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F- r k k § ■ OA f m ! / m \ # ¥ co ) et & • PROPERTY TAX IMPACTS FOR HOPKINS TAXES PAYABLE 1996 VS. ESTIMATED TAXES PAYABLE 1997 A BASED ON CITY TAX LEVY OF $5,314,200 BEFORE CREDITS Residential Homestead 1995 Estimated Market Value $ 72,000 86,400 105,600 144,000 216,000 288,000 1995 Estimated Market Value $ 196,000 1,125,000 Taxes Payable 1996 $ 205.50 287.70 397.30 616.51 1,027.51 1,438.52 1996 Estimated Market Estimated Taxes Value Payable 1997 $ 75,000 418.55 90,000 + 22.52 110,000 + 27.82 150,000 + 38.40 225,000 + 58.26 300,000 + 78.11 Assumes a 4.2 percent increase in market value from 1995 to 1996. Dollar amounts are figured on the City's portion of the homestead tax. Commercial /Industrial 1996 Taxes Estimated Payable Market Estimated Taxes 1996 Value Payable 1997 $ 2,573.35 $ 198,000 +$ 42.83 14,770.49 1,136,000 + 239.52 Assumes a 1.0 percent increase in market value from 1995 to 1996. Dollar amounts are figured on the City's portion of the property tax. • MEMORANDUM TO: Steven C. Mielke, Hopkins City Manager FROM: Dave Johnson, Director of Recreation Services DATE: October 28, 1996 SUBJECT: Recommended 5% Department Budget Reductions The 1997 proposed Joint Recreation budget includes a projected tax support of $286,300, of which, the City of Hopkins is responsible for $95,500, one -third of the total. In addition, direct services provided to the City total $64,700. These services include playground programming, warminghouse supervision and park attendants. The total 1997 recreation budget for the City of Hopkins is projected to be $160,200. • As requested l am including the following option to be considered for a 5% ($8,000) department budget reduction. RECOMMENDATION Reduction in staffed warminghouse locations Warminghouses are currently staffed at six locations, Burnes Park, Central Park, Harley Hopkins Park, Interlachen Park, Oakes Park and Valley Park. Should the Council decide on a 5% reduction, staff recommends that facilities at Harley Hopkins, Oakes Park and Central Park be eliminated at a cost savings of $8,820. If desired, rinks could continue to be maintained at these locations but would be unsupervised. • JK09166A C I T Y O F H O P K I N S M E M O R A N D U M DATE: September 16, 1996 TO: John Schedler, Finance Director FROM: /A Jim Kerrigan, Director Planning & Economic Development SUBJECT: 1997 Five Percent Budget Reduction I would propose the following changes in Fund 101, Department 41500, to address this issue: 1997 5% Code Proposed Reduction Impact 302 1900 1700 Reduce conferences & meetings for staff & Z &P. 303 1200 1000 Would require billing additional services to special revenue fund (i.e., 204). I am assuming that I do not have to take into account the five percent reduction in my special revenue fund programs. If this is not the case, please let me know. To: Steve Mielke From: George Magda! Date: Tuesday, October 1, 1996 Subject: Proposed 5% Budget Cut I discussed your request for a proposed 5% budget cut with the Fire Department chief officers and have the following recommendation. If a cut becomes necessary, the chief officers would recommend discontinuing the fire department response to medical emergencies. This would save about $15,000 in anticipated wages for those calls. Ambulance service for our area is provided by Hennepin County Medical Center. The first responder is actually the Hopkins Police Department. Although fire personnel are trained to a higher medical response level and do provide a benefit to the police officers who need to get back on the street, it is a duplication of service. One down side is that these dollars will come right out of our members pockets. If it became necessary to make this change we would recommend phasing it in to have as little impact as possible on our members. The following options were looked but discarded because of their adverse impact. O Sending the duty chief to fire alarm calls without sending the fire department. This would have a financial impact on our members and could result in a delayed fire department response if an alarm call turns out to be a true emergency. O Decreasing the number of active fire fighters. This has a short term savings but would cause an increase in response time and hinder the department's operation long term giving us less workers and a smaller pool to chose future officers from. O Decreasing training opportunities. This would have long term impact on the departments ability to function efficiently and safely. O Postponing the replacement of equipment. This provides for short term savings but would come back to bite us as equipment becomes Tess usable. BUDGET REDUCTION OPTIONS DRAFT October 1996 ;OR p EV'e DISCUSSION • The Police Department has been asked to prepare a plan detailing how we wo Y 1u QNLY reduction in the 1997 budget proposal recently submitted. A reduction of our proposed budget of 5% amounts to $119,000. Personal services accounts for 87% of the total department budget. Achieving the goal of cutting $119,000 cannot be accomplished without having an adverse impact on personnel. The following is the recommendation of the police department staff on what cuts in the proposed budget should be made to achieve the 5% reduction. The impact of each cut is also detailed. Recommended cuts involve programs, capital equipment and personnel. PROGRAM CUTS PROGRAM ITEM BUDGET SAVINGS - Annual Awards Banquet $ 3,000 - Police K -9 6,300 - IIEAT Team 5,000 - Police Reserves 2,200 - School Patrol Recognition 1,200 - CounterAct 1,500 - Crime Prevention (supplies) _2.000 TOTAL PROGRAM CUT SAVINGS $ 21,200 PERSONNEL CUTS - Civilian Crime Prevention Specialist $ 42,300 - Records Technician 34 000 TOTAL PERSONNEL CUT SAVINGS $ 76,300 S Page 2 CAPITAL EOUIPMENT CUTS 11EM - Computers (3) @ $2,500 - Computer Printer - Surveillance Camera for Jail Area - Video Camera for Squad - Remote Dictation Station BUDGET REDUCTION OPTIONS BUDGET SAVINGS $ 7,500 700 1,100 4,900 900 - Dispatch Center Furniture 3,400 Lateral Files for Records Office 3.000 TOTAL CAPITAL EQUIPMENT CUT SAVINGS $ 21,500 TOTAL PROPOSED DEPARTMENT BUDGET CUTS $ 119,000 BUDGET REDUCTION IMPACT STATEMENT The following is an explanation of the impact upon the Department for each item detailed in the budget reduction plan. PROGRAM CUTS - Awards Banquet ($3,000) : This would eliminate funding for the annual employee awards banquet. The purpose of this event is to honor all of the Department employees who have been nominated by their peers to be recognized for superior job performance during the prior year. - Police K -9 ($6,300) : This would eliminate funding for the K -9 Unit which would then cease to exist. The K -9 unit over the years has been responsible for: locating and appiehending criminal suspects, locating stolen property, locating illegal drugs, finding lost children, and allowing officers to search buildings more efficiently, faster and more safely. In addition, the K -9 has provided the police department and the City with exceptional positive contacts with the public through the numerous public demonstrations and appearances which the K -9 Unit makes each year to civic groups, schools, and at other events such as the City Open House, Raspberry Festival events, etc. - HEAT Team ($5,000) Elimination of all funds resulting in the elimination of the program. The Hopkins Heat team is a member of a 5 City consortium of officers who train extensively together. The team is used to conduct high risk operations such as drug search warrants, entering buildings and arresting wanted persons believed to be armed or with a history of violence, etc. The team is trained to respond to and deal with barricaded suspects, hostage situations and other events requiring tactical expertise. - Police Reserve ($2,200) : Reduction of Police Reserve budget. This reduction would eliminate plans to increase the number of reserve officers and provide them with training The intent of adding more reserves (unpaid volunteers) was to utilise them more to assist with routine non - criminal duties which there is often no other personnel available to handle. - School Patrol Recognition ($1,200) : Eliminate money used to fund the annual School Patrol outing. This program has been a way to thank the grade school children who serve as school patrol crossing guards by treating them to a special outing such as a Twins baseball game, a day at Camp Snoopy, etc. - CounterAct ($1,500) • Eliminate all funding for the CounterAct drug awareness program which is taught by HPD officers to 5th grade students in Hopkins grade schools. - Crime Prevention Supplies ( $2,000) : Eliminate most funding for items such as crane prevention brochures, handout materials, junior police badges, pencils, and other items which are distributed at crime prevention presentations and given away to children. We have used up almost all of the materials we have had on hand for the past several years and what is left is generally outdated. Page 2 BUDGET REDUCTION IMPACT STATEMENT PERSONNEL CUTS - Civilian Crime Prevention Specialist ($42,300) : Eliminate funding for this requested position. The purpose of the civilian crime prevention specialist is to coordinate the depat talent's community- oriented policing programs along with our crime prevention and community education program. By utilizing a civilian rather than a sworn officer, there is a very significant cost savings. In addition, this position will allow us to return a sworn officer to the streets to assist with calls for service and other emergencies. One of the primary objectives of the civilian crime prevention specialist is to maximize the expertise of sworn personnel for presentations and other educational efforts. - Records Technician ($34,000) Eliminate the night records technician position. Elimination of this position would result in the department being backlogged in report typing, data entry and filing. It would reduce our ability to provide reports and information in a timely manner to our investigators, the city and county attorneys and members of the public who have a need for information pertinent to a case they have been involved in. Elimination of the position would likely result in increased overtime expense for daytime records personnel to stay over or be called in to type reports or other documents which need to be done immediately. The.person filling this position is also available to do fingerprinting during the evening hours for Hopkins residents or business people who need to have their fingerprints taken for employment or other reasons. This service would be eliminated. Also effected would be the requirement by the State Department of Corrections to have persons in custody in our jail checked on at least once every hour. In the evening, this task is handled by the records technician. Without someone staffing this position, it will be necessary to call an officer into the station every hour to check on prisoners who may be in custody. This is not always possible if the officers are busy with calls. Not doing the jail checks hourly as required could result in sanctions by the Department of Corrections which could ultimately result in the closing of our jail facility. CAPITAL EOUIPMENT CUTS - Computers ($7,500) : The requested computers are needed to replace existing "386" computers now in use. Not being able to replace the existing "386" models means that there will continue to be a problem with some of our computers not being compatible with our more advanced Pentiums and an inability to run some of the newer computer programs on these older computers. - Computer Printer ($700) : No negative impact if the computers themselves are cut from the budget request. BUDGET REDUCTION IMPACT STATEMENT - Surveillance Camera for Jail Area (Si 100) There is one area of our jail facility which is not covered by our security camera system. This area is the small hallway between the booking room and the individual cells. For safety and security reasons this area should be under camera surveillance. We would be unable to accomplish our goal of total camera coverage of the jail area without this item. - Video Camera for Squad Car ($4,900) : Would eliminate funding for a 4th squad car mounted video camera. The department has planned to equip all marked squads with video cameras. These cameras provide documentation of events such as chases, accidents involving squads, etc. They are intended to protect the officers from =justified claims of improper behavior which could lead to lawsuits against the city and the department. The cameras also have remote audio capability so they can record conversations between officers and citizens. - Remote Dictation Station ($900) • Eliminates fimdmg for a remote, hard wired dictation station. Currently, statements are taken using speaker phones or small portable recorders. The quality of the dictation using either of these methods is often poor and hard for the transcriptionist to understand. - Furniture for the Dispatch Center ($3,400) : There is a lack of sufficient workspace in the dispatch center. Elimination of this budget item would negate plans to add a modular work station for the PSOs and dispatcher and to provide areas to accommodate various files and equipment used in the dispatch center. Eliminating this item would prevent the efficient use of space, negatively impact the cosmetic appearance of the office and prevent an increase in overall efficiency. - Lateral Files for Records Office ($3,000) • Eliminating this item would perpetuate the shabby appearance of the records office and prevent us from increasing the efficiency of the records storage and management areas. The records office was not fully completed in the original city hall remodeling. We have been using old, mismatched file cabinets to house our official police records. By installing modern lateral files he had planned on streamlining records maintenance, providing an additional work surface for records personnel to use, and improving the overall appearance of the records office, which is visible to the public. • • Date: October 17, 1996 To: Steven Mielke, City Manager From: John Schedler, Finance Direct() Subject: 1997 5% Budget Reductions - Finance CITY OF HOPKINS MEMORANDUM Finance proposed budget: $233,100 X 5% = $11,700 Revenue generated: 101.M Net Return $380,400 Finance 1997 budget was increased $10,600 (4.8 %). Much of the increase was due to computer maintenance increases - $7,300 (152 %). In 1996, maintenance was charged to installation of equipment and warranties covered much of the maintenance cost. Also, with the new system and adding a Novell network, costs also increased over past years. To reach a 5% reduction of expenses, Finance would: • Need to eliminate dividers and covers for Financial Report and Budget documents $ 600 • Eliminate technical meetings and computer training 1,000 • Not submit annual report for national MFOA certificate 420 • Eliminate repairs on other office equipment 500 • Eliminate employee FSA and MCC Behavioral programs 3 100 $ 5,620 • Eliminate amount needed to reach 5% from computer maintenance and go to a time and material basis $ 6,080 $11,700 The remaining $5,520 budgeted amount would not cover repairs and software assistance for the entire year. The computers would be useless. Memorandum To: Steve Mielke, City Manager From: Steve Stadler, Public Works Director Date: October 16, 1996 Subject: Five Percent Budget Cut Options Public Works Department A 5% cut from the 1996 Engineering Division (42125) budget equates to $6,600. There are few options available to reduce this budget by $6,600. However, the following options are offered as possibilities: o Eliminate regular employee overtime (42125 -110) - $2,000 This amount is budgeted to provide for construction inspection outside normal business hours. Contractors often work before 8:00 am and past 4:30 pm and there are occasions when it is critical to provide inspection service during these times is needed. Eliminate/cut-back on Travel /Conf /School budget (42125 -302) - $2,700 Risks long -term reduction in quality of service by not keeping abreast of industry changes in municipal engineering areas. o Reduce service contract budget (42125 -304) from $3,000 to $1,000 - This budget item provides contractual periodic maintenance and repair service for the engineering plotter, plan sheet copier, computers and total station surveying equipment. The combined replacement value is approx. $35,000. o Reduce professional services budget (303) by $2,000 - This budget is used for miscellaneous engineering services for review of development site plans, storm drainage plans, traffic study /count services, etc. The StreetlTraffic areas (42130, 42140, 42150, 42155, 42160, 42170,and 42240) have a combined 1996 budget of $710,500. A 5% cutback is $35,525, some options for reducing these budgets are listed below: o Eliminate one personnel position (42130 -100) would provide the required reduction. This could best be accomodated if we reduced our current service level in the brush, yard waste area. We would rely more heavily on drop -off services, increase the charges for yard waste and brush pickups to encourage drop -offs and generate more revenue. o Eliminate snow & ice control overtime (42140 -110) - $8,500. This would mean that snow windrows would stay on Main Street and the surrounding avenues longer than in the past. o Reduce sealcoat zone asphalt patching material (42150 -220) - $25,000. This would mean we wouldn't prepare sealcoat areas by leveling rutted areas, patching broken up areas, etc. The result would be a less effective sealcoat project. o Stop funding sidewalk repair projects (42155 -361) - $35,000. Sidewalk replacement can be assessed to homeowners. Currently, we fund a repair project each year. With this cut -back, residents would pay to replace hazardous sidewalk sections in front of their homes. o Reduce the amount of sealcoating each year (42150- 221/321) - $26,000. This would cut back by one -half the number of blocks of sealcoating each year. Unfortunately, this is exactly the opposite of what our pavement management says we should do. Our pavements need more sealcoating, not less. o Eliminate street sweeping overtime (42240 -110) - $2,100. This would extend the time necessary for us to complete the spring sweeping operation. The proposed 1997 PW Administration budget (42120) is $122,600. This is the same as the 1996 budget. A 5% cut in this area equates to $6,130. This expense cutback could be accomplished by shifting a portion of the PW Secretary/Recycling Coord wages (42120 -100) and benefits to the water and sewer enterprise funds. Currently, 35% of this position's time is charged to PW Admin, with the remaining 65% charged to recycling and refuse. No time is charged to the utility funds. However, the requirements of this position does include considerable time on water and sewer tasks. Another area of potential cutback is travel, conferences, schools (302) and Expert and professional services (303). The proposed 1997 budget for these two areas is $9,000. However, this amount already includes a $4,500 reduction from the 1996 budget amount of $13,500. CITY OF HOPKINS MEMORANDUM S LATE: October 2, 1996 TO: ^ Steve Stadler, Public Works Director FROM:. 7/ Ray Vogtman, Parks /Forestry /pavilion Superintendent SUBJECT: Budget 5% Contingency Plans 1) The Forestry budget of $130,000 must show a proposed deduction of $6,505. The recommended line item to be reduced is 244 - tree stock. Proposal is to save $6,500 by eliminating the planting of 65 trees at $100 each. This would leave $1,000 to help fund a few higher priority plantings. The other 65 trees could either be eliminated or paid for by the recipients. 2) The Parks budget of $412,400 must show a proposed deduction of $20,620. The recommended line items to be reduced here are more difficult. Simply deferring seed, fertilizer etc. only increases in subsequent years to bring the parks back into acceptable conditions. Three of the four proposals reflect directly on personnel, which accounts for 71% of the parks budget. Proposal #1 - eliminate overtime on Sunday mornings for ice rink maintenance. Compromises safety to a small degree, but probably acceptable - savings $3,000. Proposal #2 - Eliminate one seasonal employee (720 hours @ 7.50 /hr = $5,400). This will result in garbage being picked up less often, less weed eating and trim mowing being reduced. Secondary parks will look less maintained - savings $5,400 Proposal #3 - Eliminate line item 302 travel, conferences and schools - savings $2,500 Proposal #4 - Cut back outside contractual help for plumbing misc jobs. City personnel will be asked to do more in -house possible with fewer projects scheduled for 1997 - savings $5, Proposal #5 - Eliminate line time 520 - Capital purchases for 1997 include 15 trail benches and one drinking fountain $5,400 Summary of Parks contingency cuts: 1) Overtime 2) Seasonal employee 3) Conferences & schools 4) Contractual help 5) Capital purchases $3,000 $5,400 $2,500 $5,000 $5,400 TOTAL 21,300 and other May be 000 scheduled - savings • • CITY OF HOPKINS MEMORANDUM DATE: September 13, 1996 TO: Steve Stadler, Public Works Director FROM: Norb Kerber, Buildings/Equipment Superintendent SUBJECT: 5% Budget Cuts As per your request to review my 1997 buildings and equipment budget, I have outlined several areas where cuts could or have been made. In my Building Maintenance budgets, 40940 City Hall, 40950 Activity Center, and 42100 Public Works Buildings, one major cut is being explored. The plan is to contract out custodial services for the Public Works buildings and the Activity Center. The estimated saving are estimated at about $14000.00. As for other areas where 5% savings could found, the Building Maintenance budgets would or could have impacts on other departments and employees. A large part the Building Maintenance budget is devoted to upkeep of equipment and supplies for maintaining the City's buildings. These amounts have been reduced or held steady over the past several years. In the Equipment Services division, 42110, our continued effort to maintain the cities equipment will pay in the coming years by allowing us to prolong the life of existing equipment therefore reducing the amount spent on new purchases. • To: Steve Mielke From: Jim Genellie Date: October 11, 1996 Subject: Methods to reduce the 1997 Budget All departments: Reduce the size of the negotiated wage increase. Each 1/2% reduction saves approximately $23,000. City Council 97 budget 5% 91,800 4,590 MEMORANDUM Do not publish an annual report Printing 4,400 Mailing 1,200 Total 5,600 Eliminate retreat 2,100 Eliminate boards & commissions dinner 1,500 Eliminate web page 7,500 Eliminate funding for Child's Play Theatre 1,700 Eliminate funding for Hopkins Area Arts Association 2,000 Don't hold a city wide open house 10,000 City Manager 97 budget 5% 256,000 12,800 Eliminate employee recognition program 5,000 Eliminate Wellness program 1,500 Cut training budget by 50% 5,900 The employee recognition program is used to recognize both the length and quality of service given by City employees. Elimination of this program would eliminate City wide recognition of employee service. The Wellness program is an employee run program designed to improve the health of City employees. It also serves to improve morale and encourage teamwork. • The City Manager's training fund not only pays for training of the employees in the City Manager's department but also funds city wide training programs. Budget memo.doc • Community Services - Administration 97 budget 5% 72,800 3,640 Reduce the amount of time that City Hall is open by one hour per day: 3,600 Over 98% of this department's budget are personnel related expenditures. This method of reducing costs would obviously have an impact on customer service. Community Services - City Clerk 97 budget 5% 43,000 2,150 Over 91% of the budget of this department are personnel related expenditures. In order to reduce the budget by 5% all training, subscription & membership, and office supplies would have to be eliminated. Community Services - Elections 97 budget 5% 21,800 1,090 $1,100 could be saved by reducing office supplies and training by 50 %. Approximately $3,000 could be saved every other year by moving the City election to even numbered years. This change, however, would require a charter amendment. Community Services - Assessing See attachment Community Services - Inspections This will be available shortly. Budget memo doe • To: Jim Genellie From: Bob Wilso� Date: Wednesday, October 16, 1996 Subject: 1997 Budget Contingency Plan Our proposed 1997 budget for the Assessing Division is $178,100. A reduction of 5 percent for our division would equal $8,905. I have listed below the line item, the amount of reduction, and impact if this plan was implemented. Line Item 302 Travel, Conferences, $3,800 Staff will incur out of pocket expenses to pay School for State mandated continuing education to maintain licensure. 307 Communications - Telephone/Alarm 401 Subscriptions and Memberships Amount of Reduction Impact $3,200 Hennepin County requires 60 days notice to cancel this contract for the Property Information System. Elimination of this system will result in an increase in staff time spent on retrieving information. The City has previously spent $1,700 to have this system installed. $1,905 Loss of professional affiliation and resources which provide information on real estate markets and appraisal methodology. io • City Council Health and Welfare * Social Service Agencies * Chemical Health Commission * Human Rights Commission Legal ' Insurance Unallocated Special Projects * Shady Oak Beach * Other City Manager * Administration ' Legislative relations • City Council agendas • Labor negotiations * Personnel • Microcomputer support • Capital Improvement Plan Cable Television Clerk * Reception * Council Meeting Minutes * Updating/revising City Code * Licensing • Purchasing • Records Management * Administration Elections Finance * City budget and financial report • Investments * Accounts payable and receivable • • Utility billing * Payroll Equipment Replacement Fund Department Program Budget Analysis -1996 City Manager & Finance Page 1 GENERAL F.T.E. FUND REVENUE 111.91 6,592,000 1,472,700 1.05 78,700 42,200 40,200 1,000 1,000 114,000 100,000 28,200 200,000 70,000 50,000 20,000 2.70 205,800- 19,000 2.10 93,000 81,400 0.30 33,800 4.00 222,500 483,400 ij Lk\ IF if OTHER FUNDS REVENUE 10,532,600 107,400 78,400 381,000 480,000 Department Program Budget Analysis-1996 Police Administration 3.00 281,400 33,000 Patrol 17.50 1,180,500 195,800 * Criminal investigation * Traffic enforcement * Medical response * Fire response * Relief dispatching * Police Reserves * Foot patrol * Building checks * Liquor checks • Animal complaints " K -9 * Drug education * Public presentations * Misc. public assistance * Civic events " Junk car & rubbish complaints * Accident investigations Investigations 3.50 281,100 94,200 Crime Prevention 1.00 82,100 9,400 * Operation ID * Neighborhood watch * McGruff safe house • School Safety Patrol * Officer Friendly * Crime prevention booth * Chemical Health Commission * Bicycle safety program * Senior citizens drivers ed * National Night Out • Golden Gloves program Page 2 L .1 LA\ 1 GENERAL OTHER F.T.E. FUND REVENUE FUNDS REVENUE Fire Fire Suppression • Fire Prevention • Emergency Medical Service * Hazardous Materials Response Department Program Budget Analysis -1996 Fire Dept 1.00 398,600 67,900 6,700 4100 GENERAL OTHER F.T.E. FUND REVENUE FUNDS REVENUE • • Department Program Budget Analysis -1996 Police Communications Center 4.70 215,500 5,800 * 911 dispatching " Activity reports * Alarm permits * Animal control * Assist crime prevention • Assist Patrol Division • Firearms Permits • Maintain Supplies • Property/Evidence • Transport MaterialNehicles * D44Write Reports Public Service 1.80 63,000 4,000 Records Rece.tion 4.50 201,800 18,000 * Transcribe Reports • Pawn Shop Database * Records Management LL!LfteUU 3 4.70 281,500 210,100 4.70 266,700 190,800 119,200 96,600 Administration * Liaison to various organizations * Special projects Assessin. 3.00 169,800 300 Administration • Special assessment searches * Special assessment administration • Homestead administration • Assessment information • Property assessment Ins ctions Inspections * Administration * General nuisance complaints * Housing code administration * Swimming pool inspections * Section 8 inspections * Building code enforcement * Heating/ventilation code enforcement * Plumbing code enforcement * Sanitation inspections Plannin. and Economic Develo.ment 5.23 Planning 1.40 * Planning administration * Sign permits * Fence permits * Zoning administration Economic Develo.ment Administration Rental property management Sign rehab Commercial rehab loans Facade grants Department Program Budget Analysis- -1996 Community Dev 'opment 1.55 95,600 Hop - A-Ride 0.15 22,600 Housing Rehab Administration Housing loans Housing rehab grants Section 8 Housing acquisition program Meadow Creek improvements Dow Towers Page 5 GENERAL OTHER F.T.E. FUND REVENUE FUNDS REVENUE 1.35 14,800 19,300 2.800 2,800 is 'Li lid LC 6 1,848,700 241,600 103,000 79,100 29,000 4,000 104,500 25,000 78,300 55,700 249,200 42,600 7,500 7,500 29,100 75,000 45,000 42,500 181,000 Parking Leased parking Ramp parking Tax Increment District 1.1 Tax Increment District 1.2 Tax Increment Districts 1.2 -2.6 Department Program Budget Analysis - 1996 Community Development Page 8 1.28 0.85 0.00 0.20 LO Liu J U 116,800 66,000 48,400 68,400 1,954,100 1,200,000 3,672,000 361,500 243,000 a Administration 1.20 122,600 133,400 Building maintenance Municipal Building Activity Center Public Works Equipment Services * Vehicle maintenance * Equipment maintenance Engineering " Drafting * Surveying * Project design * Traffic studies * Sidewalk inspections Parks Tree Maintenance and Forestry * Tree trimming * Tree planting * Removal of dead or diseased trees Ice Arena /Pavilion * Administration * Ice rental * Soccer league /rental * Dry floor * Non - Operating (depreciation) Public Works Page 7 GENERAL F.T.E. FUND REVENUE 3.55 350,400 2.05 231,000 1.00 66,500 0.50 52,900 2.65 35,400 1.90 132,600 8,400 13.15 558,400 Parks Maintenance 6.95 433,800 1,400 " Seeding, fertilizing, and mowing grass * Maintenance of athletic fields * Playground maintenance * Maintenance of Shady Oak Beach * Trail maintenance * Park improvements * Ice rink maintenance * Issue weed notices 2.40 124,600 3.80 U UU Lr OTHER FUNDS REVENUE 210,800 219,000 210,800 91,100 74,100 28,400 13,000 4,200 219,900 • • Streets 9.35 761,000 17,600 Street and Alley Maintenance * Street patching * Curb repair * Assistance for civic events Street Cleaning Street Lighting Sidewalk Repair Traffic Signs & Signals Seal Coating Snow and Ice Removal Street sanding Department Program Budget Analysis- -1996 Public Works Water utility 4.20 Administration Pumps & Wells * Provide water supply for 16,000 people * Monitor and repair wells * Test water supply every month * Repair and upgrade treatment plants, water towers, and wells Distribution * Flush and check hydrants * Read water meters * Repair or replace water meters * Repair water line breaks Non - Operating (depreciation) Sewer Utility 3.50 Administration Lift Stations * inspect and repair sewer lift stations Collection /Disposal * Inspect and clean sanitary sewers * Respond to emergencies involving sewer lines Non - Operating (depreciation) 2.50 257,200 17,600 Storm Sewer Utility Administration Maintenance * Inspection and repair of storm sewer lines and catch basins * Inspection & maintenance of creeks & ditches Concrete Alleys Non - Operating Refuse Utility Administration/Disposal Bulk Collection Recycling Non - Operating (depreciation) Yard Waste Pick Up and Disposal Brush Collection and Disposal Page 8 0.65 39,100 0.60 108,700 0.35 43,600 1.20 128,200 1.90 110,600 2.15 73,600 737,100 797,000 285,400 177,800 105,900 168,000 1,427,800 1,568,000 291,400 80,900 960,700 94,800 404,000 517,000 53,600 98,900 27,000 224,500 591,000 344,800 32,400 103,100 40,800 37,900 32,000 626,000 ASet Activity Center 2.73 112,000 2,500 Senior Activities * Health screenings * Nutrition program * Recreation and social programs * Teen program Joint Recreation Program 2.00 130,300 (Joint Program With Minnetonka -1/3 net cost) * Adaptive recreation * Adult basketball * Adult broomball * Adult football * Adult soccer * Adult volleyball * Cross country ski lessons * Daily programs * Day camp • Downhill skiing * Exercise * Golf * Ice rinks/warming houses * Intro to ball skills * Libbs Lake Beach * Nature Camp * Open gym supervision * Park guests services attendants * Playgrounds * Second grade basketball * Senior citizen activities * Shady Oak beach * Skating lessons * Swimming * Tennis * Youth baseball * Youth basketball * Youth soccer * Youth volleyball Department Program Budget Analysis -1996 Recreation Dept Page 9 GENERAL F.T.E F N r. OTHER • • CITY OF IIOPKINS MEMORANDUM DATE: October 23, 1996 TO: Jim Genellie FROM: Tom Anderson SUBJECT: Inspection Division 5% Budget Reduction I have reviewed my proposed budget for 1997 looking for a way to cut 5% as requested. In 1997 I have requested $295,800.00 which ea inspect my budget; A 5% reduction calculates to $14,800.00. Almost 90% of my budget is personnel related with 10% in supplies and services. A 5% reduction- without affecting a position and the related services would mean cutting 1/2 of my supplies and services budget. This could not be done without creating a shortage of the supplies necessary for personnel to do the job assigned. Many of the services we deliver have a corresponding fee charged for the service. A cut in the service then could have a corresponding loss in revenue. Last year for example the total budget for the division was $264,852.00 but we collected $242,852.00 in fees for the services we provide. A cut in one of these services would be counter productive to what the council wants to accomplish. One service we are unable to charge for is responding to nuisance complaints. This service however, is very visible and cuts in this area could have a major impact on the staff and Council through citizen complaints. Further, it would have a negative impact on property values which in turn affect tax revenues. I would therefore not recommend cuts in this area. If faced with a 5% cut in my budget and recognizing any cut of this magnitude will affect services and revenues generated by providing these services, I would attempt to cut in the area that would have the least impact on revenues and service delivery. The area I would chose would be in plumbing /mechanical inspections. We could save about $20,000.00 per year with a 1/2 time plumbing /mechanical inspector. This course of action would have several negative service related consequences, shift some workload to public works and may generate customer service complaints. It would in some cases shift additional costs back to the building owner and contractor but would affect revenues to Hopkins minimally. Contractors and homeowners would have to schedule inspections either only on certain days or more logically in the mornings or afternoons when the inspector is on duty. It would mean that the division would no longer have the time or flexibility to monitor street excavation repairs, giving responsibility for these back to the public works department. It would also mean that we would not be able to respond to water and sewer line break repairs on a timely basis unless we could gain the assistance of public works (These normally need to be done promptly so excavations are not left open especially in the winter months, many times these are done after hours and on weekends). I would try to minimize the impact of delays on plumbing/ mechanical inspections by establishing a 24 hour notice requirement for all inspections. This would allow us to group our inspections, plan reviews and the hours we take phone calls. By scheduling inspections and phone calls at our convenience rather that the public's would allow us to be more efficient since we would have fewer interruptions. We would have more time to cover the simpler plumbing /mechanical inspections with the remaining full time staff holding up only those projects that need the special expertise of a qualified specialist. Besides the impact on the public works department, this would place additional costs and inconvenience back on building owners and contractors who would have to wait for inspections. It may generate some customer service complaints about the division but I don't feel it would dramatically affect the safety of our citizens or the fees we generate. Although I would not recommend this cut be made at this time, if faced with a 5% reduction in my budget, this is the course of action I would pursue.