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Home My WebLink AboutDecember 19, 2017 RESOLUTION NO. 7958 A RESOLUTION OF THE CITY OF SHAKOPEE, MINNESOTA ACCEPTING THE 2017 GIFTS AND DONATIONS WHEREAS, on November 6, 2002, the City Council adopted Resolution No. 5794, which established procedure relating to the receipt of gifts and donations by the City; and WHEREAS, Resolution No. 5794 specifies that donations or gifts shall be accepted by resolution of the City Council, and shall require a two-thirds majority of the Council for acceptance; and WHEREAS, the attached 2017 schedule lists all the donations and gifts received by various city departments that have not previously been approved thru December 14; and WHEREAS, in addition, all items have been determined to be donated free of any quid pro quo expectation by the donor. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SHAKOPEE, MINNESOTA, that the donations are gratefully accepted; and th Adopted in regular session of the City Council of the City of Shakopee, Minnesota held this 19 day of December 2017. Mayor of the City of Shakopee ATTEST: City Clerk 2017 Gifts and Donations to the City of Shakopee Date Amount/ ReceivedFund/ProgramDonorValue PurposeForm of Donation 5/1/2017GENERAL FUND- 0321SHAKOPEE MDEWAKATON SIOUX 750.00$ ISO GRADING SCHEDULE TRAININGCASH/CHECK 7/11/2017GENERAL FUND- RECREATION PROGRAMSSHAKOPEE SENIOR CITIZENS50.00$ SENIOR PROGRAM: HISTORY PRESENTS DONATIONCASH/CHECK 7/11/2017GENERAL FUND- RECREATION PROGRAMSMCNEARNEY SCHMIDT100.00$ SENIOR PROGRAMCASH/CHECK 7/19/2017GENERAL FUND- RECREATION PROGRAMSMICHAEL AND JESSICA PIPER100.00$ SENIOR PROGRAM: BLUEGRASS BBQ DONATIONCASH/CHECK 7/19/2017GENERAL FUND- RECREATION PROGRAMSMCNEARNEY SCHMIDT100.00$ SENIOR PROGRAM: PROHIBITION PRESENTATIONCASH/CHECK 11/21/2017GENERAL FUND- RECREATION PROGRAMSSHAKOPEE VALLEY LIONS250.00$ DONATION FOR 5KCASH/CHECK 11/29/2017ECONOMIC DEVELOPMENT AUTHORITYWILLIAM P. MARS250.00$ REV. POND STATUE DONATIONCASH/CHECK 8/21/2017LIONS PARK SHAKOPEE LIONS2,000.00$ LIONS PARK SIGNCASH/CHECK 5/19/2017TREE REPLACEMENT SHAKOPEE PUBLIC SCHOOLS425.00$ TREE DONATIONCASH/CHECK 12/29/2016PARK ASSET I.S. FUND THE MCNEIL AGENCY50.00$ FUN FOR ALL PLAYGROUNDCASH/CHECK 1/18/2017PARK ASSET I.S. FUND REPUBLIC SERVICES INC500.00$ FUN FOR ALL PLAYGROUNDCASH/CHECK 1/31/2017PARK ASSET I.S. FUND SHORT ELLIOTT HENDRICKSON INC500.00$ FUN FOR ALL PLAYGROUNDCASH/CHECK 2/14/2017PARK ASSET I.S. FUND SHAKOPEE DIVERSITY ALLIANCE500.00$ FUN FOR ALL PLAYGROUNDCASH/CHECK 2/17/2017PARK ASSET I.S. FUND ANGELA TUCKER350.00$ FUN FOR ALL PLAYGROUNDCASH/CHECK 9/13/2017GENERAL FUND- RECREATION PROGRAMSMYPILLOW (5 PILLOWS)300.00$ SENIOR PROGRAMIN-KIND DONATION $ 6,225.00 City of Shakopee 2018 Non-Union Pay Plan 1234567 GradePosition 250*City Administrator$152,982annually $73.55hourly 240New - Unused$118,560$123,302$128,045$132,787$137,530$142,272$147,014annually $57.00$59.28$61.56$63.84$66.12$68.40$70.68 hourly 230*Assistant City Administrator$110,947$115,565$120,182$124,800$129,438$134,056$138,674annually *Chief of Police $53.34$55.56$57.78$60.00$62.23$64.45$66.67hourly *City Engineer/Public Works Director *Director of Planning & Development *Finance Director 220*Director of Parks & Recreation$101,878$106,122$110,365$114,608$118,830$123,074$127,338annually *Fire Chief $48.98$51.02$53.06$55.10$57.13$59.17$61.22hourly 210*Human Resources Manager$93,850$97,365$102,066$105,581$109,096$113,797$117,312annually *IT Director $45.12$46.81$49.07$50.76$52.45$54.71$56.40hourly *Police Captain 200*Building Official$87,360$90,854$94,349$97,843$101,338$104,832$108,326annually $42.00$43.68$45.36$47.04$48.72$50.40$52.08 hourly 190*Assistant City Engineer$81,245$85,301$89,378$93,434$97,510$101,566annually Fire Marshal $39.06$41.01$42.97$44.92$46.88$48.83hourly *Economic Development Coordinator *Public Works Superintendent 180*Accounting Manager$70,574$73,965$77,522$81,058$84,594$88,150annually City Clerk $33.93$35.56$37.27$38.97$40.67$42.38hourly Engineering Project Coordinator *IT Infrastructure Administrator *Project Engineer *Senior Planner *Water Resources/Environmental Engineer 170Building Inspector$65,312$68,578$71,843$75,109$78,374$81,640annually Building Maintenance Manager $31.40$32.97$34.54$36.11$37.68$39.25hourly *Communications Coordinator Facilities Maintenance Supervisor Maintenance Supervisor Permit Coordinator City of Shakopee 2018 Non-Union Pay Plan 1234567 GradePosition *Police Records Supervisor PW Senior Technician *Recreation Supervisor Senior Engineering Technician 160Firefighter$60,528$63,565$66,581$69,638$72,654$75,670annually Foreman / Forewoman (PW) $29.10$30.56$32.01$33.48$34.93$36.38hourly GIS Specialist Graduate Engineer Grants & Special Projects Coordinator Human Resources Specialist *IT Specialist *Natural Resources Technician *Planner 150Crime Prevention Specialist$53,893$56,576$59,280$61,984$64,688$67,350annually Engineering Technician $25.91$27.20$28.50$29.80$31.10$32.38hourly Investigative Assistant Technology Support Assistant Victim & Community Services Coordinator 140Accounting Clerk$49,005$52,062$55,120$58,178$61,235annually Administrative Assistant $23.56$25.03$26.50$27.97$29.44hourly ^Police Evidence Technician Police Records Specialist 130Community Service Officer$47,320$50,107$52,894$55,682$57,470annually Police Records Technician $22.75$24.09$25.43$26.77$27.63hourly 120Facilities Maintenance Worker$43,014$45,594$48,090$50,606$52,229annually Ice Arena Lead Worker $20.68$21.92$23.12$24.33$25.11hourly Community Center Lead Worker 110Lead Lifeguard$39,104$41,413$43,722$46,010$47,486annually Receptionist $18.80$19.91$21.02$22.12$22.83hourly * = position is exempt under the Fair Labor Standards Act ^ = position is currently authorized for part-time status /źƷǤ ƚŅ {ŷğƉƚƦĻĻ ЋЉЊБ tğƩƷΏźƒĻͲ ĻƒƦƚƩğƩǤ ğƓķ {ĻğƭƚƓğƌ tğǤ tƌğƓ Step 1Step 2Step 3Step 4Step 5 080 Market Rate Personal Trainer Certified Fitness Instructor $16.92 $17.98 $19.04 $20.10 $21.17 070 On-Call Snow Plow Operator $15.97 $16.97 $17.98 $18.94 $19.94 060 Recreation Coordinator Recreation Instructor Learn to Skate Instructor Assistant Aquatic Manager Crew Leader (Public Works) 050$13.10 $13.90 $14.75 $15.54 $16.39 Recording Secretary Cable Technician $12.25 $13.00 $13.79 $14.53 $15.28 040 Alcohol / Tobacco Compliance Assistant Building Supervisor Arena Supervisor Water Safety Instructor (WSI) Maintenance Laborer II Live Sound Technician Student Intern (any department) $11.19 $11.88 $12.62 $13.31 $14.00 030 Service Desk Attendant Lifeguard Teen Center Supervisor Huber Park Site Host Maintenance Laborer $10.72 $11.35 $12.04 $12.73 $13.37 020 Birthday Party Host Recreation Leader Rink Attendant (indoor and outdoor) Community Event Assistant $10.08 $10.61 $11.14 $11.67 010 Recreation Assistant Teen Center Assistant Aquatic Assistant High-School Sanctioned Work-Experience Programs City of Shakopee 2018 Part-Time Firefighter Pay Plan Officer Pay Assistant Chief $6,577.58 Deputy Chief of Training $5,941.04 Deputy Chief of Engineering $5,941.04 Captain $3,182.70 Lieutenant $2,652.25 Paid-on-Call Firefighters $13.79 per hour New Hire $14.85 per hour After 12 months Capital Improvement Plan 20182022 thru Department Capital Improvements Fund of Shakoee Minnesota Cityp, Contact Public Works Director Type Improvement Project #CIF-18-003 Useful Life Project Name 2018 Street Reconstruction Category Street Reconstruction Accounting CodePriority 1 Critical for Safety/Preservat FundCapital Improvement Fund Total Project Cost:$2,740,000 Description Street, sanitary sewer, storm sewer and watermain reconstruction: Shakopee Avenue from CSAH 17 to Market Street and Dakota Street and Minnesota Street from Shakopee Avenue to 10th Avenue. Justification To continue with the rehabilitation of the City's infrastructure. Expenditures20182019202020212022Total 2,340,0002,340,000 Construction/Maintenance 400,000400,000 Engineering/Administration Total 2,740,0002,740,000 Funding SourcesTotal 20182019202020212022 1,060,0001,060,000 Capital Improvement Fund 620,000620,000 Cost Sharing, SPUC 400,000400,000 Sanitary Sewer Fund 460,000460,000 Special Assessments 200,000200,000 Storm Drainage Fund Total 2,740,0002,740,000 December 8, 2017 Steve Lillehaug Michael Kerski City of Shakopee 485 Gorman St Shakopee, MN 55379 RE: Windermere Building Permit Dear Mr. Lillehaug and Mr. Kerski, D.R. Horton requests that the City of Shakopee allow the issuance of building permits within the Windermere neighborhood. As required by our agreement with the City, building permits will not be issued until all improvements have been completed including sidewalks and trails. At this time with winter weather upon us, we will not be able to complete the sidewalks and trails within the development. The concern about not completing sidewalks and pathways in this construction season was discussed at the start of the project with City staff. At that time,staff wanted to wait to see how the construction progressed before reviewing the requirement for sidewalks and trails. D.R. Horton is requesting that we be allowedto build on any lot within Windermere that does not have sidewalk or trail in front of it and also be allowed to build on the Lots 2 – 8, Block 1 (Willow Lane). Since Horton is both the builder and the developer of the site, we will be able to coordinate the sidewalk and trail installation without issues. We request that the City grant this due to the size and complexity of the development. The development of Windermere included a large undertaking of improvements that will allow for the future development of the West Shakopee Study Area. These include the following: 24” trunk sanitary sewer that was between 20’ to 30’ deep that will provide service to the land to the South and West of Windermere D.R. Horton, Inc.-Minnesota 20860 Kenbridge Court, Suite 100 Lakeville, MN 55044 www.drhorton.com 72” trunk storm sewer line that provides an outlet for the land to the South and West of Windermere Relocation and lowering of 1000’ of 8” gas main Construction of the first portion of CSAH 16/ 17 th Avenue Reconstruction of CSAH 15 Besides the out of the ordinary improvements for a development, we had to deal with numerous large rain storm events and a colder than normal start to November. Even with all of the extra work and difficult weather that we had to contend with, an immense amount of work was completed this summer. This was accomplished by having a contractor that committed multiple crews to the site that worked 12 hour days, 6 days a week. The contractor efforts were aided by the hard work of our engineers,surveyors and the staff from the City of Shakopee, Shakopee Public Utility Commission and Scott County. We believe through the cooperation and effort of everyone involved in the project, everything that could be finished this year was completed. It is based on this information that we request the City’s approval to allow additional building permits in Windermere. Thank you for your consideration and if you have any questions, please contact me at 952-985- 7823 or via e-mail at msuel@drhorton.com Sincerely, Mike Suel Land Development Manager "" )) 8833 INN OVATION ® CityParcel(RailSpur)-ScottCountyTaxForfeiture RAILSPURPARCEL 0225450900 RAILROAD Feet C.P. 83-22 SCOTT COUNTY * WETLAND LIMITS WERE OBTAINED FROM A COMBINATION OF SOURCES. LEGEND THE NATIONAL WETLAND INVENTORY MAP, AERIAL FLIGHT OF THIS PROJECT, AND ANY SURVEYED DELINEATION OF WETLAND LIMITS. REVISIONS: 12/6/2016 Revised Stationing ____________________________________________________________________________________________________ TEMPORARY CONSTRUCTION EASEMENT SAP 070-683-013 (CP 83-22) Parcel No.10 FOR VALUABLE CONSIDERATION, City of Shakopee, a municipal corporation organized and existing under the laws of the State of Minnesota, Grantor, whether one or more, hereby grants and conveys unto the County of Scott, its contractors, permittees, successors and assigns, Grantee, a temporary easement(s) for construction purposes for work space, construction operations and to grade and construct slopes both cuts and fills associated with construction or reconstruction of a public highway, together with all other rights necessary and convenient for the enjoyment and use of same, over, under and across the real property situated in Scott County, State of Minnesota as described, as follows: That part of Outlot A, VALLEY PARK FIRST ADDITION, according to the record plat thereof, on file in the Office of the Registrar of Titles in and for Scott County, Minnesota, which is denoted as Temporary Easement Parcel 16 and shown by the symbol (“T.E. 16“) on Scott County Right of Way Plat No. 96, according to the record plat thereof, on file in the Office of the Registrar of Titles, Scott County, Minnesota. Torren (Registered) Property PIN: 27-055-010-0 Said temporary easement shall commence on September 1, 2017 or the date of execution of this instrument, whichever occurs later in time, and shall terminate on June 30, 2019. Grantor hereby agrees that all earthen material, other material, trees and vegetation excavated, removed or taken by Grantee from within said temporary easement shall become the property of Grantee. Upon turf establishment with a grass vegetative cover on disturbed areas per plans and specifications determined by Grantee, Grantor does hereby release Grantee from any claims or damages resulting from the construction of said slopes associated with the road project and all work in connection therewith. This agreement is binding upon the heirs, successors, executors, administrators and assigns of the parties hereto. (Signature page follows on the next page) 1 Temporary Construction Easement SAP 070-683-013 (CP 83-22) Parcel No. 10 EXECUTED as ofthis ________ day of _________________, 2017. City of Shakopee By: ___________________________________________ William P. Mars Its: Mayor By: ___________________________________________ William Reynolds Its: City Administrator By: ___________________________________________ Lori J. Hensen Its: City Clerk STATE OF MINNESOTA ) ) SS. COUNTY OF SCOTT ) On this _________ day of _________________, 2017 before me, a Notary Public within and for said County, personally appeared William P. Mars, William Reynolds and Lori J. Hensen, to me personally known, who by me duly sworn did say that they are the Mayor, City Administrator and City Clerk of the City of Shakopee, a municipal corporation organized and existing under the laws of the , State of Minnesotanamed in the foregoing instrument, and that they are authorized by resolution of its City Council to sign said instrument as the free act and deed for and on behalf of said municipal corporation. __________________________________________ Notary Public This instrument drafted by: Scott Countyt, 600 Country Trail East, Jordan, MN 55352 2 ____________________________________________________________________________________________________ HIGHWAY EASEMENT SAP 070-683-013 (CP 83-22) Parcel No.10 FOR VALUABLE CONSIDERATION, City of Shakopee, a municipal corporation, organized and existing under the laws of the State of Minnesota, Grantor, hereby grants and conveys unto the County of Scott, Grantee, an easement(s) for highway purposes to grade, construct, operate, maintain, use, alter, repair and remove a public highway, trails, sidewalks, bridges, structures, storm sewer, sanitary sewer, other transportation-related use(s), public facilities, utilities, boulevards and appurtenances, including for drainage and utility purposes and for other public and/or quasi-public uses and appurtenances permitted under Grantee’s Management of Public Right-of-Way Ordinance, including as may be amended or superseded, together with all other rights necessary and convenient for the enjoyment and unrestricted use of same over, under and across the real property situated in Scott County, State of Minnesota, as described, to wit: That part of Outlot A, VALLEY PARK FIRST ADDITION, according to the record plat thereof, on file in the Office of the Registrar of Titles in and for Scott County, Minnesota, which is denoted and shown as Parcel 16 on Scott County Right of Way Plat No. 96, according to the record plat thereof, on file in the Office of the Registrar of Titles, Scott County, Minnesota. Torren (Registered) Property PIN: 27-055-010-0 Grantor hereby conveys all grass, shrubs, trees, natural growth, earthen materials, landscaping, improvements and structures existing or that may planted or grown on the easement(s) described herein. Grantor hereby agrees to not damage, destroy or remove any grass, trees, shrubs or natural growth on the easement(s) described herein. Grantor hereby releases Grantee from any and all claims for damages to the premises resulting from the uses and purposes granted herein and lying within the boundaries of the easement(s) described herein. Grantee shall have the right to use and remove all grass, shrubs, trees (including overhanging branches), earthen materials, structures and improvements, which lie within the boundaries of the easement(s) described herein. 1 To have and hold same, together with all of the rights belonging thereto, all of which shall run with the land and be binding upon and inure to the benefit of the parties hereto, their successors and assigns. EXECUTED as ofthis ________ day of _________________, 2017. City of Shakopee By: ___________________________________________ William P. Mars Its: Mayor By: ___________________________________________ William Reynolds Its: City Administrator By: ___________________________________________ Lori J. Hensen Its: City Clerk STATE OF MINNESOTA ) ) SS. COUNTY OF SCOTT ) On this _________ day of _________________, 2017 before me, a Notary Public within and for said County, personally appeared William P. Mars, William Reynolds and Lori J. Hensen, to me personally known, who by me duly sworn did say that they are the Mayor, City Administrator and City Clerk of the City of Shakopee, a municipal corporation organized and existing under the laws of the , State of Minnesotanamed in the foregoing instrument, and that they are authorized by resolution of its City Council to sign said instrument as the free act and deed for and on behalf of said municipal corporation. __________________________________________ Notary Public This instrument drafted by: Scott Countyt, 600 Country Trail East, Jordan, MN 55352 2 1) Shenandoah Drive from Eastway Avenue to Eagle Creek Boulevard 2) 10' Drainage & Utility Easement adjacent to Shenandoah Drive 3) Storm Sewer Easement per Doc No.'s 341156 & 72441A 4) Drainage & Utility Easement over all of Outlot D Sames Property 1 inch = 376 feet December 1, 2017 Map Powered by DataLink from WSB & Associates Mission of the City of Shakopee To provide the opportunity to live, work and play in a community with a proud past, promising future and small-town atmosphere within a metropolitan setting. 2018 Annual Budget for the City of Shakopee, Minnesota Shakopee Minnesota City of Shakopee | 485 Gorman St., Shakopee MN 55379 | 952-233-9300 | www.ShakopeeMN.gov City of Shakopee, Minnesota 2018 Budget TABLE OF CONTENTS Introduction: Mission Statement .............................................................................................................. 1 City Map ............................................................................................................................ 2 Organization Structure ....................................................................................................... 3 City Officials ...................................................................................................................... 4 Shakopee Profile ................................................................................................................ 5 Budget Overview: Finance Director’s Budget Message .................................................................................. 6 Budget Development ....................................................................................................... 16 Financial Management Policies ....................................................................................... 18 Employees by Function.................................................................................................... 27 Budget Resolutions .......................................................................................................... 30 Combined Budget: Summary .......................................................................................................................... 40 General Fund: Summary .......................................................................................................................... 43 General Fund Revenue and Expenditures ........................................................................ 45 General Fund Expenditures by Division: Summary .................................................................................................................... 50 General Government .................................................................................................. 51 Mayor & Council ................................................................................................. 52 Administration ..................................................................................................... 56 City Clerk ............................................................................................................. 60 Finance ................................................................................................................. 64 Planning & Development ..................................................................................... 68 Facilities ............................................................................................................... 72 Public Safety .............................................................................................................. 77 Police.................................................................................................................... 78 Fire ....................................................................................................................... 82 Building Inspection .............................................................................................. 86 Public Works .............................................................................................................. 91 Engineering .......................................................................................................... 92 Street Maintenance ............................................................................................... 96 Fleet.................................................................................................................... 100 Recreation ................................................................................................................ 105 Park Maintenance ............................................................................................... 106 Natural Resources .............................................................................................. 110 Recreation .......................................................................................................... 114 Miscellaneous .......................................................................................................... 119 Unallocated ........................................................................................................ 120 Special Revenue Funds: Summary ........................................................................................................................ 123 Economic Development Authority (EDA) .................................................................... 126 Debt Service Funds: Summary ........................................................................................................................ 131 Capital Projects Funds: Summary ........................................................................................................................ 136 Park Reserve ................................................................................................................. 138 Capital Improvement .................................................................................................... 140 Enterprise Funds: Summary ........................................................................................................................ 143 Sanitary Sewer .............................................................................................................. 146 Surface Water ................................................................................................................. 150 Refuse ............................................................................................................................ 154 Internal Service Funds: Summary ........................................................................................................................ 156 Equipment ...................................................................................................................... 158 Park and Recreation Asset ............................................................................................. 160 Information Technology ................................................................................................ 162 Governmental Building Asset ........................................................................................ 164 Self-Insurance ................................................................................................................ 166 Shakopee Mission Statement The Mission of the City of Shakopee is to provide the opportunity to live, work and play in a community with a proud past, promising future, and small-town atmosphere within a metropolitan setting. Electorate City Council Planning Commission & Board of Park and Recreation Advisory Board Adjustment & Appeals Shakopee Public Utilities Police Civil Service Commission Commission Economic Development Advisory Environmental Advisory Committee Committee City Administrator Parks & PoliceFireFinance Engineering & Department of Department of Recreation DepartmentDepartmentDepartment Public Works Planning & Administration Department Department Development Human Resources Planning & Development Information Technology Building City ClerkInspection Facility Economic Maintenance Development City Officials Elected MayorWilliam Mars Councilor Matthew Lehman Councilor Kathleen Mocol Councilor Michael Luce Councilor Jay Whiting Appointed City Administrator William H. Reynolds Assistant Administrator Nathan Burkett Finance Director Darin Nelson Police Chief Jeff Tate Fire Chief Rick Coleman Engineering/Public Works Director Steve Lillehaug Planning and Development Director Michael Kerski Park and Recreation Director Jamie Polley Profile of the Government The City of Shakopee was incorporated initially in 1857 and for the second time in 1870 and is located about 25 miles southwest of Minneapolis. Bounded by the Minnesota River on the north, Shakopee is in the northern part of Scott County and is the county seat. The City is one of the most rapidly growing communities of the state. The 2010 population of the City was 37,076 as of the 2010 census and the land area covered is approximately 29.4 square miles. The 2018 estimated population is about 41,143. The City is empowered to levy a property tax on both real and personal property located within its boundaries. It is also empowered by state statute to extend its corporate limits by annexation, which occurs periodically. Shakopee is organized in Minnesota under Plan A, which includes a City Administrator, but the City Council retains most decision making authority such as policy setting, adopting ordinances and budget and staffing. The City Council has four members who serve staggered terms of four years plus the Mayor who serves a two-year term. All council positions are non-partisan, part-time and members are elected at large. The City provides the normal municipal services such as police and fire protection, street and infrastructure construction and maintenance, parks and recreation, planning and zoning. Also provided are sewer and storm drainage utilities, and organized refuse collection and recycling. Electric and water utilities are operated by Shakopee Public Utilities Commission which is appointed by the City Council. Housing, economic development and redevelopment are controlled by the Shakopee Economic Development Authority. The Authority is comprised of City Council members and is included as an integral part of the City’s budget. Date of Incorporation 1870 Form of Government Council/Mayor Fiscal Year Calendar Area of City 29.4 Square Miles Population 41,143 Average Home Market Value 243,000 (Scott County) Total Taxable Market Value 4,356,676,900 (Scott County) Miles of Roadway 158 Fire Stations 2 Number of Full-Time Employees 8 Paid on Call Firefighters 46 Police Stations 1 Sworn Officers 50 Civilian Employees 13 Recreation Seasonal Employees 70 Municipal Pools 2 Ice Arena 1 Employees Full Time 157 Part Time 150 To: Mayor and Council Members From: Date: November 21, 2017 Re: Draft Budget Workshop November 21, 2017 Background Each year the City must prepare a budget and property tax levy for the following year. Staff has been analyzing revenues, expenditure information and initiatives to prepare a draft budget and levy for your consideration. For the second consecutive year, staff is proposing a budget with no impact to residents absent increases in their property valuation for which the city has no control. The draft budget decreases our current city tax rate, lowering it from 38.521 percent to 37.120 percent. Even by adding a dedicated Economic Development Authority (EDA) levy, the tax rate is still below the prior year at an estimated 37.877 percent. More importantly, we are focusing on right-sizing our organization in several key areas to fit our growing city of over 41,000. From a public safety aspect, we are asking to add two police officers to concentrate on keeping our streets safe, an assistant fire chief responsible for training our fire forces, and a code compliance o. Within our Department of Planning and Development, we are seeking to add a junior planner to ensure our growth is properly mapped for the future and an economic development specialist that will focus on business retention. Our 2018 Budget should be the final one of a three-year transformative budget process, and will w taxes, financial stability and a stable tax rate. The foundation established by this process will keep those goals in play for the foreseeable future absent a major recessionary period. Upon City Administrator Reynolds arrival, he explained the need to retool our budget and budget process over a three-year period in order: 1)to establish true fiscal transparency (which included defining our revenues), and 2)to ensure that our budgets accurately reflect how we spend tax dollars (including the reduction of variances). impact upon our financial future. The last few years has been more than just a time of change in our budget process. During the first two years of this budgetary transformation, we have had to address multiple challenges that in and of themselves could be considered noteworthy. This included successfully inculcating the Community Center debt bond payment, establishment of a franchise fee, realignment of our liability insurance premiums and separation of our insurance from SPUC, creation of a fund to pave the way for future self-insurance, and adjustment of internal service fund rent shortfalls. Staff also reviewed with City Council this past spring the long-term financial position of the Sanitary Sewer and Surface Water enterprise funds. This review was done to determine appropriate cash balances for each respective fund and to ensure rates are maintained at a satisfactory level to ensure long-term viability. Through all this change and challenge we still had our bond rating upgraded a remarkable achievement as well. produced and the City Council approved a tax rate that had 0% impact to residents at the average home value (absent home valuation increases). 2017 was our first year really tightening the budgets at the department level to offset the previous philosophy of never coming before council to request adjustments. As Administrator Reynolds stated last year, not wanting to come before council had the effect of encouraging a padding of the budget at the departmental level. It is important that we budget as best we can based upon actual revenue and expense estimates. Again, as a reminder, staff does not have a crystal ball to fully determine what will be needed in all cases. Snowfall greater than average is a perfect case in point. If we do miss a projection, we bring that to council and explain the situation and then request a budget amendment. All of which is publicly documented (again transparency). Council also needs to remember that if something arises that is outside of this change in budgeting philosophy, it is not a failure on We are in year three of our transition, and we have several challenges that if successfully addressed will cement our future financial stability. This third year will have some more internal -organization for growth. We continue to have a lot to be thankful for. Our efforts renegotiating the Jackson Township Orderly Annexation Agreement were successful which ensures we have land available for growth. In addition, we have adjusted our community center revenue projections (in a positive way!) based upon our initial 2017 numbers. nd Our challenges compared to last year seem minimal. We do need to include the 2 installment budget due to be met with little difficulty. In this budget, we continue our efforts with transparency by breaking the EDA levy out of our General Fund and establishing it as a stand-alone levy. We did the same last year with abatements and the Capital Improvement Fund to make them easily identifiable and to ensure greater transparency. e have some stability in year three of our budget change process. Administrator Reynolds remains confident that at the end of it, we will be a better organization with great transparency and greater fiscal controls. And in the end, we will continue to be one of the lowest taxed communities in the metro area. Schedule for budget and property tax levy development Date Who What July 18, 2017 Council/Staff Review Preliminary Capital Improvement Plan (CIP) August 29, 2017 Council/Staff Review Maximum Levy, review initiatives and requests September 19, 2017 Council Adopt proposed maximum tax levy for City and EDA. Adopt final 2018-2022 CIP October 2, 2017 Staff Certify maximum tax levy to the County which will be used for proposed property tax notices November County Proposed tax notices sent to owners November 21, 2017 Council/Staff Work session to review budget document December 5, 2017 Council Hold public meeting to discuss levy and budget. Review and approve utility rates for 2018. December 19, 2017 Council Adopt final tax levy and budget December 29, 2017 Staff Certify final tax levy and budget to County and State Budget Impact Issues Wages and benefits All three union contracts went into effect on January 1, 2017. All contracts negotiated three percent cost of living adjustments for 2017, 2018 and 2019. The draft budget has been built with a 3 percent increase in all wages. The General Fund impact of a 3 percent COLA is approximately $411,000. After initially budgeting for a 15 percent increase in health insurance rates. Actual renewal rates came in at 29 percent. Staff took proactive steps to reduce this increase to something more manageable by first requesting new proposals even though the city is still under contract with our current provider. Unfortunately, with limited number of carriers in the market, the city did not receive any new proposals. The next action step in reducing the health insurance costs was reviewing plan options. Administration began surveying and meeting with employees to better understand their needs and what health care changes would be viable, knowing that the employee and employer share of premiums would be increasing. As a result of these meetings and surveys, new Accountable Care Organization (ACO) plans were approved by the City Council on November 7. ACO plans limit in-network coverage to specific providers such as Park Nicollet and Ridgeview. to about 19 percent. A 19 percent increase in health insurance amounts to approximately been on a rollercoaster for the past several years. Even though the city is experiencing a large increase for 2018, only moderately increased from 2014 through 2017, with an average increase of 2.7 percent. Administration undertook a class and compensation study earlier this year that was anticipated to have a financial impact of approximately $100,000. The actual impact amounted to about $35,000. The preliminary budget included $100,000 as a placeholder until actual results were received. The draft budget reflects the actual costs. No other benefit changes are anticipated or legislated for the upcoming year. As mentioned earlier, six full-time staff positions are being requested for 2018 along with additional part-time staffing. The Fire Department is requesting an assistant fire chief, the Police Department is requesting two police officers and a code compliance officer, and lastly Planning and Development is requesting a junior planner and an economic development specialist. The economic development specialist will be funded 75 percent through the EDA and 25 percent through the Planning and Development Department. Recreation is requesting an additional $133,200 for part-time salaries related specifically to staffing needs at the community center pool. Below is breakdown of the 2018 budget impact for new full-time position requests. Internal Charges Part of the budget process for 2017 was restoring internal service charges/rents that were reduced by 20 percent in 2014. The restoration of rents is needed to ensure long-term sustainability and replacement of city assets including equipment, park assets and city buildings. Last year the Council directed staff to restore rent funding over a two-year span rather than recovering all the rent charges in one year. The one caveat was that park assets would be restored to 100 percent funding in 2017. The impact to restore the second half of internal charges to the 2018 budget is approximately $150,000. Total rent increases for 2018, which includes both the restoration of rent charges and the replacement cost of equipment and facilities is approximately $265,700. The community center and ice arena are being depreciated at 35% of the book value as of December 31, 2016. The rationale behind the 35 percent was that the rent charge would be sufficient to cover any facility needs that may occur in the next 10 to 20 years, but would lessen the tax burden of current tax payers that are also paying the current debt service on the facilities. When the debt service is fully retired, community center and ice arena rents would be expected to increase to full funding. Other Services & Charges A few other line items in the 2018 budget outside of personnel and rent are requiring additional funding for 2018. First, natural gas and electricity for the community center and ice arena are being increased by $103,500. Cleaning services for the police department and public works facilities is increasing by approximately $68,000. This increase is being offset by a reduction in custodial staff. Overall this change is budget neutral, but there will be a shift in expenditures fro payments to LOGIS for various applications is increasing by about $19,000. This is mainly related to the new permitting and accounts payable applications implemented in 2017. All other line percent increase for 2018. Revenues Typically, governmental revenues such as grants, charges for service and fees & permits are constant with not a lot of dramatic fluctuations from one year to the next. Obviously, the economy is typically the biggest factor in revenue fluctuations. The City been strong over the past couple years with the influx of commercial development. Those strong permits are expected to continue with the recent housing developments beginning to take shape. Building permits are anticipated to grow by 10 percent or $161,600 in 2018. The community center and ice arena revenues for 2018 are expected to increase substantially. Staff has worked diligently on estimating membership renewals for 2018 and are anticipating an additional $300,000 in revenue compared to 2017. Overall, recreation is anticipating an additional revenue of $430,000 in combined charges for services for 2018. These additional revenues aid in offsetting increased operational costs. Economic Development Authority Part of the budget discussions last year involved the implementation of a dedicated EDA levy 18 would be a maximum of approximately $768,500. The levy cap is a maximum levy, the EDA and City Council can set the levy at any amount up to this cap. The EDA levy should be considered a budget neutral change. In prior years, a transfer was made from the General Fund to the EDA to cover EDA operational costs, façade loan funds, and other development related activities. This EDA levy will eliminate that transfer from the General Fund, The advantage of the EDA market value levy is that is applies to all taxable properties within the city including properties that are currently part of a tax abatement or TIF plan. The EDA levy is general property tax. Staff is recommending an EDA levy of $350,000 for 2018. Debt Service The community center/ice arena tax abatement bonds had a substantial impact on the levy for 2017. Now that the debt service levy is in place, staff is anticipating service payments to remain stable at approximately $2.2 million annually. In addition, due to available fund balances in existing debt service funds and the structuring of the tax abatement bonds, $870,000 of debt service levies will be canceled for 2018. 2018-2022 Capital Improvement Plan (CIP) The CIP is a five-year plan to provide and maintain public facilities. The 2018-2022 CIP is the first year we have issued the CIP as a stand-alone document. This breakout once again assists in becoming more transparent and acknowledges that the CIP is actually as much a planning document as it is a budget document. Since the CIP is planning document and not an official budget document, just the 2018 CIP projects have been brought forward into the 2018 budget for official approval. Levy Request & Impact Back in September staff recommended a preliminary levy increase of 2.58 percent or $488,883 for the city levy and a preliminary EDA levy of $350,000. Since the adoption of the preliminary levy, staff has been able to reduce the city levy by over $154,000. As part of that reduction, the city levy has been reduced from 2.58 percent to 1.77 percent. A revised levy is presented below. The city experienced 8 ½ percent growth in tax capacity for taxes payable 2018. This is on top of eight percent growth from the previous year. New construction accounts for about $1.1 million of additional tax capacity, which equates to about 25% of the growth in tax capacity. In terms of levy dollars, the new construction tax capacity allows the city to increase the levy by $488,883 or 2.58 percent without having a tax impact on existing properties, outside of changes in valuation. For instance, if all values stayed the same from last year to this year, an average value home of $243,100 would see an annual levy decrease of $30, given a city levy increase of 1.77 percent. The new EDA levy adds about $20 annually to the average value home tax liability, reducing that decrease from $30 to $10. Again, that is absent any changes in valuation. The breakdown and comparison of the proposed 2018 levy is as follows: City of Shakopee Preliminary Levy Analysis November 21, 2017 Increase/ 2016 Final2017 Final2018 Proposed2018 Adjusted(Decrease) % Change City Levy General Fund$ 16,825,900$ 16,175,900$ 16,849,176$ 16,694,500$ 518,6003.21% Abatements 174,915 182,400 182,400 7,4854.28% Capital Improvement Levy 385,000 200,000 200,000 (185,000) -48.05% Debt Service 2004 B 238,027 - - - 2006 B 315,390 - - - 2007 B Improve 94,992 92,471 - - 2008 A Improve - 148,800 135,448 135,448 2010 A Improve 88,500 107,145 105,940 105,940 2012 A Refunding 47,386 - - - 2016 Abatement - 1,842,110 1,942,260 1,942,260 Total Debt Service 784,295 2,190,526 2,183,648 2,183,648 (6,878)-0.31% Total City Levy$ 17,610,195$ 18,926,341$ 19,415,224$ 19,260,548$ 334,2071.77% EDA Market Value Levy$ -$ 350,000$ 350,000$ 350,000100.00% $ - Total City and EDA Levies$ 17,610,195$ 18,926,341$ 19,765,224$ 19,610,548$ 684,2073.62% Items to note with the 2018 adjusted levy include: The Capital Improvement Fund levy is reduced by $185,000 for 2018. The City will be receiving additional Municipal State Aid (MSA) dollars in 2018 along with a small shift of MSA dollars from maintenance to construction allows for the levy to be decreased in the Capital Improvement Fund. Abatement levies continued to be isolated. This practice was started in 2017. In prior years, private development abatements have been included in the General Fund levy. Isolating these abatements provides for increased transparency. Scott County has provided staff with tax impact estimates for residential homestead properties. Residential property values held virtually steady from January 1, 2015 to January 1, 2016 for taxes payable 2017. The value of an average market value home in Shakopee decreased slightly from $229,700 to $229,100. Residential values are now increasing for taxes payable 2018. The average valued home has risen from $229,100 to $243,100. In addition, approximately 80 properties experienced a 5 to 10 percent increase from January 1, 2016 to January 1, 2017. Taxes payable 2017 saw a shift in tax burden as the commercial values rose and residential properties were stagnant. Taxes payable 2018 will see a slight shift in tax burden as residential properties appreciate. The chart below provides the average percentage change in value (as opposed to increase in taxes) for residential properties from taxes payable 2017 to taxes payable 2018. These percentage changes are strictly the averages within each value range. Individual properties valuations can be more or less than the averages. The chart below provides a comparison of the 2017 levy and the adjusted 2018 levy, including the EDA levy, for three different valued homes including the average valued home of $243,100. All of the increases are tied directly to those elements that are outside of the control of the city namely increased property valuation. Absent that increase, city taxes would decrease on average of $10 per average household. Comparable Cities omparable cities. Just like the City of Shakopee, these levies are preliminary and final levies may be the same or less. Lastly, it is always interesting to see the breakdown of a property tax statement and how tax dollars are distributed. Below is chart, based on an average valued home for taxes payable in 2017 within the Shakopee School District. A good rule of thumb is that the city, county and school typically account for about a third of the total tax bill. For homes within the Shakopee CDA, Mosquito Control, Metro Transit, Met Council, Watersheds, etc. Summary Attached is a draft budget that includes the General Fund, EDA Special Revenue Fund, Debt Service Funds, Capital Project Funds, Enterprise Fund and Internal Service Funds. BUDGET DEVELOPMENT Fund Structure The financial matters of the City of Shakopee are arranged into groups called funds. Each fund is a separate accounting activity. The funds are; Governmental Funds using modified accrual accounting: General Fund is the main operating fund and accounts for the usual activities of general government (administration, finance, city clerk, and information technology), public safety (police, fire and building inspection), public works (engineering, streets and fleet) and culture/recreation (park maintenance, recreation and natural resources). Special Revenue Funds are for resources received for specific purposes and include Revolving Loan, Forfeitures and the Economic Development Authority. Debt Service Funds are to account for money dedicated to paying the city’s bonded debt. Capital Project Funds are to account for the larger construction projects in the city. Ongoing funds are the Capital Improvement and Park Reserve Funds. Other funds exist for the life of the projects financed by that fund. Proprietary Funds using accrual accounting: Enterprise Funds account for business-like activities of the city. There are three enterprise funds. The City operates the Sewer and Storm Drainage Funds with the Shakopee Public Utility Commission providing billing services for those two funds. The City also operates the Refuse Fund which provide refuse and recycling carts to Shakopee residents. Internal Service Funds account for providing goods or services to various city divisions. These are the Building Fund for a majority of city and recreation services buildings, Capital Equipment Fund for major pieces of mobile equipment, Park Asset Fund for replacement of park assets, Information Technology Fund for certain hardware and software items, the Employee Benefit Fund for compensated absences and Self Insurance Fund for liability and worker compensation insurance coverage. Major Funds Major funds are the funds of the city that are larger in terms of assets, liabilities, revenues or expenditures. The General Fund is always a major fund and the two enterprise funds, Sewer and Storm Drainage are classed as major funds. Individual special revenue, debt service or capital projects funds may be determined to be major funds for one or more years depending on the activity in that fund. Budget Process Scott County assessor sets property values during the previous year. The county sends valuation notices early in the current year for the next year’s taxes. In May and June the local Board of Review and County Board of Equalization meet to consider appeals of property values from owners. June through March – Tax Court petitions must be filed to appeal previous year assessment. The City’s, budget process starts in the spring for the following year. The Five Year Capital Improvement Plan is prepared by departments and brought to the City Council in mid-July. This document is approved by the City Council in September. Public input meetings are held in May and June at places throughout the City. In July, departments discuss big picture issues and new initiatives. Forecasts are prepared for compensation, revenues, utilities and internal service fund allocations. These items are used to prepare the preliminary tax levy. Management and City Council review the proposed budget and preliminary levy in late August and the th maximum tax levy is certified to the county auditor by September 30. In September and October, departments finalize budgets and revise prior year budgets if necessary. In mid-November, tax payers receive a notice of the proposed amount of property taxes they would be billed for in the following year. Early in December a public meeting on the budget and tax levy is held and the final tax levy and budget are adopted. Budgets are legally adopted for all Funds through this budget document. The Economic Development Authority is a legally separate entity but is blended in as a special revenue fund because the City Council also serves as the Board for the EDA. Budgets are legally adopted at the division level for the General Fund. Staff may shift budget amounts within divisions but governing body action is needed to change division or fund totals. The current year budget is amended with the following year’s budget approval and can also be amended at any point with council action. General fund appropriations lapse at the year’s end. FINANCIAL MANAGEMENT POLICIES The City of Shakopee has an important responsibility to its citizens to plan the adequate funding of services desired by the public, including the provision and maintenance of public facilities, to manage municipal finances and resources wisely, and to carefully account for public funds. The City strives to ensure that it is capable of adequately funding and providing local government services needed by the community. The City will maintain or improve its infrastructure on a systematic basis to maintain quality neighborhoods. These policies provide the framework for fiscal management and guide the decision making process. The policies operate independently of changing circumstances and conditions. Objectives 1.To protect the Council's policy-making ability by ensuring that important decisions are not controlled by financial problems or emergencies. 2.To enhance the Council's policy-making ability by providing accurate information on the cost of various authority or service levels. 3.To assist sound management of the City government by providing accurate and timely information on financial condition. 4.To provide sound principles to guide the important decisions of the Council and of management which have significant fiscal impact. 5.To set forth operational principals which minimize the cost of local government, to the extent consistent with services desired by the public, and which minimize financial risk. 6.To employ revenue policies and forecasting tools to prevent undue or unbalanced reliance on certain revenues, especially property taxes, which distribute the cost of municipal services fairly, and which provide adequate funds to operate desired programs. 7.To provide essential public facilities and prevent deterioration of the City's infrastructure including its various facilities. 8.To protect and enhance the City's credit rating and prevent default on any municipal debts. 9.Ensure the legal use and protection of all City funds through a good system of financial and accounting controls. 10.Manage risk through loss awareness, loss prevention, loss control and loss financing. OPERATING BUDGET POLICY The operating budget policies ensure that the City's annual operating expenditures are consistent with past expenditures and respond to long-term objectives rather than short-term benefits. The policies allow the City to maintain a stable level of service, expenditures and tax levies over time. These policies are most critical to programs funded with property tax revenue because accommodating large fluctuations in this revenue source can be difficult. 1.The City will adopt a balanced operating budget for the General Fund with current revenues equal or greater than current expenditures. It is not the policy to finance ongoing operations with one- time revenues or fund balance. One time revenues and fund balance will only be used for one- time expenditures. 2.An objective analytical process will be used to forecast revenues. 3.Opportunities for other revenue sources will be explored to reduce property tax levels. 4.The City will avoid postponing expenditures and provide for the adequate maintenance, replacement and improvement of the City’s physical assets in order to protect the capital investment and minimize future maintenance and replacement costs. 5.To protect against unforeseen events, the City will budget a contingency and maintain fund balances according to the City’s policies. 6.The City will apportion its administrative and general government costs to all its funds as appropriate and practical. 7.The City staff will monitor revenues and expenditures to adhere to their budgeted amounts. Monthly reports comparing budget with revenues and expenditures will be prepared. Line items within a division may be over spent as long as the total division budget is not over spent. 8.Appropriations will be included in the operating budgets to keep internal service fund resources at an appropriate level. 9.Appropriations lapse at year end. FUND BALANCE/EQUITY POLICY Fund balance is the difference between the assets and liabilities in a governmental fund. A governmental fund generally involves tax support and the focus of accounting is the flow or control of money. The General, Special Revenue, Debt Service and Capital Projects funds are governmental funds. Fund equity is similar to fund balance but applies to enterprise and internal services fund and has a longer term focus including fixed assets, accumulated depreciation and long term debt. General Fund : This Fund Balance Policy applies to unrestricted fund balances comprised of committed, assigned, unassigned amounts. The City Council can assign fund balance by expressing its intent or the Finance Director is hereby authorized to assign fund balance. When more than one category of fund balance can be used to fund an expenditure, the highest (most restrictive) level shall be used first. The target level of unassigned fund balance is 40 to 45% of expenditures. This is to provide working capital for cash flow, unexpected decline in revenue such as state aid unallotment and unforeseen expenditures such as natural disasters. Unassigned fund balance can be spent down by City Council action or appropriation or due to emergency situations. Replenishing fund balance when it falls below the target level shall be accomplished by inter- fund transfers or budgeting for expenditures and other uses to be less than revenue and other sources over a period not to exceed three years. Annually the City Council will decide what to do with the General Fund unreserved fund balance that exceeds 45% of expenditures and transfers out. Special Revenue Funds : These funds shall maintain sufficient fund balance to provide for working capital. Debt Service Funds: These funds shall maintain sufficient fund balance to provide for the timely payment of principal, interest and service charges. Capital Project Funds : There are no fund balance requirements for these funds. Enterprise Funds : These funds shall have sufficient equity and liquid assets to provide for three to five months operating costs and to have at least as much as the amount of accumulated depreciation. Internal Service Funds : These funds shall have sufficient equity to smooth out the “peaks and valleys” of major expenditures over the long term and to provide full funding for employee compensated absences and other post-employment benefits. REVENUE AND EXPENDITURE POLICY The revenue policy is designed to ensure; 1) diversified and stable revenue sources, 2) adequate long-term funding by using specific revenue sources to fund related programs and services, and 3) funding levels to accommodate needed City services and programs equitably. 1.The City will provide long-term financial stability through sound short and long term financial planning. The City will maintain a diversified and stable revenue system in order to avoid short- term fluctuations in a single revenue source. 2.The City will conservatively estimate its annual revenues. All existing and potential revenue sources will be re-examined annually. 3.The City will use one-time or special purpose revenue for capital expenditures or for expenditures required by the revenue, and not to subsidize recurring personnel, operation and maintenance costs. 4.The City will establish all fees and charges at a level related to the cost of providing the services, or as adjusted for particular program goals. The City will review the full cost of activities supported by fees and charges to identify the impact of inflation and other cost increases and will review these fees and charges along with resulting net property tax costs with the Council at budget time. 5.The City will seek a balanced tax base through support of a sound mix of residential, commercial, and industrial development. 6.The City will set enterprise fund fees at a level that fully supports the total direct and indirect cost of the activity (net of any grants or similar revenues), including depreciation of capital assets and debt service, to maintain a positive cash flow and provide adequate working capital. Replacement (or bonding for replacement) of enterprise infrastructure will be paid for from accumulated (or annual) earnings of the particular fund. 7.The City will offset reduced revenues with reduced expenditures. 8.Department heads are responsible to monitor their respective budget and control spending so that the budget is not exceeded. Expenditures over $25,000 will have prior council approval. Any unauthorized expenditure or exceeding the budget may be a personal obligation of the person incurring the obligation. ACCOUNTING, AUDITING AND FINANCIAL REPORTING POLICY The accounting, auditing and financial reporting policy are designed to maintain a system of financial monitoring, control and reporting for all operations and funds in order to provide effective means of ensuring that overall City goals and objectives will be met and to assure the City’s residents and investors that the City is well managed and fiscally sound. 1.The City will adhere to a policy of full and open public discourse of all financial activity. The proposed budget will be prepared in a manner to maximize its understanding by citizens and elected officials. Copies of financial documents will be made available to all interested parties. Opportunities will be provided for full citizen participation prior to adopting the budget. 2.The City will maintain its accounting records and report on its financial condition and results of operations in accordance with City, State and Federal law and regulations, and Generally Accepted Accounting Principles (GAAP), and standards established by the Governmental Accounting Standard Board (GASB). Budgetary reporting will be in accordance with City and State budget laws. 3.An independent firm of certified public accountants will annually perform a financial and compliance audit of the City’s financial statements. Their opinions will be contained in the City’s Comprehensive Annual Financial Report (CAFR). 4.As an additional independent confirmation of the quality of the City’s financial reporting, the City will annually seek to obtain the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting. The CAFR will be presented in a way designed to communicate with citizens about the financial affairs of the City. INVESTMENT POLICY I. Scope This policy applies to the investment portfolio under the authority and control of the Finance Director/City Treasurer of the City of Shakopee. This policy shall be reviewed on an annual basis. Any changes must be approved by the City Council. II. General Objectives The primary objectives, in priority order, on investment activities shall be: 1.Safety Safety of principal is the foremost objective of the investment program. Investments shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The objective will be to mitigate credit risk and interest rate risk. 2.Liquidity The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. This is accomplished by structuring the portfolio so that securities mature concurrent with cash needs to meet anticipated demands (static liquidity). Furthermore, since all possible cash demands cannot be anticipated, the portfolio should consist largely of securities with active secondary or resale markets (dynamic liquidity). A portion of the portfolio also may be placed in local government investment pools, which offer same-day liquidity for short-term funds. 3.Yield The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. Return on investment is of secondary importance compared to the safety and liquidity objectives described above. Securities should not be sold prior to maturity with the following exceptions: a.A security with declining credit may be sold early to minimize the loss of principal. b.A security swap would improve the quality, yield, or target duration in the portfolio. c.Liquidity needs of the portfolio require that the security be sold. d.There is a definite economic benefit to be realized. III. Standards of Care 1.Prudence The standard of prudence to be used by investment officials shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio. Investment officers acting in accordance with procedures and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations and the sale of securities are carried out in accordance with the terms of this policy. Investments shall be made with judgment and care, under circumstances then prevailing, for investment, considering the probable safety of their capital as well as the probable income to be derived. 2.Ethics and Conflicts of Interest Officers and employees involved in the investment process shall refrain from personal business activity that could conflict with the proper execution and management of the investment program, or that could impair their ability to make impartial decisions. Employees and investment officials shall disclose any material interests in financial institutions with which they conduct business. 3.Delegation of Authority Authority and responsibility for the operation of the investment program is hereby delegated to the Finance Director/Treasurer. The Finance Director shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials. The use of an independent third party investment manager is authorized. 4.Investing fees The General Fund shall be reimbursed from interest earnings for the cost of an investment manager and safe keeping fees. IV. Safekeeping and Custody 1.Authorized Financial Dealer and Institution Security broker/dealers are selected by creditworthiness (minimum capital requirement $10,000,000 and at least five years of operation). These may include “primary” dealers or regional dealers that qualify under Securities and Exchange Commission (SEC) Rule 15C3-1 (uniform net capital rule). All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must supply the following as appropriate: Audited financial statements Proof of National Association of Securities Dealers (NASD) certification Proof of state registration 2.Internal Controls The cost of a control should not exceed the benefits likely to be derived; and (2) the valuation of costs and benefits requires estimates and judgments by management. a.Custodial safekeeping. Securities purchased from any bank or dealer including appropriate collateral (as defined by state law) shall be placed with an independent third party for custodial safekeeping. All trades where applicable will be executed by delivery vs. payment (DVP). This ensures that securities are deposited with the custodian prior to the release of funds. b.Clear delegation of authority to subordinate staff members. Subordinate staff members must have a clear understanding of their authority and responsibilities to avoid improper actions. Clear delegation of authority also preserves the internal control structure that is contingent on the various staff position and their respective responsibilities. c.Written confirmation of telephone transactions for investments. Due to the potential of error and improprieties arising from telephone transactions, all telephone transaction should be supported by written communications. Written communications may be via fax or Email. V. Suitable and Authorized Investments 1.Investment Types The following investments will be permitted by this policy and are those defined by state law where applicable; a.U.S. Government obligations, U.S. Government agency obligations, and U.S. Government instrumentality obligations, which have a liquid market with a readily determinable market value. This includes mortgage-backed pass-through securities issued by any U.S. Government agency. b.Canadian government obligations (payable in local currency). c.Certificates of deposit and other evidences of deposit at financial institutions, bankers’ acceptances, and commercial paper, rated A-1, P-1, F-1 or higher by at least two nationally recognized rating agencies. d.Investment-grade obligations of state and local governments and public authorities. e.Repurchase agreements whose underlying purchased securities consist of the foregoing. f.Money market mutual funds regulated by the Security and Exchange Commission and whose portfolios consist only of dollar-denominated securities. g.The purpose of an investment pool is to allow political subdivisions to pool available funds in order to achieve a potentially higher yield. Authorized investment pools are the 4M Fund administered by the League of Minnesota Cities and the “sweep” pool administered by the investment custodian h.Local government investment pools, either state-administered or through joint powers statutes and other intergovernmental agreement legislation. i.Investment in derivatives or high-risk mortgage-backed securities is not authorized. 2.Repurchase Agreements Repurchase agreements shall be consistent with state statutes and GFOA Recommended Practices on Repurchase Agreements. VI. Investment Parameters Pooling of Funds Except for cash in certain restricted and special funds, the City of Shakopee will consolidate cash balances from all funds to maximize investment earnings. Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles. 1.Diversification The aggregate investment portfolio shall be diversified by: Limiting investments to avoid over concentration in securities from a specific issuer or business sector (excluding securities back by the US government). Limiting investment in securities that have higher credit risks. Investing in securities with varying maturities. Continuously investing a portion of the portfolio in readily available funds such as local government investment pools (LGIPs), money market funds or repurchase agreements to ensure that appropriate liquidity is maintained in order to meet ongoing obligations. All investments other than in direct obligations or agencies of the United States, secured by collateral, or repurchase agreements, shall not exceed fifty percent of the aggregate investment portfolio. Mortgage-backed securities shall not exceed thirty percent of the aggregate investment portfolio, at time of purchase. Investment in any one corporation for commercial paper, repurchase agreements or certificates of deposit shall not exceed five percent of the aggregate investment portfolio. 2.Performance Standards The Longer-Term Core funds shall be managed in accordance with the parameters specified within this policy and shall be regularly evaluated against a benchmark. The benchmark will be a blend of eighty percent of the Merrill Lynch 1-5 Year U.S. Treasury index and twenty percent of the Merrill Lynch Mortgage, GNMA, All 15 Year index. This benchmark shall, at a minimum, be reviewed every year to ensure consistency with the City of Shakopee's investment policy and risk tolerances. 3.Maximum Maturities To the extent possible, the City of Shakopee shall attempt to match its investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the City of Shakopee will not directly invest in securities maturing more than ten (10) years from the date of purchase. Longer-term funds shall not be invested in securities exceeding 10 years in modified duration, at time of purchase. VII. Reporting The Finance Director shall prepare an investment report at least quarterly. Included in the report shall be the following: A listing of individual securities held at the end of the reporting period listed by maturity date. The carrying basis, the current calculated accreted basis and the current market value. Weighted average yield. Total return performance measured against the selected benchmark for the Longer-Term funds. VIII. Depositories Pursuant to Minnesota Statures, Section 118A.02, the Finance Director is authorized to designate as a depository of city funds such national, insured state banks or thrift institutions as defined in MSA 51A.02, Subdivision 23, as deemed proper. The Finance Director is authorized by City Council to approve of the arrangements for safekeeping of pledged collateral in accordance with MSA 118A.03. The depository may at its discretion furnish a bond and/or collateral aggregating the required amount. The City will not accept mortgages as collateral. The City will regularly analyze its cash flow needs of all funds. The City will collect, disburse, and deposit funds on a regular basis. Interest earnings and market value adjustments will be credited to the source of the invested monies based on the average cash balance. DEBT POLICY The debt policy ensures that the City's debt 1) does not weaken the City's financial structure; and 2) provide limits on debt to avoid problems in servicing debt. This policy is critical for maintaining the best possible credit rating. 1.The City will not use long-term debt for current operations. 2.The City will avoid the issuance of short-term debt such as, Budget, Tax and Revenue Anticipation Notes. 3.The City will confine long-term borrowing to capital improvements, equipment or projects that have a life of more than 5 years and cannot be financed from current revenues. 4.The City will use special assessments, revenue bonds, and/or any other available self-liquidating debt measures instead of general obligation bonds where and when possible, applicable and practical. 5.The City will pay back debt within a period not to exceed the expected life of the project. 6.Tax supported debt such as building bonds shall not exceed a term of twenty years unless there are extraordinary reasons. 7.Debt supported by special assessments shall have a term of ten years or less depending on the size of the assessments. 8.Special assessments financed internally will bear 8% or lower interest, based on the current market. 9.The City will not exceed 3 percent of the market value of taxable property for pure general obligation debt per state statutes. 10.The City will maintain good communications with bond rating agencies about its financial condition and will follow a policy of full disclosure in every financial report and bond prospectus. The City will comply with Securities Exchange Commission (SEC) reporting requirements. 11.The City will follow a policy of full disclosure on financial reports and bond prospectus. 12.The City may refinance or call any debt issue when beneficial for future savings. 13.Inter-fund loans will not exceed two years duration and interest earning on the investment portfolio will determine the interest rate to be paid to the lending fund. 14.Business/development subsidy financing will be based on pay as you go financing to the greatest extent possible. 15.The maturity of direct debt shall have 50% maturity in ten years or less. 16.The terms of the debt shall not exceed the life of the asset financed. CAPITAL ASSET THRESHOLD Fixed asset capitalization threshold is $10,000 and a life of more than two years. Items such as lengths of fire hose and firefighter’s turn out gear or non-major software are not capitalized. Significant software that the city uses is not purchased outright. Items purchased in lots where the individual items are less than $10,000 are not capitalized. For infrastructure or buildings, repairs/additions of less than $20,000 or not materially improving or extending the life of the assets are not capitalized. Developer contributions of infrastructure items shall have 15% added to the estimated construction cost for indirect costs. CAPITAL EQUIPMENT POLICY The purpose of the City's capital equipment program is to plan for the replacement of obsolete equipment and the purchase of new items without needing significant changes in the tax levy. 1.The City will plan for the purchase of any vehicles and mobile equipment costing over $20,000 and a life of 1 year or more as part of the City's ten-year capital equipment program. 2.The City will plan the capital equipment program and revenues to assure that funds remain in the capital equipment fund to accrue interest. 3.The City will anticipate equipment replacements and additions based on realistic asset life expectancies and cash balances. 4.The City will project any future operating costs of purchases into the upcoming operating budgets. For example, the addition of park equipment might require more maintenance expenditures in future years. 5.The City will maintain its assets to protect its capital investment and to minimize future capital expenditures. 6.The City will use the least expensive financing method for all capital equipment purchases including multiple cost estimates and bids when appropriate and required by law. CAPITAL IMPROVEMENT PROGRAM POLICY The purpose of the capital improvement policy is to plan for the construction, replacement and maintenance of the City's infrastructure with as little impact to City funds as possible. 1.The City will develop a 5 year plan for capital improvements and update it annually. 2.The City will identify the estimated cost and potential funding sources for each capital project. 3.The City will coordinate development of the capital improvement budget with the development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in the operating budget. 4.The City will use inter-governmental assistance to finance those capital improvements that are consistent with the capital improvement plan and City priorities. 5.The City will maintain all its assets at a level adequate to protect the City's and its citizens' capital investment and to minimize future maintenance and replacement costs. 6.Federal, State and other intergovernmental and private funding sources of a special revenue nature shall be sought out and used as available to assist in financing capital improvements. RISK MANAGEMENT POLICY The risk management policy assures proper insurance coverage of City assets while minimizing risk and cost. 1.Insurance policies will be analyzed regularly to assure proper coverage on City assets. 2.The City will maintain the highest deductible amount considered prudent in light of the relationship between the cost of insurance, the estimated deductible to be paid and the City's ability to sustain the loss. 3.The City will insure that contractors, license holders and parties using city facilities have appropriate insurance to protect the City. 2018 Annual BudgetOperating Budget Employees by Function2015201620172018 Governmental Funds General Government Administration City Administrator1111 Assistant City Administrator1111 Administrative Assistant1111 Management Intern1000 Grants & Special Projects Coordinator0111 HR Manager0111 Payroll & Benefits Specialist1100 HR Specialist1122 Communications Coordinator1111 Communications Specialist0000.6 IT Director0111 Telecomm Coordinator1000 IT Coordinator1111 IT Specialist2233 Technology Support Assistant0100 Total11131313.6 City Clerk City Clerk0.4111 Deputy Clerk1001 Administrative Assistant0110 Records Clerk0000.5 Office Service Worker1000 City Hall Receptionist1111 Total 3.4333.5 Finance Finance Director0.6111 Accounting Manager1111 Accounting Clerk 1111 Administrative Assistant1111 Total 3.6444 Planning & Development Director of Planning & Development00.40.40.4 Planning Manager1100 Senior Planner2233 Planner1101 Administrative Assistant1111 Economic Development Specialist0000.25 Total 55.44.45.65 Facilities Facilities Supervisor1111 Maintenance Worker3111 Custodian1111 Total5333 2018 Annual BudgetOperating Budget Employees by Function2015201620172018 Public Safety Police Police Chief1111 Captain2222 Administrative Assistant1111 Sergeant8888 Investigator5555 School Resource3333 1111 Victim & Community Services Coordinator Patrol Officer29292931 Records Supervisor1111 Records Technician2222 Records Specialist2222 CSO1111 Evidence Technician0.50.50.50.5 Crime Prevention Specialist1111 Investigative Aide0011 Code Compliance Officer0001 Receptionist1111 Total58.558.559.562.5 Fire Fire Chief1111 Assistant Fire Chief0001 Fire Marshal1111 Fire Captain0001 Office Service Worker1110 Full-Time Firefighter4444 Total7778 Building Inspection Director of Planning & Development00.10.10.1 Building Official1111 Building Inspector3222 Permit Coordinator0011 Administrative Assistant1211 Total55.15.15.1 Public Works Engineering Public Works Director/Engineer1111 Assistant City Engineer1111 Project Engineer1111 Project Coordinator1111 Senior Engineering Technician1111 Graduate Engineer1000 Engineering Technician0111 GIS Specialist1111 Administrative Assistant0.750.7511 Total7.757.7588 2018 Annual BudgetOperating Budget Employees by Function2015201620172018 Street Public Works Superintendant1111 Street/Utility Supervisor1111 Street Foreman1111 Senior Public Works Technician1111 Maintenance Operator4444 Total8888 Fleet Lead Mechanic1111 Mechanic2222 Administrative Assistant1111 Total4444 Park and Recreation Park Maintenance Park Supervisor1111 Park Lead1111 Maintenance Operator7777 Total9999 Natural Resources Natural Resource Technician1110 Water Resources/Environmental Engineer0000.2 Total1110.2 Recreation Park & Recreation Director1111 Recreation Supervisor5555 Facility Manager0011 Administrative Assistant1111 Lifeguard0002 Arena Lead Worker0022 Building Maintenance Manager0111 Maintenance Worker0112 Total791215 Economic Development EDA Fund Director of Planning & Development0000.5 Economic Development Coordinator1110 Economic Development Specialist0000.75 Total1111.25 Enterprise Funds Sewer Fund Utility Foreman0.50.50.50.5 Maintenance Operator3333 Total3.53.53.53.5 Storm Drainage Fund Utility Foreman0.50.50.50.5 Maintenance Operator3222 Water Resources/Environmental Engineer0000.8 Total3.52.52.53.3 Total Employees143.25144.75148.00157.60 RESOLUTION NO. 7951 A RESOLUTION SETTING 2017 PROPERTY TAX LEVY COLLECTIBLE IN 2018 BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF SHAKOPEE, MINNESOTA, that the following amounts be levied as the tax levy in accordance with existing law for the current year upon the taxable property in the City of Shakopee; General Fund $16,694,500 Abatements 182,400 Capital Improvement Fund 200,000 Debt Service 2008A 135,448 2010A 105,940 2016A 1,942,260 Total Property Taxes $19,260,548 BE IT FURTHER RESOLVED, THAT THE City clerk is hereby instructed to transmit a certified copy to this resolution to the County Auditor of Scott County, Minnesota Adopted in regular session of the City Council of the City of Shakopee, Minnesota held this 19th day of December, 2017. Mayor of the City of Shakopee ATTEST: City Clerk RESOLUTION NO. 7952 APPROVING THE LEVY OF A SPECIAL BENEFIT LEVY PURSUANT TO MINNESOTA STATUTES, SECTION 469.033, SUBDIVISION 6 BY THE ECONOMIC DEVELOPMENT AUTHORITY FOR THE CITY OF SHAKOPEE, MINNESOTA WHEREAS, pursuant to Resolution No. 4206, adopted by the City Council of the City of Shakopee, Minnesota (the “City”), on April 4, 1995, as amended by Resolution No. 4381, adopted by the City Council of the City on February 6, 1996, and Minnesota Statutes, Sections 469.090 through 469.1082, the City created the Economic Development Authority for the City of Shakopee, Minnesota (the “Authority”); and WHEREAS, the Authority has the ability to exercise all powers and duties of a housing and redevelopment authority under the provisions of Minnesota Statutes, Sections 469.001 through 469.047 (the “HRA Act”); and WHEREAS, Section 469.033, subdivision 6 of the HRA Act provides that all of the territory included within the area of operation of a housing and redevelopment agency (the entire City) shall be a taxing district for the purpose of collecting special benefit taxes; and WHEREAS, Section 469.033, subdivision 6 of the HRA Act permits the Authority to levy and collect a special benefit tax of up to 0.0185% of estimated market value of taxable property within the City, levied upon all taxable real property within the City; and WHEREAS, the special benefit tax levy authorized by Section 469.033, subdivision 6 of the HRA Act is separate and distinct from the City’s levy and is not subject to levy limits; and WHEREAS, the Authority desires to levy a special benefit tax in the amount of $350,000, which is less than 0.0185% of the estimated market value of taxable property within the City; and WHEREAS, on the date hereof, the Board of Commissioners of the Authority adopted a resolution (the “Authority Resolution”) approving the levy, a special benefit tax, in the amount of $350,000; and WHEREAS, pursuant to the Authority Resolution, the Authority has adopted a levy of the special benefits tax in amount of $350,000 to be used for the Authority’s economic development and redevelopment activities; and NOW, THEREFORE, BE IT RESOLVED by the City Council (the "City Council") of the the City of Shakopee, Minnesota as follows: 1. The City Council hereby approves the levy by the Authority of a special benefit tax pursuant to Section 469.033, subdivision 6 of the HRA Act in the amount equal to the lesser of a levy at a rate of 0.0185% of the estimated market value of taxable property within the City or $350,000 with respect to taxes payable in calendar year 2018. Adopted in regular session of the City Council of the City of Shakopee, Minnesota held this 19th day of December, 2017. Mayor of the City of Shakopee ATTEST: City Clerk RESOLUTION NO. 7953 A RESOLUTION CANCELING DEBT SERVICE LEVIES FOR TAXES PAYABLE IN 2018 BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF SHAKOPEE, COUNTY OF SCOTT, MINNESOTA, that the following debt service levies are cancelled: 2008AGO Improvement Bonds $14,000.00 2012AGO Refunding Bonds$558,285.00 2016AGO Tax Abatement Bonds$298,000.00 BE IT FURTHER RESOLVED that the following irrevocable transfer is made from the Building Internal Service Fund to the 2012A GO Refunding Debt Service Fund, in the amount of $300,000.00, with the difference required for payment of annual debt service needs to be paid from the fund balance in the debt service fund. Adopted in regular session of the City Council of the City of Shakopee, Minnesota held this 19th day of December, 2017. Mayor of the City of Shakopee ATTEST: City Clerk RESOLUTION NO. 7954 A RESOLUTION ADOPTING THE 2018 BUDGET AND A REVISED BUDGET FOR 2017 WHEREAS, the City Administrator and Finance Director have presented to the City Council a proposed 2018 budget and a revised 2017 budget. WHEREAS, The City Council has held a public meeting and has concluded the budget as prepared is appropriate; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY COUNCIL OF THE CITY OF SHAKOPEE, MINNESOTA that the 2018 Budget and the 2017 Revised Budget are hereby approved and adopted with the official copy being on file with the City Clerk. Adopted in regular session of the City Council of the City of Shakopee, Minnesota held this 19th day of December, 2017. Mayor of the City of Shakopee ATTEST: City Clerk COMBINED BUDGET SUMMARY BLANK GENERAL FUND The General Fund is used to account for revenues and expenditures necessary to carry out the basic functions of city government. Divisions within the General Fund include general government, public safety, public works and park and recreation. These basic functions include police and fire protection, planning, administration, etc. Appropriations are made from this fund annually. Revenues are recorded by source, i.e. taxes, intergovernmental, charges for services, etc. Expenditures are recorded by object and are primarily for day-to day operating expenses and equipment. Capital expenditures for large scale public improvements are accounted for within the Capital Projects Funds. General Fund budgets tend to be consistent from year-to-year. However, there are costs drivers that effect every department. Below are the 2018 General Fund cost drivers. Individual division narratives provide greater detail on variances specific to each division. Overall wages increased 3%. Health insurance rates for 2017 are increasing 19%. Building and equipment rents are increasing by 8.5% as part of a two-year plan to fully restore rent charges. Rent charges are reflected as department costs, and are based on the useful life and asset value. 2018 is the second year of the two-year plan. Operating Budget 2018 Annual Budge t General Government Expenditures as % of General Fund Divisions: The main divisions under General Government consist of the following: Mayor and Council Administration Clerk Finance Planning & Development General Facilities Government 18.5% Administrative Assistant Communications Communications CoordinatorSpecialist HR ManagerHR Specialist IT Coordinator IT Director IT Specialist Deputy City Clerk Assistant City Administrator Mayor & Council City ClerkRecords Clerk Grants & Special City AdministratorCity Hall Receptionist Projects Coordinator Maintenance Worker Facilities Maintenance Supervisor Custodian Accounting Manager Finance DirectorAccounting Clerk Administrative Assistant Senior Planner Planner Director of Planning & Development Administrative Assistant Economic Development Specialist 2018 Annual Budget Mayor & Council Division: Category:General Government Description of Services: As the elected policy-making body for the City of Shakopee, the mayor and City Council are here for you, the residents of Shakopee. The mayor and City Council are regularly asked to make difficult decisions based on information and recommendations provided to them by staff, as well as input from the community. The job is not always easy, but they are public servants who accept the responsibility to do all they can to make Shakopee an even better place to live, work and play. The mayor and council are responsible for adopting ordinances, setting policy, adopting budgets and reviewing certain projects, as well as providing oversight to the administration. They typically meet as a group on the first and third Tuesdays of every month, but due to the nature of city business, may be called in for special meetings or workshops. In addition to regular meetings as a council, they are assigned committees to serve on; this helps them maintain relationships with community, regional, state-wide and national-level groups to ensure that Shakopee’s voice is heard. The mayor and City Council members are elected for staggered four-year terms. The mayor serves as chief executive officer of the city and chairman of the City Council. The mayor attends many events throughout the year as ambassador of the city. The mayor is a voting member of the City Council but has no veto power. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel51,457$ 56,447$ 77,100$ 68,100$ 59,400$ Supplies and Services132,615 105,342 110,800 111,570 109,900 Miscellaneous24,777 10,088 10,000 - - Totals$ 208,849$ 171,877$ 197,900$ 179,670$ 169,300 Expenditures by Category and Dedicated Revenue $250,000 $200,000 $150,000 Miscellaneous Supplies and Services $100,000 Personnel $50,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Council Meetings & Work Sessions303127TBD Budget Impact: The 2018 Mayor and City Council budget is similar to previous years with only minor changes. Part-time wages for the transcribing of meeting minutes were moved to the city clerk’s budget, while designated miscellaneous funding was removed to ensure our budgets are as accurate and transparent as possible. The largest portion of the mayor and council budget are membership dues to various organizations. Membership provides value to the city in terms of connection with other agencies and opportunity for collaboration. Among the organizations we actively engage with are the Scott County Association for Leadership and Efficiency (SCALE), the League of Minnesota Cities and the Association of Metropolitan Municipalities. Each relationship helps the mayor, City Council and city staff improve efficiency, stay atop of issues at the state and federal level and ensure that Shakopee’s voice is heard on important issues outside the city limits. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 5555 Mayor & Council 0.6% 1379 Mayor and Council Members BLANK 2018 Annual Budget Administration Division: Category:General Government Description of Services: The Department of Administration is responsible for the direction and coordination of all city departments in carrying out the policies established by the City Council, preparation of the annual budget and recommendations to the council regarding existing and new policies and programs. The Department is also responsible for all personnel matters, including payroll and benefits; communications activities, such as the city’s website and newsletter; and telecommunications functions, including operation of the Government Access Channel. Information Technology and Facilities Maintenance are also part of the Department of Administration, but facilities maintenance is funded through individual divisions elsewhere Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel826,648$ 1,126,218$ 1,393,000$ 1,379,000$ 1,525,500$ Supplies and Services266,870 301,317 309,000 294,480 306,300 Miscellaneous3,397 2,750 3,500 3,500 5,000 Totals$ 1,096,915$ 1,430,285$ 1,707,000$ 1,676,980$ 1,835,300 Dedicated Revenues$ 389,025$ 414,520$ 392,000$ 406,500$ 419,000 Expenditures by Category and Dedicated Revenue $2,000,000 $1,800,000 $1,600,000 $1,400,000 Miscellaneous $1,200,000 Supplies and Services $1,000,000 Personnel $800,000 Dedicated Revenues $600,000 $400,000 $200,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 New Hires (Full & Part Time, Election Judges, Seasonal)9712173Not Available Computers and Equipment Supported by IT512512625653 Help desk tickets1,1001,1001,6001,800 Software Apps Supported56567882 Website Visits267,998280,438282,000290,000 Facebook Likes9,15914,65518,00021,600 Twitter Followers6,4558,5009,00010,800 Shakopee Government TV Programs173155156160 Hometown Messenger and Email Newsletters64757682 Budget Impact: The Department of Administration serves those who serve you. Much of our work is ensuring staff in other departments can serve you as efficiently and effectively as possible. We strive to provide an example of excellence in customer service throughout our organization. In 2018, we plan to start measuring our effectiveness in delivering customer service to our internal customers. In the past two years, the number of technology devices and software apps supportedbyour IT teamhas increased by more than 25 percent. These devicesand apps, such as body cameras for police andsoftware tools to improve efficiency in permitting,help our organization work smarter. In 2018, ourIT teamstreamlinthe process we use to prioritize technology implementation projects. Our Human Resources team supports management and our employees to ensure we have a workforce that is engaged and trained. In 2017, we took steps to ensure our compensation was aligned with the market, updated policies, revamped our employee health insurance plans and laid the groundwork for a robust performance management system across the city. In 2018, Human Resources will be focusing on improving employee engagement, training and stabilizing our employee health insurance plan offerings. In today’s world, communication is becoming increasingly important. You expect to have information available at your fingertips when you come to our website or look at social media. In 2018, we are adding a part-time communications specialist to provide even more information to you. We plan to offer more proactive and engaging information so that you can stay up to date with what is going on in your city. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 13.6 1313 11 Administration 6.9% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget City Clerk Division: Category:General Government Description of Services: The City Clerk's office is responsible for administering elections, issuance of licenses, preparation of Council minutes, assistance in the preparation of agendas, maintenance of official records, publication of legal notices, as well as a consistent standard of providing customer service to the public. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel246,717$ 274,743$ 240,700$ 241,200$ 320,400$ Supplies and Services137,848 52,492 63,950 85,000 77,300 Miscellaneous (52) - - - - Totals$ 384,513$ 327,235$ 318,000$ 305,150$ 405,400 Dedicated Revenues$ 166,498$ 162,409$ 149,600$ 158,500$ 183,200 Expenditures by Category and Dedicated Revenue $450,000 $400,000 $350,000 $300,000 Miscellaneous $250,000 Supplies and Services $200,000 Personnel Dedicated Revenues $150,000 $100,000 $50,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of licenses issued241200280280 Registered Voters20,32021,383No Elections22,000 Voter Turnout4,47319,230No Elections20,000 Election Judges80175No Elections175 Budget Impact: Amongthe primary objectives ofthe cityare to provide excellent customer service to you and to work as efficiently as possible. The City Clerk ’s office is a major both objective, as it serves as a hub forinformation throughout the city. When you walk in the door at the city hall or call city hall’s general phone number, typically the person you see or speak to first is from the city clerk’s office. Our customer service staff is the helpful person who greets you and gets you where you need to go, but so much more is going on in the background. Our staff is also taking payments, scanning and filing documents into our electronic repository and transcribing meeting minutes. In 2018, we are adding a half-time staff person to help improve our customer service to you. This addition will help ensure consistency in the customer service you receive when you come to city hall. We also plan to use lessons learned in customer service to help train our customer service staff throughout the organization. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 3.5 3.4 City Clerk 33 1.5% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Finance Division: Category:General Government Description of Services: The major activities of the Finance Department encompass accounts payable, cash management, accounts receivable, financial reports, special assessments, debt service management and oversight, annual financial report, budget preparation, insurance and many other work tasks of importance. As the economic development of the area continues to expand, the coordination of the potential projects, requests for business subsidies, review and impact of tax increment financing and tax abatement concerns also flow through this department. The oversight and review of the Internal Service funds allows for a consistent funding source to meet the needs of a growing staff and community. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel$ 251,958$ 411,669$ 436,600$ 443,500$ 464,400 Supplies and Services 871,646 782,842 771,300 772,170 801,300 Miscellaneous (20) (26) - - - Totals$ 1,123,584$ 1,194,485$ 1,207,900$ 1,215,670$ 1,265,700 Dedicated Revenues$ 356,324$ 390,892$ 352,800$ 352,800$ 372,800 Expenditures by Category and Dedicated Revenue $1,400,000 $1,200,000 $1,000,000 Miscellaneous $800,000 Supplies and Services $600,000 Personnel Dedicated Revenues $400,000 $200,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 3,4063,6784,0504,100 Number of Checks Issued Rate of Return on Pooled Cash/ Investments1.38%1.56%1.60%1.75% Amount of Pcards Processed$201,392$271,781$298,399$320,000 Average Days to Process Invoices21.820.218.315.0 Budget Impact: The Finance Department has been active the past two years implementing several initiatives to increase financial transparency and solidify the financial position of city funds. In 2016, the City Council implemented franchise fees for gas and electric utilities with revenues dedicated to capital improvement projects. For 2018, staff recommended a separate Economic Development Authority levy dedicated to economic development activities. Previously, these funds were supported by a transfer from the general fund. Now they have dedicated and transparent funding sources. Another initiative to increase transparency is revamping the budget document. A stand-alone Capital Improvement Plan (CIP) was adopted by the City Council for the first time in 2017. The operating budget is also changing with the goal of becoming a shorter and more understandable document for all users. For example, the budget document is no longer just about numbers; it is now more about telling a story through key measures, narratives and other budget indicators. In addition to implementing CIP software, the department implemented a paperless accounts payable system in 2017 with the goal of increasing internal controls and reducing the number of days to process invoices. The 2018 budget includes ongoing maintenance costs of $3,100. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 444 3.6 Finance 4.8% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Planning & Development Division: Category:General Government Description of Services: Provide effective and inclusive planning and management for the City’s ongoing development in cooperation with the City Council and various boards and commissions. This includes providing land use, zoning, and related information to the City’s residents, businesses, and other units of government, and other City lients. Also prepares the City’s Comprehensive Plan, as well as other long range and special planning studies. Planning Department staff also serves as liaisons to the City Council, Planning Commission (PC) and Board of Adjustment and Appeals (BOAA). Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel$ 351,846$ 388,316$ 443,700$ 484,400$ 588,100 Supplies and Services 123,607 75,904 143,100 140,770 260,300 Miscellaneous 6,274 - - - - Totals$ 475,453$ 470,494$ 586,800$ 625,170$ 848,400 Dedicated Revenues$ 102,102$ 58,044$ 65,600$ 63,700$ 215,900 Expenditures by Category and Dedicated Revenue $900,000 $800,000 $700,000 $600,000 Miscellaneous $500,000 Supplies and Services $400,000 Personnel Dedicated Revenues $300,000 $200,000 $100,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Case Files754963Not Available Number of Plats11712Not Available Budget Impact: An important responsibility ofthe Planning Division isto set the stage for the future development ofthe community. Envision Shakopee is a year-longprocess usingcommunity’sinput through online surveys, workshops and communitygatheringsto set the city’s prioritiesfor 2040. This includes evaluating transportation networksand future infrastructurerequirements.The Envision Shakopee Comprehensive Planshould be completed by June 2018 and submitted to the Metropolitan Council by December 2018. The City of Shakopee is projected to grow to more than 56,000 residents by 2040, with much of that growth occurring in the Jackson Township area. In 2017, the city adopted an orderly annexation agreement with the township that allows 250 acres each year to be annexed by the city and additional land at the property owner’s request. The township has been divided up into six areas to allow for delivery of city services in a timely fashion. The Planning Division also acts as the case managers for major development projects, providing a single point of contact for major subdivisions and developments. This allows one person to stay with the project from conception until final certificate of occupancy. The planners answer hundreds of questions each week on everything from setbacks to zoning, from residents, realtors, lenders and builders. In 2018, we will be adding another planner to help answer common planning and zoning questions and to expedite smaller building permits for decks, additions and single-family homes. This should reduce turnaround times and allow our senior planners to work on updating various parts of the land development code to make it easier to understand, including the portions related to signs and landscaping. We will also be going entirely paperless in 2018. All planning applications can be submitted online, including plats, variances and concept plans. This will decrease processing times from 45 to 30 days, improving our overall customer service. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 5.65 5.4 5 Planning & 4.4 Development 3.2% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Facilities Division: Category:General Government Description of Services: The Facilities Division budget provides for the operation and maintenance of City Hall and the Library. In addition, staffing provided through the Facilities budget also provides for maintenance of the Fire Stations, Police Station, Public Works Buildings, Community Center and Youth Building. Operating costs for these buildings as well as staff time are charged to the respective division budgets. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel$ 109,812$ 100,550$ 111,500$ 104,800$ 97,000 Supplies and Services 268,260 270,191 273,300 267,920 301,800 Totals$ 378,072$ 370,741$ 384,800$ 372,720$ 398,800 Dedicated Revenues$ 354$ 356$-$-$ - Expenditures by Category and Dedicated Revenue $450,000 $400,000 $350,000 $300,000 Supplies and Services $250,000 Personnel $200,000 Dedicated Revenues $150,000 $100,000 $50,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Square Feet Maintained46,92246,92250,94050,940 Budget Impact: With the opening of our new city hall, there are many new challenges and things to learn in facilities. Our facilities staff is well trained and capable in the management of facilities, but as with every new building, new pieces of equipment operate differently. In 2018, we will continue working through those challenges. In addition to learning the intricacies of the new building, we have two other major projects for 2018. First, we are looking at options to automate our work order process, so we can more efficiently resolve issues, track and report our progress. Second, we will evaluate options to more effectively track work on each piece of equipment, so we can more quickly learn when a piece of equipment is nearing the end of its useful life. For 2018, we have reduced funding by one full-time employee and have contracted with an outside vendor to provide cleaning services. Contracting for cleaning services saves us approximately $27,000 per year and allows our maintenance team to focus on higher level maintenance issues that need to be resolved. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 5 Facilities 1.5% 333 Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK BLANK Operating Budget 2018 Annual Budge t Public Safety Expenditures as % of General Fund Divisions: The main divisions under Public Safety consist of the following: Police Fire Building Inspections Public Safety 45.0% Building Inspector Director of Planning & Building OfficialPermit Coordinator Development Administrative Assistant Records Technician Records SupervisorRecords Specialist Receptionist Task Force SergeantTask Force Officer Services Division Captain Investigator Administrative Assistant Investigative Mayor & Council Aide/Crime Analyst Investigation SergeantEvidence Technician City Administrator Crime Prevention Specialist Police Chief Victim/Community Services Coordinator CSO Administrative Sergeant Code Compliance Officer Beat One SergeantPatrol Officer Operations Division Captain Beat Two SergeantPatrol Officer Beat Three SergeantPatrol Officer Fire Marshal Fire ChiefAssistant Fire ChiefFire Captain Full-Time Firefighter 2018 Annual Budget Police Department Division: Category:Public Safety Description of Services: It is the mission of the Shakopee Police Department to provide services with integrity and professionalism, to protect citizens through enforcement of the law and to work in partnership with our community to enhance the quality of life in the City of Shakopee. The primary services of the Police Department are heavily focused in safety. This includes the prevention of crime and hazards through education and citizen involvement; the timely response to life threatening, hazardous, suspicious, or in progress criminal activity; followed by the investigation of these events to prevent their reoccurrence, seek prosecution and reassure the community of its safety. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel6,329,545$ 6,644,984$ 6,778,000$ 6,947,000$ 7,491,600$ Supplies and Services1,121,501 1,110,564 1,202,000 1,177,000 1,202,800 Miscellaneous(392) 2,500 - - - Capital Outlay 76,875 37,423 -100,000 - Totals$ 7,527,529$ 7,795,471$ 7,980,000$ 8,224,000$ 8,694,400 Dedicated Revenues$ 940,538$ 1,096,132$ 956,400$ 1,073,200$ 1,153,700 Expenditures by Category and Dedicated Revenue $10,000,000 $9,000,000 $8,000,000 $7,000,000 Capital Outlay $6,000,000 Miscellaneous $5,000,000 Supplies and Services $4,000,000 Personnel $3,000,000 Dedicated Revenues $2,000,000 $1,000,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Calls for Services19,35721,117 TBD TBD Crimes1,592873 TBD TBD Shakopee Crime Rate (Per 100,000 people)6.4%6.25% TBD TBD DWI Arrests171195 TBD TBD Ordinance Calls847524 TBD TBD Percent of Crimes Cleared55%54% TBD TBD Metro Average % of Crimes Cleared44%44% TBD TBD Sworn Officers (budgeted)48484850 Budget Impact: It’s easy to say our goal is to keep people in Shakopee safe. While certainly true, our goal is also to exceed your expectations and be known as the best police department in Minnesota. To do that, we must put together a budget that provides the staffing, training and equipment necessary to reach these goals. This budget does just that. Our department consistently trains well-beyond industry minimums. Couple that with our commitment to unparalleled customer service and you can see why our department has been recognized with several state and national awards. Our department has recently received multiple awards for innovation from both MADD and the Humphrey School of Public Affairs. While our population and calls for service continue to increase, our last five years have been the lowest crime rates in our city’s history. To maintain that trend and keep up with growth, we are increasing our staff by three full-time positions, which will help address several concerns you, our customers, shared in the most recent citizen survey. Our first isa new, full-time code compliance officer. This will be a non-sworn position to help increase our efficiency and compliance with citycode. The citizen surveyindicated a desire to see more compliance with code-related issues. Thisposition will allow usto increase the number of complaints wecan address as well asallow for more proactive activity. The remaining two positions are sworn police officers to start in October 2018. Once trained, these positions will allow us to have our street crimes unit year-round. This unit proactively addresses trends such as vandalisms and thefts. The unit also focuses on our most frequent, repeat offenders and can assist in proactively addressing drug issues on the street. The above-mentioned areas were raised in the citizen survey. These two officers will allow us to put the necessary resources in place to proactively address your concerns. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 62.5 59.5 58.558.5 Police Department 32.7% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Fire Division: Category:Public Safety Description of Services: Provide fire suppression, emergency medical care, technical rescue, fire prevention education, fire and life safety inspections, and training. Maintain the fire stations and equipment on a 24-hour basis to insure the safety and protection for the City of Shakopee, Jackson Township, and Louisville Township. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel1,093,337$ 1,108,334$ 1,107,700$ 1,109,500$ 1,319,600$ Supplies and Services755,559 756,939 811,100 809,300 893,800 Miscellaneous247,626 246,911 241,600 250,300 253,800 Totals2,096,522$ 2,112,184$ 2,160,400$ 2,169,100$ 2,467,200$ Dedicated Revenues574,662$ 491,913$ 479,700$ 496,500$ 500,900$ Expenditures by Category and Dedicated Revenue $3,000,000 $2,500,000 $2,000,000 Miscellaneous Supplies and Services $1,500,000 Personnel Dedicated Revenues $1,000,000 $500,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Fire District Population43,15143,56143,94044,370 Fire Calls8492102105 Rescue/Medical Calls198239250253 Hazard Calls11087114117 Public Assistance Calls333374334335 Total Number of Calls725792800810 Miles to Furthest City Dwelling6666 Budget Impact: The fire service industry is constantly evolving, and firefighters must stay up to date with the latest processes and standards to be as safe as possible. The way we fight fires has changed because today’s materials have changed. We don’t see sofas made from cotton batting and heavy wood anymore. We see modern couches made from petroleum-based poly fibers and plastic, which burn hotter and faster than ever before. And when they burn, they give off carcinogens that can be inhaled and/or absorbed through the skin unless properly protected. Fighting fires isn’t what it used to be. Today, we respond to more than just fire calls. We respond to any and all hazards, and it takes dedicated firefighters with the proper training to handle these calls. That’s why the Shakopee Fire Department has always been a strong believer in continuing education for our personnel. Unfortunately, we consistently fall short of our goals internally and by national standards. To correct the problem, the 2018 budget includes funds for a full-time assistant fire chief. This position will develop training programs, schedule, supervise and administer a comprehensive fire training program and tracking that meets national standards. The assistant fire chief will also be responsible for the department in the absence of the fire chief and will assist the chief with preparing budgets and managing personnel. The budget also includes the full-year salary and benefits for our administration captain, which restructured from the former office assistant position mid-2017. This position has enabled us to maintain better records, provide faster more effective customer service and maintain organization within the department. The 2018 budget also provides funding to maintain our current level of services, such as firefighter training, vehicle and equipment maintenance, emergency medical services, technical rescue, fire prevention education, plan reviews and inspections – all of which are vitally important to our consistently high ratings in citizen surveys. In addition, we must continually update our equipment to meet new parameters for replacement. For example, new requirements by the National Fire Protection Association are making drastic changes to the new Self Contained Breathing Apparatus (SCBA) that firefighters use at every fire scene. We will work toward meeting these standards by replacing some aging SCBA’s yearly and spreading the cost over several budget cycles. The fire department continually seeks grants and donations to support our budget. In 2017, we received approximately $40,000 for training reimbursement from the Minnesota Board of Firefighter Training and Education and a $10,000 donation from the Rahr Malting Corp. towards the purchase of new rescue tools to allow for faster rescue times. We seek grants in an effort to preserve fiscal accountability. Since 2012, the Shakopee Fire Department Relief Association has not required any monetary support from the city toward the paid-on-call firefighter pension fund. We anticipate this to continue with the recent bylaw changes that were approved by council in 2017. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 46464646 Fire 9.3% 8 777 Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) Paid On Call Firefighters BLANK 2018 Annual Budget Building Inspections Division: Category:Public Safety Description of Services: Provide effective and timely review of building permit and other building related applications and inspections to the City’s constituents and outside parties. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel450,019$ 468,591$ 555,800$ 586,100$ 584,600$ Supplies and Services189,588 241,054 234,300 226,740 226,000 Miscellaneous6,112 6,022 6,100 - - Totals645,719$ 715,667$ 796,200$ 812,840$ 810,600$ Dedicated Revenues1,301,771$ 1,802,282$ 943,700$ 1,183,900$ 1,063,000$ Expenditures by Category and Dedicated Revenue $2,000,000 $1,800,000 $1,600,000 $1,400,000 Miscellaneous $1,200,000 Supplies and Services $1,000,000 Personnel $800,000 Dedicated Revenues $600,000 $400,000 $200,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 6,8725,1304,9227,000 Number of Inspections Number of Permits3,6532,8453,0483,500 1,3751,2831,9692,800 Average Inspection/Employee Budget Impact: The Building Inspection Division’s priority is to ensure that customers, whether homeowners or developers, receive a project that meets industry standards and provides a safe environment to live, work or shop in. This includes inspecting everything from a million-square-foot warehouse to a backyard deck. Inspections require a lot of time in the field, and like the mailman, we deliver that service in heat, rain, sleet or snow. With more than 3,300 permits in 2017, inspectors carried out more than 5,500 inspections. As construction and codes get more complicated, the city has been looking at ways to give inspectors more time in the field and allow customers the ability to apply for permits at any time. This past year, we implemented ProjectDox and ePermits. These programs allow applicants to apply and pay for a permit online and to submit drawings electronically 24 hours a day. In 2017, we created a new permit coordinator position, which processed more than 1,700 ePermits and served as customers’ single point of contact for permit information. This software also allows permit status and comments to be available in real time to applicants, reducing permit review times and allowing applicants to make any necessary changes and resubmit for a faster turnaround. In late 2017, the building inspectors also began inspecting landscaping on development projects. This is to make sure that plant materials are properly placed and planted and that damaged or dead materials are replaced prior to the warranty period. In 2018, we will be implementing online inspections and electronic field inspections. This will allow inspectors to access electronic drawings in the field along with notes and comments. City staff will be able to complete inspections in real time, allowing more time in the field. We will also be implementing a completely paperless application system. Customers at the city hall counter will be able to enter permits directly into our system. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 5.15.15.1 5 Building Inspections 3.0% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK BLANK Operating Budget 2018 Annual Budge t Public Works Expenditures as % of General Fund Divisions: The main divisions under Public Works consist of the following: Engineering Street Fleet Public Works 13.1% Project Coordinator Senior Engineering Technician Assistant City Engineering EngineerTechnician Administrative Mayor & Council GIS Specialist Assistant Project Engineer Public Works City Administrator Director/Engineer Maintenance Street Foreman Operator Street/Utility Supervisor Senior Public Works Technician Public Works Administrative SuperintendentAssistant Lead MechanicMechanic 2018 Annual Budget Engineering Division: Category:Public Works Description of Services: Conduct field investigations, collect engineering data and specify the criteria for the investigations. Furnish designs, drawings, specifications and criteria. Secure bids, assist with contract rewards, and oversee and inspect construction. Testing and approving all sanitary sewer, storm sewer and roadway construction projects. Prepare all reports and studies required to preserve Municipal State Aid Funding received by the City. Review all public facilities proposed in the City, Wetland Conservation Act administration, review of building permits, Right of Way Management and Permitting, providing engineering assistance to other Departments, review technical engineering material and provide for City Council, City staff, City Commissions and Committees. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel559,065$ 518,217$ 664,800$ 643,600$ 689,600$ Supplies and Services83,900 89,743 121,400 126,850 128,000 Miscellaneous(22) (26) - - - Totals642,943$ 607,934$ 786,200$ 770,450$ 817,600$ Dedicated Revenues538,983$ 663,355$ 581,000$ 690,300$ 666,000$ Expenditures by Category and Dedicated Revenue $900,000 $800,000 $700,000 $600,000 Miscellaneous $500,000 Supplies and Services $400,000 Personnel Dedicated Revenues $300,000 $200,000 $100,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Projects961510 Value of Projects$4,300,000$2,451,000$10,421,000$7,870,000 Number of Private Subdivision Permits Issued2234 Number of Private Grading Permits Issued 11121111 Number of ROW Permits Issued720670650650 Budget Impact: If your patience survived a city’s reconstruction projects in your neighborhood, CONGRATULATIONS! Road and utility construction projects equate to one big nuisance: roads closed, detours, access issues, noise, dust, periodic loss of water service, etc. How more disrupting can we be to your everyday life for a summer? Keeping the city’s infrastructure maintained to a sustainable level keeps a community viable. The Engineering Division carries out the strategic infrastructure planning to do so from concept to design, from construction management to asset management. Engineering staff are consistently challenged with being experts in a wide range of infrastructure management and design, traffic safety, transportation planning, materials testing, project management, natural resources, contract management, underground utilities, surveying, private development and the many different multi-jurisdictional layers of laws, rules and regulations that the city must abide by. Our department consistently seeks the continuing education to ensure we stay sharp in our expertise and all the latest and greatest technologies. Thank you in advance for your patience in all that we do. With a new building and recent staff changes, our division is looking forward to improving our system service and internal systems in 2018. We anticipate this will be a year of improvements in how we do business internally and in our partnership with other city departments, particularly the Department of Planning and Development. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 88 7.757.75 Engineering 3.1% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Street Maintenance Division: Category:Public Works Description of Services: Maintain bituminous and gravel roadways/alleys, traffic signs/striping, snowplowing/ice control, street sign fabrication/installation, boulevard tree trimming/removal, and disease tree prevention. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel720,142$ 811,531$ 868,400$ 856,900$ 868,500$ Supplies and Services1,281,173 1,190,884 1,282,700 1,260,260 1,333,200 Miscellaneous(26) 2,500 - 1,800 - Totals2,001,289$ 2,004,915$ 2,151,100$ 2,118,960$ 2,201,700$ Dedicated Revenues717,836$ 580,075$ 568,600$ 594,300$ 471,900$ Expenditures by Category and Dedicated Revenue $2,500,000 $2,000,000 Miscellaneous $1,500,000 Supplies and Services Personnel $1,000,000 Dedicated Revenues $500,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Street Miles 153.8 154.3156.1158.3 Streets Sealcoated (in CL-Miles)13.810.313.312.0 Alley Miles 10.3 10.3 10.3 10.3 Alleys Paved (Miles) Not Available 1.902.012.28 Number of Street Lights Not Available 2,3482,3482,400 Number of Street lights replaced (Poles/Light Fixtures/Lights Repaired) 15/18/6 14/12/13 8/9/6 10/1,000/10 Number of Signs Not Available 4,2224,3124,300 Number of Signs replaced Not Available 372230300 Snowplowing Occurrences15111515 Budget Impact: If there is a pothole in the street, who do you call? Tree that blew down across the road? Sign knocked down by an errant vehicle? Mailbox knocked over by a snowplow? Another pass by the snowplow that filled in your driveway again (insert expletive here)? Old mattress and garbage dumped on city property? Yep, most of these issues are addressed by the Streets Maintenance Division. The city has 11 crews assigned to the Streets Maintenance Division, Sewer and Surface Water Divisions that maintain the 156 miles of city streets and utilities. Thanks to strategic planning by the city, the condition of Shakopee’s streets is among the top cities throughout the metro and state. When it comes to snow and ice control events, it is “all hands-on deck.” In addition to the streets crews, the parks crews and mechanics also jump in the equipment to plow more than 250 miles of streets, alleys, trails and sidewalks in addition to the many city facility parking lots. Although it doesn’t snow like it did back in the day, stay tuned. We’re bound to get a lunker snow storm every now and again. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 8888 Street Maintenance 8.3% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Fleet Division: Category:Public Works Description of Services: Maintain vehicles/equipment in streets, park, administration, police, fire and other fleet areas, by preparing vehicle evaluation reports for all departments. Repairs for vehicles and equipment are billed to the respective departments. The Fleet area also operate a car and truck wash for government vehicles and operate fueling stations for city, county, school district and SPUC vehicles. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel301,799$ 346,370$ 353,200$ 354,300$ 375,500$ Supplies and Services90,254 101,954 81,800 89,760 88,700 Totals392,053$ 448,324$ 435,000$ 444,060$ 464,200$ Dedicated Revenues16,873$ 9,683$ 12,000$ 10,500$ 9,500$ Expenditures by Category and Dedicated Revenue $500,000 $450,000 $400,000 $350,000 $300,000 Supplies and Services $250,000 Personnel $200,000 Dedicated Revenues $150,000 $100,000 $50,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Vehicles/Pieces of Equipment367369373364 Gallons of Diesel Used36,00738,60938,32138,500 Gallons of Unleaded Used53,71255,86855,62756,000 Car/Truck Washes1,4361,5411,5781,600 Budget Impact: Police squads. Fire trucks. Lawn mowers. Gas weed whips. Staff vehicles. Street sweepers. Loaders. Snowplow trucks. Snow Blowers. The city has nearly 400 pieces of equipment and vehicles in its inventory. It takes a lot of equipment to support the many functions of the city. To some people’s surprise, only three mechanics at the city’s full-service garage maintain this very diverse vehicle and equipment inventory, keeping a very high standard of maintenance. In addition to thousands of maintenance and repair services throughout the year, the city’s garage runs a fuel dispensary system that provides fuel to the city’s fleet, as well as Scott County, the Shakopee School District and Shakopee Public Utilities vehicles. About 95,000 gallons of fuel is dispensed annually. If you see a city vehicle that is dirty, we hope it is headed to the city’s car wash. The city has an automatic car wash, with a count of almost 1,600 washes in 2017. In addition to the car wash, the city operates an automatic truck wash. After every snow and ice-control event, the trucks head through the truck wash to wash off the salt and grime, helping to extend the service life of the city’s trucks. We all know what salt does to our vehicles in Minnesota. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 4444 Fleet 1.7% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK BLANK Operating Budget 2018 Annual Budge t Park and Recreation Expenditures as % of General Fund Divisions: The main divisions under Park and Recreation consist of the following: Park Maintenance Natural Resources Recreation Park and Recreation 22.5% Public Works Park SupervisorPark LeadMaintenance Operator Superintendent Public Works Director/Engineer Water Resources/ Mayor & Council Environmental Engineer Administrative Assistant City Administrator Recreation Supervisor Facilities Manager Parks and Recreation Director Arena Lead Worker Lifeguard Building Maintenance Maintenance Worker Manager 2018 Annual Budget Park Maintenance Division: Category:Park and Recreation Description of Services: Provide public services to maintain the investment of infrastructure in parks and public grounds. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel864,422$ 849,495$ 868,100$ 894,200$ 933,400$ Supplies and Services707,792 751,895 1,068,200 1,040,520 1,126,900 Totals1,572,214$ 1,601,390$ 1,936,300$ 1,934,720$ 2,060,300$ Dedicated Revenues11,247$ 43,806$ 21,000$ 18,000$ 20,000$ Expenditures by Category and Dedicated Revenue $2,500,000 $2,000,000 $1,500,000 Supplies and Services Personnel $1,000,000 Dedicated Revenues $500,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Acres of Land Mowed194194194197 Playgrounds27272727 Outdoor Ice Rinks Maintained10101212 Sports Fields Maintained93939394 Park Facility Restrooms Maintained14141414 Budget Impact: It takes a lot to maintain the facilities and grounds for one of the largest property owners in Shakopee – the city. How do you maintain 662.4 acres of parks/open space land with 43 parks, 27 playgrounds, 93 sports fields and 194 acres to be mowed. With great and efficient staff! The Parks Maintenance Division consists of nine full-time and 14 seasonal staff that do it all. In addition to the routine mowing, field preparation, park shelter maintenance, skating/hockey rink maintenance, snow plowing of trails, etc., the park maintenance staff oversaw several projects in 2017, including the painting of Schleper Stadium, replacement of playground equipment at Emerald Lane and Hiawatha parks, roof replacement and painting of the gazebo on Levee Drive, construction of the Shakopee Fun For All, ADA-compliant playground in Lions Park and reconstruction of the pedestrian trail at Muenchow Fields. Using our own equipment and crews, city staff also reconfigured ball field #8 at Tahpah Park so it can support sanctioned tournaments, reconfigured ball field #1 in Muenchow Fields to support its usage and constructed a new 120-foot-by-240-foot football/soccer playfield in Tahpah Park to mention a few. Expect more of the same in 2018. With such an expansive, heavy workload and with the goal of maintaining top-notch facilities to serve our residents’ sporting, recreation and active living events, it takes a dedicated, well-experienced crew. Next time you see parks crews mowing the ball fields or plowing the snow off a trail, give them a wave. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 9999 Park Maintenance 7.7% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Natural Resources Division: Category:Park and Recreation Description of Services: Identify, recommend, develop, and coordinate ecologically sound development and management practices. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel70,858$ 62,245$ 83,400$ 56,000$ 21,400$ Supplies and Services35,600 116,024 114,600 107,840 104,800 Totals106,458$ 178,269$ 198,000$ 163,840$ 126,200$ Dedicated Revenues4,424$ 9,939$ 2,600$ 2,300$ 1,200$ Expenditures by Category and Dedicated Revenue $200,000 $180,000 $160,000 $140,000 $120,000 Supplies and Services $100,000 Personnel $80,000 Dedicated Revenues $60,000 $40,000 $20,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Trees Pruned500701809700 Ash Trees Treated0210185170 Trees Planted270306301339 Trees Sold at Tree Sale97136121150 Acres Stormwater Pond Buffer Managed10151515 Budget Impact: Nature can be destroyed in a matter of seconds but can take years and decades to restore. A key initiative to avoid this destruction was to create the Natural Resources Division. This division is tasked with implementing initiatives to preserve and protect the city’s urban forest, wetlands, plantings in open spaces, buffers around water bodies, invasive plant management and public education to develop natural resource/environmental outreach programs with conservation in mind. The city’s tree stock is such a significant and valuable resource. Trees give us oxygen, absorb storm water and carbon dioxide, store carbon, stabilize the soil, absorb pollutants, prevent flooding and soil erosion, provide shade from solar radiation, reduce noise and wind speed, lower stress and blood pressure, increase property values and so much more. Maintaining safe, healthy trees takes significant efforts, and the city is dedicated to these efforts. Shakopee has received the “Tree City USA” designation for the past nine years for the city’s efforts and commitment to its urban forest management. Contact the Public Works Department for information about purchasing a tree at our annual spring tree sale. In 2018, the city is adding a new full-time water resources/environmental engineer to assist in a variety of environmental projects, including natural resources. This position will continue to ensure we are good stewards of our community’s great resources. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES Natural Resources 0.5% 111 0.2 Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK 2018 Annual Budget Recreation Division: Category:Park and Recreation Description of Services: Recreation provides resources for the administration of comprehensive leisure services, recreation facilities, and park design and construction administration. This includes the coordination and scheduling of park and athletic field use; coordinating preschool, youth, teen, adult, and senior programs and special event activities; managing the operation of the Community Center, Ice Arena, Aquatic Park, and Youth Building; and conducting park land acquisition and development. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel1,250,136$ 1,379,793$ 1,791,100$ 1,861,285$ 2,209,100$ Supplies and Services941,976 1,053,766 1,377,900 1,353,735 1,560,050 Miscellaneous18,295 18,948 21,000 23,150 23,150 Capital Outlay27,991 - - - - Debt Service- - - 16,600 22,200 Totals2,238,398$ 2,452,507$ 3,190,000$ 3,254,770$ 3,814,500$ Dedicated Revenues1,077,310$ 1,157,746$ 1,672,100$ 1,669,750$ 2,098,500$ Expenditures by Category and Dedicated Revenue $4,500,000 $4,000,000 $3,500,000 Debt Service $3,000,000 Capital Outlay $2,500,000 Miscellaneous $2,000,000 Supplies and Services Personnel $1,500,000 Dedicated Revenues $1,000,000 $500,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 # of Members2,0602,4924,6125,458 # of Memberships8859971,7481,961 Daily Admissions to CC113,772114,158130,000210,000 Program Participation19,78823,70025,00027,000 SandVenture Membership138117160160 SandVenture Admissions25,98025,10423,149*26,000 Ice Rental Hours1,5991,7343,0283,215+ * 2017 had quite a few cold and rainy days for the outdoor pool. Budget Impact: The Parks and Recreation Department is a major contributor to providing residents with a high quality of life. The recreation and parks that we offer help lower health care costs, reduce stress, enhance social relationships and give residents a sense of belonging and pride in the city they live in. In recent years, the city has made a major investment in the construction of the Ice Arena and renovations to the Community Center. The 2018 budget reflects the changes needed to ensure the facilities are successful and that the residents are well served with these great amenities. The reaction to and support of the Community Center/Ice Arena is reflected in the 219-percent membership increase. We project revenues to increase by 209 percent in 2018 over 2017. To continue to provide excellent customer service to our growing members and users, we have increased staffing with three full-time positions. These positions include a maintenance worker and two full-time lifeguards. Having new facilities also requires allocations for increased electric and gas utilities, fitness equipment capital leases and a landscaping maintenance contract. In 2017, our department was recognized by several local and state agencies with awards and other recognitions. The Community Center and Ice Arena were featured in Rink Magazine, Athletic Business and Minnesota Recreation and Parks Magazine. The Shakopee Fun For All Inclusive Playground was featured in the Minnesota Recreation and Parks Magazine and given the Award of Excellence by the Minnesota Recreation and Parks Association. Our department is also successful thanks to the amazing partnerships and sponsorships that help us provide programs and facilities to our residents. We received more than $2,000 and hundreds of prizes for our special events and programs. The Shakopee School District and Shakopee Youth Baseball Association contributed $225,000 to Tahpah West ballfield. We also secured another $150,000 in grants for park projects. EMPLOYEESPERCENT OF GENERAL FUND EXPENDITURES 15 12 9 Recreation 7 14.3% Actual 2015Actual 2016Budget 2017Budget 2018 Number of Employees (FTEs) BLANK BLANK Operating Budget 2018 Annual Budge t Miscellaneous Expenditures as % of General Fund Divisions: The main divisions under Miscellaneous consist of the following: Provision for unfunded liability costs Contingency as needed for community projects or unanticipated needs Miscellaneous 0.8% 2018 Annual Budget Unallocated Division: Category:Miscellaneous Description of Services: This division accounts for costs not readily chargeable to other departments, and transfers to other funds. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel343$ 351$ -$ -$ -$ Supplies and Services7,682 7,580 7,600 6,250 6,300 Miscellaneous143,421 26,904 210,000 210,000 210,000 Capital Outlay21,800 - - - - Totals173,246$ 34,835$ 217,600$ 216,250$ 216,300$ Dedicated Revenues1,781$ -$ -$ -$ -$ Expenditures by Category and Dedicated Revenue $250,000 $200,000 Capital Outlay $150,000 Miscellaneous Supplies and Services $100,000 Personnel Dedicated Revenues $50,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Budget Impact: Unallocated provides for projects that will be presented to City Council for consideration that could not have been added to the specific areas of the budget, but are deemed necessary to the effective functioning of the City. Decision to utilize these funds are discussed and approved by City Council. BLANK SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of specific revenue sources designed to finance particular activities as required by law or administrative regulations. Economic Development Authority (EDA) Fund (2190) accounts for the activities of EDA, which is comprised of the five members of the City Council. BLANK 2018 Annual Budget Economic Development Authority Fund: Description of Services: The EDA does not currently constitute a separate department, but instead represents a number of services offered by the City related to economic development. These services are overseen by the Planning and Development Director with the help of other staff as required. The EDA is comprised of the City Council Members. The City Administrator is also the Executive Director of the EDA. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel102,414$ 113,784$ 146,800$ 60,100$ 144,000$ Supplies and Services267,271 233,037 47,300 127,290 185,400 Miscellaneous1,000,000 1,025,000 960,000 475,000 25,000 Capital Outlay250,312 - 999,500 1,500,000 - Totals1,619,997$ 1,371,821$ 2,153,600$ 2,162,390$ 354,400$ Dedicated Revenues1,033,338$ 1,300,829$ 951,000$ 486,500$ 361,000$ Expenditures by Category and Dedicated Revenue $2,500,000 $2,000,000 Capital Outlay $1,500,000 Miscellaneous Supplies and Services $1,000,000 Personnel Dedicated Revenues $500,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Employees (FTEs) 1111.25 Value of Façade Loans $812,834$46,764$514,105$400,000 # of Façade Loans7165 Grants Received for Economic Development$1,000,000$1,029,810$450,000TBD Budget Impact: One of the most common things we’ve heard through the Envision Shakopee process is that people want to be able to live and work in Shakopee. They want housing choices – to start out in an apartment, move to a townhouse as their family grows and then to a single-family home. Currently only about 20 percent of Shakopee residents work and live in the community. Thus, one of the largest issues to be faced is how to attract and train our workforce. As Shakopee continues to grow and jobs become more technical and complex, training will be a critical element to retain and grow our companies. The Economic Development Authority (EDA) is striving to attract higher paying jobs to the community to employ more of our residents. Companies like EntrustData Card, Emerson and Seagate are some of our benchmarks. These companies offer higher wage jobs and their products are also high value. Also, newer companies like Shutterfly have recently diversified their business and are hiring more technical and higher paying positions. More than 60 percent ofall job growth comes from existing companies.In 2018, the EDA is puttinga stronger emphasis on businessretention and expansion. We want our Shakopee companiesto expand locally. We will be restrto create a newposition to concentrate on a business retention and expansion program, while identifying companies that would benefit from locatingin Shakopee near our key employers. This “clustering” of businesses is a proven strategyto retain and expand companies. A common thread through our Envision Shakopee feedback has been community interest in the revitalization of downtown. In recent year, the City Council committed $2 million in public improvements that will reconnect the community to its historic roots. The EDA is currently seeking proposals for two city-owned sites: the former city hall and a key location along the Minnesota River. Proposals will be returned in 2018 and the EDA and City Council will be discussing plans throughout 2018. Our goal is to make downtown a 24-hour area for residents, visitors and businesses. The EDA has also heard from the community its desire for more diversity in restaurant selection and local establishments. The EDA will be working on getting the Shakopee story out to entrepreneurs and small businesses throughout the year to attract them to areas throughout the community. Organization Chart: Mayor & Council Economic Director of Planning City Administrator Development & Development Specialist BLANK DEBT SERVICE FUNDS Debt Service Funds are established to account for the activity of servicing general obligation debt, paid for by tax levy and special assessments. Any residual balances in debt service funds are transferred to the Capital Improvement Fund. Debt Service Prepayments from special assessments and the use of existing cash position have allowed for reductions in previous and current year levies. Future budgets will require increased debt service levies to meet future payment obligations. G.O. Improvement Bonds, Series 2007B (3040) was issued for $1,445,000 and matures on February 01, 2018. The bond was issued to fund the following construction projects: 2007 Reconstruction & Pike Lake Road. G.O. Improvement Bonds, Series 2008A (3041) was issued for $2,170,000 and matures on February 01, 2019. The bond was issued to fund the following construction projects: Reconstruction, Overlay and Beckrich Project. G.O. Improvement Bonds, Series 2010A (3042) was issued for $1,555,000 and matures on February 01, 2021. The bond was issued to fund the following construction projects: 2009 Reconstruction, 2010 Reconstruction, Bituminous Overlay and church addition road. G.O. Improvement Refunding Bonds, Series 2012A (3043) was issued for $4,865,000 and matures on February 01, 2025. The bond was issued to Refund 2004A & 2004D 2004A was issued to fund the following construction projects: West Dean Lake, Vierling/CR 15 & Valley View, 2004D was issued to fund the following construction project: PW building construction. G.O. Tax Abatement Bonds, Series 2016A (3044) was issued for $29,500,000 and matures on February 01, 2036. The bond was issued to fund the following construction projects: Community/Ice Arena Construction. CITY OF SHAKOPEE, MINNESOTA 2018 ANNUAL BUDGET DEBT SERVICE FUNDS 2007B2008A2010A ImproveImproveImprove 304030413042 Original Issuance1,445,0001,555,000 2 ,170,000 Maturity Date of Debt2/1/20182/1/20192/1/2021 Estimated Cash Balance at 12/31/17169,457279,660199,470 Estimated Deferred Revenue for SA 12/31/17 41,011-45,216 Estimated (Current & Future) Available Funds169,457320,671244,686 Principal Payments Remaining155,000425,000505,000 Interest Remaining6,20025,60032,910 Levy 2016 Collected 2017 Debt Levy Per Debt Issuance92,471148,800107,145 Debt Levy Cancellation Staff Recommendation for 2016 Levy92,471148,800107,145 General Fund Levy- Through Building Rent--- Levy 2017 Collected 2018 Debt Levy Per Debt Issuance 149,448-105,940 Debt Levy Cancellation14,000 Staff Recommendation for 2016 Levy 135,448-105,940 General Fund Levy- Through Building Rent--- Levy 2018 Collected 2019 Debt Levy Per Debt Issuance- 114,951- 2012A2016 RefundingAbatementTotal 30433044 29,500,0004,865,000 46,620,000 2/1/20252/1/2036 1,297,2581,682,892 3,628,737 -1,061,539 1,147,766 1,297,2582,744,431 4,776,503 29,500,0003,760,000 34,345,000 10,453,903308,700 10,827,313 2,237,110557,340 3,142,866 395,000557,340 952,340 1,842,110- 2,190,526 -340,000 340,000 2,240,260558,285 3,053,933 298,000558,285 870,285 1,942,260- 2,183,648 -300,000 300,000 2,240,523538,020 2,893,494 CAPITAL PROJECT FUNDS Capital Project Funds are established to account for the construction of major capital facilities. Projects resources are a combination of several revenue sources such as bond proceeds, inter-fund transfers, intergovernmental revenue, grants, etc. These funds provide the means for administrators to ensure that designated revenues are appropriately utilized. Park Reserve Fund (4020) is for park acquisition and improvements. Capital Improvement Fund (4021) is for various infrastructure projects in the City. Individual project sheets for both Park Reserve and Capital Improvement Funds are included. These sheets provide a summary of each project, location, description, source of funds and use of funds. They are located at the end of the budget book, under the tab “Capital Improvement Programs”. 2018 BUDGET CAPITAL PROJECTS FUNDS BUDGET SUMMARY Park Res.CIF FundFundTotal Sources Taxes-$ 200,000$$200,000 Tax Increment Financing - - - Franchise Fees750,000 -750,000 Special Assessments404,218 -404,218 Licenses & Permits600,000 -600,000 Intergovernmental150,0002,565,0002,715,000 Miscellaneous110,000640,000750,000 Interest10,00030,00040,000 Total Revenue870,0004,589,2185,459,218 Uses Street and Highway7,270,000 -7,270,000 Recreation1,750,000 -1,750,000 Total Expenditures1,750,0007,270,0009,020,000 Transfers in955,000 -955,000 Transfers out - - - Excess (deficiency) of Sources over Uses and Transfers $(880,000)$(1,725,782)$(2,605,782) Cash Balance $721,537$3,927,157$4,648,694 2018 Annual Budget Park Reserve Fund Fund: Description of Services: The park reserve provides for the acquisition and improvements on City Parks. These services are overseen by the Park and Recreation Director with the help of other staff as required. Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Projects4112 Park Dedication Collected$934,456$549,594$880,900$600,000 Number of Park Facilities34343435 Budget Impact: The City of Shakopee has 35 unique parks that are part of more than 600 acres of park and open space within the city. As we grow, we continue to build out our amazing park system with park dedication fees received from developers, grants and donations. Over the years our youth sports associations have contributed more than $400,000 to enhance our park system, and again in 2017, the Shakopee Youth Baseball Association contributed $75,000 to complete the Tahpah West ballfield. Our parks range from tot lots to large community parks. A large, unique and amazing opportunity that we have had is to reclaim a retired quarry and turn it into a regional destination. Phase I of Quarry Lake Park was completed in 2017 laying the ground work for the remaining park to be developed. The park is 111 acres, so developing it takes time. Phase II of the park is currently planned for 2018, contingent on funding. Phase II will add 3 miles of trails for our residents to utilize whether they are exercising or just enjoying the natural beauty of the area. Other ways we can develop parks is to work with the developers one on one to build a park during the development process. This is the goal of the park to be developed on Jennifer Lane. The developer is building this area out in phases and has dedicated park land during the first phase. During the second phase, the developer will build a portion of the park with the park dedication fees owed for that phase. We will work with the developer on the design and amenities desired by the community. The Park Reserve Fund changes each year as new developments come in and as parks get developed. 2018 BUDGET PARK RESERVE FUND 20172017 20152016OriginalRevised2018 ActualActualBudgetBudgetBudget Revenue Licenses & Permits Park Dedication Fee$934,456$549,594$1,500,000$880,900$600,000 Federal Grant--- 150,000- Miscellaneous3,4302,730-200- Interest24,70815,674-10,00010,000 Contributions-90,000610,000288,100110,000 Total Revenues962,594657,9982,110,0001,179,200870,000 Expenditures Riverside Fields/Bluffs31- - - - Huber Park71,605- - - - Quarry Lake Phase 1 (Park)303,2241,359,795 - - - Quarry Lake Phase 2 (Trails)--2,000,000 1,500,000- Southbridge Community Park170,9832,081--- Jennifer Lane Neighborhood Park-- 250,000- - Tahpah Park Improvements300,5206,955375,000400,000 - Ridgecreek Trail & Park-- - - - Total Expenditures846,3631,368,8312,375,000400,0001,750,000 Transfer In150,000-- - - Transfer Out(513,995)(20,261) - - - Other Financing Sources (Uses)(363,995)(20,261) - - - Excess (deficiency) of Sources over Uses $(247,764)$(731,094)$(265,000)$779,200$(880,000) Reserved for Delayed Projects -(75,000) - - - Fund Balance- January 1 $1,628,431$1,628,431$822,337$822,337$1,601,537 Fund Balance December 31 $1,380,667$822,337$557,337$1,601,537$721,537 Delayed Projects: Riverview Park75,000 2018 Annual Budget Capital Improvement Fund Fund: Description of Services: The Capital Improvement Fund is for various infrastructure projects in the City. These services are overseen by the Public Works Director/City Engineer with the help of other staff as required. Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Projects7776 Total Overlay Projects$817,615$918,112$1,200,000$1,310,000 Total Reconstruction Projects$1,331,733$3,293,697$900,000$2,740,000 Budget Impact: Strategic long-term planning results in a viable, sustainable infrastructure. The five-year capital improvement plan is the workhorse for this planning. Under the plan, projects are developed, planned and initiated. Why is this important? Without it, the city’s infrastructure would begin to fail beyond a point of no return, which could basically bankrupt a city. In 2017, the city milled and overlaid 7.9 miles of streets, reconstructed 0.7 miles of utilities and streets, rehabilitated the trail along a portion of Vierling Drive, partnered with Scott County to construct a new trail along County Highways 78 and 79 and reconstructed the downtown parking lot and adjacent alley. Expect more of the same in 2018 with a similar mill and overlay project, the reconstruction of Shakopee Avenue west of County Highway 17, more downtown alley reconstruction and other storm sewer, sanitary sewer and trail projects. The city has a well-rounded and skilled staff in place to deliver many of these projects internally, while relying on outside consultants as needed. If you see a roadway with potholes, you can call public works and may find that rehabbing that roadway is in our long-term strategic plan. If not, we need to get it in there. 2018 BUDGET CAPITAL IMPROVEMENT FUND 20172017 20152016OriginalFinal2018 ActualActualBudgetBudgetBudget Revenue $-$-$385,000$385,000$ 200,000 Capital Improvement Fund Levy Tax Increment Financing--255,600-- Franchise Fees--750,000750,000750,000 Special Assessments635,055830,7012,425,000622,000404,218 Federal Grants--1,200,000 - - State Aid Construction1,070,3971,039,3291,025,0001,072,2001,365,000 Interest83,13761,37761,30080,00030,000 Miscellaneous/Donations27,21047,000580,00010,000640,000 Total Revenues1,815,7991,978,4075,481,9002,919,2004,589,218 Expenditures Trail Rehabilitation- 80,000-80,000100,000 CR 101 Trail ext.-759- - - Quarry Lake Trail1,600959- - - Bituminous Overlay817,615918,1122,020,0001,200,0001,310,000 Reconstruction Project1,255,76434,1702,400,000900,0002,740,000 - CSAH 16 Reconstruction-306,399- - 3rd Avenue Reconstruction-1,075,420- - - 4th Avenue Reconstruction75,9691,877,708- - - Reclamation5,083317,068- - - Concrete Alleys--420,000 - - 17th Avenue Extension West of CR 15- 625,000-625,000 - CSAH 17/Vierling Inter. Improv.6,58883- - - CSAH 78/79 Trail Extension--120,000120,000- b--1,200,000 Eagle Creek Blvd - Vierling Dr Round-a- - - Flashing Yellow Lights-County- 105,000-105,000 - Lewis Street Alley & Parking Lot- 1,260,575-960,575 - Shenandoah Bus. Park. Improv.63,959- - - - n65,126524- Southbridge Traffic Signal Modificatio - - Street Lighting-12,415- - - Valley View Road(47,095)- - - - Vierling Drive - C.R. 69 to Taylor St.- 1,500,000--1,500,000 Vierling Drive Pavement Rehab2,231- - - - Miscellaneous144,68320,708--- Total Expenditures2,391,5234,564,3258,110,5753,990,5757,270,000 Transfers In General Fund1,396,8221,200,000- - - Amazon TIF Fund- 1,892,029- - - Debt Service Funds- - -4 ,934 - EDA Fund- 455,575-455,575 - Tree Replacement Fund-25,000 -25,000 - Sewer- 270,000--420,000 Storm--490,000-535,000 Transfers Out(321,082)- - - - Other Financing Sources (Uses)1,075,7401,200,0001,240,5752,377,538955,000 Excess (deficiency) of 163(1,725,782) Sources over Uses500,016(1,385,918)(1,388,100)1,306, Reserved for Delayed Projects(80,000)(317,500)-- - Fund Balance January 15,630,1786,050,1944,346,7764,346,7765,652,939 Fund Balance 12/31$6,050,194$4,346,776$2,958,676$5,652,939$ 3,927,157 Reserved for Delayed Projects Trail Rehabilitation80,00080,000 Street Lighting237,500 Total Delayed Projects80,000317,500-- - BLANK ENTERPRISE FUNDS The Enterprise Funds are maintained to account for the operation of the sanitary sewer, storm drainage systems and refuse. Since the operation of these systems is financed by user charges and are self-supporting, they are accounted for in a manner similar to private business. The Storm Drainage Fund was established by Ordinance 176 in 1985. The intent of the City Council is to have a cash balance to at least equal accumulated depreciation. This follows the City Auditor’s recommendation. Accumulated depreciation is a reflection of historical costs of depreciable assets. Replacement cost is expected to be two to two and one half times as much as historical costs. Cash balance is also expected to have approximately 4 months of operating expenditures for cash flow purposes. The City reviews fees annually to determine appropriate revenue levels. BLANK 2018 Annual Budget Sewer Fund Fund: Description of Services: Activity in this fund reflects the operations of the Municipal Sanitary Sewer System. This includes repair and maintain current sewer lines, manhole rehabilitation/replacement, repairing lines, GIS/GPS hardware. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel282,682$ 302,773$ 307,400$ 335,400$ 348,200$ Supplies and Services2,787,785 2,807,536 3,021,300 2,915,490 2,945,800 Capital Outlay5,255 16,384 1,720,000 1,951,000 1,269,000 Depreciation770,616 812,027 - - - Totals3,846,338$ 3,938,720$ 5,048,700$ 5,201,890$ 4,563,000$ Dedicated Revenues3,064,374$ 3,590,043$ 3,510,800$ 3,437,100$ 3,830,499$ Cash Balances$11,167,716$ 9,176,744$ 7,243,844$ 7,516,172$ 6,238,671 Expenditures by Category and Dedicated Revenue $6,000,000 $5,000,000 $4,000,000 Depreciation Capital Outlay $3,000,000 Supplies and Services Personnel $2,000,000 Dedicated Revenues $1,000,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Employees (FTEs) 3.53.53.53.5 Manholes RepairedNot Available462020 Jetted (LF)235,573208,834197,100202,000 Miles of SewerNot Available125.7127.8129.5 # of Lift StationsNot Available221 MCES Treatment Cost (% of budget) *Not Available75%77%78% Budget Impact: Nothing is more unnoticed than what happens behind the scenes to keep the sewer flowing when you flush your toilet in the morning. The city’s sanitary sewer system consists of 127.2 miles of underground pipe. Most of the sewer system is gravity, flowing downhill towards the Minnesota River where the city has a pumping station. The sewer is then pumped east toward the Metropolitan Council Environmental Service’s (MCES) Blue Lake Wastewater Treatment Plant. northeast of the city. Of Shakopee’s approximate $5 million sanitary sewer budget, $2.5 million goes directly to MCES for payment of the regional treatment fees. Pipes often become clogged with grease buildup and debris that shouldn’t have been flushed down the toilet. City crews systematically clean the sewer conveyance system to minimize blockages and backups, and crews perform other general inspections to ensure all is flowing clean and unrestricted. Additionally, the pumping station is monitored 24-7 by a telemetry system that alarms city crews with any issues. In 2018, the city plans to improve its telemetry system to better safeguard against potential blockages. Remember: Help keep the sewer flowing; do not flush foreign substances/items down the toilet! Organization Chart: Mayor & Council Public Works Public Works Maintenance City AdministratorUtility Foreman Director/EngineerSuperintendentOperator 2018 Annual Budget Surface Water Fund Fund: Description of Services: The Public Works Department operates and maintains the surface water system for the City of Shakopee which includes 132 miles of storm sewer and 219 ponds. Participate in erosion control projects and implementation of the City’s Water Resource Management Plan. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Personnel558,318$ 524,343$ 529,100$ 491,600$ 577,700$ Supplies and Services379,728 432,159 337,500 339,120 341,200 Miscellaneous1,236 666 - - - Capital Outlay31,467 128,062 610,000 1,180,000 856,600 Depreciation777,711 803,609 - - - Totals1,748,460$ 1,888,839$ 1,476,600$ 2,010,720$ 1,775,500$ Dedicated Revenues2,124,560$ 1,791,652$ 1,430,000$ 1,872,000$ 1,334,560$ Cash Balances$15,371,971$13,595,766$ 12,934,166$ 13,464,755$12,363,815 Expenditures by Category and Dedicated Revenue $2,500,000 $2,000,000 Depreciation Capital Outlay $1,500,000 Miscellaneous Supplies and Services $1,000,000 Personnel Dedicated Revenues $500,000 $- Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Employees (FTEs) 3.52.52.53.3 Sweeping Annual Cost147,021141,185140,000140,000 Catch Basins RepairedNot Available164830 Ponds Inspected71584545 Number of PondsNot Available207219230 Acres of WetlandsNot Available479479479 Budget Impact: When it rains, water flows downhill. Sometimes too fast, sometimes not fast enough. Surface water can be challenging to manage, especially with the many unfunded mandates of the Clean Water and Wetland Conservation Acts and the many overlapping jurisdictional authorities from three different watershed districts within the city, Minnesota Board of Water and Soils Resources, Army Corps of Engineers, Minnesota Department of Natural Resources, Minnesota Pollution Control Agency (MPCA), Scott County and the Minnesota Department of Transportation. The city obtains a permit through the MPCA’s National Pollution Discharge and Elimination System to discharge water from the city into downstream water bodies (e.g., the Minnesota River). The permit requires the city to establish a comprehensive storm water management program that includes education and outreach, public participation and involvement, illicit discharge detection and elimination, construction site runoff control, post-construction management, and pollution prevention/good housekeeping. In 2018, the city is adding a new full-time position to assist in storm water management. A water resources/environmental engineer will spearhead and manage this sometimes daunting, yet very important work for the city. The position is anticipated to be a cost savings for the city, since our Engineering team will have to rely less on outside consultants. Organization Chart: Maintenance Mayor & Council Utility Foreman Operator Public Works Public Works City Administrator Director/EngineerSuperintendent Water Resources/ Environmental Engineer 2018 Annual Budget Refuse Fund Fund: Description of Services: The City provides refuse and recycling carts to Shakopee residents. The cart ownership is the resonsibility of the hauler. The hauler must manage the inventory, delivery and maintain the refuse and recycling carts. Budget: ActualActualOriginal BudgetRevised BudgetBudget Expenditures by Category 20152016201720172018 Debt Service10,670 9,603 8,500 8,500 7,400 Depreciation117,111 117,431 - 117,000 117,000 Totals127,781$ 127,034$ 8,500$ 125,500$ 124,400$ Dedicated Revenues102,710$ 104,206$ 106,000$ 123,600$ 113,400$ Expenditures by Category and Dedicated Revenue 140,000 120,000 100,000 80,000 Depreciation Debt Service 60,000 Dedicated Revenues 40,000 20,000 - Actual 2015Actual 2016Budget 2017Budget 2018 Key Measures: ActualActualProjectedProjected 2015201620172018 Number of Garbage Carts Owned26,70526,70526,70526,705 Number of Garbage Carts Used22,40522,52122,493TBD Budget Impact: The City will continue receiving cart fee revenue under the current contract with Republic Services Inc. This revenue helps to pay down of the interfund loan with the Sewer Fund. INTERNAL SERVICE FUNDS The Internal Service Funds are used to account for the financing of major mobile equipment, major buildings (Governmental and Park/Recreation), park assets, Information Technology items and insurance. Equipment Park and Recreation Asset Information Technology Government Building Asset Self-Insurance 2018 Annual Budget Internal Service Funds Budget Summary Park &GovernmentalGovernmental RecreationInformationBuildingSelf EquipmentAssetTechnologyAssetInsuranceTotal Sources Charges for Services889,100$ $ 781,200$ 400,900$ 579,400$ 840,000$ 3,490,600 Cost Sharing - 50,000 - - - 50,000 Grants - 300,000 - - - 300,000 Interest 42,000 25,000 6,000 25,000 6,000 104,000 Sale of Assets 15,000 - - - - 15,000 Donations - 10,000 - - - 10,000 Miscellaneous - - - - 56,000 56,000 Total Revenue 946,100 1,166,200 406,900 604,400 902,000 4,025,600 Uses Insurance Payments - - - - 725,000 725,000 IT Supplies/services - - 155,000 - - 155,000 Capital Expenditures 1,661,850 1,400,000 110,000 326,000 - 3,497,850 Total Expenditures 1,661,850 1,400,000 265,000 326,000 725,000 4,377,850 Interfund Loan - - - - - - Transfers (510,000) - - - -(510,000) Excess (deficiency) of Sources over Uses $ (715,750)$ (233,800)$ 141,900$ (231,600)$ 177,000$ (862,250) 2018 Annual Budget Fund:Equipment Internal Service Fund Description of Services: This fund finances the multi-year Equipment Plan. Financing to purchase equipment is provided by "rent" payments from the operating departments at rates established annually by the Finance Department as part of the budget process. Equipment for the Sewer and Storm Drainage enterprise funds is not included. The Equipment Fund shall "own" and acquire larger pieces of equipment including but not limited to cars, trucks, graders, loaders, tractors and larger mowers or items generally costing $20,000 or more. Key Measures: ActualActualBudgetedBudgeted 2015201620172018 Cost of vehicles added/replaced$2,406,772$1,681,675$1,109,500$1,616,850 # Vehicles added/replaced22291918 Vehicles and Machinery in Service136167166171 Establishment: The Equipment Fund was established by Resolution #4077 in 1994. Budget Impact: With nearly 400 pieces of equipment and vehicles, it is important to have a well-planned vehicle replacement program. For the larger, more expensive vehicles (e.g., cars, trucks, police squads, fire engines, etc.), the city charges city departments rent for the replacement of the vehicles. Yes, the city charges the city. The home department/division for the vehicle contributes a rent amount to the Equipment Internal Service Fund to ensure adequate funds are in place for the purchase of the vehicle at time of replacement. Unlike most consumers who wish they had saved in advance, this is what the city does to avoid borrowing money. Prudent planning with a smart strategic replacement plan ensures vehicles are replaced at the right time. The Finance and Public Works Departments work closely with the city’s vehicle users to ensure we meet all the city’s vehicle needs. This year brings us to a sad moment when one of our old police squads, which was being used as a public works staff car (the last of our old “Crown Vics”), was determined to be at the end of its useful life. We decided it was time to sell the old goat. It will be replaced by another hand-me-down police Ford Interceptor, retired from the police department. 2018 Annual Budget Equipment Internal Service Fund 201720172018 20152016OriginalFinalProposed ActualActualBudgetBudgetBudget Sources Miscellaneous Rentals464,384$ 612,868$ 787,800$ 787,800$ 889,100$ Sale of Assets85,405 133,994 --15,000 Interest63,77851,19260,00060,00042,000 Notes Receivable----- Total Revenue613,567798,054847,800847,800946,100 Uses Police165,022328,204293,000293,000100,000 Fire945,681134,20746,00045,0001,250,000 Building Inspection----- Facilities38,75849,94815,0006,000- Engineering74,792---- Natural Resources----- Street Maintenance706,500308,318254,500266,50049,500 Park Maintenance260,077266,317371,000368,000227,350 Recreation-179,727130,000-35,000 Total Expenditures2,190,8301,266,7211,109,500978,5001,661,850 Reserved for Delayed Projects Street Maintenance250,000 Net $ (718,667)(1,577,263)$$(261,700)$(130,700)$(715,750) Cash Balance December 314,900,827$$4,510,751$4,249,051$4,380,051$3,664,301 2018 Annual Budget Fund:Park and Recreation Asset Internal Service Fund Description of Services: This fund finances the replacement of park assets. Financing to accomplish this is provided by "rental" payments from the park maintenance division at rates established annually by the Finance Department as part of the budget process. Key Measures: ActualActualBudgetedBudgeted 2015201620172018 # Park Projects710914 Establishment: The Fund was established in 2007. 2018 Annual Budget Park and Recreation Asset Internal Service Fund 201720172018 20152016OriginalFinalProposed ActualActualBudgetBudgetBudget Sources Miscellaneous Rentals374,660$ 385,900$ 657,600$ 657,600$ 781,200$ Cost Sharing- - - - 50,000 Grants- - - - 300,000 Donations- 366,622 10,000 250,000 10,000 Miscellaneous9,280 - - - - Interest26,248 24,578 25,000 25,000 25,000 Total Revenue410,188 777,100 692,600 932,600 1,166,200 Uses Capital Backstops- - 30,000 30,000 - Benches- - - - 20,000 Bleachers- - - - 15,000 CC Back Parking Lot- - - - 55,000 Community Center Bathroom Counters- - 100,000 100,000 - Community Center Building Waterproofing- 68,840 - - - Community Center Men Showers/Tile- - - - 80,000 Community Center Parking Lot- - 200,000 200,000 - - Community Center Study40,650 - - - Courts - - - 30,000- Fence Replacement - - - 15,000- Gazebo Levy Drive - 20,000- 20,000 - Lions Park Bathroom - - - 80,000- Lions Park Improvements 12,652 - - - - Lions Park Fun For All Playground 373,471- - - - Lions Park Rink and Lights - 180,000- 270,000- Lions Park Warming House 53,873- - 10,000- Maps 453 - - - - Memorial Park Bridge 34,994- - 660,000- Playground Equipment - 50,000- 50,000 - Playground Equipment- Emerald Lane 35,812- - - - Playground Equipment- Hiawatha 63,518- - - - Riverview Fence - - - 25,000- Scenic Heights Park Building 24,039 1,617 - - - Scenic Heights Rink - - - 30,000- Schleper field lights/roof 284,980 --- - Schleper Painting - 125,000- 125,000 - Softball/Baseball Concession Stand Upgrade 19,145- - - - Skate Park 214,754- - - - Stans Park Playground 80,477- - - - Sand Venture- Pool Diving Well - 35,000- 35,000 - Tahpah fence extension 162,507 - - - - Tahpah Field Improvements 52,531- - - - Tahpah Lighting 154,697 2,280 - - - Trail Overlay 65,297- 60,000 60,000 60,000 Westminster Hockey Rink 32,653 - - - - Youth Building Interior Chinking - - - 50,000- Total Expenditures 712,630 1,066,609 800,000 620,000 1,400,000 Reserved for Delayed Projects: 668,000- - - - Net $ (302,442)$ (957,509)$ (107,400)$ 312,600$ (233,800) Cash Balance December 31$ 2,081,738$ 1,086,707$ 979,307$ 1,399,307$ 1,165,507 2018 Annual Budget Fund:Information Technology Internal Service Fund Description of Services: This fund finances the replacement and acquisition of information technology including computers, printers, copiers and network items. Financing to accomplish this is provided by charges to benefitting divisions at rates established annually by the Finance Department as part of the budget process. Key Measures: ActualActualBudgetedBudgeted 2015201620172018 Deployed Computers152152190200 Establishment: The fund was established in 2010 by Resolution No. 7001. 2018 Annual Budget Information Technology Internal Service Fund 201720172018 20152016OriginalFinalProposed ActualActualBudgetBudgetBudget Sources Rentals358,600$ 365,200$ 381,800$ 381,800$ 400,900$ Federal Grants- - 20,000 20,000 - Interest5,122 6,895 6,000 9,000 6,000 Miscellanous- - - - - Total Revenue363,722 372,095 407,800 410,800 406,900 Uses Supplies84,023 66,180 30,000 65,000 - Services83,903 27,393 25,000 20,000 - Software210,845 181,870 210,000 180,000 - Capital47,470 42,146 295,700 295,700 - Computer Replacement- - - - 50,000 Data Center UPS Replacement- - - - 35,000 Microsoft Licensing Renewal- - - - 65,000 Printer Reduction & Replacement- - - - 25,000 Yearly Software Maintenance- - - - 90,000 Total Expenditures426,241 317,589 560,700 560,700 265,000 Excess (deficiency) of Sources over Uses 54,506(62,519)(152,900)(149,900)141,900 Transfer In150,000---- Net $87,481$54,506$(152,900)$(149,900)$141,900 Cash Balance December 31$622,143$679,861$526,961$529,961$671,861 2018 Annual Budget Fund:Governmental Building Asset Internal Service Fund Description of Services: This fund finances the future purchase, major reconstruction, and additions to City owned buildings including City Hall, Library, Public Works, Police, and Fire Stations. Financing to accomplish this is provided by "rental" payments from the operating departments at rates established annually by the Finance Department as part of the budget process. The Building Fund shall "own" and acquire these buildings. Key Measures: ActualActualBudgetedBudgeted 2015201620172018 # Projects62710 Establishment: Council established the Building Fund in 1998. The scope of the fund was expanded in 2000 to include major repairs defined as those without which the building would be unusable for its intended purpose. It was further expanded in 2008 to include energy savings or green initiatives such as lighting upgrades, boiler modifications, etc. 2018 Annual Budget Governmental Building Asset Internal Service Fund 201720172018 20152016OriginalFinalProposed ActualActualBudgetBudgetBudget Sources Rentals517,910$ 533,450$ 558,400$ 558,400$ 579,400$ Interest72,654 63,764 25,000 45,000 25,000 (153) Miscellaneous 654 - - - Total Revenue 591,218 597,061 583,400 603,400 604,400 Uses Capital Construction Police Station Carpeting -80,305 - - - Police Station Roof - - - -20,000 Library Exterior Restoration 90,900 - - - - Engineering Building Roof 25,000 - -25,000 - a 6,000 Engineering Building Sign Shop Are - - - - Public Works Interior Lighting System - - - -20,000 Public Works Storage Shed 110,661 - - - - Fire Station 1 Parking Lot 160,000 - -160,000 - Fire Station 1 Boilers - - - -130,000 Fire Station 1 AC - - - -100,000 Fire Station 1 Vierling East Roof 6,600 - - - - Fire Station 1 Rooftop Unit - - - - - Fire Station 1 Window Replacment 100,000 - -100,000 - Fire Station 2 Concrete Pavement79,820 - - - - Fire Station 2 Roof 32,515 - - - - City Hall/PD Landscaping - - - -50,000 City Hall Study 7,165 - - - - City Hall Technology & Security** - -138,000 - - City Hall Low Voltage** - -130,000 - - City Hall Furniture & Fixtures** - -233,000 - - City Hall Contingency** - -400,000 - - Building Furnishings 5,700 - - - - Total Expenditures 326,76186,905 1,186,000 285,000 326,000 Excess (deficiency) of Sources over Uses 264,457 510,156 318,400 278,400 (602,600) Interfund Loan* 50,000 -50,000 - - Transfer Out City Hall Construction (1,071,000) - (2,040,000) (120,000) (170,000) Transfer Out Debt Service (466,680) (346,680) (340,000) (340,000) (340,000) Net $ (152,223)$ (1,876,524)$ (1,092,600)(1,012,600)$$ (231,600) Cash Balance December 31$ 5,701,935$ 5,701,935$ 4,689,335$ 4,609,335$ 4,377,735 *Interfund loan payback became a funding source of the City Hall construction. The payments received on the interfund loan are transferred to the City Hall Fund as received. ** Moved to transfer out to city hall construction as entire city hall project was paid for in the city hall fund. 2018 Annual Budget Fund:Self Insurance Internal Service Fund Description of Services: This fund pays the costs related to the City's workers' compensation and property/casualty insurance policies through charges received from city departments and divisions. Coverage is maintained through the League of Minnesota Cities Insurance Trust (LMCIT). Key Measures: ActualActualBudgetedBudgeted 2015201620172018 Workers Compensation: Deductible$1,000$500$10,000$10,000 Amount Paid$6,636$7,183$13,887NA Experience Modification (less than 1.0 is good)1.12*1.05*0.70NA General Liability: Deductible$2,500$50,000$50,000$50,000 Amount Paid$14,562$10,620$19,650NA Liability Rating (less than 1.0 is good) 0.821* 0.799* 0.878 NA * City of Shakopee and Shakopee Public Utility Commission were in a combined pool for insurance. Establishment: The Self Insurance Fund was created in 2016 as a result of savings realized from increasing deductible premiums for the property/casualty policy. General liability moved to the self insurance fund at the 7/1/16 renewal. Workers Compensation moved to the self insurance fund at the 1/1/17 renewal. In addition, a 2016 transfer of $75,000 from the General Fund surplus created an inital balance suitable for covering annual deductible claims expenses. The goal of the fund is to establish an appropriate fund balance with the ultimategoal of moving towards a self insurance program, thus realizing the benefit of reduced premiums. Budget Impact: The workers comp mod factor relates to the frequency and severity of an employer's workers compensation claims over a three-year period, and it is used to calculate the premium. A mod factor of 1.00 is considered average for an employer's particular industry; the lower the mod factor, the better. The liability rating is calculated using a formula that looks at the city's expected liability claim losses compared to the actual losses. Data is used over a three-year period, and it is used to calculate the premium. A liability rating of 1.00 means the city's actual losses equal the expected losses for a city of similar size and expenditures. 2018 Annual Budget Self Insurance Internal Service Fund 201720172018 20152016OriginalFinalProposed ActualActualBudgetBudgetBudget Sources Charges for Services-$ 466,950$ $ 457,500$ 800,000$ 840,000 Reimbursement 6,000 - - -14,500 Interest 4,500 6,000 - 179 - Insurance Dividends 50,000 -145,757 -50,000 Donations - - - - - Total Revenue 457,500 869,000 902,000 -612,886 Uses Capital Liability Insurance 347,500 623,400 685,000 -134,014 Claims 5,621 40,000 25,000 40,000 - Total Expenditures 387,500 648,400 725,000 -139,635 Excess (deficiency) of Sources over Uses 70,000 220,600 177,000 -473,251 Transfer In -75,000 - - - Transfer Out - - - - - Net $ 548,251-$ $ 70,000$ 220,600$ 177,000 Cash Balance December 31$ 362,791-$ $ 432,791$ 583,391$ 760,391 12/13/2017 11:26:32 AMPage 1 of 1 Entertainment Entertainment ORDINANCE NO. 976 AN ORDINANCE OF THE CITY OF SHAKOPEE, MINNESOTA, AMENDING 8 FEE SCHEDULE _____________________________________________________________________________ THE CITY COUNCIL OF THE CITY OF SHAKOPEE, MINNESOTA, ORDAINS: WHEREAS, by Ordinance No. 975, the City Council established a fee schedule effective January 1, 2018; and WHEREAS, the City Council has determined that it is desirable to modify the portion of the 2018 Fee Schedule pertaining to Ice Arena Ice Rental Rates. NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Shakopee that following fees of the Adopted 2018 City Fee Schedule is amended to read as follows: ICE ARENA FEES Ice Rental Fall - Winter Prim e (10/1 - 3/15) $215 $210/hour + sales ta x (2-11 p.m. Monday-Fri d ay; 6 a.m.-11 p.m. Saturdays, Sundays, non -school days and holid ays.) Fall - Winter Non-Prime (10/1 - 3/15) $170 $165/hour + sal es ta x (11 p.m .-2 p.m. Monday-Friday; 11 p.m.-6 a.m . Saturdays and Sund ays.) + Spring/Summer (3/ 16 -9/30) $170 $165/hour sale s ta x Rates varies+ sales ta x Periodic Promotional Ice Specials th Adopted in regular session of the City Council of the City of Shakopee, Minnesota held this 19 day of December 2017. __________________________________ Mayor of the City of Shakopee ATTEST: ________________________ City Clerk Published in the Shakopee Valley News on _________________________________. 502292v2 JJT SH155-23 CITY OF SHAKOPEE Monthl Financial Reort yp YTDDecembeYTDBudgetYTD r Di 201720172017BalancePercent2016 vis BudgetActualActualRemainingUsedActual io 01000 - GENERAL FUND EXPENDITURES: 11 - MAYOR & COUNCIL(197,900)(495)(165,005)(32,895)83%(171,877) 12 - ADMINISTRATION(1,707,000)(49,017)(1,508,783)(198,217)88%(1,430,285) 13 - CITY CLERK(318,000)(8,324)(276,413)(41,587)87%(327,235) 15 - FINANCE(1,207,900)(25,115)(1,136,369)(71,531)94%(1,194,485) 17 - COMMUNITY DEVELOPMENT(586,800)(16,506)(600,353)13,553102%(470,494) 18 - FACILITIES(384,800)(20,603)(363,630)(21,170)94%(370,741) 31 - POLICE DEPARTMENT(7,980,000)(259,112)(7,371,491)(608,509)92%(7,795,471) 32 - FIRE(2,160,400)(32,009)(1,956,241)(204,159)91%(2,112,184) 33 - INSPECTION-BLDG-PLMBG-HTG(796,200)(29,896)(775,433)(20,767)97%(715,667) 41 - ENGINEERING(786,200)(19,423)(600,969)(185,231)76%(607,934) 42 - STREET MAINTENANCE(2,151,100)(37,159)(1,962,709)(188,391)91%(2,004,914) 44 - FLEET(435,000)(11,657)(387,084)(47,916)89%(448,324) 46 - PARK MAINTENANCE(1,936,300)(38,479)(1,728,739)(207,561)89%(1,601,390) 66 - NATURAL RESOURCES(198,000)(2,237)(170,421)(27,579)86%(178,269) 67 - RECREATION(3,190,000)(106,566)(2,895,146)(294,854)91%(2,452,508) 91 - UNALLOCATED(217,600)(48)(33,811)(183,789)16%(34,836) TOTAL EXPENDITURES(24,253,200)(656,646)(21,932,598)(2,320,602)90%(21,916,613) Key Varies more than 10% than budget positively Varies more than 10% than budget negatively Within 10% of budget FundstransferredelectronicallyDecember6,2017toDecember20,2017 PAYROLL $ 284,482.71 FIT/FICA90,505.01$ STATEINCOMETAX18,757.80$ PERA88,837.86$ HEALTHCARESAVINGS9,000.77$ HEALTHSAVINGSACC T $5,916.24 NATIONWIDEDEFCOMP13,300.76$ ICMADEFERREDCOMP1,557.14$ MSRS3,654.77$ FSA1,742.94$ MNWAGELEVY$ Total517,756.00$