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Home My WebLink About08/29/1995 TENTATIVE AGENDA SHAKOPEE, MINNESOTA COMMITTEE OF THE WHOLE AUGUST 29, 1995 LOCATION: City Hall, 129 Holmes Street South Mayor Gary Laurent presiding 1] Roll Call at 5:00 P.M. 2] Approval of Minutes of July 24th, and August 16th, 1995 3] Community Policing 4] 1996 Budget Items 5) Other business: a] Select a date for a joint meeting with the townships b] 6) Adjourn Dennis R. Kraft City Administrator OFFICIAL PROCEEDINGS OF THE SHAKOPEE CITY COUNCIL COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA AUGUST 16, 1995 Mayor Laurent called the meeting to order at 4:30 P.M. with Councilmembers Brekke, Beard (at 4:54 P.M.), Sweeney, and Lynch present. Also present: Dennis R. Kraft, City Administrator; Barry Stock, Assistant City Administrator; Judith S. Cox, City Clerk; Paul Bilotta, Acting City Planner; Bruce Loney, Public Works Director/City Engineer; and Gregg Voxland, Finance Director. Lynch/Sweeney moved to approve the Minutes of July 31, 1995. Motion carried unanimously. The issue of what activities are to be included in the Civic Center operating fund was raised. Mr. Voxland stated that the auditors suggested taking all of the recreation activities, including the swimming pool, out of the general fund and placing them into an enterprise fund. He said that this would more clearly show the costs for recreation activities. Discussion followed. Brekke/Lynch moved to recommend to City Council that they include in the budget an enterprise recreation fund budget in a separate enterprise fund, including the swimming pool. Motion carried unanimously. Discussion ensued regarding the assessments for public improvements against land owned by the City. Mr. Voxland explained that assessments against City owned land are growing and stated that Council will need to decide how they want to pay for them: out of the Capital Improvement Fund (CIF), General Fund using tax levy, or from the general fund balance. Councilor Sweeney noted that the projected improvement costs for the next five years, as contained in Mr. Voxland's memo, amounts to approximately $160,000 per year for the next five years. Councilor Beard arrived and took his seat at 4:54 P.M. Councilor Sweeney asked staff to prepare a model running the assessment costs out over 10 years. Mr. Voxland explained how the City utilizes funds it receives for state aid projects. He said that sometimes the City receives "surplus" state aid on an improvement project. He said that the City assesses the project as if there were no State Aid. First the State Aid is used to pay for project costs then it is used to pay the debt service on the project. If there is any money left then it is put into the Capital Improvement Fund (CIF). Sometimes it is used to reduce the debt service tax levy. Mr. Voxland stated that there is no formal policy and asked City Council if they wished to make any changes to this procedure. There was a consensus to continue with this practice. Discussion ensued on a letter received by Mr. Kraft from Mr. Cunningham, Scott County Administrator, regarding possible ways the City can assist the County in coming to a decision on a site location for a new county justice facility. Official Proceedings of the August 16, 1995 Shakopee City Council (COW) Page -2- 1. Waive all permits and other fees. Mr. Stock stated that if the City only charged for the SAC, WAC, and Surcharge fees, the building permit could be reduced to about $100,000. No consensus was reached by the City Council, but they indicated that they were open to consider the request. 2. Closing of Atwood and Fuller Streets or offsetting the cost of a skyway across Fuller. No consensus was reached by the City Council, but they indicated that they were open to considering the vacation of Atwood and 4th Avenue and they were open to air rights and underground rights for Atwood, Fuller, and 4th Avenue. 3. Underwrite the demolition costs for the St. Francis building. Council acknowledged that they can not use economic development funds for this purpose. 4. Assist with off-site parking. Council pointed out that the County can also utilize eminent domain in acquiring the necessary property. 5. Waive parking requirements and/or provide a variance. Consensus of Councilmembers that they would be open to take a look at this item. 6. Provide a variance on the building height requirements. Consensus of Councilmembers that they would be open to consider a request. It would have to go through the Board of Adjustment and Appeals. 7. Provide financial assistance through TIF or other economic development incentives. This would have to be checked into. Mr. Kraft pointed out that the Scott County HRA could also do a TIF project for them. Councilmembers indicated an interest in working with the County. 8. Moving city offices to a new building site and paying for a portion of the construction. Councilmembers felt that it was to late to participate in this manner since the City moved into its current location only two years ago and it appears that it will adequately house city offices for sometime to come. Mr. Loney provided Councilmembers with a complete copy of the City's draft Stormwater Management Plan. Mr. Kraft appraised the Council that the county's computer was programmed in error and that the City has not been receiving the revenue it should have when a defendant pleads guilty. He said that we may be getting some $10,000 plus. M or Laur nt jou ed the meeting at 5:54 P.M. it S. Cox, ity CI - Recording Secretary OFFICIAL PROCEEDINGS OF THE SHAKOPEE CITY COUNCIL COMMITTEE OF THE WHOLE SHAKOPEE, MINNESOTA JULY 24, 1995 Mayor Laurent called the meeting to order at 4:00 p.m. with Cncl. Brekke, Beard (arrived late) , Sweeney, and Lynch present. Also present: Barry Stock, Assistant City Administrator; Greg Voxland, Finance Director; Judith S. Cox, City Clerk; Bruce Loney, Public Works Director/City Engineer; Paul Bilotta, Acting Planning Director; and Tom Steininger, Chief of Police. Sweeney/Lynch moved to approve the Minutes of June 19th and 26th, 1995. Motion carried unanimously. Dennis Kraft presented an overview of the 1996 budget process, going over the Truth in Taxation schedule for 1995 and noting the various dates identified. Information relating to a House Research Simulation which projects the 1995 property tax and compares it with the projected 1996 taxes was distributed to Councilmembers by Mr. Kraft. He identified key points contained in the document. Overall, it is estimated that property taxes will increase state-wide by 5. 6% from 1995-1996. The projected increase in the Metro area is 5.2%. Outstate Minnesota is 6. 3%. Increases will be uniform across the various property types. Mr. Kraft went on to explained that the effective tax rates for Scott County are projected to increase from 2 . 04% to 2.06%, compared to the Metro average of 1.79% and Non Metro of 1.46%. Overall, the Metro effective tax rate is higher than outstate. Scott/Carver Counties are higher than other Counties in the 7 County Metro Area. Mr. Kraft stated that because there is no longer an H.R.A. in Shakopee that the Scott County H.R.A. is intending to extend their tax levy into the City of Shakopee. Staff will research whether the existence of an EDA would preclude the extension of the levy, whether it is possible to have both an H.R.A. and an E.D.A, whether it is possible to change back to an H.R.A. , whether changing back to an H.R.A. before December 31, 1995 would prevent the County H.R.A. levy, and how much Scott County H.R.A. spends in Shakopee. Paul Bilotta stated that a City may have both an E.D.A. and an H.R.A. , and that the E.D.A. has the powers of the E.D.A. and the full powers of the H.R.A. He explained that the E.D.A. may have its own levy and may levy the H.R.A. levy on top of the E.D.A. levy because it has full powers of the H.R.A. , there could also be a separate H.R.A. levy. A discussion relating to the capture of taxes from increases in property value that were not the result of an across the board increase ensued. Official Proceedings of the July 24, 1995 Shakopee City Council (COW) Page -2- Discussion ensued regarding the park and service programs, the debt service levy, and the most common complaints received. Barry Stock stated that he is proposing a re-organization of the recreation department which would create all new positions. The offices of recreation department would relocate to Civic Center creating a new position to be called the recreation superintendent. The recreation superintendent would be responsible for the Civic Center as well as making sure the recreation department issues are taken care of on a daily basis. An arena coordinator would be responsible for making sure the arena is staffed, supervised, and scheduled. The Recreation Programmer would replace the Recreation Asst. The Facility Scheduler would also act as a Customer Service Representative at the Civic Center front desk. This person would answer phones, collect receipts from registrations for memberships and daily admissions. An Intern would be necessary to pick up the slack in the summer time. These would all be full-time positions with the exception of the intern. The duties of the Recreation Superintendent would include the day to day management and coordination of the facility, recreation programs management, and act as a liaison between associations. The Arena Coordinator is necessary as the arena will have a different schedule and will require more coordination with changing schedules, special events, open skating, tournaments, concessions, skate sharpening, and resurfacing ice every hour. In the off season the Arena Coordinator would perform Recreation programming responsibilities. Mr. Stock stated that he would get detailed job descriptions for these positions. The Recreation Superintendent and the Arena Coordinator are positions that require someone with some operational background that could handle mechanical failures etc. , as well as basic administrative experience to handle the amount of scheduling involved and the staffing of the facility. The Recreation Superintendent would be the supervisor of the whole facility, the Arena Coordinator might have different hours but will also be able to handle emergencies, equipment failures etc. It was suggested to obtain bid proposals for a private enterprise to run the Civic Center. Currently there are two custodians taking care of all city buildings. Mr. Stock proposed creating a building maintenance worker position, eliminating a custodial position and to contract out for service for the public works building, Civic Center and Official Proceedings of the July 24, 1995 Shakopee City Council (COW) Page -3- perhaps the library. He suggested that the fire station personnel take care of their building themselves. Mr. Stock stated that the need for a person to handle the day to day basic maintenance issues is necessary. While the building permit numbers are down the valuation of permits is up about 35%. which means larger projects that will require more plan review. Mr. Stock proposed adding a full-time position in the building department and stated that this is a level of service question. Mr. Stock explained that prior to opening of the Civic Center the superintendent position needs to be hired to help with purchasing furniture and fixtures. He stated that he would like to come back to City Council with a budget amendment for 1995 to do a reorganization within the next two months so he can advertise the position in September so that person can be in place by October 15, allowing a month before the Ice Arena opens. Sweeney/Lynch moved to direct staff to prepare the appropriate documents for the next council meeting for job description and budget amendment for hiring a recreation superintendent, Motion carried unanimously. Sweeney/Lynch moved to direct staff to prepare a budget amendment to obtain requests for proposals to handle furniture and fixture proposals. Motion carried unanimously. Paul Bilotta explained that there are seven professional positions and a planning intern. Due to a large number of vacancies they are currently looking to find a more efficient way of operating. One problem with staffing is that many jobs tend to be peak related. Another problem is overfilling of positions. There are many jobs that could be handled by an entry level person. He stated that they are looking for more flexibility and lower level positions to adjust the work tasks across the various positions as peaks occur. One solution to this would be to combine the Community Development Director to perform at 50% Economic Development Activities and 50% Planning Management. There would be one entry level position dealing with Economic Development as the primary responsibility but also spill over into planning tasks in peak time periods. Planner 2 and Planner 1 would be more integrated , both doing current and long range planning. Planner 2 would be a mid level range that could fill in when the Community Development Director is absent. We would also bring in a planning intern. • Official Proceedings of the July 24, 1995 Shakopee City Council (COW) Page -4- Mr. Stock explained that they are looking to eliminate and prioritize the MIS position. The idea is to have technical information from an outside consultant to increase basic knowledge in departments so they can handle training and first line trouble shooting. One to three System Administrative persons are needed to deal with basic tasks approximately one hour a week. They would be responsible for training new employees and basic issues on Novell Network. Sweeney/Brekke moved direct staff to prepare a budget amendment that eliminates the MIS Coordinator Position effective August 2, 1995. Motion carried unanimously. Sweeney/Brekke moved to direct staff to prepare the budget amendment to allow the request for proposals for the computer consultant services. Motion carried unanimously. It was the consensus of Council to authorize the re-organization of the community development/planning department. Chief Steininger stated that there are no plans for new staff next year. They will be looking at gradual reorganization. He presented a draft copy of the proposed strategic plan. He explained that statements of purpose, values, and the vision for the future are . critical issues that will be the department's focus for the next five years. He stated that this is not complete as it should reflect input from the City Council and other units of the government and the community. He added that it is appropriate to solicit input from the community and develop support for the plan. Chief Steininger stated that in refocusing service levels the plan has six critical issues to be the main focus for the next five years. The Community will help prioritize the issues. The goal is to maintain acceptable levels of service into the 21st century with a minimum increase in cost. One element of the plan is Community Policing. Three main points: 1. Widely used with no regard for its substance. The community assists in defining future police priorities and allocating resources. 2. The two core components: The first is community partnership; adopting a policing perspective that exceeds standard law enforcement emphasis. The second is problem solving; identifying root causes of problems that lead to repeat calls for service. Official Proceedings of the July 24, 1995 Shakopee City Council (COW) Page -5- 3 . What community policing is not: It does not imply that police are no longer in authority or primary duty of preserving law and order is subordinated. Chief Steininger outlined the Objectives: 1) Reduce crime and disorder by examining characteristics of problems in neighborhoods and applying appropriate problem solving remedies. 2) Increase effectiveness by attacking the root causes of incidents that consume patrol and investigative time. 3) Rely on officers creativity and expertise to solve problems and develop innovative solutions. 4) Obtain closer involvement with the public. It is the police departments intent to participate with Committee of the Whole to get feed back about what they want to accomplish. Chief Steininger stated that he would like to meet in August and be running in September. Discussion ensued regarding customer service and the phone system, and levels of satisfaction with the City's phone system. Councilmembers expressed their liking of having someone answering the phones as opposed to customers hearing a voice message. Discussion regarding a way to monitor complaints ensued. Mr. Kraft explained that the phone system has additional features that we aren't using that could be implemented for about $1,500. Bruce Loney spoke on the Assessment Policy and stated that 25% of street reconstruction improvements are currently assessed. He explained that the results of the survey by Woodbury were inconclusive as many cities do not have the reconstruction projects Shakopee has. The bottom line is the benefit based on each project. Discussion regarding proof of benefit ensued. Mr. Stock asked if Council wanted to meet with the townships on the budget. Consensus was yes. Mayor Laurent adjourned the meeting at 6:45 p.m..i IIIith S. Cox . ..a j. Oei4. ty Clerk Esther TenEyck Recording Secretary 3 TO: Dennis R. Kraft, City Administrator FROM: Tom Steininger, Chief of Police SUBJECT: Community Policing Resolution DATE: 08 23 95 INTRODUCTION: Council is requested to pass a resolution supporting the adoption of a community policing strategy by the Shakopee Police Department. BACKGROUND: Last month, Council received a draft copy of the Strategic Plan being developed by the Police Department. In this plan, six issues which will be the main focus of the department over the next five years are identified. Development of a strong police-community partnership and problem solving are included among them. Developing a partnership between the community and the police means adopting a policing perspective that exceeds the standard law enforcement emphasis. This perspective stresses developing positive relationships with the community. When combined with problem solving (ie. the process through which specific concerns of the community are identified and through which the most appropriate remedies to abate them are found) , it has been labeled community policing. Community policing includes involving the community in the quest for better crime control and prevention, committing resources to address the most urgent concerns of the community and seeking long term cooperation from community members to promote public safety and security. In community policing, the police become an integral part of the community culture and the community assists in determining police priorities. Community policing does not imply that the police are no longer in authority or that the primary duty of preserving law and order is subordinated; it is an approach which makes it easier for citizens to bring problems which concern them to the attention of the police. Once informed of these concerns, the police work with community members to address them. At the same time, citizens are encouraged to assist in solving problems that are a concern to the police. By getting them involved in this manner, the police will have more resources for crime prevention activities and should be able to move away from repeatedly being forced into after-the- fact responses to crime. Community policing is an evolutionary, rather than a revolutionary idea. Since the late '70 's, it has cropped up as a police strategy under various names including team policing, problem oriented policing and community oriented policing. The common element in these endeavors was the attempt to enhance communication between police officers and members of the communities they served usually by encouraging officers to get out of their cars and spend time walking around neighborhoods. The popularity of community policing has led to widespread use of the term regard for its substance. Although community policing can legitimately mean something different to different cities, in many cases, police officials adopt the label for the positive images it evokes but do not invest in the concept itself. Community policing is not a program or series of programs, it is a philosophy which recognizes that the police and the public share responsibility for public safety. For this reason, it can be molded into specific applications on a variety of scales. Some objectives of community policing are: 1. To unite the police and the community in problem solving by actively soliciting the concerns and suggestions of community groups, residents, leaders, and local government officials. 2. To cause community concerns with crime and disorder to become the target of efforts by the police and the community working together. 3 . To reduce crime and disorder by carefully examining the characteristics of problems in neighborhoods and applying appropriate problem solving remedies. 4 . To increase police effectiveness by attacking the root causes of incidents that consume patrol and investigative time, by educating the community to what the police can and can not do, by evaluating existing delivery of police services, by relying more heavily on the expertise and creativity of our officers and by moving problem solving to the lowest possible level in the community. 5. To re-evaluate the role of the police officer in the community and explore new ways to protect and enhance the lives of people in the community. This will be especially important when the growth which is expected to take place in the City causes the demand for public services to grow faster than the income with which to pay for them. Implementation of community policing can be reasonably expected to yield the following results: i. Community policing will provide an organized format within which communication and problem solving can take place. 2 . More effective crime prevention efforts should elevate the level of safety and security enjoyed by the community. 3 . Community policing will provide the public better access to police managers and greater input into establishing the focus of the department. 4. Enhanced communication about what the police do and how it is done will make the police more accountable to the public. 5. Calls for service will increase as the police reach out to the community then stabilize. Shakopee has already had an increase and probably won't see as sharp a rise as many communities. 6. Continuous interaction with the community will diversify police response to problems. 7. When citizens see the police as more responsive, other branches of city government may be expected to adopt similar philosophies. Implementation strategy: 1. Have department meetings to discuss the concept. 2. Train key people to serve as coordinators. 3 . Obtain a resolution from Council supporting adoption and implementation of a community policing philosophy. 4. Have a mandatory department meeting to share and discuss the resolution and the future. 5. Involve interested department personnel in development of a strategic plan. 6. Identify outreach programs - ie. Neighborhood Watch. 7. Identify and train interested personnel in program development. 8. Identify communities of interest. 9. Initiate implementation. 10. Establish evaluation criteria. 11. Identify methods of maintenance. 12 . Identify and establish internal and external reward systems. 13 . Involve other city and county departments. ALTERNATIVES: 1. Adopt a resolution supporting community policing. 2 . Do not adopt a resolution supporting community policing. RECOMMENDATION: Alternative #1. ACTION REQUESTED: Adopt Resolution #4282 supporting the adoption of a community policing philosophy by the Shakopee Police Department. RESOLUTION NO. 4282 A RESOLUTION OF THE CITY OF SHAKOPEE, MINNESOTA, ADOPTING A COMMUNITY POLICING PHILOSOPHY. WHEREAS, the City Council recognizes the interdependence of and shared responsibility between the police and the community; and WHEREAS, the Shakopee Police Department is dedicated to the maintenance and further development of a partnership with the community; and WHEREAS, community growth may inhibit the maintenance and further development of this partnership; and WHEREAS, the importance of the partnership increases proportionately with community growth; and WHEREAS, the philosophy supporting community policing is consistent with the City Council' s expectations of the police department; and WHEREAS, community policing will enable the police department to better serve the citizens of Shakopee. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SHAKOPEE, MINNESOTA, AS FOLLOWS: that the City Council hereby endorses the adoption of a community policing philosophy by the Shakopee Police Department. Passed in session of the City Council of the City of Shakopee, Minnesota, held this day of , 1995. Mayor of the City of Shakopee Attest : City Clerk Approved as to form: ✓y% City Attorney [22RES] If TO: Dennis R. Kraft, City Administrator FROM: Gregg Voxland, Finance Director SUBJ: 1996 Budget Items DATE: August 23, 1995 Attached are several items concerning the 1996 budget for discussion at the August 29 C.O.W. Council meeting. 1 . City Assessments . This is the chart requested at the last budget meeting and projects the costs of letting the assessments on city property run on the taxes over 10 years. The question is whether to pay off the assessments versus letting them run over ten years, and whether to pay from the General Fund or the CIF. If the choice is paying the assessments off with cash on hand, the interest cost of letting the assessments run on the taxes is not a serious factor for consideration due to the offset of interest earnings on the cash on hand. The Public Works Director is working on projections for assessments on city property for the five year period following the current five year CIP. 2 . General Fund summary. This provides the overview of the status of the general fund budget . Recreation and pool divisions (expenditures and revenues) have been moved to an enterprise fund for 1996 . 3 . General Fund Revenues . The main question here is the size of the tax levy which is reviewed in detail later. Otherwise, are there are other refinements to other revenue budget line items? 4 . General Fund proposed 1996 expenditurebudget by major categories within divisions. 5 . Budgeted positions chart for personnel . The 1996 budget includes an increase of 3 fire fighters and the addition of a building inspection technician. Between Administration and Community Development there is a decrease of one position (MIS) . 6 . Tax levy calculations. The most important piece of data for this calculation in the taxable tax capacity for 1996 for Shakopee. This number is not available from the county yet . 7 . Debt service levies. Which will Council consent to cancel? 1986B Improvement has sufficient cash on hand to make debt service payments. The is no need to make the final levy and it should be canceled as a debt service levy. 1990A Improvement has 6 levy years to go. It has sufficient funding that 3 or 4 of the 6 levies should be canceled as debt service levies. Council has already reviewed canceling the final year levy to cut the peak off of the debt service levies in the CIP levy projections . Due to cash on hand, the pay 1996 levy should be canceled. 1991A Improvement appears to running short of funding. The pay 1996 levy should be made and subsequent years levies should be increased by perhaps $20, 000 per year. Without analysis, the short fall probably stems from the Second Ave project . 1992A Improvement appears to have sufficient funding that all remaining levies should be canceled annually. 1993B Improvement is to new to cancel the levy. 1995A Improvement levy is a guess and the bond issue structure and necessary levy is being developed by Springsted. It is expected that Council will be asked to act on 9/5/95 to set the sale for the bond issue. 8 . Disposition of 12/31/94 General Fund - Fund Balance over the target . There is currently (from 12/31/94) about $400, 000 of undesignated unreserved fund balance that is over and above the target level set by Council . Previously, the auditors have cautioned against having too large a fund balance due to potential state actions to reduce aids because of larger than necessary fund balance levels in the cities. The auditors have changed their position to considering having larger fund balance levels to create a cushion against decreasing state aids. The possible decrease in aids is resulting from the state' s budget problems as opposed reductions because of large city fund balances. The future target fund balance level will be smaller due to removal of the recreation and pool divisions from the General Fund. 9 . 1995/96 tax levy public hearing dates. Suggested hearing dates are 11/29 or 12/6 for the public hearing and the following Wednesday in each case for the continuation hearing if needed. The subsequent hearing to actually adopt the levy and budget can then be held on the regular meeting night of 12/19 . CO CO 10 10 S CO O 01 01 O l0 CO V• V' 0 N 414 U1 41 H H H S O n N O N CO 10 w n tO 01 N ri 01 01 CO CO ri O 0 O 01 N N 01 V. VN b 10 M 0 0 N M 14 M V. V. ri tO UI ri H N V. 10 o M M NO n O n n 01 10 CO M ri 0 111 10 O n ri N M 01 V' M 01 n n CO N ri M O 111 M CO U1 l0 rI 01 V. 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IA O )i a aP >, U1 11 M a% o Ut H 4J d' M tO 0 n N -el In to H O1 0 CO to 0 U1 U1 O1 01 to to t,' IA 01 M CO V1 N O N H 10 OJ 1-1 G: 0 01 U1 O)• U ;-13 n H 0 tal 0�J J0.) H In N N .0.s O) a a N UPJ a) U U o: ( b1 a) 1i b N b1 b1 b1 43 0 O 03 Id U 0 -0.-1 ..-0t 0 -.-1 -H G) I-I H riH n >. to U • )i )i E {i Ij 0 ..-1 CO 0. > > > 8 › 0 CITY OF SHAKOPEE 1996 GENERAL FUND BUDGET SUMMARY 1990 1991 1992 1993 1994 Actual Actual Actual Actual Actual Revenue Taxes $1,804,670 $2,063,997 $2,215,861 $2,690,777 $2,951,832 Special Assessments 0 0 0 0 0 Licenses and Permits 354,223 291,096 336,794 481,992 410,992 Intergovernmental 751,911 569,039 634,990 781,224 831,072 Charges for Service 803,778 965,418 966,139 1,277,803 781,002 Fines and Forfeits 60,788 51,449 63,644 63,773 64,914 Miscellaneous 161,042 224,181 277,719 238,984 199,290 Total Revenue 3,936,412 4,165,180 4,495,147 5,534,553 5,239,102 Expenditures General Government 934,319 974,375 1,169,460 1,199,244 1,291,772 Public Safety 1,421,359 1,413,191 1,695,577 1,599,182 2,389,753 Public Works 1,425,231 1,430,539 1,533,166 1,694,055 1,017,678 Recreation 335,212 488,797 531,528 635,077 641,707 Miscellaneous 54,930 45,586 43,178 40,040 29,150 Total Expenditures 4,171,051 4,352,488 4,972,909 5,167,598 5,370,060 Excess (deficiency) Revenues over Expenditures (234,639) (187,308) (477,762) 366,955 (130,958) Other Sources 546,959 716,424 742,646 572,905 1,035,558 Other Uses (655,520) (552,000) (1,102,265) (242,654) Excess (deficiency) Revenues & Other Sources Over Expenditures & Other Uses ($343,200) $529,116 ($287,116) ($162,405) $661,946 Residual Equity Transfer 87,752 Fund Balance December 31 $1,337,503 $1,866,619 $1,667,255 $1,565,800 $2,227,746 Expenditure projections for 1997 through 2000 assumes a 4%increase each year. Revenues and Expenditures for the Pool and Park&Rec.divisions are budgeted in the Recreation(Enterprise)Fund starting in 1996. S 1995 1996 1997 1998 1999 2000 Estimate Estimate Estimate Estimate Estimate Estimate $2,854,504 $3,004,950 $3,163,547 $3,346,040 $3,539,192 $3,743,702 0 0 0 0 0 0 444,600 454,100 461,600 466,600 471,600 476,600 821,250 860,074 861,074 837,075 838,075 839,075 749,560 574,040 596,030 602,830 615,810 622,990 64,000 65,000 66,000 67,000 68,000 69,000 141,350 150,000 150,000 150,000 150,000 150,000 5,075,264 5,108,164 5,298,251 5,469,545 5,682,677 5,901,367 1,536,770 1,589,500 1,653,080 1,719,203 1,787,971 1,859,490 2,098,670 2,259,000 2,349,360 2,443,334 2,541,068 2,642,710 1,228,400 1,302,130 1,354,215 1,408,384 1,464,719 1,523,308 668,580 304,660 316,846 329,520 342,701 356,409 136,000 436,340 453,794 471,945 490,823 510,456 5,668,420 5,891,630 6,127,295 6,372,387 6,627,282 6,892,374 (593,156) (783,466) (829,044) (902,842) (944,605) (991,007) 624,384 800,000 824,000 848,720 874,182 900,407 0 0 0 0 0 $31,228 $16,534 ($5,044) ($54,122) ($70,423) ($90,600) $2,258,974 $2,275,508 $2,270,464 $2,216,342 $2,145,918 $2,055,319 1996 GENERAL FUND BUDGET- REVENUES 1990 . 1991 1992 1993 1994 1995 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL YTD 6/30 Taxes Current Ad Valorem $1,558,340 $ 1,745,270 $ 1,843,792 $ 2,298,852 $ 2,532,961 $ 1,289,068 Fiscal Disparities 174,849 239,916 286,325 301,900 319,487 145,874 Lodging Tax 71,481 78,811 85,744 90,025 99,384 31,956 Total Taxes 1,804,670 2,063,997 2,215,861 2,690,777 2,951,832 1,466,898 Special Assessment Licenses & Permits Cable Franchise 27,858 25,800 34,732 48,789 40,680 10,496 Track Franchise 48,328 31,108 13,610 - Liquor Licenses 67,461 69,430 64,187 57,574 60,545 61,567 Beer Licenses 4,778 4,150 5,156 4,697 9,077 3,806 Cigarette licenses 521 799 555 535 645 80 Misc. Business Permits 281 1,686 1,210 2,455 5,108 1,211 Building Permits 130,593 111,528 157,440 256,132 201,983 140,904 Plumbing Permits 25,138 13,918 19,040 41,536 31,123 15,167 Mechanical Permits 17,819 5,388 9,648 23,975 26,372 4,599 Electric Permits 23,379 17,187 21,827 31,722 24,374 10,848 Septic Permits 563 600 938 1,200 1,500 651 Sewer Permits 2,115 2,861 3,672 6,134 5,253 1,050 Street Opening Permits 2,220 6,340 4,523 6,900 3,725 975 Housing 2,320 Dog Licenses 305 300 256 258 286 217 Misc. Non-Bus. Lic. 544 2 85 321 4 Total Lic. & Permits 354,223 291,096 336,794 481,992 410,992 251,575 Intergovernmental Grants 319 1,590 - Local Government Aid 251,738 154,328 155,092 147,216 158,842 - HACA 395,085 303,408 347,980 417,747 450,363 - Mobile Home 475 928 - 634 593 79 Police Training 7,820 6,443 5,933 6,379 5,911 - State Hwy Maint Aid 18,165 18,165 18,165 103,164 101,085 22,915 Police State Aid 71,696 76,124 89,385 89,686 98,471 - Aggregate Tax 6,613 8,052 13,362 11,010 15,807 5,865 Grants- Other Govts - 5,073 5,388 - Total Intergovernmental 751,911 569,039 634,990 781,224 831,072 28,859 Charges for Service Administrative Fee 32,960 55,896 89 63,846 29,582 9,985 Plan Check 49,641 61,073 87,367 134,895 108,917 75,558 Sale of Documents 2,356 4,008 3,644 7,256 9,354 5,818 Assessment Search 1,690 2,194 5,210 5,850 4,010 1,494 Release of Dev. Agreement 38 515 470 490 224 Comprehensive Plan Fee 2,442 14,117 12,394 100 2,470 169 Land Division Administration 22,378 18,754 2,304 Land Use Administration 7,036 21,038 Misc. Police Services 6,692 29,399 46,677 14,256 4,734 3,395 Fire Calls & Contracts 27,444 16,476 20,036 27,115 29,748 16,281 Pound Fines & Fees 1,576 1,291 1,807 1,417 2,998 700 Valleyfair 9,519 10,195 11,215 12,336 13,570 14,927 Snow Removal 472 12,596 5,039 5,878 6,228 - 7 1996 GENERAL FUND BUDGET- REVENUES 1990 1991 1992 1993 1994 1995 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL YTD 6/30 Street Repair - 875 - Public Works Rentals 547 736 440 751 - Misc. Public Works 932 3,117 6,864 7,538 8,194 4,352 Engineering Services 151,619 150,175 126,788 308,966 375,527 137,453 Engineering Grade Fee 3,253 2,118 3,370 3,399 2,850 1,020 Refuse Disposal 348,213 421,065 474,705 497,963 - Refuse Coupons 30,573 32,240 140 13,298 - Season Tickets-Pool 16,524 17,743 18,717 16,207 21,260 22,220 Admissions-Pool 19,921 20,347 18,655 22,027 24,902 10,456 Swim Lessons 9,728 10,807 9,914 7,649 9,349 7,498 Water Slide 13,993 11,105 9,468 9,227 - - Youth Activities 34,893 38,626 45,527 41,167 42,718 18,162 Adult Activities 24,717 39,261 41,645 35,127 34,988 14,790 Concessions 11,297 9,725 9,139 10,796 11,268 2,819 Non Resident Fee 2,776 1,071 2,595 70 2,365 1,752 Township Contributions - 4,179 4,179 4,179 7,508 Other Recreation Fees 3,642 4,636 3,863 Total Charges for Svs. 803,778 965,418 966,139 1,277,803 781,002 383,786 Fines and Forfeits Court Fines 60,788 51,449 63,644 63,773 64,914 27,022 Miscellaneous Miscellaneous 34,487 42,905 38,307 50,177 52,267 99,368 Interest 124,505 114,560 152,364 168,411 129,718 5,262 Rent 2,000 51,704 80,543 13,629 15,670 14,207 Contributions 50 15,011 6,505 6,768 1,635 975 Total Miscellaneous 161,042 224,180 277,719 238,985 199,290 119,812 Total Revenues 3,936,412 4,165,180 4,495,147 5,534,554 5,239,102 2,277,952 Other Sources Sale Of Assets 307,082 3,106 2,059 Capital Equipment 265,855 124,149 464,617 290,318 747,302 - SPUC Contribution 281,104 285,193 278,029 279,481 286,197 475,116 Total Other Sources 546,959 716,424 742,646 572,905 1,035,558 475,116 Grand Total $4,483,371 $4,881,604 $5,237,793 $6,107,459 $6,274,660 $2,753,068 9 1996 GENERAL FUND BUDGET - REVENUES 1995 • 1996 1997 1998 1999 2000 EST. EST. EST. EST. EST. EST. Taxes Current Ad Valorem $ 2,479,194 $ 2,609,950 $ 2,766,547 $2,932,540 $ 3,108,492 $ 3,295,002 Fiscal Disparities 280,610 290,000 290,000 304,500 319,700 335,700 Lodging Tax 94,700 105,000 107,000 109,000 111,000 113,000 Total Taxes 2,854,504 3,004,950 3,163,547 3,346,040 3,539,192 3,743,702 Special Assessment Licenses & Permits Cable Franchise 40,000 42,000 43,000 44,000 45,000 46,000 Track Franchise 10,000 10,000 10,000 10,000 10,000 10,000 Liquor Licenses 66,000 66,000 66,000 66,000 66,000 66,000 Beer Licenses 5,000 5,000 5,000 5,000 5,000 5,000 Cigarette licenses 800 3,300 3,300 3,300 3,300 3,300 Misc. Business Permits 2,500 2,500 2,500 2,500 2,500 2,500 Building Permits 230,000 232,000 234,000 236,000 238,000 240,000 Plumbing Permits 35,000 36,000 37,000 38,000 39,000 40,000 Mechanical Permits 20,000 21,000 22,000 23,000 24,000 25,000 Electric Permits 27,500 27,500 30,000 30,000 30,000 30,000 Septic Permits 1,500 500 500 500 500 500 Sewer Permits 3,000 3,000 3,000 3,000 3,000 3,000 Street Opening Permits 3,000 5,000 5,000 5,000 5,000 5,000 Housing Dog Licenses 300 300 300 300 300 300 Misc. Non-Bus. Lic. - - - - - - Total Lic. & Permits 444,600 454,100 461,600 466,600 471,600 476,600 Intergovernmental Grants 24,999 24,999 Local Government Aid 150,865 177,610 177,610 177,610 177,610 177,610 HACA 456,585 433,665 433,665 433,665 433,665 433,665 Mobile Home 800 800 800 800 800 800 Police Training 7,000 8,000 8,000 8,000 8,000 8,000 State Hwy Maint Aid 105,000 102,000 103,000 104,000 105,000 106,000 Police State Aid 90,000 98,000 98,000 98,000 98,000 98,000 Aggregate Tax 11,000 15,000 15,000 15,000 15,000 15,000 Grants- Other Govts Total Intergovernmental 821,250 860,074 861,074 837,075 838,075 839,075 Charges for Service Administrative Fee 40,000 35,000 35,000 35,000 35,000 35,000 Plan Check 120,000 120,000 130,000 130,000 135,000 135,000 Sale of Documents 8,000 9,500 9,500 9,500 9,500 9,500 Assessment Search 5,000 5,000 5,000 5,000 5,000 5,000 Release of Dev. Agreeme 400 400 400 400 400 400 Comprehensive Plan Fee 3,000 250 250 250 250 250 Land Division Administrati 10,500 5,000 6,000 6,000 7,000 7,000 Land Use Administration 11,000 7,000 7,000 7,000 7,000 7,000 Misc. Police Services Fire Calls & Contracts 40,000 35,000 35,000 35,000 35,000 35,000 Pound Fines & Fees 1,400 1,400 1,400 1,400 1,400 1,400 Valleyfair 14,900 16,390 18,030 19,830 21,810 23,990 Snow Removal 5,500 5,500 5,500 5,500 5,500 5,500 9 1996 GENERAL FUND BUDGET- REVENUES 1995 . 1996 1997 1998 1999 2000 EST. EST. EST. EST. EST. EST. Street Repair Public Works Rentals 500 500 500 500 500 500 Misc. Public Works 5,500 5,500 5,500 5,500 5,500 5,500 Engineering Services 319,400 324,400 329,400 334,400 339,400 344,400 Engineering Grade Fee 3,200 3,200 3,200 3,200 3,200 3,200 Refuse Disposal Refuse Coupons Season Tickets-Pool 20,000 - - - - Admissions-Pool 23,000 Swim Lessons 9,500 - - - - Water Slide Youth Activities 46,900 - - - - Adult Activities 41,000 - - - - Concessions 10,700 - - - - Non Resident Fee 2,660 - - - - Township Contributions 4,000 4,350 4,350 4,350 4,350 Other Recreation Fees 3,500 - - - - Total Charges for Svs. 749,560 574,040 596,030 602,830 615,810 622,990 Fines and Forfeits Court Fines 64,000 65,000 66,000 67,000 68,000 69,000 Miscellaneous Miscellaneous 35,000 35,000 35,000 35,000 35,000 35,000 Interest 90,000 100,000 100,000 100,000 100,000 100,000 Rent 8,350 15,000 15,000 15,000 15,000 15,000 Contributions 8,000 - - - - Total Miscellaneous 141,350 150,000 150,000 150,000 150,000 150,000 Total Revenues 5,075,264 5,108,164 5,298,251 5,469,545 5,682,677 5,901,367 Other Sources Sale Of Assets Capital Equipment SPUC Contribution 624,384 800,000 824,000 848,720 874,182 900,407 Total Other Sources 624,384 800,000 824,000 848,720 874,182 900,407 Grand Total $5,699,648 $5,908,164 $6,122,251 $6,318,265 $6,556,859 $6,801,774 /0 General Fund Budget Sumnary by Division 1993 1994 1995 Y-T-D DEPARTMENT PROPOSED Division ACTUAL ACTUAL BUDGET 07/31/95 REQUEST BUDGET 001 -GENERAL FUND DIVISION 11 - MAYOR & COUNCIL 410 PERSONNEL SERVICES 32,357 31,695 36,050 15,346 33,190 33,190 420 SUPPLIES & SERVICES 23,849 20,239 33,400 14,095 49,900 49,900 TOTAL MAYOR & COUNCIL DIVISION 56,206 51,934 69,450 29,441 83,090 83,090 DIVISION 12 - CITY ADMINISTRATOR 410 PERSONNEL SERVICES 147,136 145,131 158,640 77,949 151,690 151,690 420 SUPPLIES & SERVICES 50,389 51,731 60,000 15,617 63,800 63,800 450 CAPITAL EXPENDITURES 0 2,259 2,300 2,091 0 0 TOTAL CITY ADMINISTRATOR DIVISION 197,525 199,121 220,940 95,657 215,490 215,490 DIVISION 13 - CITY CLERK 410 PERSONNEL SERVICES 85,279 87,319 91,090 41,166 97,400 97,400 420 SUPPLIES & SERVICES 27,712 27,579 30,710 15,959 32,640 32,640 450 CAPITAL EXPENDITURES 0 0 2,670 2,091 0 0 480 EXPENSE CHARGED TO OTHER ACT -2,000 -2,000 -2,000 0 -2,000 -2,000 TOTAL CITY CLERK DIVISION 110,991 112,898 122,470 59,216 128,040 128,040 DIVISION 15 - FINANCE 410 PERSONNEL SERVICES 165,872 174,259 193,470 92,872 203,790 203,790 420 SUPPLIES & SERVICES 89,126 88,063 107,920 72,266 111,620 111,620 450 CAPITAL EXPENDITURES 0 9,059 8,000 5,708 0 0 480 EXPENSE CHARGED TO OTHER ACT -6,000 -6,000 -6,000 0 -6,000 -6,000 TOTAL FINANCE DIVISION 248,998 265,381 303,390 170,846 309,410 309,410 DIVISION 16 - LEGAL COUNSEL 410 PERSONNEL SERVICES 120,623 148,445 186,480 90,122 194,000 194,000 420 SUPPLIES & SERVICES 23,468 14,388 23,880 12,296 69,030 69,030 450 CAPITAL EXPENDITURES 2,238 0 3,730 0 0 0 480 EXPENSE CHARGED TO OTHER ACT -2,000 -2,000 -2,000 0 -2,000 -2,000 TOTAL LEGAL COUNSEL DIVISION 144,329 160,833 212,090 102,418 261,030 261,030 DIVISION 17 - PLANNING 410 PERSONNEL SERVICES 195,784 239,111 294,920 121,766 231,510 231,510 420 SUPPLIES & SERVICES 116,428 139,089 167,040 51,529 225,420 225,420 450 CAPITAL EXPENDITURES 2,173 7,193 6,470 0 7,000 7,000 480 EXPENSE CHARGED TO OTHER ACT -4,000 -4,000 -4,000 0 -4,000 -4,000 TOTAL PLANNING DIVISION 310,385 381,393 464,430 173,295 459,930 459,930 DIVISION 18 - GENERAL GOVERNMENT BUILDINGS 410 PERSONNEL SERVICES 40,582 43,380 48,780 22,995 38,560 38,560 420 SUPPLIES & SERVICES 90,233 76,831 99,340 40,736 93,950 93,950 TOTAL GENERAL GOVERNMENT BUILDINGS DIVISION 130,815 120,211 • 148,120 63,731 132,510 132,510 DIVISION 31 - POLICE 410 PERSONNEL SERVICES 1,157,631 1,183,332 1,264,250 618,703 1,347,110 1,347,110 420 SUPPLIES & SERVICES 140,507 145,287 203,547 100,680 219,390 219,390 450 CAPITAL EXPENDITURES 59,219 38,431 27,963 5,738 12,000 12,000 TOTAL POLICE DIVISION 1,357,357 1,367,050 1,495,760 725,121 1,578,500 1,578,500 General Fund Budget Summary by Division 1993 1994 1995 Y-T-D DEPARTMENT PROPOSED Division ACTUAL ACTUAL BUDGET 07/31/95 REQUEST BUDGET DIVISION 32 - FIRE 410 PERSONNEL SERVICES 126,964 148,701 167,280 33,087 197,870 197,870 420 SUPPLIES & SERVICES 98,697 101,386 228,460 103,658 253,700 253,700 450 CAPITAL EXPENDITURES 16,164 597,270 14,500 3,878 0 0 TOTAL FIRE DIVISION 241,825 847,357 410,240 140,623 451,570 451,570 DIVISION 33 - INSPECTION-BLDG-PLMBG-HTG 410 PERSONNEL SERVICES 120,314 138,840 156,390 70,710 178,820 178,820 420 SUPPLIES & SERVICES 31,507 36,504 41,390 20,839 46,610 46,610 450 CAPITAL EXPENDITURES 563 0 0 0 3,500 3,500 TOTAL INSPECTION-BLDG-PLMBG-HTG DIVISION 152,384 175,344 197,780 91,549 228,930 228,930 DIVISION 41 - ENGINEERING 410 PERSONNEL SERVICES 253,644 255,462 306,800 125,410 343,510 343,510 420 SUPPLIES & SERVICES 37,131 31,953 48,100 25,640 67,050 67,050 450 CAPITAL EXPENDITURES 563 20,856 8,200 5,491 5,200 5,200 480 EXPENSE CHARGED TO OTHER ACT -6,000 -6,000 -6,000 0 -6,000 -6,000 TOTAL ENGINEERING DIVISION 285,338 302,271 357,100 156,541 409,760 409,760 DIVISION 42 - STREET MAINTENANCE 410 PERSONNEL SERVICES 266,041 268,170 312,600 131,535 328,060 328,060 420 SUPPLIES & SERVICES 227,835 255,006 471,580 116,548 447,660 447,660 450 CAPITAL EXPENDITURES 122,354 3,111 0 0 0 0 TOTAL STREET MAINTENANCE DIVISION 616,230 526,287 784,180 248,083 775,720 775,720 DIVISION 44 - SHOP 410 PERSONNEL SERVICES 67,130 81,246 82,020 39,738 85,950 85,950 420 SUPPLIES & SERVICES 19,711 20,100 24,900 4,893 24,700 24,700 450 CAPITAL EXPENDITURES 42,632 87,779 5,200 1,896 6,000 6,000 TOTAL SHOP DIVISION 129,473 189,125 112,120 46,527 • 116,650 116,650 DIVISION 46 - PARK MAINTENANCE 410 PERSONNEL SERVICES 161,655 177,489 163,700 83,573 169,860 169,860 420 SUPPLIES & SERVICES 69,523 92,325 128,720 50,864 132,800 132,800 450 CAPITAL EXPENDITURES 62,599 30,015 0 0 2,000 2,000 TOTAL PARK MAINTENANCE DIVISION 293,777 299,829 292,420 134,437 304,660 304,660 DIVISION 91 - UNALLOCATED 410 PERSONNEL SERVICES 0 0 0 106 0 0 420 SUPPLIES & SERVICES 40,040 29,150 128,270 -98,198 185,000 185,000 470 TRANSFERS OUT 1,102,265 242,654 0 0 251,340 251,340 TOTAL UNALLOCATED DIVISION 1,142,305 271,804 128,270 -98,092 436,340 436,340 TOTAL GENERAL FUND 5,417,938 5,270,838 5,318,760 2,139,393 5,891,630 5,891,630 /if i � CITY OF SHAKOPEE, MINNESOTA PERMANENT PERSONNEL BY DEPARTMENT SUMMARY 1994 1995 1995 1996 Department Actual Authorized Actual Proposed Positions Admin. 3 4 4 3 City Administrator, Asst. Admin., Secretary Clerk 2 2 2 2 City Clerk, Customer Service Representative Finance 4 4 4 4 Finance Director, Acct., Sr. Act Clk, Act Clk Legal 4 4 4 4 City Attorney, Legal Secretary, Prosecuting Attorney, Clerk/Typist Corn Dev. 5 6 4 6 Community Development Director, Planner II, Planner I, Planning Technician, Secretary Govt. Bldgs. 2 2 2 2 Custodians Police 22.5 25 25 25 Chief, Dep. Chief, 3 Sergeants, 16 Officers, Secretary, 3 Clerk/Typists Fire 38 41 39 44 Chief, 9 Officers 39 Firemen - Total (Volunteers) Inspections 3 3 3 4 Building Official, Building Insp., Building Technician, Secretary Engineering 7 7 7 7 City Engineer, Civil Engineer, 4 Technicians, Secretary Public Works 11 ‘ 11 11 11 Foreman, 10 Maintenance Workers Shop 2 2 2 2 Mechanic, Assistant Mechanic Recreation 4 - 4 4 5 Rec Supt., Arena Coord., Fac. Shed., Cost. Serv. Rep., Rec. Programmer • 1,j 1996 Budget General Fund Significant Changes Mayor newsletter 13,000 13,000 Legal Professional Services - BIA 44,000 44,000 Comm Develop Computer System operations 26,000 26,000 Fire Pension 31,890 31,890 Engineering Seasonal Employees 13,500 13,500 Professional Services 22,500 22,500 Unallocated Transfer out - Recreation Fund 251,340 75,000 City Assessments 60,000 60,000 462,230 285,890 1995 budget 5,318,760 5,318,760 8.7'& 5.4k ,y AI s I C SDI H I F G H I x I s I x I L I H 1 City of Shakopee 2 Data from the County 3 4 1993/94 1994/95 1994/95 1995/96 1995/96 5 6 Estimated Market Value 536,255,100 598,388,000 $640,643,500 7 New EMV New EMV New Est TC 4 Residential 291,397,900 334,115,500 21,987,700 384,545,300 15.1% 21,683,200 6.5% 238,515 1.2% 3 Commercial/Ind 176,492,700 194,511,400 12,863,700 209,943,900 7.9% 7,986,800 4.1% 359,406 4.6% io Apartments 22,235,400 21,795,000 22,144,000 1.6% 0.0% 11 Agricultural 24,408,500 24,603,700 70,800 20,195,000 -17.9% 16,400 0.1% 12 514 53450000 575,025,600 34,922,200 6.8% 636,828,200 10.7% 29 686 400 5.2% 597921 6.0% 13 Current tax rate 0.25245 14 Est Levy increase 150,945 15 Taxable Tax Capacity 9,182,499 10,025,926 9.2% ????? 16 17 Total Tax Capacity 13,356,769 14,806,860 ?????? 18 TIF (1,919,057) (1,730,925) (1,526,610) 19 FD contribution value (2,109,842) (2,747,942) ?????? 20 9,327,870 10,327,993 (1,526,610) 21 22 FD distribution value (1,119,692) (1,050,000) (1,180,000) 23 FD settlement 319,487 280,160 290,000 Est 24 25 26 27 28 City of Shakopee 29 House x on $94400 30 Tax Levy EMV EMV House Tax Rate Tax Capacity 31 32 1990/91 2,453,042 79,100 211.30 23.426 14,289,921 33 1991/92 2,615,013 79,100 206.70 23.979 14,634,316 34 1992/93 3,114,951 83,200 265.85 28.162 14,669,065 35 1993/94 2,805,925 83,200 255.86 27.104 13,356,769 36 1994/95 2,805,925 89,000 267.60 25.245 10,033,358 37 38 Four Year Average 3.6% 3.1% 6.7% 39 40 41 42 43 City taxes-not TIF 44 Pay 95 Pay 96 45 Track Front Stretch EMV EMV 46 27-904013-0 732,100 328,200 47 27-905001-0 3,722,800 2,203,500 48 27-908071-0 1,220,100 391,100 49 5,675,000 2,922,800 50 51 52 Tax Capacity 256,250 129,649 53 Tax Rate for pay 1995 0.25245 0.25245 54 Tax $ 64,690 $ 32,730 55 56 Track total is$8,000,000 reduction in EMV for pay 1996 kr Al B I CI D I s 18'1 G I a III J K 1 City of Shakopee 2 Pay 96 tax levy 3 4 94/95 95/96 Change 5 General Fund Tax Levy 2,563,271 2,563,271 6 Est.Value growth 151,000 7 Total General Fund 2,563,271 2,714,271 151,000 5.9% 8 Debt Service 5 1986B Imp 32,092 ""35511 10 1988A Imp ""17332 11 1990A Imp 137,729 133,409 12 1991A Imp 39,086 40,234 13 1992A Imp 33,747 ""25024 14 1993B Imp 0 14,220 15 1995A Imp 57,000 16 Total Debt Service 242,654 244,863 2,209 17 Changes 18 19 20 Cuts 0 0 21 Total Levy 2,805,925 2,959,134 153,209 5.5% 22 23 Fiscal Disp Dist (280,610) (290,000) (9,390) 24 Net Levy to spread 2,525,315 2,669,134 143,819 5.7% 25 26 Allowance for Uncoil. (56,119) (59,183) (3,064) 27 Budget Amount 2,469,197 2,609,951 140,755 5.7% 28 29 General Fund 2,226,543 2,365,088 138,546 6.2% 30 Debt Service Replacement 242,654 244,863 31 32 33 SUMMARY GENERAL FUND 34 1995 1996 35 GF Total Revenue with above tax increase 5,699,648 5,908,165 36 37 GF Expend (5,668,420) (5,891,630) 38 Net surplus(deficit) 31,228 16,535 39 Equip Fund Designated Fund Balance draw 140,000 162,500 Net surplus(deficit) 171,228 179,035 41 Underspend/overbudget factor 71,000 71,000 42 Net surplus(deficit) 242,228 250,035 43 DS Surplus to replace transfer (242,000) (244,863) 44 Net surplus(deficit) 228 5,172 45 46 47 Subsidy for Recreation Fund 251,340 48 Under spent factor has been about 5%for 1993 and 1994. 49 Underspend factor for 1996 shown at$71,000 is 1.2%. 50 16 Al B I C I D ' E IFI G I H III J I R 51 City of Shakopee 52 Pay 1996 53 1996 54 Cancell Debt Service Levies? Scheduled Adopt?? 55 19866 Imp yes-final 95 $ 35,511 56 1990AImp yes-3of6? 133,409 133,409 57 1891A Imp no-add'I 40,234 $ 40,234 58 1992A Imp yes-8 of 8? 25,024 59 1993B Imp no 14,220 14,220 60 1995AImp no 57,000 57,000 61 $305,398 $ 244,863 62 63 64 1997 65 Cancell Debt Service Levies? Scheduled 66 19866 Imp $ - 67 1990AImp 2 of 6? 134,340 134,340 6s 1991A Imp no-add'l 41,018 61,018 69 1992A Imp yes-7of7? 26,723 70 1993BImp no 21,410 21,410 71 1995A Imp no 57,000 57,000 72 1996A Imp ??? 73 $280,491 $ 273,768 74 AI 8 I CI DI E IFI G I 8 III J I K 75 City of Shakopee 76 General Fund Fund Balance 77 12/31/94 Fund Balance unreserved undesignated $ 1,577,747 78 Cash Flow Target @ 15%of Expenditures(1995) 850,263 79 Net 727,484 80 1995 changes 81 Pavement system (25,000) 82 Clerk PT wages (1,300) 83 Sentence to Service (4,045) 84 BIA lawsuit (45,000) 85 1995 Debt Service Levies Transfer Out (244,863)«««< 86 87 88 407,276 1r- 1995 NovDec1995 SUN MON TUE WED THU FRI SRT Nov 19 ov 20 ov 21 ov 22 ov 23 ov 24 Nov 25 4111111 Nov 26 ov 27 ov 20 Nov 29 Nov 30 Dec 1 Dec 2 4111111 Dec 3 i - c 4 Dec 5 Dec 6 ► ec 7 Dec 0 Dec 9 Dec 10iec 12 Dec 13 Dec 15 Dec 16 • Dec 17 ► ec 10 : ec 19 Dec 20 ► ec 22 Dec 23 Dec 24 ! ec 25 ► ec 244c2 9 Dec 30 4111111 08/21/1995 19 MEMORANDUM TO: Karen Marty, City Attorney FROM: Mark Erickson, Asst. City Attorney 1\ T DATE: August 28, 1995 RE: State of Minnesota v. Doug Bell For your information, on August 25, 1995, Doug Bell was sentenced on the charge of Arson in the Third Degree. The Court stayed the imposition of 1 year of jail and placed Mr. Bell on probation for five years on the following conditions : (1) serve 90 days in jail, (2) pay a surcharge of $60 . 00, (3) remain law abiding, and (4) follow the terms of probation. Remember that Mr. Bell would only serve 60 of the 90 days (under state statute prisoners are allowed 1/3 off for good time) . The remaining conditions are very minimal . However, he will be required to remain law abiding, and if he commits another crime in the next five years the remaining time of one year could be imposed. On August 22, 1995, Mr. Bell also plead to one count of failure to maintain proper recordkeeping under the Shakopee pawnshop ordinance. He was required to pay a $100 fine. [8mem2 8]