special Assessments 1509000 1505,000 - 0.0% Intergovernmental 25856,340 2,9855,518 129,178 4.5% Licenses & Permits 2,413,224 2,5125,681 99,457 4.1% Charges for Services 17,417,575 18,747,981 15330,406 7.60 Court Fines 220NO 220,000 - 0.0% Interest Earnings 868,498 8569839 (11,659) -1.3% Other Revenues 1,443,16'7 19629,361 1869194 12.9% Use of Deserves 1,118,656 1,062,804 (551,852) -5.0% Total 41,449,754 45,435,010 $ 3,9853,256 9.6% ** represents planned spending from capital replacement funds Property Taxes include taxes levied against taxable property. The increase in property taxes is largely attributable to the higher debt service costs associated with the bonds used to finance the construction of new fire station and a parr renewal program. An increase was also necessary to strengthen the City's asset replacement funding mechanisms, and to offset inflationary impacts. Special Assessments include assessments levied against benefiting properties for various infrastructure improvements. No change is expected in 2013. City of Roseville — 2013 Budget Intergovernmental revenues include MSA state aids ($1,050,000), police, fire, and street maintenance aid ($900,000) and monies received under joint powers agreements $,000. The increase is expected due to added revenues from Joint Powers Agreements related to the City's IT support functions. 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 increase due to increased fee amounts and stronger construction activity. 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. Court Fines include fines paid for traffic violations and criminal offenses occurring within the City limits. No changes are expected in 2013. Interest Earnings include investment earnings on cash reserves. Minimal change is expected in 2013. Other Revenues include tax increment $o,000, lawful gambling taxes ($150,000), cable franchise fees ($335,000), and inter -fund transfers. Use of Deserves 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 2013. 0 City of Roseville — 2013 Budget Tax Levy, Tax Capacity, and Tax Impact The tax levy for 2013 is $1 7,269,826; an increase of $2,307,532 or 15.4 %. The increase in property taxes is largely attributable to the higher debt service casts associated with the bonds used to finance the construction of a new fire station and a park renewal program. An increase was also necessary to strengthen the City's asset replacement funding mechanisms, and to offset inflationary impacts. With the proposed tax levy and estimated changes in the City's tax base, a median - valued hone of $188,000 would see an increase of $60 or 8.7% in them local property taxes. The following table summarizes the 2013 tax levy. Fund 7 Proms enend Fund Programs Parks & Recreation - Programs Parks & Recreation - Maintenance Pathways & Parking Lots Maintenance Boulevard Landscaping General Vehicle Replacements General Equipment Replacements IT Equipment Replacement General Facility Replacement Park Improvement Program Street Lighting Replacement Debt Service - Street Replacement Debt Service - City Hall, Public works Buiding Debt Service - Ice Arena Debt Service - Fire Station, Park Renewal I Debt Service - Park Renewal Phase 11 $ Increase % Increase 2012 2013 ecrease Decrease $ 9,857,199 $10,258,611 400,912 4.1% 1,0291175 1,0551215 261,040 2.5% 9741,420 1,020,000 452580 4.7% 15%000 1509000 - 0.0% 601,000 601000 - 0.0% 737X0 737,000 - 0.0% 4529000 537,000 855000 18.8% 50,000 1259000 755,000 150.0% 1223,000 122,000 - 0.0% 40;P000 4%000 - 0.0% - 25,000 259000 nla 3105,000 310,000 0.0% 8255000 825,000 0.0% 355,000 355,000 - 0.0% - 835VOOO 8359000 na - - - 815,000 815po n7a $14,9621294 $175,269,826 $2,307,532 15.4% The Citywide tax capacity represents the taxable property value within the City. It i City of Roseville — 2013 Budget The following table summarizes the esti City of Roseville — 2013 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 majori City of Roseville — 2013 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 cumulative summary of the tax levy increases as compared to the IPD is shown below. 50% 40% 30% 20% 10% % Cumulative % Change in Tax Levy & IPI 2408 2049 2410 2411 2012 1 Tax Levy IPD Over the past 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. Added capital replacements have also played a factor in the past couple of years. Another benchmark that is oftentimes used is a comparison of local property taxes among comparable Mies. Although the comparison somewhat masks local needs and preferences, it nonetheless provides general picture of each City's tax burden. 2012 Local Property Taxes Brooklyn Center 19197 Richfield 151311 Sava a 951 Inver 'xrove Hei is Maplewood 820 Andover 786 Cottage gave 768 Fridley 737 .Oakdale 73 Shakopee 682 Roseville 622 Shoreview 618 * For cities within the Twin Cities Metropolitan Area, serving a population between 25,440 - 45,444; and for a hone valued at $186,400 12 City of Roseville — 2013 Budget As shown in the above table, Roseville has the second lowest property tax burden amongst cities within the metro area that serve a population between 25,000 and 45,000. If an expanded comparison were made to include all cities in the metro area that serve a population in excess of 1 0,000, Roseville would have the 13th 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. 45 as 35 � 25 H 15 Local Tax Rate Comparison ** 1995 - 2012 1995 2000 2005 2010 2012 ** Metro area cities with a population mater than 10,000 Roseville eville Peer Average In 1995, oseville's tax rate was 17% lower than the peer average. In 2000, oseville's tax rate was 23% lower than the average. Today, we're 24% lower. 1 City of Roseville — 2013 Budget Overview of Financial Structure Dike most governmental units, the City of Roseville ille operates under a financial structure that segregates programs and services Within funds or functional uni City of Roseville - 2013 Budget 4 Summary of Financial Trends Governmental Funds The table below shows -year comparison of funding sources, uses, and changes in fund balance for all governmental funds. Governmental Other Sources (Uses) Transfers in (out) 2009 2010 2011 2012 2013 Funding Sources Actual Actual victual het Budget Property Taxes 12,553,187 $ 15,611,3 87 S 135,5013,068 14,962,294 175,2693,826 Tax Increments 3,288,562 3,325,555 15,5925,214 5009000 5003,000 Special Assessments 155429127 530,263 2943,793 150,000 153P Intergovernmental 25832,876 295415,246 3,299,041 2,791,340 29920,518 Licenses & Permits 2,361,215 294561,688 3,230,311 2,4133,224 23512,681 Charges for Services 3,771,316 3,097,871 35,5975,695 35164,068 312355,756 Fines & Forfeits 197,556 197,556 2265845 220,000 220,000 Interest Earnings 634,035 6349035 668,048 714,498 702,839 Other Revenue 1,969,453 2,558 463 15819,182 675,903 999,761 Total Sources 2991501,327 30,953,064 2892299197 25,5915327 28,5115,381 Funding Uses General Government 4,189,210 1,9951,536 2,331499 11,996,216 21,086,384 Public Safety 7,393,069 8,150,166 7,798JM 7,943,043 8,2075,141 Public Works 25,082,023 2,361,351 2,2781830 2,472,438 2,543,412 Parks & Recreation 31505,680 3,638,237 31,6229854 399041,863 490089105 Community Development 1,225,516 1,678,499 1,421,924 11,051,535 11,045,990 Special Purpose 212395,476 2,5251,664 2,552,320 2,886,732 3,273,453 Capital Outlay 294429829 3,359,509 3,572,395 4,511,000 4,696,000 Debt Service 1,4711650 1,692,205 1,832,532 1,49 ,000 391401000 TIF- Related 7,747,262 9,912,452 789,724 500,000 500,000 Trust Operations 4,500 45,500 4,500 43500 43500 Total Uses 32,301,215 35,318,119 25,906,"764 26,760,327 29,5041985 Other Sources (Uses) Transfers in (out) - 25,000 25,000 - Bond Proceeds (net) 1,1951,355 - 9,9909000 - Sale of capital assets - 629978 421,597 - - Other 1303,174 - - Total Other Sources (Uses) 15,3251,529 87,978 105,057,597 - - Excess of Funding Sources Over (Under) Funding Uses (1,825,359) (4,277,077) 12,380,030 (1,169,000) (993,6 4) Fund Balance -,Tan 1 st 34,7069186 322880,827 28,603,750 40,983,'780 39,814,780 Fund Balance - Dec 31st $ 329880,827 28,603,750 $ 4039839780 $ 39,814,780 S 38,821,176 15 City of Roseville — 2013 Budget Discussion Items From 2009-2013, overall funding sources for the City's governmental fund operations have remained fairly stable with a few exceptions. S�nce 2009, 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 Mate'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 2013, the increase in the tax levy was necessary to pay for added inflationary -type costs and to pay for added debt service costs related to the bonds issued to finance the construction of a new fire station and park renewal program. $18 b $17 $16 $15 $14 $13 $12 Property Tag Levy 2009 2010 2011 2012 2013 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 five or six gears ago. ale 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 11 % 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. 16 $4.0 $3.5 $3.0 City of Roseville — 2013 Budget Charges for Services 2009 2010 2011 2012 2013 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 2013 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. $3.5 $3.0 $2.5 $2.o $1.5 $1.0 $0.5 License & Per Revenue 2009 2010 2011 2012 2013 From 2009 -2013, 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 new records management systems. 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. 17 City of Roseville - 2013 Budget The City's special pose 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 28 area municipalities and other governmental agencies. The City expects these IT partnerships to continue for the foreseeable future. The City's debt service payment have remained fairly steady over the past 4 years, but is expected to increase significantly in 2013 due to recent bond issuance for a new fire station and park renewal program. From 2009-2013, 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 uncharged 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 -year comparison of fanding sources, uses, and changes in fand balance for all proprietary funds, which includes Sanitary Sewer, water, Storm Sewer, Recycling, and the Golf Course. Proprietary Funds Funding Uses Personal Services 2009 2010 2011 2012 2013 Funding Sources Actual Actual Actual Budget B Net Sales of Merchandise $ 51996 $ 10,256 $ 9,572 $ $ - Us r Charges 9,6231942 9,564,067 101,2261,239 1492531,507 155,5129225 Other Revenue 70,578 718,550 204,230 194,600 194,644 Total Sources 9,700,516 105,292,7 101,4401,041 14,4481,1 07 15,706,825 Funding Uses Personal Services 11,297,475 15431,313 1,433,211 1,5131865 11549,595 Supplies & Maintenance 173,097 2109233 2432332 222,852 2299025 Other Services & Charges 8,3251,192 75974,076 8,2685,384 910283,710 99847,405 Depreciation 788,851 811 ,'784 8095,835 1,340,000 1,64,000 Total Uses 10,584,615 10,427,446 145,7541,762 12,360,427 13,266,025 Other Sources Uses Interest Earnings Sale of Assets Grants Other Transfer In (out) Total Other Sources Uses Excess of Funding Sources Over (Under) Funding Uses Net Assets - Jan 1 st Prior Period Adjustment Net Assets - Dec 31 st 1355,664 176,315 123,786 1545000 1541,000 - (69,299) - - - 75,349 3905,963 3215,125 - - 25,00 (255009)_ (25,004) - - 1 86,013 472,979 419,911 154,000 154,000 (698,086) 3383446 105,194 29241,680 2,59400 24,898,441 245,1999955 2495381401 2436439591 265,8855271 241,199,955 $ 24,538,401 24,643,591 $ 26,85,271 29,480,071 1 City of Roseville — 2013 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 2012 and 2013 will result in significant increases in revenues. significant portion of the revenues and expenditures are related to water consumption, which n 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 i City of Roseville - 2013 Budget General Fund 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. General Fund Funding Uses General Governtnent 2009 2010 2011 2012 2013 Funding Sources Actual Actual Actual B Budd Property Taxes 8,513,535 $ 11,403,529 $ 9,919,451 $ 9,857,699 10,258,611 Intergovernmental 818,042 85 1,127 965,809 874,000 874,000 Licenses & Permits 3333,531 321,388 3933,220 306,000 3115,500 Charges for Services 11199,698 1,278,737 15319,202 9659000 9851,000 Fines & Forfeits 1971,556 213,787 2261P715 22,E 220,000 Interest Earnings 71,144 174,721 53,202 83,998 82,826 Other Revenue 141,953 2461703 178,350 105,000 1059000 Total Sources 11,275,462 14,4893,992 1390555,949 12,4111,697 12,8361337 Funding Uses General Governtnent 13,954,234 2,000,036 210339499 13,996,216 2,0869384 Police 5,743,800 61,206,740 5166,02 6,126,277 65,307,291 Fire 1,440,041 11,577,924 1,619,177 1,561,766 15,599,850 Fire belief 203,228 365,502 3139017 255,000 3001,000 Public Works 25,082,023 2,3615,351 2,2789830 2,472,438 2154310412 Other - - - - Total Uses 11,429,326 121,5111553 12,11 0,525 12,411,697 121836,937 Other Sources (Uses) Transfer In (Gut) 18,281 839707 (370,793) - Other - - Total Other Sources (Uses) 189281 83,707 (370,793) - Excess of Funding Sources Over (Under) Funding Uses Fund Balance - Jan 1 st Fund Balance - Dec 31 st Discussion Items (135,583) 2,062,146 574,631 - 3,710,096 3,574,513 5,1362659 6,211,290 6,2111290 $ 3,574,513 $ 51,636,659 $ 6,211,290 $ 6,2119290 $ 6,211,290 During the period 2009 -2013, overall funding sources for the City's General fund operations increased at an average of 3% annually. The City's tax levy increased substantially during this period averaging % per year. A portion of the increase was to offset state -aid reductions made in 2009 -2011. In 2013, the increase was specifically designated for added personnel and inflationary -type costs. significant increase in tax revenues and fund balance resulted in 2010 clue to the receipt of the City's share of surplus tax increment from closed tax increment financing districts. Beyond 2013, 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. City of Roseville — 2013 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 i City of Roseville - 2013 Budget Recreation Fund The table below shows a -year comparison of funding sources, uses, and changes in fund balance for the Recreation Fund. Recreation Fund Funding Uses Personnel 2009 2010 2011 2012 2013 Funding Sources Actual Actual Actual Hint B Property Tars $ 1,775,497 S 1,805,048 1,7761,498 25,0033,595 29075,215 Charges for Services L6599638 15,686,169 1,773,767 1,879,768 1 ,92 1,877 Rentals 54,737 59,910 563,858 - - Donations 673671 59;278 361,476 - - Intret Earnings 69606 16,635 115,351 155,000 4$13 Other Revenue 631749 - 75,763 75,655 6,500 6,500 Total Sources 3,6275898 397059803 3107301,635 3,9041,863 410089105 Funding Uses Personnel 21,30 1,156 2,3641757 2,339,522 25,5165,014 2,568,314 Supplies & Materials 211,8 17 2549095 2751,172 2731,740 2819983 Other Services & Charges 986,447 15009,531 998,291 1,1005,109 1,157,808 Capital Outlay 6,260 9,554 91,869 153,000 - Total Uses 33,505,680 3,638,237 3,622,854 3,904,863 490089105 Other Sources (Uses) Transfer In Out - - (521,200) - Other - - - - Total Other Sources (Uses) (523,200) - Excess of Funding Sources Over (Under) Funding Uses 1225218 67,566 55,581 - Fund Balance - ,Tan 1st 398,547 5201,765 588,331 643,912 6431912 Fund Balance - Dec 31st 5201,765 $ 588,331 $ 643,912 $ 6435,912 $ 6435912 Discussion Items From 2009-2013, the City's Recreation Fund realized a steady, but small increase in revenues at approximately % 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 % per year keeping pace with inflation and activity levels. During this same period, operating expenses increased at approximately % annually, leaving the Recreation Fund balance relative unchained during the past few years. It is expected that future revenues and expenditures will increase at a level commensurate with program activity levels. 2 City of Roseville - 2013 Budget Community Development Find The table below shows a 5-year comparison of funding sources, uses, and changes ix fund balance for the Community Development Fund. Community Development Fund Funding Uses Personnel 2009 2010 2011 2012 2013 Funding Sources Actual Actual Actual Budget Budget Licenses & Permits $ 1,001,418 $ 7765,230 1,244,651 986,699 $ 1,015,886 Charges for Services 134,261 1355,965 143,894 - - Interest Earnings 4,282 (51,884) 49809 - - Other Revenue 249149 448,285 3741662 133,500 1369500 Total Sources 15J6411 10 1,354,596 11768,016 1,120,199 151529386 Funding Uses Personnel 1,0181586 L035,419 820,735 800,7 10 820,735 Supplies & Materials 10,351 1%416 16,055 159740 16,055 Other Services & Charges 177,815 6321,664 209,200 205,085 2099200 Capital Outlay 18,764 - - 30,000 - Total Uses 1,225,516 1,678,499 15,045,990 11,0519535 1,045,990 Other Sources tJses Transfer In (Out) - - - Other 2,440 - - - Total Other Sources (Uses) 2,440 - - - Excess of Funding Sources Over (Under) Funding Uses (589966) (323,903) 722,026 681,664 106,396 Fund Balance - Jan 1st 199,940 140,974 (182,929) 539,097 6071,761 Fund Balance - Doc 31st 140,974 S (1825929) 539,097 $ 6071,761 7141P157 Discussion Items During the period 2009 -2013, the Community Development Fund realized some fluctuation in overall activity which was indicative of changing market conditions for both lousing and commercial development. It is expected that over the next several years, development at several major areas will tape place, which will maintain stability in the Fund's operations. City of Roseville — 2013 Budget City of Roseville, Minnesota Elected and Appointed Officials January 1, 2013 Elected Officials Mayor Councilme nber Council Member Councihnember Cou.ncilmernber Dan Rae Bob Willmus Tarn McGehee Jason Etten Lisa Laliberte Term of Office expires 201 2015 2015 2017 2017 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 1 lathwig Tian O'Neill Lode Brokke Patrick Trudgeon 24 Z= City Cou or,11 PIW'r)hl � WjOnirm � 0 paill-me Ra rks Cam nni%ion r. flum a r i Rightr, Poi0c Wotks , CI)m m Issio F1 ems P-1) lice C i�A I ser V,oc:p Plii rk5 &, R:e c rq�ation Comm 1w o D Cma Puk'lli�1,W(IrL5, :E net eri ri rr-re nor � . F1 I la 1167 1 P anspartati o m Imm Et h . cs C.3 1! 11 F I I , 51 Ci I, =3 Ad m i r 6t iori Commitirlify Oeve'rcl 1.7prilE n-t Oty Attairrey City of Roseville — 2013 Budget City of Roseville Summary of the Budget Process Budget Process Overview The City of Roseville adheres to comprehensive budgeting process that typically includes Council budgeting goal - setting session(s), are 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 Flan, Park Master Plan, and the Capital Improvement Flan. 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.qi.rosevilIe.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 llo : 2013 Budget Calendar Re • iew budget goals and priorities........... February 28th, 20 12 Present the City Manager Recommended Budge • # . s ............ r f .. # # . i # . i .. i ..iii .. s ..... ...August l , 2012 Public Hearing on the City Manager Recommended Budget. .. # ....... # .. # .. # ...........August 27th, 2012 Receive Updated Recommendations from the CIP Subcommittee ............ September loth, 2012 Adopt the 2013 Preliminary udget ....... . ........... # # .. # .. # .. ............................... September 1 0th, 2012 Review 2013 Preliminary Budget .........#.#.#. # #. #.. # ................... #.. #. .,.....,............. ..October 15th, 2012 Review 2013 Preliminary Budget... ......................... 19th9 2012 Adopt the 2013 Final Budget.. ... ...........................December , 2012 Adopt the 2013 Water & Sevier Rates & Fee Schedule . ......... #........#.. # #.......December loth, 2012 W City of Roseville - 2013 Budget City of Roseville - Surnmary of Departmental Full -time Equivalent Employees Division 2011 2012 2013 Administration 3.75 3.75 3.75 Elections 0.25 0.15 0.15 Communications 1.42 1.5+2 1.52 Recycling 0.33 0.33 0.33 Total Administration 5.75 5.75 5.75 Finance 5.90 5.90 5.90 lawful Gambling 0.10 0.10 0.10 Information Technology 8.50 9.50 10.50 License Center 14.25 14.25 14.25 Total Finance 28.75 29.75 30.75 Police Administration ! . V V 9.00 9. Police Patrol 38.00 37.00 37.00 Police Investigations 9.00 9.00 9.00 Police Com iunity Svcs. 1.00 f .00 ■ Taal Police 57.00 • 57.00 57.00 Fire Administration 2.65 2.00 2.00 Fire Prevention 2.00 2.00 2.00 Fire Operations 3.35 2.00 2.00 Total Fire 8.00 .00 . PW Administration 7.25 7.25 7.25 Street Maintenance 7.00 7.00 Central Garage 2.22 .22 2.2 Building Maintenance - - Sanitary Sever 3.71 3.71 3.71 Water 7.54 7.54 7.54 Storm Drainage 4.03 4.03 4.03 Total Public Works 31.75 31.75 31.75 Recreation Administration 4.89 4.59 4.89 Recreation Programs 4.36 4.36 4.36 Recreation Fee Activities - - - Recreation Non -Fee - - Nature Center _ Skating Center 5.75 5.75 5.75 Park Maintenance 7.25 7.25 7.25 Golf Course 1.75 1.75 1.75 Total Parks & Recreation 24.00 24.00 24.00 Planning 2.69 2.69 2.69 Economic Development 0.43 0.43 0.43 CIS 0.83 0.83 0.83 Code Enforcement 5.95 5.95 5.95 Total Community Development 9.90 9.90 9.90 Total Citywide 165.15 164.15 165.15 27 City of Roseville — 2013 Budget 28 City of Roseville — 2013 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 ent's activities are accounted for in the General Fund. 2013 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 entitles. • Incorporate results of survey and census data to assess needs of community as establish budget pnor sties. Financial Summary FTF 2013 Budget Impact Items • Other Services & Charges increase due to added professional memberships. 2011/2012 Achievements 0 Continued Imagine Roseville 2025 emphasis. • Adopted 20 year Capital Investment Plan Approved first biennial budget (2012-2013 29 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual get ud u— d ers Decrease Personal Services $ 419165 405,536 40,044 429879 $ 421,885 .0% Supplies & Materials 135 - - - - 0.0% Other Services & Charges 1349730 127,004 1379979 1451,161 1533,230 81069 5.6% Capital Outlay - - - - - 0.0% Total $ 176,030 167,540 178,023 $ 188,040 $ 196,115 $ 8,075 4.3% FTF 2013 Budget Impact Items • Other Services & Charges increase due to added professional memberships. 2011/2012 Achievements 0 Continued Imagine Roseville 2025 emphasis. • Adopted 20 year Capital Investment Plan Approved first biennial budget (2012-2013 29 City of Roseville — 2013 Budget Department /Program: Human Rights Commission Organizational Responsibility: City Council &City Manager Department Description The Hurnan 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. 2013 Goals and objectives 0 Increase the Commission's visibility in the community including upgrading their presence on the City's website. 0 Strengthen youth participation in commission activities and created a F rebook presence to bring greater attention to human rights issues. Financial Summary 2013 Budget Impact Items * Not applicable. 201112012 Achievements 0 Obtained grant funding for Concision activities. Conducted three community meetings; two to discuss human rights, and one to discuss civic engagement. W, 2009 2010 2011 2012 201 Increase % Incr arse Actual Actual Actual Budget Budget ccre Decrease Personal Services $ - $ ` - $ $ _ $ 0.0% Supplies & Materials 0.0% Other services & Charges 3J79 1,451 1,412 2po 25,000 0.0% Capital Outlay - - - 0.0% Total S 3,179 1,451 $ 130412 2,000 21,000 $ 0.0% FTE's - - - - - 2013 Budget Impact Items * Not applicable. 201112012 Achievements 0 Obtained grant funding for Concision activities. Conducted three community meetings; two to discuss human rights, and one to discuss civic engagement. W, City of Roseville — 2013 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. 2013 Goals and objectives * Maintain adequate pension funding in accordance with the most recent actuarial study. Financial Summary FTE's - 2013 Budget Impact Items The amount shown above represents the City's share of the Association's Pension Fund. The Fund's unfunded liability has increased during the past year requiring additional contributions. 2011/2012 Achievements 0 Full actuarial funding of pension requirements. 1 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual - - Budget (L)acrevs (Decrease) se Personal Services $ _ _ $ $ - $ 0.0% Supplies & Materials - - - - _ - 0.0% Other Services & Charges 209,228 365,502 3132017 2553,000 300,000 45,000 17.6% Capital Outlay - - - - - - 0.0% Total $ 2099228 365,502 313,017 2555,000 $ 300,000 $ 45,000 17.6% FTE's - 2013 Budget Impact Items The amount shown above represents the City's share of the Association's Pension Fund. The Fund's unfunded liability has increased during the past year requiring additional contributions. 2011/2012 Achievements 0 Full actuarial funding of pension requirements. 1 City of Roseville — 2013 Budget Department /Program: Administration Organizational Responsibility: City Manager Department Description The Administration Department provides the City Council with i City of Roseville — 2013 Budget Department /Program: Elections Organizational Responsibility: City Manager Department Dese' np tion The Elections Department administers all federal, Mate, county, and municipal elections held in the City of Roseville. The Department's activities are accounted for in the General Fund. 2013 Goals and Objectives • Coordinate elections function with Ramsey County. Financial Summary Total 26,806 74,509 $ 285,727 601,125 $ %255 $ 130 0.2% FT's 0.25 0.25 0.25 0.15 0.15 2013 Budget Impact Items • Not applicable. 2011/2012 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. 33 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Budget Decrease Personal Services $ 21,835 33,294 23,515 41975 5,100 $ 125 2.5% Supplies & Materials 45 644 6 150 155 5 3.3% Other Services & Charges 4,923 401,571 59207 55,000 55,000 - 0.0% Capital Outlay - - - - -. 0.0% Total 26,806 74,509 $ 285,727 601,125 $ %255 $ 130 0.2% FT's 0.25 0.25 0.25 0.15 0.15 2013 Budget Impact Items • Not applicable. 2011/2012 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. 33 City of Roseville — 2013 Budget Department /Program: Legal Organizational Responsibility: City Manager Department Description The Legal Department guides the City's decision- making with the hest possible legal counsel to both the City Council and Staff. The Department's activities are accounted for in the General Fund. 2013 owls and Objectives 0 Continue providing timely and thorough legal advice to the City Council and Staff. Financial Summary 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Budget Budget erease eerease Personal Services $ - _ - $ - - $ 0.0% Supplies & Materials - _ - _ _ - 0.0% Other Services & Charges 295,912 2881,940 291,380 3025,220 311,290 9,070 3.0% Capital Outlay - - - - - 0.0% Total 2951,912 288,940 $ 291,380 302,220 $ 311,290 $ 9,070 3.0% FTE's - - - - 2013 Budget impact Items * Increase reflects higher costs as specified in legal services contracts. 2011/2012 ,achievements * Led organizational ethics training. 34 City of Roseville — 2013 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. 2013 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. 0 Begin production of short videos highlighting the work of City crews. Financial Summary 2013 Budget Impact Items e Personnel increases include a 2% cost -of= living increase for City Staff. • Other Services & Charges increase clue to higher City contributions towards a consortium of cable franchise regulating cities, 2011/2012 Achievements Produced six city newsletters, 52 Dews 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 wesite. • won an Upper Midwest regional Emmy. Received awards from the National Association of Government Communicators, NATOA and the Minnesota Association of Govenunent Co mmunicators. WI-1 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual budget Budget ra Personal Services $ 119,890 124,060 136,462 $ 165,510 169,650 4,140 2.5% Supplies & Materials I J 34 450 6,606 2,500 21,550 50 2.0% Other services & Charges 1731,463 1 69,718 189,841 188,725 192,495 3,770 2.0% Capital outlay 31,773 5,527 31076 10,000 1 0,003 3 0.0% Total $ 298,260 $ 299,755 $ 335,985 $ 3669735 $ 374,698 $ 7,963 2.2% FTE's 1.25 1.25 1.42 1.52 1.52 2013 Budget Impact Items e Personnel increases include a 2% cost -of= living increase for City Staff. • Other Services & Charges increase clue to higher City contributions towards a consortium of cable franchise regulating cities, 2011/2012 Achievements Produced six city newsletters, 52 Dews 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 wesite. • won an Upper Midwest regional Emmy. Received awards from the National Association of Government Communicators, NATOA and the Minnesota Association of Govenunent Co mmunicators. WI-1 City of Roseville — 2013 Budget Division /Program: Recycling Organizational Responsibility: City Manager Division Program Description The Solid Waste Recycling Find's mission is to encourage and promote recycling of household materials on a co-v -nunity-wide basis. The Program's activities are accounted for in the Recycling Fund. 2013 Goals and objectives e Enhance collaborative opportunities for zero waste events and other special events. • Explore opportunities to have additional material collection events. Financial Summary 2013 Budget Impact Items • Personnel increases include a 2 % cost -of- living increase for City Staff. • Other Services & Charges represents the costs associated with the recycling pickup contract. 2011/2012 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 recyclable. • Gave presentations to Roseville Library reading program, Passport to Play program. Conducted bin distribution event in conjunction with Night to Unite. Wo 2009 2010 2011 2012 2013 $ Increase % Inerease Actual Actual Actual Budget budget eereae ra Personal Services $ 42,687 $ 453,719 325,236 31,581 $ 323,375 794 2.5% Supplies & Materials 273 772 704 400 405 5 1.3% Other Services & Charges 453,754 426,1 2 492,521 492,910 4989915 61005 1.2% Capital Outlay 6,180 61P562 2,121 - Total $ 502,895 $ 479,235 $ 527,582 524,891 531,695 6,804 1.3% 1 TE's 0.50 0.50 0.33 0.33 0.33 2013 Budget Impact Items • Personnel increases include a 2 % cost -of- living increase for City Staff. • Other Services & Charges represents the costs associated with the recycling pickup contract. 2011/2012 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 recyclable. • Gave presentations to Roseville Library reading program, Passport to Play program. Conducted bin distribution event in conjunction with Night to Unite. Wo City of Roseville — 2013 Budget Department /Program: Finance Department Organizational Responsibility: Finance Director Department Description The Finance Departrnent 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. 2013 Goals and objectives Continue refining the City's 2 -year budget process and program -based budgeting. e Refine established performance measures, benchmarks, and standards. • Update the 10-Year Financial Flan and 20 -Year Capital h npro ement Plan. Financial Summary 2013 Budget Impact Items * Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements * Received the Award for Excellence in Financial Reporting for the 32nd consecutive gear. • Received the Distinguished Budget Presentation Award for the 13th consecutive year. Coordinated the Update of the Citywide Strategic Flan and priority -based budgeting process. Coordinated the development of the City's first 20 -Year Capital Improvement Flan CIP. Prior year CIP was -10 years. 37 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Bud Bu� ecreae Decrease Personal Services $ 506,623 $ 477,975 5085,716 551,328 565,078 $ 131,750 2.5% Supplies & Materials 35,501 2,417 938 3,002 39090 88 2.9% Other Services & Charges 285,083 321,302 611,690 459670 461590 920 2'x.0% Capital Outlay _ _ _ _ _ a V 0.0% Total $ 5381,206 $ 512,694 571,344 $ 6001000 $ 614,758 $ 14,758 2.5% FTE's 5.50 5.75 5.90 5.90 5.90 2013 Budget Impact Items * Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements * Received the Award for Excellence in Financial Reporting for the 32nd consecutive gear. • Received the Distinguished Budget Presentation Award for the 13th consecutive year. Coordinated the Update of the Citywide Strategic Flan and priority -based budgeting process. Coordinated the development of the City's first 20 -Year Capital Improvement Flan CIP. Prior year CIP was -10 years. 37 City of Roseville — 2013 Budget Department /Program: Central Services Organizational Responsibility: Finance Director Department Description Central Services provides an efficient and effective control point for purchasi City of Roseville — 2013 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. 2013 Goals and Objectives Continue to protect the City's assets by maintaining appropriate risk management programs and ■ insurance coverage. Financial Summary 2013 Budget Impact Items • Not applicable. 2011/2012 Achievements 0 Tran itioned to a new third -party administrator achieving 10,000 in annual savings. W 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Bmdget u Decrease Decrease Personal Services $ $ - $ - $ 0.0% Supplies & Materials - i - - - 0.0% Other Services & Charges 8%000 809000 849000 601,290 61,500 1,210 2.0% Capital Outlay - - - - - 0.0% Total 8%000 $ 801,000 $ 841000 ,29 1, $ 19210 2.0% FTE's - - - - 2013 Budget Impact Items • Not applicable. 2011/2012 Achievements 0 Tran itioned to a new third -party administrator achieving 10,000 in annual savings. W City of Roseville — 2013 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. 2013 Goals and Objectives 0 Continue exploring additional Joint Powers Agreements with over governmental agencies. Continue developing a long -tern Technology and Staffing Plan. Financial Summary Total $ 8881,364 1,032,037 $ 19009,506 1,2483,232 1,562,060 $ 313,828 25.1% PT's 7.00 8.50 8.50 9.50 10.50 2013 Budget Impact Items • Personnel increases include a 2% cost-of-living increase for City Staff, as well as the addition of 1.0 FT. • Increase in `Other Services & Charges' reflects higher contract maintenance charges for network monitoring and fiber locates. • Capital Outlay is increasing due to additional equipment replacements that have reached the end of their useful life. 2011/2012 Achievements 0 Added four additional Joint Powers Agreements. Maintained 24x x365 servi City of Roseville — 2013 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 Mate auto, drivers, and DNR licenses. The License Center operation provides approximately $1 60,000 in funds to support other City services. The Program's activities are accounted for in the License Center Fund. 2013 Goals and Objectives • Assess long -terra facility options for a new License Center. • Update the License Center Strategic Plan. Financial Summary 2013 Budget impact Items Personnel increases include a 2% cost-of-living increase for City Staff`, plus the addition of 1. FTE in the budget. The License Center is authorized for 14.25 FTE', but the position was unfilled from 2010-2012. 2011/2012 Achievements Maintained second highest volume in the Mate for all Deputy Regi City of Roseville — 2013 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 Beard, 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. 2013 Goals and Objectives Continue monitoring all lawful gambling activities. Financial Summary 2013 Budget Impact Items * Not applicable. 2011/2012 Achievements Distributed over $1 50,000 to Roseville -area organizations in 2011. $ Maintained over $780,000 in a permanent endowment fund. 42 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Budget Budget (Decrease) Decrease Personal Services $ 26,033 $ 2,942 6,240 65,400 $ 160 2.6% Supplies & Materials - - - - - - 0.0% Other Services & Charges 119,594 1631,588 1479471 135,000 135,000 0.0% Capital Outlay - - - - - - 0.0% Total 119,594 $ 189,621 $ 1501,41 $ 1415,240 141,400 S 160 0.1% FTE's 0.50 0.25 0.10 0.10 0.10 2013 Budget Impact Items * Not applicable. 2011/2012 Achievements Distributed over $1 50,000 to Roseville -area organizations in 2011. $ Maintained over $780,000 in a permanent endowment fund. 42 City of Roseville — 2013 Budget Division / Program: Police Administration Organizational Responsibility: Chief of Police I ivlsion Program Description The Police Administration Department is responsible for ensuring continuous, innovative, and effetual public safety services by anticipating, planning, and ffilfilling the needs of citizens and Department Staff. Police Administration's activities are accounted for in the General Fund. 2013 Goals and Objectives • Exchange information With Code Enforcement on repeat nuisance properties; initiate neighborhood by neighborhood survey of code violations in con, unction with Code Enforcement • Utilize a the department's website to educate citizens on current code issues, dines, and reminders clue to seasonal weather changes Apply 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 Rk Expand use of department volunteers i.e. reserve officers, park patrollers, interns, block captains etc.) Implement the Domestic violence Lethality Assessment Tool, a countywide effort i' nan iai Summary 2009 2010 2011 2012 2013 $ Increase % Incre se Actual Actual Actual Budgtd ras Decrease Personal Services 276,410 2845285 646,957 7985,100 8159055 S 199955 2.5% Supplies & Materials 14,539 85,704 119691 205,795 211215 420 2.0% Other Services & Charges 72,572 61,302 701354 96,766 95,880 2,114 2.2% Capital Outlay 77 - 2,94 - 0 Total $ 363,598 354,291 $ 731,950 915,661 S 9385,150 22,489 2.5% i iE's 5.00 4.00 9.00 9.00 9.00 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements • M ntor d high school students interested in law enforcement • Converted to new mobile system in squad cars Converted to electronic citations and submission to court Restructured Department which resulted in immediate and future cast savings • IMPACT unit was successfully integrated into Department JAG grant funding used to support EM PACT unit's prostitution crime impact team details; prostitution, related investigations resulting in 47 arrests in 2012 Initiated partnership with Ramsey County Attorney's Office offering training to Roseville hoteliers entitled "Making ng Difference: Ways to Prevent Sex Trafficking" 4 City of Roseville — 2013 Budget 0 D ivision /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 activi City of Roseville — 2013 Budget Division /Program: Police Investigations Organizational Responsibility: Chief of Police lb 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. 2013 Goals and objectives Encourage a network of user groups among law enforcement levels in the seven county metro area • Improve investigative information sharing within Ramsey County agencies 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 Increase outreach to local new American groups e Expand park patrol efforts Financial Summary 2013 Budget Impact Items • Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements • Assisted Roseville School District with their facilities security plan Held 15th Annual Citizen Police Academy Expanded Citizens' Park Patrol season through the use of an all- terrain vehicle and nearly twelve month patrol schedule; supported initiation of Park Patrol groups in reservoir woods and villa Park Continued School Lunch program Increased participation at Neighborhood watch annual meeting due to reconfiguration and improved agenda Promoted Take 25 Child Safety Campaign through partnership with Rosedale Center • Organized several commum*ty safety talks for new Americans Successfully partnered with BCA and Ramsey County on surveillance camera installations Expanded Coffee with a Cop program outreach Expanded Shop with a Cop program outreach 5i 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Budizet Budget eerease Decrease Personal Services $ 799,236 $ 8121,595 643,855 $ 8431,160 S 864,030 209870 2.5% Supplies & Materials 169950 31,540 31,417 395,871 409670 799 2.0% Other Services & Charges 161141 10,748 85,361 205,145 201,550 40 2.0% Capital Outlay 530 - - - - 0.0% Total $ 1132,857 $ 854,82 6839,633 $ 9031,176 925,250 229074 2.4% FTE's 12.00 10.00 10.00 9.00 9.00 2013 Budget Impact Items • Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements • Assisted Roseville School District with their facilities security plan Held 15th Annual Citizen Police Academy Expanded Citizens' Park Patrol season through the use of an all- terrain vehicle and nearly twelve month patrol schedule; supported initiation of Park Patrol groups in reservoir woods and villa Park Continued School Lunch program Increased participation at Neighborhood watch annual meeting due to reconfiguration and improved agenda Promoted Take 25 Child Safety Campaign through partnership with Rosedale Center • Organized several commum*ty safety talks for new Americans Successfully partnered with BCA and Ramsey County on surveillance camera installations Expanded Coffee with a Cop program outreach Expanded Shop with a Cop program outreach 5i City of Roseville — 2013 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. 2013 Goals and Objectives • Return complement of CS 's from three to four. • Update and revue CSO Policy and Procedure Manual. Financial Summary 2013 Budget Impact Items 0 Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements • Irnpl m nted City Dangerous Dog Ordi City of Roseville — 2013 Budget Division /Program: Fire Administration Organizational Responsibility: Fire Chief Division Program Tescription Fire Adm�nistration 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 ille residents. The Division's activities are accounted for in the General Fund. 2013 Goals and Objectives • Complete the new fire station construction process. Transition the fire department from current operations to the new one station concept. Focus on firefighter pay and benefit structure including pension programs. Financial Summary 2013 Budget Impact Items e Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements e Completion of the fire station planning process and transition into the construction phase. • Completion of the funding process for the new fire station. 7 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Budget Budget ecrease Decrease Personal Services 276,259 $ 2039062 188J35 206,700 $ 211,870 5,170 2.5% Supplies & Materials 95144 79654 5,939 4,930 5,030 100 2.0% Other Services & Charges 40,349 41,$47 371162 159,065 151,365 300 2.0% Capital Outlay - - - - 0.0% Total $ 325,752 $ 2523,562 $ 231,236 $ 2261,695 S 2321265 $ 5,570 2.50 FTE's 3.00 3.00 2.00 2.00 2. 2013 Budget Impact Items e Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements e Completion of the fire station planning process and transition into the construction phase. • Completion of the funding process for the new fire station. 7 City of Roseville — 2013 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 spi City of Roseville — 2013 Budget D IVIS10n Program: Fire Tra ng Organizational Responsibility: Fire Chief D i 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 slily.. 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. 2013 Goals and Objectives • Improve training experience through audio - visual and facility improvement in the new fire station • Continue to train with high - hazard occupancies in the city • Become 100% FEMANIMS compliant as a Fire Department Financial Summary 2013 Budget Impact Items Not applicable. 2011/2012 Achievements Had the highest percentage of multi- company drill attendance. Performed multiple live burn training opportunities to keep skill set at its highest. 9 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual . - - -cif Ludt Decrease Decrease Personal Services 14,714 29,429 289660 $ 645,345 $ 65,955 S 15,610 2.5% Supplies & Materials 11,062 - 2,000 25040 40 2.0% Other Services & Charges 13,505 13,884 34,792 36,810 37,545 735 2.0% Capital Outlay - - - - - 0.0% Total $ 2V19 44,375 $ 63,452 S 1035,155 $ 1059540 S 23,385 2.3% FTE's - - - - - 2013 Budget Impact Items Not applicable. 2011/2012 Achievements Had the highest percentage of multi- company drill attendance. Performed multiple live burn training opportunities to keep skill set at its highest. 9 City of Roseville — 2013 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. 2013 Goals and objectives Increase number of fire safety inspections by 15% • Continue to encourage the Senior Housing residences to invite us in to spew to their community regarding fire and storm safety. Continue to work toward the completion of the Fire Station. Continue with the education and certification of the Fire Inspector. Financial Summary 2013 Budget Impact Items Personnel increases Include a 2% cost-of-living increase for City Staff. 201172012 Achievements Fire Safety Inspections conducted - 473 Fire Investigations conducted - Fire Code related complaints investigated - 42 Plans reviewed for permit - 177 • Fire prevention education presented to 465 residents. 50 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Buffet u Decrease ecrease Personal Services $ 1769303 174,521 $ 180,074 1859745 $ 190,145 43400 2.4% Supplies & Materials 1,759 23593 35,233 2X0 29200 200 10.0% Other services & Charges 382 382 568 500 600 100 20.0% Capital Outlay - - - - - 0.0% Total $ 1781,444 $ 177,496 183,875 188,245 1925,945 4,700 2.5% FT's 2.00 2.00 2.00 2.00 2.00 2013 Budget Impact Items Personnel increases Include a 2% cost-of-living increase for City Staff. 201172012 Achievements Fire Safety Inspections conducted - 473 Fire Investigations conducted - Fire Code related complaints investigated - 42 Plans reviewed for permit - 177 • Fire prevention education presented to 465 residents. 50 City of Roseville — 2013 Budget Division /Program: Emergency Management Organizational Responsibility: Fire Chief Division Program Description The Emergency Management Program provides for the protection and assistance to Roseville eville 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. 2013 Goals and Objectives 0 Complete full update to County Dispensing Plan. Make needed updates to outdoor warning siren locations 0 Conduct training on the City's Emergency Operations Plan Conduct a mocl -E C activation and create a SWOT analysis of the exercise. nancial Summary FTE's 2013 Budget Impact Items • Not applicable. 2011/2012 Achievements • Transitioned Emergency Management function to the Fire Department. Review and adoption of the Ramsey County Mtigation Plan. Set -up and needs assessment of the Emergency Operations Center. Interaction with other City departments, • Review of siren location and on -going maintenance. Reviewed Emergency Operations Plan. Citywide traini City of Roseville — 2013 Budget Division /Program: Public Works Administration Organizational Responsibility: Public Works Director Division Program Description Public Worts 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. 2013 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 additional staff resources. 0 fleet the demand of unfunded mandates in water quality, erosion control, inflow /infiltration reduction, and infrastructure replacement in the most cost effective measure possible. 0 fleet the challenge of reconstruction and rehabilitation as outlined in the 20 -Year Capital Inmprovernent Plan. Financial Summary 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. Other Services & Charges increase due to higher AutoCAD licensing costs. 2011/2012 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 of private development projects. Completed Dale Street u0afrastructure replacement. Worked closely with Ramsey County and the MN Department of Transportation planning for future regional improvements. hnpletnented asset management software program. 52 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Budget ud t Decrease ccr Personal Services 6731089 6711065 $ 604,898 $ 6293135 $ 644,875 15,740 2.5% Supplies & Materials 51235 41818 6,882 8,1911 85368 170 2.1% Other Services & Charges 18,358 209497 235,500 279549 309,309 21,760 10.0% Capital outlay - - - - - 0.0% Total $ 6969682 $ 6961,379 $ 6351,279 6649,882 $ 6831,552 18,670 2.8% FTE's 7.75 7.50 7.25 7.25 7.25 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. Other Services & Charges increase due to higher AutoCAD licensing costs. 2011/2012 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 of private development projects. Completed Dale Street u0afrastructure replacement. Worked closely with Ramsey County and the MN Department of Transportation planning for future regional improvements. hnpletnented asset management software program. 52 City of Roseville — 2013 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 sign age, 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. 2013 Goals and objectives e Continue to improve pavemeni maintenance programs. * Identify cost effective ways to constraints of the available budget Financial Summary maintenance programs and streetscape and right-of-way maintain the infrastructure and pavement ratings within the 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 0 Other Services & Charges increase due to higher contractual maintenance costs. 2011/2012 Achievements 0 Completed street maintenance programs on time and within budgets. 0 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 netvvork. • Reconstructed 1.0 miles of existing pathway. 3 2009 2010 2011 2012 2013 $ Increase % Increast Actual Actual Actual Budget ut Ierea Decrease' Personal Services 509,018 $ 4911,388 499,783 $ 5385,030 5599865 $ 21,835 .10 Supplies & Materials 295,962 403,294 408,907 4091,655 4171850 8,195 2.0 Other Services & Charges 555,041 226,272 2429957 79,501 83,805 4,34 .40 Capital Outlay - 33,873 55,791 - - - 0.00 Total $ 8601,021 19154,827 1,1572438 $ 15,027,186 1,061,520 34,334 3.30 FICE's 7.75 7.00 7.00 7.00 7.00 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 0 Other Services & Charges increase due to higher contractual maintenance costs. 2011/2012 Achievements 0 Completed street maintenance programs on time and within budgets. 0 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 netvvork. • Reconstructed 1.0 miles of existing pathway. 3 City of Roseville — 2013 Budget 40 D ivision /Program: Street Lighting Organizational Responsibility: Public Works Director Division Program Description Street Lighting provides for the maintenance of safe, ell -lit signaled streets for the community and its visitors, customers, and guests. Xcel Energy maintains public streetlights under contract with the City. arnsey County contractually maintains city owned intersection signal lights. The Program's activities are accounted for in the General Fund. 2013 (goals and objectives Replace or upgrade the oldest city-owned street light system component. Financial Summary FTE's - - - - 2013 Budget Impact items • Not applicable. 2011/2012 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 Part. 4 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual erease) (Decrease Personal Services $ - $ - - $ - $ - $ 0.0% Supplies & Materials - - - 0.0% Other Services & Charges 191 ,515 181ffl5 243,849 2105,000 2105000 0.0% Capital Outlay - - 21,060 - - 0.0% Total 191,51 1815835 $ 2649909 $ 210,000 $ 2101,000 $ 0.0% FTE's - - - - 2013 Budget Impact items • Not applicable. 2011/2012 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 Part. 4 City of Roseville — 2013 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 pl ning for the implementation of a stronger program is continuing. The Program's activities are accounted for in the General Fund. 2013 Goals and objectives • Continue focus on reducing energy use or using energy wisely through management systems and policy and through purchasing energy efficient equipment. • fleeting the demand for maintenance on City facilities due to the wear and tear of use by community groups. Financial Summary PTEts 2013 Budget Impact Items Other Services & Charges increase clue to the addition of maintenance and utilities at a temporary storage facility. 2011/2012 Achievements Provided building maintenance services at a reasonable cost to the public. Maintained a clean environment for city staff and the public. Worked to mm* imi a disruption to all city operations and functions with preventative maintenance program. Attained significant savings through energy use reduction resulting from re-commissioning and optimizations. 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Budget Budget (Decrease) Decrease Personal Services 8,175 $ 81276 $ 7,026 85,200 $ 8,200 - 0.0% Supplies & Materials 21,192 199666 17,319 249,700 21,195 (3,505) - 14.2% Other Services & Charges 260,534 2671394 2675,919 3471,701 364,485 165,784 4.8% Capital Outlay 39896 - - - - - 0.0% Total 293,797 $ 295,336 2929264 $ 380,6 1 3931,880 131,279 3.5% PTEts 2013 Budget Impact Items Other Services & Charges increase clue to the addition of maintenance and utilities at a temporary storage facility. 2011/2012 Achievements Provided building maintenance services at a reasonable cost to the public. Maintained a clean environment for city staff and the public. Worked to mm* imi a disruption to all city operations and functions with preventative maintenance program. Attained significant savings through energy use reduction resulting from re-commissioning and optimizations. City of Roseville — 2013 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. 013 Goals and Objectives Continue focus on reducing fleet energy use and purchasing fleet fuel on a long term contract to reduce price volatility impacts on budgets. 0 Fleeting the demand for i City of Roseville — 2013 Budget Division /Program: Sanitary Sewer Organizational Responsibility: Public Works Director Division Program I e er* tion 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. 2013 Goals and Objectives Rehabilitate utility infrastructure in con 0 unction with street improvement projects and through the use of trenchless technologies to ensure uninterrupted operations and reliable infrastructure. Evaluate. additional inflow and infiltration reduction strategies. Financial Summary 2013 Budget Impact Items e Personnel increases include a 2% 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. 2011/2012 Achievements 3. Monitored maintained 12 sanitary and 4 storm water 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. Rehabilitated over 4. 5 miles of sewer main in 2012. 4FA 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Bum Budget crease (Decrease) Personal Services 463,398 $ 488,615 $ 4815,933 358,448 3671235 81787 2.5% Supplies & Materials 393438 491,577 411,560 451,050 46,395 1,345 3.0% Other Services & Charges 29923,794 3,226,127 2,863,552 3,669,200 35,920,545 251,345 6.9% Capital Outlay 93,936 (1,309) 16,659 7651000 7809000 15,900 2.0% Total $ 3,520,566 $ 35,7633,009 $ 394033,703 $ 45,837,698 59,114,175 $ 2765,477 5.7 °fin D'T's 5.66 5.66 3.71 3.71 3.71 2013 Budget Impact Items e Personnel increases include a 2% 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. 2011/2012 Achievements 3. Monitored maintained 12 sanitary and 4 storm water 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. Rehabilitated over 4. 5 miles of sewer main in 2012. 4FA City of Roseville — 2013 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. 2013 Goals and objectives • Continue to rehabilitate utility infrastructure in conjunction with strut improvement projects and through the use of trenehless 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 Total 51,4241,950 $ 5,0839883 $ 51,4299819 7,002,750 $ 718411,440 838,690 12.0' FTE's 6.17 6,17 7.54 7.54 7.54 2013 Budget Impact Items Personnel increases include a 2% cost -of -ling 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. 2011/2012 Achievements • Distributed nearly 2.0 billion gallons of water to Roseville and Arden Hills utility customers. Repaired nearly 30 water main break each year, and replaced over 5,000 lineal feet of water main. Flushed, inspected, and maintained 1,750 fire hydrants. Desponded to nearly 4,000 utility locate requests annually from Gopher State One Call. Completed all annual major maintenance programs in a timely manner. Implementation of the automated meter reading project. 6& 2009 2010 2011 2012 2413 Increase % Increw Actual Actual Actual u -- �t Bud Decrease Decrease Personal Services $ 353,305 400,444 $ 409,478 $ 5819599 $ 595,845 S 14,246 2.4' Supplies & Materials 653,182 67,859 100,785 74;101 76,325 29224 3.` Other Services & Charges 4,9485334 4,558,473 4,876,116 5,682,050 6,184,270 502,220 .8' Capital Outlay 58,129 57J06 43,440 6659000 9859000 320,0 48.1' Total 51,4241,950 $ 5,0839883 $ 51,4299819 7,002,750 $ 718411,440 838,690 12.0' FTE's 6.17 6,17 7.54 7.54 7.54 2013 Budget Impact Items Personnel increases include a 2% cost -of -ling 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. 2011/2012 Achievements • Distributed nearly 2.0 billion gallons of water to Roseville and Arden Hills utility customers. Repaired nearly 30 water main break each year, and replaced over 5,000 lineal feet of water main. Flushed, inspected, and maintained 1,750 fire hydrants. Desponded to nearly 4,000 utility locate requests annually from Gopher State One Call. Completed all annual major maintenance programs in a timely manner. Implementation of the automated meter reading project. 6& City of Roseville — 2013 Budget Division /Program: Storm Drainage Organizational Responsibility: Public Works Director D i isiion 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. 2013 Goals and Objectives Sweep all City streets at mininnu bi- annually focusing on environmentally sensitive areas first with vacuum sweeper. Restore two storm poning areas per year removing sediment resulting in improved water quality. Continue catch basin repair and cleaning program. Continue storm surer inspection an inventory program as required by NP DES permit. Ipinennt revised watershed District rules as mandated. Financial Summary Total $ 857,067 846,425 19073,181 $ 15,9095,938 $ 2,031,915 $ 121,977 6.4% FTE's 3.42 3.42 4.03 4.03 4.03 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 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 gear. 2011/2012 Achievements Completed additional 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 grater quality improvements. • Rehabilitated infrastructure in conjunction with pavement projects and as identified by structure inspections. Worked closely with Watershed Districts in carrying out their management objectives and the transfer of the former grass Lae water Management Organization role to Ramsey- Washington Metro watershed district. 59 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual _ diet ut Dr Decrease Personal Services $ 2269323 $ 2749665 $ 287,929 $ 316,837 $ 324,615 $ 75778 2.5% Supplies & Materials 5 1,022 60,212 73,746 55,301 57,300 19999 3.6% Other Services & Charges 531,215 5215,847 6805,831 687,800 7915,000 103,200 15.00 Capital Outlay 41,507 (10,299) 30,675 850,000 859,000 9,000 1.1% Total $ 857,067 846,425 19073,181 $ 15,9095,938 $ 2,031,915 $ 121,977 6.4% FTE's 3.42 3.42 4.03 4.03 4.03 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 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 gear. 2011/2012 Achievements Completed additional 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 grater quality improvements. • Rehabilitated infrastructure in conjunction with pavement projects and as identified by structure inspections. Worked closely with Watershed Districts in carrying out their management objectives and the transfer of the former grass Lae water Management Organization role to Ramsey- Washington Metro watershed district. 59 City of Roseville — 2013 Budget D ivision Program: Pathway & Par g 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 are additional 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. 2013 Goals and Objectives * Rehabilitate 1 -2 miles pathway annually. 0 Deconstruct one City-owned parking lot annually. Perform routine pavement maintenance on all City lots and trails. Financial Summary FTB's - - - - - 2013 Budget Impact Items Not applicable. 2011/2012 Achievements * Deconstruction or preventative maintenance on over 2. 5 miles of pathway pavement. wo 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Bude Budget Iere. Iras Personal Services - - $ - - - $ 0.0% Supplies & Materials 85,517 175,390 395,116 159000 15,000 - 0.0% Other Services & Charges 15,453 37,344 645,893 135,000 135,000 - 0.% Capital Outlay - - - - 0.0% Total 103,970 212,734 $ 10 4,009 150,000 150,000 - 0.0% FTB's - - - - - 2013 Budget Impact Items Not applicable. 2011/2012 Achievements * Deconstruction or preventative maintenance on over 2. 5 miles of pathway pavement. wo City of Roseville — 2013 Budget Division /Program: Recreation Administration Organizational Responsibility: Parks and Recreation Director Division Program Description Recreation Administration plans and administers a quality parrs 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. 2013 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 0 Develop a department training and succession program 0 Prepare a plan to support Maintenance Program to a level needed to maintain current and future assets 0 Deep 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 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 201112012 Achievements * Developed the Parks & recreation Renewal Program for i plem ntation, • Used Best value Procurement process to select local planning and design firm to serve as lead consult in initiating the Renewal Program schedule, setting design standards and implementing community engagement. • Maintained online marketing presence for parks & recreation facilities using fcebook.om and oogllaces.co. • Utilized online tools (survey) to expand opportunities for community connections and input. 1 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual BILdget (L)ecrease), Tecrease Personal Services $ 6541,824 6769546 4743,806 $ 4569230 4671,645 $ 111,415 2.5% Supplies & Materials 7,935 69645 59247 7,502 7,652 150 2.0% Other Services & Charges 101,979 97,946 641,963 795,615 81,305 ].,690 2.1% Capital Outlay - - - - 0.0% Total $ 7649737 $ 7815,138 $ 545,016 543,347 $ 556,6 2 $ 13,255 2.4% FTFs 7.50 7.50 4.89 4.89 4.89 2013 Budget Impact Items Personnel increases include a 2% cost -of- living increase for City Staff. 201112012 Achievements * Developed the Parks & recreation Renewal Program for i plem ntation, • Used Best value Procurement process to select local planning and design firm to serve as lead consult in initiating the Renewal Program schedule, setting design standards and implementing community engagement. • Maintained online marketing presence for parks & recreation facilities using fcebook.om and oogllaces.co. • Utilized online tools (survey) to expand opportunities for community connections and input. 1 City of Roseville — 2013 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. 2013 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. CP Respond to changing Community interests in recreation and wellness opportunities. Establish recreation program and event location options to accommodate park and facility disruptions during upcoming Renewal Program projects so there is no net loss of recreation experiences. • Implement an electronic notification system for program and event information. Financial Summary 2013 Budget Impact Items • Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements 0 Processed 4464 online registrations, 17% increase from 2011. Provided mentoring and professional experience to four interns. Partnered with Roseto n Playhouse to host the multi-cultural production, "Twit of Fate" at Villa Park. Initiated "Random Acts of Recreation" Blog to act as a community update for summer recreation programs and events. Used Survey Monkey tools to evaluate Summer Spectacular program satisfaction and gather summer staff feedback. Continued relationship with the City of Lauderdale to extend recreation experiences to neighbors near Lauderdale Community Park. 62 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Budget Budget Iecreae Decrease' Personal Services $ 2695,450 $ 28%630 $ 755,436 $ 7569654 $ 774,440 173,786 2.40 Supplies & Matenials 525,744 739876 735,859 61,170 64,289 3,119 5.1°1, Other Services & Charges 2771,048 2671,987 2259,407 295,409 3051,954 101,545 3.60 Capital Outlay - - 0.007 Total 599,241 $ 622,493 $ 1,042702 191139233 $ 1,144,63 31,450 2.80 i T 's 0.50 0.50 4.36 4.36 4.36 2013 Budget Impact Items • Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements 0 Processed 4464 online registrations, 17% increase from 2011. Provided mentoring and professional experience to four interns. Partnered with Roseto n Playhouse to host the multi-cultural production, "Twit of Fate" at Villa Park. Initiated "Random Acts of Recreation" Blog to act as a community update for summer recreation programs and events. Used Survey Monkey tools to evaluate Summer Spectacular program satisfaction and gather summer staff feedback. Continued relationship with the City of Lauderdale to extend recreation experiences to neighbors near Lauderdale Community Park. 62 City of Roseville — 2013 Budget Division /Program: Recreation Non -Fee Activities Organizational Responsibility: Parks and Recreation Director Division Program Description Recreation Non- Fee Activities provides duality recreational leisure time opportunities in the area of musical entertainment, community band programs, special needs programs, summer youth programs, teen activities, and special everts 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. 2013 Goals and objectives • Continue to provide volunteer opportunities to the community and support volunteer involvement. * Continue to survey similar local facilities to evaluate current rate structure. e Pursue non - traditional revenue sources, i.e. sponsorships, partnerships, etc. Financial Summary 2013 Budget Impact Items • Personal Services increases clue to higher temporary staffing costs. 2011/2012 Achievements • Hosted 14 Discover Your Parrs events in 2012. Over 750 Roseville residents enjoyed fresh air, fun and fitness at a parr near home. Received $5000 Metropolitan Regional Arts Council Community Arts Grant for the 2�d year to help support annual summer entertainment series. Supported 0 Annual Roseville Rotary Taste of Rosefest. Partnered with Roseville Central Parr Foundation to host Flying Colors Community Festival in Central Park off Dale Street, over 1500 people in attendance for a first time event. 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Budget Budged Decrease ras Personal services 33,753 $ 28,126 3%659 331,095 35,829 23734 8.3% Supplies & Materials 9,520 1%316 165,625 1'7,810 19,020 1,210 6.8% Other Services & Charges 219997 2%088 395,728 59,610 611,660 2X0 3.4% Capital Outlay - - - - - - 0.0% Total $ 651,270 589530 $ 871,012 $ 11 ,515 $ 1165509 5,994 5.4% FTB's 1.00 1.00 1.00 - - 2013 Budget Impact Items • Personal Services increases clue to higher temporary staffing costs. 2011/2012 Achievements • Hosted 14 Discover Your Parrs events in 2012. Over 750 Roseville residents enjoyed fresh air, fun and fitness at a parr near home. Received $5000 Metropolitan Regional Arts Council Community Arts Grant for the 2�d year to help support annual summer entertainment series. Supported 0 Annual Roseville Rotary Taste of Rosefest. Partnered with Roseville Central Parr Foundation to host Flying Colors Community Festival in Central Park off Dale Street, over 1500 people in attendance for a first time event. City of Roseville — 2013 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. 2013 Goals and Objectives To evaluate current program effectiveness and adjust as financially appropriate. Evaluate current Center operations to effectively manage budget allocation. • To continue to consider the HANC Planning Committee recommendations. Facilitate HA NC improvements and exhibit additions funded by F RParks and FORHANC Financial Summary 2013 Budget Impact Items Not applicable. 2011/2012 Achievements • Managed 30 Mature Center front desk volunteers providing 2100 hours of access to the center and valuable community connections. # Implemented organizational changes for the annual Wild Rice Festival including; the addition of food trucks, new event layout, new performers and ricing demonstrators and increased activities.- 4 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual budget Bum ecrease ecreasc Personal Services $ 87,783 $ 90,975 123,242 153,600 15,600 - 0.0% Supplies & Materials 3,230 4,043 55813 6,482 61,482 - 0.0% Other Services & Charges 191,141 171,505 211,209 271,775 28,325 550 2.0% Capital Outlay - - - - - 0.0% Total 1101,155 112,524 $ 39,270 49,857 $ 5%407 550 1.1% FTB's 1.00 1.00 _ 2013 Budget Impact Items Not applicable. 2011/2012 Achievements • Managed 30 Mature Center front desk volunteers providing 2100 hours of access to the center and valuable community connections. # Implemented organizational changes for the annual Wild Rice Festival including; the addition of food trucks, new event layout, new performers and ricing demonstrators and increased activities.- 4 City of Roseville — 2013 Budget D ivision /Program: Recreation Roseville Skating Centex Organizational Responsibility: Parks and Recreation Director division Program Description To provide; multi - purpose indoor /outdoor slating opportunities, recreational classes, senior citizen programs, and miscellaneous ether activities, in a way that meets the needs of the city and state residents. The Prograrn's activities are accounted for in the Recreation Fund. 2013 Goals and objectives • Monitor concessions contract to determine hest long term approach. • Capitalize of marketing efforts to increase ice usage and rentals through camps, clinics and additional adult leagues. • Continue to consider the SC- OVAL task force recommendations. • Utilize newly installed camera technology for event broadcasts and facility promotion. • Analyze and update banquet facility marketing plan. FInancial Summary 2013 Budget Impact Items e Personnel increases include a 20 cost -o living increase for City Staff. 2011/2012 Achievements • Retained 98 % of Croup Rentals. • Hosted MN wild outdoor practice, NIN wild viewing party & MN wild Summer Bash. • Hosted Defending the Blue Dine Slate for the Troops event. • Hosted Roseville visitors Association sponsored Mobile Darning world Record attempt event • Used Social Media for event promotion including MN wild social media for increased exposure • Hosted 3 Major r Speeds sting events: ■ 2012 American Cup Ii Speedlating Championships ■ 2012 US Junior National Speedsating Championships 2012 John Rose Open W 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Budget Budd De ray Personal services $ 5949005 $ 5625,757 4 596,877 624,4"75 640,090 15,115 2.5% Supplies Materials SS, 19 45695 57,662 6 ,515 69,935 1X420 2.1% Other Services & Charges 3373,417 319,981 331,586 344,491 3511,955 77464 2.2% Capital Outlay 63,133 6,443 9,869 - 0.0% Total 9935375 $ 934,876 995,994 1,0371481 $ 1,06110980 $ 243499 2.4% FTE's 6.00 6.00 5.75 5.75 5 5.75 2013 Budget Impact Items e Personnel increases include a 20 cost -o living increase for City Staff. 2011/2012 Achievements • Retained 98 % of Croup Rentals. • Hosted MN wild outdoor practice, NIN wild viewing party & MN wild Summer Bash. • Hosted Defending the Blue Dine Slate for the Troops event. • Hosted Roseville visitors Association sponsored Mobile Darning world Record attempt event • Used Social Media for event promotion including MN wild social media for increased exposure • Hosted 3 Major r Speeds sting events: ■ 2012 American Cup Ii Speedlating Championships ■ 2012 US Junior National Speedsating Championships 2012 John Rose Open W City of Roseville — 2013 Budget Division /Program: Recreation Activity Center Organizational Responsibility: Parks &Recreation Director Division Program I scxiption 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 2013 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 lull Campus to open up facilities for community use as much as possible. Financial Summary 2009 Actual Personal Services $ 10,554 Supplies & Materials 2 Other Services & Charges 77,434 Capital Outlay 2010 2011 2012 Actual Actual B $ 7,234 83,324 153,900 809188 881,908 941,800 2013 Increase % Incr+ease B. c Ieer Decrease $ 15,900 $ 0.0% V.% 99,250 4,450 4.7% - - 0.% Total 881,007 87,422 S 97,232 $ 110,700 115,150 $ 45,450 4.0% TE's - - - - 2013 Budget Impact Items • Other Services & Charges increase due to higher casts associated with community gymnasiums. 201112012 Achievements Provision of storage space for Parks and Recreation and affiliated groups and studio space for the Roseville School of Dance. 9 Provision of two co- n- nunity gymnasiums and one gymnastic center in cooperation with the Roseville School District per agreement. • Provided community gathering spaces for affiliated groups to offer community programs. M City of Roseville — 2013 Budget Division /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 parti City of Roseville — 2013 Budget Division /Program: Park Improvement Program Organizational Responsibility: Parks &Recreation Director Department Description The Park Improvement Program (PIP) provides for the preservation of parrs, open space, and related recreational areas. The pose of this fund is to renew and reconstruct existing park facilities. The Program's activities are accounted for in the Park Improvement Fund. 2013 is and Objectives Continue to conduct analysis of historical and life cycle information as Phase 1 Parrs and Recreation renewal Plan moves forward. Restore future PIP budget to reflect actual needs. Integrate Life Cycle information into Asset Management implementation. Focus on safety and aesthetics as a high priority. Financial Summary FTE's 2013 Budget Impact Items Not applicable. 2011/2012 Achievements 0 Full analysis of PIP historical information and projections for future needs as 2012-2016 Phase 1 Pans and recreation renewal Program moves forward. 0 Budget reductions precluded moving forward with project needs in 2012. 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual Bum - — c Ira Decrease Personal Services $ - $ - - $ - 0.0% Supplies & Materials - - - - - - 0.0% Other Services & Charges _ _ _ _ 0.00 Capital outlay 410,086 765,073 137,015 409000 403,000 0.0% Total 410,086 $ 769,073 $ 1375,085 $ 40,000 $ 40,000 $ - 0.0% FTE's 2013 Budget Impact Items Not applicable. 2011/2012 Achievements 0 Full analysis of PIP historical information and projections for future needs as 2012-2016 Phase 1 Pans and recreation renewal Program moves forward. 0 Budget reductions precluded moving forward with project needs in 2012. City of Roseville — 2013 Budget Division /Program: Golf Course Clubhouse Organizational Responsibility: Parks &Recreation Director . ivi slon Program I esenption The golf course clubhouse provides a quality golf experience for Roseville citizens by offering superior turf and a pleasing clubhouse designed for beginners, seni n or citizens, youth, and those desiring a mi irn l 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. 2013 Goals and objectives Offer reasonable fees to golfers, league members and tournaments to maintain levels of play. 0 Increase Social Media networking programs: FacBook, Twitter and E -mail usage to our current golfers and expanding to potential golfers. 0 Review and update staff manuals. o Explore new opportunities to attract league members. Explore new food operations: variety and specials. nancial Summary 2013 Budget Impact Items * Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements 0 Developed new and updated existing golfing program pamphlets and handouts. • Enhanced club house interior and staff customers' services. * Increased Facebook and Tittrs account exposures. • Ike- developed marketing plan through coupon direct marketing practices. * Successful transition to new Club louse Tanager in June 2012. 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual Budget Budget ecrease Decrease Personal Services $ 1045137 1 07,522 S 1 09,330 $ 158,000 S 16%815 $ 25,815 1.8% Supplies & Materials 2%542 21 435 165,428 21,500 21,600 100 0.5% Other Services & Charges 32, O 12 331,671 329,342 439925 449400 475 1.1% Capital outlay 1,051 29008 - 2%000 209000 - 0.0% Total 1579743 $ 1641,636 $ 1581,101 $ 243,425 2461815 $ 33,390 1.4% FTE's 1.00 1.0 1.25 1.25 1.25 2013 Budget Impact Items * Personnel increases include a 2% cost -of- living increase for City Staff. 2011/2012 Achievements 0 Developed new and updated existing golfing program pamphlets and handouts. • Enhanced club house interior and staff customers' services. * Increased Facebook and Tittrs account exposures. • Ike- developed marketing plan through coupon direct marketing practices. * Successful transition to new Club louse Tanager in June 2012. City of Roseville — 2013 Budget Division /Program: Golf Course Maintenance Organizational Responsibility: Parks &Recreation Director lb 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 pl yability 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. 013 Goals & Objectives 0 Continue to explore new, cost effective ways and procedures to maintain golf course and clubhouse. Develop a plan and time line for capital improvements and equipment replacement schedule for course, grounds & clubhouse. Develop and maintain disease management program for EAB and Japanese Beetle. Financial Summary 2013 Budget Impact Items • Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements Planted 30 new trees following the landscape master plan. including replacement of numerous storm damaged trees. Worked to remove Buckthorn along shores of Labe Zimmerman. . Continue tee area high maintenance program. Stained and scaled Maintenance wilding. 7 2009 2010 2011 2012 2013 $ Inerease % Increase Actual Actual Actual Bum Budd Decrease (Decrease, Personal Services $ 107,627 1149347 $ 112,309 $ 67,400 68,710 $ 1,310 1.9% Supplies & Materials 16,163 21,628 19,007 261,500 27X0 500 1.9% Other Services & Charges 49,309 4%498 519961 47,825 48,275 450 0.9% Capital Outlay - - - 29,000 20,000 (9,000) - 31.0% Total 173,099 1859473 1833277 17%725' 163,985 (61740) -3.9% FTE's 1.50 1.50 0.50 0.50 0.50 2013 Budget Impact Items • Personnel increases include a 2% cost-of-living increase for City Staff. 2011/2012 Achievements Planted 30 new trees following the landscape master plan. including replacement of numerous storm damaged trees. Worked to remove Buckthorn along shores of Labe Zimmerman. . Continue tee area high maintenance program. Stained and scaled Maintenance wilding. 7 City of Roseville — 2013 Budget Division /Program: City Planning Organizational Responsibility: Community Development Director Iivision 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, Planni City of Roseville — 2013 Budget D ivision /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 i City of Roseville — 2013 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 cnunity. 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 remodelinglirnpro ernents. The Program's activities are accounted for in the Community Development Fund. 2013 Goals and Objectives 0 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. • Expand the Neighborhood Enhancement Program to commercial areas of the City. Financial Summary 2013 Budget Impact Items Personnel increases mclude a 2% cost -of- living increase for City Staff. 2011/2012 Achievements In 2012, issued over 1,500 building permits bringing in over a million dollars in revenue. In 2012, valuation of construction was million, including $22 new single - family homes and several industrial buildings and commercial remodels. In 2012, staff continued the Neighborhood Enhancement Program which involved commumcating with and canvassing 5,028 properties for City Code Violations (from the public right-of-way). Staff observed 177 violations, notified owners, and obtained compliance in 7% of the cases within 20 business days. 73 2009 2010 2011 2012 2013 Increase % Increase Actual Actual Actual - - -c1 Budget (Decrease ecre se Personal Services $ 5195,379 $ 5199735 $ 3859110 $ 3635,800 $ 372,900 $ 9301 2.5% Supplies & Materials 51,894 71,523 71808 9,640 9,830 190 2.0% Other services & Charges 109,221 116,402 122,882 123,470 1259940 21,470 2.0% Capital Outlay 15,371 - - 30,000 - (30,000) 0.0% Total 649,864 6435,659 $ 5159800 $ 526,910 5089670 $ (18,240) -3.5% F ICE's 5.90 5.90 3.75 3.75 3.75 2013 Budget Impact Items Personnel increases mclude a 2% cost -of- living increase for City Staff. 2011/2012 Achievements In 2012, issued over 1,500 building permits bringing in over a million dollars in revenue. In 2012, valuation of construction was million, including $22 new single - family homes and several industrial buildings and commercial remodels. In 2012, staff continued the Neighborhood Enhancement Program which involved commumcating with and canvassing 5,028 properties for City Code Violations (from the public right-of-way). Staff observed 177 violations, notified owners, and obtained compliance in 7% of the cases within 20 business days. 73 City of Roseville — 2013 Budget Division /Program: Geographic Information Systems Organizational Responsibility: Community Development Director D ivision Program Description The CIS 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 rnaxirni a the accuracy of GIS data and to improve overall efficiency. The Program's activities are accounted for in the Community Development Fund. 2013 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 Wrapping site. 9 Assist in the expansion of content in the city's Laserfiche repository. Financial Summary 2013 Budget Impact Items 0 Personnel increases include a 2% cost-of-living increase for City Staff. 201112012 Achievements 0 Served as Chairman of the Ramsey County GIS Users Group. 0 Created custo m "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 Projects Maintained up -to -date map and list of housing foreclosures in the City. 2009 2010 2011 2012 2013 $ Increase % Increase Actual Actual Actual aud get ue ecrease (Decrease) Personal Services 75,111 S 765,544 $ 83,425 $ 871,854 901,050 $ 2,196 2.5% Supplies & Materials 104 - - 100 100 - 0.0% Other Services & Charges 71169 310778 2,920 4,850 4,955 105 2.2% Capital Outlay I - - - - - - 0.0% T t l $ 82,384 $ 80,322 861,345 92,804 $ 95,105 29301 2.5% FTE's 1.00 1.00 1.00 1.00 1.00 2013 Budget Impact Items 0 Personnel increases include a 2% cost-of-living increase for City Staff. 201112012 Achievements 0 Served as Chairman of the Ramsey County GIS Users Group. 0 Created custo m "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 Projects Maintained up -to -date map and list of housing foreclosures in the City. City of Roseville — 2013 Budget Debt Management Plan By formal Council action, the City of Roseville afirmed its debt policy in 2010. 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, as well as park renewal program and the Dousing debt accounts for debt issued to finance a public /private partnership with a local townhorne association's improvements. The city X11 have six general obligation debt issues outstanding at the beginning of 2013. They are depicted below. Series 4359000 4.24% 03/01/2014 Bi- annually ' Series 27 534309000. 3.72% 03/01/2019 03101/2013 Series 28 1, 00,000 3.31% 031011201 03101/2016 Series 29 110351000 5.06% 0310112025 0310 112020 Series 31 1 03000P0 2.45% 0310112028 0310112023 Series 32 15,6851000 2.11% 03101/2028 03101/2023 462133 2,22,3 2022 1 X%000 400,531 Total S 34,3 85,000 1,93 5,000 335,417 2,270,4 17 The following tables depict the City's debt service payments by year. Year Principle Interest Total 2013 1 X%000 $ 9243926 29154,926 2014 233109000 956,465 3,2665465 2015 295559000 8905955 3,455955 2016 2,6509000 816,257 33466,257 2017 2,7509000 7415673 3,491,673 2018 228259000 667,172 35492,172 2019 2,5709000 5885743 35158,743 2020 1,730,00 5203725 29250,725 2021 198205000 462133 2,22,3 2022 1 X%000 400,531 2325%531 2023 1,93 5,000 335,417 2,270,4 17 2024 11975,000 2729705 2,247,705 2025 2,0455000 2129795 2,257,'795 2026 119805000 1539219 291333219 2027 2,0509000 949060 2,144,060 2028 2,110,000 31,844 23141 M4 $ 34,3 85,000 $ 8,06%817 $ 42,454,8 17 City of Roseville — 2013 Budget The following graph depicts the remaining balance of the City's outstanding debt by year. $ $ $25 • $ 15 $1 Remaining Debt Service Year 2014 2016 2018 2020 2022 2024 2026 2028 Legal Debt Limit Minnesota State Statutes Section 475.1 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 3198 5,073,200 Debt Limit 3% of total estimated market value 119,552,196 Total Outstanding Debt 20,13 5,000 Less amount exempted 290459000) Total net debt applicable to limit 10194625196 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 cleft retirement schedule to provide both a better bond rating in the future (currently Aaa body's and AA SP and to provide for future debt capacity. The city's debt on a per capita basis at the end of 2012 will be $1,020. 76 City of Roseville — 2013 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 CEP also addresses a number of federal and state mandates that rewire 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 sterns be considered funded. However, the inclusion of these items into the CIP signals general support for a particular service level standards. 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 net 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 fanding during this tune. 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 pans and recreation, which represents % of the total amount, followed closely by water and sever systems. The following charts depict the City's 20-year capital needs. 2012 -2031 Capital Expenditures by Function 0 $ $40 $2 S-4 cos &-p V � GeV TXN $180 $150 $120 0 0 City of Roseville — 2013 Budget 2012 -2031 Capital Expenditures by Type `D1 �U�a�� ve°,es t �tes a� into Fundi City of Roseville — 2013 Budget Financial IMRact 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 0% 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; vehi City of Roseville — 2013 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 ille 2025 initiative and in consideration of the policies, goals and objecti City of Roseville — 2013 Budget Enterprise operations The City's enterprise or business -type operations include the City's water, sanitary sewer, storm sever, 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 ix 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 - % Supplies and materials - % sor Other services and charges - % The projected cost increases through 2021 are comparable to actual increases realized in prior years. To accommodate these additional costs, operating revenges 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 % annually. water, sever, and stormwater fees will need to rise at % 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 % 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. 1 City of Roseville — 2013 Budget Based on the projected cost increases and added revenues, the cash reserve levels for operations m the City's enterprise -type functions are depicted ix the following chart: $560,000 $520,000 $4$0,000 $440,000 $400,000 City of Roseville Enterprise Fund Cash Deserves - Operatlons 2012 2013 2014 2015 2016 2017 2018 2019 2020 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 wins 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: $5 o $4 $3 $2 $1 City of Roseville Enterprise Funds Cash Reserves - Capital 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 82 City of Roseville — 2013 Budget Financial Impact Based on the projections noted above, the following table depicts the annual water, sanitary sewer, storm sewer, and reeyel�ng charges for a typical household: 580 Annual Household Ufllitv Bill 846 I 889 I 933 I 980 I $1,080 As shown in the above table, over the next 10 years a typical household will incur an average increase of % annually on their utility bill. Green fees at the golf course will need to increase % per year. Again, these increases can be mitigated somewhat if the City defers the replacement of some capital assets beyond 10 years. 83 City of Roseville — 2013 Budget (general Purpose operations The City's general pose operations include the City's police, fire, streets and pathways, parks and recreation, and general administrative and finance functions. For poses of this financial plan, it excludes general facilities such as City Mall, Public Works Building, and all fire stations. Which have typically been financed with voter - approved bonds. In contrast to the City's water and sever 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 fixture 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. QVerations 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 ether operating costs including contracted legal and ether professional services. Projected cost increases by major category for the general purpose functions are as follows: Personnel costs - 3% Supplies and materials - % Other services and charges - % 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 — % Licenses and permits — % Court fines — 2% Intergovernmental — 2% * *.* Charges for services — 2% so** Other - 1 % For Parrs & Recreation activities 'Including recreation programs and park maintenance, revenues will need to increase as follows: Property taxes — % Charges for services % 4 City of Roseville — 2013 Budget Cash reserves held in the general purpose fands 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 ire greater detail below. Based on the projected cost increases and added revenues, the cash reserve levels for operations u m City of Roseville — 2013 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 Property Tax dill i 651 I I 695 i 756 1 815 i 873 I 927 i 981 i 1,011 I 1.029 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 hill — holding all other factors constant. Again, this excludes the impact for the fire station and park improvements scheduled for 2012-2015. .. City of Roseville — 2013 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" hnagine 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 achi City of Roseville — 2013 Budget Local Benchmark: Number of website subscribers for electronic communications IR2025 Strategy: 23 Description: Number of email accounts registered to receive City News updates through the i email subscription program 2010 2011 2012 3 -Year Avg. 2013 1, 44 -0- - Local Benchmark: Percentage of time cable channel is free of difficulties IR2025 Strategy: 2. Description: Technical difficulties are equipment relatedproblems or human errors tat rev n residentsfrom viewing Roseville Cable Channel 2010 2011 2012 3 -Year Avg. 2013 aV7 iY fV7 Local Benchmark: Tons of material collected through curbside collection IR2025 Strategy: 23 Des cion: Tons o ri collected � � o, City's or s r y in collection program 2009 2010 2011 2013 -Year Avg. 2012 Finance Department Regional Benchmark: Average processing days for accounts payable vendor checks IR2025 Strategy: 23 es crataon: ## of `days from invoice date to check date Local Benchmark: IR2025 Strategy: Descry ion: NIA Percentage of cash receipts (40,000 annually) processed uratcl 2. 2010 2011 2012 3 -Year 2013 NO City of Roseville — 2013 Budget Local Benchmark: Percentage of vendor payments (7,000 annually) processed accurately IR2025 Strategy: 2,B Description: N/A 2010 2011 2012 3 -Year Avg. 2013 Local Benchmark: Percentage of paychecks (8,000 annually) processed accurately IR2025 Strategy: 2.B Des cri tion: NIA 2010 2011 2012 3 -Year A 2013 Local Benchmark: Average License Center customer wait time; tab renewals 12 2 .Strategy: 23 Description: NIA 2010 1 2011 2012 3 -Year Avg. 2013 Local Benchmark: Average License Center customer wait time; MV, DL, DNR Licenses I202 Strategy: 23 Descration: NIA 2010 2011 2012 3 -Year Avg. 2013 Police Department Regional Benchmark: Number of sworn full -time equivalent officers per 1,000 population X025 Strategy: 5.A Description: Total hours worked by sworn officers divided by population an thousands. Measured December 3 1" ofe ch year umber ofsworn officers divided by population in thousands city 2009 1 2010--j 2011 1 3 -Year Avg. 1 2012 000- i.4- om. iA . 1.34A City of Roseville — 2013 Budget Regional Benchmark: Response time X025 Strategy: 5.A Des crip tion Time it takes on top priority calls, when officer responds with lights and sirens, from dispatch tofirst ofacer on scene city 2009 201 2011 3 -Year 2012 q -t ,. :, U& -.. I" Focal Benchmark: Crime data accuracy IR2025 Strategy: 5., Description: Percentage of orr c data supplied to BCA 2049 2010 2011 3 -Year Avg. 2012 - Benchmark: Number of traffic contacts IR225 Strategy: 5.. Description: Total number of traffic contacts 2009 2010 2011 3 -Year Avg. 2012 fb; All -24 Z- Local Benchmark: Percentage of criminal eases cleared IR2025 Strategy: 5.A Description: Percentage of rimin cases cleared e y arrest, unfounded, exceptionally ao r c r e, or referral 2009 2010 2011 3-Year Avg.] 2012 Local Benchmark: Number of active Neighborhood Watch Programs IR225 Strategy: 5.A Description: Total num er of neighborhoods active in the Program 2009 2010 2011 3 -Year Avg. 2012 =`s Next 9 City of Roseville — 2013 Budget I+Ire Department Regional Benchmark: Response time IR2025 Strategy: 5.B. 1 Description: ime it takesfrom dispatch to apparatus on scene i 2009 2010 2011 3 -Year Avg. 2012 U1 ly ! ir� Focal Benchmark: Percentage of fire calls responded to in six minutes or less from time of dispatch to arrival at the scene X025 Strategy: 53.1 Des c p ion: NIA All Calls city 2010 2011 2012 3 -Year Avg. 2013 A" , V f.vk x::. P 09 . . ... -5 77 I ade '. _ A .... dr } } } k Focal Benchmark: Fire personnel injuries with no lost time per 1,000 calls X025 Strategy: 5.B.2 Description: NIA city 2010 2011 2012 3 -Year Avg. 2013 A" , V f.vk x::. P 09 . . ... -5 77 I ade 1 } } %141 h 7,NR 7 Local Benchmark: Fire suppression stops /fire confined to room of origin IR2025 Strategy: 5.B. l Description: NIA[ city 2010 2011 2012 -Year Avg. 2013 ueu 477' 5ps �.I . ohm , V f.vk x::. P 09 . . ... -5 77 _ Local Benchmark: Fire and EMS cost per Roseville resident IR2 2 5 Strategy: 5.A.1 Description: NIA Ci 2010 2011 2012 3 -Year Avg, 2013 9041 P 0 ::= u et �7 5�' 81* - c 9; fo F IT . _ 1 Local Benchmark: IR2025 Strategy: Description: NIA City of Roseville — 2013 Budget EIS calls for service per 1,000 residents 5.A. 1 Public Works Department Regional Benchmark: Average time to complete a snow event IR.202 Strategy: Goal Strategy ##12 Description: ## � ` r�� plow and sand the entire road stem n city 2009 1 2010 J 2011 3 -Year &vg. 2012 .. oods Jit { 40 !,M ii �'• .: I j4 W., T, Meae—, 8:v KK 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 # ofresidents city 2009 2010 2011 -Year Avg, 2012 ... .. S pring, Jit { 40 !,M ii �'• Local Benchmark: Project Engineering cost as a percent of total project construction cost IR202 Strategy: Goal/Strategy #12 Description.- Averagefor allprojects 2010 2011 201 3 -Year Avg. 2013 7. Local Benchmark: Cost per unit for street sweeping I1202 Strategy: Goal /Strategy #12 ecrrtfon: Per linear riles Pity 2010 2011 2011 3 -Year Avg. 2013 S pring, Jit $: Fall 13, } 92 City of Roseville — 2013 Budget Local Benchmark: Cost per unit for seal coating 1 2025 Strategy: Goal /Strategy x#12 D s rr tion Per square yard 2010 2011 2012 -Year Avg. 2013 a Local Benchmark: Cost per unit for snow plowing IR225 Strategy: Goal /Strategy ##12 Description: Per snow season (Nov-Apr) per lane mile 2010 2011 2012 3 -Year "y 2013 `C,°°... MMMMMMMMd� 9&-, _> Parks & recreation Department Regional Benchmark: Percentage of fees to expenditures I 2025 Strategy: 8.A.1 Description: A oun .ff collected, for programs divided by program costs Local Benchmark: IR2025 Strategy: Description: NIA Total number of Recreation program participants L .6; a, b, and e. 13, 3.A, 4.x..69 8.A 2009 2010 211 3 -Year Av . 213 ** Includes all registrations completed through activenet registration system. Does not include attendance at any special event or walk -up or group participation at the Mature Center or Skating Center Local Benchmark: IR2025 Strategy: Description: NIA Skating Center ice hours sold 1.A.6; a, b, and e, 3.A, 8.A, 1 o.B 2010 2011 2012 3 -earAvg. 2013 City of Roseville — 2013 Budget Local Benchmark: Pathway plowing cost per mile 1R2 25 Strategy: 83.3, LA. .d. .I .1.b. 8.A.4 es cra tion NIA 2010 2011 2012 3 -Year v . 2013 I V ml -1-I"_ �_U Local Benchmark: Cost per acre for mowing IR2025 Strategy: 2. . Ld, 8.A Description.- NIA 2010 2011 2012 -Year Avg. 2013 $,44 4 $ ,. Community Development Department Regional Benchmark: # of inspections completed per full -time equivalent building inspector IR2025 Strategy: 2. escra ion Total inspections divided ,y total ' ' city 2009 2010 2011 1 3-Year Avg. 2012 044 „e .x. - 'fo.x:.w, h��'s 4ivir:�',°�:.^ 7CF.•.''x: .�'.f k.�xM1�..� I x3, i* ^° �. Local Benchmark: Complete residential plan reviews within 5 business days 95% of the time IR2025 Strategy; 2. Description.- NIA[ 2009 1 2010 1 2011 -Year Avg. 2012 TVk-f4i,x,.�_ /: �� .fit .ri. 5«'•k :.� _. _ry: :• N `•'.. �:"... >.. Local Benchmark: Complete commercial plan reviews within 10 busin6ss days 95% of the time IR2025 Strategy: 2. Description: NIA Local Benchmark: dose public nuisance cases within 20 business days 0% of the time IR2025 Strategy: 23. 2.c Description: NIA 2009 2010 2011 -Year Avg. 2012 '...'' M 2009 2010 2011 -Year Avg., 2012 044 „e .x. - 'fo.x:.w, h��'s 4ivir:�',°�:.^ 7CF.•.''x: .�'.f k.�xM1�..� Local Benchmark: dose public nuisance cases within 20 business days 0% of the time IR2025 Strategy: 23. 2.c Description: NIA 2009 2010 2011 -Year Avg. 2012 '...'' M City of Roseville — 2013 Budget Local Benchmark: Close Neighborhood Enhancement Program - initiated eases within 20 business days 90% of the time 23, 2.0 IR2025 Strategy: Description: NIA 2009 2010 2011 3-Year Avg. 2012 ."! 'w. Local Benchmark: Median time to approve admirUistrative deviation X025 Strategy: 2.3 6.D Description: NIA 2009 2010 2011 3-year Avg. 2012 &I, City of Roseville — 2013 Budget City of Roseville, Minnesota Mission Statement To provide ethical, efficient, and responsive local government in support of community aspirations, guided by policies of the City Council, and implemented by professional staff, to ensure that Roseville remains strong, vibrant, and sustainable for current and future generations. M City of Roseville — 2013 Budget City of Roseville, Minnesota Fiscal Policies The following set of fiscal policies provides a framework to wide 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 • Cfty 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 sm' ce the budget is 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 Ci City of Roseville — 2013 Budget Operating Budget Policy Purpose The purpose of the City's Operating Budget policy is 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. Sc This polio applies most critically to those programs funded through the property tax, as fluctuations in this revenue source can have substantial impacts. Folic U 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 shah, be prohibited. practices to be avoided include postponing expenditures, rolling over short -terra debt, and using reserves to balance the operating budget L3 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 shad 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 its 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 U 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 In recognition of industry-recommended budgeting practices, the City has established the following budget controls: M City of Roseville — 2013 Budget ❑ The City will maintain a budgetary control system to ensure adherence to the budget ❑ The Finance Department ent 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 guideli City of Roseville — 2013 Budget Capital Improvement Policy Pumose The pose 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 20 -Year Capital Improvement Program CIP . The CIP identifies the tinning and financing of all capital items. Policy ❑ All capital improvements shall be made in accordance with an adopted Capital Improvement Program ❑ The City will develop a 20 -year Plan for capital improvements and update it no less than bi- annually D 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 VVill provide ongoing preventative maintenance and upkeep on all its assets at a level adequate to protect the City's capital investment and to minimise 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 U 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. 100 ose Polk City of Roseville — 2013 Budget Debt Policy U 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. U To establish limits on the amount of City debt which will allow for manageable debt service costs. C] To maintain the hest 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 gent 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 U 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 issum*g 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. 101 Revenue Pokey Ppoose City of Roseville — 2013 Budget ❑ To provide a diversified and strong set of revenues to ensure a stable revenue system for City programs and services Ll To match revenues with similar uses to ensure adequate funding for the various City services and programs over the long -term Folic ❑ 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. U 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. U 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. 102 City of Roseville — 2013 Budget Capital Replacement Folic PurDose The Roseville City Council has set in place a stable funding mechanism for much of the ciWs infrastructure. The i City of Roseville — 2013 Budget U within each enterprise fund, the City shall establish a funding mechani City of Roseville — 2013 Budget Operating Fund Reserve Policy PMose ❑ 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 Policy ❑ The City will maintain a general fund reserve of 35-45% of the general funds 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 L3 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 -5 % 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 gate reviews Will be made in regard to projected operating expenses and capital D mprovements. 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 1 -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 prograrn revenues (where applicable) in an amount sufficient to bring fund balance levels back into compliance within three fiscal years 105 City of Roseville — 2013 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 LWlementation 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" basin se that the City Council and Community can readily discern the current and projected management of all reserves. 1[11.1 City of Roseville — 2013 Budget Open Government Policy T'he 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. Folic 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 ofRequired 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 lull, at the Roseville Branch of the Ramsey County Library, and where feasible and practical, as part of the City's web page. hn l meat tion This policy will become effective upon formal approval of the City Council - and shall be in force and considered as part of the CiWs fiscal policies. 107 City of Roseville — 2013 Budget Community Participation Policy P�gMose While the City Council 1s 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 million of local property tax dollars and which involves community facilities will be brought to the community in the form of a referendum. S code 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. polio The City of Roseville will endeavor to involve representative ci City of Roseville — 2013 Budget Collaboration Policy Purvose The i City of Roseville — 2013 Budget Community Technology Policy PyMose 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. The scope of this policy is to include a wide range of technologies. Those technologies may consist of 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. Polio 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 co aunications Implementation The City will work with other communities, public entities and applicable private parties to search out, review, fund and implement where fusible, any new technology or application of current technology which would fulfill the above stated technology policy of the City of Roseville. 110 City of Roseville — 2013 Budget City legislative Program Policy Ppmose 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. S cope 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 Milnesota 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 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 rati City of Roseville — 2013 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 tune. 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 spices ❑ 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 L3 Ensure that the City obtains the best overall value for its investment when reta�nin professional services. ❑ Ensure a regular, consistent fiscal review of professional services Policy Contracts for professional services shall be for terms of not more than three 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: U 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 eville Code of Ethics for Public Officials U will conduct their business through designated Roseville City Staff as approved by the City 112 City of Roseville — 2013 Budget 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 113 City of Roseville — 2013 Budget Accounting & Auditing Policy P=ose 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. Folic ❑ 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 GAAF. • Regular monthly and annul 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. I niDlement do The City has earned the GFOA Excellence in Financial Reporting award each year since 1979. 114 City of Roseville — 2013 Budget Investment Policy E=Ose The purpose of the Investment Policy is to ensure the most efficient use of the City's idle funds, and to ensure the hest return on these funds whi City of Roseville — 2013 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 judgrnent 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 ent officer, acting in accordance with written procedures and exercising due diligence, shad 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 n a pooled funds basis with interest allocated on a cash balancemethod. Whose 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 CiWs procedure to restrict investments to only Repurchase Agreements with national or state chartered bans, U.S. Treasury and U.S. Government Agencies, Guaranteed Investment Contracts, and Bankers Acceptances. All investments shall carry a minimum credit rating of 'AA'. An exception to these restrictions is permitted with regard to the investment of proceeds received from the 2011 and 2012 bonds due to extenuating economic circumstances and their effect on uncial institutions. Repurchase Agreements associated with the bonds can be placed with any ban, ban holding company, savings and loan association, trust company or other financial institution including the trustee or any of its affiliates. The financial institution shall carry a credit rating of `A' or better, and is required to pledge collateral from national or state chartered banks. 116 City of Roseville — 2013 Budget 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 minfini a interest rate risk. Competitive Selection of Investment Instruments Before the City ingests 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 lids offered, the bids accepted and a brief explanation of the decision that was made regarding the investment. Settlement 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 Coll terali ation 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 Reguirements The investment officer shall generate daily and monthly reports for management purposes. The annual investment report shall be completed on a Vie- 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. overmment Bond Yield Index for the comparable period. 117 City of Roseville — 2013 Budget Pavement Management Program EMose The City was finding in the late 70's and early o's that the eomaun�ty's streets were deteriorating at a steady rate and under the current policy, the problem streets would continue to increase. To begi City of Roseville — 2013 Budget Park Improvement Program PyMose 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. S cope Over the years, the emphasis had been on parkland purchase and development. Because of the age and the nearer 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. Polio The City Council has established a Park Inprovem nt Program to better bring the existing Park facilities into a safe and attractive condition. hnplernentation Beginning in 1991, the City has implemented a Park Innpr v ment Program and has dedicated $150,000- $2of property tax dollars each year to that end. In addition, additional funds have been made available as they become available. 119 City of Roseville — 2013 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 depariment to review submitted budgets. when the final review is completed, a proposed budget document i's prepared and submitted to the City Council. The City Council conducts a series of budget meetings aver 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 them. 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 Mate .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 mendments 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 Mate Statutes Section 412.73 1, 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. 120 City of Roseville — 2013 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 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 casts. 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 i's 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. 121 City of Roseville — 2013 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 incurarence 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. Linder 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 Manning - 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 Irnprovernent 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 20 -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) budget calendar is developed in early February of each year with the departmental budget material going out to departments in early April. 122 City of Roseville — 2013 Budget Prior to departmental distribution, the Council typically sets overall goals for the City Management turn t6 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 arc 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 larger, 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. 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 tanager 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. 123 City of Roseville — 2013 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 Gig'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 s r iron. 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 parrs 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 parrs and recreational services, supplies, and other charges. Certain capital expenditures are included, i City of Roseville — 2013 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: Communicadons 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 reporti City of Roseville — 2013 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. s a t n: La Garbling 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 Coin unity 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 T -pe: Capital Proiects General s r ption Capital Project; Funds in which revenues are collected for the construction and replacement of city facilities, equipment and infrastructure. s rrp on. q ipm Revolving Fund accounts for resources and payments related to the replacement of furniture, fixtures and equi City of Roseville — 2013 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 i City of Roseville — 2013 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. scr4p on 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. ether 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-Fou-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: arks Improvement Program Fund accounts for resources and payments related to the Park Irnpro ement 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 CiWs Park Improvement Program. 128 City of Roseville — 2013 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 F1 . 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 inproernents 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 'I'Yp: 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: Infras&uciure 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. I City of Roseville — 2013 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 s r tion Trust Funds: Funds which account for specific operations for which, the City has fiduciary responsibility and the funds are held in trust for a third party. Description: In stment 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: Proprietau Funds General Description: r ri tc ry (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 sever system operating expenditures such as wages, salaries and benefits, supplies, and other charges, which include utilities, professional services, memberships, and other similar rises. 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. Desc r tire: G Fund accounts for revenues and expenditures related to City's -Hole golf course. Revenues primarily consist of greens fees collected from course users. Other revenues include; investment income, and other miscellaneous revenues sources. 130 City of Roseville — 2013 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: St r m 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, Descriptiopi: 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 unds: Funds used to report resources held by the City in a purely custodial capacity. Description: Cem rry Fund accounts for the fiscal activities of a cemetery under the ownership of the Islamic Cemetery Association. Revenues consist of interest earnms on investments. Expenditures include general grounds maintenance. 131 City of Roseville — 2013 Budget Profile of the City of Roseville The City of Roseville, incorporated in 1348, is a suburban community bordering both Minneapolis and St Paul Minnesota. A map of Ro eville's location is shown below. 1 "wow" Lake F f [Do Ve Vol, Con f" �� _- _ __, —.,gaA ?iii }. his ` `D Rd t0 CD kd IE �iernnA� :2e:sr.�t Y k1+Art lap CON D C-E I IPi Yf/ ..I Rose-ville *,. 3ft- A" r 1 ■ i ,,, F _ maw_ _ S k adway Ave # LA V&A ��. 'OPAL r. aCMM'�'+�N #iStMl� t ] 0 !'y U m �_ Ie `y sr • r #Ar4N yy 1 � [6 Saint P u OP }4l]�SBUk l ll#1 '# • r w 11UMP 111 lC�iL a, s _: r Yi J, ' L J, L; rd ------ Y 4 Lain l lam°- a � - �' tilan t -16 a ' 4 L rDU.EW OF z3 f CATMM -' Park w 469hStMOAMAw R, ' r �.Y� •�, � . cis -e 1 C St PM FIM ° y.a r - } $ sunfish J} IT�i �Y W"A .,..7 1. SS _ � r k± smt' St Paid I �. 1 k' } 1 J f The City of Roseville stands on land that was once hone to the Dakota and Ojibwa Indians. The Dakota believed their land superior because it was located at the juncture of the Minnesota and Missi City of Roseville — 2013 Budget Farms and nurseries dominated the area until the 1930s when commercial development arrived, attracted by the wide -open space, convenient location, nd 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 forth of government could no longer accommodate modate 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. oseville's population and commercial development grew dramatically during the 190s and 1960s. The City then wed 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 ranted economic growth areas in the country. The City of Roseville currently occupies 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 goverment, 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. 133 City of Roseville — 2013 Budget City of Roseville Principal Property Taxpayers December 31, 2011 Compared To December 31, 2002 mounts expressed in whole dollars) Source: Ramsey County 134 2011 2002 Percentage Percentage Of of Taxes Total Taxes Taxes Total Taxes Taxpayer Levied Rank Levied Levied Rank Levied Compass Retail, Inc. 826,040 1 5.62% 577,598 1 7.69% PPF Rosedale Shopping Center 5981184 2 4.07% 1431,628 3 1.91% St Paul Fire and Marine Insurance Co 437,780 3 2.98% - - - Gateway Washington Inc. 4259678 4 2.90% - - - Wil a1 Crossroads LLC 3089371 5 2.10% - - - JL'T Roseville Corp Center LLC 265,436 6 1.81% - - Williams Bros Pipeline 245,188 7 1.67% - - - KPERS Realty Holding ##41 Inc. 2163,734 8 1.47% - - Target Corporation 196,295 9 1.34% - T - CSM Investors Inc. 1941,527 10 1.32% - Bradley Real Estate Trust - - - 1861651 2 2.48% Dayton Hudson Corp. - 965,929 9 1.290 M & J Crossroads LP - - 1425,898 4 1.90% North Prior LLC - - - 1601,704 6 1.58% Merite - - - 104,984 7 1.49% First Security Bank Trustee 1263,698 5 1.690 Metlife 104,984 8 1.40% MN Industrial Properties - - - 951,083 10 1.27% 3,7145,233 25.26% 1,'740,157 22.70% Source: Ramsey County 134 Employer MST Dept. of Transportation Roseville Area Schools Presbyterian Homes Housing Northwestern College Unisys MST Department of Education Symantlo JC Penny Mcough Construction L ds Best Inc Target/Marshal Fields Beltman Group Health Span Marne Care Sara Lee Baking Company Veritas Corporation Total City of Roseville — 2013 Budget City of Roseville Principal Employers December 31,2011 Comapred to December 31, 2002 Sources: Minnesota Department of Employment and Economic Development Annual Dunn & Bradstreet Report 135 2011 2002 Percentage Percentage of Total City of Total City Employees Rank Employment Employees Rank mp!gment 700 1 1.87% 1500 2 4.29% 683 2 1.83% - 650 3 1.74% - 650 4 1.74% - - - 600 5 1.6/0% - - 530 1.42% 500 8 J 1.43% 500 7 1.34% - - - 410 8 1.10% 400 9 1.14% 402 9 1.07% 800 6 2.29% 300 10 0.80% - - - - 1900 1 5.43% 1300 3 3.71% - - - 956 4 2.73% - - - 800 5 2.29% - - - 500 7 1.43% - - - 400 10 1.14% 4,042 10.80% 7,556 21.59% Sources: Minnesota Department of Employment and Economic Development Annual Dunn & Bradstreet Report 135 City of Roseville - 2013 Budget City of Roseville Demographic raphic 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 20 10. 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 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 200 - 2010 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 1loundsview School Districts. 5 Annual average unemployment prodded by the Minnesota Department of Employment & Economic Development 136 Estimated Personal Per Income Capita School School Fiscal (amounts expressed Personal Enrollment Enrollment Unemployment Year Population I in whole dollars) income District #623 4 District #621 hate 2002 34,100 1,214,232,800 $ 35,608 6,638 10,742 3.9% 2003 34,080 19252,780,800 36,760 6,522 103316 3.8% 2004 341,080 11341,6955520 39,369 6,255 109006 3.8% 2005 33,882 085,197,806 40,8 3 69383 10456 3.4% 2006 33,969 1,315,007,928 38,712 69,396 9,929 3.4% 2007 33,969 11,593,8831946 443,852 6,420 9,705 3.9% 2008 34,099 19,602,8209426 475,005 63,486 99,792 5.7% 2009 341,099 1,632,0 x,437 471,863 61,400 91,674 7.0% 2010 34,178 1,561,148,506 45,677 61,444 93,849 5.5% 2011 339660 1,582,2895,280 47,008 6,588 9,765 4.50 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 20 10. 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 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 200 - 2010 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 1loundsview School Districts. 5 Annual average unemployment prodded by the Minnesota Department of Employment & Economic Development 136 City of Roseville — 2013 Budget Glossary of Terms Assessment Defers to a financial lien placed by the City against a property to pay for the prop ty' Bair share of any street or utility irnprovernent. 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 Flan - A long -term projection of all planned capital replacements of City facilities, street and utility infrastructure, vehicles and rolling stock, and other innprovernents. Charges for Services include administrative charges between funds, wireless antenna lease revenues, recreation program fees, user charges for; water, sanitary sever, 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 l oseville'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 — Defers 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 sever, storm drainage, solid waste recycling, and the municipal golf course operations. Financial Flan — refers to the long -term financial picture based on the general direction of the City, 10- Year Capital Improvement flan, 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. 137 City of Roseville — 2013 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 T Vin Cities Metropolitan Area. Fund Balance — represents the cumulative reserves (surplus monies) that have been realized within the City's general and special - purpose operati City of Roseville — 2013 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 eville 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. It 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 i City of Roseville — 2013 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 cuter, 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 repay materials, and salt/sand purchases. Tax Capacity - a formula used to represent the taxable property value of a parcel(s) wi