City of Northfield
City Hall 801 Washington Street Northfield, MN 55057 ci.northfield.mn.us
Meeting Agenda - Final
Tuesday, November 10, 2015
7:00 PM
Work Session
Council Chambers
City Council City Council Meeting Agenda - Final November 10, 2015
7:00 PM - REGULAR AGENDA CALL TO ORDER Mayor: Graham Councilmembers: DeLong, Ludescher, Nakasian, Peterson White, Pownell, Zweifel 1. 15-417 219 Water Street
Attachments: 1 - Parcel Map 2 - Basil's Pizza Letter 3 - Proposed Project 4 - Proposed Project Area
2. 15-418 NCRC Presentation
Attachments: 1 - final Copy of NCRC Budget - 2016 Draft1 2 - 2016 NCRC FUND 3 - NCRC Management Service Agreement April 2014
3. 15-419 Crossings Site Hotel Proposal
Attachments: 1 - Site Map 2 - Rebound Hospitality Letter 3 - Rebound Crossing Presentation 4 - Northfield Hotel Feasibility Report
4. 15-420 Discuss Finance Policies
Attachments: 1 - Public Purpose Expenditure Policy 2 - Fund Balance Year-End Classification Policy 3 - Budgetary and Financial Control 4 - Policies
5. 15-421 Budget/Levy Discussion
Attachments: 1 - Levy options 2016 2 - 2016 Preliminary Budget (attachment from 10/13/2015 Work Session)
ADJOURN
Note: The City Council may take a five minute break during the meeting. All regular City Council meetings end at 10:00 pm unless a 5/7 majority of the City Council vote to extend the time.
City of Northfield Page 2 Printed on 11/6/2015 City Council Meeting Agenda - Final November 10, 2015
SPECIAL NEEDS: If you require special services to attend or participate in a public meeting, please call the City's Administration Office at (507) 645-3001 or e-mail Deb Little, City Clerk, at [email protected]. TDD users can call (507) 645-3030. Please call at least 24 hours before the meeting, if possible.
City of Northfield Page 3 Printed on 11/6/2015 City Hall City of Northfield 801 Washington Street Northfield, MN 55057 ci.northfield.mn.us Legislation Text
File #: 15-417, Version: 1
City Council Meeting Date: November 10, 2015
To: Mayor and City Council
From: Chris Heineman, Community Development Director
219 Water Street
Action Requested: The Northfield City Council is asked to review the attached site plan and consider a proposal from Theologia Pitsavas to acquire a portion of the City owned land adjacent to 219 Water Street to facilitate an expansion project for Basil’s Pizza.
Summary Report: The City of Northfield acquired 219 Water Street South in December of 2013 to facilitate future redevelopment opportunities in this area. Possible options for redevelopment included improved Riverwalk access and potential expansion of adjacent businesses, including outdoor seating. The final purchase price for this property was $57,000 with additional costs incurred for survey work, asbestos abatement, demolition and ongoing maintenance. The property now sits vacant and is available for consideration as a redevelopment site.
The owners of Basil’s Pizza have approached the City with a concept to expand outdoor seating for their restaurant into the adjacent City owned parcel. This concept was originally discussed in 2013 when Theologia Pitsavas informed the City of Northfield that Basil’s Pizza would not be moving forward with the previously proposed redevelopment project at 303/305 Water Street. Staff continued to discuss possible expansion options with Theologia Pitsavas throughout 2014. In April of 2015, Bob Gilbertson and Jessica Peterson White met with staff to discuss the process for bringing forward a proposal for further consideration by the City Council. It was determined that the city would allow at least four months for Basil’s Pizza to develop a site plan.
This site plan (attachment 3) was received on October 21st and includes the elevation, primary entrance orientation, and exterior dimensions of a proposed pergola and outdoor seating area to be located on the north side of 301 Water Street (Basil’s Pizza). The plan provides basic information on entrances for pedestrian access and circulation, the location of fences and walls, the location of an outdoor trash enclosure, and stormwater information.
The proposed site plan was reviewed by staff at a Development Review Committee meeting on October 27th and determined that the project is feasible based on the information presented. If the City Council is interested in moving forward with the proposed project, several additional steps must take place. First, an appraisal must be conducted to determine the fair market value of the property in question. Second, MN Statutes mandate the Planning Commission to review all acquisition or disposition of real property for conformance with the Comprehensive Plan.
City of Northfield Page 1 of 3 Printed on 11/6/2015 powered by Legistar™ File #: 15-417, Version: 1
The City of Northfield must take steps prior to the sale of City-owned property. In particular, the City’s Charter has a specific provision dealing with real property transactions. Chapter 15, Section 15.5 of the City’s Charter provides as follows with regard to the sale of real property: The council may by resolution approved of by at least five (5) members sell or otherwise dispose of any real property of the city. A sale or other disposition of the city’s real property may be made only after a public hearing has been held and published notice of the hearing has been given at least ten (10) but not more than thirty (30) days prior to the hearing. The net cash proceeds of the sale of the property shall be used to retire any outstanding indebtedness incurred by the city in the acquisition or improvement of the property. Any remaining net cash proceeds shall be used to finance other improvements in the capital improvement budget or to retire any other bonded indebtedness. Sale of property requires a supermajority vote of at least five members of the Council, which may occur only after a public hearing is held on the question of the sale following at least ten (10) but not more than thirty (30) days’ notice of the hearing. As the City owns both the 219 property and the intervening parcel, the requested acquisition would involve both parcels (see attached map). If sold, the applicant would need to apply for a Minor Subdivision to consolidate the lots into one parcel to allow the expansion. This is an administrative process approved by the City Planner, but the resulting plat survey would need to be approved by the City Council prior to recording with Rice County. This process would take approximately three weeks and requires the applicant to supply an official survey showing the new lot lines. The Minor Subdivision process would produce a clean ownership and tax record and would be required by the Building Code as structures are not allowed to cross parcel lines.
The Land Development Code classifies this property in the East of Highway Three Sub-District and site development standards for this C1 zone must be followed for this project. As the project does not involve a building, the two-story minimum building height would not apply. On-site parking is not required, and the proposal as shown appears to meet the standard requiring any lot edge that is not occupied by a building shall have a landscaped setback, low masonry wall, decorative metal fence, decorative plaza or elevated deck.
The proposed project will also be required to submit a formal Site Plan review involving the Development Review Committee. The Site Plan review process should take 3-4 weeks once a complete application is submitted, unless additional meetings are required due to project changes or unforeseen circumstances. Some considerations for this application are: · All portions of a site not covered by buildings, parking, driveways, walkways, plazas, decks or seating shall be landscaped. · Trash and recycling storage shall be screened with a sturdy, four-sided enclosure. · The site is located within the Shoreland Overlay District and is required to provide on-site storm water management. The applicant has provided calculations indicating the necessary quality and rate requirement to meet City Ordinance; however the location needs to be indicated on the site plan. · Any private on-site storm water facility is required to have a maintenance agreement and maintenance plan.
The project must also meet all Minnesota Building Code requirements. It should be noted that the applicant must provide new occupancy loads for the entire restaurant, including the patio. If the existing occupancy plus the outside seating exceeds 100 persons, a sprinkler system must be added to the existing structure at 301 Water
City of Northfield Page 2 of 3 Printed on 11/6/2015 powered by Legistar™ File #: 15-417, Version: 1
Street. The applicant will also be required to provide further information regarding the proposed acquisition to ensure necessary easements and access to public utilities and maintain the Riverwalk and interior wall.
Alternative Options: The City Council may provide staff with additional recommendations or direction on alternative options to be considered regarding this proposal.
Financial Impacts: No financial impact has been determined at this time. The proposed project as presented will have a limited impact on tax capacity for this site.
Tentative Timelines: No timeline is proposed at this time.
City of Northfield Page 3 of 3 Printed on 11/6/2015 powered by Legistar™ 35'
219 Water St S 27'
City owned parcels
7' 115'
Basil's Pizza 301 Water St S Robert J. Gilbertson 612.373.8333 [email protected]
April 29, 2015
VIA E-MAIL ([email protected] & [email protected])
Nick Haggenmiller – City Administrator Chris Heineman – Community Planning & Development Director CITY OF NORTHFIELD 801 Washington Street Northfield, MN 55057
Re: Pitsavas / Basil’s Pizza expansion
Dear Nick & Chris:
I’m writing on behalf of Theologia Pitsavas, owner of Basil’s Pizza. This follows up on our April 15 meeting regarding the land that the city now owns just to the north of Basil’s. During our meeting you noted that the Council’s direction was to work with the Pitsavases first, to see whether part of that land could be used to support an expansion of their business, and you asked that I let you know whether there is interest in attempting to put in place a development agreement.
Mrs. Pitsavas is indeed very interested in working with the City to try to come up with a development agreement that would allow for an expansion of Basil’s Pizza, one of Northfield’s longest-standing businesses. As we discussed in our April 15 meeting, it would make sense to put a time frame on the discussion so that both Mrs. Pitsavas and the city can focus their attention on trying to devise a practical plan, with financial details accounted for, that would work for both her and the city. We ask that the city allow at least 120 days—four months— during which the city would discuss the land only with Mrs. Pitsavas, so that she has time to get plans drawn up, assess costs and financing, and craft a mutually beneficial development agreement with the city.
Please confirm that this is still acceptable to the city. Thanks.
Sincerely yours,
Robert J. Gilbertson RJG/jmo cc: Theologia Pitsavas
35'
City owned parcels
45'
20' Area Requested For Purchase
115'
Basil's Pizza 301 Water St S City Hall City of Northfield 801 Washington Street Northfield, MN 55057 ci.northfield.mn.us Legislation Text
File #: 15-418, Version: 1
City Council Meeting Date: November 10, 2015
To: Mayor and City Council
From: Melanie Lammers, Finance Director
NCRC Presentation
Action Requested: The Northfield City Council will have the 2016 budget presented from the NCRC group.
Summary Report: The NCRC Inc took over management of the facility in 2014. Attached is the proposed budget for the facility. Note two of the rent credits have expired in 2016. The ask of the City is less than the prior year. The City will take the excess revenue for 2016, approximately $40,000 and set it aside in an escrow account for major capital building costs. Attached is also an updated budget for the NCRC fund.
Financial Impacts: The operating levy for the NCRC is $189,472. The NCRC Inc is requesting $144,000 for their budget. The remaining dollars will be set aside in an escrow fund for building repairs.
Tentative Timelines: City Council will be asked to approve the budget for the NCRC along with the levy.
City of Northfield Page 1 of 1 Printed on 11/6/2015 powered by Legistar™ NORTHFIELD COMMUNITY RESOURCE CENTER 2016 OPERATING BUDGET ‐ SUMMARY
REVENUE 2015 Total 2016 Total Explanation Rental Income Community Action Center (CAC) 58,188 58,188 Contractual rent payment. Three Rivers 40,068 40,068 Contractual rent payment. Northfield School District 68,628 68,628 Contractual rent payment. Northfield Senior Center 118,308 118,308 Contractual rent payment. Small Office Income 10,368 10,368 Contractual rent payments from small office rentals. City of Northfield Contract Pmt 184,000 144,000 Payment from the City of Northfield (January and July). 479,560 439,560
Total Revenue 479,560 439,560
EXPENSES 2015 Total 2016 Total Explanation Maintenance and Repairs Maintenance contract with Bluewater Commercial Real Estate; includes 20‐25 hours/week for Maintenance Contract 36,000 36,000 onsight maintenance tech. Property Management Contract 18,000 18,000 Property management contract with Bluewater Commercial Real Estate. Janitorial 45,000 48,000 Janitorial contract with Huerta Bros. and reimbursement to Senior Center ($1,700/month) Janitorial Supplies 12,000 18,000 Estimate for janitorial and bathroom supplies Pest Control 1,195 1,110 Annual pest control contract with Plunkett's. Fire/Life/Satety 1,500 1,900 Monitoring of the fire system with Wedde Tech and estimate for repairs. Elevator Contract 1,968 2,068 Annual elevator contract with Schindler. Lawn and Landscaping 3,850 5,600 Estimate for lawn mowing and supplies. Parking Lot 1,200 1,200 Estimate for parking lot striping and/or repairs. Snow Removal 10,500 10,500 Estimate for snow removal of the parking lot and sidewalks. Trash/Recycling 7,800 6,600 Trash/recycling contract with DSI/Lakeville Sanitation. Repair Supplies/Materials 18,000 18,000 Estimate for HVAC, plumbing and electrical repairs and supplies. Annual contract with Trane (January) for condensor units and Johnson Controls (August) for HVAC Contract 14,015 14,800 HVAC maintenance. 171,028 181,778
Pool Expenses Pool Contract 13,000 13,900 Annual contract with Water Specialties, Inc based on 2014 actual. Pool Supplies/Equipment 6,000 6,000 Estimate for supplies related to the pool area. Pool Repairs 6,000 6,000 Estimate for pool and pool equipment repairs. Pool License 1,100 0 Pool license renewal moved to contract account. 26,100 25,900 EXPENSES 2015 Total 2016 Total Explanation Utilities Electricity 85,000 79,000 Electricity usage based on historical average. Gas 30,000 31,000 Gas usage based on historical average. Water/Sewer 11,900 12,000 Water/sewer usage based on historical average. Telephone/Internet 15,000 13,800 Monthly phone/internet service. 141,900 135,800
Insurance Liability Insurance 2,100 2,480 Liability insurance based on 2015 actuals. 2,100 2,480
Guaranteed Payments Community Action Center 24,364 0 Contractual rent credits paid to Community Action Center of Northfield. Three Rivers 16,779 0 Contractual rent credits paid to Three Rivers Community Action of Northfield. Johnson Controls 56,602 56,602 Capital lease reimbursement for energy management equipment paid to the City of Northfield. 97,745 56,602
Administrative Expenses Marketing and Advertising 2,000 2,000 Marketing of available space for rent. Legal Fees 3,000 3,000 Estimate for legal fees. Audit Fees 4,000 4,000 Estimate for accounting, audit and tax returns. 9,000 9,000
Major Building Repairs (Contingency) Interior Repairs 16,000 16,000 Interior repair/replacement carpet/paint. HVAC/Boiler/Pool 10,000 10,000 Miscellaneous repairs/replacement of HVAC and pool equipment. 26,000 26,000
Total Expenses 473,873 437,560
Net Income 5,687 2,000
NORTHFIELD COMMUNITY RESOURCE CENTER FUND
The Northfield Community Resource Center is a building constructed by the city in collaboration with four partners – the Northfield School District, the Community Action Council, the Northfield Senior Association, and the Three Rivers Community Action Council. The four partners lease space in the facility, as do some other non-profit tenants. The space also serves the Senior Nutrition Program and provides community room space for rent. The city provides a rent subsidy to the partner groups to compensate for the funds that were contributed to the capital construction of the building. The bond issue for the building, which cost $5,700,000 to construct, is paid through a voter approved referendum levy.
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET REVENUES Property Taxes 189,472 189,472 189,472 189,475 57,433 30% 189,475 189,475 Other Revenue 295,917 290,545 140,023 61,403 28,559 47% 61,403 61,403 Transfer In - - - - - 0% - - Total 485,389 480,017 329,495 250,878 85,992 34% 250,878 250,878
EXPENDITURES Personnel 35,798 43,586 18,522 - - 0% - - Supplies 49,676 41,950 23,349 - - 0% - - Other Services and Charges 319,130 303,429 284,851 10,000 92,000 920% 10,000 10,000 Debt Service 56,603 56,603 56,601 56,601 28,301 50% 56,603 56,603 Capital Outlay - - 10,560 - - 0% - - Transfers Out 2,640 5,193 2,060 184,000 - 0% 144,000 144,000 Total 463,847 450,761 395,943 250,601 120,301 48% 210,603 210,603
Revenues over (under) 21,542 29,256 (66,448) 277 (34,309) 0% 40,275 40,275
Fund balance - January 1st 242,650 264,192 293,448 227,000 192,691 232,966 Fund balance - December 31st 264,192 293,448 227,000 192,691 232,966 273,241
Capital reserves are included in the fund balance. There is a reserve initiated and funded by the seniors for the Wellness Center’s exterior maintenance and one initiated and funded jointly by the City and the seniors’ organization for the Wellness Center. The Council approved a request from the NCRC group for $40,000 of the reserve for equipment upgrades in 2015. A third reserve was initiated in 2008 by the City to fund a general capital replacement reserve for the entire facility. The City will place the excess $40,000 of levy dollars each year in the reserve funds for future building repairs and maintenance.
The NCRC provides program and service space to local residents by offering the partners and tenants reasonable rental rates for building use.
42
School District - Community Northfield Senior Center Education Program Administration and Wellness Fitness Center the Alternative Learning Center Space for socializing and meeting Activities for seniors Community Action Council (CAC) Three Rivers Community Action Council Food Shelf Head Start Holiday Gift Center Service to clients On-Going services to clients Office space for local service organizations United Way Healthy Community Initiatives
The City has entered into an agreement with the NCRC Corp. The NCRC Corp is responsible for the building, and all maintenance associated with it. In exchange, the City of Northfield is providing tax dollars to continue to run the building at the level of service provided by the City of Northfield. This is an exploratory arrangement to see if it is feasible for the building to eventually be taken over by the NCRC Corp in the future. Discussion started in 2015 between the City of Northfield and the NCRC Corp. The current contract expires in 2016 for the management of the building by the NCRC Corp.
43
NORTHFIELD COMMUNITY RESOURCE CENTER MANAGEMENT SERVICES AGREEMENT 6 This Agreement ( "Agreement ") is made this day of + rI1 , 2014, by and between the CITY OF NORTHFIELD, a Minnesota Municipal Corporation, 801 Washington Ave, Northfield, MN 55057, ( "CITY"), and NCRC CORP., a Minnesota nonprofit corporation, 1651 Jefferson Parkway, Northfield, MN 55057, ( "NCRC "), (collectively the " PARTIES ").
WHEREAS, CITY owns and operates the Northfield Community Resource Center (the Facility "), located at 1651 Jefferson Parkway, Northfield, MN 55057, which contains meeting rooms and permanent offices that CITY leases to various community -based organizations serving the Northfield community;
WHEREAS, NCRC is a nonprofit corporation whose members are community organizations with permanent offices located in the Facility;
WHEREAS, CITY requires management services in conjunction with the ongoing maintenance and operation of the Facility;
WHEREAS, NCRC agrees to assume responsibility for all management services required by CITY in conjunction with the ongoing maintenance and operation of the Facility pursuant to the terms and conditions set forth below; and
WHEREAS, CITY and NCRC acknowledge herein that NCRC intends to satisfy its obligations to provide the management services required by CITY by subcontracting with a qualified facilities management company acceptable to CITY.
NOW, THEREFORE, in consideration of the mutual covenants and promises contained herein, the Parties agree as follows:
ARTICLE ONE NCRC' S SERVICES AND RESPONSIBILITIES
1. 1 Provision of Services. During the term and any renewal term ofthis Agreement, NCRC shall be responsible for providing the services set forth in this Article 1.
1. 2 Grant to NCRC. CITY grants to NCRC the right to manage, market, promote, operate and maintain the Facility, consistent with CITY' s lease agreements with CITY' s tenants hereinafter, " Tenants ") in the Facility, which lease agreements are listed on Appendix A hereto, ( hereinafter the " Tenant Leases "); subject, however, to CITY' s right to terminate this Agreement as provided herein. NCRC shall provide these services in a timely manner, in accordance with industry standards and norms, and in accordance with the budgets submitted to the CITY pursuant to Article 3. NCRC is not authorized to incur
1 debt on the Facility secured by any interest in the Facility or which the City would be otherwise required to assume in the event of termination of this Agreement.
1. 3 Assumption of Duties and Responsibilities Under Existing Leases. By entering into this Agreement, NCRC agrees to assume CITY' s duties, obligations and responsibilities under the Tenant Leases, during the term of this Agreement and any extensions thereof, and to enforce and abide by the terms and conditions of the Tenant Leases. NCRC shall have the authority to enter into amendments or renewals of such leases as CITY' s agent, subject to the approval of the same by CITY, acting through its City Council, which approval shall not be unreasonably withheld. Upon termination of this Agreement, the landlord' s rights, duties, obligations and responsibilities under the Tenant Leases shall revert to CITY and CITY shall reassume the same.
1. 4 NCRC Management Responsibilities /Subcontract. Beginning on the Commencement Date, and continuing through the term of this Agreement, NCRC shall assume management responsibilities as set forth below, which responsibilities it shall fulfill under the subcontract with a qualified management company, a true copy of which is attached hereto as Appendix B, or, in the event of termination of such subcontract, under a substitute subcontract with a qualified management company. Any such substitute subcontract shall be subject to approval by the City Council in its sole discretion. The subcontract attached as Appendix B or any substitute subcontract that may be approved by the City Council, as the case may be, is referred to herein as the " Subcontract." Unless otherwise specifically provided in this Agreement, each duty or responsibility of NCRC under this Agreement shall be performed by a qualified management company under the then -effective Subcontract to the same extent as if the subcontractor were a party to this Agreement. The Subcontract attached hereto as Appendix B is hereby approved. NCRC shall manage the Facility in its reasonable discretion pursuant to the terms of this Agreement, but shall be obligated to inform CITY of unbudgeted single transactions or circumstances of which it has knowledge having or which may have a material effect on the Facility or the operation of the Facility. Such notice by NCRC to CITY shall be in writing and provided to CITY within 30 days of NCRC' s determination that a material issue or circumstance exists that requires disclosure to CITY. For purposes of this Agreement, an issue having a " material effect on the Facility or the operation of the Facility" includes matters which will have a cost impact of $15, 000 or more.
1. 4. 1 Marketing and Promotion. NCRC shall manage and direct all marketing and sales activities, which shall be undertaken so as to maximize the use of the Facility.
1. 4.2 New Rentals. NCRC shall be responsible for marketing the Facility to prospective new tenants and shall have the authority to enter into new lease agreements for office space in the Facility acting as CITY' s agent. The template lease form for new lessee' s, should the form materially change from the most current form now in use at the Facility, shall be subject to review by CITY administration. NCRC further agrees that it will abide by the terms and conditions of any such new lease agreements, and its performance under this Agreement will not cause CITY to be
2 in default of any ofthe terms and conditions of such lease agreements. Upon termination of this Agreement, CITY shall assume the landlord' s rights, duties, obligations and responsibilities under any new lease agreements entered into by NCRC pursuant to this Section.
1. 4. 3 Scheduling. NCRC shall develop and maintain all schedules for meetings and other community events held in non -leased space, common areas or short-term rental space at the Facility. Notwithstanding the foregoing, Tenants of the Facility are solely responsible for their respective leased spaces in accordance with their respective leases. NCRC shall use a facility event rental agreement acceptable in form to CITY. The Parties understand and agree that NCRC shall be empowered to negotiate short term facility rental agreements as CITY' S agent and shall establish standard rental rates for Facility rental.
1. 4.4 Operations Plan. NCRC, in implementing the Subcontract, shall prepare an annual operations plan, which shall be submitted to CITY administration for approval each year for the following fiscal year. NCRC and CITY will cooperate and will work together to ensure that the operations plan meets the reasonable requirements and expectations of CITY for the operation, maintenance and management of the Facility.
1. 4.5 Facility Maintenance. NCRC will be responsible for the performance of all facilities maintenance work, including the Facility and its landscaping, heating and cooling systems, and grounds.
1. 4. 6 Utilities. All utilities (including telecommunications services) serving the Facility shall be in NCRC' s name, acting as CITY' s agent. Any utilities presently in CITY' s name shall be transferred to NCRC within 60 days of the Commencement Date of this Agreement. NCRC shall be responsible for paying all such utilities charges ( including telecommunications services) serving the Facility during the term of this Agreement or any extension thereof.
1. 4.7 Custodial and Cleaning Services. NCRC shall provide all routine cleaning and janitorial services at the Facility, whether performed by NCRC or a custodial or cleaning service engaged by NCRC.
1. 4. 8 Pest Control. NCRC shall be responsible for all necessary pest control services, whether performed by NCRC or a pest control service engaged by NCRC.
1. 4.9 Snow Removal. NCRC shall be responsible for all snow and ice removal services on the pathways, sidewalks, and parking lots owned by the CITY on the grounds of the Facility, whether performed by NCRC or a snow removal company service engaged by NCRC.
3 1. 4. 10 Grounds. NCRC shall be responsible for all lawn mowing and maintenance ofthe grounds surrounding the Facility, whether performed by NCRC or a lawn service engaged by NCRC.
1. 4. 11 Trash Removal. NCRC shall be responsible for removal of all trash from the Facility and agrees that it shall not permit any employee or agent of NCRC or any Tenant or Facility user to place refuse outside the Facility, except in designated trash containers. A recycling program shall also be implemented at the Facility.
1. 4. 12 Operational Services. NCRC shall be responsible for all services required to host meetings or other community events at the Facility. NCRC shall hire and manage all required and necessary management staff and other personnel required for the operation of the Facility.
1. 4. 13 Licenses and Permits. NCRC shall obtain and maintain all licenses and permits necessary for management and operation of the Facility, subject to the local procedures for the granting of such licenses and permits.
1. 4. 14 Revenues and Payment of Operating Expenses. NCRC shall be responsible for the collection of all revenues and payment of all operating expenses for the Facility, including payment and remittance of applicable sales taxes. As used herein, " Revenue" is defined as the total amount received by NCRC or any other person or entity operating on NCRC'S behalf from third parties, directly or indirectly arising out of or connected with and on behalf of the Facility, less applicable sales taxes.
1. 4. 15 Staffing. NCRC shall be responsible for supervision and direction of all NCRC personnel staffing at the Facility, including the Subcontract and any other subcontractors. All such Facility staff, other than subcontractors, will be in the employment of NCRC. All expenses associated with the employment of staff will be considered operating expenses of the Facility.
1. 4. 16 Use of CITY Equipment. NCRC is authorized to use equipment at the Facility in performance of its obligations hereunder. Prior to the Commencement Date, CITY and NCRC will conduct an inventory of Facility equipment to be used by NCRC during this Agreement. CITY is not obligated to repair or replace any of the equipment used by NCRC at the Facility.
1. 5 Insurance. NCRC shall comply, at its own expense, or require that the Subcontract or any successor subcontract comply with the following insurance requirements:
1. 5. 1 Required Insurance. NCRC agrees that NCRC or the subcontractor under the Subcontract and other subcontractors, at NCRC' s or subcontractors' expense, maintain the following insurance policies in the listed amounts:
4 Worker' s Compensation Statutory Limits
Employer' s Liability 500, 000 each accident 500,000 disease policy limit 500, 000 disease each employee
Comprehensive General 1, 500,000 property damage and bodily Liability injury per occurrence 2, 000, 000 general aggregate 2, 000,000 Products —Completed Operations Aggregate 100,000 fire legal liability each occurrence 5, 000 medical expense
Comprehensive Automobile 1, 000,000 combined single limit each Liability accident ( shall include coverage for all owned, hired and non -owed vehicles)
Umbrella or Excess Liability 2, 000,000
All policies listed above shall be written on an " occurrence" form ( "claims made" and " modified occurrence" forms are not acceptable) and shall apply on a " per project" basis.
With the exception of the Worker' s Compensation policies, all policies listed above shall insure the defense and indemnity obligations assumed by NCRC under this Agreement, and shall name CITY as an additional insured under the policy.
All polices listed above shall contain a provision that coverages afforded thereunder shall not be canceled or non -renewed, nor shall coverage limits be reduced by endorsement, without thirty (30) days prior written notice to CITY.
1. 5. 2 Certificates of Insurance. True, accurate and current certificates of insurance, showing evidence of the required insurance coverages, shall be provided to CITY by NCRC prior to the Commencement Date of this Agreement and will be appended hereto as Appendix C.
1. 5. 3 Effect of Failure to Provide Insurance. IfNCRC fails to provide the specified insurance or to require the specified insurance from subcontractors, as applicable, then NCRC will defend, indemnify and hold harmless CITY and CITY' s officials, agents and employees from any loss, claim, liability and expense ( including reasonable attorney's fees and expenses of litigation) to the extent necessary to afford the same protection as would have been provided by the specified insurance. Except to the extent prohibited by law, this indemnity applies
5 regardless of any strict liability or negligence attributable to CITY (including sole negligence) and regardless of the extent to which the underlying occurrence ( i.e., the event giving rise to a claim which would have been covered by the specified insurance) is attributable to the negligent or otherwise wrongful act or omission including breach of contract) of NCRC, its subcontractors, agents, employees or delegates. NCRC agrees that this indemnity shall be construed and applied in favor of indemnification. NCRC also agrees that if applicable law limits or precludes any aspect of this indemnity, then the indemnity will be considered limited only to the extent necessary to comply with that applicable law. The stated indemnity continues until all applicable statutes of limitation have run.
If a claim arises within the scope of the stated indemnity, CITY may require NCRC to:
a. Furnish and pay for a surety bond, satisfactory to CITY, guaranteeing performance of the indemnity obligation; or
b. Furnish a written acceptance of tender of defense and indemnity from NCRC' s insurance company.
NCRC will take the action required by CITY within fifteen (15) days of receiving notice from CITY.
Notwithstanding the foregoing, the City reserves the right to terminate this Agreement pursuant to Section 2.4 in the event that insurance requirements are not maintained or required as provided herein during the term of this Agreement.
1. 5. 4 Standard of Care. Services provided by NCRC or its subcontractors under this Agreement will be conducted in a manner consistent with that level of care and skill ordinarily exercised by members of the facilities management profession or industry. NCRC shall be liable to the fullest extent permitted under applicable law, without limitation, for any injuries, loss, or damages proximately caused by NCRC' S breach of this standard of care. NCRC shall put forth reasonable efforts to complete its duties in a timely manner. NCRC shall not be responsible for delays caused by factors beyond its control or that could not be reasonably foreseen at the time of execution of this Agreement. NCRC shall be responsible for costs, delays or damages arising from unreasonable delays in the performance of its duties.
1. 6 Powers Reserved to CITY - Improvements. CITY shall have the right of prior approval in connection with capital expenditures to improve or alter the structure of the Facility or the grounds on which it is located. All improvements to the Facility shall be the property of CITY.
6 1. 7 Relationship of Parties. NCRC is an independent contractor of CITY and shall not be deemed to be an employee, joint venturer, or partner of CITY. The authority ofNCRC shall be limited to those matters which are specifically addressed in this Agreement.
1. 8 Relationship with CITY. NCRC shall provide all of its Management Services in a manner which shall ensure full compliance with all CITY requirements as stated in this Agreement, City Code and applicable law.
1. 9 Security.
1. 9. 1 Community Action Center of Northfield, a Minnesota nonprofit corporation, CAC "); Three Rivers Community Action, Inc., a Minnesota nonprofit corporation, ( "Three Rivers "); and Northfield Senior Citizens, Inc., a Minnesota nonprofit corporation ( "Seniors "), ( collectively the " Limited Guarantors ") agree to be signatories hereto for the exclusive purpose of securing the faithful performance ofthis Agreement by NCRC. The Limited Guarantors hereby agree to pay up to $ 30,000 ($ 10,000 each) to CITY in the event of any unpaid liability ofNCRC, including but not limited to as a result of an uncured default hereunder or lien. The Limited Guarantors' liability is strictly limited to $10,000 each. The Limited Guarantors agree to make payment to CITY within 30 days of a written demand by CITY. CITY shall have the right to seek payment from the Limited Guarantors for a period of one year following the effective date of termination of this Agreement.
1. 9.2 NCRC shall pay all laborers employed and all subcontractors furnishing material or services to NCRC in the performance of this Agreement. If NCRC fails to pay any claims and demands for labor, materials or services, CITY may, in its sole discretion, apply any monies owed by CITY to NCRC toward paying and satisfying such claims and demands. CITY has the right to apply monies due to NCRC towards paying any accrued indebtedness or any claim which may hereafter come due against NCRC.
ARTICLE TWO COMMENCEMENT DATE, TERM AND TERMINATION
2. 1 Initial Term. This Agreement shall commence on May 1, 2014 (the " Commencement Date ") and expire on December 31, 2016, unless terminated earlier as set forth herein.
2. 2 Termination. Notwithstanding anything in this Agreement to the contrary, CITY or NCRC shall each have the right, in its sole discretion, without penalty or cause, to terminate this Agreement effective as of December 31, 2015, by giving not less than one hundred twenty ( 120) days' prior written notice of such termination to NCRC.
2. 3 Extensions. Subject to Sections 2.2 and 2.4, CITY and NCRC may extend the term hereof on the same terms and conditions for additional one -year periods ( each a " Renewal Term ") commencing immediately after the initial term or any Renewal Term, as
7 applicable. A party wishing to extend the term of this Agreement shall give not less than one hundred twenty ( 120) days prior written notice of such extension to the other party. The term shall be extended as provided herein if the party receiving notice responds in writing within 30 days to the party giving notice that it accepts extension. Failure of a party receiving timely notice to timely respond in writing following receipt of such notice shall not extend the term of this Agreement.
2.4 Default, Right to Cure, Termination. It shall be an event of default ( "Event of Default ") hereunder if either party hereto: ( i) fails to pay or deposit sums due by one party to the other within seven (7) days after written notice by the other of such failure, or (ii) fails to perform or comply with any other obligation of such party hereunder within thirty (30) days after written notice by the other of such failure (which notice shall specify, in sufficient detail, the specific circumstances so as to give the defaulting party adequate notice and the opportunity to cure the same); provided however, that if the default is of a nature that it cannot be cured within thirty (30) days, then the defaulting party shall not be deemed in default hereunder if it commences to cure the default within ten ( 10) days after the effective date of the notice of such default and diligently proceeds to cure such default within ninety (90) days after the effective date of notice. In the event of NCRC' s uncured default, NCRC shall be liable to CITY for any and all costs, disbursements, attorney and NCRC fees reasonably incurred by CITY in enforcing this Agreement.
2. 5 Effect of Termination. Upon the effective date of termination of this Agreement, CITY shall assume all rights, obligations, duties and responsibilities of NCRC with respect to the management and operation of the Facility. All funds held by NCRC under Article 3 shall be returned to CITY and deposited in the CITY NCRC fund number 211.
In the event that this Agreement is terminated for any reason, the Subcontract shall terminate commensurate with the effective date of termination of this Agreement, unless CITY agrees in writing to the assignment of the Subcontract to CITY. It is expressly understood that the City is not liable for any payments or obligations made by NCRC pursuant to the Subcontract.
2. 6 Facility Ownership. During the term hereof, all incidents of ownership in the Facility shall remain with CITY. NCRC shall gain no property interest in the Facility or the real property upon which the Facility is located by virtue ofthis Agreement.
2. 7 Sale of Facility. CITY and NCRC shall begin discussions regarding the sale of the Facility by CITY to NCRC on or before July 1, 2015.
ARTICLE THREE CONSIDERATION
3. 1 Consideration. In consideration for the services to be performed by NCRC (or its agents or subcontractors) under this Agreement, CITY shall compensate NCRC $ 18, 000 per year, payable in advance on the dates specified in Section 3. 4. The consideration as
8 provided in this Section 3. 1 and as otherwise provided in this Agreement constitutes the exclusive compensation for NCRC' s services under this Agreement.
3. 2 Facility Revenues. During the term of this Agreement, NCRC shall be entitled to collect and retain all rents payable under the Tenant Leases as provided for in Section 1. 3, all rents payable under leases with new tenants negotiated by NCRC under Section 1. 4.2, all payments from short term rentals under Section 1. 4.3, CITY' s share of rents payable by the terms of Tenant leases between CITY and Northfield Senior Citizens, Inc. (the Seniors ") under Section 3. 3, and all payments from any other source related to the Facility. NCRC shall not decrease, but may increase, rents from existing or new Tenant Leases during the term of this Agreement. All such revenues shall be available for use by NCRC in performing its services under this Agreement. Payments or rent credits to Community Action Center of Northfield ( "CAC ") and Three Rivers Community Action, Inc. ( "Three Rivers ") under Section 3. 3 shall be collected by NCRC and either applied toward rent due from those entities or paid over to those entities, as those entities may agree by separate contract with NCRC from time to time and as provided in the respective leases. All revenues shall be accurately reflected and accounted for in the budgeting process and in financial statement provided to CITY as provided herein.
3. 3 City' s Obligations to Tenants. CITY shall make all payments to tenants called for by the Tenant Leases. All rent credit payments as contained in those certain Tenant Leases shall remain in effect only as provided in the respective Tenant Lease.
3. 4 Disposition of Rents Paid to CITY Prior to Commencement Date and Thereafter. CITY shall pay over to NCRC on the Commencement Date the amounts of rent already collected by CITY from Facility tenants for the month containing the Commencement Date. Any amounts of Facility rent received thereafter during the term of this Agreement shall be paid over to NCRC when received.
3. 5 Payments by CITY. For 2014, CITY shall make prorated payments for the remaining portion of the year on May 1 and July 1 of the amounts required under Sections 3. 1 through 3. 4 of this Agreement. For 2015 and any subsequent years during the term of this Agreement, such payments shall be made on each January 1 and July 1, or on the next succeeding business day. All such payments made by CITY to NCRC shall be deposited to the account ofNCRC and used to pay expenses of Facility operations.
3. 6 Reserves.
3. 6. 1 The Reserves. CITY and the Seniors have created a fund in the amount of $80,207 as of March 31, 2014) out of excess Facility revenues (the " Existing Reserve Fund "). The fund consists of (i) a reserve initiated and funded by the Seniors for the exterior maintenance of the Facility' s wellness center in the amount of 12,268, (ii) a reserve funded jointly by CITY and the Seniors for the wellness center in the amount of $39, 739, and ( iii) a reserve initiated in 2008 to fund general capital replacements for the whole Facility in the amount of $28,200.
9 3. 6.2 NCRC shall create an additional reserve fund (the " Additional Reserve Fund ") into which it shall deposit any excess of Facility revenues over Facility operating expenses on an annual or more frequent basis. Any funds in the Additional Reserve Fund shall be considered the property of CITY and returned to CITY upon expiration or termination of this Agreement for any reason, unless otherwise agreed upon in writing by CITY and NCRC.
3. 6. 3 Access to the Reserves, Advance Notice to and Approval by CITY. Before incurring any unbudgeted liability of $10,000 or more calling for use of any part of the Existing or Additional Reserve Funds, NCRC will give not less than 30 days' notice to CITY, and CITY shall within that period either approve, modify or deny such liability, it being understood that approval shall not be unreasonably withheld. However, in the event that an emergency exists, as determined by NCRC, NCRC shall give CITY the maximum practicable notice and may commence incurring the related obligation before receiving approval of CITY. Emergency is defined as an unforeseen extraordinary event or natural disaster outside NCRC' s control.
3. 7 CITY' s Payments. Notwithstanding any provision contained herein, CITY' s total obligations in connection with the Facility for 2014, 2015 and 2016 shall not exceed 184,000 per year, which sum shall include all payments required under Sections 3. 1, 3. 2, 3. 3, 3. 4 and 3. 5, and this sum includes all payments to the Seniors and NCRC, and obligations owed to Johnson Controls, but shall exclude any payments from the Existing Reserve Fund under Section 3. 6.
3. 8 Operating Budget. Each year during the initial term or any Renewal Term, NCRC shall submit to CITY, on or before August 1, a proposed annual operating budget ( "Annual Operating Budget ") for the ensuing year, listing all projected revenues and operating expenses by category, with such detail as CITY may reasonably require. The proposed Annual Operating Budget shall reflect all revenues projected to be received with respect to the Facility, specifically including all revenues to be collected and retained by NCRC pursuant to this Agreement. If CITY objects in writing to the proposed Annual Operating Budget or any part thereof, NCRC shall respond promptly to each such objection and work with CITY to resolve any differences in a manner reasonably acceptable to both parties. A final Annual Operating Budget will be submitted by NCRC to CITY prior to August leach year for CITY council approval. NCRC and CITY may revise the financial arrangement contained in this Agreement at any time by mutual written agreement. NCRC shall assume responsibility for the management and operation of the Facility as provided in Article 1, and shall not incur expenses in excess ofthe Annual Operating Budget, and in any event shall not be entitled to reimbursement of expenses incurred in excess of the Annual Operating Budget except as the Annual Operating Budget may be revised.
3. 9 Capital Plan. No later than July 1, 2015, NCRC shall prepare and deliver to CITY a ten - year capital plan for the Facility (the " Plan "). The Plan shall set out in detail all the dates and amounts of projected capital expenditures deemed necessary in order to maintain the
10 Facility in good and tenantable condition. The Plan may also, at the option of NCRC, set out in detail the dates and amounts of any capital expenditures intended to upgrade the Facility. The Plan may be amended from time to time to reflect changes of circumstance, and any amended Plan prepared by NCRC shall be promptly delivered to CITY. The Plan, as amended from time to time, shall be deemed a planning document. CITY' s acceptance of the original Plan or any amendment of the Plan shall not be deemed to be approval thereof or any portion thereof.
3. 10 Financial Statements. NCRC shall deliver to CITY, as soon as available after the end of each calendar month and within ninety (90) days after the end of each calendar year, a true and correct operating statement of the Facility for the preceding calendar month or calendar year, as the case may be, together with any reasonable supporting documentation reasonably requested by CITY.
3. 11 Audit. CITY may audit the financial statements delivered by NCRC to CITY pursuant to this Agreement. As determined by CITY in its reasonable discretion, and upon written notice to NCRC of such determination, NCRC will retain a reputable auditing firm, acceptable to CITY, to conduct an audit ofNCRC' s financial statements at NCRC' s expense. NCRC shall make and file an audit report with CITY within 90 days of the date of the CITY' s notice. The audit report shall include the following information:
a) The financial condition of the NCRC and the Facility; b) The status of all projects related to the Facility; c) The status of all leases related to the Facility; and d) Such other matters relating to the Facility' s revenues and operating expenses, which may affect the interests of CITY, and such other information as CITY may require.
At close of the 2015 fiscal year (December 31), NCRC shall conduct an audit as provided in this section.
3. 12 Previously Incurred Capital Costs. CITY shall remain liable for payment of all principal and interest on indebtedness incurred prior to the Commencement Date with respect to the Facility, including specifically any general obligation bonds issued in connection with the acquisition and construction ofthe Facility, except that any obligations owed to Johnson Controls will be the responsibility of NCRC, up to a maximum of $56,700 per year.
ARTICLE FOUR INDEMNIFICATION
4. 1 Indemnification of CITY. NCRC shall indemnify, protect, save, hold harmless and insure CITY, and its respective officers, employees and members and agents, from and against any and all claims and demands for, or litigation with respect to, all damages which may arise out of or be caused by NCRC or its agents, employees, contractors or subcontractors with respect to NCRC' s performance of its obligations under this Agreement. NCRC
11 shall defend CITY against the foregoing, or litigation in connection with the foregoing, at NCRC' s expense, with counsel reasonably acceptable to CITY. CITY, at its expense, shall have the right to participate in the defense of any Claims or litigation and shall have the right to approve any settlement, which approval shall not be unreasonably withheld. The indemnification provision of this Section shall not apply to damages or other losses proximately caused by or resulting from the negligence or willful misconduct of CITY. All indemnification obligations shall survive termination, expiration or cancellation of this Agreement.
4.2 Indemnification of NCRC. CITY shall indemnify, protect, save, hold harmless and insure NCRC, and its respective officers, directors, employees and members and agents, from and against any and all claims and demands for, or litigation with respect to, all damages which may arise out of or be caused by CITY or its agents, employees, contractors or subcontractors with respect to CITY' s performance of its obligations under this Agreement. CITY shall defend NCRC against the foregoing, or litigation in connection with the foregoing, at CITY' s expense, with counsel reasonably acceptable to NCRC. NCRC, at its expense, shall have the right to participate in the defense of any Claims or litigation and shall have the right to approve any settlement, which approval shall not be unreasonably withheld. The indemnification provision of this Section shall not apply to damages or other losses proximately caused by or resulting from the negligence or willful misconduct of NCRC. All indemnification obligations shall survive termination, expiration or cancellation of this Agreement.
4.3 Nothing contained in this Agreement shall create a contractual relationship with or a cause of action in favor of a third party against CITY or NCRC. NCRC's services under this Agreement are being performed solely for CITY' s benefit, and no other entity shall have any claim against NCRC because of this Agreement or the performance or nonperformance of services provided hereunder.
ARTICLE FIVE GENERAL TERMS AND CONDITIONS
5. 1 Voluntary and Knowing Action. The PARTIES, by executing this Agreement, state that they have carefully read this Agreement and understand fully the contents thereof; that in executing this Agreement they voluntarily accept all terms described in this Agreement without duress, coercion, undue influence, or otherwise, and that they intend to be legally bound thereby.
5. 2 Authorized Signatories. The PARTIES each represent and warrant to the other that (1) the persons signing this Agreement are authorized signatories for the entities represented, and (2) no further approvals, actions or ratifications are needed for the full enforceability of this Agreement against it; each party indemnifies and holds the other harmless against any breach of the foregoing representation and warranty.
12 5. 3 Notices. The PARTIES' representatives for notification for all purposes are:
CITY:
Tim Madigan, City Administrator City of Northfield 801 Washington Street Northfield, MN 55057
NCRC:
Lynne Pederson, President NCRC, Corp. 1651 Jefferson Parkway Northfield, MN 55057
5. 4 Dispute Resolution. CITY and NCRC agree to negotiate all disputes between them in good faith for a period of 30 days from the date of notice of dispute prior to proceeding to formal dispute resolution or exercising their rights under law. Any claims or disputes unresolved after good faith negotiations shall first be submitted to mediation utilizing the Minnesota District Court Rule 114 Roster. NCRC and CITY agree to require an equivalent dispute resolution process governing all contractors, subcontractors, subconsultants, suppliers, consultants, and fabricators concerned with the Project.
5. 5 Independent Contractor Status. NCRC, at all times and for all purposes hereunder, shall be an independent contractor and is not an employee of CITY for any purpose. No statement contained in this Agreement shall be construed so as to find NCRC to be an employee of CITY, and NCRC shall not be entitled to any of the rights, privileges, or benefits ofemployees of CITY, including but not limited to, workers' compensation, health/death benefits, and indemnification for third -party personal injury /property damage claims.
NCRC acknowledges that no withholding or deduction for State or Federal income taxes, FICA, FUTA, or otherwise, will be made from the payments due NCRC, and that it is NCRC' s sole obligation to comply with the applicable provisions of all Federal and State tax laws.
NCRC shall at all times be free to exercise initiative, judgment and discretion as to how to best perform or provide services identified herein.
NCRC is responsible for hiring sufficient workers to perform the services /duties required by this Agreement, withholding their taxes and paying all other employment tax obligations on their behalf.
5. 6 Assignment. This Agreement may not be assigned by either Party without the written consent of the other Party.
13 5. 7 Modifications /Amendment. Any alterations, variations, modifications, amendments or waivers of the provisions of this Agreement shall only be valid when they have been reduced to writing, and signed by authorized representative of the CITY and NCRC.
5. 8 Records —Availability and Retention. Pursuant to Minn. Stat. § 16C.05, subd. 5, NCRC agrees that CITY, the State Auditor, or any of their duly authorized representatives at any time during normal business hours and as often as they may reasonably deem necessary, shall have access to and the right to examine, audit, excerpt, and transcribe any books, documents, papers, records, etc., which are pertinent to the accounting practices and procedures ofNCRC and involve transactions relating to this Agreement.
NCRC agrees to maintain these records for a period of six years from the date of termination of this Agreement.
5. 9 Force Majeure. The PARTIES shall each be excused from performance under this Agreement while and to the extent that either of them are unable to perform, for any cause beyond its reasonable control. Such causes shall include, but not be restricted to fire, storm, flood, earthquake, explosion, war, total or partial failure of transportation or delivery facilities, raw materials or supplies, interruption of utilities or power, and any act of government or military authority. In the event either party is rendered unable wholly or in part by force majeure to carry out its obligations under this Agreement then the party affected by force majeure shall give written notice with explanation to the other party immediately.
5. 10 Compliance with Laws. NCRC shall abide by all Federal, State and local laws, statutes, ordinances, rules and regulations now in effect or hereinafter adopted pertaining to this Agreement or to the facilities, programs and staff for which NCRC is responsible.
5. 11 Non -Discrimination. The provisions of any applicable law or ordinance relating to civil rights and discrimination shall be considered part ofthis Agreement as if fully set forth herein.
5. 12 Interest by City Officials. No elected official, officer, or employee of CITY shall during his or her tenure or employment and for one year thereafter, have any interest, direct or indirect, in this Agreement or the proceeds thereof.
5. 13 Governing Law. This Agreement shall be deemed to have been made and accepted in Rice County, Minnesota, and the laws of the State of Minnesota shall govern any interpretations or constructions of the Agreement without regard to its choice of law or conflict of laws principles.
5. 14 Data Practices. The PARTIES acknowledge that this Agreement is subject to the requirements of Minnesota' s Government Data Practices Act, Minnesota Statutes, Section 13. 01 et seq.
14 5. 15 No Waiver. Any Party' s failure in any one or more instances to insist upon strict performance of any of the terms and conditions of this Agreement or to exercise any right herein conferred shall not be construed as a waiver or relinquishment of that right or of that Party' s right to assert or rely upon the terms and conditions of this Agreement. Any express waiver of a term of this Agreement shall not be binding and effective unless made in writing and properly executed by the waiving Party.
5. 16 Data Disclosure. Under Minn. Stat. § 270C. 65, Subd. 3 and other applicable law, NCRC consents to disclosure of its social security number, federal employer tax identification number, and/or Minnesota tax identification number, already provided to CITY, to federal and state agencies and state personnel involved in the payment of CITY obligations. These identification numbers may be used in the enforcement of federal and state laws which could result in action requiring NCRC to file state tax returns, pay delinquent state tax liabilities, if any, or pay other CITY liabilities.
5. 17 Patented Devices, Materials and Processes. If this Agreement requires, or the NCRC desires, the use of any design, device, material or process covered by letters, patent or copyright, trademark or trade name, NCRC shall provide for such use by suitable legal agreement with the patentee or owner and a copy of said agreement shall be filed with CITY. If no such agreement is made or filed as noted, NCRC shall indemnify and hold harmless CITY from any and all claims for infringement by reason of the use of any such patented designed, device, material or process, or any trademark or trade name or copyright in connection with the services agreed to be performed under the Agreement, and shall indemnify and defend CITY for any costs, liability, expenses and attorney's fees that result from any such infringement.
5. 18 Mechanic' s Liens. NCRC hereby covenants and agrees that NCRC will not permit or allow any mechanic' s or materialman' s liens to be placed on the Facility during the term hereof. Notwithstanding the previous sentence, however, in the event any such lien shall be so placed on CITY' s interest, NCRC shall take all steps necessary to see that it is removed within thirty (30) days of its being filed;.provided, however, that NCRC may contest any such lien provided NCRC first posts a surety bond, in favor of and insuring CITY, in an amount equal to 125% ofthe amount of any such lien.
5. 19 Severability. The invalidity or unenforceability of any provision ofthis Agreement shall not affect the validity or enforceability of any other provision. Any invalid or unenforceable provision shall be deemed severed from this Agreement to the extent of its invalidity or unenforceability, and this Agreement shall be construed and enforced as if the Agreement did not contain that particular provision to the extent of its invalidity or unenforceability.
5. 20 Entire Agreement. These terms and conditions constitute the entire Agreement between the PARTIES regarding the subject matter hereof. All discussions and negotiations are deemed merged in this Agreement.
15 5. 21 Headings and Captions. Headings and captions contained in this Agreement are for convenience only and are not intended to alter any of the provisions of this Agreement and shall not be used for the interpretation of the validity ofthe Agreement or any provision hereof.
5. 22 Survivability. All covenants, indemnities, guarantees, releases, representations and warranties by any Party or PARTIES, and any undischarged obligations of CITY and NCRC arising prior to the expiration of this Agreement (whether by completion or earlier termination), shall survive such expiration.
5. 23 Execution. This Agreement may be executed simultaneously in two or more counterparts that, when taken together, shall be deemed an original and constitute one and the same document. The signature of any Party to the counterpart shall be deemed a signature to the Agreement, and may be appended to, any other counterpart. Facsimile and email transmissions of executed signature pages shall be deemed as originals and sufficient to bind the executing Party.
Remainder ofpage intentionally left blank]
16 ARTICLE SIX SIGNATURES
IN WITNESS WHEREOF, the PARTIES have hereunto executed this document the day and year first above written.
NCRC CORP.
01'6) 4- Date: 7 46 -Aoi ynn ederson, Its President
By: Date: Its
CITY OF NORTHFIELD
Bv: Date: 44/ 611e90/ 41 Dana Graham, Its Mayor
By ( ab Date: t'l la9' 0 1 Deb Little, Its City Clerk
17 LIMITED GUARANTORS:
COMMUNITY ACTION CENTER OF NORTHFIELD
By: a Date: Itsh`vc lrtc
By: Date: Its
THRE NITY ACTION, INC.
Bv: Date:
By: Date: Its
NORTHFIELD SENIOR CITIZENS, INC.
Date: 3c iLf Stcgv\ t
By: Date: Its
18 APPENDIX A LIST OF TENANT LEASES
ORGANIZATION NAME DATE DATE SPACE LEASED
Community Action Center of Northfield 04/ 01/ 2005 03/ 31/ 2015 9, 120 sq ft Healthy Community Initiative 03/ 01/ 2008 03/ 31/ 2011 HS 128 Luthern Social Services 03/ 01/ 2008 03/ 31/ 2011 HS 124 Workforce Development 02/ 01/ 2013 01/ 31/ 2016 HS 124 Northfield School District 08/ 01/ 2005 03/ 31/ 2015 10, 757 sq ft Northfield School District 04/ 01/ 2005 03/ 31/ 2015 10,455 sq ft Northfield Senior Citizens, Inc 06/ 01/ 2005 05/ 31/ 2007 Rooms 104 and 106 Northfield Senior Citizens, Inc 07/ 01/ 2009 12/ 31/ 2012 HS 103/ 105 Northfield Senior Citizens, Inc 04/ 01/ 2005 03/ 31/ 2025 Senior Center Northfield Senior Citizens, Inc 03/ 01/ 2008 03/ 31/ 2011 Rice Co Mediation HS 104 Northfield Senior Citizens, Inc 04/ 01/ 2005 03/ 31/ 2025 Wellness Center, 8,342 sq ft Three Rivers Community Action, Inc. 08/ 01/ 2005 6,281 sq ft Three Rivers Community Action, Inc. 02/ 01/ 2005 01/ 31/ 2015 6,575 sq ft United Way 03/ 01/ 2008 03/ 31/ 2011 HS 122
19 APPENDIX B SUBCONTRACT
20 Management Agreement Table of Contents
Property: NCRC Corp., 1651 Jefferson Parkway, Northfield, Minnesota
Property Management Agreement dated , 2014
Article I. Exclusive Agency
Article I1. Term of Agreement; Termination
Article III. Management of Building A. Duties of Manager B. Repairs C. Service Contracts D. Financial Reports E. Financial Records F. Customer to Select Bank G. Employees H. Expenditures I. Legal Proceedings J. Compensation
Article IV. Indemnification
Article V. Insurance
Article VI. Independent Contractors
Article VII. Legal Authority A. Customer' s Representations B. Manager' s Representations
Article VIII. Notice
Article IX. Governing Law
Article X. Assignment and Amendment
Article XI. Additional Provisions
Exhibit A Property Address
Exhibit B Property Management Services
1 MANAGEMENT AGREEMENT
THIS AGREEMENT is made as of the day of 2014, by and between NCRC CORP., a Minnesota nonprofit corporation, ( "Customer ") and Northfield Real Estate Management, LLC, a Delaware Limited Liability Company, D / B /A Bluewater Commercial Real Estate, as ( " Manager ").
RECITALS:
WHEREAS, City of Northfield ( "City"), Minnesota owns the Northfield Community Resource Center (the " Facility" or "Building "), located at 1651 Jefferson Parkway, Northfield, MN 55057, which contains meeting rooms and permanent offices that City leases to various community -based organizations serving the Northfield community;
WHEREAS, Customer has entered into an agreement with the City, entitled NORTHFIELD COMMUNITY RESOURCE CENTER MANAGEMENT SERVICES AGREEMENT, (the " Primary Agreement ") to provide management services in conjunction with the ongoing maintenance and operation of the Facility;
WHEREAS, the Primary Agreement authorizes Customer to enter into a Subcontract with a management company to provide some of the services Customer is obligated to provide the City pursuant to the Primary Agreement;
WHEREAS, Customer desires to enter into this Agreement with Manager in accordance with the Primary Agreement with the approval of the City of the terms and conditions of this agreement;
In consideration of the mutual promises and covenants contained herein, Customer and Manager agree as follows:
ARTICLE I Exclusive Agency
Customer hereby appoints Manager the sole and exclusive manager of the property described on Exhibit A attached hereto ( "Building ") and Manager hereby accepts such appointment.
ARTICLE II Term of Agreement; Termination
A. The term of this Agreement ( "Term ") shall commence on , 2014 and shall continue through , 2015. Manager and Customer agree to a trial period of six (6) months during which time either party has the right to terminate this agreement at the end of the six month period provided the terminating party provides thirty (30) days prior written notice to the terminated party.
2 B. Notwithstanding the provisions of Section A above to the contrary, this Agreement may be terminated, and the obligations of the parties hereunder shall thereupon cease, upon the following events:
1. If a petition for bankruptcy, reorganization or arrangement is filed by either party, or if either party shall make an assignment for the benefit of creditors or take advantage of any insolvency act, the other party may terminate this Agreement upon ten (10) days prior written notice to the other party;
2. If Manager or Customer fails to comply with any rule, order, determination, ordinance or law of any federal, state or municipal authority pertaining to the Building, the other party may terminate this Agreement upon ten (10) days prior written notice, unless such failure to comply is cured within the ten (10) day period;
3. If Customer or Manager defaults in the performance of any of their respective duties and obligations hereunder, the non -defaulting party may terminate this Agreement upon thirty (30) days prior written notice to the defaulting party, unless such default is cured within the said thirty (30) day period;
4. Either Manager or Customer may terminate this agreement by giving sixty (60) days prior written notice in the event of dissatisfaction of the management arrangement.
C. Notwithstanding any provision of this agreement, in the event that the Primary Agreement is terminated for any reason, this Agreement shall terminate commensurate with the effective date of termination of the Primary Agreement, unless the City agrees in writing to the assignment of this Agreement. It is expressly understood by the parties to this Agreement that the City is not liable for any payments from or obligations made by Customer to Manager pursuant to this Agreement.
ARTICLE III Management of Building
A. Duties of Manager
Manager shall manage the Building in an efficient and businesslike manner having due regard for the age and physical condition of the Building. Manager, through its employees and independent contractors, shall supply complete operational services for the Building as described in Exhibit B attached. If Manager is to provide maintenance services for the building, those will be provided under a separate agreement. Manager agrees to furnish the various services required by Customer.
Services provided by Manager or its subcontractors and /or sub -consultants under this Agreement will be conducted in a manner consistent with that level of care and skill ordinarily exercised by members of Manager' s profession or industry. Manager shall put forth reasonable efforts to complete its duties in a timely manner. Manager shall not be responsible for delays caused by factors beyond its control or that could not be reasonably foreseen at the time of execution of this Agreement.
3 B. Repairs
Manager shall, in the name of and at the expense of Customer, make or cause to be made such ordinary repairs and alterations as Manager may deem advisable or necessary. Not more than 1, 000.00 of unbudgeted expenses, however, shall be expended for any one item of repair or alteration without Customer' s prior written approval, and except for emergency repairs if, in the opinion of Manager, such repairs are necessary to protect the Building from damage or to maintain services to tenants as called for in their leases.
C. Service Contracts
Manager shall, in the name of and at the expense of Customer, contract for those utilities and other building operation and maintenance services Manager shall deem advisable; provided however that no service contract shall be entered into for a term exceeding one year without the prior written approval of Customer. All expenses shall be charged to Customer at net cost and Customer shall be credited with all rebates, refunds, allowances and discounts allowed to Manager.
D. Financial Reports
Manager shall furnish to Customer, by the 15th of each month, unaudited financial statements, which will include the following: a profit Toss statement showing the results of the operations for the preceding month with income and expense detail, aged receivables, and bank reconciliation.
E. Financial Records
Manager shall obtain a comprehensive system of office records, books and accounts, all of which belong to the Customer.
F. Customer to Select Bank
Customer shall have the right to select the bank for the property' s banking needs.
G. Expenditures
All expenditures authorized by this Agreement shall be considered operating expenses to be paid from Customer' s funds.
H. Legal Proceedings
Manager shall, at Customer' s request and expense, engage counsel and cause such legal proceedings to be instituted as may be necessary to enforce payment of rent or to dispossess tenants. Manager shall have the authority to compromise disputes with tenants involving setoffs or damage claims so long as the amount involved does not exceed one month' s rent payable by such tenant.
4 I. Compensation
1. Customer shall pay Manager a flat fee of One thousand five hundred dollars 1,500.00) per month for Property Management Services.
2. Manager shall be exclusively responsible for new tenant leasing. Customer shall pay Manager a leasing fee equal to:
a. For any new tenants to the building, 100% of one month' s rent for the first year and 5% of gross rents for years two and beyond 1. Example: If new tenant did a five year lease at $ 1, 000 per month, Manager will be paid $ 1,000 for the first year and $ 2, 400 for years 2 -5 12, 000 X 5% X 4) b. Leasing fees for any brokers representing Tenants would be outside of the Manager leasing fee and would be the responsibility of the Customer. c. All leasing fees are due at time of lease execution.
3. If Manager arranges for the Building to be improved, repaired, redecorated, altered and desires to have Manager supervise such project, Customer shall pay Manager a construction supervision fee in accordance to the schedule below:
Construction Supervision Fee Schedule 0 —4, 999 = 0% 5, 000 — $24,999 = 5% 25, 000 —49, 999 = 4% 50, 000 = 3%
ARTICLE IV Indemnification
Manager shall indemnify, protect, save, hold harmless and insure Customer, and its respective officers, directors, employees, volunteers, members and agents, from and against any and all claims and demands for, or litigation with respect to, all damages which may arise out of or be caused by Manager or its agents, employees, contractors, subcontractors, or sub -consultants with respect to Manager' s performance of its obligations under this Agreement. Manager shall defend Customer against the foregoing, or litigation in connection with the foregoing, at Manager's expense, with counsel reasonably acceptable to Customer. Customer, at its expense, shall have the right to participate in the defense of any Claims or litigation and shall have the right to approve any settlement, which approval shall not be unreasonably withheld. The indemnification provision of this Section shall not apply to damages or other losses proximately caused by or resulting from the negligence or willful misconduct of Customer. All indemnification obligations shall survive termination, expiration or cancellation of this Agreement.
Customer shall indemnify protect, save, hold harmless and insure Manager, and its respective officers, directors, employees and members and agents, from and against any and all claims and 5 demands for, or litigation with respect to, all damages which may arise out of or be caused by Customer or its agents, employees, contractors, subcontractors or sub -consultants with respect to Customer' s performance of its obligations under this Agreement. Customer shall defend Manager against the foregoing, or litigation in connection with the foregoing, at Customer' s expense, with counsel reasonably acceptable to Manager. Manager, at its expense, shall have the right to participate in the defense of any Claims or litigation and shall have the right to approve any settlement, which approval shall not be unreasonably withheld. The indemnification provision of this Section shall not apply to damages or other losses proximately caused by or resulting from the negligence or willful misconduct of Manager. All indemnification obligations shall survive termination, expiration or cancellation of this Agreement.
ARTICLE V Insurance
Customer agrees to carry public liability, elevator liability and contractual liability (specifically insuring the indemnity provisions contained in Article IV), steam boiler ( if applicable), and such other insurance as the parties agree to be necessary or desirable for the protection of the interests of Customer and Manager. In each such policy of insurance, Customer agrees to designate Manager as an additional party insured with Customer. The carrier and the amount of coverage in each policy shall be mutually agreed upon by Customer and Manager. A certificate of each policy issued by the carrier shall be delivered promptly to Manager by Customer. All policies shall provide for 10 days written notice to Manager prior to cancellation.
Customer shall procure an appropriate clause in, or endorsement on, each of its policies for fire or extended coverage insurance and on all other forms of property damage insurance including, but not limited to, coverage such as water damage, property damage, boiler and machinery insurance and sprinkler leakage insurance, covering the Building or personal property, fixtures or equipment located thereon whereby the insurer waives subrogation or consents to a waiver of the right of recovery against Manager, and having obtained such clause or endorsement of waiver of subrogation or consent to a waiver of right of recovery, Customer hereby agrees that it will not make any claim against or seek to recover from Manager for any loss or damage to the Building of the type covered by such insurance. Customer agrees to designate Manager as an additional party insured with Customer on each such policy of insurance.
Customer will carry insurance in the limits as referenced in the Primary Agreement with the City, and the City and Manager shall be listed as additional insured. Customer will also insure that Customer and Manager are listed as additional insured on City' s Property and Loss Policy.
ARTICLE VI Independent Contractors
It is expressly understood and agreed that Manager will act as an independent contractor in performance of this Agreement. No provision hereunder shall be intended to create a partnership or a joint venture with respect to the Building or otherwise. 6 Manager shall at all times be free to exercise initiative, judgment and discretion as to how to best perform or provide services identified herein.
Manager is responsible for hiring sufficient workers to perform the services /duties required by this Agreement, withholding their taxes and paying all other employment tax obligations on their behalf.
ARTICLE VII Legal Authority
A. Customer' s Representations
Customer warrants that it has been granted the authority to enter into this Agreement by the property owner and has the legal authority to enter into this Agreement through the signatories hereto. Customer agrees to hold Manager harmless from any liability, damages, costs and expenses arising from any incorrect information supplied by Customer.
B. Manager' s Representations
Manager warrants that it is a duly licensed real estate agent. Manager further warrants that it has the legal authority to enter into this Agreement through the signatories hereto.
ARTICLE VIII Notice
Any notice required or permitted under the Agreement shall be given when actually delivered or when deposited in the United States mail as certified mail addressed as follows:
To Customer: Ms. Lynne Pederson Northfield Senior Center 1651 Jefferson Parkway Northfield, MN 55057
To Manager: Bluewater Commercial Real Estate 527 Professional Drive, # 100 Northfield, MN 55057
ARTICLE IX Governing Law
This Agreement shall be governed by the laws of Minnesota.
7 ARTICLE X Assignment and Amendment
This Agreement may be assigned to the City, based on the City' s written consent in the City's sole judgment and discretion, in the event of the termination of the Primary Agreement. This Agreement may not otherwise be assigned or be modified or amended except by written agreement of the parties with the approval of the City.
ARTICLE XI Additional Provisions
A. Recitals. The recitals to the Agreement are made a part hereof.
B. Voluntary and Knowing Action. The Parties, by executing this Agreement, state that they have carefully read this Agreement and understand fully the contents thereof; that in executing this Agreement they voluntarily accept all terms described in this Agreement without duress, coercion, undue influence, or otherwise, and that they intend to be legally bound thereby.
C. Authorized Signatories. The Parties each represent and warrant to the other that (1) the persons signing this Agreement are authorized signatories for the entities represented, and (2) no further approvals, actions or ratifications are needed for the full enforceability of this Agreement against it; each party indemnifies and holds the other harmless against any breach of the foregoing representation and warranty.
D. Records —Availability and Retention. Pursuant to Minn. Stat. § 16C. 05, subd. 5, Manager agrees that Customer, the State Auditor, or any of their duly authorized representatives at any time during normal business hours and as often as they may reasonably deem necessary, shall have access to and the right to examine, audit, excerpt, and transcribe any books, documents, papers, records, etc., which are pertinent to the accounting practices and procedures of Manager and involve transactions relating to this Agreement.
Manager agrees to maintain these records for a period of six years from the date of termination of this Agreement.
E. Force Majeure. The Parties shall each be excused from performance under this Agreement while and to the extent that either of them are unable to perform, for any cause beyond its reasonable control. Such causes shall include, but not be restricted to fire, storm, flood, earthquake, explosion, war, total or partial failure of transportation or delivery facilities, raw materials or supplies, interruption of utilities or power, and any act of government or military authority. In the event either party is rendered unable wholly or in part by force majeure to carry out its obligations under this Agreement then the party affected by force majeure shall give written notice with explanation to the other party immediately.
8 F. Compliance with Laws. Manager shall abide by all Federal, State and local laws, statutes, ordinances, rules and regulations now in effect or hereinafter adopted pertaining to this Agreement or to the facilities, programs and staff for which Manager is responsible.
G. Non -Discrimination. The provisions of any applicable law or ordinance relating to civil rights and discrimination shall be considered part of this Agreement as if fully set forth herein.
H. No Waiver. Any Party's failure in any one or more instances to insist upon strict performance of any of the terms and conditions of this Agreement or to exercise any right herein conferred shall not be construed as a waiver or relinquishment of that right or of that Party's right to assert or rely upon the terms and conditions of this Agreement. Any express waiver of a term of this Agreement shall not be binding and effective unless made in writing and properly executed by the waiving Party.
Severability. The invalidity or unenforceability of any provision of this Agreement shall not affect the validity or enforceability of any other provision. Any invalid or unenforceable provision shall be deemed severed from this Agreement to the extent of its invalidity or unenforceability, and this Agreement shall be construed and enforced as if the Agreement did not contain that particular provision to the extent of its invalidity or unenforceability.
J. Headings and Captions. Headings and captions contained in this Agreement are for convenience only and are not intended to alter any of the provisions of this Agreement and shall not be used for the interpretation of the validity of the Agreement or any provision hereof.
K. Survivability. All covenants, indemnities, guarantees, releases, representations and warranties by any Party or PARTIES, and any undischarged obligations of Customer and Manager arising prior to the expiration of this Agreement (whether by completion or earlier termination), shall survive such expiration.
L. Dispute Resolution. Customer and Manager agree to negotiate all disputes between them in good faith for a period of 30 days from the date of notice of dispute prior to proceeding to formal dispute resolution or exercising their rights under law. Any claims or disputes unresolved after good faith negotiations shall first be submitted to mediation utilizing the Minnesota District Court Rule 114 Roster.
The remainder of this page is left blank, signature page follows)
9 IN WITNESS WHEREOF, the parties hereto have executed this Agreement in duplicate as of the date first hereinabove written.
CUSTOMER: NCRC CORP., a Minnesota nonprofit corporation
By:
Its:
MANAGER: Northfield Real Estate Management, LLC, a Delaware limited liability company, D /B / A Bluewater Commercial Real Estate
By:
Its:
10 EXHIBIT A
The entire Northfield Community Resource Center building located at 1651 Jefferson Parkway, Northfield, MN 55057
11 EXHIBIT B
PROPERTY MANAGEMENT SERVICES
Initial setup of the property includes:
Setup of the property in professional management accounting software
Setup bank account with the bank of Customer' s choice
Setup and execution of all vendor contracts including property insurance
Professional property management services include:
Routine property inspections
Addressing building maintenance issues
Managing service contracts and vendor relations
Security and safety management
Administering and maintaining building files and records Property Accounting; including billing, A /P, A/ R and monthly reporting Operating budget preparation
Rent collection
Tenant relations
Administering and maintaining tenant leases
Tenant renewals, expansions, and new leasing (separate fees may apply) Maintaining current building, tenant and vendor insurance certificates Supervision and management of capital improvement projects (if necessary; separate fees may apply for management of large construction projects)
12 MAINTENANCE SERVICES AGREEMENT
Property: NCRC Corp., 1651 Jefferson Parkway, Northfield, Minnesota
THIS MAINTENANCE SERVICES AGREEMENT is made as of the day of 2014, by and between NCRC CORP., a Minnesota nonprofit corporation, ( "Customer") and Northfield Real Estate Management, LLC, a Delaware Limited Liability Company, D /B /A Bluewater Commercial Real Estate, as Manager ").
Customer and Manager have entered into a Property Management Agreement (" Management Agreement ") dated , 2014, and Customer desires to have Manager provide additional maintenance services for the Property.
RECITALS:
WHEREAS, City of Northfield ( "City"), Minnesota owns the Northfield Community Resource Center (the " Facility" or `Building "), located at 1651 Jefferson Parkway, Northfield, MN 55057, which contains meeting rooms and permanent offices that City leases to various community -based organizations serving the Northfield community;
WHEREAS, Customer has entered into an agreement with the City, entitled NORTHFIELD COMMUNITY RESOURCE CENTER MANAGEMENT SERVICES AGREEMENT, (the " Primary Agreement ") to provide management services in conjunction with the ongoing maintenance and operation of the Facility;
WHEREAS, the Primary Agreement authorizes Customer to enter into a Subcontract with a management company to provide some of the services Customer is obligated to provide the City pursuant to the Primary Agreement;
WHEREAS, Customer desires to enter into this Agreement with Manager in accordance with the Primary Agreement and the Management Agreement with the approval of the City of the terms and conditions of this agreement;
In consideration of the mutual promises and covenants contained herein, Customer and Manager agree as follows:
ARTICLE I Maintenance Services Contract
Customer hereby contracts with Manager to provide routine maintenance and operations services for the Property listed above and Manager hereby agrees to provide such services.
1 ARTICLE II Term of Agreement; Termination
A. The term of this Agreement ( "Term ") shall commence on , 2014 and shall continue through , 2015. Manager and Customer agree to a trial period of six (6) months during which time either party has the right to terminate this agreement at the end of the six month period provided the terminating party provides thirty (30) days prior written notice to the terminated party.
B. Notwithstanding the provisions of Section A above to the contrary, this Agreement may be terminated, and the obligations of the parties hereunder shall thereupon cease, upon the following events:
1. If a petition for bankruptcy, reorganization or arrangement is filed by either party, or if either party shall make an assignment for the benefit of creditors or take advantage of any insolvency act, the other party may terminate this Agreement upon ten (10) days prior written notice to the other party;
2. If Manager or Customer fails to comply with any rule, order, determination, ordinance or law of any federal, state or municipal authority pertaining to the Building, the other party may terminate this Agreement upon ten ( 10) days prior written notice, unless such failure to comply is cured within the ten ( 10) day period;
3. If Customer or Manager defaults in the performance of any of their respective duties and obligations hereunder, the non -defaulting party may terminate this Agreement upon thirty (30) days prior written notice to the defaulting party, unless such default is cured within the said thirty (30) day period;
4. Either Manager or Customer may terminate this agreement by giving sixty (60) days prior written notice in the event of dissatisfaction of the management arrangement.
C. Notwithstanding any provision of this agreement, in the event that the Primary Agreement is terminated for any reason, this Agreement shall terminate commensurate with the effective date of termination of the Primary Agreement, unless the City agrees in writing to the assignment of this Agreement. It is expressly understood by the parties to this Agreement that the City is not liable for any payments from or obligations made by Customer to Manager pursuant to this Agreement.
D. Notwithstanding any provision of this agreement, in the event that the Management Agreement is terminated for any reason, this Agreement shall terminate commensurate with the effective date of termination of the Management Agreement, unless agreed to in writing by both Customer and Manager.
2 ARTICLE III Maintenance Service for the Building
A. Duties of Manager
Manager shall provide the routine maintenance and operations services described in Exhibit A attached ( "Scope of Services "). Customer shall be responsible for any maintenance services outside of the Scope of Services and any services provided by third party contractors.
B. Employees
Except for third party service contracts or as otherwise provided, all persons employed in the operation of the Building ( such as but not limited to on -site maintenance staff) shall be employees of Manager or a legal entity owned or controlled by Manager. Manager shall make disbursements and deposits for all compensation and other amounts payable with respect to persons who are employed in the operation of the Building, including, but not limited to, unemployment insurance, social security, workmen' s compensation and other charges imposed by a governmental authority or provided for in a union agreement. Manager shall maintain complete payroll records.
C. Expenditures
All expenditures authorized by this Agreement shall be considered operating expenses to be paid from Customer' s funds.
D. Compensation
1. Customer shall pay Manager a flat fee of three thousand dollars ($ 3, 000.00) per month for above described Maintenance Services.
2. Any additional services required above the scope of services will be billed at an hourly rate of thirty dollars per hour ($30.00 /hour)
ARTICLE IV Indemnification
Manager shall indemnify, protect, save, hold harmless and insure Customer, and its respective officers, directors, employees, volunteers, members and agents, from and against any and all claims and demands for, or litigation with respect to, all damages which may arise out of or be caused by Manager or its agents, employees, contractors, subcontractors, or sub -consultants with respect to Manager' s performance of its obligations under this Agreement. Manager shall defend Customer against the foregoing, or litigation in connection with the foregoing, at Manager' s expense, with counsel reasonably acceptable to Customer. Customer, at its expense, shall have the right to participate in the defense of any Claims or litigation and shall have the right to approve any settlement, which approval shall not be unreasonably withheld. The indemnification provision of this Section shall not apply to damages or other losses proximately caused by or resulting from the negligence or willful 3 misconduct of Customer. All indemnification obligations shall survive termination, expiration or cancellation of this Agreement.
Customer shall indemnify protect, save, hold harmless and insure Manager, and its respective officers, directors, employees and members and agents, from and against any and all claims and demands for, or litigation with respect to, all damages which may arise out of or be caused by Customer or its agents, employees, contractors, subcontractors or sub -consultants with respect to Customer' s performance of its obligations under this Agreement. Customer shall defend Manager against the foregoing, or litigation in connection with the foregoing, at Customer's expense, with counsel reasonably acceptable to Manager. Manager, at its expense, shall have the right to participate in the defense of any Claims or litigation and shall have the right to approve any settlement, which approval shall not be unreasonably withheld. The indemnification provision of this Section shall not apply to damages or other losses proximately caused by or resulting from the negligence or willful misconduct of Manager. All indemnification obligations shall survive termination, expiration or cancellation of this Agreement.
ARTICLE V Insurance
Customer agrees to carry public liability, elevator liability and contractual liability (specifically insuring the indemnity provisions contained in Article IV), steam boiler ( if applicable), and such other insurance as the parties agree to be necessary or desirable for the protection of the interests of Customer and Manager. In each such policy of insurance, Customer agrees to designate Manager as an additional party insured with Customer. The carrier and the amount of coverage in each policy shall be mutually agreed upon by Customer and Manager. A certificate of each policy issued by the carrier shall be delivered promptly to Manager by Customer. All policies shall provide for 10 days written notice to Manager prior to cancellation.
Customer shall procure an appropriate clause in, or endorsement on, each of its policies for fire or extended coverage insurance and on all other forms of property damage insurance including, but not limited to, coverage such as water damage, property damage, boiler and machinery insurance and sprinkler leakage insurance, covering the Building or personal property, fixtures or equipment located thereon whereby the insurer waives subrogation or consents to a waiver of the right of recovery against Manager, and having obtained such clause or endorsement of waiver of subrogation or consent to a waiver of right of recovery, Customer hereby agrees that it will not make any claim against or seek to recover from Manager for any Toss or damage to the Building of the type covered by such insurance. Customer agrees to designate Manager as an additional party insured with Customer on each such policy of insurance.
Customer will carry insurance in the limits as referenced in the Primary Agreement with the City, and the City and Manager shall be listed as additional insured. Customer will also insure that Customer and Manager are listed as additional insured on City' s Property and Loss Policy.
4 ARTICLE VI Independent Contractors
It is expressly understood and agreed that Manager will act as an independent contractor in performance of this Agreement. No provision hereunder shall be intended to create a partnership or a joint venture with respect to the Building or otherwise.
Manager shall at all times be free to exercise initiative, judgment and discretion as to how to best perform or provide services identified herein.
Manager is responsible for hiring sufficient workers to perform the services /duties required by this Agreement, withholding their taxes and paying all other employment tax obligations on their behalf.
ARTICLE VII Legal Authority
A. Customer' s Representations
Customer warrants that it has been granted the authority to enter into this Agreement by the property owner and has the legal authority to enter into this Agreement through the signatories hereto. Customer agrees to hold Manager harmless from any liability, damages, costs and expenses arising from any incorrect information supplied by Customer.
B. Manager's Representations
Manager warrants that it is a duly licensed real estate agent. Manager further warrants that it has the legal authority to enter into this Agreement through the signatories hereto.
ARTICLE VIII Notice
Any notice required or permitted under the Agreement shall be given when actually delivered or when deposited in the United States mail as certified mail addressed as follows:
To Customer: Ms. Lynne Pederson Northfield Senior Center 1651 Jefferson Parkway Northfield, MN 55057
To Manager: Bluewater Commercial Real Estate 527 Professional Drive, # 100 Northfield, MN 55057
5 ARTICLE IX Governing Law
This Agreement shall be governed by the laws of Minnesota.
ARTICLE X Assignment and Amendment
This Agreement may be assigned to the City, based on the City's written consent in the City's sole judgment and discretion, in the event of the termination of the Primary Agreement. This Agreement may not otherwise be assigned or be modified or amended except by written agreement of the parties with the approval of the City.
ARTICLE XI Additional Provisions a. Recitals. The recitals to the Agreement are made a part hereof. b. Voluntary and Knowing Action. The Parties, by executing this Agreement, state that they have carefully read this Agreement and understand fully the contents thereof; that in executing this Agreement they voluntarily accept all terms described in this Agreement without duress, coercion, undue influence, or otherwise, and that they intend to be legally bound thereby. c. Authorized Signatories. The Parties each represent and warrant to the other that (1) the persons signing this Agreement are authorized signatories for the entities represented, and ( 2) no further approvals, actions or ratifications are needed for the full enforceability of this Agreement against it; each party indemnifies and holds the other harmless against any breach of the foregoing representation and warranty. d. Records —Availability and Retention. Pursuant to Minn. Stat. § 16C. 05, subd. 5, Manager agrees that Customer, the State Auditor, or any of their duly authorized representatives at any time during normal business hours and as often as they may reasonably deem necessary, shall have access to and the right to examine, audit, excerpt, and transcribe any books, documents, papers, records, etc., which are pertinent to the accounting practices and procedures of Manager and involve transactions relating to this Agreement.
Manager agrees to maintain these records for a period of six years from the date of termination of this Agreement. e. Force Majeure. The Parties shall each be excused from performance under this Agreement while and to the extent that either of them are unable to perform, for any cause beyond its reasonable control. Such causes shall include, but not be restricted to fire, storm, flood, earthquake, explosion, war, total or partial failure of transportation or delivery facilities, raw materials or supplies, interruption of utilities or power, and any act of government or military 6 authority. In the event either party is rendered unable wholly or in part by force majeure to carry out its obligations under this Agreement then the party affected by force majeure shall give written notice with explanation to the other party immediately. f. Compliance with Laws. Manager shall abide by all Federal, State and local laws, statutes, ordinances, rules and regulations now in effect or hereinafter adopted pertaining to this Agreement or to the facilities, programs and staff for which Manager is responsible. g. Non -Discrimination. The provisions of any applicable law or ordinance relating to civil rights and discrimination shall be considered part of this Agreement as if fully set forth herein. h. No Waiver. Any Party's failure in any one or more instances to insist upon strict performance of any of the terms and conditions of this Agreement or to exercise any right herein conferred shall not be construed as a waiver or relinquishment of that right or of that Party's right to assert or rely upon the terms and conditions of this Agreement. Any express waiver of a term of this Agreement shall not be binding and effective unless made in writing and properly executed by the waiving Party.
Severability. The invalidity or unenforceability of any provision of this Agreement shall not affect the validity or enforceability of any other provision. Any invalid or unenforceable provision shall be deemed severed from this Agreement to the extent of its invalidity or unenforceability, and this Agreement shall be construed and enforced as if the Agreement did not contain that particular provision to the extent of its invalidity or unenforceability.
Headings and Captions. Headings and captions contained in this Agreement are for convenience only and are not intended to alter any of the provisions of this Agreement and shall not be used for the interpretation of the validity of the Agreement or any provision hereof. k. Survivability. All covenants, indemnities, guarantees, releases, representations and warranties by any Party or PARTIES, and any undischarged obligations of Customer and Manager arising prior to the expiration of this Agreement (whether by completion or earlier termination), shall survive such expiration.
Dispute Resolution. Customer and Manager agree to negotiate all disputes between them in good faith for a period of 30 clays from the date of notice of dispute prior to proceeding to formal dispute resolution or exercising their rights under law. Any claims or disputes unresolved after good faith negotiations shall first be submitted to mediation utilizing the Minnesota District Court Rule 114 Roster.
The remainder of this page is left blank, signature page follows)
7 IN WITNESS WHEREOF, the parties hereto have executed this Agreement in duplicate as of the date first hereinabove written.
CUSTOMER: NCRC CORP., a Minnesota nonprofit corporation
By:
Its:
MANAGER: Northfield Real Estate Management, LLC, a Delaware limited liability company, D / B / A Bluewater Commercial Real Estate
By:
Its:
8 EXHIBIT A
SCOPE OF SERVICES
The following services are included in the scope of work for maintenance and operations services to be provided by the Manager:
Routine Maintenance and Tasks Inspect grounds and building for repairs and complete as needed. Check all common areas for burnt out lights, damaged /stained ceiling tiles, and any other needed repairs. Respond to work orders and maintenance requests in a timely manner. Make necessary repairs as capable and arrange for 3rd party repairs if necessary. Check mechanical rooms and vacancies for heat during winter months. During winter months, ensure walkways and entrances are kept clear of snow /ice. Supervise and coordinate activities of 3rd party contractors engaged in maintaining and repairing physical structures and utility systems of buildings and maintaining grounds. Advise Property Manager on all maintenance and repair concerns or problems.
Pool and Spa Maintenance Complete necessary training to be licensed pool operator by the State of Minnesota. Complete daily chlorine tests of the pool and hot tub as required by the State of Minnesota. o Monday through Friday only Become familiar with mechanical components associated with the pool and spa area. Complete or supervise weekly hot tub cleaning. Supervise or arrange monthly cleaning of the main pool. o There is a possibility that the monthly cleaning would be included as part of the provided services. If the monthly pool cleaning hours were adjusted and we prove that the maintenance technician' s scope of work allows for this, we could block off the maintenance technician' s time to complete the cleaning and adjust his hours for the week of the monthly cleaning. More discussion will be needed between Customer and Manager to determine. Supervise 3`d party contractors to provide moss treatments and filter cleaning per current schedule. Complete minor repairs and preventive maintenance to mechanical components of pool area. Supervise and direct 3rd party contractors engaged in repairing and maintaining components of the pool and spa area.
HVAC and Climate Control System Monitor temperature in the building and check with tenants regarding temperatures. Complete minor repairs and preventive maintenance of the HVAC system as needed.
9 Direct 3rd party contractors engaged in maintaining, updating and testing HVAC and climate control systems.
Fire Protection and Security System Monitor automated building controls for Fire Protection and Security Systems throughout building. Respond to after -hours alarms and emergency calls as needed. Direct and supervise 3rd party contractors engaged in maintaining, updating and testing building fire protection, security and sprinkler systems.
Service Requests Receive all service requests from tenants. Prioritize requests and respond in a timely manner. Keep detailed log of requests and repairs made and communicate repairs to tenants.
The Manager will provide an on -site Maintenance Technician to be available at the building 20 hours per week to handle the above scope of work and respond to service requests. The standard hours will be from 8: OOam to 12:OOpm Monday through Friday. The Manager will also be on -call and respond to after -hours emergencies for the building.
Any requested services by Customer to Manager beyond the above scope or the allotted hours will be billed to the Customer at an hourly rate of thirty dollars ($30.00) per hour.
All supplies needed in carrying out this Scope of Services will be supplied by the Customer and be part of the Property budget.
10 APPENDIX C CERTIFICATES OF REQUIRED INSURANCE COVERAGES
Certificates ofInsurance attached hereto]
21 City Hall City of Northfield 801 Washington Street Northfield, MN 55057 ci.northfield.mn.us Legislation Text
File #: 15-419, Version: 1
City Council Meeting Date: November 10, 2015
To: Mayor and City Council
From: Chris Heineman, Community Development Director
Crossings Site Hotel Proposal
Action Requested: The Northfield City Council is requested to consider a development proposal for the Crossings site utilizing City owned property and available tax increment from the Riverfront TIF District.
Summary Report: The Community Development Department has received a proposal from Rebound Hospitality to develop the Crossings site anchored by a major hotel development. The proposed hotel would be developed on the parcel originally planned for a second residential condo building (Lot 6) along with a small parcel owned by the City (#22.36.4.79.011) acquired through eminent domain for the proposed TIGER trail. The developer has a purchase agreement for both Lot 6 and Lot 4, and in order to accomplish a successful hotel project, they are also seeking to acquire Lot 5 at the corner of 2nd Street and TH3 that is currently owned by the City of Northfield.
Rebound Hospitality has also secured a purchase agreement for the Byzantine site located south of 2nd Street which provides for comprehensive development of the site and lends opportunity for a unified gateway development to downtown Northfield. Brett Reese and other representatives from Rebound Hospitality will be in attendance at the work session to present their proposed project and answer any questions you may have.
The Crossing Project has been a major redevelopment effort by the City of Northfield for over fifteen years. The City of Northfield and the EDA began assembling parcels to facilitate this project in the late 1990’s. When this process was completed, the City of Northfield selected Mendota Homes to develop the site. In 2005, the Planning Commission recommended approval for rezoning the Crossing site from Downtown district to Planned Unit Development (PUD). At that same meeting, the Planning Commission also recommended approval to the City Council of the PUD Final Development Plan for the Crossing of Northfield.
The City Council approved Ordinance No. 833 on January 9, 2006 amending the site as Lots 1-6 and rezoning the site to a Planned Unit Development (PUD). Mendota homes moved forward with the first stages of development on Lots #1 and #2 in 2006. When the economy crashed the following year, it left half of the site undeveloped. This PUD is still in effect and guides future development of this site. According to the PUD, only minor amendments that do not change the density by more than 10 percent, change the use, or create off- site impacts are permitted. The proposed hotel project would constitute a change of use which, per the LDC, must comply with the underlying C1 base zoning.
City of Northfield Page 1 of 3 Printed on 11/6/2015 powered by Legistar™ File #: 15-419, Version: 1
Since the site was originally configured under a PUD, it is anticipated some variances will be required for the proposed project. However, the proposed hotel will have similar massing to the originally planned second condominium complex. Staff will not be able to determine what variances will be required until an official site plan application is made. It is the intent of the developer to blend the hotel and ancillary development with the established design themes of the area. The property is not in the Downtown Historic District, but the HPC will be consulted to provide input to ensure the project is complimentary to the downtown.
The City Council is being asked to consider the sale of city-owned property to facilitate this project. In order to consider the sale of Lot 5, the Development Agreement must be considered. The original Development Agreement was approved in 2005 and outlines the original intent to convey the city-owned property to the Developer. This included the parcels previously owned by MNDOT which make up Lot 5. A Supplemental Development Agreement was approved in 2010 to address changes to the original Development Agreement.
Section 4(a) of the 2010 Supplemental Development Agreement addresses the specific covenants related to the parcels previously owned by MNDOT. According to this agreement, the City agrees that it will not convey the MNDOT Parcels, or any interest therein, to any person or entity without prior written consent of the Bank and the Bank agrees that it will not convey the portions of Lot 4, 5 and 6, Block 1 of the Plat that are Bank Property, or any interest therein, without prior written consent of the City.
The City of Northfield must take steps prior to the sale of City-owned property. In particular, the City’s Charter has a specific provision dealing with real property transactions. Chapter 15, Section 15.5 of the City’s Charter provides as follows with regard to the sale of real property: The council may by resolution approved of by at least five (5) members sell or otherwise dispose of any real property of the city. A sale or other disposition of the city’s real property may be made only after a public hearing has been held and published notice of the hearing has been given at least ten (10) but not more than thirty (30) days prior to the hearing. The net cash proceeds of the sale of the property shall be used to retire any outstanding indebtedness incurred by the city in the acquisition or improvement of the property. Any remaining net cash proceeds shall be used to finance other improvements in the capital improvement budget or to retire any other bonded indebtedness. Sale of property requires a supermajority vote of at least five members of the Council, which may occur only after a public hearing is held on the question of the sale following at least ten (10) but not more than thirty (30) days’ notice of the hearing. Minnesota Statutes also provide that any city that has adopted a Comprehensive Plan may not sell property without first obtaining input from its Planning Commission. In addition to the acquisition of city-owned property, the developer is requesting that the City maximize the Tax Increment Finance available through the Riverfront TIF District based upon the project valuation and tax capacity of the completed hotel project. Preliminary estimates indicate that the project will be in the $12-$14 million range with a tax capacity in the range of $7-$8 million. A tax increment projection would need to be calculated by financial consultants following site plan approval to determine the amount of increment available. The opportunity for the developer to access the TIF capacity in this district will expire in July, 2016.
If the City Council is willing to provide financial assistance utilizing the Riverfront TIF District, a Business Subsidy Agreement is also required. The Business Subsidy Agreements is typically incorporated into the Development Agreement for the project, however it does require a public hearing prior to approval. The Northfield Business Subsidy Policy requires certain employment goals to be met for the project to be approved. These details would be included in a term sheet that should be approved by the developer and the City Council
City of Northfield Page 2 of 3 Printed on 11/6/2015 powered by Legistar™ File #: 15-419, Version: 1 before additional time and money is expended on the proposed project.
At this time, the City Council is asked to provide feedback and direction to staff regarding the sale of city- owned land and willingness to maximize the Tax Increment Finance that is available through the Riverfront TIF District. Representatives from Rebound Hospitality will be in attendance at the meeting to answer additional questions you may have.
Alternative Options: The City Council may provide staff with additional recommendations or direction on alternative options to be considered regarding this proposal.
Financial Impacts: The final scope of the project has not yet been determined and no financial impact is available at this time.
Tentative Timelines: Access to the TIF capacity in this district will expire in July, 2016. The developer has also indicated that their intention is to apply for a franchise with Marriott in late January and plan to close on the property by March 31, 2016.
City of Northfield Page 3 of 3 Printed on 11/6/2015 powered by Legistar™ Rice County, MN
Overview
Legend Cities Townships Parcels Railroad Main Roads CITY CR CSAH INT OUTSIDE OUTSIDE/SAH PLAT PR RAMP RAMP/CSAH ST HWY TA 127 ft TWP US HWY Roads Road Numbers Parcel ID 2236479011 Alternate ID n/a Owner Address NORTHFIELD CITY Sec/Twp/Rng n/a Class 5E-Exempt Properties 801 WASHINGTON ST S Property Address Acreage n/a NORTHFIELD MN 55057 District NFLD CITY-SD659-HRA-EDA Brief Tax Description Lot 6 Block 1 of THE CROSSING OF NORTHFIELD PART L6 B1 WH LIES ELY FOL DESC LI COMG SE COR L6 B1 TH S85D46'47"W 29.29FT TO POB LI TO BE DESC TH N0DE 5.3FT TH NELY 55.57FT ALG TAN CUR CONC TO E RAD 110FT & CENTRAL ANG OF 28D56'47" TH N28D56'47"E 96.19FT TO E LI L6 B1 & THERE TERM (Note: Not to be used on legal documents)
The parcels are the base parcels in Rice County. Disclaimer: The information in this web site represents current data from a working file which is updated continuously. Information is believed reliable, but its accuracy cannot be guaranteed.
Date created: 11/2/2015 Last Data Upload: 11/2/2015 8:31:01 AM Developed by The Schneider Corporation
Rebound Hospitality Northfield City Council – Tuesday, November 10, 2015 Northfield, MN • Decorah, IA • Des Monies, IA Lakeshore, MN • Faribault, MN Rebound Hospitality
Northfield, MN • Decorah, IA • Des Monies, IA Lakeshore, MN • Faribault, MN www.reboundhospitality.com Rebound Hospitality MISSION VALUES COMMUNITY Rebound Hospitality is · Energy · Integrity Rebound Hospitality cares dedicated to preserving deeply about the communities & enhancing unique · Community · Results Driven where we live and work. We properties that serve and · Entrepreneurial · Teamwork are proud to be a community connect communities. driven organization. Dedicated to providing opportunity for our guests, employees and investors. Rebound Hospitality
Northfield, MN • Decorah, IA • Des Monies, IA Lakeshore, MN • Faribault, MN www.reboundhospitality.com Rebound Hospitality / Archer House . Successful Owner and Operator since 1997 . 18 Full and Part-Time Employees including 14 FTE Employees at Hotel and Bittersweet . General Manager Arianna Edgar . Significant ongoing reinvestment since 2009 in public spaces, restrooms, existing rooms, 4th floor addition. Total investment over $1.5M. . Host & sponsor of many and various Community Events The Crossing Site and Rebound Hospitality Rebound Purchase Options Lot 6: 2236479010 Lot 4: 2236479008 City Owned Parcels Needed by Rebound Parcel 2236479011 – to provide necessary parking for the hotel project. Lot 5: 2236479009 - for comprehensive development of site. Why Marriott as Franchise Partner?
. Initial Introduction to the Marriott Development team by Arne Sorenson, CEO (Luther College Class of 1980) Connections to St. Olaf (Wife Ruth and kids are Oles)
. Marriott Hotels - $13 Billion in Revenues 19 Brands / 4,650 Properties Worldwide
. Premiere Business & Leisure Hotels
. 700 Fairfield Properties Worldwide
. Marriott Rewards program
. Dual Hotel Development path in Decorah/Northfield Rebound Vision – Crossing Development . Partner with a first-tier franchisor, Marriott, to build a 78-80 room Fairfield/Other Brand . Construct possible underground Parking Plaza to accommodate parking needs . Current project budget for hotel and two pads is between $12-$14 million . Develop 2 free-standing commercial sites for restaurant, retail or office use . Rebound has also secured the Byzantine property at SE corner of 2nd Street and Hwy 3 as potential extension of the Crossing into a broader development (like the ‘College Town’ project in Rochester, NY – shared later in presentation) Crossing Development - Why undertake this project?
. The Crossing is a ‘gateway’ location that deserves a significant project to complete the full development after lying dormant for many years. . Hotel will be an economic driver for Northfield: More guests staying in town, stimulating additional business for local food and retail establishments; creation of new jobs; additional taxes. Crossing Development - Why undertake this project?
. Meets market demand outlined in the recent hotel study . Catalyst for additional future business development including two pads adjacent to the hotel site . Capture of guests leaving town due to a lack of desired lodging options and capacity Final The Crossing Site Probable Layout AMENITIES . Riverview Lounge, Bar and Deck . Pool . Exercise / Workout Room . Interior Work Spaces / Wi-Fi . Market OPTIONS . Room Mix (suites vs standard rooms) . Board Room . College Specific Branding . Other Project and Design Challenges / Site Constraints
. GOAL: Construct hotel and provide adequate on-site parking for guests, while maintaining additional commercial sites along Hwy 3. . ISSUES: . Title concerns . Site size . Working within the PUD . Changes in topography . Working around flood plain areas . Cost of site ($16.55/SF vs. $3.43/SF on South Highway 3) . Cost is result of past assembly of property (many lots), building removal and other site prep . Parking-Exploring an underground parking plaza City Investment
. Maximize TIF available through Riverfront TIF district based upon project valuation and tax capacity of completed hotel project (Expires July 2016) and any excess increments. . TIF District 4 funds (Streetscape Fund) . Additional funding opportunities that may be available from city, county, state and federal sources Comprehensive Development Economic Drivers
. The opportunity for a Comprehensive Development . The need for Economic drivers in Northfield . Collaboration with partners-including City/EDA . Sites: Crossing, Byzantine, Q-Block, Highway 3 South & North, Business Park . Projects: Medical/Healthcare facility, Student Housing, Mixed-Use, Liquor Store, Parking Ramp, Others “College Town” Development Rochester, NY City of Northfield Next Steps on Crossing Project
. Feedback, comments and input of our hotel development project at this location
. Indication that a hotel can be a supported use
. Willingness to engage in discussions for TIF assistance for the development
. Willingness to provide parcel 2236479011 (River sliver)
. Discussion around Rebound ownership of City Lot 5 as a part of a comprehensive development on the site Rebound Hospitality Next Steps and Timeline
. City of Northfield: Presentation to City Council work session on November 10th; City Approvals completed by January 15, 2016 . Continue to digest and access the hotel market demand report and our business model; now-3/31/16 . Marriott: Apply for a franchise end of Jan. 2016. Marriott communicates awards by March 15, 2016 . Closing on Property: March 31, 2016 . Construction: May 2016-April 2017 . Hotel Opening: April-May 2017 Questions? - Thank you!
HOTEL FEASIBILITY STUDY
Northfield, Minnesota
October 2015
Prepared for:
Northfield Economic Development Authority
5315 Eureka Road • Excelsior, MN 55331 (612) 867-1649 • [email protected] www.hcgroup2.com
Mr. Christopher Heineman Community Planning & Development Director 801 Washington Street Northfield, MN 55057
Dear Mr. Heineman:
The Hospitality Consulting Group is pleased to present the accompanying report entitled: "Hotel Feasibility Study–Northfield, Minnesota" which has been prepared in accordance with our engagement letter dated July 20, 2015.
Incorporated within this report are discussions of the local and area market conditions, characteristics of competitive hotels, analysis of the potential lodging demand available to a new hotel, facility recommendations, estimates of utilization for the recommended facilities, financial projections for the hotel’s first five years of operation, and an analysis of the project’s economic feasibility.
Our conclusions are based on information developed from research of the market, discussions with local government officials, representatives of the business community, and on our knowledge of the industry. The sources of information and bases of the estimates and assumptions are stated in the body of the report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur; therefore, actual results achieved during the period covered by our analysis will vary from our projections and the variations may be material.
Further, we are not responsible for future marketing efforts and other management actions upon which actual results will depend.
We have no responsibility to update this report for events and circumstances that occur after the conclusion of our field work, which is concurrent with the report date shown below. However, we are available to discuss the necessity for revision in view of changes in the economic and market factors affecting the project.
5315 Eureka Road • Excelsior, MN 55331 (612) 867-1649 • [email protected] www.hcgroup2.com Christopher Heineman Page 2
Our report is intended solely for the information of the Northfield Economic Development Authority for use in encouraging the development of a new hotel in the community. It may also be used to obtain funding the recommended hotel. Otherwise, neither the report nor its contents, nor any reference to our Firm may be referred to or quoted in any registration statement, sales brochure, prospectus, loan, appraisal or other agreement or document without our prior written consent.
October 9, 2015
HOSPITALITY CONSULTING GROUP, INC.
5315 Eureka Road • Excelsior, MN 55331 (612) 867-1649 • [email protected] www.hcgroup2.com
HOTEL FEASIBILITY STUDY NORTHFIELD, MINNESOTA
Letter of Transmittal
CONTENTS PAGE 1. INTRODUCTION 1
BACKGROUND ...... 1 SCOPE OF STUDY ...... 1
2. EXECUTIVE SUMMARY 3
3. REGIONAL CHARACTERISTICS 9
INTRODUCTION ...... 9 LOCATION ...... 9 DEMOGRAPHICS ...... 9 EMPLOYMENT ...... 12 HIGHWAYS ...... 14 COLLEGES ...... 15 RESTAURANTS ...... 15 AREA ATTRACTIONS ...... 16
4. AREA HOTEL SUPPLY 18
HOTEL SUPPLY ...... 18 MEETING FACILITIES ...... 26
6. AREA HOTEL DEMAND 28
HOTEL INDUSTRY TRENDS ...... 28 HOTEL DEMAND ...... 29 AREA HOTEL MARKET PERFORMANCE...... 32
HOTEL FEASIBILITY STUDY NORTHFIELD, MINNESOTA
CONTENTS (Continued)
PAGE
6. RECOMMENDED FACILITIES 37
HOTEL FACILITY RECOMMENDATIONS ...... 37
7. SITE REVIEW ...... 40
ACCESS AND VISIBILITY ...... 41 SURROUNDINGS ...... 41 CONCLUSION ...... 41
8. UTILIZATION PROJECTIONS 42
PROJECTED OCCUPANCY ...... 42 PROJECTED AVERAGE RATE ...... 46 PROJECTED ROOM REVENUE ...... 48
9. FINANCIAL PROJECTIONS 49
NOTES TO FINANCIAL PROJECTIONS ...... 49 ECONOMIC FEASIBILITY ANALYSIS ...... 53
ADDENDUM: CONSULTANT’S QUALIFICATIONS
Hotel Feasibility Study – Northfield, MN Introduction
SECTION 1: INTRODUCTION
BACKGROUND
Northfield is a growing community located on the southern edge of the Minneapolis-St. Paul metropolitan area. The city is anchored by two prestigious colleges and has a strong commercial/industrial base. Activities at the colleges create numerous occasions where the local hotels are completely sold out, forcing visitors to seek lodging in surrounding communities. Also, local business owners and visitors to the community have expressed a desire for higher quality lodging accommodations. Having recognized this situation the City’s Economic Development Authority is interested in evaluating the feasibility of a new hotel to serve the community.
Hospitality Advisors has extensive experience working with hotel developments throughout the United States. We were retained to research the market support for the new hotel, recommend the scope of facilities appropriate for the market, develop estimates of utilization, prepare financial projections, and evaluate the economic feasibility of a new hotel. The scope of our work in conjunction with this engagement is summarized below.
SCOPE OF WORK
Our research into the market support for a new hotel included the following:
Determination of the primary market area and evaluation of pertinent demographic and economic information;
Identification of likely sources of lodging demand;
Interviews with local businesses and colleges;
Identification and evaluation of competitive lodging facilities;
1 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Introduction
Projection of the lodging demand that a new hotel could reasonably expect to capture;
Projection of the average daily rate and levels of utilization the hotel could expect to achieve in its first five years of operation;
Financial projections for the recommended hotel’s first five years of operation;
Preliminary economic feasibility evaluation based on project cost and financing terms assumptions; and
Preparation of this final report documenting our findings, conclusions, recommendations, and financial projections for the hotel.
2 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Executive Summary
SECTION 2: EXECUTIVE SUMMARY
This section describes, in brief, the findings and conclusions derived from our study of the market for a new hotel in Northfield, Minnesota. This overview includes our review of the market area, the competitive environment, the proposed facilities, and financial projections for the hotel’s operations. The estimates and the information presented in this section are meant as a summary of, not a substitute for, the body of the report which contains additional information and detail critical to a full understanding of the basis for the estimates made and the context within which they were formed.
Project Description Northfield is a growing community located on the southern edge of the Minneapolis-St. Paul metropolitan area. Activities at its two colleges create numerous occasions where the local hotels are completely sold out, forcing visitors to seek lodging in surrounding communities. Also, local business owners and visitors to the community have expressed a desire for higher quality lodging accommodations. Having recognized this situation the City’s Economic Development Authority is interested in evaluating the feasibility of a new hotel to serve the community.
Local Market Conditions
The population of Northfield increased by nearly 17 percent over the last decade and presently has a population of around 20,400. The size of Northfield’s potential hotel market is limited by the proximity of the surrounding cities of Faribault, Apple Valley, Hastings, and Red Wing. The primary market area encompasses a 15-minute drive time surrounding Northfield. The local economy benefits from two prestigious private colleges, several large manufacturers, and tourism drawn by historic down town Northfield. Highway access is excellent with direct access to the Twin Cities by U.S. Highway 3 and Interstate 35.
3 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Executive Summary
Hotel Supply
The Northfield lodging supply is made up of four hotels, one motel, and a small inn with a total of 214 guest rooms. Only three of the hotels, with a total of 131 rooms, would be considered to be competitive with a new hotel. The newest of these three hotels is 15 years old. The full service, 132-room Holiday Inn & Suites in nearby Lakeville would also be considered to be somewhat competitive with a new hotel.
Hotel Demand
A new hotel in Northfield would capture local commercial, leisure and college-related lodging demand. St. Olaf College and Carleton College are the largest generators of lodging demand, accounting for approximately one third of the total hotel business.
Data obtained from the Minnesota Lodging Association for Southern Minnesota showed that the amount of hotel demand accommodated in the region has steadily increased since the low point of the recession felt in 2009, and occupancy has nearly returned to the pre-recession level. Lodging demand increased by 4.2 percent last year and is up 4.4 percent over the first eight months of this year. This data shows that the hotel supply in the Minnesota South region achieved an overall annual occupancy of 52 percent in 2014 with an average daily room rate of nearly $79. We estimate that the market experiences about 70 capacity nights a year, almost all of which occur on weekends. These are a result of college events and local social gatherings. We also found that a substantial amount of commercial demand (estimated to be 1,700 roomnights) is leaving the market to find higher quality and/or quieter (no train noise) lodging accommodations.
The additional room capacity provided by a new hotel will allow the market to accommodate more demand on nights when college events and local events fill the available hotel rooms. By capturing this demand, as well as the commercial demand that leaves the market, we estimate that a new high quality franchised hotel could attract approximately 6,000 annual roomnights back to the Northfield market. This represents an increase of 21 percent in the demand currently being accommodated by the competitive supply.
4 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Executive Summary
Proposed Facilities
Based on our analysis of the lodging demand that exists in the area, we believe that a 60-room upper midscale limited service hotel with a strong franchise can be market supported in Northfield. We suggest the hotel should have a significant number of suites which are popular with leisure travelers. Additional amenities should include: a public function room of between 500 and 800 square feet; an indoor pool; an exercise room; a business center; and complimentary breakfast for guests. The hotel should be adequately soundproofed to block out train noise from the nearby railway and should have at least 60 parking spaces for its guests.
Site Review
The hotel site identified by the Economic Development Authority is located along the Cannon River in the northwest quadrant of the intersection of Highway 3 and 2nd Street West.
Based on our review of the site, we consider it to be excellent for a hotel development. Its competitive advantages include proximity to the two colleges and to the down town area. It is also has good acces to the major employers and there are a variety of restaurants in the immediate area
Projected Occupancy
Based on the community’s projected population growth and assumed continued improvement in the area economy, we have assumed an annual 1.0 percent growth in the area’s base lodging demand. In addition to this growth, the new hotel will capture demand that is presently leaving the market. The additional room capacity provided by a new hotel will allow the market to accommodate more demand on nights when college events and local events fill the available hotel rooms. By capturing this demand, as well as the commercial demand that leaves the market, we estimate that a new high quality franchised hotel could attract approximately 6,000 annual roomnights back to the Northfield market. This represents an increase of 21 percent in the demand currently being accommodated by the competitive supply
Based on the results of our market study, we estimate that a new hotel would be able to capture a premium above its fair share of the primary market demand. By calculating the ratio of the rooms available at the proposed hotel
5 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Executive Summary
to the total number of rooms available within the market, the “fair share” percentage of demand for the hotel may be determined. The fair share calculation reflects the market share that the hotel could expect to capture if all available rooms in the market were favored equally by potential guests and choices were made on a purely random basis. The recommended 60 rooms represents 31.4 percent of the competitive supply (60/191 = 31.4 %). Our analysis found that the hotel can expect to achieve a market share that has a 15 percent premium over its fair share of the base demand. When the recaptured commercial demand is added to the hotel’s business, its premium over fair share increases to 32 percent.
The results of our utilization analysis are presented in the following table, which show the subject hotel achieving projected occupancies that range from 58 percent in its first year to 64 percent in its fifth year, with its market share stabilizing in its third year.
Northfield Hotel Projected Market Mix and Ocupancy 60 Rooms
Market Segment 2017 2018 2019 2020 2021
Commercial 4,900 5,800 6,000 6,100 6,100 Leisure Travelers 3,300 3,300 3,400 3,400 3,500 College 4,400 4,400 4,400 4,400 4,400 Total Occupied Rooms 12,600 13,500 13,800 13,900 14,000
Available Rooms 21,900 21,900 21,900 21,900 21,900 Annual Occupancy 58% 62% 63% 63% 64%
Average Daily Room Rate
The analysis from which we developed our projections of average daily rate for the proposed hotel included the quality and pricing structure of the other area hotels. The estimated average rates at the four competitive hotels range between $100 and $120. Based on our analysis, we have determined that an upper midscale limited service hotel should be able to achieve an average rate of $130 expressed in current dollars.
6 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Executive Summary
Factored into the room rates projected for the subject hotel are an inflation factor of 2 percent and a real growth factor of 1 percent, for a total increase of 3 percent annually. The inflated average rate in 2017, the hotel’s first full year of operation, is projected to be $137.92.
Financial Projection Summary Our financial projections prepared for the first five full years of operations for the proposed hotel are summarized in the following table.
FINANCIAL PROJECTION SUMMARY 60 ROOM HOTEL
2017 2018 2019 2020 2021
Occupancy 58% 62% 63% 63% 64% Average Daily Rate $137.92 $142.05 $146.32 $150.71 $155.23
Total Revenue $1,765,433 $1,947,876 $2,050,477 $2,126,868 $2,205,999 Departmental Expenses (452,033) (493,709) (515,790) (531,416) (547,507) Undistributed Expenses (521,738) (560,219) (582,443) (599,377) (616,810) Management Fee (70,617) (77,915) (82,019) (85,075) (88,240) Fixed Charges (77,230) (138,371) (162,592) (187,850) (193,066) Cash Flow For Debt Service $643,814 $677,661 $707,633 $723,151 $760,376
Economic Feasibility Analysis
For purposes of analysis, Hospitality Consulting Group assumed the hotel to have a total cost of $7,500,000, or $125,000 per guest room.
The financing terms utilized in the analysis assumed an equity investment of $1,875,000, leaving a loan of $5,625,000 to provide funds for the $7,500,000 total project cost.
Source of Funds:
Equity $1,875,000 25% Debt 5,625,000 75% $7,500,000 100%
7 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Executive Summary
Debt Term Assumptions: Annual Interest Rate: 5.0% Amortization: 20 years Annual Payment: $445,470
The results of the feasibility analysis are presented in the following table.
60 Room Hotel- Northfield, MN Economic Feasibility Analysis Estimated Project Cost: $7,500,000
2017 2018 2019 2020 2021
Cash Flow Available for Debt Service $643,814 $677,661 $707,633 $723,151 $760,376 Debt Service $445,470 $445,470 $445,470 $445,470 $445,470
Debt Service Coverage 1.4X 1.5X 1.6X 1.6X 1.7X
Cash Flow to equity $198,344 $232,191 $262,163 $277,681 $314,905 Equity $1,875,000 $1,875,000 $1,875,000 $1,875,000 $1,875,000
Return on Equity 10.6% 12.4% 14.0% 14.8% 16.8%
A debt coverage ratio (cash flow/annual debt service) of a minimum of 1.2 times is required and 1.4 times is typically preferred by lenders. This analysis shows that the hotel is projected to generate sufficient cash flow to meet its debt service requirements. Also, in this simple analysis, the projected cash on cash return on equity is 14 percent or greater once the hotel reaches its stabilized level of operation.
Hotel investors typically like to see cash on cash returns of at least 10 percent, although local investors may accept a slightly lower return in order to bring a new hotel to the community. Also, a hotel development company, who also would manage the hotel, may include the management fee in its investment decision.
Therefore, under the project cost and terms of financing assumptions utilized in this analysis, we conclude that the hotel project is economically feasible.
8 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
SECTION 3: REGIONAL CHARACTERISTICS
INTRODUCTION
The following section provides an overview of Northfield’s lodging market environment. Included within this section is a review of selected economic and demographic data, along with descriptions of the transportation infrastructure, tourism and attractions in the area.
LOCATION
The City of Northfield is located in south central Minnesota on the northern border of Rice County, approximately 40 miles south of both down town Minneapolis and down town St. Paul.
Northfield’s location on U.S. Highway 3 provides for easy access to the southeastern suburbs of the Twin Cities, and Interstate 35 provides convenient access to both Minneapolis and St. Paul. Thus, Northfield draws commuters who wish to live in a rural college town environment. Both the retail and the hotel markets are limited by the proximity of the surrounding communities of Apple Valley, Faribault, Red Wing, and Hastings, all located within about 25 miles. Northfield’s location is shown on the map on the following page.
Most of Northfield is located in Rice County with some northern neighborhoods lying in Dakota County. Dakota County is one of the 11 counties that comprise the Minneapolis-St. Paul Metropolitan Area that has a population of 3.4 million.
DEMOGRAPHICS
Population data for Northfield, Rice County, and Dakota County are presented in the table below. Between 2000 and 2010, the population of Northfield increased by 16.7 percent, representing a compound annual average growth rate of 1.5 percent.
9 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
Northfield Location
10 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
This rate of growth exceeded the 1.2 percent compound growth rate experienced by Rice County during the last decade and exceeded the 0.8 percent overall state growth rate for that period.
Population Trends
Compound Estimated 2000 2010 Annual Growth 2014
Northfield 17,147 20,017 1.5% 20,356 Rice County 56,665 64,142 1.2% 65,151 Dakota County 357,906 399,151 1.1% 412,529 Minnesota 4,919,479 5,303,925 0.8% 5,453,218 Source: U.S. Census
Lesser growth rates are projected for the period between 2010 and 2025. During this time, the population of Rice County is expected to increase at a compound average annual rate of 0.6 percent, a rate that is smaller than the overall projected state growth rate of 0.8 percent.
Population Growth Projections
Compound 2010(1) 2025(2) Annual Growth
Rice County 64,142 68,965 0.6% Dakota County 399,151 456,100 0,9% Minnesota 5,303,925 5,843,644 0.8% Source: 1. U.S. Census 2. Minnesota State Demographic Center
Household Incomes The median household income for Northfield, Rice County, Dakota County, and the State of Minnesota are shown in the following table. The median is the midpoint at which there are an equal number of households with larger and smaller incomes. The median household income in Northfield is 1 percent lower than the median for the state and the median household income in Rice County is 1 percent above the statewide median.
11 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
Median Household Income 2010
Northfield $59,233 Rice County $59,915 Dakota County $73,732 Minnesota $59,863 Source: U.S. Census
EMPLOYMENT
Employment is a strong indicator of an area’s economic health. The city’s employment is dominated by the two colleges, which results in an extremely stable employment base. There is also a fairly large manufacturing employment base (9%) as well. Manufacturing is also typically a strong generator of lodging demand with venders, customers, and sales meetings that draw people who require lodging accommodations.
Source: U.S. Census 2013
12 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
Industrial Parks
Northfield has three established industrial parks and a fourth awaiting development:
Riverview Enterprise Park is located southeast of downtown along Highway 3. This 250-acre park is nearly fully developed, with only a few vacant acres left.
Armstrong Enterprise Park is located southeast of downtown along Highway 19. There are approximately 50 acres available for development in this 175-acre park.
North Highway 3 Enterprise Park is located north of downtown along Highway 3. There are approximately eight acres left for development in this approximately 45-acre park, with additional land available through annexation.
Northwest Enterprise Park is located west of downtown along Highway 19. This 500-acre parcel was annexed in 2009 and remains undeveloped.
Major Employers
Northfield has a diverse economy with concentrations in high tech, bio-tech and educational industries. Some of the community’s largest employers are listed below.
Major Northfield Employers
Company Product / Service Employees MOM Brands Cereal manufacturing & distribution 860 St. Olaf Colege Education 860 Carleton College Education 700 Multec Flexible Circuits Electronic circuit board manufacturing 450 McClane Company Wholesale grocery distribution 400 Northfield Hospital Health Care 400 Cardinal Glass Residential window glass manufacturing 150 ALL Flex Flexible Circuits Electronic circuit board manufacturing 100
Source: City of Northfield
13 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
Unemployment
The unemployment rate in Rice County as of August 2015 was 3.6 percent, a level that is only slightly higher than the Minnesota statewide rate of 3.5 percent. Minnesota’s unemployment rate is among the lowest in the nation.
Source: U.S. Bureau of Labor Statistics
HIGHWAYS
Northfield is located at the intersection of Minnesota Highways 19 and 3. Minnesota Highway 19 is an east-west route that connects Northfield with Interstate 35 to the west and continues on to the South Dakota border. The highway extends east to Cannon Falls and Red Wing. . Traffic counts taken by the Minnesota Department of Transportation show that an average of 10,800 vehicles utilizes this highway daily west of Northfield and 2,450 vehicles utilize it east of town.
Highway 3 is a north-south route that connects Northfield with Faribault to the south and Farmington, Rosemount, and the I-494 beltway around the Twin Cities to the north. MNDOT traffic counts show that an average of 4,950
14 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
vehicles travels this highway daily on the north side of Northfield and 6,600 travel the highway to the south of the city.
Interstate 35 is located seven miles west of Northfield. This major north-south route connects Minneapolis-St. Paul and Duluth to the north with Des Moines and Kansas City to the south.
RESTAURANTS
Restaurants can be an important hotel requirement, particularly for commercial travelers and for local businesses entertaining customers and other visitors. Northfield lacks an upscale table service restaurant; however, it does have a wide variety of dining options. These include American restaurants (such as Applebee’s and Perkins), six ethnic restaurants, six pubs/grills, and a number of fast food outlets. We believe that Northfield has sufficient restaurants to meet the needs of most hotel guests.
COLLEGES
There are two colleges in Northfield that are the largest employers in town and generate the most lodging demand.
St. Olaf College
This private liberal arts college was founded in 1874. It is located on a 3,000- acre campus on a hill overlooking Northfield. Several historic buildings remain on campus of which two are on the National Historic Register. The college is regularly ranked among the top 25 small colleges in the United States. The college offers 39 majors and has an enrollment of around 3,000 students, who originate from all 50 states and 73 countries. Approximately 60 percent of this year’s freshman class resides outside of Minnesota. St. Olaf is recognized for its Music Department which performs a series of popular Christmas concerts in early December each year. The college competes within the NCAA Division III and fields 27 teams.
15 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
Carleton College
This private liberal arts college was founded in1866. It is located on a 1,040- acre campus with a number of historic buildings remaining. US News & World Report ranked Carleton College the eighth best college in the country and first in undergraduate education. The college offers 36 majors and 15 concentrations. Enrollment is around 2,000 with students from all 50 states and 42 countries. Only around 15 percent of the students are from Minnesota. Carleton competes within the NCAA Division III and fields 18 teams.
AREA ATTRACTIONS
Visitors have numerous reasons to come to Northfield. Two prominent colleges, a historic down town and a recreational river draw people to Northfield year round.
Historic Northfield
Northfield was founded in the 1850’s as a milling center and the town remains along the Cannon River. Many of the buildings in downtown Northfield are well-preserved examples of late 19th and early 20th century architecture. The attractive downtown features restaurants and pubs, bookstores, antique shops, clothing stores, galleries and gift shops. An attractive walk along the river ties downtown to the river and provides the location for the popular Riverwalk Market Fair held on Saturdays throughout the summer and fall. The fair features artists, performers and organic farmers selling their products.
Defeat of Jesse James Days
Northfield holds a heritage festival every year to commemorate the successful defeat of Jesse James and the James-Younger Gang’s attempt to rob a bank. The bank’s cashier and a bystander were killed in the robbery, as were several gang members. The remainder of the gang was later captured in southern Minnesota, however Jesse James escaped. The bank that was robbed now houses the Northfield Historical Society and Museum.
16 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Regional Characteristics
The festival is held the weekend after Labor Day and is among the largest outdoor celebrations in Minnesota, attracting thousands of visitors to witness reenactments of the robbery. Other activities during the festival include a championship rodeo, carnival, car show, parade, arts and crafts expositions, and musical performances.
Mill Towns Trail
The Mill Towns State Trail is a multi-use trail in development along the Cannon River. Currently a 3-mile-long rail trail links Northfield and Dundas. The trail is planned to extend southward to Faribault where it will link up with the Sakatah Singing Hills Trail that extends from Faribault to Mankato. The Mill Towns Trail is also planned to extend eastward to Cannon Falls where it will hook up with the Cannon Valley Bike Trail. This popular trail is a paved 19.7 mile trail that follows the Cannon River between Cannon Falls and Red Wing. The trail is used for biking, hiking, in-line skating and cross country skiing and requires a $4 wheel pass. The trail attracts nearly 100,000 visitors a year
Cannon River
The Cannon River flows northeast through Northfield on its way to the Mississippi River at Red Wing. It is a designated Wild and Scenic River. There were once 15 mills located along its path and the remains of several still can be seen. Its flowage, scenic beauty and abundant wildlife combine to make the river extremely popular for canoeing, kayaking and tubing.
Cannon Valley Winery
The Cannon Valley Winery operates a 20-acre vineyard outside of Cannon Falls, approximately 15 miles east of Northfield. The winery has processing equipment and a comfortable tasting room on the first floor of its facility in downtown Cannon Falls, and a large event center on the second floor that it uses for functions. The winery has become extremely popular for weddings, with the ceremony performed at the vineyard in a rustic 150-year old timber frame barn and the reception held at the winery. Weddings are hosted almost every weekend which creates lodging demand. Due to limited hotel accommodations in Cannon Falls, wedding parties seek lodging in the neighboring communities.
17 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
SECTION 4: AREA HOTEL SUPPLY
In this section of the report we present information regarding the area’s hotels that would be competitive with a new hotel in Northfield.
HOTEL SUPPLY
The Northfield lodging market consists of four hotels, one motel, and a small inn. Events at the two colleges create a number of nights in which lodging demand exceeds the supply of hotel rooms, resulting in a loss of business to hotels in the surrounding area. In addition, we found that some demand leaves the market in search of hotel accommodations that are newer or higher quality than what is currently available in Northfield.
Northfield Lodging Supply
The total lodging supply in Northfield consists of five hotels/motels and a small inn that combine for a total of 214 rooms. Only three of these properties would be competitive with a new hotel. These lodging facilities are described below.
18 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
Archer House River Inn
Constructed in 1877, this French Second Empire hotel is located on the Cannon River in down town Northfield. It has 36 guest rooms of which five are 2-room suites. All rooms have a private bath and a full renovation of the hotel was completed in 2011. Amenities include high speed internet, an exercise room, and a banquet/conference center for up to 100 persons. The first floor of the building is mostly devoted to retail. Tenants include a coffee shop, an Indian restaurant, and two gift shops. A tavern is located on the lower level with a deck that overlooks the river.
This upper midscale hotel benefits from its down town location and proximity to Carleton College three blocks away. It is the market leader in both occupancy and average room rate. We estimate the hotel will achieve an average rate of around $118 this year.
19 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
Country Inn & Suites
This 54-room midscale hotel opened in 1993. Amenities include an indoor pool and whirlpool, but it lacks a fitness room. A hot breakfast is provided to its guests. Seven of its rooms are suites. Meetings can be hosted in the breakfast room which has a capacity of 20 people. Room rates at this property during the week are $ $110 and suites are $121 to $126; a 15 percent discount is offered for non-refundable advance purchase. Due to the high demand generated by the colleges on weekends, rates are generally increased by $35 to $40. Weekend bookings typically require a two-night stay. Room rates are generally discounted $5 during the summer and several winter months. We estimate the hotel will achieve an average rate of around $109 this year.
An active railroad track passes directly behind the hotel, which is reported to be a concern for repeat guests. Our fieldwork found that some commercial and leisure travelers avoid this hotel because of the train noise. The hotel shows its age but benefits from its location that provides easy access to both colleges.
20 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
AmericInn Lodge & Suites
This 41-room midscale hotel opened in 2000. It has a large indoor pool area with a whirlpool, but it lacks a fitness room. A hot breakfast is provided for its guests. Eight of its rooms are suites. Room rates at this midscale property are $100 to $105 for regular rooms and $130 for suites. Room rates increase $20 on weekends. We estimate the hotel will achieve an average rate of around $100 this year.
This hotel is the newest lodging facility in Northfield and appears to be in very good condition. Its location about one mile south of the downtown is somewhat inconvenient relative to the other two competitive hotels.
21 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
Americas Best Value Inn
This 55-room economy hotel opened in 1985 as a Super 8. Amenities include free breakfast for guests, high speed internet and HBO. This hotel’s last reported renovation occurred in 2001. The hotel is in poor condition and is reported to have a large amount of longer stay rentals rather than transient guests. We did not consider this economy hotel to be competitive with a new hotel.
The hotel is located about 1.5 miles south of the down town along Highway 3. It is the most distant from the colleges.
There are two other lodging facilities in Northfield that we did not consider to be competitive and therefore were not included in our analysis.
The College City Motel is a 24-room older motel with outside entrances, located along Highway 3 on the north edge of town. This facility is at least 50 years old and rents almost entirely to weekly or monthly residents. There are several U-Haul vehicles on site as the motel operates a rental business from this location.
Froggy Bottom River Suites is a four-room inn operated in conjunction with a pub located on the west side of the Cannon River in the downtown. The inn has no lobby and keys are obtained at the bar in the pub or from a lockbox. The rooms in the old restored building are large
22 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
and furnished with miscellaneous used furniture. We believe the inn accommodates overflow business almost exclusively.
Pertinent characteristics of the three competitive properties are summarized below and their locations are shown on the following map.
NORTHFIELD COMPETITIVE HOTELS
Year Number Room Rates (2015) Hotel Quality Opened of Rooms Single Suites Amenities
Archer House River Inn Upper Midscale 1877 36 $90-$130 $180-$200 Meeting room (100), 3 restaurants Country Inn & Suites Midscale 1993 54 $110 $121-$126 Pool, whirlpool AmericInn Lodge & Suites Midscale 2000 41 $100-$105 $130 Pool, whirlpool
Source: STR Global and Hotel websites
23 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
Area Competitive Lodging Supply
The size of the Northfield market is defined by Apple Valley to the north; Hastings, Cannon Falls, and Red Wing to the east; and Faribault to the south. To the west, communities near the Highway 169 corridor generally utilize hotels in Shakopee or Mankato, although there is one upper midscale hotel located on Highway 19 in New Prague, between Northfield and Highway 169.
Our research found that some Northfield lodging demand seeks lodging accommodations at the Holiday Inn in nearby Lakeville and at the Grand Stay Hotel in Apple Valley. The GrandStay Hotel in Faribault was also mentioned as an occasional destination. The locations of these hotels are shown on the following map.
Competitive Area Hotels
Holiday Inn & Suites is located along I-35 in Lakeville, approximately 20 minutes north of Northfield. This 132-room upper midscale hotel opened in 1985 as a Super 8 economy motel, but has been completely renovated and repositioned. It is one of the few full service hotels in the southern metropolitan area. It features a supper club with a lounge and four meeting rooms plus a 4,300-square foot ballroom. Other amenities include an indoor pool with a water slide and a whirlpool. Rack rates during the week are $135 to $153 for regular rooms and $171 to $190 for suites.
24 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
GrandStay Hotel & Conference Center is located approximately 20 minutes north in Apple Valley. This 78-room midscale hotel opened in 2007. It has studio suites that feature a sleeper sofa, full size refrigerator, and a dining area and 1- and 2-room suites with full kitchens and sofa sleepers. Meeting/banquet space consists of 3 meeting rooms and a 3,800-square foot ballroom. Amenities include a free breakfast, indoor pool and whirlpool, exercise room, and an outdoor sport curt and grill. Room rates during the week range between $130 and $180.
Asteria Inn & Suites is located in New Prague approximately 30 minutes west of Northfield. The 48-room midscale hotel opened as an AmericInn in 1997. It provides a breakfast to guests and amenities include an indoor pool and whirlpool, an exercise room and a small meeting room. Room rates during the week range between $130 and $150.
Faribault Lodging Supply
Faribault is a community of over 23,000 that is located 15 miles south of Northfield on Highway 3. It has a substantial corporate base and is located along Interstate 35. Several institutions in the community generate lodging demand:
Shattuck-Saint Mary’s is a coeducational boarding school with approximately 424 students that originate from throughout the country. The school is most noted for its hockey program which has produced numerous NHL and Olympic players.
Minnesota State Academies for the Blind and For the Deaf are public residential schools for Minnesota children with special needs.
Minnesota Correctional Facility – Faribault is the largest prison in the state with approximately 2,000 inmates.
The Faribault lodging supply consists of four nationally franchised hotels and two older independent motels. The GrandStay Residential Suites Hotel, constructed in 2009, is the newest hotel. All of its suites have full kitchens, which makes the hotel popular with leisure travelers and guests who stay multiple nights. The other potentially competitive hotel is the Boarders Inn & Suites, a re-branded hotel that opened in 1994 as an AmericInn. The Faribault hotels accommodate overflow demand when Northfield’s hotels are full.
25 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
FARIBAULT COMPETITIVE HOTELS
Year Number Room Rates (Oct. 2015) Hotel Quality Opened of Rooms Single Suites Amenities
GrandStay Residential Suites Midscale 2009 59 $90 $110-$120 Pool, whirlpool, exercise room meeting room Borders Inn & Suites Midscale 1994 62 $85 $116-$130 Pool, whirlpool, sauna Source: Smith Travel Research and Hospitality Consulting Group
Cannon Falls Lodging Supply
Cannon Falls is a community of around 4,000 that is located 15 miles east of Northfield on Highway 19. Its lodging supply consists of one hotel and one motel with a combined total of 59 economy guest rooms. Pertinent characteristics of these properties are summarized below.
CANNON FALLS HOTEL SUPPLY
Year Number Room Rates (2015) Hotel Quality Opened of Rooms Regular Suites Amenities Saratoga Inn Economy 1993 43 $70-$80 $85-$100 Pool, whirlpool Caravan Motel Economy 1975 16 $70-$80 na none
Source: STR Global and Hotel websites
The Saratoga Inn has an indoor pool and operated as a Best Western through 2014. The hotel is very dated and in need of renovation. The possibility does exist that such an investment could revive it to a midscale property. The Caravan Motel is an older facility with a large amount of work crew business and other extended stay guests. Currently, a significant portion of the local lodging demand is lost to hotels in surrounding communities.
MEETING FACILITIES
A community needs public space to accommodate functions such as business meetings, training sessions, seminars, banquets, fund raisers, reunions and receptions. Hotels used to build large and flexible meeting spaces to fulfill these needs. However, the development of large numbers of economy and
26 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Hotel Supply
limited service hotels that lack food service and meeting space have greatly reduced the number of new full service hotels. As a result, restaurants, golf clubs and banquet halls are capturing increasing shares of this business.
Both colleges have facilities on campus that meet their public assembly and banquet needs. There are two venues in Northfield that can accommodate large group functions, which are described below.
Grand Event Center is located in down town Northfield in a 100-year-old restored auditorium. The facility targets weddings and corporate events for which it provides catering service. Maximum banquet capacity is 300 persons, which requires seating in the balconies as well as on the main floor.
Northfield Ballroom has been operating as a restaurant, bar, and banquet facility since 1981. It targets wedding receptions, graduation parties and other celebrations.
Other than the Grand Event Center, the community lacks a venue that can accommodate conventions or larger association meetings.
27 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
SECTION 5: AREA HOTEL DEMAND
HOTEL INDUSTRY TRENDS
As the nation began to slide into a recession in the fourth quarter of 2008, so did the lodging industry. Travel budgets were one of the first expenses cut by businesses in an attempt to maintain profitability in the face of rapidly declining sales as the recession deepened in 2009. Loss of net worth, job loss or fear of job loss, and other economic uncertainties kept many leisure travelers at home, which further impacted the hotel industry. The industry began to recover in the second quarter of 2010 and has continued to improve in every quarter since then. By the end of 2013 most markets had returned to their pre-recession performance levels.
Industry forecasts released by PKF Consulting anticipate that the average national occupancy will reach 65 percent by the end of 2015, the highest level achieved in the last 25 years. Since the depth of the depression reached in 2009, lodging demand has increased by nearly 26 percent while the supply of hotel rooms has increased by just 5.6 percent.
The continuing improvement in the economy, combined with the lack of new hotels, is expected to result in significant growth in revenues and profits through 2017. Average daily rates are forecast to increase by 5.7 percent annually over the next three years, while inflation is forecast at 2.5 percent.
Demand is forecasted to increase by 2.2 percent in 2015, while supply will increase by 1.3 percent, resulting in a 0.9 percent increase in occupancy. Occupancies in subsequent years are projected to stabilize as the rate of supply growth returns to historic levels.
28 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
Industry forecasts summarized in a report prepared by Robert W. Baird & Company1 indicates that strong growth is expected to continue over the next two years. Lodging demand is expected to increase 2.6% - 3.1% in 2015 and 2.2% - 2.5% in 2016. Similarly, average daily room rates (ADR) are expected to increase between 5.5% and 6.2% this year, and between 5.0% and 6.1% next year. Revenue per available room (average rate times occupancy) is projected to increase between 6.4% to 7.6% percent this year and between 5.9% and 7.6% in 2015, declining slightly in 2016 to a range of 5.9% to 6.6%. This rate of growth is more than double the historic long run average.
Statewide hotel demand in Minnesota increased by 2.5 percent in 2014, according to STR Global data obtained from the Minnesota Lodging Association. Compared to demand growth of 4.4 percent in 2013, this indicates that the recovery has, for the most part, occurred so that future growth will be a result of real growth. For the first eight months of 2015, statewide demand has increased by 1.5 percent over the same period in 2014.
HOTEL DEMAND
The size of Northfield’s potential hotel market is limited by the proximity of the surrounding cities of Apple Valley, Faribault, Hastings, and Red Wing. The defined primary market area is shown in red on the following map, depicted by 15-minute drive zone.
The demand that would be available to a new hotel in Northfield consists of local commercial travelers, college-related visitors, group functions, and leisure demand. In order to quantify the amount of lodging demand that exists in the area, we interviewed hotel operators and representatives of area businesses, the two colleges, and local government. In addition, we evaluated the supply and room rates of competitive hotels in the surrounding area that were reported to accommodate Northfield lodging demand.
In conducting our market analysis, we looked at the characteristics of each demand component. A description of these characteristics follows.
1 Hospitality Monthly – April 2015, Robert W. Baird & Co., page 4.
29 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
Northfield Primary Market Area
30 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
Commercial Demand
Commercial demand occurs steadily throughout the year with little seasonal fluctuations other than a decline in business travel during holiday periods. This segment of demand occurs mostly during the weekdays. It originates from travelers conducting business in the area, attending meetings, and training sessions. Commercial travelers generally seek out franchised hotels that are located near their business destination. The availability of a conveniently located quality restaurant is often an important factor in hotel selection for this segment.
The amount of lodging demand from the commercial sector is limited in Northfield by its proximity to the Twin Cities. Many business visits originate from offices in Minneapolis or St. Paul and therefore do not require an overnight stay. Similarly, many out-of-town visitors prefer to stay near the airport, so return to the Twin Cities after their business has concluded.
We found that local companies generally do not have difficulty reserving hotel rooms during the work week, as capacity usually is available at the local hotels.
Some lodging demand is lost to the Holiday Inn & Suites in Lakeville and other hotels in Apple Valley. Reasons given for utilizing these hotels included higher quality, franchise reward points, no train noise, and proximity to restaurants.
Leisure Demand
The Leisure demand segment consists primarily of weddings and other social gatherings, visitors to local friends and relatives, hockey and other sport tournaments, and tourists visiting historic Northfield and local events. This market segment is largest during the summer months, when leisure travel and activity is at their peak, and reaches its low point in December and January. Leisure demand is typically the most price sensitive demand segment.
The Grand Event Center and the Northfield Ballroom both host weddings and other events that require hotel accommodations. Also, the Cannon Valley Winery is a popular wedding venue. A new hotel would be able to capture demand from functions held at these venues.
31 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
College Demand
College demand occurs throughout the year, with peaks in the late summer when students move-in and in the spring with graduation events. January is the slowest month for college demand as Carleton College is on break between semesters.
Certain activities held at both colleges overwhelm the local hotel supply. These include student orientation week for freshmen, homecoming/family week, reunion weekend, and commencement. The Christmas Festival held at St. Olaf also draws lodging demand. The colleges stagger their events to avoid overcrowding local resources as much as possible.
In addition to the scheduled events, the colleges generate large amounts of lodging demand from prospective student visits, visiting parents, conferences, workshops, and athletic contests.
AREA HOTEL MARKET PERFORMANCE
In order to assess the recent hotel trends in the Northfield area market, we obtained detailed performance data for hotels in the Southern Minnesota sector from the Minnesota Lodging Association. The source of this data is STR Global, a well-known research firm that collects and provides lodging data to the industry. The Minnesota South region includes the area south of the Twin Cities but excludes Rochester and Mankato. Thus, the hotel data is derived from mostly smaller rural hotels. There are 92 hotels with a total of 5,726 rooms contributing to the region’s data. The amount of hotel demand accommodated in the region has steadily increased since the low point of the recession felt in 2009, and occupancy reached in 2014 was only 1.4 points below the 53.7 percent peak achieved in 2008. Demand in 2014 was 4.2 percent greater than the previous year and, for the first eight months of 2015, demand in this region is 4.4 percent above the same period last year.
The occupancy trend over recent years is shown in the following graph.
32 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
Source: STR Global
The region-wide average daily rate was not significantly impacted by the recession and has continued to increase every year. The compound annual average increase has been 2.3 percent since 2008. In 2014 the market’s overall average rate was $78.58. The ADR for the first eight months of 2015 is $82.82, an increase of 4.4 percent over the same period last year. The recent trend in average daily rate is shown in the following graph.
Source: STR Global
33 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
The seasonality of demand is an important component in projecting the annual occupancy a hotel can obtain. Monthly performance data for the southern region shows that lodging activity peaks in the summer and declines into the 40 percent range during the winter months.
Source: STR Global
This data shows that the hotel supply in the Minnesota South region achieved an overall annual occupancy of 52 percent in 2014 and an average daily room rate of nearly $79. Northfield Lodging Tax The City of Northfield collects a lodging tax equal to 3.0 percent of room sales. Room rentals that exceed 30 days are exempt from the tax, a factor that would apply to a portion of the lodging business at Americas Best Value Inn and to almost all of the College City Motel’s business. Monthly lodging tax collections for the last three years and five months are graphed below. They demonstrate two important factors: the first factor is the seasonality of the local market which peaks in late May/early April and again in late August/early September; the second factor is that total transient room revenue has been relatively stable over the last three years. The peak demand periods are a result of student move-in/orientation during the fall and move- out/graduation activities in late May and early June.
34 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
Source: City of Northfield Finance Department
Lodging Demand
We have quantified the amount of lodging demand that is accommodated by the Northfield hotels based on interviews with the hotel managers and analysis of lodging tax receipts. Similarly, we have estimated the amount of demand that a new hotel could capture from the overflow and other demand that is not being accommodated in the market at present.
We estimate that the Northfield hotels accommodated approximately 33,000 transient roomnights in 2014. The three competitive hotels were estimated to accommodate approximately 28,000 roomnights, achieving an annual combined occupancy of around 60 percent.
We estimate that the market experiences about 70 capacity nights a year, almost all of which occur on weekends. The high weekend demand has prompted the Archer House to require a 2-night minimum stay on most weekends and all of the competitive hotels charge a premium on weekends. Must of this demand is generated by functions held at the two colleges, as well, as visiting parents. Student arrivals in late May and early June fill the hotels to capacity, as does departures and graduation in late May and early June. Both colleges have alumni events, sponsor seminars, and host prospective student applicants. Athletic
35 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Hotel Demand
contests also draw parents and alumni back to the campuses.
We also found that a substantial amount of commercial demand (estimated to be 1,700 roomnights) is leaving the market to find higher quality and/or quieter (no train noise) lodging accommodations.
The additional room capacity provided by a new hotel will allow the market to accommodate more demand on nights when college events and local events fill the available hotel rooms. By capturing this demand, as well as the commercial demand that leaves the market, we estimate that a new high quality franchised hotel could attract approximately 6,000 annual roomnights back to the Northfield market. This represents an increase of 21 percent in the demand currently being accommodated by the competitive supply.
ESTIMATED NORTHFIELD COMPETITIVE DEMAND 2014
Market Occupied New Potential Market Segment Rooms Demand Demand Mix Commercial 12,200 1,700 13,900 41% Leisure 6,300 2,100 8,400 25% College 9,500 2,100 11,600 34% Totals 28,000 5,900 33,900 100%
We estimate that approximately 41 percent of the lodging demand in the local market will be generated by commercial activity, 25 percent will come from leisure travelers, and 34 percent will be generated by the two colleges.
36 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Recommended Facilities
SECTION 6: RECOMMENDED FACILITIES
This section of the report presents the facilities that are recommended for a new hotel in Northfield. Estimates of the hotel’s utilization are presented in the next section of the report.
HOTEL FACILIITY RECOMMENDATIONS
Building both quality and amenities into a hotel adds cost and therefore, higher quality hotels with a restaurant and meeting space must charge higher room rates. Thus, the price sensitivity of a market must be assessed in order to determine the type of a hotel project that can be supported by the subject market.
The full service hotel has all but disappeared in recent years for locations other than urban areas, large office parks, and corporate centers. This is due to their higher cost (and higher room rates) relative to limited service hotels who can offer the same quality room but at a lower rate. Due to the challenges of operating a restaurant, full service hotels are also considered to be of greater risk by lenders and investors.
Based on our evaluation of the local hotel supply and demand conditions we believe that a limited service hotel of upper midscale quality with a strong franchise is the lodging product that will perform best within the Northfield competitive market. We suggest that an all-suite hotel or a hotel with a significant number of suites be considered. Suites are particularly popular with leisure (and college) travelers and the Northfield market has a high percentage of this market segment.
It is important for the hotel to be constructed so as to minimize noise from the trains that pass within two blocks of the site. In addition to the active rail line that passes through the city, there is also a spur that extends up to Lakeville. Additional train traffic occurs as railcars are placed in storage or removed from storage in Lakeville.
37 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Recommended Facilities
Customer Loyalty
There is an emerging trend within the hotel industry whereby guests select a hotel based on its company’s rewards program, rather than on convenience of location, room rates or amenities. The large franchise companies award points for staying in their hotels which can then be redeemed for free or discounted stays at any hotel within their respective chains. Thus, it is not unusual for travelers to drive an extra distance to stay at a hotel whose rewards program they participate in. This factor can distort the competitive environment within a particular hotel market.
Marriott, Hilton, and Intercontinental Hotel Group have the most popular programs, as they have hotels throughout the world, including a number of popular resorts, where rewards can be redeemed. Choice Hotels has a liberal rewards program that provides free hotel rooms, but its inventory of hotels and resorts is not nearly as extensive as the three aforementioned hotel companies.
Guest Rooms
The guest rooms should include high quality linens, flat screen televisions with at least one premium movie channel, a coffee maker, and free high speed internet. A microwave and small refrigerator should also be provided in all or a majority of the rooms.
Meeting Room
The hotel should include a public function room of between 500 and 800 square feet. A room of this size could accommodate 50 to 70 for a meeting, 50 for a banquet, and 90 for a reception. This amenity will allow the hotel to attract additional lodging demand from area meetings and social functions.
The additional parking that would be required by functions needs to be considered when determining the size of the public function space.
Other Amenities Other amenities that are recommended for the hotel include:
An indoor pool that will improve the hotel’s competitiveness for leisure travelers and visitors to area residents;
38 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Recommended Facilities
An exercise room with several high quality exercise machines and a television;
A business center with a computer and printer available to guests 24 hours a day;
Complimentary hot breakfast for guests;
High speed wireless internet access throughout the hotel; and
Parking for 60 vehicles.
39 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Site Review
SECTION 7: SITE REVIEW
The hotel site identified by the Economic Development Authority is located along the Cannon River in the northwest quadrant of the intersection of Highway 3 and 2nd Street West. The location of this site is shown on the following map.
The site consists of 46,154 square feet or 1.06 acres. There is another adjacent small parcel of 5,000 to 6,000 square feet that may be able to be acquired as well. The site lies within a planned redevelopment area that has five undeveloped sites. Three of these parcels lie between the hotel site and the highway. The limited size of the site will require some type of structured parking if a 60-room hotel is developed.
40 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Site Review
ACCESS AND VISBILITY
The site is easily accessed off of Highway 3 via a frontage road directly in front of the site. It is highly visible from both directions on the highway and from 2nd Street West.
The down town area is immediately across the river from the site, and Carleton College is within walking distance. Access to St. Olaf is conveniently provided by St Olaf Avenue two blocks to the north of the site. Most of the major companies are located along Highway 3 or are accessible from it.
SURROUNDINGS
A vacant parcel lies immediately to the north of the site and a newer midrise condominium project is adjacent to that parcel. A small two-story strip development is located between the vacant lot and Highway 3, which would not block the visibility of a midrise hotel. Across the highway are two fuel stations, a Holiday Station and an Amcon. On the next block are a Mexican restaurant and the Quarterback Club family restaurant. A variety of restaurants and pubs are within easy walking distance of the site.
CONCLUSION
Based on our review of the site, we consider it to be excellent for a hotel development. Its competitive advantages include proximity to the two colleges and to the down town area. It is also has good acces to the major employers and there are a variety of restaurants in the immediate area.
41 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
SECTION 8: UTILIZATION PROJECTIONS
Based upon an assessment of the market demand, we have estimated the potential utilization for a new hotel’s first five full years of operation, assumed to begin in 2017 and stabilize in 2019. In developing the utilization estimates, several key assumptions were made including the following:
The hotel will be of upper midscale quality, adequately soundproofed, and be operated under a strong national franchise;
The hotel will have adequate parking;
The hotel will be competently managed;
Hotel management will implement a comprehensive program of on- going maintenance covering all facilities, furnishings and equipment;
Management will conduct an aggressive program of pre-opening marketing and will continue an effective program of advertising and group promotions targeted toward area groups and social gatherings throughout the projection period; and
No new hotels, other than the subject, will be constructed in Northfield during the projection period.
In addition, all findings, estimates, assumptions and conclusions discussed in this report are integral parts of the analyses and estimates that follow.
PROJECTED OCCUPANCY
In order to calculate the occupancy that the subject hotel is likely to achieve, we looked at the performance of the other competitive hotels in the market
42 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
area and analyzed the lodging demand that is generated by employers, the two colleges, events, and activities in the Northfield area.
Lodging Demand Growth
In estimating future levels of lodging demand that could be captured by a new franchised hotel, we considered the following factors:
1. The continued recovery from the recession will result in more lodging demand. The hotel industry is tied directly to the regional and national economy. As business activity continues to pick up, salesmen, executives and other business travelers will return to the road in increasing numbers. As unemployed people find jobs, disposable income is increased, and household savings balances are restored, the amount of vacations and other leisure travel will increase. Hotel industry analysts expect the hotel industry to continue to improve through 2016, forecasting an annual compounded growth in revenue per available room (RevPAR) of around 6 percent for both years. To achieve this growth, demand is expected to increase at around 3 percent this year and 2 percent next year, and ADR is expected to increase between 5 and 6 percent in each year.
2. Northfield grew at an annual average compound rate of 1.5 percent between 2000 and 2010 and is expected to continue to grow in the future, although at a slower pace.
3. Population projections for Rice County show an expected 7.5 percent increase between 2010 and 2025. This represents a compound annual rate of 0.6 percent.
4. Lodging demand has increased in the Minnesota South region by 2.5 percent in 2013 and 4.2 percent in 2014. For the first eight months of 2015, demand in this region is 4.4 percent above the same period last year.
5. The new hotel would provide high quality facilities under a strong national franchise.
43 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
6. The addition of more hotel rooms will allow for more guests to be accommodated on the nights in which the hotels are at capacity, estimated to be 70 nights annually.
Based on these factors, we believe that an annual compound growth rate of 1.0 percent is a reasonable expectation for continued hotel demand growth of the lodging base in Northfield.
The projected market growth is summarized below.
NORTHFIELD LODGING MARKET Projected Growth (With 60-Room Hotel)
Available Demand Growth Market Year Competitive Rooms (Roomnights) Rate Occupancy 2015 (1) 131 28,200 na 59% Projected: 2016 131 28,500 1.1% 60% 2017(2) 191 34,000 19.3% 49% 2018 191 34,600 1.8% 50% 2019 191 35,000 1.2% 50% 2020 191 35,200 0.6% 50% 2021 191 35,400 0.6% 51%
Note 1. Estimated Note 2. Assumes subject hotel opens with 60 rooms
These projections show that the new hotel is expected to significantly increase the amount of demand that is accommodated in Northfield by capturing overflow and demand that currently leaves the market.
For projection purposes, we have assumed that the demand generated by the colleges will remain at present levels. This results in a lesser growth rate in the later years as only the base demand is projected to grow.
Projected Hotel Utilization
Based on the results of our market study, we estimate that a new hotel would be able to capture a premium above its fair share of the primary market demand. By calculating the ratio of the rooms available at the proposed hotel to the total number of rooms available within the market, the “fair share”
44 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
percentage of demand for the hotel may be determined. The fair share calculation reflects the market share that the hotel could expect to capture if all available rooms in the market were favored equally by potential guests and choices were made on a purely random basis. The recommended 60 rooms represents 31.4 percent of the competitive supply (60/191 = 31.41 %). Our analysis found that the hotel can expect to achieve a market share that has a 15 percent premium over its fair share of the base demand. When the recaptured commercial demand is added to the hotel’s business, its premium over fair share increases to 32 percent.
The results of our utilization analysis are presented in the following table, which show the subject hotel achieving projected occupancies that range from 58% in its first year to 64 percent in its fifth year.
Northfield Hotel Projected Market Mix and Ocupancy 60 Rooms
Market Segment 2017 2018 2019 2020 2021
Commercial 4,900 5,800 6,000 6,100 6,100 Leisure Travelers 3,300 3,300 3,400 3,400 3,500 College 4,400 4,400 4,400 4,400 4,400 Total Occupied Rooms 12,600 13,500 13,800 13,900 14,000
Available Rooms 21,900 21,900 21,900 21,900 21,900 Annual Occupancy 58% 62% 63% 63% 64%
Occupancies projected for the first two years are lower than the stabilized level of operation, as the hotel will require time to develop its marketing program, particularly for commercial business, and to maximize public awareness of the hotel. The hotel is expected to achieve its full market share of commercial demand in the third year, at which time its market penetration will stabilize.
Market Mix
The mix of the hotel’s lodging demand at its stabilized level of operation is estimated to be the following:
45 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
NORTHFIELD HOTEL STABILIZED MARKET MIX
Market Segment 2019 % Commercial 6,000 43% Leisure 3,400 25% College 4,400 32% Totals 13,800 100%
Analysis For A Larger Hotel
We have recommended a 60-room hotel based on the present market conditions. As is shown in the “Economic Feasibility” section presented later in this report, a hotel of this size is projected to provide very good financial returns within a relatively short period of time (three years).
However, there are circumstances that could justify the development of a larger hotel. Investors may have a longer term perspective that would encourage a larger hotel to take advantage of a strengthening market position. Over time, as the competitive hotels become increasingly obsolete, a larger hotel would allow it to take advantage of its growing competitive advantage. It may also delay the timing of a new competitor. Finally, a particular desirable hotel franchise may require a minimum size that is greater than 60 rooms.
In order to address this issue, we prepared utilization estimates for an 80- room hotel. The results of our utilization analysis are presented in the following table, which show the subject hotel achieving projected occupancies that range from 50% in its first year to 53 percent in its third and stabilized year.
46 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
Northfield Hotel Projected Market Mix and Ocupancy 80 Rooms
Market Segment 2017 2018 2019 2020 2021
Commercial 6,000 6,600 6,900 7,000 7,000 Leisure Travelers 3,700 3,800 3,800 3,800 3,900 College 4,900 4,900 4,900 4,900 4,900 Total Occupied Rooms 14,600 15,300 15,600 15,700 15,800
Available Rooms 29,200 29,200 29,200 29,200 29,200 Annual Occupancy 50% 52% 53% 54% 54%
PROJECTED AVERAGE RATE
The analysis from which we developed our projections of average daily rate for the proposed hotel included the quality and pricing structure of the other area hotels. As shown in the table below, current rates for regular rooms at the competitive area hotels are estimated to range from $90 to $153
The average daily rate at a hotel falls below its rack rates due to the numerous discounts that are offered to guests and large corporate clients, and to reduced rates charged during slack periods. The estimated average rates at these hotels range between $100 and $120.
COMPETITIVE AREA HOTELS
2015 Rack Rates Weekend Estimated Hotel Quality Regular Suite Premium 2015 ADR Archer House Midscale $90-$130 $180-$200 $20 $118 Country Inn & Suites Midscale $110 $121-$126 $35-$40 $109 AmericInn Midscale $100-$105 $130 $20 $100 Holiday Inn & Suites Upper Midscale $135-$153 $171-$190 $10 $120
47 Hospitality Consulting Group Hotel Feasibility Study – Northfield, MN Utilization
Based on our analysis, we have determined that an upper midscale limited service hotel should be able to achieve an average rate of $130 expressed in current dollars. Factored into the room rates projected for the subject hotel are an inflation factor of 2 percent and a real growth factor of 1 percent, for a total increase of 3 percent annually. The inflated average rate in 2017, the hotel’s first full year of operation, is projected to be $137.92.
NORTHFIELD HOTEL Projected Average Daily Rate 60 Rooms
Year Average Daily Rate 2015 $130.00
2017 $137.92 2018 $142.05 2019 $146.32 2020 $150.71 2021 $155.23
PROJECTED ROOM REVENUE
Based on the occupancy and average rate projections developed in this market study, we project that the proposed hotel facilities should be able to achieve the levels of room sales shown in the table below.
NORTHFIELD HOTEL Projected Room Revenue 60 Rooms
2017 2018 2019 2020 2021 Available Rooms 21,900 21,900 21,900 21,900 21,900 Occupied Rooms (Rounded) 12,600 13,500 13,800 13,900 14,000 Annual Occupancy 58% 62% 63% 63% 64%
Occupied Rooms (Rounded) 12,600 13,500 13,800 13,900 14,000 Average Daily Rate $137.92 $142.05 $146.32 $150.71 $155.23 Room Sales (Rounded) $1,738,000 $1,918,000 $2,019,000 $2,095,000 $2,173,000
48 Hospitality Consulting Group Hotel Feasibility Study –Northfield, MN Financial Projections
SECTION 9: FINANCIAL PROJECTIONS
Estimates of cash flow from operations before debt service have been prepared for the first five years of operation for the hotel, with 2017 assumed to be the first full year of operation. The major assumptions as to the hotel occupancy and room rates are noted at the bottom of the projection columns and have been developed from an analysis of the local lodging market. The operating expense projections are derived from comparable hotels and industry data for small limited service hotels. Room revenues reflect an annual increase of 3.0 percent in average daily rate and expense categories have been inflated at an annual rate of 2.0 percent. Many of the expenses were projected on an amount per occupied room basis, while the relatively fixed expenses reflect only inflationary increases. The projected rooms expense, maintenance and utility expense have both a fixed and a variable component.
The financial projections on the following page are presented in the format suggested by the Uniform System of Accounts for Hotels.
NOTES TO FINANCIAL PROJECTIONS
Revenue
Guest Room Revenue projections are based upon the occupancy and average rate estimates previously presented.
Food & Beverage Revenue consists of the sale of soda, snacks and microwavable food.
Other Operated Departments consists of telephone commissions, meeting room rentals, movie rentals, guest laundry, and pool rentals,
49 Hospitality Consulting Group
Hotel Feasibility Study –Northfield, MN Financial Projections
60-ROOM HOTEL - NORTHFIELD, MN PROJECTED CASH FLOW FROM OPERATIONS BEFORE DEBT SERVICE
2017 2018 2019 AMOUNT % AMOUNT % AMOUNT % REVENUE: Rooms $1,737,754 98.4% $1,917,736 98.5% $2,019,163 98.5% Food & Beverage 5,081 0.3% 5,444 0.3% 5,565 0.3% Other Operated Departments 22,597 1.3% 24,696 1.3% 25,749 1.3% Total Revenue 1,765,433 100% 1,947,876 100% 2,050,477 100% DEPARTMENTAL EXPENSES Rooms Departmental Expenses 419,274 24.1% 458,125 23.9% 478,911 23.7% Food & Beverage 10,162 200.0% 10,888 200.0% 11,130 200.0% Other Operated Departments 22,597 100.0% 24,696 100.0% 25,749 100.0% Total Departmental Expenses 452,033 25.6% 493,709 25.3% 515,790 25.2% Total Departmental Profit 1,313,400 74.4% 1,454,167 74.7% 1,534,687 74.8% UNDISTRIBUTED OPERATING EXPENSES Administrative & General Expenses 165,750 9.4% 175,980 9.0% 182,491 8.9% Marketing Expenses 90,642 5.1% 95,819 4.9% 98,879 4.8% Franchise Fee (Royalty) 112,954 6.4% 124,653 6.4% 131,246 6.4% Utility Costs 68,822 3.9% 73,960 3.8% 76,696 3.7% Property Operations & Maintenance 83,570 4.7% 89,808 4.6% 93,131 4.5% Total Undistributed Operating Expenses 521,738 29.6% 560,219 28.8% 582,443 28.4% GROSS OPERATING PROFIT 791,661 44.8% 893,947 45.9% 952,244 46.4% Management Fee 70,617 4.0% 77,915 4.0% 82,019 4.0% INCOME BEFORE FIXED CHARGES 721,044 40.8% 816,032 41.9% 870,225 42.4% FIXED CHARGES: . . . Property Taxes 38,203 2.2% 77,935 4.0% 79,494 3.9% Insurance 21,649 1.2% 22,082 1.1% 22,523 1.1% Replacement Reserve 17,378 1.0% 38,355 2.0% 60,575 3.0% Total Fixed Charges 77,230 4.4% 138,371 7.1% 162,592 7.9% CASH FLOW AVAIL. FOR DEBT SERVICE $643,814 36.5% $677,661 34.8% $707,633 34.5%
OCCUPANCY 58% 62% 63% ADR $137.92 $142.05 $146.32 OCCUPIED ROOMNIGHTS 12,600 13,500 13,800
The comments and assumptions contained in the report are an integral part of these financial projections.
50 Hospitality Consulting Group
Hotel Feasibility Study –Northfield, MN Financial Projections
60-ROOM HOTEL - NORTHFIELD, MN PROJECTED CASH FLOW FROM OPERATIONS BEFORE DEBT SERVICE
2020 2021 AMOUNT % AMOUNT % REVENUE: Rooms $2,094,808 98.5% $2,173,175 98.5% Food & Beverage 5,605 0.3% 5,646 0.3% Other Operated Departments 26,455 1.2% 27,178 1.2% Total Revenue 2,126,868 100% 2,205,999 100% DEPARTMENTAL EXPENSES Rooms Departmental Expenses 493,750 23.6% 509,038 23.4% Food & Beverage 11,211 200.0% 11,291 200.0% Other Operated Departments 26,455 100.0% 27,178 100.0% Total Departmental Expenses 531,416 25.0% 547,507 24.8% Total Departmental Profit 1,595,453 75.0% 1,658,491 75.2% UNDISTRIBUTED OPERATING EXPENSES Administrative & General Expenses 187,803 8.8% 193,279 8.8% Marketing Expenses 101,246 4.8% 103,667 4.7% Franchise Fee (Royalty) 136,163 6.4% 141,256 6.4% Utility Costs 78,655 3.7% 80,661 3.7% Property Operations & Maintenance 95,510 4.5% 97,946 4.4% Total Undistributed Operating Expenses 599,377 28.2% 616,810 28.0% GROSS OPERATING PROFIT 996,076 46.8% 1,041,681 47.2% Management Fee 85,075 4.0% 88,240 4.0% INCOME BEFORE FIXED CHARGES 911,001 42.8% 953,441 43.2% FIXED CHARGES: . . Property Taxes 81,084 3.8% 82,705 3.7% Insurance 22,974 1.1% 23,433 1.1% Replacement Reserve 83,792 3.9% 86,927 3.9% Total Fixed Charges 187,850 8.8% 193,066 8.8% CASH FLOW AVAIL. FOR DEBT SERVICE $723,151 34.0% $760,376 34.5%
OCCUPANCY 63% 64% ADR $150.71 $155.23 OCCUPIED ROOMNIGHTS 13,900 14,000
The comments and assumptions contained in the report are an integral part of these financial projections.
51 Hospitality Consulting Group
Hotel Feasibility Study –Northfield, MN Financial Projections
Departmental Expenses
Rooms Departmental Expenses include payroll and related benefit expenses for the front desk and housekeeping. It also includes other miscellaneous rooms expenses such as breakfast expense, cleaning and guest room supplies, cable TV fees, linens and cleaning supplies, and other direct operating costs for the rooms department. The cost of providing telephone service is included in this category as well. The payroll component of this expense is relatively fixed, varying only slightly in response to changes in occupancy, as housekeeping staff and certain other hourly workers have variable schedules.
Food & Beverage Departmental Expenses include payroll and related expenses associated with providing guest breakfasts, along with the raw costs for food and beverages served and the cost of supplies.
Other Operated Departments comprise those expenses (labor and other) which offset the revenue generated by other operated departments such as concessions, guest laundry, a rental activity.
Undistributed Operating Expenses
Administrative and General Expenses include management and administrative payroll and the general costs associated with operating the hotel facility, including credit card commissions, bank charges, professional fees, travel and entertainment and other miscellaneous costs.
Marketing Expenses include the costs associated with advertising, sales and promotion, and include travel agent commissions, promotional materials, guest loyalty program costs, and other promotional expenditures. This expense was calculated to range from 5.1 percent to 4.7 percent of total revenue over the projection period
Franchise Fees are fees paid to the franchise company as a royalty. The expense is calculated to be 6.5 percent of room revenue, an amount typical for large franchises.
Utility Costs expense includes costs related to heating and cooling, electricity, gas, water and sewer. Utilities expense is projected from a base of $5.25 per occupied room and includes both a fixed and a variable portion.
52 Hospitality Consulting Group
Hotel Feasibility Study –Northfield, MN Financial Projections
Property Operations & Maintenance expenses includes the costs associated with repairs, maintenance, grounds keeping, and other related property operating costs. This expense is reduced in the early years as the facility will be new and the equipment under warranty.
Management Fee
Management Fee – We have assumed that the hotel will be managed by an outside management company for a fee equal to 4.0 percent of total revenue.
Fixed Charges
Property tax expense is projected from an estimate of $1,200 per room, an amount derived from industry data. This expense amounts to approximately 3.8 percent of total revenue. In the first year, the tax expense assumes the hotel is only half completed at the time of assessment.
Insurance expense is projected to be $340 per room, similar to the premiums paid by other hotels with pools.
Replacement Reserve represents funds that will be set aside from operating cash flow to fund the future cost of replacing and upgrading furnishings and fixtures in the facility that will be required to maintain its competitive standing in the market on a continuing basis. This reserve is calculated at 2.0 percent of projected total revenue in the second year, increasing to 4.0 percent in the third and subsequent years.
ECONOMIC FEASIBILITY ANALYSIS
In order to test the economic feasibility of the project, we prepared an analysis of the hotel’s ability to generate sufficient funds to cover its estimated debt service.
Project Cost
The following development budget estimate was prepared by Hospitality Consulting Group for purposes of testing the economic feasibility of the project. It is based on budgets from other hotel projects on which we have
53 Hospitality Consulting Group
Hotel Feasibility Study –Northfield, MN Financial Projections
worked. However, the quality and scope of amenities selected for the actual project and the need for a parking structure, could cause the costs to vary significantly.
For analysis purposes, we have assumed the hotel to have a total cost of $7,500,000, or approximately $125,000 per guest room.
60 Room Hotel Northfield, Minnesota
60 guest rooms and suites, indoor pool, meeting room, exercise room
Cost Per Room Land $360,000 $6,000 Utilities, Grading, Paving, Landscaping 240,000 4,000 Building Construction 4,800,000 80,000 Fixtures, Furnishings, and Equipment 900,000 15,000 Indirect Costs 1,200,000 20,000 Total $7,500,000 $125,000
Financing Scenario
For analysis purposes we have assumed an equity investment of $1,875,000 (25 percent of total project cost), leaving a loan of $5,625,000 to provide funds for the $7,500,000 total project cost.
Source of Funds: Equity $1,875,000 25% Debt 5,625,000 75% $7,500,000 100%
Debt Term Assumptions: Annual Interest Rate: 5.0 % Amortization: 20 years Annual Payment: $445,470
54 Hospitality Consulting Group
Hotel Feasibility Study –Northfield, MN Financial Projections
The results of this analysis are presented in the following table.
60 Room Hotel- Northfield, MN Economic Feasibility Analysis Estimated Project Cost: $7,500,000
2017 2018 2019 2020 2021
Cash Flow Available for Debt Service $643,814 $677,661 $707,633 $723,151 $760,376 Debt Service $445,470 $445,470 $445,470 $445,470 $445,470
Debt Service Coverage 1.4X 1.5X 1.6X 1.6X 1.7X
Cash Flow to equity $198,344 $232,191 $262,163 $277,681 $314,905 Equity $1,875,000 $1,875,000 $1,875,000 $1,875,000 $1,875,000 Return on Equity 10.6% 12.4% 14.0% 14.8% 16.8%
A debt coverage ratio (cash flow/annual debt service) of a minimum of 1.2 times is required and 1.4 times is typically preferred by lenders. This analysis shows that the hotel is projected to generate sufficient cash flow to meet its debt service requirements. Also, in this simple analysis, the projected cash on cash return on equity equals or exceeds 14 percent once the hotel reaches its stabilized level of operation.
Hotel investors typically like to see cash on cash returns of at least 10 percent, although local investors may accept a slightly lower return in order to bring a new hotel to the community. Also, a hotel development company, who also would manage the hotel, may include the management fee in its investment decision.
Therefore, under the project cost and terms of financing assumptions utilized in this analysis, we conclude that the hotel project is economically feasible.
Our financial projections are based on the results of our market study and our analysis of comparable hotel operating data. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur; therefore, actual results achieved during the period covered by our analysis will vary from our projections and the variations may be material. Further, we are not responsible for future marketing efforts and other management actions upon which actual results will depend.
55 Hospitality Consulting Group
ADDENDUM
56 Hospitality Consulting Group
CONSULTANT QUALIFICATIONS HOSPITALITY CONSULTING GROUP
Stephen Sherf – President, Hospitality Consulting Group
Stephen Sherf has over 35 years of consulting experience in the hospitality industry. He spent 15 years with a large national public accounting firm, where he was the partner-in- charge of the hospitality consulting division for the Upper Midwest. He also started a gaming consulting company where he worked for 15 years, and most recently, founded a hospitality consulting company. He is presently active as a sales agent with Minneapolis- based Leines Hotel Advisors.
Mr. Sherf has an extensive background in hospitality consulting that encompasses market studies, valuations, appraisals, acquisitions and sales. He has performed market studies and other advisory services for over 200 hotel projects located mainly throughout the Midwest for clients that include developers, lenders, hotel companies, and municipalities.
He also has particular expertise in development consulting to the gaming industry and has worked on numerous income producing real estate projects that include nursing homes, elderly housing, subsidized and market rate housing, office buildings, retail developments, convention centers, ice arenas, restaurants, convenience stores, bowling alleys and cinemas.
Operating positions held during Mr. Sherf’s career include restaurant manager, auditor, Vice President of Development for a hotel company with 13 properties, and Treasurer for a gaming company where he oversaw the operations of three Colorado casinos.
Mr. Sherf is known for his hands-on involvement and realistic conclusions. Where appropriate, development recommendations are backed by an economic feasibility analysis and a sensitivity analysis to assess risk.
He has provided expert witness testimony relating to the valuation of hotels and restaurants and business interruption claims. He has taught continuing education seminars and spoken at gaming, investment, and state appraisal conferences. He has been a guest lecturer at the University of Minnesota Graduate School of Business and Stout University. He is frequently quoted in local newspapers and business magazines.
Mr. Sherf received an undergraduate degree in economics and an MBA in finance from Cornell University. He holds a real estate license in Minnesota and Wisconsin and has taken several American Appraisal Institute courses. He is a Certified Public Accountant (inactive), is active in the Minnesota Lodging Association, has served on the planning commission for the City of Minnetrista, and has held a Colorado gaming license.
57 Hospitality Consulting Group
City Hall City of Northfield 801 Washington Street Northfield, MN 55057 ci.northfield.mn.us Legislation Text
File #: 15-420, Version: 1
City Council Meeting Date: November 10, 2015
To: Mayor and City Council
From: Melanie Lammers, Finance Director
Discuss Finance Policies
Action Requested: The Northfield City Council will discuss a few of the policies that make up the finance policy book.
Summary Report: The Finance Policy committee has been diligently reviewing existing and new financial polices during 2015. The ultimate goal is to have all the City policies related to finance in one complete book. We have a book, but have not been through all the policies being proposed with the committee. We will discuss a few of the policies the committee has been working on over the last several months. You will begin to see the policies on regular agenda’s for passage. The policies will then be compiled into a book, and posted on our website.
Public Purpose Expenditure Policy- This policy recognizes the fact that everything we spend taxpayer dollars on needs to serve a public purpose. We have added language to encourage local purchasing to this policy. The examples of permitted expenditures have been updated, as well as the prohibited expenditures. This policy was modified in partnership with Human Resources. It will be in our employee handbook, as well as the finance policy book.
Fund Balance Year-End Classification Policy- This is an existing policy which has been modified. It is required to have this policy per GASB 54 to classify the fund balances and spending order. The modifications include:
-Under #5, unassigned, percentages changed from 35% to 40%, and 45% to 50%. -Adding the Debt Service Funds to the policy -Adding the Capital Project Funds to the policy -Adding the Enterprise Funds balance policy
Budgetary and Financial Controls Policy-This is a brand new policy the City of Northfield has not had before. The Budgetary and Financial Control policy outlines the best practices and duties of the finance department, and highlights some of the ways other departments interact with the City finances.
Alternative Options: Feel free to make suggestions and ask questions.
Financial Impacts:
City of Northfield Page 1 of 2 Printed on 11/6/2015 powered by Legistar™ File #: 15-420, Version: 1
The Financial policies are a reference tool both internally for staff and council, and externally to assist the public in understanding the basics of our finances.
Tentative Timelines: These policies will be on a regular agenda before the end of 2015.
City of Northfield Page 2 of 2 Printed on 11/6/2015 powered by Legistar™
Policy: Public Purpose Expenditure
Adopted: M2008-0093 Effective: 07/08/08 Revised: 11/17/15
Purpose The City Council (Council) recognizes that public funds may only be spent if the expenditure meets a public purpose and the expenditure relates to the governmental purpose for which the City of Northfield (City) was created.
Minnesota courts have generally concluded that a “public purpose” means an activity that meets ALL of the following standards:
• The activity will primarily benefit the community as a body. • The activity is directly related to functions of government. • The activity does not have as its primary objective the benefit of a private interest whether profit or not-for-profit.
This policy relates solely to events and is intended to provide guidelines regarding which expenditures are for public purposes and authorized in accordance with the City’s annual budget process, and which expenditures are not considered to fall within the public purpose definition and are therefore not allowed. There is a public benefit in ensuring high employee productivity and morale.
Responsibility The City Administrator is the responsible authority overseeing all City expenditures and as such is the chief purchasing agent for the City. Responsibility for administering this Public Purpose Expenditure Policy has been delegated to the Finance Department. Further, all officers and employees authorized by their Department to make purchases for the benefit of their respective departments are responsible for complying with this policy and corresponding procedures. Local purchasing is encouraged whenever it makes economic sense for the City.
Policy Expenditures of public funds must comply with the public purpose standards defined above. When reviewing an expenditure to verify the standards have been met, the City Administrator, or his/her designee, should consider the time of day the event is held, the business purpose of the event, whether the event was intended to attract non-City employees, the frequency of the event, and the reasonableness of the cost. The following guidelines address specific examples of public expenditures, but examples are not meant to be all-inclusive.
Examples of Permitted Expenditures for Meals and Refreshments Use of City funds in reasonable amounts for meals and/or refreshments for elected and appointed city officials and employees are permitted in the following circumstances, with Department Head approval: • City-sponsored events of a community-wide interest where staff are required to be present (e.g., Night 2 Unite). • City council, boards and commissions meetings held during or adjacent to a meal hour. • Meetings related to City business at which the attendees include non-city
Section 5.20 Page 1 of 3
Policy: Public Purpose Expenditure
Adopted: M2008-0093 Effective: 07/08/08 Revised: 11/17/15
representatives • Professional association meetings, conferences and training when meals are included as part of the registration or program fee, or in accordance with the travel policy. • Quarterly departmental staff or training meetings • Annual employee and volunteer recognition and appreciation events (e.g., service awards, de minimis food and beverage). • Quarterly, City-sponsored training or work-related meetings where employees are required to participate or be available during break periods. • Multi-departmental meetings scheduled during or adjacent to a meal hour when no other meeting time is available. • Work activities requiring continuous service when it is not possible to break for meals (e.g., election days, water main breaks, emergency snow removal, and time sensitive public safety responses). • Healthy snacks and incentives of moderate value provided to attendees of safety, health, and wellness programs for City employees. • Events recognizing completion of a significant work-related project (City Administrator approval required).
Examples of Other Permitted Expenditures • Retirement and annual service awards recognition. • Uniforms, clothing or apparel that is considered necessary for safety or for visible staff recognition by the public (e.g. safety footwear and eyewear for maintenance personnel, shirts purchased to identify staff leadership status at events). • Staff time and equipment use for city sponsored employee events as approved by City Council and/or City administrator as allowed by state statute and/or city charter/code (e.g. set-up for annual employee picnic). • City expenditures for non-profit organizations allowed by state statute. • Party supplies for retirement and recognition events.
Prohibited Expenditures Use of City funds for meals and/or refreshments for elected and appointed City officials and employees are prohibited: • Food and refreshments for routine work meetings. • Alcoholic beverages • Employee functions or celebrations that are solely social in nature (e.g., birthdays, holiday luncheon, ice cream social). • Fundraisers for non-City related events (e.g., Chamber of Commerce). • Participation in optional activities unless included as part of an overall conference registration fee (e.g. optional golf rounds, sporting events, concerts). • Employee-sponsored fundraising events (e.g., charitable giving campaign). • For funeral flower arrangements upon death of an employee, elected official, or one of their immediate family members. • Clothing or apparel that is not considered necessary for safety or for visible
Section 5.20 Page 2 of 3
Policy: Public Purpose Expenditure
Adopted: M2008-0093 Effective: 07/08/08 Revised: 11/17/15
staff recognition by the public (e.g. sweatshirts for a job well done, departmental shirts given to staff to promote team spirit).
Permitted Use of Assets Specific City assets such as equipment may be used by City employees for personal reasons only when City management has established the following: • Costs and wear resulting from use of the assets are reasonable and minimized; and • Administrative controls are in place to ensure that the use is appropriate and not abused. • There is a documented/demonstrated City benefit by such usage (e.g. such as the Mobile Device Policy or Information Security Policy) as approved by the City Administrator.
Such permitted use may include: • Incidental and de minimis use of City-owned electronic equipment such as City-owned mobile devices, tablets, copiers, etc. as specifically covered under other City policies.
Prohibited Use of Assets Examples of use of City assets for personal use is prohibited in the following circumstances: • City employees washing personal autos at the public works facility car wash. • Employees borrowing City-owned non-motorized or motorized tools for personal use.
Special Requests From time to time, there may be an event that is a proper public expenditure, but that is not contemplated by the policy above. Departments may submit to the City Administrator, a request for such a public expenditure in writing. This request must show how the expenditure is related to a public purpose as stated in the Purpose section above. Only expenditures that meet all of the findings in the Purpose section above may be approved.
Periodic Review This policy shall be reviewed at least once every five years by the City Administrator or designee.
Section 5.20 Page 3 of 3 FUND BALANCE YEAR-END CLASSIFICATION POLICY (Per GASB 54) PURPOSE: The purpose of this policy is to establish specific guidelines the City of Northfield will use to maintain an adequate level of fund balance to provide for cash flow requirements and contingency needs because major revenues, including property taxes and other government aids are received in the second half of the City’s fiscal year. The purpose of this policy is to also establish specific guidelines the City of Northfield will use to classify fund balances into categories based primarily on the extent to which the City is bound to honor constraints on the specific purposes for which amounts in these funds can be spent. 1. Nonspendable • This category includes fund balance that cannot be spent because it is either (i) not in spendable form or (ii) is legally or contractually required to be maintained intact. Examples include inventories and prepaid amounts. 2. Restricted • Fund balance should be reported as restricted when constraints placed on those resources are either (i) externally imposed by creditors, grantors, contributors, or laws or regulations of other governments or (ii) imposed by law through constitutional provisions or enabling legislation. 3. Committed • Fund balance that can only be used for specific purposes pursuant to constraints imposed by formal action of the government’s highest level of decision-making authority. The committed amounts cannot be used for any other purpose unless the government removes or changes the specified use by taking the same type of action it employed to commit those amounts. • The City’s highest level of decision making authority (City Council) will annually or as deemed necessary commit specific revenue sources for specified purposes by resolution. This formal action must occur prior to the end of the reporting period, however, the amount to be subject to the constraint, may be determined in the subsequent period. • To remove the constraint on specified use of committed resources the City Council shall pass a resolution 4. Assigned • Amounts that are constrained by the government’s intent to use for specified purposes, but are neither restricted nor committed. Assigned fund balance in the General fund includes amounts that are intended to be used for specific purposes. 5. Unassigned • Unassigned fund balance represents the residual classification for the General fund. Includes amounts that have not been assigned to other funds and that have not been restricted, committed, or assigned to specific purposes within the General fund. The General fund should be the only fund that reports a positive unassigned fund balance amount. Draft The City will maintain a minimum unassigned fund balance in the General Fund of an amount not less than 40% of the subsequent year’s budgeted expenditures of the General Fund. This will assist in maintaining an adequate level of fund balance to provide for cash flow requirements because major revenues, including property taxes and other government aids are received in the second half of the City’s fiscal year. i. Unrestricted fund balance in excess of the minimum of 40% specified above may be “spent down” if a budgetary shortfall occurs in the General Fund and is approved by a 2/3 majority vote of the Council.
ii. Unrestricted fund balance in excess of 50% of the subsequent year’s budgeted expenditures of the General Fund may be spent on projects or other non- General Fund-related operations when deemed necessary and is approved through separate resolution by the Council.
iii. If spending unrestricted fund balance in designated circumstances has reduced unrestricted fund the replenishment will be funded through future budget surpluses or other funding sources within a time period established by the City Council. The Council will consider the amount of the replenishment and its impact on future budgets and cash flow.
The City Administrator and Finance Director shall annually prepare the status of fund balances in relating to this policy and present to the City Council for approval prior to the publishing of the annual financial statements and in conjunction with the development of the annual budget. When both restricted and unrestricted resources are available for use, it is the City’s policy to first use restricted resources, and then use unrestricted resources as they are needed. When committed, assigned or unassigned resources are available for use, it is the City’s policy to use resources in the following order: 1) committed 2) assigned) and 3) unassigned. A negative residual amount may not be reported for restricted, committed, or assigned fund balances in the General Fund.
2– City of Northfield Financial Management Policies Draft COMMITMENT OF SPECIAL REVENUE FUNDS’ FUND BALANCES The specific revenue sources of each special revenue fund and the specific purpose for which they are restricted or committed are as follows: Two Major Restricted/
Fund # Fund Name Revenue Source(s) Committed/Assigned Purpose
211 Community Resource Intergovernmental/ Restricted/Committed Community Center Fund Charges for Services Services 215 Motor Vehicle Fund Charges for Services, Committed/Assigned Licensing interest 229 Communication Fund Franchise fees, PEG Restricted/Assigned Communications fees 240 Library Gift Fund Donations,interest Restricted Library 241 GW Bunday Gift Fund Donations, interest Restricted Library 242 Scriver Memorial Fund Donations, interest Restricted Library 243 LJ Gustafson Fund Donations, interest Restricted Library 244 M. Houston Trust Fund Donations, interest Restricted Library 245 CC Cloherty Endowed Donations, interest Restricted Library Fund 250 CDBG Fund Intergovernmental Restricted Housing/ public services 250 Transit Grant/St. Grants, bond proceeds Restricted/Committed Transit/Streets Maintenance Fund 270 Municipal District #4 Tax increment, interest Restricted/Committed Redevelopment 271 Jefferson Square Tax increment, interest Restricted/Committed Housing Townhomes Fund
Debt Service Funds Debt service fund balances are considered restricted; they are resources that are being accumulated for payments of principal and interest maturing in current and future years. All of the City of Northfield debt service funds are considered restricted. Capital Project Funds Capital project fund balances are considered restricted or committed; they are resources that are being accumulated for current and future projects. Capital project funds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets. In Northfield, capital project funds are split into three categories:
3– City of Northfield Financial Management Policies Draft 1. Capital Projects – this category has balances that are considered both restricted and committed. 2. Improvement Construction - these funds are considered restricted either through bond covenants or enabling legislation. 3. State Aid Construction - these funds are considered restricted by Minnesota Department of Transportation agreements. Enterprise Funds The Enterprise Funds shall maintain a minimum cash balance in an amount equal to at least 3 months of the anticipated operating expense, and next year’s debt service at the end of the fiscal year. Order of Fund Balance Spend-down When both restricted and unrestricted resources are available for use, it is the City’s policy to first use restricted resources, and then use unrestricted resources as they are needed. When unrestricted resources are available for use, it is the City’s policy to use resources in the following order: (1) committed, (2) assigned, and (3) unassigned. Carryovers and Encumbrances For each year end, the City Council approves contracted encumbrances and budget carryovers. Both the encumbrances and the budget carryovers will be considered committed fund balances upon approval by the City Council.
4– City of Northfield Financial Management Policies Budgetary and Financial Control Budgetary and Financial Control Policy - A. General budgetary and financial control is to be centralized in the Finance Department, whose functions shall include, but not necessarily limited to the following: 1. Budget compilation 2. Budget monitoring 3. Central purchasing (see Purchasing Policy and P-Card Policy) 4. Income and expenditure projections 5. Capital improvement financing 6. Risk management (see Risk Management Policy and Self-Insurance Reserve Policy) 7. Screening of Conduit Debt applications (see Conduit Debt Policy) 8. Cash and Investment management 9. Monitoring financial data for warning signals or trends 10. Preparation of financial summary reports for key funds at least quarterly 11. Maintain a detailed inventory listing of all material fixed assets so as to adequately ensure proper accounting of assets 12. “Project Financial Analysis” to be presented as part of any proposal to the Council in connection with any new or expanded operating or capital improvement programs and other projects. The objective of the financial analysis is to provide the best possible estimate of expenditures, revenues, and staffing impacts of a proposed project. The financial analysis should be factual, informative, and concise which should enable the Council to make intelligent and informed decisions. 13. Payroll 14. Accounts Receivable 15. Receipts, Collections, and Customer Billing 16. Accounts Payable B. The City will maintain a program for the investment of funds consistent with the City’s Investment Policy. C. The City will strive to maintain an undesignated and unreserved General Fund Balance of 50% of the General Fund portion of the tax levy for the following year. If the City has more than the required level, such excess shall not be reduced by 50% in any one year for operating budget purposes. D. The City will also review, and update, the schedule of fund balances, reserves, and working capital in all other operating funds of the City and determine adequacy of those money balances, using specified guidelines and criteria in conjunction with the budgets set annually. E. Department Directors will be responsible for administration of their respective Department Budgets and are to submit requests for any required budget adjustments, such as supplemental appropriations, to the City Administrator or Finance Director before the program incurs cost overruns for the annual budget period. F. Primary responsibility in the management of budgeted funds lies with the Department Directors. Such management includes, but is not limited to, reviewing expenditures before authorization, reviewing monthly financial reports to detect errors and assess progress, and staying within expenditure budget authorization. All costs incurred must be reasonable and necessary. Department Directors shall be responsible for contacting the City Administrator or Finance Director should there be any questions regarding financial management or if the issue or concern is related to internal controls. The Finance Director will monitor overall budget operating progress routinely throughout the year. G. The City will not use short-term borrowing, internal or external, to balance the operating budget for any fund. H. The City will not sell assets or use one-time accounting principle changes to balance the budget for any fund. I. The City will develop two-year budgets. Each year the City will certify only the following year’s budget and levy to Rice and Dakota Counties. J. The City will provide ample time and opportunity for public input into its Budget setting deliberations each year. K. The City will establish and maintain the highest standard of accounting practices, in conformity with Generally Accepted Accounting Principles (GAAP) and with recommended best practices as promulgated by the Government Finance Officers Association (GFOA). L. The City will arrange for an annual audit of all funds and account types by independent certified public accountants qualified and licensed to issue such reports. M. The City will strive to obtain each year the annual GFOA Certificate of Achievement for Excellence in Financial Reporting. The GFOA Excellence is Financial Reporting is a program that encourages and assists state and local governments to go beyond the minimum requirement of generally accepted accounting principles to prepare comprehensive annual financial reports that evidence the spirit of transparency and full disclosure. The goal of the program is not to assess the financial health of participating governments, but rather to ensure that users of their financial statement have the information they need to do so themselves. N. Regular quarterly reports to council will present a summary of financial activity by major type of funds as compared to budget. Department Directors will review monthly reports comparing actual revenues and expenditures to the budgeted amounts. Any negative variance in any revenue or spending category for their department as a whole projected to exceed $100,000 by year-end will be reported in writing to the Finance Director and the City Administrator. O. The City will strive to obtain each year the GFOA Distinguished Budget Award. This GFOA program was created to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOAs best practices on budgeting. P. The City integrates performance measurement and productivity indicators to measure operational performance where practical. Performance data for individual departments are included on the budget document. Performance data should be directly related to the stated goals and objectives of the unit and focus on results and accomplishments rather than inputs. Performance measures should provide a meaningful way to assess the effectiveness and efficiency of each operational unit.
City of Northfield, Minnesota Financial Management Policies
Table of Contents
Section Page
Preamble 4-5
Audit 6
External Auditor Independence Policy 6
Budgetary and Financial Controls 7-8
Budgetary and Financial Control Policy 7-8
Cash/Investment 10-22
Forfeited Funds Policy 10-11
Investment Policy 12-22
Capital Improvement Program Policy 23
Debt 24-41
Conduit Debt Policy 24-38
Debt Policy 39
Post-Issuance Compliance Policy for Tax-Exempt Governmental Bonds 40-41
Economic Development 42-43
Tax Increment Policy 42-43
Fund Balance Year-end Classification Policy (Per GASB 54) 44-47
Public Purpose Expenditure Policy 48-51
Purchasing 52-61
Purchasing Policy 52-55
Purchasing Card Policy 56-61
2 Revenue 62-63
Revenue Policy 62
Utility Collection Policy 63
Risk Management 64
Self-Insurance Reserve Policy 65
Travel Policy 66-68
Financial Management Policies Adoption 69
Appendix C Individual Fund / Fund Balance Policies
3 City Hall City of Northfield 801 Washington Street Northfield, MN 55057 ci.northfield.mn.us Legislation Text
File #: 15-421, Version: 1
City Council Meeting Date: November 10, 2015
To: Mayor and City Council
From: Melanie Lammers, Finance Director
Budget/Levy Discussion
Action Requested: The Northfield City Council will discuss the budget/levy options for 2016.
Summary Report: The finance policy committee met on November 2nd to discuss budget and levy options, and give staff an idea of what the preferred options will be for presentation on December 1st for a final levy and budget. Attached are the three levy options discussed at the finance policy committee. No budget cuts were discussed or requested.
Alternative Options: Additional levy options may be requested for presentation at the December 1st public hearing.
Financial Impacts: The preliminary levy is set at $7,696,924. Lower options are being presented as options for a final levy.
Tentative Timelines: Final levy to be passed on December 1st, 2015.
City of Northfield Page 1 of 1 Printed on 11/6/2015 powered by Legistar™ City of Northfield Property Tax levy History
2016 2016 2016 GENERAL LEVIES Prelim-Scenario 1 Scenario 2 Scenario 3 General Fund 5,311,336 5,270,150 5,270,150 Northfield Community Resource Center Operation 189,472 189,472 189,472 City Facilities Fund 60,000 40,000 40,000 Park Fund-energy improvements Park Fund-park improvements 90,000 90,000 90,000 Vehicle and Equipment Replacement Fund 310,075 300,075 300,075 Fire Replacement Fund 30,000 TOTAL GENERAL LEVIES 5,960,883 5,919,697 5,889,697
DEBT LEVIES Equipment Certificates: Equip cert of 2012 - $495,000 111,300 111,300 111,300 2016 Equip Cert Estimated 2019 Equip Cert Estimated 2020 Equip Cert Estimated 111,300 111,300 111,300 Certificates of Participation Public Safety Center 2012 418,670 418,670 418,670
Lease Revenue Bonds Public Project Revenue Bonds 2006 (Pool) 240,000 240,000 240,000
General Obligation Bonds (Market Value based) GO Bonds of 2007 $1,650,000 - NCRC facility 212,940 212,940 212,940 GO Bonds of 2007 $3,295,000 -Street/infrastruct 50,000 50,000 50,000 GO Bonds of 2008 $1,530,000 - Street/Infrastruct 90,000 90,000 90,000 GO Bonds of 2009 $1,140,000-Street/Infrastruct 50,000 50,000 50,000 GO Bonds of 2010 $2,305,000-Street/Infrastruct 150,000 150,000 150,000 GO Bonds of 2011 $1,205,000-Street/Infrastruct 50,000 50,000 50,000 GO Bonds of 2012 $965,000-Street/Infrastruct 50,000 50,000 50,000 GO Bonds of 2013 $830,000-Street/Infrastruct 70,000 70,000 70,000 GO Bonds of 2014 $1,255,000-Street/Infrastruct 85,000 85,000 85,000 GO Bonds of 2015-$ 1,400,000 158,131 158,131 158,131 Total G.O. MV Based 966,071 966,071 966,071 TOTAL DEBT LEVY 1,736,041 1,736,041 1,736,041 TOTAL LEVY 7,696,924 7,655,738 7,625,738 Increase in Net Levy 3.8% 3.3% 2.888% EDA/HRA Levies EDA 219,488 219,488 219,488 HRA 223,968 223,968 223,968 Increase/Decrease in Net Levy 0 2.5% 2.5% TOTAL LEVY FOR CITY 8,140,380 8,099,194 8,069,194 Increase/Decrease in Net Levy 3.8% 3.2% 2.9% GENERAL FUND
The General Fund is the City’s primary operating fund and accounts for those revenues and expenditures not segregated in any other fund by law or specific purpose. The General Fund includes general administration activities, public safety, public works, parks and recreation and the library. Operations are financed primarily through property taxes, general state aid, fees and charges.
The proposed budget narratives and financial summaries are ordered as follows:
GENERAL GOVERNMENT FUNCTION: Mayor and Council Administration City Clerk / Risk Management Elections Finance Human Resources Community Development Planning City Hall Operations
PUBLIC SAFETY FUNCTION: Police Fire Building Inspections
PUBLIC WORKS: Engineering Streets Street Lighting Facilities
CULTURE AND RECREATION: Ice Arena General Parks Athletic Facilities Recreation Administration Outdoor Pool Library
OTHER FINANCING USES
1
GENERAL FUND SUMMARY 2012 2013 2014 2015 2016 2017 Actual Actual Actual Budgeted Projected Proposed REVENUES BY MAJOR CATEGORY Property Taxes 5,012,418 5,232,980 5,166,751 5,156,637 5,311,336 5,470,676 Other Taxes 88,820 82,123 92,993 82,000 82,000 82,000 Licenses & Permits 420,768 464,599 396,898 390,150 391,630 391,630 Intergovernmental 3,081,301 3,066,511 3,517,984 3,470,347 3,599,311 3,457,311 Charges for Service 1,514,712 1,478,114 1,453,008 1,535,716 1,552,066 1,552,016 Fines & Forfeitures 117,177 119,442 114,273 147,000 147,000 147,000 Other Revenue 274,505 68,519 454,691 420,625 370,625 390,625 Other Financing Sources 297,817 294,094 344,530 170,800 156,000 156,000 TOTAL REVENUES 10,807,518 10,806,382 11,541,128 11,373,275 11,609,968 11,647,258
EXPENDITURES BY MAJOR FUNCTION GENERAL GOVERNMENT Mayor & Council 118,686 127,511 148,293 254,141 297,605 302,221 Administration 438,520 343,245 344,882 416,281 368,124 399,348 City Clerk 141,105 145,533 154,837 204,795 200,348 225,238 Elections 35,629 9,187 30,012 35,000 60,778 33,578 Finance 396,957 381,618 367,331 457,044 450,173 452,078 Human Resources 286,264 318,979 285,992 375,234 403,273 387,226 Community Development 97,053 137,869 109,667 140,181 125,762 135,749 Planning 139,774 90,717 139,688 168,131 166,917 179,884 City Hall Operations 127,492 166,215 142,195 130,361 120,361 120,361 Total General Government 1,781,480 1,720,874 1,722,897 2,181,168 2,193,341 2,235,683
PUBLIC SAFETY Police 2,782,727 2,737,647 2,846,886 3,356,361 3,491,412 3,534,391 Fire 347,240 420,692 430,045 390,397 544,109 544,109 Building Inspections 169,905 176,731 182,478 222,731 252,431 256,912 Total Public Safety 3,299,872 3,335,070 3,459,409 3,969,489 4,287,952 4,335,412
PUBLIC WORKS Engineering 354,061 449,739 433,943 495,001 528,471 533,499 Streets 1,065,045 1,417,426 1,407,694 1,218,670 1,309,625 1,324,758 Street Lighting 283,236 276,089 279,474 305,000 306,000 310,000 Facilities 188,907 196,587 226,792 246,205 224,691 229,087 Total Public Works 1,891,249 2,339,841 2,347,903 2,264,876 2,368,787 2,397,344
CULTURE & RECREATION Ice Arena 325,475 325,280 361,546 360,013 324,325 327,748 General Parks 162,653 162,089 157,138 236,273 253,886 251,789 Athletic Facilities 103,150 87,180 74,717 119,540 132,300 133,994 Recreation Administration 202,707 187,615 191,070 193,389 205,232 196,206 Outdoor Pool 152,538 142,487 170,483 242,875 233,228 245,177 Library 960,881 1,054,174 1,049,751 1,159,903 1,161,615 1,131,274 Total Culture & Recreation 1,907,404 1,958,825 2,004,705 2,311,993 2,310,586 2,286,188
OTHER FINANCING USES 367,638 294,082 404,092 380,546 408,116 390,546 TRANSFERS OUT 750,000 503,617 1,751,443 - - -
TOTAL EXPENDITURES 9,997,643 10,152,309 11,690,449 11,108,072 11,568,782 11,645,173
REVENUES OVER / (UNDER) EXPENDITURES 809,875 654,073 (149,321) 265,203 41,186 2,085
APPROPRIATED FUND BALANCE - - 2
MAYOR AND COUNCIL
The Mayor and six-member City Council are elected to four year staggered terms to serve the citizens of Northfield by making decisions out the policies and activities that maintain and enhance the quality of life in Northfield. These decisions are made with the authority given the City Council by the State of Minnesota and the city charter. The City Council conducts its business on the first and third Tuesdays of each month. The City Council typically has work sessions on the second and fourth Tuesdays of each month to discuss and provide direction on key topics. The City Council relies on the city administrator to manage the city. The budget summary is shown below.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 58,345 59,597 59,254 66,025 30,001 45.4% 67,754 67,345 Supplies 678 95 4,512 1,000 187 18.7% 1,200 1,200 Charges for services 38,082 28,099 7,284 108,360 13,360 12.3% 113,575 117,925 Other Charges 21,581 39,720 77,243 78,756 37,257 47.3% 115,076 115,751 Total 118,686 127,511 148,293 254,141 80,805 31.8% 297,605 302,221
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Council accomplishments include: expanding the Mayor’s Youth Initiative by approving the Youth Investment program and partnership with Youthprise and HCI, Yellow Ribbon campaign, updates to the Land Use Development Code, liquor code and solar code, strategic planning, street improvement projects, finalizing the library project, completing the skateboard park, approving project scope for the Woodley Street project, finance policies, and providing direction on a budget improvement process.
GOALS & INITIATIVES 2016
The 2016 budget includes: funding for Youth investment, funding for community events (which is spread back to those operating departments where the costs are incurred before year-end), provide direction on the budget development process and identify clear Council objectives for 2016 and beyond, begin the Enterprise Park Process, and 2016 Street Improvement Program.
3
ADMINISTRATION
The Administration Department provides support to the Mayor and City Council. The City Administrator is responsible for managing the overall operations of all City departments to assure that services are delivered effectively and efficiently. In addition, the City Administrator carries out the council’s policies, ensures that the charter, laws, ordinances and resolutions of the City Council are enforced and implemented, as well as provides information to the Council and citizens. The budget summary is shown below.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 216,665 181,426 196,723 175,443 70,741 40.3% 160,417 156,166 Supplies 1,809 4,959 1,234 2,200 200 9.1% 2,200 2,200 Charges for services 218,899 155,657 146,129 235,338 60,581 25.7% 181,200 217,900 Other Charges 1,147 1,203 796 1,500 149 9.9% 1,200 1,475 Total 438,520 343,245 344,882 414,481 131,671 31.8% 345,017 377,741
ACCOMPLISHMENTS & HIGHLIGHTS 2015
One of the major goals of the Administration Office has been to improve the level of customer service in the office and through the City.
Continued to assist the City Council with a two-year budget process.
Continue revised Capital Improvement Program strategy.
Provided support for the construction of the skateboard park.
Provided support for the construction of the Library improvements
Expanded the Mayor’s Youth Initiative by providing support for the Youth Investment program
Provided support for the Yellow Ribbon campaign
Provided support during the Land Use Development Code revisions
Assist the Police Department in the continual improvement of the city’s Emergency Management Plan.
Continued participation with the Northfield Area Fire & Rescue Services Joint Powers Board.
4
GOALS & INITIATIVES 2016
Effectively facilitate the development of a shared council vision for the City.
Develop and enhance relationships with the community through positive interactions and direct community involvement.
Implement improved holistic budget strategy encompassing council vision to department work plan.
Provide direction and leadership on major city projects, including capital improvements and budget management, which are aligned and carry out the City Council’s established vision and goals.
Continue to review city services and identify service areas that can be improved or streamlined.
Develop new methods to communicate to the community about city services through social media and the new City web site.
Facilitate a process for growing the tax base by implementing a strategic City Council vision for growth that is consistent with the community’s norms and perspectives.
o Provide leadership to Enterprise Park Action Process.
5
CITY CLERK
The City Clerk department manages risk, elections, including, absentee voting, voter registration, recruitment of election judges, the issuance of certain licenses and permits, and keeps all official records of the City. The City Clerk also processes information requests from various institutions and the public. The budget summary is shown below.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 122,691 131,976 142,842 158,057 74,914 47.4% 159,771 162,648 Supplies 394 563 1,382 1,200 97 8.1% 1,200 1,300 Charges for services 17,730 12,774 10,253 44,988 12,049 26.8% 24,250 46,113 Other Charges 290 220 360 550 155 28.2% 350 400 Total 141,105 145,533 154,837 204,795 87,215 42.6% 185,571 210,461
Offsetting Revenues: - - Licenses & Permits 63,299 60,322 61,441 66,150 66,150 67,630
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Updated City Code and licensing applications and processes to provide for brew pubs, tap rooms and cocktail rooms.
Issued 4 new liquor licenses in the first six months of 2015.
Worked with license holders to renew approximately 55 licenses/permits for concessions, liquor, tobacco, fireworks and gambling.
Continued work on the phased implementation of the electronic records/data management system as well as updating the city’s data management practices.
Continued review and duties for Risk Management.
Updated Community Event process and directed Community Events/Inkind Grant Program by working with event sponsors and City departments on 24 events.
Developed first phase of mobile food vending regulations.
Provided support for Land Development Code revision process.
6
GOALS & INITIATIVES 2016
Continue to improve methods of communication through social media, the City web site and other methods as applicable.
In coordination with IT, update the electronic records management software to take advantage of additional features that will further automate labor and paper intensive processes city-wide (if not accomplished in 2015).
Continue to improve electronic agenda management process/paperless packets. Work on review and implementation of other related modules in the electronic management area such as the Board/Commission module and review the citizen engagement module.
Continue to review areas of risk management with insurance agent of record and League of Minnesota Cities for possible efficiencies and improvements.
Work with stakeholders and other City departments on further refining mobile food vending regulations.
Election year.
7
ELECTIONS
The elections department provides resources and support for elections conducted in the city and managed by the City Clerk. The budget contains funds for election judges, election supplies, programming and printing costs for ballots, publications and other miscellaneous elections costs. The budget fluctuates from year-to-year based upon the number and types of elections required. The budget summary is shown below.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel - - - - - * 5,574 5,574 Supplies 698 92 567 1,000 - * 2,000 2,000 Charges for services 34,931 4,095 29,445 19,000 10,715 56.4% 48,800 16,600 Capital outlay - 5,000 - 15,000 - * - 5,000 Total 35,629 9,187 30,012 35,000 10,715 30.6% 56,374 29,174
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Wrap up of the 2014 election season.
Continue with voting booth replacement.
Replace Dakota County elections equipment that did not take place in 2013 as planned.
Begin training on new elections equipment. . GOALS & INITIATIVES 2016
Election year; presidential election year, with four local races on the ballot. Recruit and supervise over 125 election judges, provide voter outreach in healthcare facilities and at colleges, serve as an absentee voter polling location and staff polling locations on Election Day. Work collaboratively with Rice County to train and supervise temporary Rice County elections clerks used for absentee voting so that Northfield can continue to serve as a northern service center and provide county-wide ballots for absentee voting.
Use additional methods of social media/communication to inform voters of important elections information.
Participation in elections meetings and work groups in Rice County and Dakota County.
8
Continue to refine use of electronic Elections Management Software to increase efficiencies and save significant time in planning for and administering the election by automating current processes.
Research use of iPads or electronic poll books at the polls.
9
FINANCE
The finance department provides financial administration and support for all city operations, the EDA and the HRA. Direct responsibilities include utility billing, payroll and reporting, accounts payable, cash receipting and investments, debt management and project financing, interim and year-end financial and regulatory reporting, coordination of the biannual budget and the five year capital improvements plan. The department provides assistance to the Mayor and City Council, the City Administrator and other departments in the areas of financial management / analysis and special projects. Service and support is also provided to the various boards, commissions and task forces. The budget summary is shown below.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 341,804 322,996 304,622 352,261 156,956 44.6% 365,324 367,229 Supplies 6,093 4,306 4,237 4,800 1,180 24.6% 2,600 2,600 Charges for services 47,590 53,851 57,641 98,783 41,838 42.4% 50,750 50,750 Other charges 1,470 465 831 1,200 120 10.0% 1,300 1,300 Total 396,957 381,618 367,331 457,044 200,094 43.8% 419,974 421,879
Workload Measures & Statistics:
2015 2012 2013 2014 06/30/2015 Vendor invoices processed 7,222 8,938 9,104 3,471 Cash receipts processed* 12,209 41,856 49,541 25,143 Other billings 203 183 139 60 Utility bills processed 76,947 75,402 69,575 34,770 Utility auto drafts processed 17,662 17,918 17,670 8,740 Cash receipt processing was understated as a result of utility payments being processed through the utility billing module, rather than the cash receipts module. Higher numbers reflect Utility Billing Module included.
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Workload measures are relatively constant. Customers may view their utility bills and pay them online. We have approximately 150 customers receiving e-statements out of 5,000. Online payments processed in 2014 were 17,670 for the year.
We refunded 2 outstanding bonds in 2015 along with our street project issuance. The refunded bonds averaged an interest rate around 4%. The new bonds are around 1.69%, this is saving the City thousands in interest costs.
Finance worked with Public works to lay out a financial plan for Waste Water treatment facility upgrades in the next ten years.
10
We continued working with the Finance policy committee on various finance policies the City of Northfield has and /or needs. The initial draft of a financial policy book will be presented to the City Council in 2015.
We moved up our budgeting process a full two months. Council and citizens were able to give input before the preliminary budget was presented for approval.
Software is being looked at for a future conversion.
GOALS & INITIATIVES 2016
Continue to look at new software options
Present completed debt study to Council which was started in the 4th quarter of 2015.
Continue to add financial policies to our policy book.
Start work on a 5 year financial plan.
11
HUMAN RESOURCES
Human Resources is an administrative service provided to all city departments, managers and employees in the areas of employee recruitment and selection, pay equity compliance, employee compensation, employee benefits, performance management, employee training, employee recognition, employee support, labor relations, and safety management. The budget summary is shown below 2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 183,356 212,885 178,208 210,629 91,809 43.6% 222,739 226,692 Supplies 1,042 1,322 650 2,497 347 13.9% 2,497 2,497 Charges for services 101,322 104,301 103,238 161,108 46,370 28.8% 138,948 118,948 Other Charges 544 471 150 1,000 300 30.0% 1,000 1,000 Total 286,264 318,979 282,246 375,234 138,826 37.0% 365,184 349,137
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Employee Performance Management – Most City departments are conducting annual staff performance reviews. Supervisors have a choice of performance review formats to choose from in order to meet their department’s needs.
Employee Wellness – The City Council approved an updated wellness policy. When an employee conducts an annual biometrics screening each year they either receive 4 wellness hours if overall health is maintained or 8 wellness hours if results show improved health. Employees can either be reimbursed for gym club membership or wellness related expenses. Employees of the city are able to choose from Wellness options that will accomplish and sustain a healthy life style. The Wellness program has something for everyone. First all staff teambuilding event “North FIELD” day was held on July 22, 2015.
Enhanced Communications – develop templates for Granicus, staff memos, and press release for all City departments to use for internal and external communications. Develop the “voice” of the City by using standard font, consistent language for weekly notices, website, and other communication vehicles. Advanced Software, video, and other communications related training for department staff. Training across city departments on all communication tools.
Employee Recognition – Human Resources, working with City Administration, consistently recognizing employment anniversary dates and other events. An annual employee and volunteer recognition program was held on May 12, 2015.
Labor Relations The City and four unions settled contracts effective January 1, 2015 – December 31, 2016.
12
Laserfiche – Prep, scan and index all Human Resources data as outlined in the State of Minnesota Retention Schedule. Destruction of paper records to follow.
Recruitment & Selection – The following positions have been filled for 2015 due to retirement and turnover of staff: Recruitment and hiring of a Public Works Director/City Engineer, Engineering Technician, Waste Water Operator, Police Officer (2), Human Resources Technician, Facilities Maintenance Supervisor, Code Enforcement Assistant, Police Reserves (10), Library Clerk, part time seasonal arena staff (3), part time seasonal outdoor pool staff (28), part time seasonal public works (water, waste water, maintenance, compost, gardener) staff (15) Interns (2).
Website – Enhance use of new website by working with all departments to utilize interactive capabilities in a timely, professional manner. Update videos, pictures, news and other items of interest. The website creates community engagement tools, efficiencies in service delivery, e-government convenience, agenda management, video streaming, etc.
GOALS & INITIATIVES 2016
Job Analysis and Compensation Study – Hire a consultant to review our job descriptions, conduct job analysis, and complete a compensation study. Ideally, complete within the first eight months of 2016 in order to plan for upcoming labor negotiations.
Laserfiche – Continue to prep, scan and index records into permanent storage by use of Laserfiche. The goal is to add all Human Resources data according to the State of Minnesota Data Retention schedule. Examples include past compensation studies, labor contracts, training records, labor negotiations, and other records.
Employee Safety – Continue to work with Highpoint Environmental Health and Safety, coordinating mandatory safety training and schedule and annual building inspections for city employees and departments. Continue to work on decreasing work related injuries by educating and training employees.
Social Media – Enhance use of social media accounts by working with all departments to utilize interactive capabilities in a timely, professional manner. The City website is our primary communication tool used to update videos, pictures, news and other items of interest to enhance our social media presence.
Website – Re-design begins July 2016. In the meantime, staff will research desirable website features from other municipal websites. Goals include easy to access data, increase overall functionality, and update images throughout the website.
13
COMMUNITY DEVELOPMENT
The Community Development Department is comprised of five interrelated areas of service, including Community Development, Planning, Building Inspections, Housing Services (HRA), and Economic Development (EDA). The Community Development Department has a high degree of interaction with other Departments and Divisions within the City of Northfield. The Department is also responsible for a wide variety of consultant coordination and contract administration in the areas of planning, development, redevelopment, and ordinance administration. The budget summary is shown below:
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 89,269 119,135 98,092 97,194 48,771 50.2% 89,532 99,519 Supplies 525 7,399 1,777 500 209 41.8% 500 500 Charges for services 6,963 11,144 8,295 35,987 17,457 48.5% 13,700 13,700 Other Charges 296 191 1,503 1,500 86 5.7% 3,500 3,500 Total 97,053 137,869 109,667 135,181 66,523 49.2% 107,232 117,219
14
PLANNING
The Planning Division within the Community Development Department is responsible for providing service to customers in the area of planning, zoning and subdivision administration. The Planning Division is also responsible for the administration of the historic preservation program in the City. Planning staff is responsible for the coordination of site plan and plan review and provides overall coordination of the Development Review Committee. The planning division also provides staff support to the City Council, Planning Commission, Zoning Board of Appeals, and Heritage Preservation Commission on a wide range of planning related issues including annexation analysis, zoning and subdivision administration, variance and conditional use permit processing and special planning studies, including periodic review of the city’s Comprehensive Plan, and other planning issues as they arise. The budget summary is shown below:
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 37,290 62,360 93,070 114,310 51,293 44.9% 139,734 140,941 Supplies 155 2,432 2,640 500 50 10.0% 500 500 Charges for services 101,391 25,735 43,883 52,821 20,704 39.2% 21,240 33,500 Other Charges 938 190 95 500 1,300 260.0% 1,000 500 Total 139,774 90,717 139,688 168,131 73,347 43.6% 162,474 175,441
Offsetting Revenue: License & Permits 34,507 7,720 6,645 30,000 3,400 30,000 30,000
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Clarifications and revisions to the Land Development Code continued throughout 2015. The Planning Commission recommended a package of changes to the LDC including amendments to commercial and industrial zoning districts, solar devices, wind turbines, and telecommunication towers, street standards, and sign regulations.
Another significant Land Development Code change allows commercial solar farms with a Conditional Use Permit in the Agricultural zoning district. Geronimo Energy is partnering with St. Olaf College to install a 5 MW facility west of Northfield Hospital. The NCSG project has an estimated development cost of $12-$15 million.
Increased demand for residential housing has resulted in the development of several new housing subdivisions. Final plats for the Hills of Spring Creek 6th Addition and Valley View 4th Addition were adopted, adding over twenty new lots for residential development in Northfield. In addition, four new single family lots were also created in Liberty Park by reconfiguring two planned townhome buildings. A final plat application for the Hills of Spring Creek 7th Addition is also anticipated before the end of 2015.
15
The development of two new retail projects received site plan approval in 2015. The Bridgewater Commons Subdivision on South Highway 3 is now the home of two new single tenant retail buildings with long-term leases for Dollar Tree and Maurices. The total cost of the two projects is approximately $2.6 million. Both businesses anticipate opening in the fall of 2015. In addition to increased sales tax to the City, the projects will bring new jobs to Northfield. Dollar Tree will have four full time management positions and twelve part time positions. Maurices will have three full time management positions and nine part time sales associates.
The Planning Division has also been heavily involved in the planning process for Meadows Park and the relocation of the Northfield Depot.
ACTIVITY MEASURES
Number of Cases Number of Cases Activity (2014 / Final) (1/1/15 - 7/1/15) PUD Amendments 0 1 Minor Subdivision 0 0 Major Subdivision 2 0 Annexation Petitions 0 0 Conditional Use Permit Reviews 2 2 Rezoning Applications 1 0 Variance Applications 6 3 Sign Permits 18 9 HPC Review 8 3
GOALS & INITIATIVES 2016
The Land Development Code will continue to require further refinement. As issues continue to arise at the permitting desk, staff will forward recommendations to the Planning Commission for further review and revision. While it is very important to maintain the planning division budget for professional services, it is also anticipated that the need for outside assistance for planning services will be greatly reduced in 2016.
The planning division will continue to evaluate key connectivity issues in 2016 related to existing city streets, sidewalks, and trails. This network of public infrastructure is an important local amenity that is essential for community development. Improvements to this network should be closely linked to the Capital Improvement Plan.
The Historic Preservation Commission has applied for a Legacy Grant to assist with the inventory and evaluation of the adjacent commercial areas to the Northfield Historic District. If funding is received, the HPC will be increasingly active and anticipates that additional properties will be recommended for local historic designation.
16
CITY HALL OPERATIONS
The City Hall Operations division provides funds for the cost of building maintenance, copying and operational supplies for City Hall. There are no staff salaries associated with this budget. The budget summary is shown below:
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Supplies 46,626 91,749 52,407 36,800 14,753 40.1% 34,800 34,800 Charges for services 57,842 59,855 76,427 70,300 43,202 61.5% 60,300 60,300 Capital outlay 9,763 1,350 100 10,000 - 0.0% 12,000 12,000 Debt service 13,261 13,261 13,261 13,261 6,631 50.0% 13,261 13,261
Total 127,492 166,215 142,195 130,361 64,586 49.5% 120,361 120,361
Offsetting Revenues: - - - - Charges for Services 9,750 9,750 9,750 9,750 9,750 9,750
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Continue with the systematic replacement of the aged roof top heating/cooling units. Planned completion is 2018.
Planned reduction in supplies with the start of electronic agenda management.
GOALS & INITIATIVES 2016
Continue with the systematic replacement of the aged roof top heating/cooling units. Planned completion is 2018, 2 units planned for 2016.
Complete a preventative maintenance plan for City Hall.
Inventory all City Hall Facility components along with major facility components. Identify system for tracking maintenance history along with condition of facility.
Complete a Capital Improvement Plan for City Hall that identifies when major components need to be replaced.
17
Police
The Northfield Police Department continues to enjoy strong support from our community, in spite of the nationwide discourse concerning law Enforcement. We believe this is due to the strong relationships we have with community groups, the activities we support, and how we treat the people with whom we interact. Department personnel strive to deal with our citizens as best they can, in the situation they find them.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 2,423,867 2,350,300 478,927 529,465 252,037 47.6% 2,892,736 2,915,715 Supplies 145,805 177,650 153,864 145,000 42,714 29.5% 177,500 197,500 Charges for services 165,172 179,662 173,011 296,144 117,798 39.8% 173,140 173,140 Other Charges 46,394 30,035 19,243 31,200 5,964 19.1% 26,200 26,200 Capital outlay ------Total 2,781,238 2,737,647 825,045 1,001,809 418,513 41.8% 3,269,576 3,312,555
Offsetting Revenues: - - Intergovernmental 145,840 154,278 159,068 156,050 - 0.0% 156,050 156,050 Charges for Services 77,204 68,553 69,251 73,400 4,013 5.5% 73,400 73,400 Fines & Forfeitures 82,899 86,648 86,974 108,000 56,787 52.6% 108,000 108,000 Total 305,943 309,479 315,293 337,450 27,971 8.3% 337,450 337,450 ACCOMPLISHMENTS & HIGHLIGHTS 2015
The department continued programs that help build and improve our relationships in the city including DARE, Night to Unite, School Resource Officer, Northfield Safety Camp, and others. Department staff worked to finish systems and furnishings in the new building, including maintenance and service agreements. The Chief and staff also worked with the contractor and architect to correct several construction issues in the building and secured extended warranty coverage for these items.
Mark Dukatz was promoted to Deputy Chief in early 2015. He works closely with the Chief, Sergeants and non-sworn staff to identify and accomplish department goals.
Investigator Bill Houts was assigned to the Cannon River Drug and Violent Offender Task Force in May. Houts and the Task Force have worked many cases that benefit Northfield and the Rice County community. Several Northfield-related cases include the September automatic weapons case and a heroin supply case connected to Minneapolis and several arrests there.
18
Supervisors worked with Human Resources to perform employee evaluations that were long overdue.
Staffing levels continued to be a challenge; one new officer resigned before completing field training and our Community Service Officer, Edgar Monterrey, resigned in September to take a job with the St. Paul Police Department. Two new officers worked through the end of the year to complete their training. With these new hires, the department should start 2016 fully staffed at 22 officers. This will be the first time the department has been fully staffed since about 2009.
The Police Department, Northfield Hospital Ambulance (EMS), and NAFRS worked together to re-start the Explorer Program as a combination Police, EMS, and Fire Post. We are excited to offer the opportunity for area youth to experience all three careers.
A new digital squad video system, WatchGuard, was installed in early 2015. The system has greatly improved the quality of the video available for police interactions.
The Department received a donation of two Preliminary Breath Test devices from Minnesotans for Safe Driving.
Staff updated some of the department’s squad carbine equipment as part of a plan to replace and improve aging gear. Three new unmarked squads were purchased and three others traded in as part of the CEP.
The Chief and Deputy Chief attended and/or were guest speakers at numerous meetings with various community groups throughout the year. The subjects included police-community relations, concerns of the Black Lives Matters group, Steve’s Law/Overdose Amnesty, Latino Community Relations, and others.
The Department continued collaboration with many groups and committees including the HOPE Center, HCI, Mayor’s Task Force on Youth Alcohol and Drug Use, Safe Roads Coalition, Rice County Chemical Health Coalition, Northfield Promise, and others. GOALS & INITIATIVES 2016
The Policy Committee will continue to evaluate and recommend a new Body Worn Camera policy as the State attempts to address data practices statutes related to the issue. Department staff will continue to identify and plan for equipment replacement in 2016 and future years. In early 2016, three marked squads will be replaced and equipped as part of the CEP.
19
Department staff will continue to track overtime, meet with other city departments related to the subject, and identify areas where overtime levels might be improved.
The Police Department will work with IT and other departments to improve video and electronic door control systems in City buildings.
Department staff will work with our Rice County area partners as the administrator of the Towards Zero Deaths grant for traffic enforcement and education.
Department staff will continue to work with the Beyond the Yellow Ribbon Committee to schedule officer training related to working with current military members and veterans.
Staff will research and implement cost effective ways to improve the function and appearance of the property around the police department. One idea is to plant several areas of prairie grasses and flowers to help control erosion and minimize maintenance. The department hopes to evaluate and expand foot and bike patrol efforts as staffing allows. Officers will be challenged to identify additional areas and times these patrol efforts could be used to more effectively address issues brought by community groups.
Sergeants will propose additional officer training we have not been able to accomplish over the last several years due to low staffing and the challenges of the move to the new building. The department must keep officers current on POST mandated training and also provide educational opportunities to help each officer grow and improve in their career.
20
FIRE
The Fire Department protects the public health and safety by responding to calls for fire emergencies. It also provides fire rescue services through volunteers. In 2014 Northfield formed a joint powers agreement with: a. City of Northfield, b. City of Dundas, c. Rural Fire, d. Bridgewater Township, e. Northfield Township, f. Webster Township, g. Forest Township, h. Waterford Township, i. Sciota Township, and j. Greenvale Township
The Joint Powers is called the Northfield Area Fire and Rescue Services (NAFRS). They submit a budget annually for approval, and Northfield pays 72.22% of the yearly funding for NAFRS. Below is the anticipated budget for 2016/2017.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 299,039 318,511 262,637 - - 142,000 142,000 Supplies 29,855 75,946 23,928 - 110 - -
Charges for services 14,716 22,705 142,354 390,397 184,502 47.3% 402,109 402,109 Other Charges 1,451 1,483 988 - - - - Total 345,061 418,645 429,907 390,397 184,612 47.3% 544,109 544,109
21
BUILDING INSPECTION DIVISION
The Building Inspection Division is responsible for assisting property owners, builders and developers to comply with the City of Northfield Building and Rental Codes. The department is also responsible for monitoring blighting situations on properties. The City of Northfield administers the following codes: International Residential Code, International Building Code, Minnesota State Building Code, Minnesota Plumbing Code, International Mechanical Code, International Fire Code, Minnesota State Accessibility Code, Minnesota State Building Conservation Code, Northfield Building Code, the Northfield Rental Code and portions of the Northfield Zoning Code.
Building Inspection Staff are responsible for assuring quality customer service, professional plan review, timely and accurate field inspection and issuance of Certificates of Occupancy or Rental License’s upon completion of a project. It is the goal of this Division to insure that new construction is safe and accessible and existing properties comply, as required, with the Rental Ordinance or Zoning Ordinance. The budget summary is shown below. The budget proposed for next year includes 2.5 full-time equivalent positions. 2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 151,415 162,364 165,866 180,693 79,393 43.9% 212,958 216,439 Supplies 4,291 5,926 10,670 8,800 6,787 77.1% 12,800 12,800
Charges for services 13,798 7,600 5,487 32,738 10,920 33.4% 14,000 15,000 Other Charges 401 841 455 500 1,040 208.0% 500 500 Total 169,905 176,731 182,478 222,731 98,140 44.1% 240,258 244,739
- - Offsetting Revenues: Licenses and Permits 322,962 301,904 245,881 244,000 134,900 55.3% 244,000 244,000 Charges for Services 5,160 5,330 7,820 10,000 4,760 47.6% 10,000 10,000 Fines & Forfeitures 5,122 1,899 746 6,000 250 4.2% 6,000 6,000 Total 333,244 309,133 254,447 260,000 139,910 53.8% 260,000 260,000
ACCOMPLISHMENTS & HIGHLIGHTS 2015
It is estimated that 700 permits will be issued for fiscal year 2015. Staff estimates that there will be approximately 26 new residential homes in 2015. It is anticipated that the total building permit revenue for FY 2015 will be slightly above the budgeted. In 2013 the department moved from paper to all electronic plan storage and plan reviews. The process has taken a few years to become really effective. The result in 2015 is efficiency. Few Building Inspection departments in the state have taken the electronic path and remain status quo. We can perform plan reviews, produce documents for the citizens, store the documents and retrieve the documents with ease and efficiency.
22
The electronic equipment we have available has also allowed us to now retrieve all the same information in the field that we have available in the office. The tablet we have is linked to the office network again saving time creating efficiency. Staff is continuing to review fees charged for inspection services. In mid-year 2015 staff brought forward reducing fees for roof mounted solar panels. The current fee schedule only had a value based fee which was not appropriate for the inspection time. The fees and changes we not included in any budget estimates and it is anticipated that the department will still finish the year with more revenue than expenses. The State of Minnesota has adopted a new set of building codes for 2015. The last changes were made in 2007, eight years ago. The new changes have been extensive. A lot of time has been invested for training of staff and contractors in the first half of the year and will continue. St. Olaf College is in Phase two of a two-year remodeling process at Kildahl Hall. This project includes a 3 story addition including new bathrooms and an elevator shaft. The project will be completed in 2015 with the elevator being installed, new windows throughout, new heating and ventilation system and an interior remodel. St. Olaf also has some unanticipated work at the Rolvaag Library. The project has 3 separate phases, one for some new ventilation systems and two on the second level and three on the fourth level. The work is related to the anticipated remodeling of Holland Hall and relocating staff from Holland to Rolvaag. The remodeling of the St. Olaf Holland Hall will not begin until 2016. The project is anticipated to be a two year project with major changes to the building. St. Olaf also is planning remodeling and upgrades to Larson Hall and Mohn Hall. These projects will be phased with most of the permitted work being completed in 2016. Carleton College has a large number of remodeling projects and maintenance projects going through the summer of 2015. In January 2015, the Building Inspection staff held the 11th annual Contractor Seminar. Seminar information was by presented by a Minnesota Department of Labor and Industry approved private trainer. In an effort to improve we tried a different instructor this year and had very positive reviews. We had 97 local contractors attend the training. The rental program has been progressing smoothly. We have issued three temporary rental licenses this year to date. The Building Inspection / Code Enforcement Division respond to concerns and requests reported by the public on the City of Northfield website. Staff tries to respond to these concerns within 24 hours. To date, staff has responded to more than 79 issues and resolved them all. The Building Inspection / Code Enforcement Division utilized a seasonal part-time employee for code enforcement beginning in 2013. Due to the efficiencies realized in 2013, a permanent part-time position for up to 14-hours per week was established in 2014 and continues for 2015.
23
ACTIVITY MEASURES
Activity Fiscal 2014 Actual Fiscal 2015 Adopted 2015 Amended Fiscal 2016 Projected New Residential Units a. Single/Two-family 26 20 26 26 b. Multi-family 0 0 4 0 Residential Alteration/Addition 122 140 140 140 New Commercial Units 0 2 2 2 Commercial Alteration/Addition 41 40 40 40 Total Permits 731 250 700 700 Rental inspections (estimated) 1200 1200 1200 1200
GOALS & INITIATIVES 2016
The department intends to maintain the current level of service. The use of a part-time code enforcement officer provides consistency in the field while allowing the building staff to focus on the construction aspect of the department. We propose to continue to increases public education as a means to also reduce enforcement time and costs. The proposed budget for FY 2016 does not include funding for outside inspection services. Depending on the level of building permits received, outside professional services may be necessary on a limited basis for large commercial plan reviews as a means to maintain the required level of service. Staff believes the economy may accelerate in late 2016 or early 2017 and increase in staff may be appropriate at that time. From 2002 through 2005 the department was staffed with four to five personnel and in 2009 the department was staffed with three personnel. The housing market was in a boom in the mid 2000’s and we had a number of years with over 100 houses per year which justified the level of staffing.
24
ENGINEERING
The Engineering Division of Public Works provides engineering services, construction management, project management and technical support for the planning, construction and maintenance of the city’s infrastructure, orderly development, and public improvement projects. The division also oversees management of the storm water system, right-of-way and addresses individual property questions related to grading, drainage, and infrastructure. The budget summary is shown below.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 323,806 398,537 389,036 366,418 187,294 51.1% 420,308 418,711 Supplies 10,061 20,574 15,484 14,882 8,083 54.3% 15,182 15,182 Charges for services 17,449 27,656 17,974 100,438 47,536 47.3% 25,700 36,550 Other Charges 2,745 2,972 11,449 8,263 1,976 23.9% 6,300 5,575 Capital outlay - - - 5,000 5,000 3,500 - Total 354,061 449,739 433,943 495,001 244,889 49.5% 470,990 476,018
Offsetting Revenues: Charges for Services 254,443 228,971 274,978 285,200 91,113 285,200 285,200
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Filled vacant Engineering Technician Position
Provided engineering oversight, construction and project management on Second Street Reconstruction and Enterprise Park Reclamation
Continued efforts on planning and programing for the City’s CIP and CEP
Worked with MnDOT and stakeholders to initiate a study of Jefferson Parkway and Hwy. 246 intersection.
Worked with MnDOT to identify an improvement crossing TH3 between Greenvale Ave and Freemouw Ave. GOALS & INITIATIVES 2016
Continue working with the City Council on the Master Plan for Street Maintenance and Projects
Provide engineering and construction oversight on Woodley Street reconstruction
25
Complete study of the intersection of Jefferson Parkway and HWY 246.
Update Pavement Management Program, establish pavement target goal and necessary funding with City Council
26
STREETS
The Streets budget includes activities related to maintaining city rights of way including streets, boulevards and sidewalks. This maintenance takes the form of snow plowing and removal, pothole repairs, sidewalk replacement, seal coating and crack sealing as well as sign installation/replacement and crosswalk painting. Maintenance of the downtown area is an additional item that is part of this budget. The boulevard trees maintenance is funded via this budget, which include trimming, removal and stump grinding. Additionally the staff assigned to the Streets Division performs maintenance at the athletic facilities, parks and facilities depending upon weather and other commitments.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 523,906 589,613 547,300 548,781 300,511 54.8% 593,542 606,305 Supplies 115,743 221,441 225,805 190,000 51,963 27.3% 198,500 201,470 Charges for services 415,378 594,922 621,031 468,098 160,122 34.2% 475,300 490,300 Other Charges 227 1,659 3,767 2,000 90 4.5% 3,500 2,000 Capital outlay - - - - - 14,100 - Debt service 9,791 9,791 9,791 9,791 4,895 50.0% 9,791 9,791 Total 1,065,045 1,417,426 1,407,694 1,218,670 517,581 42.5% 1,294,733 1,309,866
Offsetting Revenues: Intergovernmental 194,763 207,409 213,595 211,507 100,163 47.4% 211,507 211,507 Charges for Services 19,368 16,863 15,755 8,500 8,500 100.0% 8,500 8,500 Total 214,131 224,272 229,350 220,007 108,663 49.4% 220,007 220,007
At the close of 2014 the Streets Division consists of a Supervisor, a mechanic, 5 operators split between streets, general parks and athletic fields, and 10 seasonal employees. Street’s full-time equivalents are between 7.5 and 8 seasonal employees
Personnel costs are distributed across a number of divisions (Streets, Facilities, General Parks, Athletic Facilities, Water, Stormwater and Sewer). Budget numbers are developed based upon estimated allocation of work hours. During the year, hours are recorded to the actual divisions where the hours are spent. There are corresponding changes in the other divisions.
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Completed the Enterprise Park Reclamation Project and Second Street Reconstruction
Seal coating program covered 2.4 miles of street pavement
Sign replacement is completed, inventory and maintenance plans were developed
Installed downtown sidewalk poetry
27
Continued coordination with Northfield School District and neighboring townships on street maintenance and snow & ice control.
New loader purchased
GOALS & INITIATIVES 2016
Update Pavement Management Program, establish pavement target goal and necessary funding with City Council
Reconstruct Woodley Street from Division Street to Prairie Street.
Purchase new Toro lawn mower, snow plow, bobcat work vehicle.
Develop a more robust trail maintenance and repair program
Develop plan for city wide plowing of trails in the winter
28
STREET LIGHTING
This division of the General Fund was established to segregate the costs associated with the operation and maintenance of the street lighting system and traffic signals. Xcel maintains most of the public streetlights. The city maintains decorative lights downtown and along Highway 3. Costs are comprised of electric utility charges and maintenance-related supplies. The budget summary is shown below. There are no salaries related to this budget item.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Supplies 51,650 8,794 54,732 35,000 - 0.0% 36,000 35,000 Charges for services 231,586 267,295 224,742 270,000 94,978 35.2% 270,000 275,000 Total 283,236 276,089 279,474 305,000 94,978 31.1% 306,000 310,000
Offsetting Revenue: - - - Charges for services 2,349 2,351 2,349 2,350 2,350 2,350
In addition to Xcel maintenance, this fund pays for the repair of any city owned lighting system along with locates related to its operation. Locates related to City owned electric is contracted work.
29
FACILITIES
The Facilities budget provides funding for the facilities division primarily the janitorial services at City Hall, the Library, Public Works Facility, and the Police Station. All other janitorial services are funded out of their respective budgets. In 2016 the Facilities division consists of a Facility Maintenance Supervisor and a Facilities Operator.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 112,955 135,636 156,908 175,363 74,794 42.7% 178,628 185,260 Supplies 5,098 5,193 16,148 8,000 1,309 16.4% 8,000 8,201 Charges for services 70,822 55,708 53,736 62,842 30,855 49.1% 22,622 20,185 Other Charges 32 50 - - - 15,441 15,441 Total 188,907 196,587 226,792 246,205 106,958 43.4% 224,691 229,087
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Continued operation and preventative maintenance at City Facilities.
Assist with Library renovation project.
GOALS & INITIATIVES 2016
Assist with Library renovation project.
Complete a preventative maintenance plan for the Police Station, Public Works Facility.
Inventory all Facility components along with major facility components at Police and Public Works. Identify system for tracking maintenance history along with condition of facility.
Complete a Capital Improvement Plan that identifies when major components need to be replaced.
30
RECREATION ADMINISTRATION
The Recreation Administration division was created to oversee the budgets, facilities and staff related to recreation services. This oversight includes Old Memorial Pool and the Arena, which have separate operating budgets exclusive of full-time staff, as well as the City’s recreation programming contract with the Community Services Division of the Northfield Public Schools.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 95,831 78,197 78,649 79,314 41,106 51.8% 91,157 82,081 Supplies 155 - - 250 - 250 300 Charges for services 106,721 109,418 112,421 113,400 56,866 50.1% 113,400 113,400 Other charges - 425 - 425 425 Total 202,707 187,615 191,070 193,389 97,972 50.7% 205,232 196,206
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Continue to develop good working relationships with all the recreation stakeholders: the Parks and Recreation Advisory Board, Northfield Public Schools Community Services Division (recreation programming), the Northfield Hockey Association, Northfield Public Schools hockey teams, St. Olaf College hockey teams, Carleton College club hockey teams, Master Swimmers and others.
Foster collaboration with the Northfield Public Schools, colleges, and other area organizations.
Maintain a cohesive relationship with the recreation programs that are part of Community Services Department.
Maintain and improve city facilities to provide better customer service to skaters and swimmers.
Enhance existing and develop and implement new revenue-generating programs to promote the self-sufficiency of Old Memorial Pool and the Ice Arena.
GOALS & INITIATIVES 2016
Continue to foster good relationships and collaboration with Stakeholders.
Continue to maintain a cohesive relationship with the recreation programs that are part of Community Services Department.
31
GENERAL PARKS / ATHLETIC FACILITIES
The General Parks budget funds activities related to maintaining city parks. This includes parks, trails, sidewalks, the River Commons, and Bridge Square. Maintenance items include repairs to park shelters and playground equipment, port-a-potty service, trail maintenance, and utilities for the parks. The Athletic Facilities budget funds maintenance of the City’s athletic fields: Sechlar Field, Babcock Field and the Spring Creek Soccer Complex. Such things covered include equipment maintenance, utilities, and supplies for the fields such as bases; line paint and turf care supplies (e.g. fertilizer).
General Parks 2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 91,565 67,170 70,870 76,733 17,945 23.4% 88,396 88,499 Supplies 31,709 55,690 32,315 39,800 13,181 33.1% 42,000 39,800 Charges for services 38,972 39,229 49,953 118,560 14,929 12.6% 122,560 122,560 Other Charges 407 - - 180 165 91.7% 180 180 Total 162,653 162,089 153,138 235,273 46,055 19.6% 253,136 251,039
Offsetting Revenues: - Charges for Services 4,522 4,522 6,297 3,900 3,642 3,900 3,900
Athletic Facilities
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 2,946 1,800 13,728 30,570 8,598 28.1% 36,430 37,124 Supplies 32,076 27,562 22,555 31,720 10,738 33.9% 36,120 37,120 Charges for services 68,128 57,818 38,434 57,250 14,710 25.7% 59,750 59,750 Total 103,150 87,180 74,717 119,540 34,046 28.5% 132,300 133,994
32
ACCOMPLISHMENTS & HIGHLIGHTS 2015
General Parks
Continue with maintenance and repairs as necessary at all parks
Continue with trail maintenance
Constructed spring creek park trail
Reconstructed Sibley School trail from Aster Drive along with Truman Park trail
Review of trail snow clearing efforts to find savings.
Athletic Facilities
Continued high maintenance standards at all athletic fields.
Review of baseline budget continued to establish the amount of city effort to support these facilities.
Review of potential additional revenue sources
GOALS & INITIATIVES 2016
General Parks
Continue with maintenance and repairs as necessary at all parks
Trail fog sealing, seal 1/3 of City Trails
Reconstruct the trail in John North Park along with Riverside Park
Construct new segment of trail within Spring Creek Park, better linking the parking lot to the soccer fields.
Construct ECRT along with the regional park shelter and canoe access.
Assist with the implementation of the Rotary Outdoor Musical Park in Way Park.
33
Develop an operation and capital plan for each park.
Athletic Facilities
Continued high maintenance standards at all athletic fields.
Review of baseline budget continued to establish the amount of city effort to support these facilities.
Review of potential additional revenue sources
Develop an operation and capital plan for each park.
34
ICE ARENA
The Ice Arena budget provides funds for the maintenance and operation of the Northfield Ice Arena. The arena provides public open skate time as well as time for 8 regular users during the ice season. In addition it hosts three major events during the spring and summer months and is available for additional summer events as requested. The budget for the arena is built upon a revenue neutral basis with program revenues supporting the full cost of operating the facility.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 65,985 83,247 98,116 67,236 39,668 59.0% 73,213 75,910 Supplies 21,859 29,438 33,182 34,000 9,135 26.9% 35,350 36,062 Charges for services 81,318 73,734 90,506 109,019 33,913 31.1% 66,550 67,764 Other Charges 1,345 1,899 2,780 7,795 3,478 44.6% 5,100 5,100 Capital outlay 18,006 - - 5,000 - 0.0% 1,200 - Debt service 136,962 136,962 136,962 136,963 68,481 50.0% 136,963 136,963 Total 325,475 325,280 361,546 360,013 82,716 23.0% 318,376 321,799
Offsetting Revenues: - - (5,949) (5,949) Charges for Services 297,292 312,119 219,371 324,850 136,571 43.8% 324,850 324,800 Transfers In 25,000 25,000 25,000 25,000 - 0.0% 25,000 25,000 Total 322,292 337,119 244,371 349,850 136,571 40.5% 349,850 349,800
ACCOMPLISHMENTS & HIGHLIGHTS 2015
The overhaul on compressor 2 was completed.
Moved summer ice from June through July to July running all the way through March.
Holding the first annual DJJD Youth Hockey Tournament.
Keeping the conversation of a new facility going with arena stakeholders, St. Olaf, Northfield Hockey Association, Northfield High School, Soccer Association and Lacrosse Association and the City of Northfield.
GOALS & INITIATIVES 2016
Planning for the phase out of R-22 refrigerant.
Raise funds for arena amenities such as a new sound system and filming area for teams.
35
Improve pro-shop window to provide better customer service and view for staff of the arena for safety reasons.
Install a City of Northfield sign on the arena property.
Sell more dasher board advertisements.
36
OUTDOOR POOL
The Outdoor Pool budget includes activities related to the operations and maintenance of the Outdoor Pool located at Old Memorial Field Park. Scheduled operations include: open swimming use, lap swimming, swimming lessons, and vending concessions. The budget for the outdoor pool is based on a revenue neutral basis with program revenues sufficient to cover operating costs of the facility.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 97,440 89,930 96,489 135,665 25,230 18.6% 127,059 141,333 Supplies 27,199 24,647 38,468 49,800 12,837 25.8% 50,000 49,800 Charges for services 23,369 24,384 30,957 51,160 9,091 17.8% 40,050 39,050 Other Charges 1,029 26 69 500 80 1,500 1,500 Debt service 3,501 3,500 3,500 3,500 1,750 50.0% 3,500 3,500 Total 152,538 142,487 169,483 240,625 48,988 20.4% 222,109 235,183
Offsetting Revenues: - Charges for Services 155,901 130,475 138,836 168,700 83,338 49.4% 152,700 152,700
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Repaired chips and heaving concrete around the pool deck and pump house.
Re-paired fun umbrella’s base structure.
Replaced some of the deck furniture.
Re-painted locker walls.
Repaired caulk in the pool joints.
Replaced torn fun umbrella cover. (Damaged by a storm)
Added a storage shed for chemicals and equipment.
Planned to fix the skylight above the women’s locker room after the season is finished.
GOALS & INITIATIVES 2016
Plan to have the pool acid washed during opening procedures to remove rust stains.
Replace deck furniture and other safety equipment as needed.
37
Improve pool security.
Repair fencing from vandals climbing on fences to get into the pool area after operating hours.
Repair the fun umbrella
Re-paint the zero depth islands in the pool.
Plan maintenance schedule for locker room floors to be re-painted and re-epoxied.
Purchase a new pool vacuum.
Purchase a stainless steel table to replace the table in concession stand that we share with the NHA.
38
LIBRARY
The library is a pillar of learning providing self-directed education, research assistance, and instructive and enlightening experiences for students of all ages. Activities needed to make these educational and enrichment services possible include selecting, purchasing, cataloging, processing and circulating books, magazines, newspapers, audiobooks, DVDs, music CDs and electronic resources for the use of the community as well as free, public Internet access. Library staff members offer superior customer service to the community, and they actively participate in a variety of collaborative literacy programs.
2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel 752,355 830,442 785,725 827,720 372,395 45.0% 843,286 829,295 Supplies 42,093 37,892 31,981 33,000 8,956 27.1% 43,250 32,000 Charges for services 61,633 82,551 73,296 130,230 64,058 49.2% 81,434 81,434 Other Charges 91,147 89,636 92,478 95,300 33,495 35.1% 104,000 108,900 Capital outlay - - 52,618 60,000 - 10,000 - Debt service 13,653 13,653 13,653 13,653 6,826 50.0% 13,909 13,909 Total 960,881 1,054,174 1,049,751 1,159,903 485,730 41.9% 1,095,879 1,065,538
Offsetting Revenues: - - (65,736) Intergovernmental 180,225 300,868 188,470 188,470 94,655 50.2% 188,470 188,470 Fines & Forfeitures 29,156 30,895 26,553 33,000 11,329 34.3% 33,000 33,000 Total 209,381 331,763 215,023 221,470 105,984 47.9% 221,470 221,470
ACTIVITY MEASURES
Activity ‐ 2014 Numbers completed – 2014 Registered cardholders 17,970 New items selected, ordered, cataloged and processed 8,089
Reference questions answered 13,381 Circulated (checked out) 346,702 Hours of service (library) 3022 Hours of service (Booker) In service for Books & Stars and special events only Visitors 205,271 Programs offered (including Books & Stars) 401 Attendance at programs 7,211 Interlibrary loans sent to other libraries 12,964 Interlibrary loans received from other libraries 27,980 Uses of public Internet computers 24,971
39
Electronic (online) resources provided 55 (statewide or regional)/ 11 local Uses of electronic resources 43805 uses of the 11 local electronic resources
HIGHLIGHTS, GOALS & INITIATIVES 2015-2016
Successfully complete the Library Improvement Project in the spring of 2016
Initiate a Seed Library program at the Northfield Public Library to capitalize on the urban farm movement gaining popularity in Minnesota
Investigate creative and innovative new services such as the “Check out a person” and Bookbike
Continue to develop partnerships with local arts and cultural organizations to bring in grants from the legacy amendment (through the regional library system, SELCO, as well as SEMAC and the Minnesota Historical Society).
Continue to provide bookmobile service to Thursday’s Table and Latino community; work with partner organizations to provide needed services
Foster collaboration with the Northfield Public Schools though Outreach Services to targeted populations
Continue to develop partnerships with educational and civic institutions and organizations such as the Carleton Humanities Center, the League of Women Voters and the Human Rights Commission through community event planning and participation
Work collaboratively with the City’s IT Services department to support today’s technology needs and tomorrow’s technology vision.
40
OTHER FINANCING USES
Organizational unallocated costs cover organization-wide items that are not assigned to any specific department. These include the annexation payments to neighboring townships of Northfield, Bridgewater and Greenvale and well as transfers out to other funds. The General Fund’s general contingency account is also included in this division. The budget summary is shown below. 2015 YTD and % of budgeted 2012 2013 2014 2015 $ as of 2016 2017 Actual Actual Actual Adopted 6-30-15 % Proposed Projected Personnel - 3,459 - - - - - Charges for services 218,927 147,302 154,354 154,354 92,227 59.8% 154,354 154,354 Other Charges 120,420 115,330 221,322 197,900 44,119 22.3% 225,470 207,900 Debt service 28,291 27,991 28,416 28,292 14,146 50.0% 28,292 28,292 Transfers out 750,000 503,617 1,751,443 - - - - Total 1,117,638 797,699 2,155,535 380,546 150,492 39.5% 408,116 390,546 Personal services costs can include health insurance premiums paid on behalf of retired employees and unemployment costs. Post-retirement health benefit expenses ended in 2009 for the two former employees on the program. There is no known unemployment costs included in the 2016 proposed budget or projected for 2017. Charges for services include the General Fund’s share of property and liability insurance premiums. Other charges include payment of the lodging tax to the CVB, general contingency ($100,000), and annexation payments to the townships (see table below). Greenvale township payments were done as of 2014. History of Payments to Townships Northfield Bridgewater Greenvale Waterford Total Township Township Township Township* Payments 2002 $18,013 $5,227 ‐‐ $23,240 2003 26,065 20,461 ‐ 3,895 50,421 2004 74,385 26,207 ‐ 3,794 104,386 2005 52,021 38,077 4,373 3,372 97,843 2006 4,568 35,052 16,170 3,022 58,812 2007 9,284 51,963 33,697 2,837 97,781 2008 13,026 56,342 45,710 2,473 117,551 2009 16,920 32,194 54,726 3,197 107,037 2010 19,145 26,711 57,605 ‐ 103,461 2011 15,717 22,273 54,093 ‐ 92,083 2012 14,999 15,820 44,109 ‐ 74,928 2013 9,745 ‐ 35,316 ‐ 45,061 2014 6,111 ‐ 75,420 ‐ 81,531 Subtotal $279,999 $330,327 421,219 22,590 $1,054,135
*Payments to Waterford Township ended in 2009. Total payments made prior to 2000 totaled $45,708.
41
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Such restrictions may be required by statute, local ordinance or resolution. The City has a number of funds that fall within this category. Some of the funds account for an operation of a program or facility – such as the Motor Vehicle, NCRC, EDA, and HRA. The EDA and HRA are considered “component units” of the City for year-end financial reporting purposes. The Council also approves their property tax levies and budgets separately from the City’s.
Others special revenue funds go to help support operations or specific programs – these include the Library Gift Fund, the L.J. Gustafson, G.W. Bunday and the Scriver Memorial Funds that help support Library programs. Some of these are restricted to specific Library programs.
The Community Development Block Grant Fund accounts for federal block grant funds and is restricted to specific “allowable” expenditures.
Operations-related: In support of Library operations / programs:
Fund 240 – LIBRARY GIFT FUND Fund 211 – NORTHFIELD COMMUNITY Fund 241 – G.W. BUNDAY FUND RESOURCE CENTER (NCRC) Fund 242 – SCRIVER MEMORIAL FUND Fund 215 – MOTOR VEHICLE FUND Fund 243 – L.J. GUSTAFSON FUND Fund 229 – COMMUNICATIONS FUND Fund 244 – HOUSTON TRUST FUND Fund 245 – C.C. CLOHERTY ENDOWED In support of children’s recreation programs: Fund 851 – GRACE WHITTIER TRUST FUND
Tax increment related: Fund 270 – MUNICIPAL DISTRICT #4
Component units / operations-related: Fund 295 – HOUSING & REDEVELOPMENT AUTHORITY Fund 290 – ECONOMIC DEVELOPMENT AUTHORITY
Other: Fund 250 – COMMUNITY DEVELOPMENT BLOCK GRANT
42
LIBRARY GIFT FUNDS
Library Gift Funds have been established for a number of different, specific purposes. The generosity and commitment of many Northfield area residents is evident in the amount of charitable donations received for the library. Library gift funds have provided support for the collection budget during difficult times, including the last few years. Gift funds have also paid for the building program created by Robert H. Rohlf in 2006 and the site feasibility study done by MS&R Architects in 2008. The Grace Whittier Trust Fund is not associated with the library gift funds and is not included.
During 2012, the Friends of the Library created a Library Foundation. With this it is expected that more gifts will be directed there rather than coming to the City. Investment options for a nonprofit are broader than for public funds and will be of greater benefit to the Library over the long-term. 2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget GIFT FUNDS SUMMARY - Other Revenue 23,858 5,279 30,938 27,400 22,121 81% 27,400 27,400 Other Financing Sources ------Total Revenues 23,858 5,279 30,938 27,400 22,121 27,400 27,400
Supplies, Services 36,166 34,350 30,364 28,900 (5,450) 23,400 27,400
Revenues less Expenditures (12,308) (29,071) 574 (1,500) 16,671 4,000 -
Beginning Fund Balance 674,274 661,966 632,895 633,469 631,969 635,969 Ending Fund Balance 661,966 632,895 633,469 631,969 635,969 635,969
These are the six current and distinct library gift funds:
The Library Gift Fund receives donations from various sources including grants and personal donations for library purposes. Many of the donations are for specially stated purposes and are used accordingly. The largest single undesignated gift to this fund was from the estate of Lucille Duesterhoeft in 1997. 2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget Library Gift Fund: Other Revenue 15,633 13,307 19,222 12,500 3,738 30% 12,500 12,500
Supplies, Services 16,216 16,841 17,190 14,000 2,377 17% 12,500 12,500
Revenues less Expenditures (583) (3,534) 2,032 (1,500) 1,361 - -
Beginning Fund Balance 75,803 75,220 71,686 73,718 72,218 72,218 Ending Fund Balance 75,220 71,686 73,718 72,218 72,218 72,218
43
The G.W. Bunday Fund was established by a bequest from the estate to the Northfield Library. This bequest must be used for the Library, but there are no requirements to retain the principal portion of the bequest. The Library Board has designated this fund to be used primarily for capital investments. In 2015 $300,000 of Bunday Gift Funds were transferred into the Library Improvement Project Capital Fund. 2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget
G.W. Bunday Fund: Other Revenue 4,226 (4,916) 6,196 8,000 (738) -9% 8,000 8,000
Supplies, Services 15,500 12,849 8,555 8,000 604 8% 4,000 8,000 Transfers Out 300,000
Revenues less Expenditures (11,274) (17,765) (2,359) - (1,342) 4,000 -
Beginning Fund Balance 357,006 345,732 327,967 325,608 25,608 29,608 Ending Fund Balance 345,732 327,967 325,608 325,608 29,608 29,608 The Scriver Memorial Fund was established in 2006 when the First National Bank changed its corporate structure, making it illegal for the Library/City to continue to own stock in it. Delia M. Scriver bequeathed the stock to the library in 1972. The stock was sold, and the proceeds are now invested in the City’s portfolio. This fund’s share of investment earnings is restricted to the purchase of nonfiction books for adults.
2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget Scriver Me morial Fund: Other Revenue 1,736 (2,073) 3,105 3,500 410 12% 3,500 3,500
Supplies, Services 2,448 3,236 3,124 3,500 - - 3,500 3,500
Revenues less Expenditures (712) (5,309) (19) - 410 - - -
Beginning Fund Balance 147,651 146,939 141,630 141,611 141,611 141,611 Ending Fund Balance 146,939 141,630 141,611 141,611 141,611 141,611
44
The L.J. Gustafson Fund was established at the request of long-time board member Leslie J. Gustafson through his bequest to the city for the support of the library’s children’s room. This support can include the purchase of library materials as well as the provision of programs and programming supplies. Principal, as well as interest, can be spent in these manners. 2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget
L.J. Gustafson Fund: Other Revenue 480 (556) 813 2,000 106 5% 2,000 2,000
Supplies, Services 2,002 1,262 1,309 2,000 - - 2,000 2,000
Revenues less Expenditures (1,522) (1,818) (496) - 106 - -
Beginning Fund Balance 40,304 38,782 36,964 36,468 36,468 36,468 Ending Fund Balance 38,782 36,964 36,468 36,468 36,468 36,468 Houston Trust Fund was established in 2008 and is designated for children’s programming. Children’s programming is interpreted to mean learning activities, presentations/performances for children and youth and the collection and supplies needed to support them. 2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget
M. Houston Trust Fund: Other Revenue 511 (621) 950 1,200 129 11% 1,200 1,200
Supplies, Services - - - 1,200 - - 1,200 1,200
Revenues less Expenditures 511 (621) 950 - 129 -
Beginning Fund Balance 43,454 43,965 43,344 44,294 44,294 44,294 Ending Fund Balance 43,965 43,344 44,294 44,294 44,294 44,294 Cynthia Close Cloherty Endowed Book Fund was established in 2009 in memory of Cindy Cloherty, a passionate reader and library user, who passed away unexpectedly. The family established the book fund in her memory to help support the collection budget now and into the future. It will be used to purchase books for children and adults, fiction and non-fiction. 2015 2016 2017 2012 2013 2014 Adopted % used Proposed Projected Actual Actual Actual Budget YTD July YTD Budget Budget
C.C. Cloherty Endowed Book Fund: Other Revenue 1,272 138 652 200 384 192% 200 200
Supplies, Services - 162 186 200 - - 200 200
Revenues less Expenditures 1,272 (24) 466 - 384 - -
Beginning Fund Balance 10,056 11,328 11,304 11,770 11,770 11,770 Ending Fund Balance 11,328 11,304 11,770 11,770 11,770 11,770 45
GRACE WHITTIER TRUST FUND
In December 1980, Grace Whittier established a trust fund with the City of Northfield as remainder beneficiary. (See attachment 1.) Ms. Whittier’s sister Gladys Whittier Coleman was to receive an annuity from this trust until her death. Grace Whittier died in 1984, her sister in 1987. The City of Northfield received the final trust payment of $168,495.86 in April of 1988. Ms. Whittier requested that “the City of Northfield, Minnesota use this property to establish a permanent endowment fund with the income therefrom to be used for community recreational purposes for children.”
2015
2012 2013 2014 Adopted % used 2016 2017 Actual Actual Actual Budget YTD June YTD Proposed Projected
Other Revenue 4,481 (5,130) 7,535 11,000 1,001 9% 4,000 5,000 Total Revenues 4,481 (5,130) 7,535 11,000 1,001 9% 4,000 5,000
Charges for Services 18,913 - 3,800 6,800 6,800 3,400 4,250
Revenues less Expenditures (14,432) (5,130) 3,735 4,200 (5,799) 600 750
Beginning Fund Balance 366,920 352,488 347,358 - 351,093 345,294 345,894 Ending Fund Balance 352,488 347,358 351,093 - 345,294 345,894 346,644
The City invested the $168,496 and by 1990, the amount had grown to $250,000. In that year, the City Council passed resolution #90-64 which outlined the uses for the Grace Whittier Fund. Key points to the resolution included: 1. Unspent earnings from the fund were to be placed in a modified trust which would be available for dispersal to the following degree and under the following conditions: 85% of each year’s earnings may be designated for dispersal when authorized by a majority vote of the City council.
2. The Mayor would appoint a 5-member committee to serve for three year rotating terms to act as the authorized body to invite and receive proposals for an annual expenditure of the allowable earnings to groups or individuals and to make recommendations for programs and expenditures to the City Council.
3. The Committee would decide on procedures and a time table but the Council did provide guidelines: the grantee will provide a service that fills a community need, is designed primarily for children under 16 and reflects a broad definition of “recreation.” Another important point was that the funds were not to be “used as an administrative transfer for undertakings already in progress.”
46
Up until 2012, the Grace Whittier Committee was assigned the task of inviting and receiving proposals for children’s recreation programs from community groups and organizations. In August of this year, the Council authorized the trust fund be administered by the Northfield Area Foundation. The NAF already has a similar granting structure / process in place. Contributions from the Grace Whittier Trust Fund will be added to their grant award program. This change provides a much streamlined process not only for the City, but for the community groups and organizations who receive funding.
With investment rates at record lows, grants have been awarded every other year. When the investment rates improve, it is anticipated that grants will be awarded every year – being an addition to what the NAF provides. Grant amounts are set at 85% of the previous year’s earnings.
47
NORTHFIELD COMMUNITY RESOURCE CENTER FUND
The Northfield Community Resource Center is a building constructed by the city in collaboration with four partners – the Northfield School District, the Community Action Council, the Northfield Senior Association, and the Three Rivers Community Action Council. The four partners lease space in the facility, as do some other non-profit tenants. The space also serves the Senior Nutrition Program and provides community room space for rent. The city provides a rent subsidy to the partner groups to compensate for the funds that were contributed to the capital construction of the building. The bond issue for the building, which cost $5,700,000 to construct, is paid through a voter approved referendum levy.
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET REVENUES Property Taxes 189,472 189,472 189,472 189,475 57,433 30% 189,475 189,475 Other Revenue 295,917 290,545 140,023 61,403 28,559 47% 61,403 61,403 Transfer In - - - - - 0% - - Total 485,389 480,017 329,495 250,878 85,992 34% 250,878 250,878
EXPENDITURES Personnel 35,798 43,586 18,522 - - 0% - - Supplies 49,676 41,950 23,349 - - 0% - - Other Services and Charges 319,130 303,429 284,851 10,000 92,000 920% 10,000 10,000 Debt Service 56,603 56,603 56,601 56,601 28,301 50% 56,603 56,603 Capital Outlay - - 10,560 - - 0% - - Transfers Out 2,640 5,193 2,060 184,000 - 0% 184,000 184,000 Total 463,847 450,761 395,943 250,601 120,301 48% 250,603 250,603
Revenues over (under) 21,542 29,256 (66,448) 277 (34,309) 0% 275 275
Fund balance - January 1st 242,650 264,192 293,448 227,000 192,691 192,966 Fund balance - December 31st 264,192 293,448 227,000 192,691 192,966 193,241
Capital reserves are included in the fund balance. There is a reserve initiated and funded by the seniors for the Wellness Center’s exterior maintenance and one initiated and funded jointly by the City and the seniors’ organization for the Wellness Center. The Council approved a request from the NCRC group for $40,000 of the reserve for equipment upgrades in 2015. A third reserve was initiated in 2008 by the City to fund a general capital replacement reserve for the entire facility. The City will work with the NCRC group to find revenue sources for the reserve funds for future building repairs and maintenance.
The NCRC provides program and service space to local residents by offering the partners and tenants reasonable rental rates for building use.
48
School District - Community Northfield Senior Center Education Program Administration and Wellness Fitness Center the Alternative Learning Center Space for socializing and meeting Activities for seniors Community Action Council (CAC) Three Rivers Community Action Council Food Shelf Head Start Holiday Gift Center Service to clients On-Going services to clients Office space for local service organizations United Way Healthy Community Initiatives
The City has entered into an agreement with the NCRC Corp. The NCRC Corp is responsible for the building, and all maintenance associated with it. In exchange, the City of Northfield is providing tax dollars to continue to run the building at the level of service provided by the City of Northfield. This is an exploratory arrangement to see if it is feasible for the building to eventually be taken over by the NCRC Corp in the future. Discussion started in 2015 between the City of Northfield and the NCRC Corp. The current contract expires in 2016 for the management of the building by the NCRC Corp.
49
MOTOR VEHICLE FUND
The Motor Vehicle Department issues licenses for motor vehicles, driver licenses, and recreational vehicle registrations (i.e. boats, ATVs, and snowmobiles). This service is provided to the greater Northfield community. This operation pays an administrative overhead charge of $15,600 to the General Fund for administrative support. 2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET
REVENUES Charges for Services 187,608 183,136 207,474 201,000 115,696 58% 218,000 218,000 Other Revenue 1,527 (1,944) 3,077 1,200 461 38% 1,200 1,200 Total 189,135 181,192 210,551 202,200 116,157 57% 219,200 219,200
EXPENDITURES Personnel 126,803 132,081 149,797 174,550 79,205 45% 186,754 178,932 Supplies 318 1,962 9,571 2,335 486 21% 2,600 2,500 Other Services and charges 16,641 15,021 15,003 18,379 6,186 34% 13,492 18,279 Transfers Out 2,640 45,771 10,987 - - #DIV/0! 11,643 - Total 146,402 194,835 185,358 195,264 85,877 44% 214,489 199,711
Revenues over (under) 42,733 (13,643) 25,193 6,936 30,280 4,711 19,489
Beginning Fund Balance 91,420 134,153 120,510 145,703 175,983 180,694 Ending Fund Balance 134,153 120,510 145,703 175,983 180,694 200,183 ACCOMPLISHMENTS & HIGHLIGHTS 2015
Encouraged mail in and drop off tab renewals to help reduce lines and wait time.
Assisted the Finance department
Employee training including, MNLARS.
Converted to new state computer system MNLARS phase 1.
Continually working to improve internal and external customer service.
GOALS & INITIATIVES 2016
Continue to stay up to date on MNLARS (Minnesota License and Renewal System) training as the program rolls out.
Continue to improve customer service internally and externally.
Continue assisting finance department.
Continue to encourage tab drop off and mail in to alleviate customer wait time during peak hours. 50
COMMUNICATION FUND
The Communication fund collects franchise and PEG fees from the Charter cable franchise agreement. The franchise agreement provides funds for public access, currently through NTV on one of two available local stations. It also provides funds for communication and for equipment beyond the NTV needs. NTV broadcasts council meetings each Wednesday night after the regularly scheduled council meeting with plans to expand meeting broadcasts as needed.
The PEG fees are restricted to public, educational or governmental access use. The franchise fee is not restricted and may be used for any public purpose.
The City of Northfield currently contracts with NTV to deliver programming services over one of the two available local access channels. Though the current contract has expired, NTV and the City of Northfield have agreed to extend services on a month-to-month basis until a formal arrangement is developed with NTV or another service provider.
The majority of the fund balance is unrestricted – made up of unspent franchise fees and investment earnings. This money may be used for any public purpose. In recent years, facilities maintenance projects have been financed by transfers from this fund. Funding for the City’s contribution for the Link Center, A/V part-time employee, Livestreaming, Youth Investment also comes from this fund.
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET
REVENUES Taxes 205,489 219,375 225,989 199,000 55,039 28% 199,000 199,000 Other Revenue 9,748 (6,649) 4,880 15,000 759 5% 15,000 15,000 Total 215,237 212,726 230,869 214,000 55,798 26% 214,000 214,000
EXPENDITURES Personnel 3,859 3,735 3,708 3,991 1,386 35% 3,971 4,086 Supplies - 752 260 4,500 - 0% 4,500 4,500 Other Services and charges 103,561 136,204 99,141 112,466 35,432 32% 147,466 87,466 Capital Outlay 20,411 (7,414) - - - 0% 100,000 - Transfers Out 238,223 388,223 113,223 63,223 31,612 50% 5,579 88,223 Total 366,054 521,500 216,332 184,180 68,430 37% 261,516 184,275
Revenues over (under) (150,817) (308,774) 14,537 29,820 (12,632) (47,516) 29,725
Beginning Fund Balance 795,249 644,432 335,658 350,195 337,563 290,047 Ending Fund Balance 644,432 335,658 350,195 337,563 290,047 319,772
51
ACCOMPLISHMENTS & HIGHLIGHTS 2015
The main focus for communication in 2015 was continuing to improve our City Brand and review communication tools to determine the best use of our time and resources. By following the recommendation included with the Communications Audit conducted by consultant Betsy Spethmann, the following areas of communication have been updated:
City Commons newsletter was discontinued May 2015.
Expansion of our video library in the website’s media center for use on the website, Facebook, and release to our media outlets. Several “Minute with the Mayor” Public Works projects and general information, and Rice County TIP411 PSA were added to the collection.
Video photo books of 2015 Skate Board Park, Public Works Projects, and fun Northfield information.
Templates for all City staff to use for press release and staff memorandums.
City Brand: use of new City logo to increase the City of Northfield’s brand by purchasing a banner for use at Expos and other events, mailing labels for large envelopes, and note cards.
Updated Council and Department Head digital portraits for website and media use.
Human Resources Technicians trained on Adobe Elements 12 for the Digital Photographer.
The Communications fund is used to maintain Granicus agenda management and Laserfiche for data storage management.
GOALS & INITIATIVES 2016
We will continue using this fund to enhance communication internally and with the public. Website fees, Granicus and Laserfiche for data management will all continue to come out of this communication fund.
Council Chambers Equipment Upgrade.
Templates will continue to be developed for City job descriptions and email signature for all staff.
Standard font to be used for all written communication.
52
HOUSING AND REDEVELOPMENT AUTHORITY
The Housing and Redevelopment Authority (HRA), created according to Minnesota Statutes Section 469.003, is responsible for providing a wide variety of housing opportunities, primarily for low- and moderate-income residents, in the City of Northfield. The HRA is responsible for redeveloping blighted areas and coordinating efforts with other agencies whose missions are to provide affordable decent, safe, and sanitary housing. These efforts are to be consistent with the overall Comprehensive Plan of the City, the Housing Plan and other plans of the City.
The commission consists of five members as appointed by the Mayor and approved by the Northfield City Council. Each member serves a five-year term. There are no term limits for members, and they do not receive monetary compensation. The fund summary is shown below:
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET . REVENUES BY MAJOR CATEGORY Taxes 236,260 214,010 209,441 218,551 73,266 34% 223,968 223,968 Intergovernmental - - - - - 0% - - Other Revenue 46,728 30,424 61,065 52,928 26,534 45% 63,344 63,344 Total Revenues 282,988 244,434 270,506 271,479 99,800 37% 287,312 287,312
EXPENDITURES Personal Services 53,133 62,154 78,020 78,954 36,851 47% 126,946 81,045 Supplies 77 99 - 300 - 0% 300 - Other Services and charges 94,368 61,439 58,749 70,422 28,617 133% 85,914 69,134 Debt Service - - - - - 0% - 300 Capital Outlay - - 39,098 117,000 48,378 41% 68,563 116,000 Transfers Out 7,005 12,693 2,747 2,902 - 0% 5,589 2,902 Total Expenditures 154,583 136,385 178,614 269,578 113,846 42% 287,312 269,381
Revenues over (under) 128,405 108,049 91,892 1,901 (14,046) - 17,931
Fund balance - January 1st 523,937 652,342 760,391 852,283 838,237 838,237 Fund balance - December 31st 652,342 760,391 852,283 838,237 838,237 856,168
EXPENDITURES BY PROGRAM AREA General Operating 102,743 104,514 106,123 116,145 46,469 40% 177,424 118,236 Rental Projects 19,599 29,612 33,636 33,933 18,693 55% 39,325 33,145 LMI Housing 32,241 14,331 39,404 119,500 48,684 41% 70,563 118,000 154,583 148,457 179,163 269,578 113,799 42% 287,312 269,381
ACCOMPLISHMENTS & HIGHLIGHTS 2015
The HRA partnered with Three Rivers Community Action (TRCA), MN Housing Finance Agency, Xcel Energy and Habitat for Humanity to create the Home Matters 2.0 program in 2013. Veterans Park (Phase I) wrapped up early in 2015, assisting 10 households for a total project amount of $160,714.94. Phase II in Washington Park began in 2014 and will wrap end of 2015. Phase III in Cherry Park was funded by MN Housing in October 2014. This phase will last 2015/2016. Financing details may be found in the Community Development Block Grant narrative. 53
The HRA has been working closely with Florella’s Manufactured Home Park to address abandoned units that have become dilapidated, unsafe and uninhabitable. Five units were acquired and demolished early in 2015, and another five have been identified for acquisition and demolition. Two units are moving ahead currently, with expected demolition in the second/third quarter of the year. The other three units identified have title concerns that must be addressed prior to acquisition.
For the fourth consecutive year, the HRA is offering assistance with street assessments for the 2015 street reconstruction projects. Assistance is up to $3,000 or 50% of the assessment, whichever is less, depending upon the type of road project for households at or below 80% Rice County area median income. To date, the HRA has assisted 41 households with a total amount of $78,330 in assistance. The average award amount is $1,911. The HRA budgeted $35,000 for this program in 2015.
The HRA acquired a unit through tax forfeiture that will be utilized for low/moderate income housing. The HRA will do some necessary repairs to the unit and is beginning conversations with area service providers to determine the need and best use for the unit.
GOALS & INITIATIVES 2016
The HRA is interested in increasing communication with the community about programs, initiatives and projects they are developing. The HRA will explore the possibility of appropriate social media sources, linking to other housing partners and utilizing existing media sources in the community. Round table conversations in 2015 will lead to further development of programming/partnerships in 2016.
Viking Terrace residents have expressed a need for additional rehab opportunities. A restructuring of the current manufactured home repair program will occur, complete with a study of alternate funding sources.
Development of the HRA-owned land in Southbridge will begin the planning process. This will include type of residential use, coordinating partnerships, and leveraging funding resources. This will be a multi-year project utilizing funds from several resources, including the HRA levy and fund balance.
54
ECONOMIC DEVELOPMENT AUTHORITY
The Northfield Economic Development Authority (EDA) was established in 1990 with the goal of improving the economic conditions of Northfield’s business community. The primary mission of the Northfield EDA is to recruit, expand, and retain local businesses to advance employment opportunities and expand the City of Northfield tax base. The EDA Board of Directors consists of seven members, appointed to six-year terms by the Mayor and approved by the Northfield City Council. There is currently one vacancy on the EDA Board of Directors.
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET
OPERATIONS: REVENUES Taxes 222,505 209,810 205,121 214,180 71,807 34% 219,488 219,488 Integovernmental 57,145 - - - - 0% - - Other Revenue 118,522 136,014 59,666 28,380 9,167 32% 27,000 25,500 Total Operating Revenues 398,172 345,824 264,787 242,560 80,974 33% 246,488 244,988
EXPENDITURES Personal Services 43,406 56,489 69,806 85,119 40,213 47% 122,087 87,293 Supplies 560 57 - 500 175 0% 500 500 Charges for Services 49,813 22,260 20,215 34,840 10,731 31% 34,340 25,540 Other Charges 252,390 119,858 89,220 114,558 142,299 124% 114,558 123,558 Transfers Out 2,640 2,693 2,747 2,902 - 0% 6,177 2,902 Total Operating Expenditures 348,809 201,357 181,988 237,919 193,418 81% 277,662 239,793
Revenues over (under) 49,363 144,467 82,799 4,641 (112,444) -2423% (31,174) 5,195
DEBT SERVICE: Transfer in from City 249,088 ------Debt Service (249,087) ------
Revenues over (under) Expenditures 49,364 144,467 82,799 4,641 (112,444) -2423% (31,174) 5,195 Budget Balance
Fund balance - January 1st 1,081,154 1,130,518 1,274,985 1,357,784 1,362,425 1,331,251 Fund balance - December 31st 1,130,518 1,274,985 1,357,784 1,362,425 1,331,251 1,336,446
ACCOMPLISHMENTS & HIGHLIGHTS 2015
2015, the EDA contracted with Neuger Communications to update the EDA section of the City of Northfield website. The update provided both organizational and navigational improvements to the website and created a template for making future changes.
The EDA has continued to support entrepreneurial businesses through the Micro-Grant program. Grants of $5,000 each were provided to four applicants for expansion projects including the Brick Oven Bakery, Tom’s Downtown Bicycles, Loon Liquors, and Vision.
55
The EDA further supported local entrepreneurial business growth by offering gap financing through the revolving loan program. The EDA approved two revolving loans totaling $75,000 for the relocation and expansion of the Brick Oven Bakery to the Crossing commercial condominium building.
The EDA also approved a contract with Hospitality Consulting Group to conduct a hotel market study for the City of Northfield focused on the Crossing development site in order to enhance marketability of vacant parcels.
GOALS & INITIATIVES 2016
The EDA is anticipating the hiring of a full-time Economic Development Coordinator position to assist with community and economic development initiatives in Northfield.
The EDA will continue to work with developers to assess highest and best use on the Crossing site and target investors to facilitate commercial or hotel development.
The EDA will continue to focus on marketing industry clusters as sectors of strength, including high-tech manufactures such as Multek, All Flex, and Northfield Automation.
The EDA will work with engineering and other consultants to assess infrastructure needs and conduct a cost/benefit analysis and determine the feasibility of extending Riverview Drive to Honeylocust in the Riverview Enterprise Park.
56
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
Dakota County Community Development Agency (CDA) provides an annual allocation from the Dakota County Community Development Block Grant (CDBG) to cities in Dakota County to use on eligible activities that meet established national program objectives. The City of Northfield qualifies for these funds due to the portion of the City that lies within Dakota County and therefore is considered an entitlement community. The City annually proposes to CDA how it intends to use these CDBG funds.
Funds are reimbursed to the City of Northfield from the CDA as program dollars are expended and subsequently requested for reimbursement.
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD July YTD BUDGET BUDGET
REVENUES Intergovernmental 19,500 - 92,768 100,000 75,896 76% 100,000 100,000 Other Revenue 51 21,345 78 - (3) 0% - - Total 19,551 21,345 92,846 100,000 75,893 76% 100,000 100,000
EXPENDITURES Other Services and Charges 24,500 21,471 95,453 100,000 84,219 84% 100,000 100,000 Transfers Out - - - - - 0% - - Total 24,500 21,471 95,453 100,000 84,219 84% 100,000 100,000
ACCOMPLISHMENT & HIGHLIGHTS 2015
The City of Northfield received a CDBG allocation from the CDA of $69,809 for FY2014. Funding amounts shift 5-10% annually, depending on the federal budget. The HRA spend down for federal fiscal year 2014 (July 1, 2014 – June 30, 2015):
Florella’s Down Payment Home Matters Manufactured TOTAL Blight Assistance 2.0 Home Rehab EXPENDED Remediation
Expended $13,000 $59,918.55 $50,080.42 $12,235 $135,533.97 7.1.14 – 6.30.15
Remaining $35,808.48 $42,805.60 $72,447.06 $7,225 Balance
Home Matters 2.0: The HRA has continued the Home Matters 2.0 project into three neighborhoods: Veterans Park, Washington Park and Cherry Park. This project works with the homeowner to address curb appeal, safety and security, and energy efficiency in the home. Homeowner dollars are matched with grant dollars to fund a project at or 57
exceeding $15,000. Matching funds come from awards leveraged from MN Housing or Greater MN Housing Fund. Other resources for the project include Weatherization, USDA Rural Development, and Habitat for Humanity.
FUNDING SOURCES Total # of MN Homeowner Other Project to Households CDBG GMHF Weatherization Housing Contribution Resources Date
Phase 1: Veterans Park 10 $54,672.50 $42,085.50 $15,000 $21,864.94 $10,677 $16,415 $160,714.94 (completed) Phase II: 4 closed; 6 Washington $26,766 $20,000 $20,000 $0 to date $7,024 $0 to date $73,790 in progress Park Phase III: 2 in progress (Funding
Cherry Park for 8)
Florella’s Blight Remediation: Staff continued to work closely with members of the Edward Teske Trust to address dilapidated and unsafe structures in the park. Five units have been acquired and demolished, and five more are in process. Manufactured Home Rehab: Staff continues to assist home owners in Viking Terrace with rehab and repair of housing units. Funds are low and will be completely utilized before the end of 2015. The HRA will be discussing whether or not to continue this program utilizing CDBG funds. The program activities in the FFY15 application were acquisition and rehab for North and South Oak Apartments. The HRA has assisted Three Rivers Community Action, Inc. with an application to MN Housing in June for tax credits to assist with the acquisition, rehab and preservation of affordable rental units at North and South Oak Apartments. These units were previously under the USDA Rural Development program, and Section 504 states the units must remain affordable to low/moderate income households. Award of the tax credits will preserve 42 units of affordable housing in Northfield.
GOALS & INITIATIVES 2016 The Home Matters project has expanded into Cherry Park and has funds to assist 8 households through the end of 2016.
The HRA will be reviewing CDBG funded projects for impact, use and need, and use this information to develop and provide relevant resources for the low/moderate income population of Northfield. The proposed CDBG program in federal FY16 will include: o A stagnant award amount of about $69,000; o Dollars allocated for first time homebuyers; o Other project yet to be determined
58
MUNICIPAL DISTRICT #4 (TIF) FUND
The Municipal District #4 has also been referred to as the Master Development Fund. Municipal District #4 is a Tax Increment Financing (TIF) District generally located in and around the Downtown plus along and west of Highway 3. The tax increment collected can be used to fund eligible public improvements and projects. This fund is being used as source of financing for the Streetscape improvements in the Downtown. The fund also provides financing for several tax increment bonds’ principal and interest payments.
The District expired in 2013. We continue to spend the revenue from TIF #4 on projects specified in our plan document.
2015 2016 2017 2012 2013 2014 Adopted % used PROPOSED PROJECTED Actual Actual Actual Budget YTD June YTD BUDGET BUDGET
Revenues Taxes 552,086 543,595 13,521 - 2,116 0% - - Intergovernmental - - - - - 0% - - Other Revenue 13,659 (21,003) 33,576 10,000 3,669 37% 10,000 10,000 Transfers In - - - - - 0% - - Total 565,745 522,592 47,097 10,000 5,785 58% 10,000 10,000
Expenses Other Services & Charges 71,922 28,228 45,480 560,000 - 0% - - Capital Outlay / Potential Projects - 55,365 172,139 - 35,890 #DIV/0! 250,000 250,000 Transfers Out 323,500 148,000 141,721 - - #DIV/0! - - Subtotal 395,422 231,593 359,340 560,000 35,890 6% 250,000 250,000
Revenues over (under) 170,323 290,999 (312,243) (550,000) (30,105) 5% (240,000) (240,000)
Beginning Fund Balance 1,252,406 1,422,729 1,713,728 1,401,485 1,371,380 1,131,380 Ending Fund Balance 1,422,729 1,713,728 1,401,485 1,371,380 1,131,380 891,380
59
Debt Service Funds
Debt service funds are established to finance and account for the payment of principal, interest and fees on long-term indebtedness of the City not otherwise accounted for in other funds. These funds account for several different types of bonded indebtedness:
General Obligation Debt Bonds Tax Increment Bonds Improvement Bonds Equipment Certificates Capital Leases
General obligation debt bonds are repaid primarily from general property taxes. The City has two issues in this category: the market value referendum bonds that financed the Northfield Community Resource Center and the 2006 Public Project Revenue Bonds issued to construct the outdoor pool at Memorial Park. Bonds issued for facilities are typically amortized over twenty years.
Tax increment bonds are repaid from tax increment collections. In most cases, the accounting for a specific tax increment district is done through a debt service fund entirely as the activity in the district is limited to receipt of the increment and payment on the long-term debt. These funds include the Presidential Commons, Hiley-Neff and the Riverfront districts. The Cannon Commercial Center, Lincoln Woods, Parkway Townhomes and Northfield Custom Machines districts have all been decertified in the past few years. The Municipal District #4 (also referred to as the Master Development District) is not included in this group as it is classified as a special revenue fund. Municipal District #4 was decertified in 2013. The proceeds from the district are still being used to complete projects that were in the TIF District plan
Improvement bonds are issued to finance general infrastructure projects and are repaid primarily through a combination of special assessments, property taxes and to a lesser extent, investment income. These bonds are amortized over ten years.
Equipment certificates are issued to finance vehicles and major equipment purchases. The City has one issue outstanding at this time. A ladder truck for the fire department was purchased with 5 year Equipment certificates in 2013.
A Capital Lease was used to finance various energy-savings improvements throughout City facilities. The program was done with Johnson Controls, Inc. with financing provided by Bank of America. The lease obligation is repaid over fifteen years and for the most part, offset with energy savings. The principal and interest payments on the capital lease is accounted for in the General Fund, Water and Wastewater Funds and several others and reflects the type of operation for which the improvements were made. There is no separate debt service fund for this debt.
Certificates of Participation (aka Annual Appropriation Bonds) were issued in 2012 to finance the new police facility.
60
Revenue bonds (and general obligation revenue bonds) issued to finance projects for the enterprise operations (utilities and liquor) are accounted for in each enterprise fund – not in a separate debt service fund.
61
General Obligation Debt Bonds
NCRC Refunding Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 236,477 238,328 236,120 235,500 77,628 212,940 - Other Revenue - (5,784) 2,114 - (71) - - Other Financing Sources ------
Total 221,704 236,477 238,234 235,410 77,557 212,940 -
Expenditures: Services and Other Charges 837 544 450 800 450 900 900 Debt Service 223,000 220,700 223,100 220,200 212,100 222,000 198,900 Other Financing Uses ------
Total 223,837 221,244 223,550 221,000 212,550 222,900 199,800
Revenues over (under) Expenditures (8,371) 12,640 14,684 14,080 (134,993) (9,960) (199,800)
Fund Balance - Jan. 1st 307,417 313,440 326,080 340,764 354,844 344,884 Fund Balance - Dec. 31st 313,440 326,080 340,764 354,844 344,884 145,084
The original bonds were issued in 1998 to finance construction of the Northfield Community Resource Center. These bonds were refunded through a sale in November of 2007 for a net present value savings of $72,723. The original bonds were paid off the following year (2008). The average interest rate on the original issue was 4.753% and the refunding bonds, 4.00%. The bonds mature on February 1, 2017. The last property tax levy for the bond issue will be collected in 2016.
The project and issuance of the bonds was approved through a referendum and the property tax levy is market value based. This is the only portion of the City’s property tax levy that is market value based.
62
G.O. Improvement Bonds
2007A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 132,673 50,000 30,000 35,000 18,348 50,000 50,000 Other Revenue 66,522 34,683 63,854 44,602 25,860 40,902 34,557 Other Financing Sources ------
Total 199,195 84,683 93,854 79,602 44,208 90,902 84,557
Expenditures: Services and Other Charges 2,206 416 - 800 450 800 1,200 Debt Service 253,700 255,700 257,300 253,600 239,000 254,600 260,100 Other Financing Uses ------
Total 255,906 256,116 257,300 254,400 239,450 255,400 261,300
Revenues over (under) Expenditures (56,711) (171,433) (163,446) (174,798) (164,498) (176,743)
Fund Balance - Jan. 1st 1,199,947 1,143,236 971,803 808,357 633,559 469,061 Fund Balance - Dec. 31st 1,143,236 971,803 808,357 633,559 469,061 292,318
The 5th Street Infrastructure Replacement and the 2007 MSA street projects were financed with this bond issue. The bonds mature in 2018. The proposed and projected property tax levies are established by the 2014 Debt Study and are less than originally scheduled.
63
G.O. Improvement Bonds
2008B GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 4,978 90,000 50,000 50,000 26,212 90,000 90,000 Other Revenue 31,535 4,639 12,306 8,872 9,601 8,177 7,139 Other Financing Sources ------
Total 36,513 94,639 62,306 58,872 35,813 98,177 97,139
Expenditures: Services and Other Charges 385 561 2,450 800 - 800 1,000 Debt Service 96,903 94,278 96,559 93,746 85,076 90,934 92,928 Other Financing Uses ------
Total 97,288 94,839 99,009 94,546 85,076 91,734 93,928
Revenues over (under) Expenditures (60,775) (200) (36,703) (35,674) 6,443 3,211
Fund Balance - Jan. 1st 262,911 202,136 201,936 165,233 129,559 136,002 Fund Balance - Dec. 31st 202,136 201,936 165,233 129,559 136,002 139,213
The 5th Street reconstruction and Water Street Parking area was financed in part with this bond issue. The 2008B Tax Increment Bonds that are being repaid from transfers from the Master Development Fund financed portions of the project costs as well. The bonds mature on 2/1/2020.
The transfer in in 2011 is from the bond construction fund.
64
G.O. Improvement Bonds
2009A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 3,220 70,000 60,000 50,000 26,212 50,000 55,000 Other Revenue 75,232 59,134 67,090 41,086 21,155 38,874 36,765 Other Financing Sources ------
Total 78,452 129,134 127,090 91,086 47,367 88,874 91,765
Expenditures: Services and Other Charges 1,145 3,872 1,369 400 - 400 800 Debt Service 149,813 147,313 149,763 142,213 134,231 129,669 126,938 Other Financing Uses ------
Total 150,958 151,185 151,132 142,613 134,231 130,069 127,738
Revenues over (under) Expenditures (72,506) (22,051) (24,042) (51,527) (41,195) (35,973)
Fund Balance - Jan. 1st 464,254 391,748 369,697 345,655 294,128 252,933 Fund Balance - Dec. 31st 391,748 369,697 345,655 294,128 252,933 216,961
Proceeds from the bond sale financed the First Street reconstruction project in 2009. The transfer in detailed in the 2011 column represents the closing of the bond construction fund. The bonds mature on 02/01/2020.
65
G.O. Improvement Bonds
2010A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 132,931 - 100,000 150,000 78,635 150,000 150,000 Other Revenue 71,568 50,363 39,814 31,966 16,157 31,095 30,236 Other Financing Sources - - 3,769 - - - -
Total 204,499 50,363 143,583 181,966 94,792 181,095 180,236
Expenditures: Services and Other Charges 2,220 451 3,912 600 - 600 1,000 Debt Service 86,141 172,266 170,912 169,156 158,254 166,960 168,893 Other Financing Uses ------
Total 88,361 172,717 174,824 169,756 158,254 167,560 169,893
Revenues over (under) Expenditures 116,138 (122,354) (31,241) 12,210 13,535 10,343
Fund Balance - Jan. 1st 141,282 257,420 135,066 103,825 116,035 129,570 Fund Balance - Dec. 31st 257,420 135,066 103,825 116,035 129,570 139,913
These bonds financed the 4th Street project. At this time, it is anticipated that a surplus of $360,000 from the bond construction fund will be transferred to this debt service funds. The bond mature 2/1/2021.
66
G.O. Improvement Bonds
2011A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 68,332 55,000 70,000 50,000 26,212 50,000 50,000 Other Revenue 88,904 78,109 75,243 57,621 40,504 55,126 52,619 Other Financing Sources ------
Total 157,236 133,109 145,243 107,621 66,716 105,126 102,619
Expenditures: Services and Other Charges 1,393 541 4,474 600 - 600 800 Debt Service 21,874 125,625 124,969 129,025 119,879 127,760 131,125 Other Financing Uses ------
Total 23,267 126,166 129,443 129,625 119,879 128,360 131,925
Revenues over (under) Expenditures 133,969 6,943 15,800 (22,004) (53,163) (23,234) (29,306)
Fund Balance - Jan. 1st 211,285 345,254 352,197 367,997 345,993 322,759 Fund Balance - Dec. 31st 345,254 352,197 367,997 345,993 322,759 293,453
The bonds were used for the reconstruction of Linden Street, 2nd Street, West and Plum Street. 2012 was the first tax levy year. 2012 was also the first year of special assessment collections (other than prepayments). The bonds mature 2/1/2022.
67
G. O. Improvement Bonds
2012A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes - 50,000 59,776 55,000 28,833 50,000 50,000 Other Revenue 39,412 107,009 60,478 50,927 27,680 49,449 47,914 Other Financing Sources ------
Total 39,412 157,009 120,254 105,927 56,513 99,449 97,914
Expenditures: Services and Other Charges - 2,450 900 800 450 800 1,000 Debt Service - 13,499 112,573 112,022 106,161 111,347 105,521 Other Financing Uses ------
Total - 15,949 113,473 112,822 106,611 112,147 106,521
Revenues over (under) Expenditures 39,412 141,060 6,781 (6,895) (50,098) (12,698) (8,607)
Fund Balance - Jan. 1st - 39,412 180,472 187,253 180,358 167,660 Fund Balance - Dec. 31st 39,412 180,472 187,253 180,358 167,660 159,053
The bonds were issued to the reconstruction of 8th Street from Water to Washington Avenue. In addition, a number of mill and overlay and reclamation projects were done. The streets involved include McKinley Drive, Roosevelt Drive (east and west), Linden, Lockwood Drive, Freemont and Dresden Avenues. The bonds will mature in 2022. 2013 was the first year of special assessment collection.
68
G.O. Improvement Bonds
2013A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes - - 55,000 70,000 36,696 70,000 70,000 Other Revenue - 2,965 56,928 34,850 14,399 33,775 32,704 Other Financing Sources - 11,153 - - - - -
Total - 14,118 111,928 104,850 51,095 103,775 102,704
Expenditures: Services and Other Charges - - 450 800 450 800 1,000 Debt Service - - 22,112 101,750 91,275 100,150 98,550 Other Financing Uses ------
Total - - 22,562 102,550 91,725 100,950 99,550
Revenues over (under) Expenditures - 14,118 89,366 2,300 2,825 3,154
Fund Balance - Jan. 1st - - 14,118 103,484 105,784 108,609 Fund Balance - Dec. 31st - 14,118 103,484 105,784 108,609 111,763
These bonds were issued to the reconstruction of 6th and 9th Street. In addition, a number of mill and overlay, and reclamation/modified reclamation projects were done. The streets involved included Maple and Prairie, and the Vets park area. The bonds will mature in 2024.
69
G.O. Improvement Bonds
2014A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes - - 80,224 85,000 44,560 85,000 85,000 Other Revenue - - 27,771 60,218 81,494 59,684 56,717 Other Financing Sources ------
Total - - 107,995 145,218 126,054 144,684 141,717
Expenditures: Services and Other Charges - - 12 800 450 800 1,000 Debt Service - - - 22,007 11,413 138,605 144,262 Other Financing Uses ------
Total - - 12 22,807 11,863 139,405 145,262
Revenues over (under) Expenditures - - 107,983 122,411 5,279 (3,545)
Fund Balance - Jan. 1st - - - 107,983 230,394 235,673 Fund Balance - Dec. 31st - - 107,983 230,394 235,673 232,128
The bonds were issued for the reconstruction of another portion of 6th Street. The bonds will mature in 2025.
70
G.O. Improvement Bonds
2015A GO Improvement Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes - - - - 64,605 158,131 175,000 Other Revenue - - - - - 49,221 47,771 Other Financing Sources ------
Total - - - - 64,605 207,352 222,771
Expenditures: Services and Other Charges - - - - - 1,500 1,500 Debt Service ------188,030 Other Financing Uses ------
Total - - - - - 1,500 189,530
Revenues over (under) Expenditures - - - - 205,852 33,240
Fund Balance - Jan. 1st - - - - - 205,852 Fund Balance - Dec. 31st - - - - 205,852 239,092
The bonds were issued for three different purposes. The first and largest portion was $1,640,000 for the 2nd street reconstruction project. This portion will be repaid through a combination of special assessments levied against benefiting properties, and a city property tax levy spread over 10 years. The second piece of the bond was $575,000 of callable maturities of the City’s General Obligation Utility Revenue 2007C. The final piece of this bond was $390,000 current refunding of the City’s General Obligation Bonds, Series 2008B.
71
Tax Increment Bonds
2007D GO TIF Refunding Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 66,621 64,592 65,352 70,000 29,121 64,500 64,500 Intergovernmental ------Other Revenue 291 - (56) - 276 - - Other Financing Sources ------Total 66,912 64,592 65,296 70,000 29,397 64,500 64,500
Services and Other Charges 1,515 2,402 587 1,500 709 1,500 1,500 Debt Service 105,723 107,316 103,774 103,774 88,501 106,144 102,056 Other Financing Uses ------
Total 107,238 109,718 104,361 105,274 89,210 107,644 103,556
Revenues over (under) Expenditures (40,326) (45,126) (39,065) (35,274) (59,813) (43,144) (39,056)
Fund Balance - Jan. 1st 81,769 41,443 (3,683) (42,748) (78,022) (121,166) Fund Balance - Dec. 31st 41,443 (3,683) (42,748) (78,022) (121,166) (160,222)
These bonds were issued to assist a private developer in a housing redevelopment project. The housing district was established in 1999 with a required decertification date of December 31, 2026. The bonds were refunded in November of 2007 with a net present value savings of $59,725. The refunding bonds were an advanced refunding with the old bonds being retired in 2009. Prior to the crossover date (at which the old bonds are retired and replaced with the new, refunding bonds), interest is paid from the escrow account. The bonds mature in 2022 at which point early decertification of the district could be considered.
With the decline in residential values, tax increments are running below the level needed to support the debt.
72
Tax Increment Bonds
Hiley Neff TIF Bonds 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 33,663 32,190 11,304 13,084 4,107 13,084 13,084 Intergovernmental ------Other Revenue 190 (41) 344 100 (12) 100 100 Other Financing Sources ------Total 33,853 32,149 11,648 13,184 4,095 13,184 13,184
Services and Other Charges 476 54 68 500 24 500 - Debt Service 11,230 10,960 10,684 10,402 2,201 10,114 9,820 Other Financing Uses ------
Total 11,706 11,014 10,752 10,902 2,225 10,614 9,820
Revenues over (under) Expenditures 22,147 21,135 896 2,282 1,870 2,570 3,364
Fund Balance - Jan. 1st (151,193) (129,046) (107,911) (107,015) (104,733) (102,163) Fund Balance - Dec. 31st (129,046) (107,911) (107,015) (104,733) (102,163) (98,799)
This housing district was established in 2002 and the bonds issued to finance public improvements associated with the project that consisted of eight owner-occupied affordable housing units. The accounting transactions of district activities were originally part of the HRA Fund. The transactions have been separated and a separate fund established for the district. The district fund is in a deficit position. Council approved a formal interfund loan in 2009 to cover the deficit. Repayments are made at the close of each fiscal year with interest. The district decertification date is December 31, 2028. The bonds mature in December of 2027. Decertifying the district with the maturity of the bonds will be recommended.
The HRA is ultimately responsible for any remaining deficit in this debt service fund.
73
Tax Increment Bonds
Riverfront TIF Note ‐ the Crossing 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 215,549 192,361 183,810 188,000 69,535 188,000 188,000 Intergovernmental ------Other Revenue 1,922 (2,227) 2,741 1,200 584 1,200 1,200 Other Financing Sources ------Total 217,471 190,134 186,551 189,200 70,119 189,200 189,200
Services and Other Charges 1,420 1,429 2,709 1,500 221 1,750 1,750 Debt Service 186,904 168,181 176,139 169,200 76,289 174,709 174,709 Other Financing Uses ------
Total 188,324 169,610 178,848 170,700 76,510 176,459 176,459
Revenues over (under) Expenditures 29,147 20,524 7,703 18,500 (6,391) 12,741 12,741
Fund Balance - Jan. 1st 135,924 165,071 185,595 193,298 211,798 224,539 Fund Balance - Dec. 31st 165,071 185,595 193,298 211,798 224,539 237,280
The project associated with this tax increment district is The Crossing. A taxable tax increment note was issued in 2006 to assist the developer in the purchase of the land for the project. The note is not a general obligation of the City, which means that if there is a shortfall in tax increment revenue, the City is not obligated to pay any portion of the debt.
The financial status of the project and the original developer resulted in delinquent property tax payments in 2008 and 2009 that resulted in delayed debt service payments. For 2010, all debt service payments became current with the receipt of delinquent taxes. The developer’s agreement and tax increment note were revised to eliminate Phase II of the project and additional borrowing. The terms of the note provide for additional principal payments when excess increments are available. This has occurred since 2010.
The note’s original schedule shows the note being paid off in 2033. With the additional principal payments, maturity will occur sooner – perhaps as much as five or six years earlier. Note principal payments for 2015 and 2016 are budgeted as originally scheduled. However, it is fully expected that additional principal payments will be made.
74
Capital Lease Bonds
2014 Tax Abatement Lease Revenue Bonds (2006A) (Outdoor Pool) 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes 263,800 262,800 266,700 246,700 129,328 240,000 241,300 Other Revenue 1,170 (1,325) 1,654 1,200 883 1,200 1,200 Other Financing Sources - - 2,072,113 - - - -
Total 264,970 261,475 2,340,467 247,900 130,211 241,200 242,500
Expenditures:
Services and Other Charges 3,397 2,779 46,816 800 - 2,700 2,700 Debt Service 249,088 248,244 247,097 178,690 178,690 225,412 226,662 Other Financing Uses ------
Total 252,485 251,023 293,913 179,490 178,690 228,112 229,362
Revenues over (under) Expenditures 12,485 10,452 2,046,554 68,410 (48,479) 13,088 13,138
Fund Balance - Jan. 1st 352,778 365,263 375,715 2,422,269 2,490,679 2,503,767 Fund Balance - Dec. 31st 365,263 375,715 2,422,269 2,490,679 2,503,767 2,516,905
These bonds were sold in 2006 and used to finance the construction of the outdoor pool at Old Memorial Field. The original bonds were refunded using Tax Abatement bonds in 2014 to save the City money on interest costs. An escrow account was created as the original bonds were not callable until February 1, 2016. The final payment on the bonds are due in 2024.
75
Certificates of Participation Annual Appropriation Bonds
2012B Certificates of Particpation 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes - 439,607 439,976 421,640 127,807 418,670 420,160 Other Revenue - 3,060 11,932 3,847 1,589 3,906 3,912 Other Financing Sources ------
Total - 442,667 451,908 425,487 129,396 422,576 424,072
Expenditures: Services and Other Charges - - 2,000 - 2,000 - - Debt Service - 160,986 334,699 417,833 342,012 420,155 416,915 Other Financing Uses ------
Total - 160,986 336,699 417,833 344,012 420,155 416,915
Revenues over (under) Expenditures - 281,681 115,209 7,654 (214,616) 2,421 7,157
Fund Balance - Jan. 1st - - 281,681 396,890 403,439 405,860 Fund Balance - Dec. 31st - 281,681 396,890 404,544 405,860 413,017
This bond was used to construct a new police facility. The bonds are amortized over a twenty year period with final payment on 2/1/2033.
76
Equipment Certificates
2012C G.O. Equipment Certificates 2015 2016 2017 Current Actual Proposed Projected 2012 2013 2014 Budget 30-Jun Budget Budget Revenues: Property Taxes - - 114,414 113,400 34,374 111,300 109,200 Other Revenue - - 339 936 282 1,032 1,077 Other Financing Sources ------
Total - - 114,753 114,336 34,656 112,332 110,277
Expenditures: Services and Other Charges ------Debt Service - 5,885 9,900 104,900 99,950 107,000 105,000 Other Financing Uses ------
Total - 5,885 9,900 104,900 99,950 107,000 105,000
Revenues over (under) Expenditures - (5,885) 104,853 9,436 (65,294) 5,332 5,277
Fund Balance - Jan. 1st - - (5,885) 98,968 108,404 113,736 Fund Balance - Dec. 31st - (5,885) 98,968 108,404 113,736 119,013
The 2012C Certificates were used for the acquisition of a fire truck. The Certificates are being repaid through an annual property tax levy with the last levy year being 2017.
77
Capital Project Funds
Capital projects funds are used to account for the construction or the acquisition of capital assets. Capital projects funds must be established to account for the use of bond proceeds sold to finance a specific project such as done for the City’s outdoor pool. Project budgets (for the life of the construction period) are used for these. However, the City also has a number of capital projects funds, which continue from year-to-year and have annual budgets adopted. These include the following:
City Facilities Fund – used to account for improvements and/or major maintenance projects on non-enterprise City facilities such as City Hall, the Safety Center, the Library and the Public Works facility. The primary revenue is a separate property tax levy.
Vehicle and Equipment Replacement Fund – used to account for the acquisition / replacement of major equipment items and vehicles. The primary revenue is property taxes. Replacement schedules can be found in the Capital Equipment Plan.
Fire Equipment Replace Fund – used to account for the acquisition / replacement of fire apparatuses and major equipment. There is no primary revenue other than investment earnings. The issuance of equipment certificates will be required for the purchase of the equipment.
Parks Fund – used to account for the acquisition / improvement of park and recreational facilities. The primary revenue is property taxes, but park dedication fees and donations are also recorded to this fund.
Capital Reserve Fund – used to account for reserves built up to be used for interim or final financing of capital projects and for the management of the bonded debt levy (buying down a portion to moderate year-to-year increases).
78
City Facilities Fund
The City Facilities Fund was used to account for the designated property tax levy and other resources used to do minor improvements to the City’s facilities – City Hall, Safety Center, Street Shop and Library. The annual tax levy is currently at $60,000. The fund summary is presented to shown recent years’ financial activity. The unspent balance in the fund is available for new facilities planning or other costs.
FUND SUMMARY
2012 2013 2014 2015 2016 2017 Actual Actual Actual Budget Proposed Projected Revenues by Major Category: Property Taxes 40,000 40,000 50,277 40,000 60,000 60,000 Intergovernmental - - - Other Revenue 2,607 (2,864) 538 500 500 500 Transfers In 150,000 755,000 50,000 50,000 Total Revenues 192,607 792,136 100,815 90,500 60,500 60,500 Other financing sources Capital lease proceeds - - - - Total revenues and other financing sources 192,607 792,136 100,815 90,500 60,500 60,500
Expenditures Other Services & Charges: Other Professional Services 23,544 7,163 - - Miscellaneous Expense - 10,711 - 5,000 5,000 5,000 - - - - 23,544 17,874 - 5,000 5,000 5,000 Capital Outlay: Facilities Upgrades 113,775 811,149 55,629 Other Improvements 108,485 50,443 222,260 811,149 106,072 - - -
Total Expenditures 245,804 829,023 106,072 5,000 5,000 5,000 Revenues over (under) Expenditures (53,197) (36,887) (5,257) 85,500 55,500 55,500
Fund Balance - Jan. 1st 72,420 19,223 (17,664) (22,921) 62,579 118,079 Fund Balance - Dec. 31st 19,223 (17,664) (22,921) 62,579 118,079 173,579
Anticipate continuing the replace 2 Rooftop units at City Hall in 2016. A facilities maintenance plan is in the works and anticipated to be presented to council in 2016. This is the fund that would fund many of the projects. Currently a negative fund balance as it was spent on the City Hall remodel project. The fund will be in the black again in 2015, and $20,000 more was requested from the levy to start building funds in anticipation of future facility needs.
79
Vehicle & Equipment Replacement Fund
The Vehicle and Equipment Replacement Fund accounts for the designated property tax levy and other revenues (asset sales, insurance reimbursements, etc.) that are used to purchase vehicle and major equipment replacements. By maintaining this fund and the tax levy, the City avoids having to issue equipment certificates thereby saving issuance costs and interest expense. The enterprise funds finance their own acquisitions.
With every replacement, options are examined to find alternate use of the outgoing item if possible, e.g., move to a less-intensive use in another operation. When considering a replacement piece of equipment / vehicle, options are reviewed closely to see if there is a continuing need and if so, is there a more efficient / lower cost / multi-use items available. Forfeitures are also examined to see if they are a suitable use for city operations. Additional information on this fund can be found in the Capital Equipment Plan (CEP) section.
FUND SUMMARY
2012 2013 2014 2015 2016 2017 Actual Actual Actual Budget Proposed Projected Revenues by Major Category: Property Taxes 310,095 310,075 216,802 275,075 310,075 310,075 Intergovernmental 91,609 - Other Revenue 7,820 (8,554) 16,030 4,000 4,000 4,000 Sale of Assets 10,627 - Transfers In - - - Total Revenues 409,524 312,148 232,832 279,075 314,075 314,075
Expenditures Capital Outlay 476,584 225,172 164,158 290,000 379,600 381,000 Transfers Out - - 200,000 - Total Expenditures 476,584 225,172 364,158 290,000 379,600 381,000
Revenues over (under) Expenditures (67,060) 86,976 (131,326) (10,925) (65,525) (66,925)
Fund Balance - Jan. 1st 698,326 631,266 718,242 586,916 575,991 510,466 Fund Balance - Dec. 31st 631,266 718,242 586,916 575,991 510,466 443,541
For 2016 it is recommended we restore the levy to historical levels. This will allow us to maintain our Equipment Replacement Plan while maintaining a health fund balance for larger purchases.
80
Fire Equipment Replacement Fund
The Fire Equipment Replacement Fund was established a number of years ago for the accumulation of resources to purchase fire equipment. Other than investment earnings, there is no other dedicated revenue stream. Fire equipment is replaced far less frequently than other fleet vehicles. It is also far more expensive. There is no budgeted revenue or expense as we have entered into a Joint Powers agreement in 2014. We will need to decide if we wish to keep this fund open for large equipment purchases in the future.
2012 2013 2014 2015 2016 2017 Actual Actual Budget Proposed Projected Projected Revenues by Major Category: Property Taxes ------Intergovernmental ------Other Revenue 6,059 (2,532) 1,561 1,248 - - Equipment Certificates (debt) 519,476 - - - - - Transfers In - - 200,000 - - - Total Revenues 525,535 (2,532) 201,561 1,248 - -
Expenditures Capital Outlay 12,631 704,111 - 167,633 - 154,000 Transfers Out ------Total Expenditures 12,631 704,111 - 167,633 - 154,000
Revenues over (under) Expenditures 512,904 (706,643) 201,561 (166,385) - (154,000)
Fund Balance - Jan. 1st 234,030 746,934 40,291 241,852 75,467 75,467 Fund Balance - Dec. 31st 746,934 40,291 241,852 75,467 75,467 (78,533)
81
Park Fund
The Park Fund is used to account for the designated property tax levy, park dedication fees and other park / recreation-related contributions and their uses for park development and improvement. While shown in the Comprehensive Annual Financial Report as a special revenue fund, it is shown in the budget as a capital projects Fund.
The property tax levy has been set at $65,000. The $25,000 remaining is dedicated to the capital contribution required for payment of the capital lease for the energy improvement program with Johnson Controls. For 2016 and future years, the higher tax levy is being proposed to be used to fund park improvements.
FUND SUMMARY
2012 2013 2014 2015 2016 2017 Actual Actual Actual Budget Proposed Projected Revenues by Major Category: Property Taxes 65,000 65,000 65,000 65,000 90,000 90,000 Intergovernmental - - - - - Charges for Services** 3,650 4,280 10,393 - - Other Revenue 45,034 (6,726) 8,131 10,000 7,000 7,000 Transfers In - 30,000 77,696 - - Total Revenues 113,684 92,554 161,220 75,000 97,000 97,000
Expenditures Other Services & Charges 21,880 16,416 323,513 Capital Outlay 36,810 105,920 7,987 463,000 60,000 80,000 Transfers Out 25,000 - 25,000 25,000 25,000 25,000 Total Expenditures 83,690 122,336 356,500 488,000 85,000 105,000
Revenues over (under) Expenditures 29,994 (29,782) (195,280) (413,000) 12,000 (8,000)
Fund Balance - Jan. 1st 443,328 473,322 443,540 248,260 (164,740) (152,740) Fund Balance - Dec. 31st 473,322 443,540 248,260 (164,740) (152,740) (160,740)
** Includes Park Dedication Fees
Projects planned for 2016 include $25,000 for the Musical Park at Way Park. There is also funding slated for a Regional Park Shelter.
82
Capital Reserve Fund
The Capital Reserve Fund was established at the close of 2006 to set aside funds for future capital improvements. The initial deposit to the fund of $1,280,105 came from the City’s share of land sale proceeds from the Crossing’s project.
Since that time one-half of the fund’s reserves were transferred to the Insurance Fund to offset the investment loss. Subsequent transfers into the fund have come from surplus assets from matured general obligation improvement debt service funds. Investment earnings have also provided additional revenue.
2012 2013 2014 2015 2016 2017 Actual Actual Actual Budget Proposed Projected Revenues by Major Category: Property Taxes ------Intergovernmental ------Other Revenue 14,965 (10,730) - - - - Transfers In - - - 17,141 10,000 - Total Revenues 14,965 (10,730) - 17,141 10,000 -
Expenditures Capital Outlay - - - 95,000 Transfers Out 400,000 50,000 50,000 50,000 50,000 Total Expenditures 400,000 50,000 50,000 145,000 50,000 -
Revenues over (under) Expenditures (385,035) (60,730) (50,000) (127,859) (40,000) -
Fund Balance - Jan. 1st 1,104,776 719,741 659,011 609,011 481,152 441,152 Fund Balance - Dec. 31st 719,741 659,011 609,011 481,152 441,152 441,152
Land held for resale (outlot at the Cro (131,046) (131,046) (131,046) (131,046) (131,046) (131,046) Due from Other Funds (48,727) (48,727) (48,727) (48,727) (48,727) (48,727) Balance of Reserves 539,968 479,238 429,238 301,379 261,379 261,379
It is important to note that part of the fund’s reserve is not available for projects – the land held for resale and the receivable from other funds.
Until additional resources come into the fund, there is not much available for future projects.
83
WATER FUND
The Public Works Water Division provides potable water to City residents and industry. It is critical that an adequate and safe water supply is available for drinking, firefighting, and industry. This includes maintaining a safe and secure production and distribution system, supporting new development, and planning for the future water supply.
2015 2016 2017 Adopted % used PROPOSED PROJECTED REVENUES 2012 Actual 2013 Actual 2014 Actual Budget YTD July YTD BUDGET BUDGET Intergovernmental 9,900 7,979 - - - 0% - - Other Revenue 58,419 (54,060) 125,849 69,200 24,287 35% 69,200 69,200 Enterprise Revenue 2,229,562 2,237,112 2,158,076 2,022,746 817,982 40% 2,086,385 2,022,746 Total 2,297,881 2,191,031 2,283,925 2,091,946 842,269 40% 2,155,585 2,091,946
EXPENDITURES Personnel 340,973 337,828 359,635 387,807 177,652 46% 390,075 389,434 Supplies 129,970 171,772 155,111 237,000 64,615 27% 265,500 210,500 Other Services and Charges 356,597 369,105 465,585 490,165 235,404 48% 543,700 431,350 Total 827,540 878,705 980,331 1,114,972 477,671 43% 1,199,275 1,031,284
Net Income / (Loss) 1,470,341 1,312,326 1,303,594 976,974 364,598 37% 956,310 1,060,662
NON OPERATING EXPENSE Capital Outlay - 3,328 11,137 1,026,828 33,674 3% 1,563,295 68,365 Debt Service 60,452 34,271 36,321 326,287 311,394 95% 326,287 326,287 Total 385,626 357,255 47,458 1,353,115 345,068 26% 1,889,582 394,652
OTHER FINANCING SOURCES (USES) Contributed Assets - - - - - 0% - - Transfers In - 2,500 - - - 0% - - Transfers Out (14,510) (109,800) (132,757) (14,510) - 0% (534,944) (36,675) Bond Proceeds - - - - - 0% - -
CHANGE IN NET ASSETS 1,070,205 847,771 1,123,379 (390,651) 19,530 -5% (1,468,216) 629,335
Beginning Fund Balance 3,629,773 4,699,978 5,547,749 6,671,128 6,280,477 4,812,261 Ending Fund Balance* 4,699,978 5,547,749 6,671,128 6,280,477 4,812,261 5,441,596
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Completed 886 locates as of 6/18/15 with a total of 2042 locates completed in 2014.
Well No. 06 drilling process has begun and will be completed in 2015.
The SCADA (Supervisory Control And Data Acquisition) system has gone through an upgrade.
Cameras have been installed at most of the remote well sites and all well sites will have them by the end of 2015.
84
ACTIVITY MEASURES
Valve exercising has begun with the addition of seasonal staff. Exercising valves in the system keeps the valves in good working order and keeps the buildup of minerals in the valve channel to a minimum.
Hydrants are being painted and greased around town.
A graph of residential water consumption by tiers with monthly rainfall totals is shown below:
GOALS & INITIATIVES 2016
Complete all projects identified in 2016 CIP, with the largest project consisting of Well House Pumping Facility for Well No. 06 which will put the well into production.
Exercise 1/4 of the valves within the city 2016 focus in on the South side of town.
Paint 100 fire hydrants.
Rethread 20 fire hydrants to help prevent injuries from hydrant flushing.
Replace the driveway at well # 4.
85
Upgrade lights to more energy efficient lights at the well houses.
Inspect all of the water storage tanks.
86
WASTEWATER FUND
The Wastewater Division maintains and operates the wastewater collection system and treatment facility. State and Federal standards relating to the operating must be continually met in order to protect the users of the river and aquatic life in the river from pollutants generated by the system users.
2015 2016 2017 Adopted % used PROPOSED PROJECTED 2012 Actual 2013 Actual 2014 Actual Budget YTD July YTD BUDGET BUDGET REVENUES Intergovernmental - - - - - 0% - - Other Revenue 16,953 (22,710) 22,904 36,000 5,722 16% 36,000 36,000 Enterprise Revenue 3,601,600 3,779,034 3,840,432 3,773,597 1,794,486 48% 3,884,935 4,001,643 Total 3,618,553 3,756,324 3,863,336 3,809,597 1,800,208 47% 3,920,935 4,037,643
EXPENSES Personnel 476,412 517,966 525,354 640,373 223,242 35% 649,149 649,324 Supplies 420,824 466,895 529,661 505,900 199,062 39% 515,000 505,900 Other Services and Charges 670,365 757,566 785,226 1,003,527 357,563 36% 858,843 798,849 Total 1,567,601 1,742,427 1,840,241 2,149,800 779,867 36% 2,022,992 1,954,073
Net Income / (Loss) 2,050,952 2,013,897 2,023,095 1,659,797 1,020,341 61% 1,897,943 2,083,570
NON OPERATING EXPENSE Capital Outlay - 3,186 - 565,550 - 0% 442,356 1,223,122 Debt Service 422,438 402,951 217,513 1,582,164 389,583 25% 1,582,164 1,582,164 Total 1,527,142 1,519,887 217,513 2,147,714 389,583 18% 2,024,520 2,805,286
OTHER FINANCING SOURCES (USES) Contributed Assets - - - - - 0% - - Transfers In - - - - - 0% - - Transfers Out (23,215) (98,679) (24,153) - - 0% (42,216) (26,168) Bond Proceeds - - - - - 0% - 1,000,000
CHANGE IN NET ASSETS 500,595 395,331 1,781,429 (487,917) 630,758 -129% (168,793) 252,116
Beginning Fund Balance 1,756,657 2,257,252 2,652,583 4,434,012 3,946,095 3,777,302 Ending Fund Balance* 2,257,252 2,652,583 4,434,012 3,946,095 3,777,302 4,029,418
ACCOMPLISHMENTS & HIGHLIGHTS 2015 10,170 tons of Class A Exceptional Quality Bio-solids (sludge) were generated at the facility in the past year. The material is spread on agricultural land in the area and used as a soil amendment/fertilizer.
828 million gallons of raw sewage (2.26 million gallons/day) was treated at the wastewater treatment facility in the past year.
206,600 feet of sanitary sewer was cleaned and/or televised. The goal was to clean and/or televise at least 190,000 ft. of sanitary sewer this season.
87
ACTIVITY MEASURES
The following is a brief summary of the effluent quality for the past year:
Parameter MPCA monthly limit Worst month Annual average BOD Removal 85% (min.) 91% 97% BOD 322 kg/day (max) 187 kg/day 49 kg/day BOD 25mg/1 (max) 21 mg/1 6 mg/l Copper 1.45 kg/day (max) 0.30 kg/day 0.16 kg/day Copper 113 ug/1 (max) 33 ug/1 17 ug/l Fecal Coliform 200 CFU/100 ml (max) 35 CFU/100 ml 20 CFU/100 ml Ammonia nitrogen 175 kg/day (max) 64 kg/day 5.3 kg/day Ammonia nitrogen 8.9mg/1 (max) 8 mg/l 0.6 mg/1 Phosphorus 19.6 kg/day (max) 11.9 kg/day 3.6 kg/day Phosphorus 1.0 mg/1 (max) .98 mg/1 0.4 mg/l S. Solids removal 85% (min) 93% 95% Suspended Solids 386 kg/day (max) 139 kg/day 86 kg/day Suspended Solids 30 mg/1 (max) 16 mg/1 10 mg/l
GOALS & INITIATIVES 2016
Implement operational and process changes necessary to adjust for new limits and monitoring requirements identified in the renewed NPDES discharge permit for the Wastewater Treatment Facility. Staff is waiting on the MPCA response.
The goal for Wastewater Treatment Facility is to have no permit violations in 2016.
The target number for jet/vac and/or televising of the sanitary sewer system is 190,000 feet.
The goal for the collection system is to have no spills/bypasses in 2016.
Complete the Wastewater Treatment Facility Capital improvements identified in the Facility study.
88
GARBAGE FUND
The purpose of this fund is to manage the revenue and expenditures associated with the refuse collection system in Northfield; Dick’s Sanitation Inc. (DSI) is the current refuse hauler for the City.
2015 2016 2017 Adopted % used PROPOSED PROJECTED 2012 Actual 2013 Actual 2014 Actual Budget YTD July YTD BUDGET BUDGET REVENUES Other Revenue 1,585 1,114 5,852 3,000 2,166 72% 3,000 3,000 Enterprise Revenue 777,370 889,533 897,870 903,252 438,567 49% 903,252 903,252 Total Revenue 778,955 890,647 903,722 906,252 440,733 49% 906,252 906,252 EXPENSES Personnel 22,592 22,054 21,807 42,823 5,613 13% 44,946 43,266 Supplies 936 3,421 1,435 3,100 3,413 110% 3,100 3,100 Other Services and Charges 787,667 820,844 649,184 662,821 281,570 42% 713,321 707,321 Total Expenses 831,541 846,321 672,426 708,744 290,596 41% 761,367 753,687 Net Income / (Loss) (52,586) 44,326 231,296 197,508 150,137 76% 144,885 152,565 OTHER FINANCING SOURCES (USES) Capital Outlay- CIP (70,000) Transfers Out (2,000) (2,040) (2,081) (2,081) - 0% (2,081) (2,081) CHANGE IN NET ASSETS (54,586) 42,286 229,215 125,427 150,137 120% 142,804 150,484
Revenues over (under) Expenses (54,586) 42,286 229,215 125,427 150,137 120% 142,804 150,484 Appropriated Fund Balance - - - - - 0% - - BUDGET BALANCE (54,586) 42,286 229,215 125,427 150,137 120% 142,804 150,484
Beginning Fund Balance 139,319 84,733 127,019 356,234 481,661 624,465 Ending Fund Balance* 84,733 127,019 356,234 481,661 624,465 774,949
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Participation in the “Curb Cancer” pink cart program where $5 goes to the local ACS Chapter per cart
Angel Foundation donation match program where DSI matches an annual $12 donation
Participation in the “City of Northfield’s Youth Live Green Recycling Team where community groups can receive the proceeds from recycling containers located across town
ACTIVITY MEASURES
Baselines are being set to measure effectiveness of each of the three programs
GOALS & INITIATIVES 2016
Continue Marketing and advancement the Curb Cancer program
Define parameters for tracking the effectiveness of the Curb Cancer program
89
Market and advance the Angel Foundation donation match program
Define parameters for tracking the effectiveness of the Angel Foundation donation match program
Summarize the effectiveness and extent of the Live Green Recycling Team program and better market to incorporate different groups.
90
STORM WATER FUND
The storm water utility fund provides for the maintenance of existing storm water facilities, capital expenditures for system improvements including the collection system, new flood control and water quality facilities, and management studies and permits necessary to comply with federal and state water quality standards. The Streets and Parks Division performs day-to-day operation and maintenance of the system. Planning, design, permitting, education, and utility administration are completed by the Engineering Division.
The Cannon River is designated as an “Outstanding Value Resource Water.” Bedrock is close to the surface. Additionally, in other areas have clay soils. That type of soil is more drought tolerant – and able to withstand long periods without rain. There isn’t a uniform soil type throughout the community.
Because of this not all areas are suitable for rain gardens. Even those areas which might be suitable will likely require substantial soil amendment.
2015 2016 2017 Adopted % used PROPOSED PROJECTED 2012 Actual 2013 Actual 2014 Actual Budget YTD July YTD BUDGET BUDGET REVENUES Intergovernmental 79,298 - - - - 0% - - Other Revenue 3,980 (1,990) (1,108) 5,000 (247) -5% 5,000 5,000 Enterprise Revenue 658,244 675,398 703,940 713,176 379,706 53% 757,287 804,044 Total Revenue 741,522 673,408 702,832 718,176 379,459 53% 762,287 809,044
EXPENSES Personnel 11,297 6,797 5,291 22,716 6,292 28% 24,940 23,030 Supplies 23,042 47,623 28,250 14,000 17,210 123% 14,000 14,000 Other Services and Charges 127,413 132,666 407,471 119,623 46,824 39% 126,673 124,623 Total Expenses 161,752 187,086 441,012 156,339 70,326 45% 165,613 161,653
Net Income / (Loss) 579,770 486,322 261,820 561,837 309,133 55% 596,674 647,391
NON OPERATING EXPENSE Capital Outlay - 3,410 - - 259 0% 807,332 176,754 Debt Service 78,803 51,130 36,815 333,647 393,761 118% 333,647 333,647 Total 267,535 257,167 36,815 333,647 394,020 118% 1,140,979 510,401
OTHER FINANCING SOURCES (USES) Contributed Assets 134,314 - - - - 0% - - Transfers In 117,661 500,000 - Transfers Out (2,000) (2,040) (2,081) (2,081) - 0% (2,081) (2,081) Bond Proceeds - - - - - 0% - -
CHANGE IN NET ASSETS 444,549 227,115 222,924 226,109 (84,887) -38% (46,386) 134,909
Beginning Fund Balance 451,193 895,742 1,122,857 1,122,857 1,348,966 1,302,580 Ending Fund Balance* 895,742 1,122,857 1,345,781 1,348,966 1,302,580 1,437,488
91
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Completed Spring Creek Watershed Study
Continued effort to improve storm water MS4 Program
Design of Grant Park Stormwater Pond Rehabilitation
In progress GIS survey of existing stormwater structures
Partnership renewed with the Cannon River Watershed Partnership (CRWP) for stormwater education.
GOALS & INITIATIVES 2016
Improve MS4 program tracking, documentation, and reporting.
Construct Grant Park Storm Water Improvements
Construct storm water infrastructure improvements on Woodley Street with reconstruction project
Spring Creek Park – Restore and improve vegetation along Spring Creek in the park. This will include Willow Tree removal, burning, and planting of native grasses.
92
LIQUOR ENTERPRISE FUND
The municipal liquor store provides a closely regulated retail outlet for sales of liquor in the community. The liquor store provides support to the general fund operating budget, which goes to support a variety of services including police and parks.
2015 2012 2013 2014 Adopted % used 2016 2017 Actual Actual Actual Budget YTD July YTD Projected Projected OPERATING REVENUES Sales 2,918,912 3,080,661 3,163,170 3,265,857 1,537,250 47% 3,265,866 3,347,304 Cost of Sales (2,168,152) (2,290,467) (2,328,235) (2,436,777) (1,050,250) 43% (2,436,777) (2,499,047) GROSS PROFIT 750,760 790,194 834,935 829,080 487,000 59% 829,089 848,257
OTHER REVENUES 9,001 (13,392) 21,053 10,000 2,930 10,000 10,000 Total Revenues 759,761 776,802 855,988 839,080 489,930 58% 839,089 858,257
EXPENSES Personnel 367,510 383,322 403,619 401,989 187,452 47% 431,147 418,212 Supplies 10,150 13,941 41,685 37,030 8,467 23% 26,940 37,800 Other Services and Charges 155,739 146,454 156,622 199,256 75,468 38% 198,576 217,370 Total Expenses 533,399 543,717 601,926 638,275 271,387 43% 656,663 673,382
Net Income (Loss) 226,362 233,085 254,062 200,805 218,543 109% 182,426 184,875
OTHER FINANCING SOURCES (USES) (131,280) (131,280) (131,280) (131,406) (4,710) (139,892) (131,280)
CHANGE IN NET ASSETS 95,082 101,805 122,782 69,399 213,833 42,534 53,595
Revenue over (under) expenditures 101,805 122,782 138,798 213,833 85,068
Beginning Fund Balance 1,022,935 1,118,017 1,219,822 1,342,604 1,556,437 1,641,505 Ending Fund Balance 1,118,017 1,219,822 1,342,604 1,556,437 1,641,505 1,695,100
ACCOMPLISHMENT & HIGHLIGHTS 2015
Slight decrease in sales across the board in all categories.
Customer counts down from the prior year, while the average sales transaction amounts hold relatively steady.
Upgrade Inventory Management system.
Upgrade digital security system—in progress
Upgrade Credit Card processing to EMV compliance—in progress
93
GOALS & INITIATIVES 2016
Liquor Store initiatives support the vision statement for the City of Northfield: Striving for excellence, committed to service. The initiatives also address the critical ongoing need to ensure the city’s financial stability and viability, by maximizing non-tax revenues. Initiated in 2008, and continued through 2015, is a request for a public service program to address alcohol-related problems in the community. The total program is funded at $20,000, with $17,500 administered by the Mayor’s Task Force on Youth Alcohol and Drug Use and $2,500 provided to the D.A.R.E. program administered by the Northfield Police Department.
Implement Point of Sale / Inventory Management upgrades to increase sales and profitability through improved efficiency of operations.
Identify niche markets and initiate a marketing strategy to increase market share.
Continue to promote wines sales through the steady improvement of product selections, as well as via wine club and a variety of community events.
Continue to focus on friendly, informed professional customer service, while making use of available technology to promote the store to attain higher visibility and growing awareness within the community.
Continue to manage liquor store development project according to direction provided by Council.
94
INFORMATION TECHNOLOGY
The Information Technology department provides technical support, information and telecommunications services to all city operations. The department supports all facets of technology including the city networks, telephones, audio and visual equipment, computer centers and electronic mail, voice systems, door and video security systems. The department has a one quarter FTE director shared with Library Services, three full-time technicians, the services of an IT Consultant to assist with projects, priorities and strategic planning.
2015 2016 2017 2012 Adopted % used Proposed Projected Actual 2013 Actual 2014 Actual Budget YTD July YTD Budget Budget REVENUES Other Revenue 7,244 (7,330) 6,957 8,000 2,480 31% 8,000 8,000 Internal Service Revenue 50,995 67,515 64,376 613,798 311,100 51% 636,169 636,169 Transfer In - - 360,000 - - - - - Total Revenue 58,239 60,185 431,333 621,798 313,580 50% 644,169 644,169
EXPENSES Personal Services - - 232,971 259,642 125,098 48% 275,419 265,073 Supplies 19,597 68,446 81,073 179,000 6,025 3% 49,000 109,000 Other Services and Charges - 27,694 135,260 143,050 47,391 33% 236,250 175,050 Depreciation - - - - - 0% - - Capital Outlay - 23,850 69,283 39,500 6,899 17% 70,500 39,500 Transfers Out 100,000 Total Expenses 119,597 119,990 518,587 621,192 185,413 30% 631,169 588,623
Net Income / (Loss) (61,358) (59,805) (87,254) 606 128,167 13,000 55,546
OTHER FINANCING SOURCES (USES) Transfer Out ------Sale of Assets ------
CHANGE IN NET ASSETS (61,358) (59,805) (87,254) 606 128,167 13,000 55,546
Beginning Fund Balance 519,466 458,108 398,303 311,049 311,655 324,655 Ending Fund Balance 458,108 398,303 311,049 311,655 324,655 380,201
ACCOMPLISHMENTS & HIGHLIGHTS 2015
Continued the planning, coordination and implementation of existing and new technologies as part of the Library Improvement project
Added high speed connections to 10 City buildings to City facilities to vastly improve speed and capacity to the wide-area building infrastructure
Implemented upgrades to the City’s Avaya telephone software (in process mid-2015)
Completed inventory of all hardware, platforms, software and applications by department
Continued to improve IT request communication processes
95
Installed improved infrastructure to the Local Area Network
Greatly enhanced the City’s Disaster Recovery Plan for IT Services
Enhanced computer deployment system and realized marked improvement in deployment speed and consistency
Implemented City staff technology training initiative
Enhanced IT performance metrics for both customer statistics and system performance
Continued to support all facets of City technology, including city networks, telephone, audio and visual equipment, computer center and electronic mail, voice systems and door and video security systems
GOALS & INITIATIVES 2016
Complete the planning, coordination and implementation of existing and new technologies as part of the Library Improvement project, including 18 new public computers, public use iPad initiative and audio-visual meeting room upgrades
Implement City Council Chamber AV upgrades
Implement improved email and messaging capabilities with City-wide upgrade to Exchange Server 2016
Execute new Enterprise agreement for Microsoft productivity software realizing substantial savings
Re-architect the IT Procurement process in partnership with the Finance Department to achieve maximum transparency and accountability
Execute City-wide migration to Windows 10 to all Client devices
Continue to develop City staff technology training in partnership with City Human Resources Department
Evaluate the potential deployment of Office 16 for all City devices
Integrate electronic door controls into a unified City-wide management system
Integrate video surveillance into a unified City-wide management system
96
INSURANCE FUND
This fund was established in early 2007 – effective at the close of 2006. The initial purpose of this internal service fund was to provide reserves for insurance losses that would allow the City to move to a higher deductible and secondarily provide a means of setting aside monies for compensated absences liability. An initial $100,000 contribution from the General Fund was part of the Council action. The annual rebate from the League of Minnesota Cities Insurance Trust is also recorded to this fund to help build up the fund balance.
Going forward, the chargebacks to operating funds for insurance costs will be adjusted to not only cover the cost of current insurance coverage, but to help build loss reserves. After final 2015 insurance numbers, we will adjust the 2017 chargebacks if necessary to continue building this fund.
2015 2016 2017 2012 Adopted % used Proposed Projected Actual 2013 Actual 2014 Actual Budget YTD July YTD Budget Budget REVENUES Taxes 53,314 99,203 39,581 16,500 21,340 129% 16,500 16,500 Intergovernmental (416) - 60,230 - - 0% - - Other Revenue 127,148 109,562 85,158 33,000 10,424 0% 38,000 38,000 Internal Service Revenue 505,083 395,452 397,696 505,000 187,046 37% 505,000 505,000 Total Revenue 685,129 604,217 582,665 554,500 218,810 39% 559,500 559,500
EXPENSES Personal Services 202,376 169,678 203,059 265,798 116,177 44% 265,708 266,515 Other Services and Charges 180,929 177,111 228,138 289,000 119,942 42% 290,000 294,000 Capital Outlay - - - - - 0% - - Debt Service - - - - - 0% - - Total Expenses 383,305 346,789 431,197 554,798 236,119 43% 555,708 560,515
Net Income / (Loss) 301,824 257,428 151,468 (298) (17,309) 3,792 (1,015)
OTHER FINANCING SOURCES (USES) Transfer In ------
CHANGE IN NET ASSETS 301,824
Beginning Fund Balance (65,908) 235,916 493,344 644,812 644,514 648,306 Ending Fund Balance 235,916 493,344 644,812 644,514 648,306 647,291
97
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐GENERAL FUND
REVENUES Taxes 101‐31010 Ad Valorum Taxes Current 4,931,255 5,184,220 5,113,126 5,156,637 1,487,683 29% 5,311,336 5,470,676 101‐31020 Ad Valorum Taxes Delinquent 80,477 48,760 53,625 ‐ 22,819 0% ‐ ‐ 101‐31410 Lodging Taxes 88,820 82,100 92,993 82,000 19,360 24% 82,000 82,000 101‐31411 Lodging Tax Penalties 686 23 ‐ ‐ ‐ 0% ‐ ‐ TOTAL Taxes 5,101,238 5,315,103 5,259,744 5,238,637 1,529,862 29% 5,393,336 5,552,676
Licenses & Permits 101‐32110 Liquor Licenses 55,585 53,240 53,030 58,050 62,260 107% 60,000 60,000 101‐32180 Cigarette Licenses 4,050 3,575 4,250 4,050 1,275 31% 4,050 4,050 101‐32181 Miscellaneous Licenses 3,664 3,507 4,161 4,050 3,457 85% 3,580 3,580 101‐32210 Building Permits 163,974 183,848 162,449 180,000 80,250 45% 180,000 180,000 101‐32230 Plumbing Permits 11,249 14,554 17,909 11,000 8,185 74% 11,000 11,000 101‐32235 Electrical Inspection Fees ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐32240 Mechanical Permits 21,130 24,446 22,182 18,000 23,968 133% 18,000 18,000 101‐32245 Bldg Insp Review Fees 64,845 94,653 82,931 50,000 40,648 81% 50,000 50,000 101‐32250 Dev Permit & Fees 34,507 7,720 6,645 30,000 3,400 11% 30,000 30,000 101‐32260 Rental Licenses & Renewals 61,689 78,806 43,016 35,000 22,097 63% 35,000 35,000 101‐32290 Misc Permit Revenue 75 250 325 ‐ 400 0% ‐ ‐ TOTAL Licenses & Permits 420,768 464,599 396,898 390,150 245,940 63% 391,630 391,630
Intergovernmental 101‐33100 Federal Grants 173,815 ‐ ‐ ‐ ‐ ‐ 101‐33130 StateLocal Government Aid 2,243,397 2,243,397 2,802,323 2,902,875 ‐ 0% 2,889,839 2,889,839 101‐33418 MSA Maintenance 173,491 184,050 190,235 190,235 100,163 53% 190,235 190,235 101‐33420 State Police Relief 135,923 147,785 152,954 147,700 ‐ 0% 147,700 147,700 101‐33421 State Fire Relief 100,904 143,432 142,563 ‐ 1,000 0% 142,000 ‐ 101‐33422 State PD Training/Vest Reimb 9,917 6,493 6,114 8,350 ‐ 0% 8,350 8,350 101‐33423 State Fire Training Reimbursem ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐33433 State ‐ Miscellaneous 14,049 14,049 14,050 14,049 ‐ 0% 14,049 14,049 101‐33440 Other State Grants & Aid 42,357 17,127 11,965 11,445 6,071 53% 11,445 11,445 101‐33610 County Grants & Aids for iigiw 7,223 9,310 9,310 7,223 ‐ 0% 7,223 7,223 101‐33620 Other Co.Grants/LibrarySupport 180,225 300,868 188,470 188,470 94,655 50% 188,470 188,470 TOTAL Intergovernmental 3,081,301 3,066,511 3,517,984 3,470,347 201,889 6% 3,599,311 3,457,311
Charges for Services 101‐34101 Rent ‐ DMV & Rice County 9,750 9,750 9,750 9,750 4,500 46% 9,750 9,750
1 2
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐34103 Community Events‐Reimbursement 7,759 6,938 3,006 ‐ ‐ 0% ‐ ‐ 101‐34105 Sale of Maps/Publications 226 201 47 200 23 12% 200 200 101‐34107 Special Assessment Searches 2,400 3,100 3,800 2,250 2,975 132% 2,600 2,600 101‐34110 Administrative Charge 628,183 633,846 626,110 633,816 302,444 48% 633,816 633,816 101‐34113 Conduit Debt Fees ‐ ‐ 16,486 1,500 4,050 0% 1,500 1,500 101‐34115 Bond Administrative Fees ‐ 2,500 ‐ ‐ ‐ 0% ‐ ‐ 101‐34201 Special Police Services 31,104 21,553 20,851 25,000 4,013 16% 25,000 25,000 101‐34202 Rural & Elko Fire Service 38,659 37,420 20,602 ‐ 6,888 0% 32,000 32,000 101‐34206 School Police Officer Reimburs 46,100 47,000 48,400 48,400 ‐ 0% 48,400 48,400 101‐34240 Building Contractor Seminar 5,160 5,330 7,820 10,000 4,760 48% 10,000 10,000 101‐34300 Engineering Fees 254,443 228,770 274,931 285,000 91,090 32% 285,000 285,000 101‐34301 Street Revenue 15,804 13,445 14,053 5,000 400 8% 5,000 5,000 101‐34303 Boulevard Tree Revenue 3,564 3,418 1,702 3,500 11,589 331% 3,500 3,500 101‐34310 Street Ligiting Revenue 2,349 2,351 2,349 2,350 2,483 106% 2,350 2,350 101‐34705 Swimming Pool Annual Passes 97,395 76,023 71,602 96,000 60,468 63% 80,000 80,000 101‐34707 Pool Rentals 8,944 8,452 3,654 8,700 940 11% 8,700 8,700 101‐34708 Pool Rental ‐ Exempt ‐ ‐ 1,945 ‐ 415 0% 101‐34710 Swimming Pool Fees 43,595 43,774 43,960 44,000 13,822 31% 44,000 44,000 101‐34711 Pool Concessions 4,484 2,226 19,620 20,000 8,108 41% 20,000 20,000 101‐34712 Swimming Lesson Fees 1,483 ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐34749 Arena Ice Rental 537 2,745 24,630 500 473 0% 500 500 101‐34750 Arena Ice Rental ‐ Exempt 263,886 276,713 177,008 289,000 125,317 43% 289,000 289,000 101‐34751 Arena Public Skate 4,778 4,234 5,647 4,800 1,798 37% 4,800 4,800 101‐34752 Arena Building Rental 2,229 7,488 7,681 5,500 4,615 84% 5,500 5,500 101‐34753 Arena Advertising 1,550 ‐ 3,750 1,850 ‐ 0% 1,850 1,800 101‐34754 Arena Concessions 1,287 1,344 768 1,200 748 62% 1,200 1,200 101‐34755 Arena Pro Shop Sales 6,775 6,840 9,017 7,500 3,593 48% 7,500 7,500 101‐34756 NHA Arena Agreement 16,250 15,500 15,500 15,000 500 3% 15,000 15,000 101‐34760 Library Services 12,729 12,631 12,022 11,000 5,355 49% 11,000 11,000 101‐34781 Park Service Fees 2,830 3,952 6,076 3,100 3,642 117% 3,100 3,100 101‐34784 Showmobile Rental Fees 459 570 221 800 ‐ 0% 800 800 TOTAL Charges for Services 1,514,712 1,478,114 1,453,008 1,535,716 665,009 43% 1,552,066 1,552,016
Fines,Fees, Forfeitures 101‐35101 Court Fines/Restitutions 71,529 55,428 66,561 79,000 39,114 50% 79,000 79,000 101‐35102 Parking Fines 7,270 27,126 16,715 25,000 16,253 65% 25,000 25,000 101‐35103 Library Fines 29,156 30,895 26,553 33,000 11,329 34% 33,000 33,000 101‐35106 Animal Pound Fines 4,100 4,094 3,698 4,000 1,420 36% 4,000 4,000 101‐35107 Property Maintenance Fines 5,122 1,899 746 6,000 250 4% 6,000 6,000 TOTAL Fines, Fees, Forfeitures 117,177 119,442 114,273 147,000 68,366 47% 147,000 147,000
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Other Revenue 28 101‐36210 Interest on Investments 90,885 76,379 94,740 150,000 9,724 6% 100,000 120,000 101‐36211 Investment Market Value (167,786) 49,001 ‐ 3,835 101‐36230 Contributions & Donations 150,300 153,567 264,947 260,625 55,218 21% 260,625 260,625 101‐36231 Capital Contributions ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐36240 Refunds & Reimbursements ‐ 321 5,132 ‐ ‐ 0% ‐ ‐ 101‐36245 Police Forfeitures‐‐Designated 7,631 2,653 2,581 ‐ 1,100 0% ‐ ‐ 101‐36250 Miscellaneous Revenues 21,955 4,690 37,433 10,000 1,955 20% 10,000 10,000 101‐36255 Cash Over 906 201 291 ‐ 135 0% ‐ ‐ 101‐36265 NSF Service Charges 2,828 (1,534) 566 ‐ 230 0% ‐ ‐ TOTAL Other Revenue 274,505 68,519 454,691 420,625 72,197 17% 370,625 390,625
Other Financing Sources 101‐39101 Sales of General Fixed Assets 1,029 5,682 7,747 ‐ ‐ 0% ‐ ‐ 101‐39200 Transfer In (sum) 296,788 288,412 336,783 170,800 31,612 19% 156,000 156,000 Liquor profit 125,000 125,000 125,000 ‐ 0% 125,000 125,000 Park Fund ‐ energy improvements 25,000 25,000 25,000 ‐ 0% 25,000 25,000 Cable ‐ Newsletter 25,000 25,000 ‐ ‐ 0% ‐ ‐ Vei & Equip Repl ‐ one‐time ‐ ‐ ‐ ‐ 0% ‐ ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ From 701 for project ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐39300 Transfer In ‐ Comp Unit (sum) ‐ ‐ ‐ 0% ‐ ‐ IT Ops EDA ‐ ‐ ‐ ‐ 0% ‐ ‐ IT Ops HRA ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Financing Sources 297,817 294,094 344,530 170,800 31,612 19% 156,000 156,000
TOTAL REVENUES 10,807,518 10,806,382 11,541,128 11,373,275 2,814,875 25% 11,609,968 11,647,258
EXPENDITURES
Mayor & City Council
PERSONAL SERVICES 101‐4100‐1103 Salaries PartTime 52,399 53,409 53,261 58,872 26,964 46% 60,046 60,046 101‐4100‐1121 PERA 1,835 1,816 1,816 2,540 919 36% 3,000 2,591 101‐4100‐1122 FICA 4,009 4,086 4,075 4,503 2,063 46% 4,591 4,591 101‐4100‐1151 Workers' Comp Insurance Pre 102 286 102 110 55 50% 117 117
3 4
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL PERSONAL SERVICES 58,345 59,597 59,254 66,025 30,001 45% 67,754 67,345
SUPPLIES 101‐4100‐2218 General Supplies 678 95 4,512 1,000 187 19% 1,200 1,200
Charges FOR SERVICES 101‐4100‐3300 Other Professional Services 35,364 4,856 596 22,000 703 3% 10,000 10,000 101‐4100‐3304 Legal Services ‐ ‐ ‐ ‐ ‐ 20,000 20,000 101‐4100‐3309 Programs and Public Services ‐ 17,500 ‐ ‐ ‐ 20,000 20,000 101‐4100‐3310 Data Processing Services 960 960 960 23,610 11,805 50% ‐ ‐ 101‐4100‐3313 CE, IRC & Volunteer ‐ (37) ‐ 48,175 ‐ 0% 48,175 48,175 101‐4100‐3320 Telephone & Communication 112 ‐ ‐ 2,100 ‐ 0% 2,100 2,100 101‐4100‐3331 Mileage/Meals/Lodging 442 2,480 2,795 7,700 97 1% 9,600 12,300 101‐4100‐3333 Staff Training/Conferences 1,204 2,340 2,933 4,775 755 16% 3,700 5,350 TOTAL CHARGES FOR SERVICES 38,082 28,099 7,284 108,360 13,360 12% 113,575 117,925
Other Charges 101‐4100‐4463 Dues, Membersiips, Subscrip 16,581 17,220 17,587 19,100 1,861 10% 18,575 19,250 101‐4100‐4917 Partnership Programs 5,000 22,500 59,656 59,656 35,396 59% 66,092 66,092 101‐4100‐7200 Transfer Out ‐ ‐ ‐ ‐ ‐ 30,409 30,409 TOTAL OTHER CHARGES 21,581 39,720 77,243 78,756 37,257 47% 115,076 115,751
TOTAL Mayor & City Council 118,686 127,511 148,293 254,141 80,805 32% 297,605 302,221
Administration
PERSONAL SERVICES 101‐4110‐1101 Salaries FullTime 168,181 140,028 139,251 134,189 52,017 39% 115,265 115,271 101‐4110‐1102 Salaries Overtime 359 34 17 300 ‐ 0% ‐ ‐ 101‐4110‐1103 Salaries PartTime ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4110‐1112 Longevity 887 1,361 1,392 70 ‐ 0% 4,257 ‐ 101‐4110‐1116 Vehicle Allowance 3,634 3,662 3,903 4,200 1,772 42% 4,200 4,200 101‐4110‐1121 PERA 10,207 10,162 10,102 10,613 3,649 34% 9,206 9,206 101‐4110‐1122 FICA 12,081 10,076 10,159 9,108 3,580 39% 7,947 7,947 101‐4110‐1131 Medical/Dental/Life Insur 18,800 15,268 29,032 16,175 7,623 47% 15,448 15,448 101‐4110‐1132 Employer HSA Contribution 1,799 763 2,130 88 1,750 1989% 3,500 3,500 101‐4110‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4110‐1151 Workers' Comp Insurance Pre 717 72 737 700 350 0% 594 594 TOTAL PERSOSONAL SERVICES 216,665 181,426 196,723 175,443 70,741 40% 160,417 156,166
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
SUPPLIES 101‐4110‐2218 General Supplies 1,809 4,959 1,234 2,200 200 9% 2,200 2,200
Charges FOR SERVICES 101‐4110‐3300 Other Professional Services 6,979 1,247 64 12,000 59 0% 12,000 15,000 101‐4110‐3304 Legal Services 187,985 128,402 121,422 175,000 41,815 24% 150,000 160,000 101‐4110‐3310 Data Processing Services 1,480 1,480 1,480 22,238 11,119 50% ‐ 23,000 101‐4110‐3320 Telephone & Communication ‐ ‐ ‐ 900 ‐ 0% ‐ ‐ 101‐4110‐3325 Media Communications 21,194 19,474 17,861 17,500 5,859 33% 9,000 9,400 101‐4110‐3331 Mileage/Meals/Lodging 356 636 2,192 4,150 238 6% 6,000 6,150 101‐4110‐3333 STAFF TRAINING/CONF EXPENSE 905 4,418 3,110 3,550 1,491 42% 4,200 4,350 TOTAL Charges FOR SERVICES 218,899 155,657 146,129 235,338 60,581 26% 181,200 217,900
Other Charges 101‐4110‐4463 Dues, Membersiips, Subscrip 1,147 1,203 796 1,500 149 10% 1,200 1,475
101‐4110‐5570 Office Equipment & Furniture 1,800 1,500 101‐4110‐7200 Transfer Out 21,607 21,607
TOTAL Administration 438,520 343,245 344,882 416,281 131,671 32% 368,124 399,348
City Clerk
PERSONAL SERVICES 101‐4120‐1101 Salaries FullTime 77,002 79,584 102,176 107,102 53,686 50% 109,182 109,554 101‐4120‐1102 Salaries Overtime 200 ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4120‐1103 Salaries PartTime 18,276 24,418 ‐ ‐ ‐ 0% ‐ ‐ 101‐4120‐1112 Longevity 3,817 3,884 3,967 2,975 ‐ 0% 3,193 3,193 101‐4120‐1121 PERA 7,104 7,697 7,479 8,309 3,822 46% 8,507 8,507 101‐4120‐1122 FICA 7,404 8,023 6,927 6,143 3,522 57% 6,497 6,497 101‐4120‐1131 Medical/Dental/Life Insur 6,290 5,868 17,017 26,710 10,950 41% 26,839 28,032 101‐4120‐1132 Employer HSA Contribution 1,750 1,750 4,525 6,125 2,587 42% 4,813 6,125 101‐4120‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4120‐1151 Workers' Comp Insurance Pre 848 752 751 693 347 50% 740 740 TOTAL PERSONAL SERVICES 122,691 131,976 142,842 158,057 74,914 47% 159,771 162,648
SUPPLIES 101‐4120‐2218 General Supplies 394 563 1,382 1,200 97 0% 1,200 1,300
5 6
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Charges FOR SERVICES 101‐4120‐3300 Other Professional Services 15,467 9,960 8,519 18,000 ‐ 0% 18,000 18,000 101‐4120‐3304 Legal Services ‐ ‐ 1,064 ‐ 101‐4120‐3310 Data Processing Services 450 450 450 21,888 10,944 50% ‐ 21,888 101‐4120‐3320 Telephone & Communication 408 165 ‐ 600 ‐ 0% ‐ ‐ 101‐4120‐3331 Mileage/Meals/Lodging 1,195 688 1,029 2,500 41 2% 3,250 3,150 101‐4120‐3333 Staff Training/Conferences 210 1,511 255 2,000 ‐ 0% 3,000 3,075 TOTAL Charges FOR SERVICES 17,730 12,774 10,253 44,988 12,049 27% 24,250 46,113
Other Charges 101‐4120‐4463 Dues, Membersiips, Subscrip 290 220 360 550 155 28% 350 400 101‐4120‐7200 Transfer Out 14,777 14,777
TOTAL City Clerk 141,105 145,533 154,837 204,795 87,215 43% 200,348 225,238
Elections PERSONAL SERVICES 101‐4125‐1103 Salaries PartTime ‐ ‐ ‐ ‐ ‐ 0% 5,000 5,000 101‐4125‐1122 FICA ‐ ‐ ‐ ‐ ‐ 0% 574 574 TOTAL PERSONAL SERVICES ‐ ‐ ‐ ‐ ‐ 0% 5,574 5,574
SUPPLIES 101‐4125‐2218 General Supplies 698 92 567 1,000 ‐ 0% 2,000 2,000
Charges FOR SERVICES 101‐4125‐3300 Other Professional Services 25,057 2,859 29,445 12,000 6,680 56% 40,600 7,600 101‐4125‐3351 Printing & Binding 9,874 1,236 ‐ 7,000 4,035 0% 8,200 9,000 TOTAL Charges FOR SERVICES 34,931 4,095 29,445 19,000 10,715 56% 48,800 16,600
CAPITAL OUTLAY 101‐4125‐5580 Other Equipment ‐ 5,000 15,000 ‐ 0% ‐ 5,000 OTHER CHARGES 101‐4125‐7200 Transfer Out 4,404 4,404
TOTAL Elections 35,629 9,187 30,012 35,000 10,715 31% 60,778 33,578
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Finance PERSONAL SERVICES 101‐4130‐1101 Salaries FullTime 250,213 235,700 221,645 256,379 111,724 44% 263,660 265,296 101‐4130‐1102 Salaries Overtime 449 105 ‐ ‐ ‐ 0% ‐ ‐ 101‐4130‐1103 Salaries PartTime ‐ 8,668 ‐ ‐ ‐ 0% ‐ ‐ 101‐4130‐1112 Longevity 4,234 3,861 3,412 3,611 24 1% 4,381 4,381 101‐4130‐1115 Clothing Allowance 400 399 400 400 ‐ 0% 400 400 101‐4130‐1121 PERA 18,136 16,385 15,880 19,678 8,311 42% 20,498 20,624 101‐4130‐1122 FICA 17,625 17,587 15,674 15,959 7,779 49% 16,940 17,066 101‐4130‐1131 Medical/Dental/Life Insur 41,677 31,157 35,532 42,099 22,925 54% 46,979 46,983 101‐4130‐1132 Employer HSA Contribution 7,158 7,036 9,981 12,163 5,207 43% 10,413 10,413 101‐4130‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4130‐1151 Workers' Comp Insurance Pre 1,912 2,098 2,098 1,972 986 50% 2,053 2,066 TOTAL PERSONAL SERVICES 341,804 322,996 304,622 352,261 156,956 45% 365,324 367,229
SUPPLIES 101‐4130‐2218 General Supplies 6,093 4,306 4,237 4,800 1,180 25% 2,600 2,600
Charges FOR SERVICES 101‐4130‐3300 Other Professional Services 20,595 26,548 19,222 14,000 4,042 29% 14,000 14,000 101‐4130‐3301 Auditing & Accounting Servi 21,868 23,286 32,450 29,000 12,892 44% 30,000 30,000 101‐4130‐3306 Contracted Services ‐ ‐ ‐ 1,000 ‐ 0% 1,000 1,000 101‐4130‐3310 Data Processing Services 2,120 2,182 2,120 48,983 24,492 50% ‐ ‐ 101‐4130‐3331 Mileage/Meals/Lodging 1,939 1,136 2,214 2,300 122 5% 2,400 2,400 101‐4130‐3333 Staff Training/Conferences 1,068 699 1,635 3,500 290 8% 3,350 3,350 TOTAL Charges FOR SERVICES 47,590 53,851 57,641 98,783 41,838 42% 50,750 50,750
Other Charges 101‐4130‐4463 Dues, Membersiips, Subscrip 1,470 465 831 1,200 120 10% 1,300 1,300 101‐4130‐7200 Transfer Out 30,199 30,199
TOTAL Finance 396,957 381,618 367,331 457,044 200,094 44% 450,173 452,078
Information Technology
PERSONAL SERVICES 101‐4140‐1101 Salaries FullTime 103,898 134,470 ‐ ‐ 0% ‐ ‐ 101‐4140‐1102 Salaries Overtime 174 409 ‐ ‐ 0% ‐ ‐
7 8
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 1014140‐1112 Longevity 621 635 ‐ ‐ 0% ‐ ‐ 101‐4140‐1116 Vehicle Allowance ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4140‐1121 PERA 7,506 9,014 ‐ ‐ 0% ‐ ‐ 101‐4140‐1122 FICA 7,863 10,165 ‐ ‐ 0% ‐ ‐ 101‐4140‐1131 Medical/Dental/Life Insur 13,590 12,788 ‐ ‐ 0% ‐ ‐ 101‐4140‐1132 Employer HSA Contribution 1,896 3,500 ‐ ‐ 0% ‐ ‐ 101‐4140‐1151 Workers' Comp Insurance Pre 959 996 ‐ ‐ 0% ‐ ‐ TOTAL PERSONAL SERVICES 136,507 171,977 ‐ ‐ 0% ‐ ‐
SUPPLIES 101‐4140‐2210 Non‐Capital Equipment 31,036 20,827 ‐ ‐ 0% ‐ ‐ 101‐4140‐2218 General Supplies 7,134 7,148 ‐ ‐ 0% ‐ ‐ 101‐4140‐2222 Equipment Maintenance 2,833 ‐ ‐ ‐ 0% ‐ ‐ TOTAL SUPPLIES 41,003 27,975 ‐ ‐ 0% ‐ ‐
Charges FOR SERVICES 101‐4140‐3300 Other Professional Services 35,037 30,768 ‐ ‐ 0% ‐ ‐ 101‐4140‐3310 Data Processing Services 9,605 9,605 ‐ ‐ 0% ‐ ‐ 101‐4140‐3320 Telephone & Communication 16,537 12,095 ‐ ‐ 0% ‐ ‐ 101‐4140‐3331 Mileage/Meals/Lodging 192 311 ‐ ‐ 0% ‐ ‐ 101‐4140‐3333 Staff Training/Conferences 1,950 1,970 ‐ ‐ 0% ‐ ‐ TOTAL Charges FOR SERVICES 63,321 54,749 ‐ ‐ 0% ‐ ‐
Other Charges 101‐4140‐4446 Software License Fees 61,579 62,641 ‐ ‐ 0% ‐ ‐ 101‐4140‐4463 Dues, Membersiips, Subscrip 76 ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Charges 61,655 62,641 ‐ ‐ 0% ‐ ‐
TOTAL Information Technology ‐ ‐ 0%
Human Resources / Risk Mgmt PERSONAL SERVICES 101‐4150‐1101 Salaries FullTime 120,879 129,831 116,735 136,320 61,604 45% 146,315 147,729 101‐4150‐1103 Salaries PartTime 22,957 25,024 25,722 29,023 9,176 32% 27,703 29,970 101‐4150‐1112 Longevity 3,876 1,380 ‐ 1,322 ‐ 0% 1,498 1,498 101‐4150‐1121 PERA 10,517 10,023 10,258 12,766 5,260 41% 13,434 13,562 101‐4150‐1122 FICA 11,130 10,586 10,609 11,522 5,293 46% 12,036 12,164 101‐4150‐1131 Medical/Dental/Life Insur 10,387 33,464 11,098 14,995 8,092 54% 16,919 16,922
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4150‐1132 Employer HSA Contribution 2,594 2,186 2,683 3,413 1,750 51% 3,500 3,500 101‐4150‐1142 Unemployment Compensation ‐ (666) ‐ ‐ ‐ ‐ ‐ 101‐4150‐1151 Workers' Comp Insurance Pre 1,016 1,057 1,103 1,268 634 50% 1,334 1,347 TOTAL PERSONAL SERVICES 183,356 212,885 178,208 210,629 91,809 44% 222,739 226,692
SUPPLIES 101‐4150‐2218 General Supplies 1,042 1,322 650 2,497 347 14% 2,497 2,497
Charges FOR SERVICES 101‐4150‐3300 Other Professional Services 37,592 21,611 45,504 35,000 2,848 8% 55,000 35,000 101‐4150‐3304 Legal Services 4,348 12,299 16,620 12,000 7,174 60% 12,000 12,000 101‐4150‐3308 Personnel Testing & Recrui 39,155 41,668 26,362 40,000 9,849 25% 40,000 40,000 101‐4150‐3310 Data Processing Services 1,700 1,700 1,700 42,160 21,080 50% ‐ ‐ 101‐4150‐3331 Mileage/Meals/Lodging 1,470 216 828 1,248 240 19% 1,248 1,248 101‐4150‐3333 Staff Training/Conference 654 5,412 608 2,700 470 17% 2,700 2,700 101‐4150‐3334 City Staff Training/Complia 16,332 6,249 5,189 20,000 ‐ 0% 20,000 20,000 101‐4150‐3335 Employee Recognition 71 15,146 6,427 8,000 4,709 59% 8,000 8,000 TOTAL Charges FOR SERVICES 101,322 104,301 103,238 161,108 46,370 29% 138,948 118,948
Other Charges 101‐4150‐4463 Dues, Membersiips, Subscrip 544 471 150 1,000 300 30% 1,000 1,000 101‐4150‐5570 Office Equipment & Furniture 3,746 101‐4150‐7200 Transfer Out 38,089 38,089
TOTAL Human Resources / Risk Mgmt 286,264 318,979 285,992 375,234 138,826 37% 403,273 387,226
Community Development
PERSONAL SERVICES 101‐4160‐1101 Salaries FullTime 64,791 71,975 66,880 68,644 32,816 48% 62,392 70,246 101‐4160‐1102 Salaries Overtime ‐ 332 ‐ 1,456 ‐ 0% 40 1,456 101‐4160‐1103 Salaries PartTime ‐ 1,553 ‐ ‐ ‐ 0% ‐ ‐ 101‐4160‐1112 Longevity 2,436 1,617 ‐ 1,404 ‐ 0% 313 1,404 101‐4160‐1115 Clothing Allowance 200 193 200 200 ‐ 0% 4,400 200 101‐4160‐1116 Vehicle Allowance 1,399 3,661 2,741 3,600 1,658 0% 3,600 3,600 101‐4160‐1121 PERA 4,832 5,329 4,930 5,622 2,505 45% 4,965 5,747 101‐4160‐1122 FICA 4,938 5,813 5,089 4,807 2,577 54% 4,304 4,891 101‐4160‐1131 Medical/Dental/Life Insur 9,909 26,595 16,828 10,202 7,662 75% 8,150 10,704 101‐4160‐1132 Employer HSA Contribution 209 1,517 877 700 1,273 0% 875 700
9 10
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4160‐1151 Workers' Comp Insurance Pre 555 550 547 559 280 50% 493 571 TOTAL PERSONAL SERVICES 89,269 119,135 98,092 97,194 48,771 50% 89,532 99,519
SUPPLIES 101‐4160‐2218 General Supplies 525 7,399 1,777 500 209 42% 500 500
Charges FOR SERVICES 101‐4160‐3300 Other Professional Services 5,170 3,338 500 5,500 59 1% 5,500 5,500 101‐4160‐3304 Legal Services ‐ 6,619 6,060 5,000 5,894 0% 5,000 5,000 101‐4160‐3310 Data Processing Services 1,095 1,095 1,685 22,787 11,394 50% ‐ ‐ 101‐4160‐3320 Telephone & Communication ‐ ‐ ‐ 200 ‐ 0% 200 200 101‐4160‐3331 Mileage/Meals/Lodging ‐ ‐ 50 1,000 50 0% 1,000 1,000 101‐4160‐3333 Staff Training/Conferences 698 92 ‐ 1,500 60 0% 2,000 2,000 TOTAL Charges FOR SERVICES 6,963 11,144 8,295 35,987 17,457 49% 13,700 13,700
Other Charges 101‐4160‐4463 Dues, Membersiips, Subscrip 296 191 1,503 1,500 86 0% 1,500 1,500 101‐4160‐5570 Office Equipment & Furniture ‐ 5,000 ‐ 0% 2,000 2,000 101‐4160‐7200 Transfer Out 18,530 18,530 TOTAL Other Charges 296 191 1,503 6,500 86 0% 22,030 22,030
TOTAL Community Development 97,053 137,869 109,667 140,181 66,523 47% 125,762 135,749
Planning
PERSONAL SERVICES 101‐4170‐1101 Salaries FullTime 28,939 46,872 72,989 87,987 39,323 45% 102,897 103,891 101‐4170‐1102 Salaries Overtime ‐ 959 198 208 ‐ 0% 120 120 101‐4170‐1103 Salaries PartTime ‐ 2,310 ‐ ‐ ‐ 5,664 5,718 101‐4170‐1112 Longevity ‐ ‐ ‐ 201 ‐ 0% ‐ ‐ 101‐4170‐1121 PERA 2,085 3,263 5,268 6,842 2,900 42% 7,972 8,048 101‐4170‐1122 FICA 2,219 3,658 5,352 5,853 2,855 49% 6,803 6,878 101‐4170‐1131 Medical/Dental/Life Insur 3,781 4,146 8,622 12,361 5,806 47% 14,610 14,611 101‐4170‐1132 Employer HSA Contribution 226 775 265 350 155 0% 875 875 101‐4170‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4170‐1151 Workers' Comp Insurance Pre 40 377 376 508 254 50% 793 800 TOTAL PERSONAL SERVICES 37,290 62,360 93,070 114,310 51,293 45% 139,734 140,941
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET SUPPLIES 101‐4170‐2218 General Supplies 155 2,432 2,640 500 50 10% 500 500
Charges FOR SERVICES 101‐4170‐3300 Other Professional Services 100,976 23,306 36,124 30,000 1,280 4% 15,000 30,000 101‐4170‐3304 Legal Services ‐ 2,107 5,169 1,000 9,711 0% 3,500 1,000 101‐4170‐3310 Data Processing Services 240 ‐ 240 19,321 9,661 0% 240 ‐ 101‐4170‐3331 Mileage/Meals/Lodging ‐ (3) 624 1,000 52 5% 1,000 1,000 101‐4170‐3333 Conferences/Staff Training 175 325 1,726 1,500 ‐ 0% 1,500 1,500 TOTAL Charges FOR SERVICES 101,391 25,735 43,883 52,821 20,704 39% 21,240 33,500
Other Charges 101‐4170‐4463 Dues, Membersiips, Subscrip 938 190 95 500 1,300 260% 1,000 500 101‐4170‐7200 Transfer Out 4,443 4,443
TOTAL Planning 139,774 90,717 139,688 168,131 73,347 44% 166,917 179,884
General Government Bldg
SUPPLIES 101‐4190‐2211 Janitorial & Other Supplies 4,815 5,634 3,512 5,000 1,297 26% 5,000 5,000 101‐4190‐2212 Motor Fuel & Lubricants ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4190‐2218 General Supplies 17,579 16,626 25,407 16,000 8,601 54% 14,000 14,000 101‐4190‐2220 Building Maint & Repair Sup 6,113 52,887 16,437 5,000 2,596 52% 5,000 5,000 101‐4190‐2221 Grounds Maintenance 624 2,724 5,126 3,800 1,807 48% 3,800 3,800 101‐4190‐2222 Equipment Maintenance 17,495 13,878 1,925 7,000 452 6% 7,000 7,000 TOTAL SUPPLIES 46,626 91,749 52,407 36,800 14,753 40% 34,800 34,800
Charges FOR SERVICES 101‐4190‐3300 Other Professional Services 1,011 ‐ 4,240 ‐ ‐ 0% ‐ ‐ 101‐4190‐3302 Contracted Bldg Maint/Repai 5,377 5,827 6,388 10,000 13,176 132% 5,000 5,000 101‐4190‐3320 Telephone & Communication 10,316 11,682 11,763 12,000 4,641 39% 12,000 12,000 101‐4190‐3352 Office Duplicating 16,086 13,433 13,275 14,000 5,803 41% 14,000 14,000 101‐4190‐3380 Gas 6,561 7,897 14,605 15,000 9,392 63% 10,000 10,000 101‐4190‐3381 Electricity 14,681 16,697 19,209 15,000 9,022 60% 15,000 15,000 101‐4190‐3387 Water, Sewer & Storm Draina 717 810 774 800 368 46% 800 800 101‐4190‐3389 Refuse Disposal 3,093 3,509 6,173 3,500 800 23% 3,500 3,500 TOTAL Charges FOR SERVCIES 57,842 59,855 76,427 70,300 43,202 61% 60,300 60,300
11 12
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
CAPITAL OUTLAY 101‐4190‐5520 Other Improvements 9,763 1,350 100 10,000 ‐ 0% 12,000 12,000
DEBT SERVICE 101‐4190‐6020 Capital Lease Principal 8,454 8,795 8,732 9,248 4,703 51% 9,248 9,248 101‐4190‐6021 Capital Lease Interest 4,807 4,466 4,529 4,013 1,928 48% 4,013 4,013 TOTAL DEBT SERVICE 13,261 13,261 13,261 13,261 6,631 50% 13,261 13,261
TOTAL General Government Bldg 127,492 166,215 142,195 130,361 64,586 50% 120,361 120,361
Police‐Administration
PERSONAL SERVICES 101‐4200‐1101 Salaries FullTime 1,607,177 1,525,973 258,401 324,389 180,969 56% 1,860,999 1,878,923 101‐4200‐1102 Salaries Overtime 123,970 155,144 (5,953) 5,000 17 0% 110,000 110,000 101‐4200‐1103 Salaries PartTime 4,251 4,821 4,970 5,000 2,411 48% 5,000 5,000 101‐4200‐1112 Longevity 28,066 27,894 7,097 7,574 ‐ 0% 34,374 34,374 101‐4200‐1113 Holiday 48,903 50,013 44,450 ‐ ‐ 0% 57,277 52,277 101‐4200‐1114 Education Credit 1,744 ‐ 3,015 4,000 1,971 49% 4,000 4,000 101‐4200‐1115 Uniforms & Equipment 21,075 11,628 7,521 14,000 1,262 9% 27,000 27,000 101‐4200‐1116 Vehicle Allowance 3,640 51 ‐ 3,600 ‐ 0% ‐ 6,000 101‐4200‐1117 Ballistic Vest Replacement 6,600 5,051 3,900 6,000 ‐ 0% 6,000 6,000 101‐4200‐1121 PERA 237,663 228,015 34,477 64,603 20,326 31% 327,095 329,973 101‐4200‐1122 FICA 39,150 39,793 15,900 22,923 8,361 36% 48,276 48,714 101‐4200‐1131 Medical/Dental/Life Insur 203,841 178,423 48,565 61,082 30,635 50% 289,689 289,727 101‐4200‐1132 Employer HSA Contribution 28,853 33,024 1,750 1,750 1,313 75% 45,500 45,500 101‐4200‐1142 Unemployment Compensation ‐ 15,860 ‐ ‐ ‐ 0% ‐ ‐ 101‐4200‐1151 Workers' Comp Insurance Pre 68,934 74,610 54,834 9,544 4,772 50% 77,526 78,227 TOTAL PERSONAL SERVICES 2,423,867 2,350,300 478,927 529,465 252,037 48% 2,892,736 2,915,715
SUPPLIES 101‐4200‐2211 Janitorial & Other Supplies 2,960 1,328 4,681 5,000 1,170 23% 5,000 5,000 101‐4200‐2212 Motor Fuel & Lubricants 62,736 58,198 45,419 65,000 12,054 19% 45,000 65,000 101‐4200‐2218 General Supplies 35,443 51,983 30,580 10,000 6,873 69% 50,000 50,000 101‐4200‐2220 Bldg Maint/Repair Supplies 10,082 27,271 22,360 10,000 1,778 18% 10,000 10,000 101‐4200‐2221 Grounds Maintenance 1,553 2,393 7,019 5,000 3,078 62% 10,000 10,000 101‐4200‐2222 Equipment Maintenance 33,031 29,594 41,769 40,000 6,996 17% 40,000 40,000 101‐4200‐2241 Emergency Preparedness ‐ 6,883 2,036 10,000 10,765 0% 17,500 17,500
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL SUPPLIES 145,805 177,650 153,864 145,000 42,714 29% 177,500 197,500
Charges FOR SERVICES 101‐4200‐3300 Other Professional Services 15,632 21,991 38,687 23,500 3,638 15% 23,500 23,500 101‐4200‐3309 Programs & Public Service 31,457 36,765 33,444 31,000 5,186 17% 31,000 31,000 101‐4200‐3310 Data Processing Services 14,635 14,635 14,635 145,504 72,752 50% ‐ ‐ 101‐4200‐3320 Telephone & Communication 41,626 38,648 34,868 35,000 12,132 35% 35,000 35,000 101‐4200‐3331 Mileage/Meals/Lodging 3,206 3,212 3,324 6,000 862 14% 6,000 6,000 101‐4200‐3332 Police Training 22,540 25,027 8,659 2,500 1,382 55% 25,000 25,000 101‐4200‐3333 Admin Staff Training 100 ‐ 160 ‐ 120 0% ‐ ‐ 101‐4200‐3334 Rice Co Drug Task Force Fee 4,500 4,500 4,500 5,000 4,500 90% 5,000 5,000 101‐4200‐3335 SWAT Operations Fees 1,500 1,500 1,500 2,000 1,500 75% 2,000 2,000 101‐4200‐3380 Gas 4,480 5,745 10,183 12,600 7,100 56% 12,600 12,600 101‐4200‐3381 Electricity 21,856 23,857 18,946 28,000 7,680 27% 28,000 28,000 101‐4200‐3387 Water, Sewer & Storm Draina 1,493 1,580 1,955 2,668 123 5% 2,668 2,668 101‐4200‐3389 Refuse Disposal 2,147 2,202 2,150 2,372 823 35% 2,372 2,372 TOTAL Charges FOR SERVICES 165,172 179,662 173,011 296,144 117,798 40% 173,140 173,140
Other Charges 101‐4200‐4412 Equipment Rental/Storage 36,493 20,347 9,600 20,000 3,402 17% 15,000 15,000 101‐4200‐4413 CJDN Connection Fees 6,840 6,840 6,840 7,000 270 4% 7,000 7,000 101‐4200‐4463 Dues, Membersiips, Subscrip 3,061 2,848 2,803 4,200 2,292 55% 4,200 4,200 TOTAL Other Charges 46,394 30,035 19,243 31,200 5,964 19% 26,200 26,200
CAPITAL OUTLAY 101‐4200‐5520 Other Improvements ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4200‐5580 Other Equipment ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL CAPITAL OUTLAY ‐ ‐ ‐ ‐ 0% ‐ ‐
Transfers 101‐4200‐7200 Transfer Out ‐ 221,836 221,836
TOTAL Police 2,781,238 2,737,647 825,045 1,001,809 418,513 42% 3,491,412 3,534,391
Police‐Patrol
PERSONAL SERVICES 101‐4205‐1101 Salaries Fulltime ‐ ‐ 1,131,644 1,210,849 535,381 44% 101‐4205‐1102 Salaries Overtime ‐ ‐ 189,343 60,000 61,996 103%
13 14
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4205‐1112 Longevity ‐ ‐ 17,821 15,969 62 0% 101‐4205‐1113 Holiday Pay ‐ ‐ 7,404 46,708 ‐ 0% 101‐4205‐1115 Uniforms & Equipment 114 ‐ 17,881 20,000 4,164 21% 101‐4205‐1117 Ballistic Vest Replacement ‐ ‐ 1,978 ‐ (925) 101‐4205‐1121 PERA ‐ ‐ 201,792 204,484 97,433 48% 101‐4205‐1122 FICA ‐ ‐ 17,955 16,425 8,165 50% 101‐4205‐1131 Medical/Dental/Life Insur ‐ ‐ 181,110 211,854 93,244 0% 101‐4205‐1132 Employer HSA Contribution ‐ ‐ 32,375 31,500 16,833 53% 101‐4205‐1151 Workers' Comp Insurance Pre 12,000 49,362 24,683 50% TOTAL PERSONAL SERVICES 114 ‐ 1,811,303 1,867,151 841,036 45% ‐ ‐
SUPPLIES 101‐4205‐2218 General Supplies 452 ‐ 15,240 30,000 1,038 3% ‐ ‐ TOTAL SUPPLIES 452 ‐ 15,240 30,000 1,038 3% ‐ ‐
Charges FOR SERVICES 101‐4205‐3331 Mileage/Meals/Lodging 116 ‐ 239 ‐ 985 0% ‐ ‐ 101‐4205‐3332 Police Training ‐ ‐ 9,775 25,000 7,303 29% ‐ ‐ TOTAL Charges FOR SERVICES 116 ‐ 10,014 25,000 8,288 33% ‐ ‐
CAPITAL OUTLAY 101‐4205‐5580 Other Equipment 15,000 ‐ ‐ TOTAL CAPITAL OUTLAY
TOTAL Police Patrol 682 ‐ 1,836,557 1,937,151 850,362 44% ‐ ‐
Police‐Investigations
PERSONAL SERVICES 101‐4210‐1101 Salaries Fulltime ‐ ‐ 119,938 240,671 77,606 32% 101‐4210‐1102 Salaries Overtime ‐ ‐ 12,162 25,000 8,995 36% 101‐4210‐1112 Longevity ‐ ‐ ‐ 4,157 ‐ 0% 101‐4210‐1113 Holiday Pay ‐ ‐ 1,769 10,571 ‐ 0% 101‐4210‐1115 Uniforms & Equipment ‐ ‐ 2,864 3,000 605 20% 101‐4210‐1121 PERA ‐ ‐ 15,620 40,247 11,734 29% 101‐4210‐1122 FICA ‐ ‐ 4,427 6,510 2,584 40% 101‐4210‐1131 Medical/Dental/Life Insur ‐ ‐ 22,339 55,290 15,672 0% 101‐4210‐1132 Employer HSA Contribution ‐ ‐ 1,750 5,250 875 17%
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4210‐1151 Workers' Comp Insurance Pre ‐ ‐ 1,739 11,705 5,853 50% ‐ ‐ TOTAL PERSONAL SERVICES ‐ ‐ 182,608 402,401 123,924 31% ‐ ‐
SUPPLIES 101‐4210‐2218 General Supplies 598 ‐ 1,953 10,000 1,138 11% TOTAL SUPPLIES 598 ‐ 1,953 10,000 1,138 11% ‐ ‐
Charges FOR SERVICES 101‐4210‐3331 Mileage/Meals/Lodging 209 ‐ 238 ‐ 995 0% ‐ ‐ 101‐4210‐3332 Police Training ‐ ‐ 485 5,000 1,754 35% ‐ ‐ TOTAL Charges FOR SERVICES 209 ‐ 723 5,000 2,749 55% ‐ ‐
TOTAL Police Investigations 807 ‐ 185,284 417,401 127,811 31% ‐ ‐
Fire
PERSONAL SERVICES 101‐4220‐1101 Salaries FullTime ‐ ‐ ‐ ‐ ‐ ‐ 101‐4220‐1102 Salaries Overtime 18,215 10,725 9,459 ‐ ‐ 101‐4220‐1103 Salaries Part Time 116,089 120,069 71,318 ‐ ‐ 101‐4220‐1116 Vehicle Allowance 3,614 3,641 2,368 ‐ ‐ 101‐4220‐1121 PERA 2,972 2,784 1,879 ‐ ‐ 101‐4220‐1122 FICA 10,417 10,111 6,209 ‐ ‐ 101‐4220‐1124 Relief AssocState Aid 100,904 143,432 142,563 142,000 142,000 101‐4220‐1125 Relief Assoc ‐ City Contrib 25,571 ‐ ‐ ‐ ‐ 101‐4220‐1126 ICMA 1,200 1,200 831 ‐ 101‐4220‐1131 Medical/Dental/Life Insur 3,050 2,501 3,057 ‐ ‐ 101‐4220‐1132 Employer HSA Contribution 959 747 953 ‐ ‐ 101‐4220‐1151 Workers' Comp Insurance Pre 16,048 23,301 24,000 ‐ ‐ TOTAL PERSONAL SERVICES 299,039 318,511 262,637 ‐ ‐ 142,000 142,000
SUPPLIES 101‐4220‐2212 Motor Fuel & Lubricants 5,685 4,979 3,037 ‐ ‐ 101‐4220‐2218 General Supplies 12,690 46,936 14,779 ‐ ‐ 101‐4220‐2220 Bldg Maint/Repair Supplies 121 808 2,410 110 ‐ ‐ 101‐4220‐2222 Equipment Maintenance 11,359 23,223 3,702 ‐ ‐
15 16
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL SUPPLIES 29,855 75,946 23,928 ‐ 110 ‐ ‐
Charges FOR SERVICES 101‐4220‐3300 Other Professional Services 5,259 16,710 128,561 390,397 183,705 47% 402,109 402,109 101‐4220‐3310 IT Equip Repl Charge 915 915 686 ‐ ‐ ‐ 101‐4220‐3320 Telephone & Communication 635 1,432 594 ‐ ‐ ‐ 101‐4220‐3331 Mileage/Meals/Lodging 4,971 2,278 5,412 ‐ ‐ ‐ 101‐4220‐3333 Conferences/Staff Training 2,936 1,370 2,390 ‐ ‐ ‐ 101‐4220‐3334 Rescue/Fire Relief Training ‐ ‐ ‐ ‐ ‐ ‐ 101‐4220‐3361 General Insurance ‐ ‐ ‐ ‐ ‐ ‐ 101‐4220‐3380 Gas ‐ ‐ (164) 397 ‐ ‐ 101‐4220‐3381 Electricity ‐ ‐ 4,684 400 ‐ ‐ 101‐4220‐3387 Water, Sewer & Storm Draina ‐ ‐ 191 ‐ ‐ ‐ 101‐4220‐3389 Refuse Disposal ‐ ‐ ‐ ‐ ‐ ‐ TOTAL Charges FOR SERVICES 14,716 22,705 142,354 390,397 184,502 47% 402,109 402,109
Other Charges 101‐4220‐4463 Dues, Memberships, Subscrip 1,451 1,483 988 ‐ ‐ ‐ 101‐4220‐4904 Ambulance Subsidy 2,179 2,047 138 ‐ ‐ TOTAL Other Charges 3,630 3,530 1,126 ‐ ‐ ‐ ‐
TOTAL Fire 347,240 420,692 430,045 390,397 184,612 47% 544,109 544,109
Building Inspection
PERSONAL SERVICES 101‐4240‐1101 Salaries FullTime 108,956 116,437 117,552 124,140 55,010 44% 143,873 145,263 101‐4240‐1102 Salaries Overtime ‐ 473 ‐ 512 ‐ 0% 400 512 101‐4240‐1103 Salaries Part Time ‐ 3,339 3,002 6,885 1,193 0% 9,828 9,828 101‐4240‐1112 Longevity 1,685 1,724 1,762 2,064 ‐ 0% 2,315 2,315 101‐4240‐1115 Clothing Allowance 331 385 128 600 ‐ 0% 400 600 101‐4240‐1121 PERA 7,966 8,474 8,806 9,750 4,160 43% 11,273 11,380 101‐4240‐1122 FICA 7,603 8,845 8,495 8,097 3,877 48% 9,836 9,940 101‐4240‐1131 Medical/Dental/Life Insur 24,336 17,282 20,321 27,962 12,099 43% 27,788 29,346 101‐4240‐1132 Employer HSA Contribution ‐ 4,507 5,250 ‐ 2,713 0% 6,125 6,125 101‐4240‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4240‐1151 Workers' Comp Insurance Pre 538 898 550 683 341 50% 1,120 1,130 TOTAL PERSONAL SERVICES 151,415 162,364 165,866 180,693 79,393 44% 212,958 216,439
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET SUPPLIES 101‐4240‐2212 Motor Fuel & Lubricants 1,482 1,586 1,593 1,800 415 23% 1,800 1,800 101‐4240‐2218 General Supplies 2,809 4,325 8,845 6,000 6,232 104% 10,000 10,000 101‐4240‐2222 Equipment Maintenance ‐ 15 232 1,000 140 14% 1,000 1,000 TOTAL SUPPLIES 4,291 5,926 10,670 8,800 6,787 77% 12,800 12,800
Charges FOR SERVICES 101‐4240‐3300 Other Professional Services 10,535 4,515 1,421 7,000 1,200 17% 7,000 7,000 101‐4240‐3304 Legal Services ‐ 328 808 4,000 ‐ 0% 3,000 4,000 101‐4240‐3310 Data Processing Services 980 1,000 1,000 17,738 8,869 50% ‐ ‐ 101‐4240‐3320 Telephone & Communication 812 792 893 1,000 511 51% 1,000 1,000 101‐4240‐3331 Mileage/Meals/Lodging 556 835 487 2,000 340 17% 2,000 2,000 101‐4240‐3333 Conferences/Staff Training 915 130 878 1,000 ‐ 0% 1,000 1,000 TOTAL Charges FOR SERVICES 13,798 7,600 5,487 32,738 10,920 33% 14,000 15,000
Other Charges 101‐4240‐4463 Dues, Membersiips, Subscrip 401 841 455 500 1,040 208% 500 500 101‐4240‐7200 Transfer Out 12,173 12,173
TOTAL Building Inspection 169,905 176,731 182,478 222,731 98,140 44% 252,431 256,912
Engineering
PERSONAL SERVICES
101‐4300‐1101 Salaries FullTime 248,756 302,401 280,214 271,278 135,366 50% 304,445 304,445 101‐4300‐1102 Salaries Overtime 1,743 6,161 11,723 5,000 2,961 59% 5,000 5,100 101‐4300‐1103 Salaries PartTime ‐ 6,480 22,058 8,568 4,201 0% 7,763 8,586 101‐4300‐1112 Longevity 2,523 2,578 2,633 2,659 ‐ 0% 3,489 3,559 101‐4300‐1115 Clothing Allowance 400 525 200 400 283 71% 400 400 101‐4300‐1116 Vehicle Allowance ‐ ‐ ‐ 3,240 1,484 46% 3,600 3,600 101‐4300‐1121 PERA 17,559 21,771 20,522 22,396 10,127 45% 24,349 22,805 101‐4300‐1122 FICA 18,235 24,815 22,073 20,366 10,176 50% 21,718 20,671 101‐4300‐1131 Medical/Dental/Life Insur 25,807 24,704 22,110 25,169 18,411 73% 41,007 41,007 101‐4300‐1132 Employer HSA Contribution 7,201 7,465 5,871 5,600 3,414 61% 6,755 6,755 101‐4300‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4300‐1151 Workers' Comp Insurance Pre 1,582 1,637 1,632 1,742 871 50% 1,782 1,783 TOTAL PERSONAL SERVICES 323,806 398,537 389,036 366,418 187,294 51% 420,308 418,711
17 18
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET SUPPLIES 101‐4300‐2210 Non‐Capital Equipment ‐ ‐ 101‐4300‐2212 Motor Fuel & Lubricants 2,112 2,501 2,084 2,500 682 27% 2,500 2,500 101‐4300‐2218 General Supplies 1,614 6,316 4,905 4,000 2,465 62% 4,000 4,000 101‐4300‐2222 Equipment Maintenance 6,335 11,757 8,495 8,382 4,936 59% 8,682 8,682 TOTAL SUPPLIES 10,061 20,574 15,484 14,882 8,083 54% 15,182 15,182
Charges FOR SERVICES 101‐4300‐3300 Other Professional Services 9,922 15,980 10,682 32,000 4,507 14% 15,000 30,000 101‐4300‐3310 Data Processing Services 4,200 4,200 4,200 60,938 32,434 53% 101‐4300‐3320 Telephone & Communication 2,593 2,438 1,157 1,500 408 27% 1,500 1,550 101‐4300‐3331 Mileage/Meals/Lodging 19 290 595 1,000 205 21% 1,200 1,200 101‐4300‐3333 Staff Training/Conferences 715 4,748 1,340 5,000 9,982 200% 8,000 3,800 TOTAL Charges FOR SERVICES 17,449 27,656 17,974 100,438 47,536 47% 25,700 36,550
Other Charges 101‐4300‐4446 Software License Fees 1,750 2,175 10,102 7,463 968 13% 4,800 4,775 101‐4300‐4463 Dues, Membersiips, Subscrip 995 797 1,347 800 1,008 126% 1,500 800 TOTAL Other Charges 2,745 2,972 11,449 8,263 1,976 24% 6,300 5,575
CAPITAL OUTLAY 101‐4300‐5570 Office Equipment & Furniture ‐ ‐ 5,000 1,754 0% 3,500 ‐ 101‐4300‐7200 Transfer Out 57,481 57,481
TOTAL Engineering 354,061 449,739 433,943 495,001 246,643 50% 528,471 533,499
Streets
PERSONAL SERVICES
101‐4310‐1101 Salaries FullTime 360,241 378,166 329,031 373,221 193,641 52% 369,100 382,315 101‐4310‐1102 Salaries Overtime 8,884 24,916 45,268 14,000 5,971 43% 14,000 14,280 101‐4310‐1103 Salaries PartTime 10,560 21,564 21,334 10,635 7,689 72% 27,797 28,353 101‐4310‐1112 Longevity 9,244 8,373 6,481 6,432 726 0% 9,597 9,789 101‐4310‐1115 Clothing Allowance 1,412 1,445 1,481 1,200 556 46% 1,200 1,200 101‐4310‐1116 Vehicle Allowance 3,634 3,671 3,667 3,240 1,404 43% 3,240 3,240 101‐4310‐1121 PERA 27,022 29,170 27,588 29,017 13,679 47% 32,370 30,080 101‐4310‐1122 FICA 28,943 32,284 29,537 26,736 14,762 55% 26,642 27,452 101‐4310‐1131 Medical/Dental/Life Insur 43,349 57,729 50,648 51,948 42,176 81% 73,552 73,552
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4310‐1132 Employer HSA Contribution 11,195 12,434 12,412 13,025 10,172 78% 16,275 16,275 101‐4310‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ 71 0% ‐ ‐ 101‐4310‐1151 Workers' Comp Insurance Pre 19,422 19,861 19,853 19,327 9,664 50% 19,769 19,769 TOTAL PERSONAL SERVICES 523,906 589,613 547,300 548,781 300,511 55% 593,542 606,305
SUPPLIES 101‐4310‐2210 Non‐capital equipment 2,458 ‐ ‐ ‐ 0% ‐ 101‐4310‐2212 Motor Fuel & Lubricants 38,097 59,037 67,889 55,000 17,110 31% 58,000 59,160 101‐4310‐2218 General Supplies 9,836 12,642 12,369 10,000 4,413 44% 11,000 11,220 101‐4310‐2220 Bldg Maint/Repair Supplies 13,500 19,277 8,285 15,000 7,225 48% 15,000 15,300 101‐4310‐2222 Equipment Maintenance 19,943 63,267 68,447 50,000 10,974 22% 50,000 50,000 101‐4310‐2226 Bituminous Mix 5,693 13,447 6,433 20,000 1,403 7% 20,000 20,400 101‐4310‐2227 Gravel 11,406 12,830 7,687 10,000 ‐ 0% 11,000 11,220 101‐4310‐2229 Traffic Signals & Signs 11,941 20,258 23,378 12,000 9,384 78% 13,500 13,770 101‐4310‐2230 Paint Striping 2,869 20,683 31,317 18,000 1,454 8% 20,000 20,400 TOTAL SUPPLIES 115,743 221,441 225,805 190,000 51,963 27% 198,500 201,470
Charges FOR SERVICES 101‐4310‐3300 Other Professional Services 23,629 17,620 29,675 10,000 340 3% 7,500 7,500 101‐4310‐3306 Janitorial Services 2,235 5,458 8,465 5,000 2,523 50% 5,000 5,000 101‐4310‐3310 Data Processing Services 1,670 1,670 1,670 24,248 12,124 50% ‐ ‐ 101‐4310‐3314 Sidewalk Maintenance 15,300 11,974 26,406 20,000 600 3% 25,000 30,000 101‐4310‐3315 Downtown Maintenance 82,759 96,115 101,357 70,000 40,036 57% 75,000 75,000 101‐4310‐3316 Street Maintenance 130,058 218,552 229,091 190,000 17,538 9% 190,000 200,000 101‐4310‐3317 Tree Maintenance 77,427 69,890 84,258 40,000 12,581 31% 60,000 60,000 101‐4310‐3318 Snow & Ice Control 61,669 149,844 109,374 80,000 61,353 77% 83,000 83,000 101‐4310‐3320 Telephone & Communication 3,343 3,328 3,221 4,000 1,321 33% 4,000 4,000 101‐4310‐3331 Mileage/Meals/Lodging ‐ 51 659 1,000 715 72% 1,000 1,000 101‐4310‐3333 Staff Training/Conferences 645 1,117 2,255 2,100 360 17% 2,850 2,850 101‐4310‐3380 Gas 4,965 5,763 11,906 8,200 4,841 59% 8,300 8,300 101‐4310‐3381 Electricity 6,986 8,177 8,830 7,400 3,861 52% 7,500 7,500 101‐4310‐3387 Water, Sewer & Storm Draina 2,049 1,652 1,707 3,150 1,044 33% 3,150 3,150 101‐4310‐3389 Refuse Disposal 2,643 3,711 2,157 3,000 885 30% 3,000 3,000 TOTAL Charges FOR SERVICES 415,378 594,922 621,031 468,098 160,122 34% 475,300 490,300
Other Charges 101‐4310‐4412 Equipment Rental ‐ 55 220 1,000 ‐ 0% 2,500 1,000 101‐4310‐4446 Software License Fees ‐ 1,242 2,758 ‐ ‐ 0% ‐ ‐ 101‐4310‐4463 Dues, Membersiips, Subscrip 227 362 789 1,000 90 9% 1,000 1,000 TOTAL Other Charges 227 1,659 3,767 2,000 90 5% 3,500 2,000
19 20
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
CAPITAL OUTLAY 101‐4310‐5570 Office Equipment & Furniture 101‐4310‐5580 Other Equipment ‐ ‐ ‐ ‐ 14,100 ‐ 101‐4310‐7200 Transfer Out 14,892 14,892
DEBT SERVICE 101‐4310‐6020 Capital Lease Principal 6,242 6,493 6,448 6,748 3,472 51% 6,748 6,748 101‐4310‐6021 Capital Lease Interest 3,549 3,298 3,343 3,043 1,423 47% 3,043 3,043 TOTAL DEBT SERVICE 9,791 9,791 9,791 9,791 4,895 50% 9,791 9,791
TOTAL Streets 1,065,045 1,417,426 1,407,694 1,218,670 517,581 42% 1,309,625 1,324,758
Street Lighting
SUPPLIES 101‐4320‐2228 Street Light Maintenance 51,650 8,794 54,732 35,000 ‐ 0% 36,000 35,000
Charges FOR SERVICES 101‐4320‐3381 Electricity 231,586 267,295 224,742 270,000 94,978 35% 270,000 275,000
TOTAL Street Ligiting 283,236 276,089 279,474 305,000 94,978 31% 306,000 310,000
Facilities
PERSONAL SERVICES 101‐4330‐1101 Salaries FullTime 81,347 89,159 101,973 111,614 51,984 47% 118,519 123,949 101‐4330‐1102 Salaries Overtime 4,215 6,653 7,558 6,000 3,841 64% 6,000 6,120 101‐4330‐1103 Salaries PartTime 203 8,943 11,651 5,967 1,211 20% ‐ ‐ 101‐4330‐1112 Longevity 587 600 613 613 ‐ 0% 1,336 1,363 101‐4330‐1115 Clothing Allowance 44 398 391 400 296 74% 400 408 101‐4330‐1116 Vehicle Allowance ‐ ‐ ‐ ‐ ‐ ‐ ‐ 101‐4330‐1121 PERA 6,139 6,902 8,206 9,113 4,155 46% 9,697 9,891 101‐4330‐1122 FICA 6,290 7,767 8,898 7,706 4,227 55% 7,656 7,809 101‐4330‐1131 Medical/Dental/Life Insur 9,244 10,553 14,911 23,800 6,397 27% 26,059 26,580 101‐4330‐1132 Employer HSA Contribution 2,582 2,517 95 5,250 170 3% 3,500 3,570 101‐4330‐1142 Unemployment Compensation ‐ ‐ 468 ‐ 63 0% ‐ ‐ 101‐4330‐1151 Workers' Comp Insurance Pre 2,304 2,144 2,144 4,900 2,450 50% 5,461 5,570
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL PERSONAL SERVICES 112,955 135,636 156,908 175,363 74,794 43% 178,628 185,260
SUPPLIES 101‐4330‐2211 Janitorial & Other Supplies 21 ‐ ‐ 00% ‐ ‐ 101‐4330‐2212 Motor Fuel & Lubricants 2,889 2,203 2,196 2,800 528 19% 2,800 2,870 101‐4330‐2218 General Supplies 956 2,402 8,284 2,700 647 24% 2,700 2,768 101‐4330‐2220 Bldg Maint/Repair Supplies 128 305 5,060 ‐ 00% ‐ ‐ 101‐4330‐2222 Equipment Maintenance 1,104 283 608 2,500 134 5% 2,500 2,563 TOTAL SUPPLIES 5,098 5,193 16,148 8,000 1,309 16% 8,000 8,201
Charges FOR SERVICES 101‐4330‐3300 Other Professional Services 16,238 9,099 550 1,000 ‐ 0% 1,000 1,000 101‐4330‐3306 Janitorial Services 52,420 43,243 51,111 43,220 22,756 53% ‐ ‐ 101‐4330‐3310 Data Processing Services 855 855 855 15,122 7,561 50% 15,122 15,122 101‐4330‐3320 Telephone & Communication 1,009 1,297 1,220 1,500 538 36% 1,500 1,538 101‐4330‐3331 Mileage/Meals/Lodging ‐ 1,094 ‐ 1,000 ‐ 0% 1,000 1,025 101‐4330‐3333 Staff Training/Conferences 300 120 ‐ 1,000 ‐ 0% 4,000 1,500 101‐4330‐3381 Electricity ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4330‐3389 Refuse Disposal ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Charges FOR SERVICES 70,822 55,708 53,736 62,842 30,855 49% 22,622 20,185
Other Charges 101‐4330‐4412 Equipment Rental ‐ ‐ ‐ ‐ ‐ ‐ 101‐4330‐4463 Dues, Membersiips, Subscrip 32 50 32 ‐ ‐ 0% ‐ ‐ 101‐4330‐7200 Transfer Out 15,441 15,441 TOTAL Other Charges 32 50 ‐ ‐ 0% 15,441 15,441
TOTAL Facilities 188,907 196,587 226,792 246,205 106,958 43% 224,691 229,087
Ice Arena PERSONAL SERVICES 101‐4510‐1101 Salaries FullTime 787 4,227 28,711 26,093 14,285 0% 26,980 27,642 101‐4510‐1102 Salaries Overtime 146 267 463 ‐ 847 0% ‐ ‐ 101‐4510‐1103 Salaries PartTime 57,459 65,934 46,375 27,050 15,403 57% 31,824 32,460 101‐4510‐1115 Clothing Allowance ‐ ‐ ‐ 1,620 50 0% 500 1,620 101‐4510‐1121 PERA 1,481 2,913 3,321 2,009 1,546 77% 2,075 2,117 101‐4510‐1122 FICA 4,462 5,385 5,514 3,877 2,320 60% 4,117 4,199 101‐4510‐1131 Medical/Dental/Life Insur 172 2,654 9,739 4,589 3,868 0% 5,042 5,143
21 22
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4510‐1132 Employer HSA Contribution 60 912 2,793 1,050 875 0% 1,050 1,071 101‐4510‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4510‐1151 Workers' Comp Insurance Pre 1,418 955 1,200 948 474 50% 1,625 1,658 TOTAL PERSONAL SERVICES 65,985 83,247 98,116 67,236 39,668 59% 73,213 75,910
SUPPLIES 101‐4510‐2211 Janitorial & Other Supplies 1,637 1,131 2,270 2,000 1,117 56% 2,100 2,142 101‐4510‐2212 Motor Fuel 2,882 3,936 4,745 5,000 1,420 28% 5,150 5,255 101‐4510‐2218 General Supplies 3,076 5,635 3,243 3,000 925 31% 3,650 3,723 101‐4510‐2220 Bldg Maint/Repair Supplies 6,478 13,326 15,172 10,500 2,221 21% 9,100 9,282 101‐4510‐2221 Grounds Maintenance ‐ 697 1,490 5,500 600 11% 5,500 5,610 101‐4510‐2222 Equipment Maintenance 6,722 2,717 3,948 5,500 3,054 56% 6,750 6,885 101‐4510‐2280 Concession Purchases 628 890 158 1,300 (603) ‐46% 1,900 1,940 101‐4510‐2281 Pro Shop Purchases 436 1,106 2,156 1,200 401 33% 1,200 1,225 TOTAL SUPPLIES 21,859 29,438 33,182 34,000 9,135 27% 35,350 36,062
Charges FOR SERVICES 101‐4510‐3300 Other Professional Services 27,477 8,285 10,859 32,500 3,097 10% 2,500 2,500 101‐4510‐3310 Data Processing Services ‐ 582 ‐ 15,819 7,910 0% ‐ ‐ 101‐4510‐3320 Telephone & Communication 551 584 552 1,000 46 5% 1,000 1,000 101‐4510‐3331 Mileage/Meals/Lodging ‐ ‐ 26 100 ‐ 0% 100 100 101‐4510‐3333 Staff Training/Conferences 550 575 68 200 ‐ 0% 350 350 101‐4510‐3342 Promotional Advertising 1,336 ‐ 1,098 1,800 ‐ 0% 1,800 1,800 101‐4510‐3380 Gas 4,874 4,387 9,643 7,000 3,841 55% 7,200 7,344 101‐4510‐3381 Electricity 41,583 52,806 61,158 45,000 16,433 37% 48,000 48,960 101‐4510‐3387 Water, Sewer & Storm Draina 1,477 1,797 1,678 1,600 875 55% 1,600 1,630 101‐4510‐3389 Refuse Disposal 3,470 4,718 5,424 4,000 1,711 43% 4,000 4,080 TOTAL Charges FOR SERVICES 81,318 73,734 90,506 109,019 33,913 31% 66,550 67,764
Other Charges 101‐4510‐4412 Equipment Rental 750 381 530 500 0 0% 500 500 101‐4510‐4446 Software ‐ ‐ 750 5,195 2,500 2,500 2,500 101‐4510‐4462 Cash Short/Uncollectible Ci 35 85 99 100 21 21% 100 100 101‐4510‐4463 Dues, Membersiips, Subscrip 560 1,433 1,401 2,000 957 0% 2,000 2,000 TOTAL Other Charges 1,345 1,899 2,780 7,795 3,478 45% 5,100 5,100
CAPITAL OUTLAY 101‐4510‐5520 Other Improvements 18,006 ‐ ‐ 5,000 ‐ 0% 1,200 ‐ 101‐4510‐7200 Transfer Out 5,949 5,949
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET DEBT SERVICE 101‐4510‐6020 Capital Lease Principal 87,315 90,830 90,194 94,391 46,740 50% 94,391 94,391 101‐4510‐6021 Capital Lease Interest 49,647 46,132 46,768 42,572 21,741 51% 42,572 42,572 TOTAL DEBT SERVICE 136,962 136,962 136,962 136,963 68,481 50% 136,963 136,963
TOTAL Ice Arena 325,475 325,280 361,546 360,013 154,675 43% 324,325 327,748
General Parks PERSONAL SERVICES 101‐4520‐1101 Salaries FullTime 61,340 47,797 48,200 40,147 11,376 28% 42,177 43,021 101‐4520‐1102 Salaries Overtime 189 120 248 ‐ 71 0% ‐ ‐ 101‐4520‐1103 Salaries PartTime 3,437 19 3,256 14,352 189 0% 18,503 20,489 101‐4520‐1121 PERA 4,431 3,448 3,676 3,660 868 24% 4,762 4,125 101‐4520‐1122 FICA 4,753 3,505 3,780 3,454 856 25% 3,772 3,847 101‐4520‐1131 Medical/Dental/Life Insur 9,457 6,611 6,619 9,127 2,455 27% 12,554 9,685 101‐4520‐1132 Employer HSA Contribution 2,766 2,071 1,492 2,258 262 12% 2,800 3,504 101‐4520‐1151 Workers' Comp Insurance Pre 5,192 3,599 3,599 3,735 1,868 50% 3,828 3,828 TOTAL PERSONAL SERVICES 91,565 67,170 70,870 76,733 17,945 23% 88,396 88,499
SUPPLIES 101‐4520‐2211 Janitorial & Other Supplies ‐ ‐ 500 ‐ 0% 500 500 101‐4520‐2212 Motor Fuel & Lubricants 7,090 1,419 131 5,500 2,635 48% 5,500 5,500 101‐4520‐2218 General Supplies 11,741 26,168 12,711 11,000 6,523 59% 12,500 11,000 101‐4520‐2220 Building Maintenance ‐ 9,612 6,479 7,500 212 3% 7,500 7,500 101‐4520‐2222 Equipment Maintenance 12,878 18,491 12,994 15,300 3,811 25% 16,000 15,300 TOTAL SUPPLIES 31,709 55,690 32,315 39,800 13,181 33% 42,000 39,800
Charges FOR SERVICES 101‐4520‐3300 Other Professional Services 14,825 17,519 14,028 5,500 348 6% 5,500 5,500 101‐4520‐3312 Trail Maintenance 4,650 ‐ 10,242 75,000 5,049 7% 75,000 75,000 101‐4520‐3313 Park Maintenance 851 ‐ ‐ 10,200 ‐ 0% 10,200 10,200 101‐4520‐3315 Contracted Park Maintenance 4,094 4,278 4,171 7,500 1,886 25% 7,500 7,500 101‐4520‐3317 Contracted Tree Maintenance ‐ ‐ 4,650 6,000 ‐ 0% 10,000 10,000 101‐4520‐3333 Staff Training/Conferences 90 460 385 550 400 73% 550 550 101‐4520‐3381 Electricity 10,867 12,546 11,814 10,200 5,285 52% 10,200 10,200 101‐4520‐3387 Water,Sewer and Storm Drain ‐ ‐ ‐ 410 ‐ 0% 410 410 101‐4520‐3389 Refuse Disposal 3,595 4,426 4,663 3,200 1,961 61% 3,200 3,200 TOTAL Charges FOR SERVICES 38,972 39,229 49,953 118,560 14,929 13% 122,560 122,560
23 24
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Other Charges 101‐4520‐4446 Software ‐ ‐ 4,000 1,000 1,000 750 750 101‐4520‐4463 Dues, Membersiips, Subs, Ta 407 ‐ ‐ 180 165 0% 180 180 Total Other Charges 407 ‐ 4,000 1,180 1,165 ‐ 930 930
TOTAL General Parks 162,653 162,089 157,138 236,273 47,220 20% 253,886 251,789
Athletic Facilities PERSONAL SERVICES 101‐4530‐1101 Salaries FullTime ‐ ‐ 9,026 20,074 5,964 0% 21,089 21,511 101‐4530‐1102 Salaries Parttime ‐ ‐ ‐ ‐ ‐ 0% 4,633 4,725 101‐4530‐1121 PERA ‐ ‐ 651 1,576 445 0% 1,664 1,697 101‐4530‐1122 FICA ‐ ‐ 687 1,459 443 0% 1,533 1,564 101‐4530‐1131 Medical/Dental/Life Insur ‐ ‐ 1,160 4,706 881 0% 4,748 4,843 101‐4530‐1132 Employer i.S.A Contribution ‐ ‐ 404 1,050 12 0% 1,050 1,071 101‐4530‐1151 Workers' Comp Insurance Pre 2,946 1,800 1,800 1,705 853 50% 1,713 1,713 TOTAL PERSONAL SERVICES 2,946 1,800 13,728 30,570 8,598 28% 36,430 37,124
SUPPLIES 101‐4530‐2211 Janitorial and Other Suppli ‐ ‐ ‐ 120 ‐ 0% 120 120 101‐4530‐2212 Motor Fuel & Lubricants 2,728 344 ‐ 3,000 ‐ 0% 3,000 3,000 101‐4530‐2214 Atiletic Field Maint Suppli 7,776 14,835 6,044 15,000 9,014 60% 16,500 16,500 101‐4530‐2218 General Supplies 8,980 8,377 3,635 7,500 304 4% 9,000 7,500 101‐4530‐2220 Building Maintenance 10,594 2,275 5,096 2,500 1,292 52% 2,500 5,000 101‐4530‐2222 Equipment Maintenance 1,998 1,731 7,780 3,600 128 4% 5,000 5,000 TOTAL SUPPLIES 32,076 27,562 22,555 31,720 10,738 34% 36,120 37,120
Charges FOR SERVICES 101‐4530‐3300 Professional Svcs 29,238 25,689 17,895 22,500 8,263 37% 25,000 25,000 101‐4530‐3306 Janitorial Service 10,317 9,604 7,956 8,500 2,166 25% 8,500 8,500 101‐4530‐3320 Telephone (Sechlar) 1,104 1,235 53 1,200 ‐ 0% 1,200 1,200 101‐4530‐3381 Electricity 8,789 11,551 10,356 11,000 3,964 36% 11,000 11,000 101‐4530‐3387 Water,Sewer and Storm Drain 17,723 8,259 1,095 12,250 ‐ 0% 12,250 12,250 101‐4530‐3389 Refuse Disposal 957 1,480 1,079 1,800 317 18% 1,800 1,800 TOTAL Charges FOR SERVICES 68,128 57,818 38,434 57,250 14,710 26% 59,750 59,750
TOTAL Athletic Facilities 103,150 87,180 74,717 119,540 34,046 88% 132,300 133,994
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Outdoor Pool
PERSONAL SERVICES 101‐4540‐1101 Salaries FullTime 397 796 2,836 17,396 3,029 0% 17,986 17,800 101‐4540‐1102 Salaries Overtime ‐ 13 21 ‐ 46 0% ‐ ‐ 101‐4540‐1103 Salaries PartTime 83,626 76,324 79,694 99,616 17,075 17% 88,587 101,959 101‐4540‐1115 Clothing Allowance 1,759 1,792 1,955 2,480 509 21% 2,000 2,480 101‐4540‐1121 PERA 486 185 205 1,340 229 17% 1,384 1,371 101‐4540‐1122 FICA 6,428 5,900 6,302 8,933 1,538 17% 7,898 9,116 101‐4540‐1131 Medical/Dental/Life Insur 48 123 451 800 254 0% 3,361 2,690 101‐4540‐1132 Employer HSA Contribution ‐ 83 25 ‐ ‐ 0% 700 700 101‐4540‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4540‐1151 Workers' Comp Insurance Pre 4,696 4,714 5,000 5,100 2,550 50% 5,143 5,217 TOTAL PERSONAL SERVICES 97,440 89,930 96,489 135,665 25,230 19% 127,059 141,333
SUPPLIES 101‐4540‐2211 Janitorial & Other Supplies 667 443 514 1,500 61 4% 1,500 1,500 101‐4540‐2216 Ciemicals & Testing Supplie 12,500 13,635 16,465 14,000 ‐ 0% 14,000 14,000 101‐4540‐2218 General Supplies 4,374 1,658 7,282 5,450 512 9% 5,450 5,450 101‐4540‐2220 Bldg Maint/Repair Supplies 4,860 6,008 2,259 5,300 8,671 164% 5,300 5,300 101‐4540‐2221 Grounds Maintenance ‐ ‐ ‐ 1,000 346 0% 1,000 1,000 101‐4540‐2222 Equipment Maintenance 3,055 1,605 931 2,550 391 15% 2,750 2,550 101‐4540‐2280 Concession Purchases 1,743 1,298 11,017 20,000 2,856 14% 20,000 20,000 TOTAL SUPPLIES 27,199 24,647 38,468 49,800 12,837 26% 50,000 49,800
Charges FOR SERVICES 101‐4540‐3300 Other Professional Services 2,603 3,392 7,592 3,000 341 11% 3,000 3,000 101‐4540‐3302 Contracted Services 2,090 1,122 2,130 ‐ 195 0% ‐ ‐ 101‐4540‐3305 Pool Maintenance 5 ‐ ‐ 4,000 ‐ 0% 5,000 4,000 101‐4540‐3310 Data Processing Services 240 50 ‐ 12,110 6,055 0% ‐ ‐ 101‐4540‐3320 Telephone & Communication 526 328 107 600 ‐ 0% 600 600 101‐4540‐3331 Mileage/Meals/Lodging 186 ‐ 27 300 ‐ 0% 300 300 101‐4540‐3333 Conferences/Employee Traini ‐ 335 38 300 ‐ 0% 300 300 101‐4540‐3380 Gas 3,976 6,038 5,330 8,000 309 4% 8,000 8,000 101‐4540‐3381 Electricity 10,524 11,530 10,980 12,500 1,753 14% 12,500 12,500 101‐4540‐3387 Water, Sewer & Storm Draina 2,866 1,050 3,860 10,000 167 2% 10,000 10,000 101‐4540‐3389 Refuse Disposal 353 539 893 350 271 77% 350 350 TOTAL Charges FOR SERVICES 23,369 24,384 30,957 51,160 9,091 18% 40,050 39,050
25 26
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Other Charges 101‐4540‐4446 Software ‐ ‐ 1,000 2,250 2250 3,625 2,500 101‐4540‐4462 Cash Short/Uncollectible Ci 1,029 26 69 500 80 0% 1,500 1,500 Total Other Charges 1,029 26 1,069 2,750 2,330 5,125 4,000
DEBT SERVICE 101‐4540‐6020 Capital Lease Principal 2,232 2,321 2,305 2,412 1,241 51% 2,412 2,412 101‐4540‐6021 Capital Lease Interest 1,269 1,179 1,195 1,088 509 47% 1,088 1,088 TOTAL DEBT SERVICE 3,501 3,500 3,500 3,500 1,750 50% 3,500 3,500
Transfers 101‐4540‐7200 Transfer Out 7,494 7,494
TOTAL Outdoor Pool 152,538 142,487 170,483 242,875 51,238 21% 233,228 245,177
Recreation Administration PERSONAL SERVICES
101‐4545‐1101 Salaries FullTime 72,985 60,153 58,516 61,083 27,494 45% 62,822 62,549
101‐4545‐1116 Vehicle Allowance ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4545‐1121 PERA 5,173 4,299 4,200 4,533 2,037 45% 4,811 4,848 101‐4545‐1122 FICA 5,350 4,514 4,224 4,139 1,829 44% 3,610 4,784 101‐4545‐1131 Medical/Dental/Life Insur 9,649 6,321 8,226 6,757 7,470 111% 15,334 7,098 101‐4545‐1132 Employer HSA Contribution 1,750 1,750 2,333 1,750 1,750 100% 3,500 1,750 101‐4545‐1151 Workers' Comp Insurance Pre 924 1,160 1,150 1,052 526 50% 1,080 1,052 TOTAL PERSONAL SERVICES 95,831 78,197 78,649 79,314 41,106 52% 91,157 82,081
SUPPLIES 101‐4545‐2218 General Supplies 155 ‐ ‐ 250 ‐ ‐ 250 300
Charges FOR SERVICES 101‐4545‐3302 Contracted Rec Services 106,313 108,971 111,695 111,500 56,537 51% 111,500 111,500 101‐4545‐3310 IT Equip Repl Charge ‐ 50 ‐ ‐ ‐ 0% ‐ ‐ 101‐4545‐3320 Telephone & Communicatin 408 397 726 400 329 82% 400 400 101‐4545‐3331 Mileage/Meals/Lodging ‐ ‐ ‐ 500 ‐ 0% 500 500 101‐4545‐3333 Staff Training/Conferences ‐ ‐ ‐ 1,000 ‐ 0% 1,000 1,000 TOTAL Charges FOR SERVICES 106,721 109,418 112,421 113,400 56,866 50% 113,400 113,400
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET Other Charges 101‐4545‐4463 Dues, Membersiips, Subs, Ta ‐ ‐ ‐ 425 ‐ 0% 425 425
TOTAL Recreation Administration 202,707 187,615 191,070 193,389 97,972 51% 205,232 196,206
Library PERSONAL SERVICES
101‐4550‐1101 Salaries FullTime 350,762 380,223 315,588 371,842 147,525 40% 357,930 371,842
101‐4550‐1102 Salaries Overtime ‐ ‐ 233 382 360 94% 382 600 101‐4550‐1103 Salaries PartTime 214,614 236,290 281,959 270,782 134,254 50% 297,530 270,782 101‐4550‐1112 Longevity 14,280 9,658 9,532 9,629 ‐ 0% 10,931 9,711 101‐4550‐1116 Vehicle Allowance 3,694 1,194 ‐ 488 ‐ 0% 488 488 101‐4550‐1121 PERA 40,116 38,799 41,996 44,777 20,214 45% 49,326 44,777 101‐4550‐1122 FICA 41,039 43,343 43,173 43,826 20,132 46% 45,150 43,826 101‐4550‐1131 Medical/Dental/Life Insur 81,741 114,473 86,890 78,081 46,828 60% 72,974 78,081 101‐4550‐1132 Employer HSA Contribution 1,750 1,758 1,750 3,500 875 25% 3,500 4,775 101‐4550‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 101‐4550‐1151 Workers' Comp Insurance Pre 4,359 4,704 4,604 4,413 2,207 50% 5,075 4,413 TOTAL PERSONAL SERVICES 752,355 830,442 785,725 827,720 372,395 45% 843,286 829,295
SUPPLIES 101‐4550‐2211 Janitorial & Other Supplies 1,522 1,408 3,069 2,000 951 48% 2,000 2,500 101‐4550‐2212 Motor Fuel & Lubricants 110 87 245 200 ‐ 0% 250 500 101‐4550‐2218 General Supplies 11,210 13,364 12,855 12,800 4,036 32% 13,000 13,000 101‐4550‐2220 Bldg Maint/Repair Supplies 21,089 17,058 10,953 10,000 1,170 12% 8,000 8,000 101‐4550‐2221 Grounds Maintenance 3,955 2,686 3,738 4,000 520 13% 16,000 4,000 101‐4550‐2222 Equipment Maintenance 4,207 3,289 1,121 4,000 2,279 57% 4,000 4,000 TOTAL SUPPLIES 42,093 37,892 31,981 33,000 8,956 27% 43,250 32,000
Charges FOR SERVICES 101‐4550‐3300 Other Professional Services 2,115 2,759 1,447 2,500 897 36% 2,000 2,000 101‐4550‐3307 SELCO 32,219 41,910 38,113 42,156 22,711 54% 47,684 47,684 101‐4550‐3310 Data Processing Services ‐ 6,280 6,280 55,611 27,806 50% ‐ ‐ 101‐4550‐3320 Telephone & Communication 1,069 1,134 1,375 1,400 541 39% 1,000 1,000 101‐4550‐3321 Postage & Shipping 2,619 3,310 3,037 2,500 1,078 43% 2,500 2,500 101‐4550‐3331 Mileage/Meals/Lodging 892 1,024 699 1,703 280 16% 1,000 1,000 101‐4550‐3333 Staff Training/Conferences 1,800 763 96 1,750 ‐ 0% 5,000 5,000
27 28
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4550‐3342 Promotional Advertising 774 4,090 650 1,110 275 25% 1,000 1,000 101‐4550‐3351 Printing & Binding 405 628 454 600 93 16% 450 450 101‐4550‐3352 Office Duplicating 3,161 3,205 3,367 3,300 1,492 45% 3,300 3,300 101‐4550‐3380 Gas 1,993 778 3,772 4,000 2,307 58% 4,000 4,000 101‐4550‐3381 Electricity 13,239 15,079 12,117 12,000 5,796 48% 12,000 12,000 101‐4550‐3387 Water, Sewer & Storm Draina 901 1,179 1,094 1,200 427 36% 1,000 1,000 101‐4550‐3389 Refuse Disposal 446 412 795 400 355 89% 500 500 TOTAL Charges FOR SERVICES 61,633 82,551 73,296 130,230 64,058 49% 81,434 81,434
Other Charges 101‐4550‐4431 Library Materials 87,314 83,700 89,874 91,800 32,367 35% 95,000 100,000 101‐4550‐4432 Group Programming 2,141 4,148 1,841 3,000 680 23% 8,000 8,000 101‐4550‐4452 Sales Tax 838 878 763 ‐ 376 0% 800 800 101‐4550‐4463 Dues, Membersiips, Subscrip 854 910 ‐ 500 72 14% 200 100 TOTAL Other Charges 91,147 89,636 92,478 95,300 33,495 35% 104,000 108,900
CAPITAL OUTLAY 101‐4550‐5590 Computer Equipment/Software ‐ ‐ 52,618 60,000 ‐ 0% 10,000 ‐ 101‐4550‐7200 Transfer Out 65,736 65,736
DEBT SERVICE 101‐4550‐6020 Capital Lease Principal 8,704 9,054 8,991 9,409 4,659 50% 9,409 9,409 101‐4550‐6021 Capital Lease Interest 4,949 4,599 4,662 4,244 2,167 51% 4,500 4,500 TOTAL DEBT SERVICE 13,653 13,653 13,653 13,653 6,826 50% 13,909 13,909
TOTAL Library 960,881 1,054,174 1,049,751 1,159,903 485,730 42% 1,161,615 1,131,274
Other Financing Uses PERSONAL SERVICES
101‐4900‐1131 Medical/Dental/Life Insur ‐ ‐ ‐ ‐ 0% ‐ ‐
101‐4900‐1142 Unemployment Compensation ‐ 3,459 ‐ ‐ ‐ 0% ‐ ‐ TOTAL PERSONAL SERVICES ‐ 3,459 ‐ ‐ ‐ 0% ‐ ‐
Charges FOR SERVICES 101‐4900‐3300 Other Professional Services 1,344 298 ‐ ‐ 15,050 0% ‐ ‐ 101‐4900‐3361 General Insurance 217,583 147,004 154,354 154,354 77,177 50% 154,354 154,354 TOTAL CHARGES FOR SERVICES 218,927 147,302 154,354 154,354 92,227 60% 154,354 154,354
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET Other Charges 101‐4900‐4454 Convention & Visitors Burea 85,693 75,186 98,276 77,900 17,860 23% 77,900 77,900 101‐4900‐4464 Misc. Expenses (1,542) 4,828 26,767 ‐ 16 0% ‐ ‐ 101‐4900‐4470 ContingencyBudget Reserve ‐ ‐ ‐ 100,000 ‐ 0% 110,000 110,000 101‐4900‐4475 Annexation Payments 36,269 35,316 96,279 20,000 26,243 0% 37,570 20,000 TOTAL Other Charges 120,420 115,330 221,322 197,900 44,119 22% 225,470 207,900
DEBT SERVICE 101‐4900‐6020 Capital Lease Principal 18,036 18,462 18,717 19,498 9,655 50% 19,498 19,498 101‐4900‐6021 Capital Lease Interest 10,255 9,529 9,699 8,794 4,491 51% 8,794 8,794 TOTAL DEBT SERVICE 28,291 27,991 28,416 28,292 14,146 50% 28,292 28,292
TRANSFERS
29 30
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 101‐4900‐7200 Transfer Out 750,000 503,617 1,751,443 ‐ ‐ 0%
TOTAL Other Financing Uses 1,117,638 797,699 2,155,535 380,546 150,492 40% 408,116 390,546
TOTAL EXPENDITURES ‐ GENERAL FUND 9,997,643 10,152,309 11,690,449 11,108,072 4,520,753 41% 11,568,782 11,645,173
REVENUE OVER/(UNDER) EXPENDITURES 809,875 654,073 (149,321) 265,203 41,186 2,085
211‐COMMUNITY RESOURCE CENTER REVENUES Taxes 211‐31010 Ad Valorum Taxes Current 189,472 189,472 189,472 189,475 57,433 30% 189,475 189,475
Other Revenue 211‐36210 Interest on Investments 2,367 4,032 2,986 4,800 363 8% 4,800 4,800 211‐36211 Investment Market Value ‐ (7,771) 1,657 ‐ (105) 211‐36220 Rent 292,156 293,518 106,831 ‐ ‐ 0% ‐ ‐ 211‐36231 Capital Contributions ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 211‐36250 Miscellaneous Revenues 1,394 766 28,549 56,603 28,301 50% 56,603 56,603 211‐36260 CAC Loan Paid by Sciool ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Revenue 295,917 290,545 140,023 61,403 28,559 47% 61,403 61,403
Other Financing Sources 211‐39200 Transfer In ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 485,389 480,017 329,495 250,878 85,992 34% 250,878 250,878
EXPENDITURES NCRC Administration PERSONAL SERVICES 211‐4580‐1101 Salaries FullTime 8,891 9,069 4,545 ‐ 0% ‐ ‐ 211‐4580‐1102 Salaries Overtime 1,918 878 319 ‐ 0% ‐ ‐ 211‐4580‐1103 Salaries PartTime ‐ 1,996 ‐ ‐ 0% ‐ ‐ 211‐4580‐1115 Clothing Allowance ‐ ‐ ‐ ‐ 0% ‐ ‐ 211‐4580‐1121 PERA 767 715 350 ‐ 0% ‐ ‐ 211‐4580‐1122 FICA 752 853 359 ‐ 0% ‐ ‐ 211‐4580‐1131 Medical/Dental/Life Insur 1,955 1,884 955 ‐ 0% ‐ ‐ 211‐4580‐1132 Employer HSA Contribution 300 521 ‐ ‐ 0% ‐ ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 211‐4580‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ 0% ‐ ‐ 211‐4580‐1151 Workers' Comp Insurance Pre 686 513 385 ‐ 0% ‐ ‐ TOTAL PERSONAL SERVICES 15,269 16,429 6,913 ‐ ‐ 0% ‐ ‐
SUPPLIES 211‐4580‐2211 Janitorial & Other Supplies 6,675 3,903 1,722 ‐ 0% ‐ ‐ 211‐4580‐2220 Building/Equip Maintenance 13,106 10,778 5,362 ‐ 0% ‐ ‐ 211‐4580‐2221 Grounds Maintenance 3,699 3,185 4,898 ‐ 0% ‐ ‐ TOTAL SUPPLIES 23,480 17,866 11,982 ‐ ‐ 0% ‐ ‐
Charges FOR SERVICES 211‐4580‐3300 Other Professional Services 9,259 4,379 127,178 92,000 0% ‐ ‐ 211‐4580‐3306 Janitorial Services 23,661 23,670 6,932 ‐ 0% ‐ ‐ 211‐4580‐3310 Data Processing Services 83 400 300 ‐ 0% ‐ ‐ 211‐4580‐3320 Telephone & Communication 12,670 12,876 4,448 ‐ 0% ‐ ‐ 211‐4580‐3361 General Insurance 2,019 2,000 2,402 ‐ 0% ‐ ‐ 211‐4580‐3380 Gas 15,149 12,305 10,590 ‐ 0% ‐ ‐ 211‐4580‐3381 Electricity 57,633 63,236 20,382 ‐ 0% ‐ ‐ 211‐4580‐3387 Water, Sewer & Storm Draina ‐ ‐ ‐ ‐ 0% ‐ ‐ 211‐4580‐3389 Refuse Disposal 4,658 5,299 1,310 ‐ 0% ‐ ‐ TOTAL Charges FOR SERVICES 125,132 124,165 173,542 ‐ 92,000 0% ‐ ‐
Other Charges 211‐4580‐4411 Bldg RentalRent Credit Retu 82,286 82,286 41,143 0% ‐ ‐ 211‐4580‐4446 Software License Fees ‐ ‐ 4,500 0% ‐ ‐ 211‐4580‐4490 Administrative Charge 20,500 20,500 15,375 10,000 0% 10,000 10,000 TOTAL Other Charges 102,786 102,786 61,018 10,000 ‐ 0% 10,000 10,000
CAPITAL OUTLAY 211‐4580‐5520 Other Improvements ‐ ‐ ‐ ‐ 0% ‐ ‐
DEBT SERVICE 211‐4580‐6020 Capital Lease Principal 22,012 22,898 30,397 23,795 11,339 48% 22,899 22,899 211‐4580‐6021 Capital Lease Interest 12,516 11,630 15,167 10,732 5,925 55% 11,629 11,629 211‐4580‐6510 Loan Principal ‐ ‐ ‐ ‐ 0% ‐ ‐ 211‐4580‐6511 Loan Interest ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL DEBT SERVICE 34,528 34,528 45,564 34,527 17,264 50% 34,528 34,528
TRANSFERS 211‐4580‐7200 Transfer Out 2,640 5,193 2,060 184,000 ‐ 0% 184,000 184,000
31 32
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
TOTAL Expenditures ‐ NCRC Administration 303,835 300,967 301,079 228,527 109,264 48% 228,528 228,528
Wellness Center PERSONAL SERVICES 211‐4585‐1101 Salaries FullTime 10,625 14,367 7,071 ‐ 0% ‐ ‐ 211‐4585‐1102 Salaries Overtime 3,521 3,543 1,035 ‐ 0% ‐ ‐ 211‐4585‐1103 Salaries PartTime ‐ 1,996 88 ‐ 0% ‐ ‐ 211‐4585‐1115 Clothing Allowance ‐ ‐ ‐ 0% ‐ ‐ 211‐4585‐1121 PERA 1,013 1,282 584 ‐ 0% ‐ ‐ 211‐4585‐1122 FICA 991 1,422 602 ‐ 0% ‐ ‐ 211‐4585‐1131 Medical/Dental/Life Insur 2,556 2,982 1,627 ‐ 0% ‐ ‐ 211‐4585‐1132 Employer HSA Contribution 849 763 ‐ ‐ 0% ‐ ‐ 211‐4585‐1151 Workers' Comp Insurance Pre 974 802 602 ‐ 0% ‐ ‐ TOTAL PERSONAL SERVICES 20,529 27,157 11,609 ‐ ‐ 0% ‐ ‐
SUPPLIES 211‐4585‐2210 Non‐capital equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ 211‐4585‐2211 Janitorial & Other Supplies 5,039 4,555 1,753 ‐ 0% ‐ ‐ 211‐4585‐2220 Building/Equip Maintenance 18,258 16,391 4,716 ‐ 0% ‐ ‐ 211‐4585‐2221 Grounds Maintenance 2,899 3,138 4,898 ‐ 0% ‐ ‐ TOTAL SUPPLIES 26,196 24,084 11,367 ‐ ‐ 0% ‐ ‐
Charges FOR SERVICES 211‐4585‐3300 Other Professional Services 11,969 104 ‐ ‐ 0% ‐ ‐ 211‐4585‐3305 Pool Operations 12,295 13,125 14,108 ‐ 0% ‐ ‐ 211‐4585‐3306 Janitorial Services 20,400 18,700 6,800 ‐ 0% ‐ ‐ 211‐4585‐3320 Telephone & Communication 168 218 90 ‐ 0% ‐ ‐ 211‐4585‐3331 Mileage/Meals/Lodging ‐ ‐ ‐ ‐ 0% ‐ ‐ 211‐4585‐3361 General Insurance 7,004 4,834 3,626 ‐ 0% ‐ ‐ 211‐4585‐3380 Gas 10,747 12,305 10,590 ‐ 0% ‐ ‐ 211‐4585‐3381 Electricity 10,818 11,159 3,597 ‐ 0% ‐ ‐ 211‐4585‐3387 Water, Sewer & Storm Draina 5,286 5,748 1,805 ‐ 0% ‐ ‐ 211‐4585‐3389 Refuse Disposal 1,553 1,766 460 ‐ 0% ‐ ‐ TOTAL Charges FOR SERVICES 80,240 67,959 41,076 ‐ ‐ 0% ‐ ‐
Other Charges 211‐4585‐4446 Software License Fees ‐ 493 3,195 ‐ 0% ‐ ‐ 211‐4585‐4466 Bad Debt Expense/Write‐off 2,946 ‐ ‐ ‐ 0% ‐ ‐ 211‐4585‐4490 Administrative Charge 8,026 8,026 6,020 ‐ 0% ‐ ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL OTHER CHARGES 10,972 8,519 9,215 ‐ ‐ 0% ‐ ‐
CAPITAL OUTLAY 211‐4585‐5520 Other Capital Improvements ‐ ‐ 10,560 ‐ ‐ 0% ‐ ‐ 211‐4585‐5580 Other Equipment ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL CAPITAL OUTLAY ‐ ‐ 10,560 ‐ ‐ 0% ‐ ‐
DEBT SERVICE 211‐4585‐6020 Capital Lease Principal 14,073 14,640 6,877 15,213 7,533 50% 14,640 14,640 211‐4585‐6021 Capital Lease Interest 8,002 7,435 4,160 6,861 3,504 51% 7,435 7,435 TOTAL DEBT SERVICE 22,075 22,075 11,037 22,074 11,037 50% 22,075 22,075
TRANSFERS 211‐4585‐7200 Transfer Out ‐ ‐ ‐ 0% ‐ ‐
TOTAL Expenditures ‐ Wellness Center 160,012 149,794 94,864 22,074 11,037 50% 22,075 22,075
TOTAL EXPENDITURES ‐ NCRC FUND 463,847 450,761 395,943 250,601 120,301 48% 250,603 250,603
REVENUE OVER/(UNDER) EXPENDITURES 21,542 29,256 (66,448) 277 (34,309) 275 275
215‐MOTOR VEHICLE FUND
REVENUES Charges for Services 215‐34108 Drivers License Charges 37,112 33,518 51,025 36,000 26,325 73% 50,000 50,000 215‐34109 Motor Vehicle Charges 150,496 149,618 156,449 165,000 89,371 54% 168,000 168,000 TOTAL Charges for Services 187,608 183,136 207,474 201,000 115,696 58% 218,000 218,000
Other Revenue 215‐36210 Interest on Investments 1,527 2,829 2,477 1,200 682 57% 1,200 1,200 215‐36211 Investment Market Value (4,962) 465 (221) 215‐36250 Miscellaneous Revenues ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 215‐36255 Cash Over ‐ 189 135 ‐ ‐ 0% ‐ ‐ TOTAL Other Revenue 1,527 (1,944) 3,077 1,200 461 38% 1,200 1,200
TOTAL REVENUES 189,135 181,192 210,551 202,200 116,157 57% 219,200 219,200
33 34
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET EXPENDITURES PERSONAL SERVICES 215‐5600‐1101 Salaries FullTime 86,965 89,883 97,039 96,064 43,574 45% 102,451 98,313 215‐5600‐1102 Salaries Overtime ‐ ‐ 81 ‐ 140 0% ‐ ‐ 215‐5600‐1103 Salaries PartTime ‐ 4,342 9,813 29,880 12,804 43% 31,249 30,578 215‐5600‐1112 Longevity 1,699 1,738 1,776 1,737 ‐ 0% 2,803 1,737 215‐5600‐1115 Clothing Allowance 394 461 392 600 200 33% 600 600 215‐5600‐1121 PERA 6,357 6,923 7,816 9,883 4,201 43% 10,561 10,112 215‐5600‐1122 FICA 6,274 6,858 7,346 8,143 3,706 46% 8,650 8,289 215‐5600‐1131 Medical/Dental/Life Insur 19,165 15,989 19,530 21,923 13,171 60% 24,053 22,961 215‐5600‐1132 Employer HSA Contribution 5,092 5,214 5,331 5,338 918 17% 5,338 5,338 215‐5600‐1151 Workers' Comp Insurance Pre 857 673 673 982 491 50% 1,049 1,004 TOTAL PERSONAL SERVICES 126,803 132,081 149,797 174,550 79,205 45% 186,754 178,932
SUPPLIES 215‐5600‐2218 General Supplies 318 1,962 9,571 2,335 486 21% 2,600 2,500
Charges FOR SERVICES 215‐5600‐3300 Other Professional Services 1,421 164 84 212 50 24% 225 212 215‐5600‐3310 Data Processing Services 1,600 1,600 1,600 4,800 2,400 50% ‐ 4,800 215‐5600‐3331 Mileage/Meals/Lodging 172 522 ‐ 312 ‐ 0% 312 312 215‐5600‐3352 Office Duplicating 1,401 1,367 1,292 1,405 521 37% 1,405 1,405 TOTAL Charges FOR SERVICES 4,594 3,653 2,976 6,729 2,971 44% 1,942 6,729
Other Charges 215‐5600‐4411 Building Space Lease 5,250 5,250 5,250 5,500 ‐ 0% 5,500 5,500 215‐5600‐4462 Cash Short/Uncollectible Ci 1,434 645 1,324 500 312 62% 500 500 215‐5600‐4463 Dues, Membersiips, Subscrip 413 273 253 350 253 72% 350 350 215‐5600‐4471 Uninsured Losses ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 215‐5600‐4490 Administrative Charge 4,950 5,200 5,200 5,300 2,650 50% 5,200 5,200 TOTAL Other Charges 12,047 11,368 12,027 11,650 3,215 28% 11,550 11,550
TRANSFERS 215‐5600‐7200 Transfer Out 2,640 45,771 10,987 ‐ ‐ #DIV/0! 11,643 ‐
TOTAL EXPENDITURES ‐ MOTOR VEiICLE FUND 146,402 194,835 185,358 195,264 85,877 44% 214,489 199,711
REVENUE OVER/(UNDER) EXPENDITURES 42,733 (13,643) 25,193 6,936 30,280 0% 4,711 19,489
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 229‐COMMUNICATION
REVENUES Taxes 229‐31510 Franchise Fee 174,403 187,314 195,174 169,000 47,627 28% 169,000 169,000 229‐31550 PEG Fees 31,086 32,061 30,815 30,000 7,412 25% 30,000 30,000 TOTAL Taxes 205,489 219,375 225,989 199,000 55,039 28% 199,000 199,000
Other Revenue 229‐36210 Interest on Investments 9,748 10,216 4,701 15,000 1,321 9% 15,000 15,000 229‐36211 Investment Market Value ‐ (16,865) 179 ‐ (562) 0% ‐ ‐ TOTAL Other Revenue 9,748 (6,649) 4,880 15,000 759 5% 15,000 15,000
Other Financing Sources 229‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 215,237 212,726 230,869 214,000 55,798 26% 214,000 214,000
EXPENDITURES PERSONAL SERVICES 229‐4180‐1101 Salaries FullTime (85) ‐ ‐ ‐ ‐ 0% ‐ ‐ 229‐4180‐1103 Salaries PartTime 3,442 3,454 3,429 3,691 1,279 35% 3,672 3,778 229‐4180‐1121 PERA ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 229‐4180‐1122 FICA 257 264 262 282 98 35% 281 289 229‐4180‐1131 Medical/Dental/Life Insur ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 229‐4180‐1132 Employer HSA Contribution ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 229‐4180‐1151 Workers' Comp Insurance Pre 245 17 17 18 9 50% 18 19 TOTAL PERSONAL SERVICES 3,859 3,735 3,708 3,991 1,386 35% 3,971 4,086
SUPPLIES 229‐4180‐2210 Non‐Capital Equipment ‐ 95 247 3,000 ‐ 3,000 3,000 229‐4180‐2218 General Supplies ‐ 657 13 1,500 ‐ 0% 1,500 1,500 Total Supplies ‐ 752 260 4,500 ‐ 0% 4,500 4,500
Charges FOR SERVICES 229‐4180‐3300 Other Professional Services 59,787 120,003 96,627 82,661 27,893 34% 132,661 82,661
Other Charges 229‐4180‐4446 Software License Fees 16,375 171 1,509 3,800 7,036 185% 3,800 3,800 229‐4180‐4464 Miscellaneous Projects 26,394 15,025 ‐ 25,000 ‐ 0% 10,000 ‐
35 36
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 229‐4180‐4490 Administrative Charge 1,005 1,005 1,005 1,005 503 50% 1,005 1,005 TOTAL Other Charges 43,774 16,201 2,514 29,805 7,539 25% 14,805 4,805
CAPITAL OUTLAY 229‐4180‐5580 Other Equipment 20,411 (7,414) ‐ ‐ ‐ 0% 100,000 ‐
TRANSFERS 229‐4180‐7200 Transfer Out 238,223 388,223 113,223 63,223 31,612 50% 5,579 88,223
TOTAL EXPENDITURES ‐ CABLE TV FUND 366,054 521,500 216,332 184,180 68,430 37% 261,516 184,275
REVENUE OVER/(UNDER) EXPENDITURES (150,817) (308,774) 14,537 29,820 (12,632) 0% (47,516) 29,725
240‐LIBRARY GIFT FUND
REVENUES Other Revenue 240‐36210 Interest on Investments 913 1,393 1,301 2,500 303 12% 2,500 2,500 240‐36211 Investment Market Value ‐ (2,435) 304 ‐ (86) 0% 240‐36230 Contributions & Donations 14,720 14,349 17,617 10,000 3,521 35% 10,000 10,000 TOTAL Other Revenue 15,633 13,307 19,222 12,500 3,738 30% 12,500 12,500
Other Financing Sources 240‐39200 Transfer In ‐ ‐ ‐ ‐ 0% ‐ ‐ 240‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Financing Sources ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 15,633 13,307 19,222 12,500 3,738 30% 12,500 12,500
EXPENDITURES Charges for Services 240‐4900‐3309 Programs and Public Service ‐ 602 79 1,000 375 0% 500 500
Other Charges 240‐4900‐4431 Library Materials ‐ 3,310 2,992 14,000 826 0% 12,000 12,000 240‐4900‐4470 ContingencyBudget Reserve 16,216 5,069 4,019 ‐ 1,176 0% ‐ 240‐4900‐4915 Grant Expense ‐ 7,860 10,100 ‐ ‐ 0% ‐ TOTAL Other Charges 16,216 16,239 17,111 14,000 2,002 14% 12,000 12,000
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL EXPENDITURES 16,216 16,841 17,190 15,000 2,377 16% 12,500 12,500
REVENUE OVER/(UNDER) EXPENDITURES (583) (3,534) 2,032 (2,500) 1,361 0% ‐ ‐
241‐G.W. BUNDAY FUND
REVENUES Other Revenue 241‐36210 Interest on Investments 4,226 6,243 4,598 8,000 (712) ‐9% 8,000 8,000 241‐36211 Investment Market Value ‐ (11,159) 1,598 ‐ (26) 0% ‐ ‐ Total Other Revenue 4,226 (4,916) 6,196 8,000 (738) ‐9% 8,000 8,000
Other Financing Sources 241‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 4,226 (4,916) 6,196 8,000 (738) ‐9% 8,000 8,000
EXPENDITURES Charges for Services 241‐4900‐3300 Professional Services 1,920 ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Charges for Services 1,920 ‐ ‐ ‐ ‐ 0% ‐ ‐
Other Charges 241‐4900‐4431 Library Materials 13,580 12,849 8,529 8,000 604 8% 4,000 8,000 241‐4900‐4470 ContingencyBudget Reserve ‐ ‐ 26 ‐ ‐ 0% ‐ ‐ TOTAL Other Charges 13,580 12,849 8,555 8,000 604 8% 4,000 8,000
241‐4900‐7200 Transfer Out 300,000
TOTAL EXPENDITURES ‐ LIBRARY GIFT FUND 15,500 12,849 8,555 308,000 604 0% 4,000 8,000
REVENUE OVER/(UNDER) EXPENDITURES (11,274) (17,765) (2,359) (300,000) (1,342) 0% 4,000 ‐
242‐SCRIVER MEMORIAL FUND
REVENUES Other Revenue 242‐36210 Interest on Investments 1,736 2,691 2,442 3,500 572 16% 3,500 3,500 242‐36211 Investment Market Value ‐ (4,764) 663 ‐ (162) 0% ‐ ‐
37 38
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET Total Other Revenue 1,736 (2,073) 3,105 3,500 410 12% 3,500 3,500
TOTAL REVENUES 1,736 (2,073) 3,105 3,500 410 12% 3,500 3,500
EXPENDITURES Other Charges 242‐4900‐4431 Library Materials 2,448 3,236 3,124 3,500 ‐ 0% 3,500 3,500
TOTAL EXPENDITURES ‐ SCRIVER MEMORIAL FUND 2,448 3,236 3,124 3,500 ‐ 0% 3,500 3,500
REVENUE OVER/(UNDER) EXPENDITURES (712) (5,309) (19) ‐ 410 0% ‐ ‐
243‐L J GUSTAFSON FUND
REVENUES Other Revenue 243‐36210 Interest on Investments 480 697 634 2,000 148 7% 2,000 2,000 243‐36211 Investment Market Value ‐ (1,253) 179 (42) 0% Total Other Revenue 480 (556) 813 2,000 106 5% 2,000 2,000
Other Financing Sources 243‐39999 Appropriated Fund Balance ‐ ‐ ‐ 00% ‐ ‐
TOTAL REVENUES 480 (556) 813 2,000 106 5% 2,000 2,000
EXPENDITURES Other Charges 243‐4900‐4464 Miscellaneous Expenses 2,002 1,262 1,309 2,000 ‐ 0% 2,000 2,000
TOTAL EXPENDITURES ‐ LJ GUSTAFSON FUND 2,002 1,262 1,309 2,000 ‐ 0% 2,000 2,000
REVENUE OVER/(UNDER) EXPENDITURES (1,522) (1,818) (496) ‐ 106 0% ‐ ‐
244‐M. HOUSTON TRUST FUND
REVENUES Other Revenue 244‐36210 Interest on Investments 511 807 749 1,200 181 15% 1,200 1,200
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 244‐36211 Investment Market Value ‐ (1,428) 201 ‐ (52) 0% 244‐36230 Contributions & Donations ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Revenue 511 (621) 950 1,200 129 11% 1,200 1,200
Other Financing Sources 244‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 511 (621) 950 1,200 129 11% 1,200 1,200
EXPENDITURES Other Charges 244‐4900‐4432 Child Programming ‐ ‐ 1,200 ‐ 0% 1,200 1,200
TOTAL EXPENDITURES ‐ M HOUSTON TRUST FUND ‐ ‐ 1,200 ‐ 0% 1,200 1,200
REVENUE OVER/(UNDER) EXPENDITURES 511 (621) 950 ‐ 129 0% ‐ ‐
245‐C.C.CLOHERTY ENDOWED BOOK
REVENUES Other Revenue 245‐36210 Interest on Investments 122 211 201 200 48 24% 200 200 245‐36211 Investment Market Value ‐ (373) 51 ‐ (14) 0% ‐ ‐ 245‐36230 Contributions & Donations 1,150 300 400 ‐ 350 0% ‐ ‐ TOTAL Other Revenue 1,272 138 652 200 384 192% 200 200
TOTAL REVENUES 1,272 138 652 200 384 192% 200 200
EXPENDITURES Other Charges 245‐4900‐4431 Library Materials ‐ 162 186 200 ‐ 0% 200 200
TOTAL EXPENDITURES ‐ C.C. CLOHERTY FUND ‐ 162 186 200 ‐ 0% 200 200
REVENUE OVER/(UNDER) EXPENDITURES 1,272 (24) 466 ‐ 384 0% ‐ ‐
250‐CDBG FUND
39 40
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
REVENUES Intergovernmental 250‐33130 CDBG Reimbursements 19,500 ‐ 92,768 100,000 75,896 76% 100,000 100,000
Other Revenue 250‐36250 Miscellaneous Revenues 51 21,345 78 ‐ (3) 0% ‐ ‐
TOTAL REVENUES 19,551 21,345 92,846 100,000 75,893 76% 100,000 100,000
EXPENDITURES Other Charges 250‐4900‐4470 CDBG Funds Allocated 24,500 21,471 95,453 100,000 84,219 84% 100,000 100,000
TRANSFERS 250‐4900‐7200 Transfer Out ‐ ‐ ‐ 0% ‐ ‐
TOTAL EXPENDITURES ‐ CDBG FUND 24,500 21,471 95,453 100,000 84,219 84% 100,000 100,000
REVENUE OVER/(UNDER) EXPENDITURES (4,949) (126) (2,607) ‐ (8,326) 0% ‐ ‐
270‐MUNICIPAL TIF DIST 4
REVENUES Taxes 270‐31010 Current Taxes ‐ ‐ ‐ ‐ 0% ‐ ‐ 270‐31050 Tax Increments 544,870 537,226 132 ‐ 2,116 0% ‐ ‐ 270‐31060 Tax Increments‐Delinquent 7,216 6,369 13,389 ‐ ‐ 0% ‐ ‐ Total Taxes 552,086 543,595 13,521 ‐ 2,116 0% ‐ ‐
Intergovernmental 270‐33402 Market Value Credit ‐ ‐ ‐ ‐ 0% ‐ ‐
Other Revenue 270‐36210 Interest on Investments 13,659 29,970 24,872 10,000 5,120 51% 10,000 10,000 270‐36211 Investment Market Value ‐ (50,973) 8,704 ‐ (1,451) 0% ‐ ‐ 270‐36225 Interest on Loans ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 270‐36240 Insurance Reimbursements ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 270‐36250 Miscellaneous Revenues ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 270‐36260 Loan Payments Received ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Revenue 13,659 (21,003) 33,576 10,000 3,669 37% 10,000 10,000
Other Financing Sources 270‐39200 Transfers In ‐ ‐ ‐ ‐ 0% ‐ ‐ 270‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Financing Sources ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 565,745 522,592 47,097 10,000 5,785 58% 10,000 10,000
EXPENDITURES Charges FOR SERVICES 270‐4900‐3300 Other Professional Services 47,194 27,803 35,233 560,000 ‐ 0% ‐ ‐
Other Charges 270‐4900‐4464 Miscellaneous Expenses 10,728 425 10,247 ‐ ‐ 0% ‐ ‐ 270‐4900‐4465 Development Loans Issued 14,000 ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Charges 24,728 425 10,247 ‐ ‐ 0% ‐ ‐
CAPITAL OUTLAY 270‐4900‐5520 Other Improvements ‐ 55,365 172,139 ‐ 35,890 0% 250,000 250,000
TRANSFERS 270‐4900‐7200 Transfer Out 323,500 148,000 141,721 ‐ ‐ 0% ‐ ‐
TOTAL EXPENDITURES ‐ MUNICIPAL DIST. #4 395,422 231,593 359,340 560,000 35,890 6% 250,000 250,000
REVENUE OVER/(UNDER) EXPENDITURES 170,323 290,999 (312,243) (550,000) (30,105) 51% (240,000) (240,000)
271‐JEFFERSON SQ TWNHM TIF
REVENUES Taxes 271‐31050 Tax Increments 2,538 12,624 2,865 ‐ 1,034 0% ‐ ‐ TOTAL Taxes 2,538 12,624 2,865 ‐ 1,034 0% ‐ ‐
Other Revenue
41 42
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 271‐36210 Interest on Investments ‐ 120 163 ‐ 47 0% ‐ ‐ 271‐36211 Investment Market Value ‐ (138) 83 ‐ ‐13 0% ‐ ‐ 271‐36250 Miscellaneous Revenues 4,365 ‐ 11,362 ‐ 00% ‐ ‐ TOTAL Other Revenue 4,365 (18) 11,608 ‐ 34 0% ‐ ‐
TOTAL REVENUES 6,903 12,606 14,473 ‐ 1,068 0% ‐ ‐
EXPENDITURES Charges FOR SERVICES 2,287 11,370 4,920 ‐ 3 0% ‐ ‐ 271‐4900‐3300 Other Professional Services 2,287 11,370 4,920 ‐ 3 0% ‐ ‐
TOTAL EXPENDITURES 2,287 11,370 4,920 ‐ 3 0% ‐ ‐
REVENUE OVER/(UNDER) EXPENDITURES 4,616 1,236 9,553 ‐ 1,065 0% ‐ ‐
290‐ECONOMIC DEVELOPMENT AUTHORITY
REVENUES Taxes 290‐31010 Ad Valorum Taxes Current 216,573 207,930 203,256 214,180 70,988 33% 219,488 219,488 290‐31020 Ad Valorum Taxes Delinquent 5,932 1,880 1,865 ‐ 819 0% ‐ ‐ TOTAL Taxes 222,505 209,810 205,121 214,180 71,807 34% 219,488 219,488
Intergovernmental 290‐33402 Market Value Credit ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 290‐33430 DEED Grants 57,145 ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Intergovernmental 57,145 ‐ ‐ ‐ ‐ 0% ‐ ‐
Other Revenue 290‐36210 Interest‐‐Investments/Savings 12,050 17,275 19,021 15,000 4,387 29% 15,000 15,000 290‐36211 Investment Market Value ‐ (31,488) 4,833 ‐ (961) 0% ‐ ‐ 290‐36225 Interest on Loans 13,033 15,647 10,624 10,000 4,991 50% 10,000 10,000 290‐36250 Miscellaneous Revenues 505 ‐ 25,188 3,380 750 22% 2,000 500 290‐36260 Loan Payments Received 92,934 134,580 ‐ ‐ ‐ 0% ‐ TOTAL Other Revenue 118,522 136,014 59,666 28,380 9,167 32% 27,000 25,500
Other Financing Sources 290‐39200 Transfers In 249,088 ‐ ‐ ‐ 0% ‐ ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 290‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% 36,500 ‐
TOTAL REVENUES 647,260 345,824 264,787 242,560 80,974 33% 282,988 244,988
EXPENDITURES DEBT SERVICE 290‐4700‐6010 Bond Principal 135,000 ‐ ‐ 0% ‐ ‐ 290‐4700‐6011 Bond Interest Paid 114,087 ‐ ‐ 0% ‐ ‐ TOTAL DEBT SERVICE 249,087 ‐ ‐ ‐ 0% ‐ ‐
EDA General Operating PERSONAL SERVICES 290‐5100‐1101 Salaries FullTime 33,297 43,296 49,023 60,712 25,455 42% 90,853 62,132 290‐5100‐1102 Salaries Overtime ‐ 346 ‐ 104 ‐ 0% 40 104 290‐5100‐1103 Salaries PartTime ‐ 220 4,224 2,800 5,415 0% ‐ 2,800 290‐5100‐1102 Longevity ‐ ‐ ‐ 472 ‐ 0% ‐ 472 290‐5100‐1121 PERA 2,121 3,099 3,470 4,780 1,872 39% 7,040 4,890 290‐5100‐1122 FICA 2,312 3,062 3,635 4,099 2,167 53% 6,433 4,171 290‐5100‐1131 Medical/Dental/Life Insur 4,870 5,747 8,817 11,305 4,921 44% 12,996 11,865 290‐5100‐1132 Employer HAS Contribution 113 347 265 350 134 0% 4,025 350 290‐5100‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 290‐5100‐1151 Workers' Comp Insurance Pre 693 372 372 497 249 50% 700 509 TOTAL PERSONAL SERVICES 43,406 56,489 69,806 85,119 40,213 47% 122,087 87,293
SUPPLIES 290‐5100‐2218 General Supplies 560 57 ‐ 500 175 0% 500 500
Charges FOR SERVICES 290‐5100‐3300 Other Professional Services 38,696 10,423 7,772 15,000 5,310 35% 15,000 10,000 290‐5100‐3301 Auditing & Accounting Servi 1,885 1,707 1,843 1,800 700 39% 1,800 1,800 290‐5100‐3304 Legal Services 3,710 3,890 4,027 5,000 1,351 27% 5,000 5,000 290‐5100‐3310 Data Processing Services 490 400 400 500 250 50% ‐ 500 290‐5100‐3320 Telephone & Communication ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 290‐5100‐3331 Mileage/Meals/Lodging 95 1,033 992 2,000 612 31% 2,000 2,000 290‐5100‐3333 Conferences/Staff Training 22 847 1,576 2,500 880 35% 2,500 1,200 290‐5100‐3342 Promotional Advertising 919 177 ‐ 5,000 ‐ 0% 5,000 2,000 290‐5100‐3361 General Insurance 3,281 3,040 3,040 3,040 1,520 50% 3,040 3,040 290‐5100‐3381 Electric 439 462 190 ‐ ‐ 0% ‐ ‐ 290‐5100‐3387 Water & Sewer Charges 276 281 375 ‐ 108 0% ‐ ‐ TOTAL Charges FOR SERVICES 49,813 22,260 20,215 34,840 10,731 31% 34,340 25,540
43 44
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET . Other Charges 290‐5100‐4463 Dues, Membersiips, Subscrip ‐ 395 ‐ 750 395 0% 750 750 290‐5100‐4464 Miscellaneous Operating Exp 809 3,739 3,463 1,000 ‐ 0% 1,000 1,000 290‐5100‐4465 Development Loans Issued 130,481 258 ‐ ‐ 75,000 0% ‐ ‐ 290‐5100‐4490 Administrative Charges ‐ 8,806 8,808 8,808 4,404 50% 8,808 8,808 290‐5100‐4900 Other Projects ‐ 18,820 16,949 19,000 12,500 66% 19,000 28,000 290‐5100‐4916 Micro Grants Program Expens 25,000 27,840 ‐ 25,000 20,000 0% 25,000 25,000 290‐5100‐4917 Partnersiip Programs 96,100 60,000 60,000 60,000 30,000 50% 60,000 60,000 TOTAL Other Charges 252,390 119,858 89,220 114,558 142,299 124% 114,558 123,558
TRANSFERS 290‐5100‐7200 Transfer Out 2,640 2,693 2,747 2,902 ‐ 0% 6,177 2,902
TOTAL EDA General Operating 348,809 201,357 181,988 237,919 193,418 81% 277,662 239,793
TOTAL EXPENDITURES ‐ EDA FUND 597,896 201,357 181,988 237,919 193,418 81% 277,662 239,793
REVENUE OVER/(UNDER) EXPENDITURES 49,364 144,467 82,799 4,641 (112,444) 5,326 5,195
295‐HOUSING AND REDEVELOPMENT
REVENUES Taxes 295‐31010 Ad Valorum Taxes Current 231,102 212,205 207,567 218,551 72,437 33% 223,968 223,968 295‐31020 Ad Valorum Taxes Delinquent 5,158 1,805 1,874 ‐ 829 0% ‐ ‐ TOTAL Taxes 236,260 214,010 209,441 218,551 73,266 34% 223,968 223,968
Intergovernmental 295‐33402 Market Value Credit ‐ ‐ ‐ ‐ 0% ‐ ‐
Charges for Services 295‐34115 Bond Administrative Fee ‐ 2,500 ‐ ‐ 0% ‐ ‐
Other Revenue 295‐36210 Interest on Investments 6,011 12,069 13,215 10,000 3,505 35% 10,000 10,000 295‐36211 Investment Market Value ‐ (27,025) 3,429 ‐ (944) 0% 295‐36220 Rent 39,525 39,514 43,288 41,928 21,192 51% 52,344 52,344 295‐36240 Refunds & Reimbursements 435 ‐ ‐ ‐ ‐ 0% ‐ ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 295‐36250 Miscellaneous Revenues 757 5,866 1,133 1,000 281 28% 1,000 1,000 TOTAL Other Revenue 46,728 30,424 61,065 52,928 24,034 45% 63,344 63,344
Other Financing Sources 295‐39101 Sale of Assets (86,617) ‐ ‐ 0% ‐ ‐ 295‐39200 Transfer In ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Financing Sources (86,617) ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 196,371 246,934 270,506 271,479 97,300 36% 287,312 287,312
EXPENDITURES General Operating PERSONAL SERVICES 295‐5200‐1101 Salaries FullTime 38,553 46,990 58,150 58,587 26,729 46% 90,605 59,958 295‐5200‐1102 Salaries Overtime ‐ 70 ‐ ‐ ‐ 0% ‐ ‐ 295‐5200‐1112 Longevity 711 727 744 372 ‐ 0% 1,293 372 295‐5200‐1121 PERA 2,766 3,415 4,163 4,600 1,965 43% 7,144 4,707 295‐5200‐1122 FICA 2,626 3,246 3,939 3,737 1,823 49% 5,469 3,801 295‐5200‐1131 Medical/Dental/Life Insur 7,781 7,280 10,479 10,851 6,005 55% 21,374 11,389 295‐5200‐1132 Employer HSA Contribution 57 146 265 350 100 0% 350 350 295‐5200‐1151 Workers' Comp Insurance Pre 639 280 280 457 229 50% 711 468 TOTAL PERSONAL SERVICES 53,133 62,154 78,020 78,954 36,851 47% 126,946 81,045
SUPPLIES 295‐5200‐2218 General Supplies 77 99 ‐ 300 ‐ 0% 300 300
Charges FOR SERVICES 295‐5200‐3300 Other Professional Services 21,636 7,849 6,455 10,000 ‐ 0% 20,000 10,000 295‐5200‐3301 Auditing & Accounting Servi 1,225 1,109 1,198 1,300 455 35% 1,300 1,300 295‐5200‐3304 Legal Services 5,847 5,665 3,412 4,000 2,836 71% 4,500 4,000 295‐5200‐3310 Data Processing Services 490 400 400 490 245 50% 490 490 295‐5200‐3331 Mileage/Meals/Lodging 2,233 1,716 2,915 4,000 1,447 36% 4,000 4,000 295‐5200‐3333 Staff Training/Conferences 733 1,600 893 2,000 135 7% 2,000 2,000 295‐5200‐3342 Advertising ‐ 1,000 ‐ 2,000 ‐ 0% 2,000 2,000 295‐5200‐3361 General Insurance 2,736 1,700 1,700 1,900 950 50% 2,000 1,900 TOTAL Charges FOR SERVICES 34,900 21,039 16,973 25,690 6,068 24% 36,290 25,690
Other Charges 295‐5200‐4463 Dues, Membersiips, Subscrip 485 690 831 800 ‐ 0% 800 800 295‐5200‐4464 Miscellaneous Operating Exp 144 840 4 500 50 10% 500 500
45 46
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 295‐5200‐4490 Administrative Charge 6,999 6,999 6,999 6,999 3,500 50% 6,999 6,999 TOTAL Other Charges 7,628 8,529 7,834 8,299 3,550 43% 8,299 8,299
CAPITAL OUTLAY 295‐5200‐5520 Other Improvements ‐ ‐ 549 ‐ ‐ 0% ‐ ‐
TRANSFERS 295‐5200‐7200 Transfer Out 7,005 12,693 2,747 2,902 ‐ 0% 5,589 2,902
TOTAL HRA General Operating 102,743 104,514 106,123 116,145 46,469 40% 177,424 118,236
HRA Rental Projects EXPENDITURES Charges FOR SERVICES 295‐5210‐3361 General Insurance 1,989 1,675 1,759 1,845 923 50% 2,525 1,845 295‐5210‐3387 Water,Sewer,Gas & Electrici 3,410 3,781 4,450 4,600 2,055 45% 5,800 4,600 TOTAL Charges FOR SERVICES 5,399 5,456 6,209 6,445 2,978 46% 8,325 6,445
Other Charges 295‐5210‐4464 Miscellaneous Operating Exp 14,200 24,156 27,427 27,488 15,715 0% 31,000 26,700
DEBT SERVICE 295‐5210‐6011 Interest Exp ‐ Interfund Lo ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL HRA Rental Projects 19,599 29,612 33,636 33,933 18,693 55% 39,325 33,145
HRA LMI Housing EXPENDITURES Charges FOR SERVICES 295‐5220‐3387 Water, Sewer & Storm Draina 956 334 ‐ 1,000 ‐ 0% 1,000 1,000
Other Charges 295‐5220‐4464 Miscellaneous Operating Exp 31,285 1,925 306 1,500 306 20% 1,000 1,000
Capital Outlay 295‐5220‐5520 Other Improvements ‐ 12,072 39,098 117,000 48,378 41% 68,563 116,000
TOTAL HRA LMI Housing 32,241 14,331 39,404 119,500 48,684 41% 70,563 118,000
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET TOTAL EXPENDITURES ‐ HRA FUND 154,583 148,457 179,163 269,578 113,846 42% 287,312 269,381
REVENUE OVER/(UNDER) EXPENDITURES 41,788 98,477 91,343 1,901 (16,546) ‐870% ‐ 17,931
601‐WATER FUND
REVENUES Intergovernmental 601‐33440 Intergovernmental 9,900 7,979 ‐ ‐ ‐ 0% ‐ ‐
Other Revenue 601‐36210 Interest on Investments 43,193 90,562 91,073 55,000 22,592 41% 55,000 55,000 601‐36211 Investment Market Value ‐ (159,882) 18,079 ‐ (6,701) 601‐36220 Rent 15,730 13,310 14,520 13,200 7,865 60% 13,200 13,200 601‐36250 Miscellaneous Revenues (504) 1,950 2,177 1,000 531 53% 1,000 1,000 TOTAL Other Revenue 58,419 (54,060) 125,849 69,200 24,287 35% 69,200 69,200
Enterprise Revenue 601‐37050 Water Trunk Assessment (WAC) 207 12,388 6,075 ‐ 10,836 0% ‐ ‐ 601‐37110 Water Sales 2,202,211 2,188,476 2,121,396 1,991,746 794,919 40% 2,055,385 1,991,746 601‐37160 Penalties 15,914 9,833 11,443 16,000 3,944 25% 16,000 16,000 601‐37170 Meter Estimation Charges 118 161 635 ‐ 143 0% ‐ ‐ 601‐37176 Meter Sales 11,112 26,254 18,527 15,000 8,140 54% 15,000 15,000 TOTAL Enterprise Revenue 2,229,562 2,237,112 2,158,076 2,022,746 817,982 40% 2,086,385 2,022,746
Other Financing Sources 601‐39200 Transfer In ‐ 2,500 ‐ ‐ ‐ 0% ‐ ‐ 601‐39230 Contributed Assets ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 601‐39310 Bond Proceeds ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 601‐39320 Capital Lease Proceeds ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 601‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Financing Sources ‐ 2,500 ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 2,297,881 2,193,531 2,283,925 2,091,946 842,269 40% 2,155,585 2,091,946
601‐WATER FUND EXPENDITURES Debt Service
47 48
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET Charges FOR SERVICES 601‐4700‐3300 Bond Administrative Fees 11,112 171 (477) 5,000 150 3% 5,000 5,000
DEBT SERVICE 601‐4700‐6010 Bond Principal ‐ ‐ 297,500 297,500 100% 297,500 297,500 601‐4700‐6011 Bond Interest 48,285 33,119 25,179 20,875 12,288 59% 20,875 20,875 601‐4700‐6020 Capital Lease Principal ‐ ‐ ‐ 2,007 1,033 51% 2,007 2,007 601‐4700‐6021 Capital Lease Interest 1,055 981 11,619 905 423 47% 905 905 TOTAL DEBT SERVICE 49,340 34,100 36,798 321,287 311,244 97% 321,287 321,287
TOTAL Debt Service 60,452 34,271 36,321 326,287 311,394 95% 326,287 326,287
OPERATIONS PERSONAL SERVICES 601‐6000‐1101 Salaries FullTime 218,571 213,204 235,322 245,339 117,960 48% 261,163 247,845 601‐6000‐1102 Salaries Overtime 18,543 20,048 20,652 23,500 10,373 44% 23,500 23,500 601‐6000‐1103 Salaries PartTime 6,531 8,456 8,817 12,240 1,482 12% ‐ 12,240 601‐6000‐1112 Longevity 7,412 7,120 7,353 6,858 ‐ 0% 7,851 6,858 601‐6000‐1115 Clothing Allowance 597 671 600 600 ‐ 0% 600 600 601‐6000‐1116 Vehicle Allowance 3,693 3,719 3,706 3,780 1,687 45% 3,780 3,780 601‐6000‐1121 PERA 17,006 17,050 18,522 21,331 9,450 44% 22,615 21,576 601‐6000‐1122 FICA 18,523 18,523 20,485 19,289 9,723 50% 19,710 16,953 601‐6000‐1131 Medical/Dental/Life Insur 37,075 31,560 29,227 38,013 18,984 50% 36,975 39,068 601‐6000‐1132 Employer HSA Contribution 3,221 3,679 4,450 3,763 1,446 38% 3,395 3,782 601‐6000‐1151 Workers' Comp Insurance Pre 9,801 13,798 10,501 13,094 6,547 50% 10,486 13,232 TOTAL PERSONAL SERVICES 340,973 337,828 359,635 387,807 177,652 46% 390,075 389,434
SUPPLIES 601‐6000‐2212 Motor Fuel & Lubricants 8,826 12,779 7,816 8,000 2,043 26% 8,000 8,000 601‐6000‐2216 Ciemicals & Testing Equipme 52,325 43,025 37,810 45,000 17,117 38% 53,000 45,000 601‐6000‐2218 General Supplies 8,708 32,944 20,951 13,000 3,962 30% 13,000 13,000 601‐6000‐2220 Bldg Maint/Repair Supplies 5,327 8,248 4,071 39,000 2,616 7% 45,000 10,000 601‐6000‐2222 Equipment Maintenance 21,754 29,090 33,441 54,000 23,244 43% 49,500 37,500 601‐6000‐2223 Meter Maintenance ‐ (4,625) 10,317 28,000 6,234 22% 28,000 28,000 601‐6000‐2224 Well Rehabilitation 24,639 16,245 22,756 30,000 ‐ 0% 49,000 49,000 601‐6000‐2282 Water Meters For Resale 8,391 34,066 17,949 20,000 9,399 47% 20,000 20,000 TOTAL SUPPLIES 129,970 171,772 155,111 237,000 64,615 27% 265,500 210,500
Charges FOR SERVICES 601‐6000‐3300 Other Professional Services 13,469 2,827 90,312 30,000 6,128 20% 90,000 20,000
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 601‐6000‐3301 Auditing & Accounting Servi 5,656 5,120 5,530 6,000 2,099 35% 6,000 6,000 601‐6000‐3303 Engineering Services ‐ ‐ ‐ 40,000 563 1% 40,000 40,000 601‐6000‐3310 Data Processing Services 1,970 12,571 6,000 22,165 11,083 50% ‐ ‐ 601‐6000‐3311 Hardware/Software Maintenance ‐ ‐ 11,171 35,000 15,891 0% 35,700 13,500 601‐6000‐3320 Telephone & Communication 13,430 10,478 8,915 10,000 3,767 38% 14,000 14,000 601‐6000‐3321 Postage & Shipping 12,274 13,164 15,826 17,000 5,459 32% 17,000 17,000 601‐6000‐3331 Mileage/Meals/Lodging 530 339 454 2,000 ‐ 0% 2,000 2,000 601‐6000‐3333 Staff Training/Conferences 566 485 1,268 3,000 314 10% 6,000 1,850 601‐6000‐3361 General Insurance 28,456 19,800 19,800 19,800 9,900 50% 19,800 19,800 601‐6000‐3380 Gas 3,921 4,189 6,149 11,000 2,771 25% 7,000 7,000 601‐6000‐3381 Electricity 92,623 103,143 100,259 98,000 72,579 74% 94,000 94,000 601‐6000‐3387 Water, Sewer & Storm Draina ‐ ‐ ‐ 1,400 ‐ 0% 1,400 1,400 601‐6000‐3389 Refuse Disposal 1,554 1,800 1,190 1,200 503 42% 1,200 1,200 601‐6000‐3390 Credit Card Fees ‐ ‐ 14,762 ‐ 8,590 16,000 ‐ TOTAL Charges FOR SERVICES 174,449 173,916 281,636 296,565 139,647 47% 350,100 237,750
Other Charges 601‐6000‐4420 Depreciation 325,174 319,656 332,901 ‐ ‐ 0% ‐ ‐ 601‐6000‐4441 DNR Approp/iCI/Well #1 Fees 8,963 10,243 9,119 20,000 9,088 45% 20,000 20,000 601‐6000‐4446 Software License Fees ‐ 11,908 1,506 500 ‐ 0% 500 500 601‐6000‐4462 Cash Short/Uncollectible Ci ‐ ‐ ‐ 100 ‐ 0% 100 100 601‐6000‐4463 Dues, Membersiips, Subscrip 1,258 1,111 1,397 1,000 669 67% 1,000 1,000 601‐6000‐4490 Administrative Charge 171,927 171,927 171,927 172,000 86,000 50% 172,000 172,000 TOTAL Other Charges 507,322 514,845 516,850 193,600 95,757 49% 193,600 193,600
CAPITAL OUTLAY 601‐4800‐5520 Other Improvements‐CIP ‐ 601‐6000‐5510 Land ‐ ‐ ‐ ‐ 0% ‐ ‐ 601‐6000‐5520 Other Improvements ‐ 2,300 3,775 983,828 32,262 3% 1,562,295 38,365 601‐6000‐5550 Vehicles ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 601‐6000‐5570 Office Equipment & Furnitur ‐ ‐ 1,498 3,000 1,412 0% 1,000 ‐ 601‐6000‐5580 Other Equipment ‐ 1,028 5,864 40,000 ‐ 0% ‐ 30,000 TOTAL CAPITAL OUTLAY ‐ 3,328 11,137 1,026,828 33,674 3% 1,563,295 68,365
TRANSFERS 601‐6000‐7200 Transfer Out 14,510 109,800 132,757 14,510 ‐ 0% 534,944 36,675
Total Operations 1,167,224 1,311,489 1,457,126 2,156,310 511,345 24% 3,297,514 1,136,324
TOTAL EXPENDITURES ‐ WATER FUND 1,227,676 1,345,760 1,493,447 2,482,597 822,739 33% 3,623,801 1,462,611
49 50
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
REVENUE OVER/(UNDER) EXPENDITURES 1,070,205 847,771 790,478 (390,651) 19,530 ‐5% (1,468,216) 629,335
602‐WASTEWATER FUND
REVENUES Intergovernmental 602‐33100 Federal Grants ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐33440 Other State Grants/Aid ‐ ‐ ‐ ‐ 0% ‐ ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐
Other Revenue 602‐36101 Special AssessmentsPrincipal 810 ‐ ‐ 1,000 ‐ 0% 1,000 1,000 602‐36102 Special AssessmentsInterest (609) ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐36103 Special Assmts Penalites 62 ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐36210 Interest on Investments 15,641 29,889 25,302 35,000 8,811 25% 35,000 35,000 602‐36211 Investment Market Value ‐ (52,108) (2,923) ‐ (3,399) 0% ‐ ‐ 602‐36250 Miscellaneous Revenues 1,049 (491) 525 ‐ 310 0% ‐ ‐ TOTAL Other Revenue 16,953 (22,710) 22,904 36,000 5,722 16% 36,000 36,000
Enterprise Revenue 602‐37050 Sewer Trunk Assessment (SAC) ‐ 32,693 13,905 ‐ 14,822 0% ‐ ‐ 602‐37160 Penalties 26,121 19,152 22,451 29,000 7,758 27% 28,000 29,000 602‐37210 Sewer Charges 3,575,479 3,727,189 3,804,076 3,744,597 1,771,906 47% 3,856,935 3,972,643 TOTAL Enterprise Revenue 3,601,600 3,779,034 3,840,432 3,773,597 1,794,486 48% 3,884,935 4,001,643
Other Financing Sources 602‐39101 Sale of Assets ‐ 2,500 ‐ ‐ ‐ 0% ‐ ‐ 602‐39200 Transfer In ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐39230 Contributed Assets ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐39320 Capital Lease Proceeds ‐ ‐ ‐ ‐ ‐ 0% ‐ 1,000,000 602‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ ‐ 0% ‐ TOTAL Other Financing Sources ‐ 2,500 ‐ ‐ ‐ 0% ‐ 1,000,000
TOTAL REVENUES 3,618,553 3,758,824 3,863,336 3,809,597 1,800,208 47% 3,920,935 5,037,643
EXPENDITURES Debt Service Charges FOR SERVICES
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 602‐4700‐3300 Bond Administrative Fees 12,012 (1,232) (218) 6,000 600 10% 6,000 6,000
DEBT SERVICE 602‐4700‐6010 Bond Principal ‐ ‐ 1,347,500 272,500 20% 1,347,500 1,347,500 602‐4700‐6011 Bond Interest 400,927 300,447 217,302 202,457 103,380 51% 202,457 202,457 602‐4700‐6020 Capital Lease Principal ‐ ‐ ‐ 18,061 9,293 51% 18,061 18,061 602‐4700‐6021 Capital Lease Interest 9,499 8,827 429 8,146 3,810 47% 8,146 8,146 602‐4700‐6030 Bond Issuance Costs ‐ 94,909 ‐ ‐ ‐ 0% TOTAL DEBT SERVICE 410,426 404,183 217,731 1,576,164 388,983 25% 1,576,164 1,576,164
TOTAL Debt Service 422,438 402,951 217,513 1,582,164 389,583 25% 1,582,164 1,582,164
EXPENDITURES OPERATIONS PERSONAL SERVICES 602‐6100‐1101 Salaries FullTime 288,147 342,358 349,520 424,246 147,409 35% 439,260 428,448 602‐6100‐1102 Salaries Overtime 22,649 21,909 25,330 17,505 11,159 64% 17,505 17,505 602‐6100‐1103 Salaries PartTime 9,553 8,199 8,814 12,546 2,157 17% 12,110 12,546 602‐6100‐1112 Longevity 6,049 6,036 6,338 6,330 ‐ 0% 7,135 6,330 602‐6100‐1115 Clothing Allowance 1,636 1,356 1,017 1,200 ‐ 0% 1,200 1,200 602‐6100‐1116 Vehicle Allowance ‐ ‐ ‐ 180 ‐ 0% 180 180 602‐6100‐1121 PERA 22,772 26,698 26,721 34,367 11,738 34% 35,577 34,694 602‐6100‐1122 FICA 22,972 26,577 27,220 28,299 11,493 41% 30,036 28,290 602‐6100‐1131 Medical/Dental/Life Insur 83,774 62,818 60,005 89,026 29,197 33% 81,855 93,338 602‐6100‐1132 Employer HSA Contribution 8,843 10,958 9,334 14,263 3,883 27% 11,550 14,263 602‐6100‐1151 Workers' Comp Insurance Pre 10,017 11,057 11,055 12,411 6,206 50% 12,741 12,530 TOTAL PERSONAL SERVICES 476,412 517,966 525,354 640,373 223,242 35% 649,149 649,324
SUPPLIES 602‐6100‐2212 Motor Fuel & Lubricants 9,585 7,084 12,979 20,000 478 2% 20,000 20,000 602‐6100‐2216 Ciemicals & Testing Equipme 152,321 155,130 129,343 169,000 39,536 23% 169,000 169,000 602‐6100‐2218 General Supplies 19,736 26,512 48,276 25,000 6,852 27% 26,000 25,000 602‐6100‐2220 Bldg Maint/Repair Supplies 17,511 16,530 19,289 19,900 1,038 5% 22,000 19,900 602‐6100‐2222 Equipment Maintenance 81,408 73,693 94,910 84,000 51,749 62% 90,000 84,000 602‐6100‐2231 Collection Repair 15,615 20,913 75,072 30,000 24,708 82% 30,000 30,000 602‐6100‐2232 Sludge Program 124,648 167,033 149,792 158,000 74,701 47% 158,000 158,000 TOTAL SUPPLIES 420,824 466,895 529,661 505,900 199,062 39% 515,000 505,900
Charges FOR SERVICES 602‐6100‐3300 Other Professional Services 27,876 26,455 11,970 40,000 1,688 4% 40,000 40,000
51 52
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 602‐6100‐3301 Auditing & Accounting Servi 5,656 5,120 5,530 6,000 2,099 35% 6,000 6,000 602‐6100‐3302 Contracted Bld Mntce/Repair ‐ 41,006 8,228 199,740 ‐ 0% 25,000 30,000 602‐6100‐3303 Engineering Services ‐ ‐ 8,000 10,000 3,740 37% 75,000 10,000 602‐6100‐3310 Data Processing Services 2,240 2,926 4,979 26,168 13,084 50% ‐ ‐ 602‐6100‐3311 Hardware/Software Maintenance ‐ ‐ 14,902 33,976 12,704 0% 22,200 26,876 602‐6100‐3320 Telephone & Communication 5,027 5,348 5,323 7,320 1,946 27% 7,320 6,000 602‐6100‐3321 Postage & Shipping 9,888 9,867 12,401 10,000 4,783 48% 10,000 10,000 602‐6100‐3331 Mileage/Meals/Lodging 297 501 508 2,000 ‐ 0% 2,000 2,000 602‐6100‐3333 Staff Training/Conferences 2,100 2,336 2,657 3,350 346 10% 6,350 3,000 602‐6100‐3361 General Insurance 38,565 27,167 27,167 27,167 13,584 50% 27,167 27,167 602‐6100‐3380 Gas 47,000 53,522 90,928 74,306 29,052 39% 74,306 74,306 602‐6100‐3381 Electricity 267,428 303,384 314,956 280,000 137,160 49% 280,000 280,000 602‐6100‐3387 Water, Sewer & Storm Draina ‐ ‐ 5,193 ‐ 867 ‐ ‐ 602‐6100‐3389 Refuse Disposal 13,305 15,110 13,360 12,000 5,370 45% 12,000 12,000 TOTAL Charges FOR SERVICES 419,382 492,742 526,102 732,027 226,423 31% 587,343 527,349
Other Charges 602‐6100‐4420 Depreciation 1,104,704 1,113,750 1,131,646 ‐ ‐ 0% ‐ ‐ 602‐6100‐4443 DisCharge Permit Fee 14,375 14,375 17,590 16,000 14,350 90% 16,000 16,000 602‐6100‐4446 Software License Fees 1,950 15,187 5,851 22,950 ‐ 0% 22,950 22,950 602‐6100‐4462 Cash Short/Uncollectible ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐6100‐4463 Dues, Membersiips, Subscrip 3,593 4,212 4,633 1,500 1,265 84% 1,500 1,500 602‐6100‐4490 Administrative Charge 231,065 231,050 231,050 231,050 115,525 50% 231,050 231,050 TOTAL Other Charges 1,355,687 1,378,574 1,390,770 271,500 131,140 48% 271,500 271,500
CAPITAL OUTLAY 602‐4800‐5520 Other Improvements‐CIP ‐ ‐ 602‐6100‐5520 Other Improvements 10 ‐ 431,550 ‐ 0% 438,356 1,223,122 602‐6100‐5550 Vehicles ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 602‐6100‐5580 Other Equipment ‐ 3,176 ‐ 134,000 ‐ 0% 4,000 ‐ TOTAL CAPITAL OUTLAY ‐ 3,186 ‐ 565,550 ‐ 0% 442,356 1,223,122
TRANSFERS 602‐6100‐7200 Transfer Out 23,215 98,679 24,153 ‐ ‐ 0% 42,216 26,168
Total Operations 2,695,520 2,958,042 2,996,040 2,715,350 779,867 29% 2,507,564 3,203,363
TOTAL Wastewater Fund 3,117,958 3,360,993 3,213,553 4,297,514 1,169,450 27% 4,089,728 4,785,527
REVENUE OVER/(UNDER) EXPENDITURES 500,595 397,831 649,783 (487,917) 630,758 0% (168,793) 252,116
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
603‐GARBAGE FUND
REVENUES Other Revenue 603‐36210 Interest on Investments 1,585 1,114 5,852 3,000 2,166 72% 3,000 3,000 603‐36211 Investment Market Value ‐ (3,227) (584) ‐ (721) 0% ‐ ‐ 603‐36250 Miscellaneous Revenue ‐ 8,805 6,839 ‐ 15,873 0% ‐ ‐ TOTAL Other Revenue 1,585 6,692 12,107 3,000 17,318 577% 3,000 3,000
Enterprise Revenue 603‐37160 Penalties 10,319 9,023 9,241 11,000 4,209 38% 11,000 11,000 603‐37310 Garbage Charges 714,738 842,269 852,721 856,008 426,178 50% 856,008 856,008 603‐37340 Garbage Sticker Sales 2,716 5,742 2,991 4,000 106 3% 4,000 4,000 603‐37350 Recycling Charges 16,026 16,055 16,132 15,800 8,074 51% 15,800 15,800 603‐37360 Compost Services 33,571 16,444 16,785 16,444 ‐ 0% 16,444 16,444 TOTAL Enterprise Revenue 777,370 889,533 897,870 903,252 438,567 49% 903,252 903,252
Other Financing Sources 603‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL REVENUES 778,955 896,225 909,977 906,252 455,885 50% 906,252 906,252
EXPENDITURES PERSONAL SERVICES 603‐6200‐1101 Salaries FullTime 6,944 7,273 6,042 15,115 506 3% 15,627 15,282 603‐6200‐1102 Salaries Overtime ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 603‐6200‐1103 Salaries PartTime 11,233 10,981 11,683 18,562 3,884 21% 19,951 18,652 603‐6200‐1116 Vehicle Allowance ‐ ‐ ‐ 180 ‐ 0% 180 180 603‐6200‐1121 PERA 935 809 730 1,562 178 11% 1,792 1,575 603‐6200‐1122 FICA 1,365 1,376 1,344 2,369 334 14% 2,485 2,387 603‐6200‐1131 Medical/Dental/Life Insur 574 404 720 3,106 96 3% 3,565 3,256 603‐6200‐1132 Employer HSA Contribution 201 63 140 700 ‐ 0% 788 700 603‐6200‐1151 Workers' Comp Insurance Pre 1,340 1,148 1,148 1,229 615 50% 558 1,234 TOTAL PERSONAL SERVICES 22,592 22,054 21,807 42,823 5,613 13% 44,946 43,266
SUPPLIES 603‐6200‐2218 General Supplies 936 1,558 1,435 2,600 268 10% 2,600 2,600 603‐6200‐2222 Equipment Maintenance ‐ ‐ ‐ 500 3,145 0% 500 500
53 54
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 603‐6200‐2283 Garbage Stickers ‐ 1,863 ‐ ‐ ‐ 0% ‐ ‐ TOTAL SUPPLIES 936 3,421 1,435 3,100 3,413 110% 3,100 3,100
Charges FOR SERVICES 603‐6200‐3300 Other Professional Services 511,571 457,322 403,039 394,482 173,818 44% 394,482 394,482 603‐6200‐3301 Auditing & Accounting Servi 3,309 3,072 3,318 3,800 1,259 33% 3,800 3,800 603‐6200‐3309 Programs & Public Services ‐ ‐ ‐ 15,000 ‐ 0% 15,000 15,000 603‐6200‐3310 IT Equip Repl Charge ‐ 128 ‐ ‐ ‐ 0% ‐ ‐ 603‐6200‐3321 Postage & Shipping 3,300 3,302 4,093 5,000 1,684 34% 5,000 5,000 603‐6200‐3333 Staff Training/Conferences 6,000 603‐6200‐3361 General Insurance 6,349 4,000 4,239 4,239 2,120 50% 4,239 4,239 603‐6200‐3381 Electricity 259 412 344 370 116 31% 370 370 603‐6200‐3388 Landfill Charges 174,527 87,882 145,033 150,000 58,621 39% 183,000 183,000 603‐6200‐3389 Refuse Disposal 1,262 1,237 2,089 800 489 61% 800 800 TOTAL Charges FOR SERVICES 700,577 557,355 562,155 573,691 238,107 42% 612,691 606,691
Other Charges 603‐6200‐4412 Equipment Rental 460 397 399 2,500 148 6% 14,000 14,000 603‐6200‐4420 Depreciation 20,346 2 ‐ ‐ ‐ 0% ‐ ‐ 603‐6200‐4462 Cash Short/Uncollectible ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 603‐6200‐4490 Administrative CHarge 86,630 86,630 86,630 86,630 43,315 50% 86,630 86,630 603‐6200‐4999 Contributed Assets ‐ 176,462 ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Charges 107,436 263,491 87,029 89,130 43,463 49% 100,630 100,630
CAPITAL OUTLAY 603‐4800‐5520 Other Equipment ‐ ‐ 70,000 ‐ 0% 54,000
TRANSFERS 603‐6200‐7200 Transfer Out 2,000 2,040 2,081 2,081 ‐ 0% 2,081 2,081
TOTAL Garbage Fund 833,541 848,361 674,507 780,825 290,596 37% 763,448 809,768
REVENUE OVER/(UNDER) EXPENDITURES (54,586) 47,864 235,470 125,427 165,289 132% 142,804 96,484
604‐STORM WATER
REVENUES Intergovernmental 604‐33419 MSA 79,298 ‐ ‐ ‐ 0% ‐ ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
Other Revenue 604‐36210 Interest on Investments 3,862 2,901 525 5,000 (171) 0% 5,000 5,000 604‐36211 Invetment Market Value ‐ (4,891) (1,633) ‐ (76) 0% 604‐36250 Misc Revenues 118 ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Revenue 3,980 (1,990) (1,108) 5,000 (247) 0% 5,000 5,000
Enterprise Revenue 604‐37160 Penalties 5,983 4,957 3,492 ‐ 1,615 0% ‐ ‐ 604‐37410 Storm Drainage Charges 653,521 671,237 701,476 735,176 378,251 51% 779,287 826,044 604‐37411 Rain Barrell Credit (1,260) (440) (600) (2,000) (160) 8% (2,000) (2,000) 604‐37412 Rain Garden Credit ‐ (356) (428) (20,000) ‐ 0% (20,000) (20,000) TOTAL Enterprise Revenue 658,244 675,398 703,940 713,176 379,706 53% 757,287 804,044
Other Financing Sources 604‐39101 Sale of Assets ‐ ‐ ‐ ‐ 0% ‐ ‐ 604‐39200 Transfer In 117,661 0% 500,000 ‐ 604‐39230 Contributed Assets 134,314 ‐ ‐ ‐ 0% ‐ ‐ 604‐39310 Bond Proceeds ‐ ‐ ‐ ‐ 0% ‐ ‐ 604‐39999 Appropriated Fund Balance ‐ ‐ ‐ ‐ 0% ‐ ‐ TOTAL Other Financing Sources 134,314 ‐ 117,661 ‐ ‐ 0% 500,000 ‐
TOTAL REVENUES 875,836 673,408 820,493 718,176 379,459 53% 1,262,287 809,044
EXPENDITURES Debt Service Charges FOR SERVICES 604‐4700‐3300 Bond Administrative Fees 11,809 (690) (1,757) 5,000 150 3% 5,000 5,000
DEBT SERVICE 604‐4700‐6010 Bond Principal ‐ ‐ ‐ 293,636 373,636 127% 293,636 293,636 604‐4700‐6011 Bond Interest 66,994 51,820 38,572 35,011 19,975 57% 35,011 35,011 TOTAL DEBT SERVICE 66,994 51,820 38,572 328,647 393,611 120% 328,647 328,647
TOTAL Debt Service 78,803 51,130 36,815 333,647 393,761 118% 333,647 333,647
OPERATIONS PERSONAL SERVICES 604‐6300‐1101 Salaries FullTime 7,622 5,680 3,538 15,136 4,566 30% 15,627 15,282 604‐6300‐1102 Salaries Overtime ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐
55 56
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 604‐6300‐1103 Salaries PartTime 109 ‐ ‐ 700 ‐ 0% 2,316 700 604‐6300‐1112 Longevity ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 604‐6300‐1121 PERA 800 408 253 1,193 325 27% 1,417 1,206 604‐6300‐1122 FICA 844 424 263 1,002 344 34% 1,136 1,003 604‐6300‐1131 Medical/Dental/Life Insur 858 (792) 155 3,106 480 15% 3,565 3,256 604‐6300‐1132 Employer HSA Contribution 14 5 10 700 137 20% 788 700 604‐6300‐1151 Workers' Comp Insurance Pre 1,050 1,072 1,072 879 440 50% 91 883 TOTAL PERSONAL SERVICES 11,297 6,797 5,291 22,716 6,292 28% 24,940 23,030
SUPPLIES 604‐6300‐2212 Motor Fuel & Lubricants ‐ ‐ ‐ 604‐6300‐2218 General Supplies 19,875 40,678 25,758 10,000 10,902 109% 10,000 10,000 604‐6300‐2222 Equipment Maintenance 3,167 6,945 2,492 4,000 6,308 158% 4,000 4,000 TOTAL SUPPLIES 23,042 47,623 28,250 14,000 17,210 123% 14,000 14,000
Charges FOR SERVICES 604‐6300‐3300 Other Professional Services 65,780 61,434 344,857 50,000 11,758 24% 52,050 50,000 604‐6300‐3301 Auditing & Accounting Servi 3,582 3,242 3,502 4,000 1,399 35% 4,000 4,000 604‐6300‐3310 IT Equip Repl Charge ‐ 128 ‐ ‐ ‐ 0% ‐ ‐ 604‐6300‐3311 Hardware/Software Maint ‐ ‐ ‐ 7,000 4,946 0% 9,500 5,000 604‐6300‐3320 Telephone ‐ 73 160 350 67 0% 350 350 604‐6300‐3321 Postage & Shipping 3,296 3,298 4,088 4,000 1,682 42% 4,000 4,000 604‐6300‐3331 Travel Expense ‐ ‐ 435 350 10 0% 2,350 350 604‐6300‐3361 General Insurance 2,052 1,220 1,220 1,220 610 50% 1,220 1,220 TOTAL Charges FOR SERVICES 74,710 69,395 354,262 66,920 20,472 31% 73,470 64,920
Other Charges 604‐6300‐4420 Depreciation 188,732 202,627 211,434 ‐ ‐ 0% ‐ ‐ 604‐6300‐4462 Cash short / uncoll ‐ 1,785 506 ‐ ‐ 0% ‐ ‐ 604‐6300‐4464 Misc Operating ‐ 8,783 ‐ ‐ 0% 500 7,000 604‐6300‐4490 Administrative Charge 52,703 52,703 52,703 52,703 26,352 50% 52,703 52,703 TOTAL Other Charges 241,435 265,898 264,643 52,703 26,352 50% 53,203 59,703
CAPITAL OUTLAY 604‐6300‐5520 Engineering Projects ‐ 3,410 ‐ ‐ 259 0% 807,332 176,754
TRANSFERS 604‐6300‐7200 Transfer Out 2,000 2,040 2,081 2,081 ‐ 0% 2,081 2,081
TOTAL Operations 352,484 395,163 654,527 158,420 70,585 45% 975,026 340,488
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
TOTAL Storm Water Fund 431,287 446,293 691,342 492,067 464,346 94% 1,308,673 674,135
REVENUE OVER/(UNDER) EXPENDITURES 444,549 227,115 129,151 226,109 (84,887) 0% (46,386) 134,909
609‐LIQUOR STORE FUND
REVENUES Other Revenue 609‐36210 Interest on Investments 9,001 18,266 19,523 10,000 4,305 0% 10,000 10,000 609‐36211 Investment Market Values ‐ (31,765) 4,113 ‐ (1,375) 0% ‐ 609‐36250 Miscellaneous Revenues ‐ 107 (2,583) ‐ ‐ 0% ‐ ‐ TOTAL Other Revenue 9,001 (13,392) 21,053 10,000 2,930 0% 10,000 10,000
Enterprise Revenue 609‐37810 Liquor Sales 810,106 863,224 891,948 912,186 431,757 47% 912,186 934,991 609‐37812 Beer Sales 1,215,989 1,257,632 1,302,933 1,325,927 644,448 49% 1,325,927 1,359,076 609‐37813 Wine Sales 834,336 905,081 908,153 961,053 431,668 45% 961,053 985,079 609‐37814 Ice Sales 5,404 4,559 4,536 6,516 2,208 34% 6,516 6,679 609‐37815 Misc Taxable Sales 31,314 30,546 31,526 32,578 15,755 48% 32,587 33,393 609‐37816 Misc Non‐Taxable Sales 18,553 17,090 18,453 19,547 9,570 49% 19,547 20,036 609‐37817 Gift Certificates (32) 115 586 ‐ (118) 0% ‐ ‐ 609‐37820 Wine Club Dues 2,730 1,950 4,380 7,800 1,680 22% 7,800 7,800 609‐37822 Deposits Forfeited ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 609‐37840 Cash Over 512 464 655 250 282 113% 250 250 TOTAL Enterprise Revenue 2,918,912 3,080,661 3,163,170 3,265,857 1,537,250 47% 3,265,866 3,347,304
TOTAL REVENUES 2,927,913 3,067,269 3,184,223 3,275,857 1,540,180 47% 3,275,866 3,357,304
EXPENDITURES Liquor Store ‐Purchases SUPPLIES 609‐6400‐2251 Liquor Purchases 2,166,710 2,276,050 2,335,368 2,410,777 1,023,411 42% 2,410,777 2,471,047 609‐6400‐2259 Freight Costs 15,940 17,260 22,303 26,000 10,298 40% 26,000 28,000 609‐6400‐2270 Inventory CiangesLiquor St( (14,498) (2,843) (29,436) ‐ 16,541 0% ‐ TOTAL Purchases 2,168,152 2,290,467 2,328,235 2,436,777 1,050,250 43% 2,436,777 2,499,047
OPERATIONS PERSONAL SERVICES
57 58
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 609‐6410‐1101 Salaries FullTime 135,199 161,047 177,728 178,414 81,403 46% 192,070 181,602 609‐6410‐1102 Salaries Overtime 16 ‐ 44 ‐ 46 ‐ ‐ 609‐6410‐1103 Salaries PartTime 148,760 136,069 130,148 128,074 58,938 46% 132,504 137,759 609‐6410‐1112 Longevity 2,177 2,197 2,657 2,677 ‐ 0% 3,781 2,730 609‐6410‐1121 PERA 20,250 21,340 22,082 23,015 10,428 45% 24,404 23,984 609‐6410‐1122 FICA 19,981 20,953 21,575 20,395 9,858 48% 21,496 21,382 609‐6410‐1131 Medical/Dental/Life Insur 35,049 33,614 40,434 43,353 22,762 53% 47,615 43,360 609‐6410‐1132 Employer HSA Contribution ‐ 1,517 1,750 ‐ 875 0% 1,750 ‐ 609‐6410‐1142 Unemployment Compensation ‐ ‐ 606 ‐ 111 0% ‐ ‐ 609‐6410‐1151 Workers' Comp Insurance Pre 6,078 6,585 6,595 6,061 3,031 50% 7,527 7,395 TOTAL PERSONAL SERVICES 367,510 383,322 403,619 401,989 187,452 47% 431,147 418,212
SUPPLIES 609‐6410‐2218 General Supplies 7,172 6,912 7,423 8,200 2,272 28% 8,200 8,380 609‐6410‐2220 Bldg Maint/Repair Supplies 1,415 4,405 27,743 20,580 3,965 19% 10,490 21,170 609‐6410‐2222 Equipment Maintenance 1,563 2,624 6,519 8,250 2,230 27% 8,250 8,250 TOTAL SUPPLIES 10,150 13,941 41,685 37,030 8,467 23% 26,940 37,800
Charges FOR SERVICES 609‐6410‐3300 Other Professional Services 277 ‐ ‐ 14,000 125 0% 14,000 14,000 609‐6410‐3301 Auditing & Accounting Servi 4,713 5,120 5,530 ‐ 2,099 ‐ ‐ 609‐6410‐3302 Contracted Services 36,602 39,800 47,784 48,800 24,598 50% 48,800 50,714 609‐6410‐3306 Janitorial Services 6,925 7,447 6,901 9,180 2,572 28% 6,900 9,180 609‐6410‐3309 Programs & Public Service 15,086 10,259 12,107 20,000 ‐ 0% 35,000 35,000 609‐6410‐3310 Data Processing Services 2,730 9,200 7,110 20,000 10,000 50% 6,300 20,000 609‐6410‐3320 Telephone & Communication 561 593 561 720 93 13% 780 780 609‐6410‐3331 Mileage/Meals/Lodging 165 ‐ ‐ 300 ‐ 0% 300 300 609‐6410‐3333 Conferences/Staff Training 203 205 215 600 ‐ 0% 600 600 609‐6410‐3342 Promotional Advertising 8,224 7,456 7,733 12,000 3,633 30% 12,000 12,000 609‐6410‐3361 General Insurance 5,456 1,194 4,873 4,873 2,437 0% 4,873 4,873 609‐6410‐3362 Dram Shop Insurance 4,280 ‐ ‐ 5,000 ‐ 0% 5,000 5,000 609‐6410‐3380 Gas 1,151 1,189 2,396 2,700 1,440 53% 2,880 2,880 609‐6410‐3381 Electricity 13,014 13,289 13,189 14,400 6,170 43% 14,400 15,000 609‐6410‐3387 Water, Sewer & Storm Draina 369 382 358 420 62 15% 480 480 609‐6410‐3389 Refuse Disposal 2,258 2,400 2,400 2,700 1,200 44% 2,700 3,000 TOTAL Charges FOR SERVICES 102,014 98,534 111,157 155,693 54,429 35% 155,013 173,807
Other Charges 609‐6410‐4420 Depreciation 5,967 2,486 1,923 ‐ ‐ 0% ‐ 609‐6410‐4446 Software License Fees ‐ 1,242 ‐ ‐ ‐ 0% ‐
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 609‐6410‐4453 Licenses & Taxes 275 538 295 400 ‐ 0% 400 400 609‐6410‐4462 Cash Short 1,118 752 977 250 407 163% 250 250 609‐6410‐4463 Dues, Membersiips, Subscrip 1,972 1,902 1,877 2,520 435 17% 2,520 2,520 609‐6410‐4464 Miscellaneous Operating Exp ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 609‐6410‐4490 Administrative Charge 44,393 41,000 40,393 40,393 20,197 0% 40,393 40,393 609‐6410‐4496 Deposits Paid Out ‐ ‐ ‐ ‐ ‐ 0% ‐ TOTAL Other Charges 53,725 47,920 45,465 43,563 21,039 48% 43,563 43,563
Capital Outlay 609‐6410‐5570 Office Equipment & Furniture ‐ 20,576 ‐ ‐ ‐ 0% ‐ ‐
TRANSFERS 609‐6410‐7200 Transfer Out 131,280 131,280 136,607 131,280 ‐ 0% 139,892 131,280
TOTAL Liquor Store Operations 664,679 695,573 738,533 769,555 271,387 35% 796,555 804,662
TOTAL EXPENDITURES ‐ LIQUOR FUND 2,832,831 2,986,040 3,066,768 3,206,332 1,321,637 41% 3,233,332 3,303,709
REVENUE OVER/(UNDER) EXPENDITURES 95,082 81,229 117,455 69,525 218,543 314% 42,534 53,595
2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JULY YTD BUDGET BUDGET 701‐INFORMATION TECHNOLOGY EQUIPMENT
REVENUES Other Revenue 701‐36210 Interest on Investments 7,244 7,849 3,042 8,000 2,963 37% 8,000 8,000 701‐36211 Investment Market Value ‐ (15,179) 3,915 (483) 0% 701‐36250 Miscellaneous Revenues ‐ ‐ ‐ ‐ ‐ 0% TOTAL Other Revenue 7,244 (7,330) 6,957 8,000 2,480 31% 8,000 8,000
Internal Service Revenue 701‐38400 Data Processing Services 50,995 67,515 64,376 613,798 311,100 51% 636,169 636,169
Other Financing Sources 701‐39101 Sale of Asset ‐ ‐ ‐ ‐ 0% ‐ ‐ 701‐39200 Transfer In ‐ ‐ 360,000 ‐ ‐ 0% ‐ TOTAL Other Financing Services ‐ ‐ 360,000 ‐ ‐ 0% ‐ ‐
59 60
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
TOTAL REVENUES 58,239 60,185 431,333 621,798 313,580 50% 644,169 644,169
EXPENDITURES PERSONAL SERVICES 701‐4140‐1101 Salaries FullTime ‐ ‐ 140,656 198,950 95,521 48% 211,498 202,593 701‐4140‐1102 Salaries Overtime ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 701‐4140‐1103 Salaries PartTime ‐ ‐ 45,408 ‐ ‐ 0% ‐ ‐ 701‐4140‐1112 Longevity ‐ ‐ 649 635 ‐ 0% 683 635 701‐4140‐1121 PERA ‐ ‐ 12,360 11,742 7,103 60% 16,270 11,951 701‐4140‐1122 FICA ‐ ‐ 14,077 11,811 7,036 60% 12,150 12,022 701‐4140‐1131 Medical/Dental/Life Insur ‐ ‐ 15,574 29,762 12,813 43% 27,951 31,105 701‐4140‐1132 Employer HSA Contribution ‐ ‐ 3,500 5,250 2,625 50% 5,250 5,250 701‐4140‐1142 Unemployment Compensation ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 701‐4140‐1151 Workers' Comp Insurance Pre ‐ ‐ 747 1,492 ‐ 0% 1,617 1,517 TOTAL PERSONAL SERVICES ‐ ‐ 232,971 259,642 125,098 48% 275,419 265,073
SUPPLIES 701‐4140‐2210 Non‐Capital Equipment 19,597 68,446 61,387 150,000 4,543 3% 35,000 80,000 701‐4140‐2218 General Supplies ‐ ‐ 11,725 16,000 1,482 9% 14,000 16,000 701‐4140‐2222 Equipment Maintenance ‐ ‐ 7,961 13,000 ‐ 0% ‐ 13,000 TOTAL SUPPLIES 19,597 68,446 81,073 179,000 6,025 3% 49,000 109,000
Charges FOR SERVICES 701‐4140‐3300 Other Professional Services ‐ ‐ 33,653 30,000 13,735 46% 52,000 32,000 701‐4140‐3310 IT Equip Repl Charge ‐ ‐ 9,605 ‐ ‐ 0% ‐ ‐ 701‐4140‐3311 Hardware/Software Maintenan ‐ ‐ 32,815 ‐ ‐ 0% ‐ 30,000 701‐4140‐3320 Telephone & Communications ‐ ‐ 9,314 46,000 21,185 46% 57,000 46,000 701‐4140‐3331 Travel Expense ‐ ‐ ‐ 1,800 ‐ 0% 1,000 1,800 701‐4140‐3333 Staff Training/Conferences ‐ ‐ 61 3,000 ‐ 0% 6,000 3,000 TOTAL Charges FOR SERVICES ‐ ‐ 85,448 80,800 34,920 43% 116,000 112,800
Other Charges 701‐4140‐4420 Depreciation ‐ ‐ ‐ ‐ ‐ ‐ 701‐4140‐4446 Software License Fees ‐ 27,694 49,812 62,000 12,471 20% 120,000 62,000 701‐4140‐4463 Dues, Membersiips, Subscrip ‐ ‐ ‐ 250 ‐ 0% 250 250 TOTAL Other Charges ‐ 27,694 49,812 62,250 12,471 20% 120,250 62,250
CAPITAL OUTLAY 701‐4140‐5570 Office Equipment & Furnitur ‐ ‐ ‐ 1,000 ‐ 0% 1,000 1,000
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET 701‐4140‐5590 Computer Equipment/Software ‐ 23,850 69,283 38,500 6,899 18% 69,500 38,500 TOTAL CAPITAL OUTLAY ‐ 23,850 69,283 39,500 6,899 0% 70,500 39,500
TRANSFERS 701‐4140‐7200 Transfers Out 100,000 ‐ ‐ ‐ 0% ‐ ‐
TOTAL EXPENDITURES ‐ INFORMATION TECHNOLOGY 119,597 119,990 518,587 621,192 185,413 30% 631,169 588,623
REVENUE OVER/(UNDER) EXPENDITURES (61,358) (59,805) (87,254) 606 128,167 21150% 13,000 55,546
705‐INSURANCE FUND
REVENUES Taxes 705‐31010 Ad Valorum Taxes Current 31,906 99,203 39,581 16,500 21,340 129% 16,500 16,500 705‐31020 Ad Valorum Taxes ‐ Delinquent 21,408 ‐ ‐ ‐ ‐ ‐ ‐ TOTAL Taxes 53,314 99,203 39,581 16,500 21,340 129% 16,500 16,500
Intergovernmental 705‐33100 Federal Grants ‐ ‐ 45,172 ‐ ‐ 0% ‐ ‐ 705‐33402 Market Value Credit (416) ‐ ‐ ‐ ‐ 0% ‐ ‐ 705‐33440 Other State Grants / Aids ‐ ‐ 15,058 ‐ ‐ 0% ‐ ‐ (416) ‐ 60,230 ‐ ‐ 0% ‐ ‐
Other Revenue 705‐36210 Interest on Investments (1,265) 7,111 9,711 8,000 2,941 0% 8,000 8,000 705‐36211 Investment Market Value ‐ (12,148) 3,463 (692) ‐ ‐ 705‐36215 Extraordinary Loss on Investme ‐ 34 60 ‐ 313 0% ‐ ‐ 705‐36240 Insurance Refunds/Reimbursemen 98,921 45,049 61,694 ‐ 6,946 0% 5,000 5,000 705‐36250 Miscellaneous Revenues 29,492 69,516 10,230 25,000 916 0% 25,000 25,000 TOTAL Other Revenue 127,148 109,562 85,158 33,000 10,424 0% 38,000 38,000
Internal Service Revenue 705‐38400 Insurance Services Reimburseme 505,083 395,452 397,696 505,000 187,046 37% 505,000 505,000
Other Financing Sources 705‐39200 Transfer In ‐ ‐ ‐ 00% ‐ ‐
TOTAL REVENUES 685,129 604,217 582,665 554,500 218,810 39% 559,500 559,500
61 62
Line‐item detail listing 2015 2016 2017 2012 2013 2014 ADOPTED YTD % used PROPOSED PROJECTED ACTUAL ACTUAL ACTUAL BUDGET JUNE YTD BUDGET BUDGET
EXPENDITURES PERSONAL SERVICES 705‐7000‐1101 Salaries Full Time ‐ ‐ 16,819 21,457 5,716 0% 22,156 21,945 705‐7000‐1112 Longevity ‐ ‐ ‐ 992 ‐ 1,064 992 705‐7000‐1121 PERA ‐ ‐ 1,195 1,684 417 0% 1,739 1,722 705‐7000‐1122 FICA (Compensated Absences) (268) (9,739) 3,081 1,412 411 0% 1,463 1,436 705‐7000‐1131 Medical/Dental/Life Ins ‐ ‐ 1,263 4,378 615 0% 3,848 4,545 705‐7000‐1132 Employer H.S.A Contribution ‐ ‐ 326 875 38 0% 438 875 705‐7000‐1151 Workers' Comp Insurance Pre 202,644 179,417 180,375 235,000 108,980 46% 235,000 235,000 TOTAL PERSONAL SERVICES 202,376 169,678 203,059 265,798 116,177 44% 265,708 266,515
Charges FOR SERVICES 705‐7000‐3300 Other Professional Services ‐ 5,070 40,629 14,000 ‐ 0% 15,000 14,000 705‐7000‐3304 Legal Services ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 705‐7000‐3361 General Insurance 160,890 170,777 182,969 275,000 118,187 43% 275,000 280,000 705‐7000‐3363 Property Insurance 631 ‐ ‐ ‐ ‐ 0% ‐ ‐ 705‐7000‐3364 Excess Liability Insurance ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 705‐7000‐3365 Open Meeting Insurance ‐ ‐ ‐ ‐ ‐ 0% ‐ ‐ 705‐7000‐3369 Insurance Claims 19,408 1,264 4,540 ‐ 1,755 0% ‐ ‐ TOTAL Charges FOR SERVICES 180,929 177,111 228,138 289,000 119,942 42% 290,000 294,000
Capital Outlay 705‐7000‐5520 Other Improvements ‐ ‐ ‐ ‐ 0% ‐ ‐
DEBT SERVICE 705‐7000‐6011 Interest Expense ‐ ‐ ‐ ‐ 0% ‐ ‐
TOTAL EXPENDITTURES ‐ INSURANCE FUND 383,305 346,789 431,197 554,798 236,119 43% 555,708 560,515
REVENUE OVER/(UNDER) EXPENDITURES 301,824 257,428 151,468 (298) (17,309) 5808% 3,792 (1,015) City of Northfield, Minnesota Capital Equipment Plan 2016thru 2020
PROJECTS BY DEPARTMENT
Department Project# Priority 2016 2017 2018 2019 2020 Total
City Facilities City Hall Roof Top Unit ReplacementF-2016-001 n/a 12,000 12,000
City Facilities Total 12,000 12,000
Communications Council Chambers A/V Equipment MaintenanceCOM-2016-001 n/a 100,000 100,000
Communications Total 100,000 100,000
Engineering Division Woodley Street ProjectE-2016-001 1 4,752,998 4,752,998 TH 246 and Jefferson Parkway Intersection StudyE-2016-002 3 15,000 15,000 TH3 North CrossingE-2016-003 3 200,000 200,000 2016 Seal Coat/Crack Fill ProjectE-2016-004 n/a 119,867 119,867 Sidewalk Construction - Division to TH 3E-2017-001 3 38,000 534,976 572,976 2017 Reclamation ProjectE-2017-002 n/a 500,812 500,812 2017 Seal Coat/Crack Fill ProjectE-2017-003 n/a 114,845 114,845 TH19 Corridor Study - I35-TH56E-2018-001 3 24,000 24,000 2018 Washington Street Mill and OverlayE-2018-002 n/a 248,949 248,949 2018 Division & Seventh Street ReconstructionE-2018-003 n/a 2,310,921 2,310,921 2018 Seal Coat/Crack Fill ProjectE-2018-004 n/a 118,623 118,623 2019 NW Area ReclamationE-2019-001 n/a 1,154,959 1,154,959 2019 Seal Coat/Crack Fill ProjectE-2019-002 n/a 105,975 105,975 2020 NE Area Mill and OverlayE-2020-002 n/a 568,319 568,319 2020 College & Winona Street ReconstructionE-2020-003 n/a 3,251,444 3,251,444 2020 Seal Coat/Crack Fill ProjectE-2020-004 n/a 66,414 66,414
Engineering Division Total 5,125,865 1,150,633 2,702,493 1,260,934 3,886,177 14,126,102
Housing and Redevelopment Spring Creek 1st Addition - PlanningCD-2016-001 3 25,000 25,000
Housing and Redevelopment Total 25,000 25,000
Liquor Store Liquor Store RelocationLIQ-2016-001 n/a 3,000,000 3,000,000
Liquor Store Total 3,000,000 3,000,000
NAFRS Fire FacilityF-2017-001 3 2,500,000 2,500,000
NAFRS Total 2,500,000 2,500,000
Park Division Bridge Square RevitalizationP-2015-003 4 25,000 25,000 50,000
Produced Using the Plan-It Capital Planning Software Page 1 Wednesday, September 30, 2015 Department Project# Priority 2016 2017 2018 2019 2020 Total
John North Trail ReconstructionP-2016-001 n/a 24,000 24,000 Riverside Park Trail ReconstructionP-2016-002 n/a 34,000 34,000 East Cannon River TrailP-2016-003 3 1,204,500 1,204,500 Rotary Outdoor Musical Park (ROMP)P-2016-004 n/a 55,000 55,000 Spring Creek Soccer Complex Trail ConnectionsP-2016-005 n/a 57,500 57,500 Regional Park Shelter and AccessP-2016-006 n/a 35,000 35,000 Meadows Park - Phase 1AP-2016-007 n/a 94,500 94,500 Roosevelt Ridge Trail ConnectionsP-2017-001 n/a 175,000 175,000 Spring Creek Soccer Complex Trail ConnectionsP-2017-002 n/a 80,000 80,000 Meadows Park - Phase 1BP-2018-001 n/a 154,662 154,662 Meadows Park - Phase 1CP-2019-001 n/a 78,900 78,900 Meadows Park - Phase 1DP-2020-001 n/a 61,500 61,500
Park Division Total 1,504,500 80,000 329,662 103,900 86,500 2,104,562
Recreation Division Ice Arena Parking Lot Chip SealREC-2017-001 3 10,186 10,186 Ice ArenaREC-2018-001 3 250,000 10,000,000 10,250,000 Old Memorial Pool SlideREC-2020-001 3 50,000 50,000
Recreation Division Total 250,000 10,010,186 50,000 10,310,186
Stormwater Division Grant Park Stormwater Pond CleanoutSW-2015-001 2 600,000 600,000 Spring Creek Park RestorationSW-2016-001 n/a 35,000 35,000 Hidden Valley Stormwater Pond CleanoutSW-2016-002 2 60,000 550,000 610,000 Sibley View 1 & 2 Stormwater Pond CleanoutSW-2017-002 2 75,000 700,000 775,000 Parmeadow Stormwater Pond CleanoutSW-2018-002 2 75,000 75,000
Stormwater Division Total 635,000 60,000 550,000 75,000 775,000 2,095,000
Street Divsion Street Shop Parking Lot MaintenanceST-2017-001 3 40,961 40,961
Street Divsion Total 40,961 40,961
Waste Water Division Access HatchesWW-2016-001 n/a 12,000 12,000 Air Compressor at PretreatmentWW-2016-002 n/a 25,000 25,000 Boiler Replacement at Operations BuildingWW-2016-003 n/a 75,000 75,000 Biosolids Liquid StorageWW-2017-002 n/a 1,069,269 1,069,269 MAU-1 Pretreatment Roof ReplacementWW-2017-003 n/a 16,287 16,287 MAU-2 Pretreatement Roof ReplacmentWW-2018-002 n/a 28,421 28,421 Operations Building Roof ReplacementWW-2018-003 n/a 106,000 106,000 BAF Gate ReplacementWW-2019-002 n/a 824,310 824,310 MAU-3 Pretreatment Roof ReplacementWW-2019-003 n/a 18,480 18,480 MAU 4 BAF Pipe Gallery ReplacementWW-2020-002 n/a 18,480 18,480
Waste Water Division Total 112,000 1,085,556 134,421 842,790 18,480 2,193,247
Water Division Saint Olaf Storage Tank MaintenanceW-2016-001 3 20,000 20,000 Well No. 04 Driveway ReplacementW-2016-002 3 25,000 25,000 Well No. 05 VFD ReplacementW-2016-003 2 12,000 12,000 Well No. 06 - Phase 2W-2016-004 3 900,000 900,000 Hall Avenue GeneratorW-2016-005 n/a 30,000 30,000 Well No. 04 MaintenanceW-2016-006 2 30,000 30,000
Produced Using the Plan-It Capital Planning Software Page 2 Wednesday, September 30, 2015 Department Project# Priority 2016 2017 2018 2019 2020 Total
Booster Station Jockey PumpW-2016-008 n/a 5,000 5,000 Tank InspectionsW-2016-009 n/a 30,000 30,000 Well No. 03 MaintenanceW-2017-001 2 30,000 30,000 Water Filling Station ReplacementW-2017-002 3 20,000 20,000 Well No. 5 MaintenanceW-2019-001 2 30,000 30,000 St. Olaf Ground Storage Tank MaintenanceW-2019-002 3 400,000 400,000 Hall Ave. Elevated Water Tank MaintenanceW-2019-003 n/a 250,000 250,000 Land Acquisition for Water Tank in NW AreaW-2020-002 4 150,000 150,000 Well No. 02 MaintenanceW-2020-003 2 30,000 30,000
Water Division Total 1,072,000 30,000 150,000 680,000 30,000 1,962,000
GRAND TOTAL 11,836,365 12,457,336 6,366,576 2,962,624 4,846,157 38,469,058
Produced Using the Plan-It Capital Planning Software Page 3 Wednesday, September 30, 2015 City of Northfield, Minnesota Capital Equipment Plan 2016thru 2020
PROJECTS BY DEPARTMENT
Department Project# Priority 2016 2017 2018 2019 2020 Total
City Facilities Facilities Division Truck ReplacementF-2019-001 3 25,000 25,000
City Facilities Total 25,000 25,000
Engineering Division Engineering Division Truck ReplacementE-2020-001 3 24,000 24,000
Engineering Division Total 24,000 24,000
Hiawathaland Transit Transit Bus ShareTransit Bus 2 29,200 15,600 16,000 16,400 77,200
Hiawathaland Transit Total 29,200 15,600 16,000 16,400 77,200
NAFRS Fire TruckF-2018-001 4 550,000 550,000 Pumper #8115F-2018-002 n/a 550,000 550,000 Elevating PlatformF-2023-001 5 1,100,000 1,100,000
NAFRS Total 550,000 550,000 1,100,000 2,200,000
Police 2011 Ford Crown Victoria (2)PD-2016-001 n/a 36,000 36,000 2011 Ford Crown Victoria (9)PD-2016-002 n/a 36,000 36,000 2011 Ford Crown Victoria (5)PD-2016-003 n/a 36,000 36,000 2013 Ford Police Interceptor (1)PD-2017-001 n/a 36,000 36,000 2013 Ford Police Interceptor (6)PD-2017-002 n/a 36,000 36,000 2013 Ford Police Interceptor (8)PD-2017-003 n/a 36,000 36,000 2010 Chrysler Grand Caravan (14)PD-2017-004 n/a 25,000 25,000 2014 Ford Police Interceptor (3)PD-2018-001 n/a 36,000 36,000 2014 Ford Police Interceptor SUV (4)PD-2018-002 n/a 36,000 36,000 2013 Ford Police Interceptor (7)PD-2018-003 n/a 36,000 36,000 2008 Ford Expedition (17)PD-2018-004 n/a 36,000 36,000 2010 Ford F-150 (10)PD-2019-001 n/a 30,000 30,000 2012 Ford Police Interceptor (11)PD-2019-002 n/a 28,000 28,000 2015 Dodge Grand Caravan (12)PD-2020-001 n/a 25,000 25,000 2015 Ford Taurus (13)PD-2020-002 n/a 28,000 28,000 2016 Ford Police Interceptor SUV (15)PD-2020-003 n/a 36,000 36,000
Police Total 108,000 133,000 144,000 58,000 89,000 532,000
Recreation Division 2007 Zamboni 540 Ice ResurfacerPR-507-8667 3 100,000 100,000
Recreation Division Total 100,000 100,000
Produced Using the Plan-It Capital Planning Software Page 1 Wednesday, September 30, 2015 Department Project# Priority 2016 2017 2018 2019 2020 Total
Street Divsion 2006 Toro 4100D Mower 10'PR-706-0207 2 45,000 45,000 2007 Toro Workman Utility VehiclePR-707-0833 3 22,000 22,000 2007 Chevy 2500 PickupPR-707-3434 3 30,000 30,000 2009 Ford F-250ST-209-0452 4 30,000 30,000 2009 Ford F-250ST-209-0453 5 30,000 30,000 2011 Ford F-250ST-211-8346 5 30,000 30,000 2001 Sterling Dump TruckST-300-3305 2 160,000 160,000 2006 Sterling Dump TruckST-305-6625 5 150,000 150,000 2002 Caterpillar 938G Front End LoaderST-402-1086 4 175,000 175,000 2011 Elgin Pelican NP Street SweeperST-411-2325 3 135,000 135,000 1991 Caterpillar 140G Motor GraderST-491-7720 5 175,000 175,000 2005 Bobcat 5600B Utility VehicleST-505-2090 2 40,000 40,000 2007 Toro 580D Mower 16'ST-707-0226 3 80,000 80,000 2009 Toro 4100D Mower 10'ST-709-0102 5 45,000 45,000
Street Divsion Total 245,000 267,000 205,000 250,000 180,000 1,147,000
Waste Water Division Replacement of 2006 Ford F-350WW-2017-001 3 30,000 30,000 Replacement of 2007 Chevy ColoradoWW-2018-001 3 20,000 20,000 Replacement of 2001 Ford E-450 TV VanWW-2019-001 3 160,000 160,000 Replacement of 2009 Sterling Jet Vac TruckWW-2020-001 3 300,000 300,000
Waste Water Division Total 30,000 20,000 160,000 300,000 510,000
Water Division Spectrophotometer ReplacementW-2016-007 3 12,000 12,000 Replacement of 1998 Chevy 2500 Pickup TruckW-2018-002 3 35,000 35,000 2009 Wachs Valve WrenchW-2018-003 4 15,000 15,000 Well 5 Generator (200 kW)W-2018-004 3 80,000 80,000 Replacement of 2010 Ford F-150 Pickup TruckW-2020-001 3 25,000 25,000
Water Division Total 12,000 130,000 25,000 167,000
GRAND TOTAL 944,200 545,600 1,065,000 1,609,400 618,000 4,782,200
Produced Using the Plan-It Capital Planning Software Page 2 Wednesday, September 30, 2015 City of Northfield, Minnesota Capital Equipment Plan 2016thru 2020
PROJECTS BY FUNDING SOURCE
Source Project# Priority 2016 2017 2018 2019 2020 Total
2009 Legacy Trail Grant
East Cannon River TrailP-2016-003 3 274,500 274,500
2009 Legacy Trail Grant Total 274,500 274,500
2014 FRTP Grant
East Cannon River TrailP-2016-003 3 120,000 120,000
2014 FRTP Grant Total 120,000 120,000
2017 STIP
Woodley Street ProjectE-2016-001 1 760,000 760,000
2017 STIP Total 760,000 760,000
229-Communications
Council Chambers A/V Equipment MaintenanceCOM-2016-001 n/a 100,000 100,000
229-Communications Total 100,000 100,000
Assessments
2017 Reclamation ProjectE-2017-002 n/a 435,305 435,305 2018 Washington Street Mill and OverlayE-2018-002 n/a 187,624 187,624 2018 Division & Seventh Street ReconstructionE-2018-003 n/a 272,584 272,584 2019 NW Area ReclamationE-2019-001 n/a 981,454 981,454 2020 NE Area Mill and OverlayE-2020-002 n/a 471,450 471,450 2020 College & Winona Street ReconstructionE-2020-003 n/a 329,607 329,607
Assessments Total 435,305 460,208 981,454 801,057 2,678,024
Bonded Dollars
Woodley Street ProjectE-2016-001 1 2,045,053 2,045,053 Sidewalk Construction - Division to TH 3E-2017-001 3 38,000 534,976 572,976 2017 Reclamation ProjectE-2017-002 n/a 2,613 2,613 TH19 Corridor Study - I35-TH56E-2018-001 3 24,000 24,000 2018 Division & Seventh Street ReconstructionE-2018-003 n/a 1,534,706 1,534,706 2019 NW Area ReclamationE-2019-001 n/a 20,821 20,821 2020 NE Area Mill and OverlayE-2020-002 n/a 60,292 60,292 2020 College & Winona Street ReconstructionE-2020-003 n/a 1,785,526 1,785,526 Fire FacilityF-2017-001 3 1,800,000 1,800,000 Fire TruckF-2018-001 4 396,000 396,000 Pumper #8115F-2018-002 n/a 396,000 396,000 Elevating PlatformF-2023-001 5 800,000 800,000
Produced Using the Plan-It Capital Planning Software Page 1 Wednesday, September 30, 2015 Source Project# Priority 2016 2017 2018 2019 2020 Total
Ice ArenaREC-2018-001 3 250,000 10,000,000 10,250,000
Bonded Dollars Total 2,333,053 10,933,589 3,358,706 1,216,821 1,845,818 19,687,987
City Facilities Fund
City Hall Roof Top Unit ReplacementF-2016-001 n/a 12,000 12,000 Ice Arena Parking Lot Chip SealREC-2017-001 3 10,186 10,186 Street Shop Parking Lot MaintenanceST-2017-001 3 40,961 40,961
City Facilities Fund Total 12,000 51,147 63,147
City of Dundas
East Cannon River TrailP-2016-003 3 174,509 174,509
City of Dundas Total 174,509 174,509
FWP Pledge
Rotary Outdoor Musical Park (ROMP)P-2016-004 n/a 8,190 8,190
FWP Pledge Total 8,190 8,190
Garbage Fund
2011 Elgin Pelican NP Street SweeperST-411-2325 3 54,000 54,000
Garbage Fund Total 54,000 54,000
General Fund
John North Trail ReconstructionP-2016-001 n/a 24,000 24,000 Riverside Park Trail ReconstructionP-2016-002 n/a 34,000 34,000
General Fund Total 58,000 58,000
HRA
Spring Creek 1st Addition - PlanningCD-2016-001 3 25,000 25,000
HRA Total 25,000 25,000
MSA
2016 Seal Coat/Crack Fill ProjectE-2016-004 n/a 119,867 119,867 2017 Seal Coat/Crack Fill ProjectE-2017-003 n/a 114,845 114,845 2018 Washington Street Mill and OverlayE-2018-002 n/a 232,892 232,892 2018 Seal Coat/Crack Fill ProjectE-2018-004 n/a 118,623 118,623 2019 Seal Coat/Crack Fill ProjectE-2019-002 n/a 105,975 105,975 2020 Seal Coat/Crack Fill ProjectE-2020-004 n/a 66,414 66,414
MSA Total 119,867 114,845 351,515 105,975 66,414 758,616
Multi-Modal Fund
TH 246 and Jefferson Parkway Intersection StudyE-2016-002 3 15,000 15,000 TH3 North CrossingE-2016-003 3 200,000 200,000
Produced Using the Plan-It Capital Planning Software Page 2 Wednesday, September 30, 2015 Source Project# Priority 2016 2017 2018 2019 2020 Total
Multi-Modal Fund Total 215,000 215,000
Other
Fire FacilityF-2017-001 3 700,000 700,000 Fire TruckF-2018-001 4 154,000 154,000 Pumper #8115F-2018-002 n/a 154,000 154,000 Elevating PlatformF-2023-001 5 300,000 300,000
Other Total 154,000 700,000 454,000 1,308,000
Park Fund
Bridge Square RevitalizationP-2015-003 4 25,000 25,000 50,000 East Cannon River TrailP-2016-003 3 405,000 405,000 Rotary Outdoor Musical Park (ROMP)P-2016-004 n/a 25,000 25,000 Spring Creek Soccer Complex Trail ConnectionsP-2016-005 n/a 57,500 57,500 Regional Park Shelter and AccessP-2016-006 n/a 35,000 35,000 Meadows Park - Phase 1AP-2016-007 n/a 94,500 94,500 Roosevelt Ridge Trail ConnectionsP-2017-001 n/a 175,000 175,000 Spring Creek Soccer Complex Trail ConnectionsP-2017-002 n/a 80,000 80,000 Meadows Park - Phase 1BP-2018-001 n/a 154,662 154,662 Meadows Park - Phase 1CP-2019-001 n/a 78,300 78,300 Meadows Park - Phase 1DP-2020-001 n/a 61,500 61,500 Old Memorial Pool SlideREC-2020-001 3 50,000 50,000
Park Fund Total 617,000 80,000 329,662 103,300 136,500 1,266,462
Revenue Bond
Liquor Store RelocationLIQ-2016-001 n/a 3,000,000 3,000,000
Revenue Bond Total 3,000,000 3,000,000
Rice County
Woodley Street ProjectE-2016-001 1 1,042,469 1,042,469
Rice County Total 1,042,469 1,042,469
Rotary Dollars
East Cannon River TrailP-2016-003 3 20,000 20,000
Rotary Dollars Total 20,000 20,000
Rotary Grant to FWP
Rotary Outdoor Musical Park (ROMP)P-2016-004 n/a 20,000 20,000
Rotary Grant to FWP Total 20,000 20,000
SEMAC Grant to FWP
Rotary Outdoor Musical Park (ROMP)P-2016-004 n/a 10,000 10,000
SEMAC Grant to FWP Total 10,000 10,000
Produced Using the Plan-It Capital Planning Software Page 3 Wednesday, September 30, 2015 Source Project# Priority 2016 2017 2018 2019 2020 Total
Stormwater Fund
Woodley Street ProjectE-2016-001 1 125,988 125,988 2017 Reclamation ProjectE-2017-002 n/a 20,755 20,755 2018 Washington Street Mill and OverlayE-2018-002 n/a 8,671 8,671 2018 Division & Seventh Street ReconstructionE-2018-003 n/a 77,684 77,684 2019 NW Area ReclamationE-2019-001 n/a 50,386 50,386 2020 NE Area Mill and OverlayE-2020-002 n/a 19,751 19,751 2020 College & Winona Street ReconstructionE-2020-003 n/a 231,084 231,084 2011 Elgin Pelican NP Street SweeperST-411-2325 3 81,000 81,000 Grant Park Stormwater Pond CleanoutSW-2015-001 2 600,000 600,000 Spring Creek Park RestorationSW-2016-001 n/a 35,000 35,000 Hidden Valley Stormwater Pond CleanoutSW-2016-002 2 60,000 550,000 610,000 Sibley View 1 & 2 Stormwater Pond CleanoutSW-2017-002 2 75,000 700,000 775,000 Parmeadow Stormwater Pond CleanoutSW-2018-002 2 75,000 75,000
Stormwater Fund Total 760,988 161,755 636,355 125,386 1,025,835 2,710,319
TIF District 4
East Cannon River TrailP-2016-003 3 210,000 210,000
TIF District 4 Total 210,000 210,000
Vehicle Equipment Replacement Fund
Engineering Division Truck ReplacementE-2020-001 3 24,000 24,000 Facilities Division Truck ReplacementF-2019-001 3 25,000 25,000 2011 Ford Crown Victoria (2)PD-2016-001 n/a 36,000 36,000 2011 Ford Crown Victoria (9)PD-2016-002 n/a 36,000 36,000 2011 Ford Crown Victoria (5)PD-2016-003 n/a 36,000 36,000 2013 Ford Police Interceptor (1)PD-2017-001 n/a 36,000 36,000 2013 Ford Police Interceptor (6)PD-2017-002 n/a 36,000 36,000 2013 Ford Police Interceptor (8)PD-2017-003 n/a 36,000 36,000 2010 Chrysler Grand Caravan (14)PD-2017-004 n/a 25,000 25,000 2014 Ford Police Interceptor (3)PD-2018-001 n/a 36,000 36,000 2014 Ford Police Interceptor SUV (4)PD-2018-002 n/a 36,000 36,000 2013 Ford Police Interceptor (7)PD-2018-003 n/a 36,000 36,000 2008 Ford Expedition (17)PD-2018-004 n/a 36,000 36,000 2010 Ford F-150 (10)PD-2019-001 n/a 30,000 30,000 2012 Ford Police Interceptor (11)PD-2019-002 n/a 28,000 28,000 2015 Dodge Grand Caravan (12)PD-2020-001 n/a 25,000 25,000 2015 Ford Taurus (13)PD-2020-002 n/a 28,000 28,000 2016 Ford Police Interceptor SUV (15)PD-2020-003 n/a 36,000 36,000 2007 Zamboni 540 Ice ResurfacerPR-507-8667 3 100,000 100,000 2006 Toro 4100D Mower 10'PR-706-0207 2 45,000 45,000 2007 Toro Workman Utility VehiclePR-707-0833 3 22,000 22,000 2007 Chevy 2500 PickupPR-707-3434 3 30,000 30,000 2009 Ford F-250ST-209-0452 4 30,000 30,000 2009 Ford F-250ST-209-0453 5 30,000 30,000 2011 Ford F-250ST-211-8346 5 30,000 30,000 2001 Sterling Dump TruckST-300-3305 2 160,000 160,000 2006 Sterling Dump TruckST-305-6625 5 150,000 150,000 2002 Caterpillar 938G Front End LoaderST-402-1086 4 70,000 70,000 1991 Caterpillar 140G Motor GraderST-491-7720 5 175,000 175,000 2005 Bobcat 5600B Utility VehicleST-505-2090 2 40,000 40,000 2007 Toro 580D Mower 16'ST-707-0226 3 80,000 80,000
Produced Using the Plan-It Capital Planning Software Page 4 Wednesday, September 30, 2015 Source Project# Priority 2016 2017 2018 2019 2020 Total
2009 Toro 4100D Mower 10'ST-709-0102 5 45,000 45,000 Transit Bus ShareTransit Bus 2 26,600 16,000 16,400 29,000 17,200 105,200
Vehicle Equipment Replacement Fund 379,600 381,000 260,400 362,000 310,200 1,693,200 Total
Waste Water Fund
Woodley Street ProjectE-2016-001 1 301,193 301,193 2017 Reclamation ProjectE-2017-002 n/a 3,774 3,774 2018 Washington Street Mill and OverlayE-2018-002 n/a 3,693 3,693 2018 Division & Seventh Street ReconstructionE-2018-003 n/a 155,842 155,842 2019 NW Area ReclamationE-2019-001 n/a 9,161 9,161 2020 NE Area Mill and OverlayE-2020-002 n/a 8,413 8,413 2020 College & Winona Street ReconstructionE-2020-003 n/a 331,201 331,201 2002 Caterpillar 938G Front End LoaderST-402-1086 4 105,000 105,000 Access HatchesWW-2016-001 n/a 12,000 12,000 Air Compressor at PretreatmentWW-2016-002 n/a 25,000 25,000 Boiler Replacement at Operations BuildingWW-2016-003 n/a 75,000 75,000 Replacement of 2006 Ford F-350WW-2017-001 3 30,000 30,000 Biosolids Liquid StorageWW-2017-002 n/a 1,069,269 1,069,269 MAU-1 Pretreatment Roof ReplacementWW-2017-003 n/a 16,287 16,287 Replacement of 2007 Chevy ColoradoWW-2018-001 3 20,000 20,000 MAU-2 Pretreatement Roof ReplacmentWW-2018-002 n/a 28,421 28,421 Operations Building Roof ReplacementWW-2018-003 n/a 106,000 106,000 Replacement of 2001 Ford E-450 TV VanWW-2019-001 3 160,000 160,000 BAF Gate ReplacementWW-2019-002 n/a 824,310 824,310 MAU-3 Pretreatment Roof ReplacementWW-2019-003 n/a 18,480 18,480 Replacement of 2009 Sterling Jet Vac TruckWW-2020-001 3 300,000 300,000 MAU 4 BAF Pipe Gallery ReplacementWW-2020-002 n/a 18,480 18,480
Waste Water Fund Total 413,193 1,119,330 418,956 1,011,951 658,094 3,621,524
Water Fund
Woodley Street ProjectE-2016-001 1 478,295 478,295 2017 Reclamation ProjectE-2017-002 n/a 38,365 38,365 2018 Washington Street Mill and OverlayE-2018-002 n/a 3,693 3,693 2018 Division & Seventh Street ReconstructionE-2018-003 n/a 270,105 270,105 2019 NW Area ReclamationE-2019-001 n/a 93,137 93,137 2020 NE Area Mill and OverlayE-2020-002 n/a 8,413 8,413 2020 College & Winona Street ReconstructionE-2020-003 n/a 574,026 574,026 Saint Olaf Storage Tank MaintenanceW-2016-001 3 20,000 20,000 Well No. 04 Driveway ReplacementW-2016-002 3 25,000 25,000 Well No. 05 VFD ReplacementW-2016-003 2 12,000 12,000 Well No. 06 - Phase 2W-2016-004 3 900,000 900,000 Hall Avenue GeneratorW-2016-005 n/a 30,000 30,000 Well No. 04 MaintenanceW-2016-006 2 30,000 30,000 Spectrophotometer ReplacementW-2016-007 3 12,000 12,000 Booster Station Jockey PumpW-2016-008 n/a 5,000 5,000 Tank InspectionsW-2016-009 n/a 30,000 30,000 Well No. 03 MaintenanceW-2017-001 2 30,000 30,000 Water Filling Station ReplacementW-2017-002 3 20,000 20,000 Replacement of 1998 Chevy 2500 Pickup TruckW-2018-002 3 35,000 35,000 2009 Wachs Valve WrenchW-2018-003 4 15,000 15,000 Well 5 Generator (200 kW)W-2018-004 3 80,000 80,000 Well No. 5 MaintenanceW-2019-001 2 30,000 30,000
Produced Using the Plan-It Capital Planning Software Page 5 Wednesday, September 30, 2015 Source Project# Priority 2016 2017 2018 2019 2020 Total
St. Olaf Ground Storage Tank MaintenanceW-2019-002 3 400,000 400,000 Hall Ave. Elevated Water Tank MaintenanceW-2019-003 n/a 250,000 250,000 Replacement of 2010 Ford F-150 Pickup TruckW-2020-001 3 25,000 25,000 Land Acquisition for Water Tank in NW AreaW-2020-002 4 150,000 150,000 Well No. 02 MaintenanceW-2020-003 2 30,000 30,000
Water Fund Total 1,562,295 68,365 553,798 773,137 637,439 3,595,034
GRAND TOTAL 12,235,664 13,553,336 7,069,600 5,134,024 5,481,357 43,473,981
Produced Using the Plan-It Capital Planning Software Page 6 Wednesday, September 30, 2015