2019 proposed city budget - woodbury...the annual budget document is a primary tool for managing the...

MissionA leading community in which to live, work and thrive.

VisionWoodbury will continue to be a leading community where everyone has the

opportunity to thrive. Through professionalism, responsive service and leadership,

we will strengthen our tradition of public trust and effective resource management.

ValuesExceeding Expectations

Professional – Responsive – Leaders

CITY OF WOODBURY, MINNESOTA

2019 LISTING OF CITY ELECTED OFFICIALS

Position Term of Office Term Expires

Mayor Mary Giuliani Stephens Four Years December 31, 2018

Council Member Christopher Burns Four Years December 31, 2018

Council Member Julie Ohs Four Years December 31, 2018

Council Member Andrea Date Four Years December 31, 2020

Council Member Amy Scoggins Four Years December 31, 2020

Appointed Officials

City Administrator, Clinton P. Gridley

Assistant City Administrator, Angela Gorall

Finance Director, Tim Johnson

Community Development Director, Dwight Picha

Public Safety Director, Lee Vague

Engineering/Public Works Director, Klayton Eckles

Park and Recreation Director, Robert Klatt

Information and Communications Technology Director, Robert James

CITY OF WOODBURY

2019 DRAFT BUDGET

BUDGET INDEX

Executive Summary:

2019 Budget Transmittal Letter ................................................................ i

Community Profile ................................................................................... xxx

Combined Statement – All Budgeted Funds .......................................................... 2

General Fund:

Revenue

Revenue Breakdown ..........................................................................

6

Revenue Comparison ......................................................................... 6

General Fund Revenues ...................................................................... 8

Appropriations

Summary of Appropriations and Expenditures ..................................

11

Summary of Appropriations ............................................................... 13

Appropriation Breakdown .................................................................. 15

General Government:

Mayor and Council ................................................................................... 17

Administration / Elections ........................................................................ 20

Finance ...................................................................................................... 25

Assessing .................................................................................................. 29

Information and Communications Technology:

Information Technology ..................................................................... 30

Communications ................................................................................. 34

Community Development:

Planning and Code Enforcement ........................................................ 38

Economic Development and Housing ................................................. 41

Inspections ......................................................................................... 44

Public Safety:

Police .................................................................................................. 48

Fire ..................................................................................................... 53

Emergency Preparedness / Safety ...................................................... 57

Engineering:

Engineering ......................................................................................... 61

Municipal Buildings ........................................................................... 64

CITY OF WOODBURY

2019 DRAFT BUDGET

BUDGET INDEX

General Government (Continued):

Public Works:

Public Works Administration ....................................................................... 68

Streets ............................................................................................................ 71

Fleet Services ................................................................................................. 75

Street Lighting ............................................................................................... 79

Parks and Forestry ......................................................................................... 80

Parks and Recreation:

Recreation .................................................................................................... 86

Special Revenue Funds:

Administration Fee Fund ....................................................................................

91

Public Safety Activities Fund ............................................................................. 92

Emergency Medical Services Fund .................................................................... 93

Fire Relief Pension Fund .................................................................................... 100

HealthEast Sponsorship Fund ............................................................................. 101

Housing and Urban Development Fund ............................................................. 102

Economic Development Authority Fund ............................................................ 105

Housing and Redevelopment Authority Fund .................................................... 107

Capital Project Funds:

Park Dedication Fund .........................................................................................

112

Tax Abatement Plan I-94 Region Fund .............................................................. 113

Street Reconstruction/Maintenance Fund .......................................................... 114

Capital Improvement Fund ................................................................................. 115

Community Investment Fund ............................................................................. 118

Enterprise Funds:

Water and Sewer Utility Fund:

Water ............................................................................................................

Sewer ............................................................................................................

Storm Water Utility Fund ...................................................................................

124

130

136

Street Lighting Utility Fund ................................................................................ 141

HealthEast Sports Center Fund ........................................................................... 142

Eagle Valley Golf Course Fund ........................................................................... 151

Other Funds:

Risk Management Fund .......................................................................................

Debt Service Fund Summary ..............................................................................

160

165

Capital Improvement Plan:

Capital Improvement Fund ................................................................................

168

Street Reconstruction/Maintenance Fund .......................................................... 169

Municipal State Aid Roadway Construction Fund ............................................. 170

Phase One and Two – Major Roadway Special Assessment Fund ..................... 171

Park Dedication Fund ......................................................................................... 172

Trunk Water and Sanitary Sewer Fund ............................................................... 173

CITY OF WOODBURY

2019 DRAFT BUDGET

BUDGET INDEX

Capital Improvement Plan (Continued):

Trunk Storm Sewer Funds:

Central District .............................................................................................

174

Ramsey-Washington Metro .......................................................................... 175

West Draw .................................................................................................... 176

Valley Branch ............................................................................................... 177

Emergency Medical Services Fund .................................................................... 178

Enterprise Funds:

Water and Sewer Utility Fund ........................................................................

179

Storm Water Utility Fund .............................................................................. 180

Eagle Valley Golf Course Fund ...................................................................... 181

HealthEast Sports Center Fund ....................................................................... 182

Community Investment Fund ............................................................................... 183

Public Works Building Expansion Fund 184

Summary of Proposed Debt Issuances in the Capital Improvement Plan ........... 185

Debt Service Projections for Debt Issuances Supported by Property Tax Levies 186

Summary of Major Roadway Projects ................................................................. 187

Street Reconstruction and Major Roadway Project Descriptions ....................... 189

Appendix:

Fund Balance Estimate – General Fund ............................................................

192

Overview of Valuations and Tax Capacity Rates ................................................ 193

Estimated Taxes Payable Comparisons – Residential Property ........................... 194

Estimated Taxes Payable for 2019 Compared to 2018 – Residential Property ... 195

Estimated Taxes Payable for 2019 Compared to 2018 – Specific Properties ...... 196

Housing and Redevelopment Authority Levy at $250,000 ................................. 197

Per Capita and Per Household Spending / Tax Levy Comparison ...................... 198

Staffing Summary – Five Year History .............................................................. 199

Total Staffing and Staffing Per 1,000 Residents ................................................. 200

Personnel Changes in 2019 Budget – All Funds ................................................ 201

Long-Term Staffing Plan 2019-2023 .................................................................. 202

Property Tax Levy Allocation ............................................................................ 203

Glossary of Budget Terms ................................................................................... 204

Acronyms ............................................................................................................. 208

i

September, 2018

Re: Fiscal Year 2019 Transmittal Letter

Dear Honorable Mayor and Members of the City Council:

It is my honor and pleasure to transmit the fiscal year 2019 budget for the City of Woodbury in accordance with the

obligations set forth in Section 2-45 (a) (5) of the City of Woodbury Code of Ordinances. The annual budget

document contains financial information on the City's General, Special Revenue, Capital Project, Enterprise, Internal

Service and Debt Service funds for your review and consideration. The budget also incorporates performance

measurement information for a number of service areas that focuses on results residents expect from the services

provided by the City. This budget preserves existing municipal services levels, meets our contractual obligations,

complies with increasing regulatory and legal requirements and funds market-based employee compensation and

pension benefits as required by law. I believe all the following detailed information in this budget will aid the City

Council and interested community members in making informed financial and service delivery conclusions.

The annual budget document is a primary tool for managing the finances of a public-sector agency, achieving goals,

and addressing ongoing and changing priorities. Since the budget is both a guide and a policy plan, it must be fluid

and flexible to adapt to changes and issues that arise during the fiscal year. To that end, it consists of the following

sections:

An Executive Summary whereby the City Administrator’s budget transmittal letter highlights the overall

strategies, priorities, programs, services and funding plan of the City as follows:

I. Guide to the Budget Document

II. Trends, Financial Facts and Outlook

III. 2019 Budget Highlights

IV. Specific Funds Overview

V. Budget Process

VI. Conclusion

Community, organization and budget overview information and the basis for our budget is provided in the

remainder of the Executive Summary.

The General Fund section of the budget contains financial summaries of our operating divisions with

performance measurement data, budget highlights, personnel totals and a multi-year detailing of the line item

budgets.

Guide to the Budget Document I.

Fiscal Year 2019 Budget Transmittal Letter to City Council

September 2018

ii

The Special Revenue Funds section accounts for proceeds that must be used for specific purposes to provide

an extra level of accountability and transparency that the monies in these accounts will go toward their

intended purposes. They can be supported by a wide range of revenue sources including property tax dollars.

To support acquisition of more expensive, long-life equipment, and construction or reconstruction of City

facilities and infrastructure, the various Capital Project Funds appropriate and list intended items for next

year.

The City of Woodbury operates a number of self-supporting business enterprises whose operations are

funded by fees and charges and not by property taxes. These are located in the Enterprise Funds section of

the budget.

The City’s risk management and insurance programs are housed in the Internal Service Fund. Also in

the Other Funds tab is a detailed listing of our principal and interest expenditures accounted for in the

Debt Service Fund summary.

The last two sections of the budget are informational documents relative to the five-year Capital

Improvement Plan and the appendix, which has various statistical and supplemental data to provide readers

additional information pertaining to the City of Woodbury. This includes a glossary of the various budget

and financial terms used throughout the documents.

"However beautiful the strategy, you should occasionally look at the results." ~ Winston Churchill

The City of Woodbury is a results-driven organization. This focus and culture is best illustrated in our long-standing,

extensive performance measurement program for which the City of Woodbury has received the International

City/County Management Association (ICMA) Certificate of Excellence (highest level) in Performance

Management the last seven years. Woodbury is only Minnesota city to be receive any of the three levels of

performance award recognition from the ICMA. Our results focus does not stop there. Our practice of transparent

comparative analysis and data-informed decision-making leads us annually to provide to the City Council and the

community an extensive list of reports and analysis. Some of the major recent reports in this regard have been:

2017 Performance Measures 2017 Critical Success Factors

Inclusive and Welcoming Community Partnership Plan Emergency Medical Services 2017 Annual Report

Emergency Preparedness 2017 Annual Report Eagle Valley Golf Course 2017 Annual Review

Parks and Recreation Department 2017 Annual Report 2017 Resident Survey Report of Results

HealthEast Sports Center 2017 Annual Report Community Development 2017 Annual Report

2017 Comprehensive Annual Financial Report 2040 Comprehensive Plan

Accolades: Woodbury continues to be recognized by a number of organizations as a great place to live, work and

thrive. Here are a few of our recent recognitions:

Minnesota Real Estate Journal 2018 City of the Year

Money Magazine 2018 Best Place to Live in Minnesota

Trends, Financial Facts and Outlook II.


September 2018

iii

WalletHub 2018’s Best Places to Live in Minnesota for Families,

Standard & Poor’s AAA bond rating since April 2009, the highest available rating

Government Finance Officers Association 2018 Certificate of Achievement for Excellence in Financial

Reporting for 2017 Comprehensive Annual Financial report (16th consecutive year)

2016 All-America City Award finalist from the National Civic League

Fiscal health: Woodbury’s budget context is that of a financially healthy, growing city that has been able to deliver

its highly ranked services at one of the lower tax rates in the Twin Cities. This is achieved without over-leveraging

the City’s borrowing capacity and instead cash-funding non-facility capital infrastructure replacement. Our per capita

taxes and operating expenses are both below statewide averages per the Office of State Auditor (OSA) report.

Moreover, Woodbury is one of the few major Minnesota cities to eschew utility franchise fees, hotel room taxes,

local sales taxes and is without the grandfathered ability to operate a municipal liquor store with its associated profit-

transfer benefits.

Woodbury has been able to annually drive down its tax rate as value growth has exceeded property tax levy increases,

notwithstanding the Great Recession era. Our Standard & Poor’s AAA rating was recently reconfirmed, citing the

City's financial flexibility resulting from a strong economy, access to a broad and diverse metropolitan statistical area,

strong management with "good" financial policies, practices, strong budgetary performance, very strong budgetary

performance and flexibility, very strong liquidity, weak debt and contingent liability position, and strong institutional

framework score.

Risks: Inherent in any budget are certain risks, and it is important that we are clear about these risks, seeking to

mitigate them as best as possible. Some of these budget and financial risks include:

Lack of General Fund revenue diversification. 71 percent of our operating revenues come from property

taxes; which in situations like the Great Recession, can create tax rate volatility.

Reliance on development. This current positive aspect has not required us to fully utilize our growing tax

capacity due to our younger infrastructure and annual revenue performance above budget expectations. This

does mask, however, long-term under-investment in future major capital asset replacement.

Current draws on Fund Balance. Over the 2018-2019 year period of time, we will use more than $31 million

to support a large number of capital projects underway. While we have preserved the capital wherewithal

to do so, this level of cash financing is not always sustainable.

Growing utility system infrastructure replacement backlog. This backlog is a result of aging infrastructure,

an 11-year period of no water rate changes and recent declines in water usage per capita. Therefore, this

year’s budget is proposing utility rate increases to better support our depreciation liabilities.

Growth in inflation, population and debt cost will require an uptick from our past modest levy changes to

maintain service levels. Grabbing shorter-term tax savings would have a compounding negative effect on

our longer-term financial outlook. Thus, a slightly higher tax levy percentage increase compared to previous

years from our annual metric-based levy analysis is recommended. Fortunately the median value home

impact is still equal with last year. Looking forward, a primary challenge of the City will be managing a


September 2018

iv

budget in a taxing environment that, based on our biennial survey, is very concerned with property tax

increases to maintain current service levels.

Replacement costs of parks infrastructure. On a longer-term basis, we have recently analyzed the

depreciation value of all park assets and have identified insufficient ongoing financial support to maintain

the current park system and facilities without resorting to debt issuances. The total parks replacement value

is $35 million. A financial plan should be developed to ensure asset replacement at the end of their useful

lifecycle.

Metropolitan Fiscal Disparity program1. The City of Woodbury is a net “loser” in contributing more

commercial property value than we receive back from the program. For the coming budget year, our tax

capacity contribution is $9,533,122 and our fiscal disparities distribution value is $8,314,919. The net effect

of this program has resulted in a change in our value contribution / received ratio, decreasing from 88.5

percent to 87.2 percent. While the amount received in tax capacity fell, the levy dollar amount received

increased which had the benefit of decreasing Woodbury’s tax capacity rate. The following is a chart of our

historical net distribution values, which are all negative:

($2,000,000)

($1,800,000)

($1,600,000)

($1,400,000)

($1,200,000)

($1,000,000)

($800,000)

($600,000)

($400,000)

($200,000)

$0

2010 2011 2012 2013 2014 2015 2016 2017 2018 Estimated

2019

Tax C

apacit

y

Year

Net Fiscal Disparities Contribution/Distribution Values

These and other financial challenges are still manageable at this point and will await community resolution.

The budget is the major City policy document that establishes the operational plan to provide continuing quality and

affordable services, and also sets forth the strategy for continued progress in meeting the City’s capital investment

needs. Therefore, the operating, capital and enterprise fund budgets seek to strike a balance between the need for

1 Since 1975, the Twin Cities area fiscal disparities program shares 40 percent of the growth in the commercial-industrial (C/I) property tax

base of Anoka, Carver, Dakota, Hennepin, Ramsey, Scott, and Washington counties. C/I property includes all businesses, offices, stores,

warehouses, factories, gas stations, parking ramps, public utility property and vacant land which is zoned commercial or industrial.

2019 Budget Highlights III

.


September 2018

v

fiscal restraint and support of a growing, high-quality city through a planned approach to the financial process. The

City develops its operating and capital budget based on a conservative forecast of revenues and does not take into

account new revenues from growth unless they are sustainable over a multi-year period of time.

Budget At-A-Glance: The following chart pulls all the primary budget aspects together and represents a high-level

budget at-a-glance budget. Greater detail is found in the subsequent pages of this budget document.

Adjusted Proposed Dollar Percent

2018 2019 Change Change

Budget Expenditures:

General Fund 34,092,500$ 35,685,750$ 1,593,250$ 4.7%

Special Revenue Funds 5,330,789 6,090,250 759,461 14.2%

Capital Project Funds 23,372,112 15,443,425 (7,928,687) -33.9%

Enterprise Funds 21,203,794 20,596,730 (607,064) -2.9%

Internal Service Funds 1,839,450 1,890,100 50,650 2.8%

Debt Service Funds 5,773,000 7,299,100 1,526,100 26.4%

91,611,645$ 87,005,355$ (4,606,290)$ -5.0%

Property Tax Levies:

General Fund 24,143,795$ 25,283,382$ 1,139,587$ 4.7%

EMS Fund 665,909 665,909 - 0.0%

Capital Improvements 2,178,825 2,244,190 65,365 3.0%

Street Maintenance 3,281,882 3,462,386 180,504 5.5%

Tax Abatement 410,480 464,116 53,636 13.1%

Debt Service 3,198,752 3,538,700 339,948 10.6%

HRA 250,000 250,000 - 0.0%

34,129,643$ 35,908,683$ 1,779,040$ 5.2%

Property Tax Statistics:

Taxable Market Value $8,508,840,300 $9,174,063,600 $665,223,300 7.8%

Net Tax Capacity $89,754,182 $96,904,926 $7,150,744 8.0%

Median Home Estimated Market Value $296,700 $312,600 $15,900 5.4%

Median Value Home City Tax $1,006 $1,037 $31 3.1%

Median Value Home City Tax per Month $83.83 $86.42 $2.59 3.1%

City Tax Capacity Rate 33.670% 33.273% -1.2%

User Fees for Typical Resident:

Water Rate <30,000 gal. $1.25/1,000 gal. $1.35/1,000 gal. $0.10/1,000 gal. 8.0%

Sanitary Sewer Rate (MCES) >8,000 gal. $3.05/1,000 gal. $3.24/1,000 gal. $0.19/1,000 gal. 6.3%

Sanitary Sewer Fixed Fee/qtr. (MCES) $22.92/Quarter $24.36/Quarter $1.44/Quarter 6.3%

Sanitary Sewer Fixed Fee/qtr. (City) $26.00/Quarter $27.04/Quarter $1.04/Quarter 4.0%

Irrigation (residential & commercial) $2.53/1,000 gal. $2.74/1,000 gal. $0.21/1,000 gal. 8.3%

Storm Water - Single Family $18.75/Quarter $19.30/Quarter $0.55/Quarter 2.9%

Street Lighting - Single Family Group Five $6.60/Quarter $6.60/Quarter - 0.0%

EMS Ambulance Rate $1,643 ALS 1 $1,692 ALS 1 $49.00 ALS 1 3.0%

Budget at a Glance


September 2018

vi

Macro budget matters: Conducting the business of the City of Woodbury involves developing a budget divided into

hundreds of accounts and more than 35 funds, spanning more than 26 divisions. The following are key budget drivers:

A. Inflation – The overall inflation rate is anticipated to gradually increase, as is consistent with stronger

economic growth. The annual tax levy-setting metric will once again use the annual U.S. Bureau of Labor

Statistics Employment Cost Index (State & Local Government) at 2.5 percent - slightly higher than a year

ago.

B. Service Demands from a Growing Population - Based on 2019 housing permits, the rise in population to

be served equals 2.2 percent - also higher than last year. In terms of community growth, our population now

exceeds 70,000 as the ninth most populous city in the state and on the way to full development by 2040, with

an estimated future population between 85,000 and 90,000. According to the state demographer, Woodbury

is one of the top five fastest growing cities in the state since 2010. The following is a chart of our population

growth trend.

Our growth manifests itself financially in supporting the built environment and added residents to serve.

These obligations necessitate the proposed staffing structure. In this regard, the primary cost drivers are the

personal services costs (wages, insurances, pension). In particular, the budget anticipates an annual increase

adjustment in the wages, along with increases in the police and fire pension obligatory contribution, and a

significant increase in the health and workers’ compensation premiums. Of our operating General Fund

expenditures, wages and benefits make up 76 percent of the total expenditures of the fund.

C. New Debt Issuances – There are two new debt issuances in the proposed 2019 property tax levy; the debt

service for the Public Works and Parks Facility Expansion Project and the East Metro Public Safety Training

Facility (HERO Center).

The Public Works and Parks Facility Expansion Project issuance amount is $13 million based on the

project budget adopted by the Council. The debt issuance sale has a 2019 levy estimate of $328,000

3,014 6,184

10,297

20,075

46,463

61,961

72,500

80,500

87,800

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

1960 1970 1980 1990 2000 2010 Projected

2020

Projected

2030

Projected

2040

Po

pu

lati

on

Year

Population Growth Since 1960


September 2018

vii

offset by an expiring debt levy of $320,000 resulting in a negligible net levy impact of $8,000 for

2019.

The HERO Center proposed loan amount of $4.75 million is based on the revised project budget.

With the award of the State of Minnesota HERO Grant in 2018, the project timing has been advanced

by one year to 2018 when compared to timing in the adopted 2019-2023 Capital Improvement Plan.

As a cost-saving measure, proposed is an internal loan of $4.75 million for Woodbury’s share of the

HERO project with Cottage Grove and the State of Minnesota. The proposed loan terms include a

20-year amortization, a 3.35 percent interest rate2 and a loan issuance date of October 1, 2018. The

annual payment from property taxes is proposed at $330,100 with tax levy starting taxes payable

2019. This internal loan approach is estimated to save $200,000 over the term of the bond life when

compared to a traditional general obligation bond issuance.

D. Street Reconstruction Property Tax Levy - The budget follows a long-term plan of increases to the

property tax levy for street reconstruction by 5.5 percent to assure we have the resources to maintain the

pavement condition index goals of the City.

E. EMS Service Demands – Since 2012, Woodbury EMS had a 58 percent increase in patients who were

transported to the hospital, evaluated or treated at the scene. With the continued growth and changes to our

EMS delivery model, Woodbury EMS has increased paramedic staffing to complement our team of

firefighter-EMTs and paramedics and police paramedics. Per the Council-approved 2015 EMS staffing plan,

for 2019 we are proposing to add our 11th full-time paramedic.

F. Property Value Growth – The mitigation to the aforementioned cost increases (A through E) is growth of

the tax base. Each year since 2013, the growth in the tax base has exceeded the tax levy increase and has

resulted in lower tax rates. In fact, since 2010, taxable market values have grown $1.9 billion or 26.4 percent,

and total tax capacity has grown similarly by 26 percent. For Fiscal Year 2019 alone, the taxable market

value increase is 7.8 percent; and put through the Minnesota property classification system, the growth

expands to 8.1 percent. With the proposed 5.2 percent levy, the City tax capacity rate can accordingly fall

by 1.2 percent. With the proposed 2019 budget, the tax rate will have fallen 15.6 percent since 2013.

G. Water & Sewer Fund Structural Deficit – In 2017, comprehensive utility rate and expense analysis was

delivered to the City Council that included a base water rate change proposal to $1.35 per 1,000 gallons. A

$1.25 rate change was ultimately approved by the City Council to confirm that an additional 10-cent rate

increase need manifested itself after another year of monitoring. Now a year later and through a re-review

of our estimates, a structural deficit remains across the planning horizon for this fund because of reduced

water demand, operating cost growth, Public Works Building debt service and, most significantly, projected

capital renewal and replacement spending. This fiscal gap was identified last year with the underfunded

water meter replacement program by $215,000 to assure that the long-term meter replacement plan

materialized as planned (it has). Also intentionally underfunded was the final water rate increase by $200,000

anticipating that the rate would be re-evaluated in 2018 with further information and history on our fiscal

position. Based on our further fiscal analysis, the structural deficit remains at $415,000 per year, the same

as projected in 2017. Therefore, the 2018 water rate proposal of $1.35 per 1,000 gallons returns for this

budget. The City sanitary sewer operating portion of the rate is proposed to grow 4 percent and the

2 Based on a 15-year governmental bond rate.


September 2018

viii

Metropolitan Council Environmental Services pass-through portion of the sewer bill has been set to increase

6.3 percent.

Where does the money come from? The City’s total budget is funded through a diverse collection of resources.

Many of the resources received are dedicated to a specific purpose and cannot be spent on other services or programs.

For example, revenues received from water service rates can only be used for that purpose and cannot be used to pay

for general services or other types of services. As noted in the chart below, property taxes make up the largest share

of our proceeds at 42 percent of the total adopted budget.

Intergovernmental

3%

Bond Proceeds

1% Licenses and Development

Fees/Permits5%

Net Use of Fund Balance

4%

Special Assessments

3%

Transfers In

8%

Other Income

6%

Water & Sewer

Charges15%Other User Fees and

Charges13%

Taxes

42%

2019 Total Revenues

Where does the money go? The City budget is made up of various fund groups. Here is how the revenues are divided

amongst these funds:

Internal Service

2%Special Revenue

7%

Debt Service

8%

Capital Project

18%

Enterprise

24%

General

41%

2019 Total Expenditures


September 2018

ix

The bulk of the annual budget funds core services of the City, and expenditure changes year-to-year are modest and

more reflective of community growth and inflation. Some of the more significant new initiatives or investments

funded in the budget are:

$23,214,000 Public Works and Parks Maintenance Facility expansion (2018-2019 project)

$8,650,000 Resurfaced roads and trails

$4,750,000 Public Safety Training Center ($21.2 million 2018-2019 project with City of Cottage Grove)

$2,500,000 Ojibway Park master plan and improvements (2017-2019 project)

$1,600,000 City buildings and parking lots improvement

$1,100,000 Water & Sewer rehabilitation projects

$1,075,000 Storm Water pond maintenance and restoration projects

$840,000 Replacement Street Division capital equipment

$490,000 Replacement police squads and grass fire truck

$470,000 Two replacement EMS ambulances

$300,000 New and replacement Water & Sewer generators

$270,000 City-wide computer replacement

$260,000 Replacement Parks Division capital equipment

$220,000 EVGC golf cart fleet replacement

$84,200 County Public Safety Records Management System

2019 Major New Investments

With infrastructure added in, Engineering and Public Works handles the largest portion of our budget. The most

operating spending falls within Public Safety because they have the largest contingent of personnel associated with

their mission (police, fire, emergency medical services and emergency preparedness/safety budgets). Breaking out

all expenditures by department reveals the following breakdown:

Community Development

4%Council / Administration

2%

Debt Service

9%

Engineering

5%

Finance

2%

Information &

Communications Technology

2%

Parks & Recreation

8%

Public Safety

23%

Public Works

45%

2019 Total Expenditures by Department

(excludes Risk Management Fund)


September 2018

x

The City provides primarily services and programs, so the largest portion of the budget is allocated to staffing costs.

Transfers/Other

8%

Debt Service

9%

Operating

24%

Capital Outlay

20%

Personal Services

39%

2019 Total Expenditures by Type

(excludes Risk Management Fund)

The budget anticipates a net position addition of 4.25 FTEs, which is outlined in the employees per population chart

in the appendix and in the individual departmental budgets. The current overall full-time equivalents remain below

our historic average. Below are the full-time position changes.

1 IT Software Analyst

1 Lead Law Enforcement Analyst

1 Engineer I (early 2018 hire)

(1) Streets Manager (eliminated)

1 Paramedic - EMS Fund

Full-time Staffing Plan:

Proposed property tax levy: At the initial budget discussion at the City Council workshop of July 11, 2018, the

preliminary 2019 property tax levy target was recommended to be 5.7 percent, with an estimated Median Value Home

Impact of $39 or a percentage change of 3.8 percent. This target and previous property tax levy decisions of the City

Council have been based on an objective, formula-based methodology, which includes changes in inflation,

population and special levies.3

While the City Council authorized staff to proceed to develop a budget on this formulaic basis, some discomfort was

indicated with the total amount of levy percentage increase irrespective of the associated 0.6 percent decrease in the

property tax rate and increase to the median value home (MVH) of 3.8 percent. As further budget development

subsequently occurred, we were able to conclude that the 2019 proposed paramedic position can be funded from the

ambulance fees instead of the originally assumed property taxes per the approved EMS staffing plan (special levy) if

the City Council also approves a three percent Advanced Life Support and Basic Life Support fee increase. The

ambulance rate increase, along with additional runs and expanded Medicaid payments for ambulance services, will

3 This includes: change in debt service, tax abatement plans, 5.5 percent annual street reconstruction levy increase per task force and long-

term funding plan, EMS staffing plan approved by council in 2015 and the Capital Improvement Fund the levy increase per the adopted CIP.


September 2018

xi

cover the cost of this 11th paramedic without need of property tax support. This provided a $120,091 savings to the

proposed levy.

The second proposed levy-reducing tactic is to internally finance the City’s portion of the East Metro Public Safety

Training Facility (HERO Center) utilizing the Community Investment Fund instead of more expensive traditional

public debt issuance. In this regard, a 20-year internal loan is proposed to be pegged to the 15-year Federal Agency

(no call) bond at 3.35 percent. This financial strategy has the savings effect of lowering our estimated interest rate

by 20 basis points and eliminates the debt issuance costs and associated administrative time. The 2019 property tax

value of this change is $44,859. The combined debt cost savings over time would be $193,600, and also secures

investment income back to the Community Investment Fund.

These two proposals save a combined $164,950, reducing the proposed tax levy increase from 5.7 percent to 5.2

percent and the MVH increase from $39 to $31 (same as 2018) or 3.1 percent above last year. The tax levy

increase is below the 25-year levy increase average of 8.9 percent, but above our 15-year average of 4.7 percent due

to the addition of the HERO Center debt.

30.6%

9.6%

13.2%

12.0% 12.1%

18.7%

17.5%

29.1%

4.6%3.8%

8.6%9.3%

10.7%

8.1%

3.9%2.9%

2.4%

0.0%

2.4%2.8% 2.8%

3.9% 3.8% 3.8%

5.2%

0%

5%

10%

15%

20%

25%

30%

35%

Per

cen

t In

crea

se

Year

Certified Property Tax Levy Changes (1995-2019)

25 Year Average Annual Levy Increase since 1995 is 8.9% 15 Year Average Annual Levy Increase since 2005 is 4.7%

*Homestead and Agricultural Credit Aid (HACA) elimination

Property Valuation and Growth: The impact of property tax decisions are dependent on the property valuation on

which the tax is spread. For 2019, there is a 7.8 percent increase in taxable market value to total $9.2 billion. When

run through the statutory property classification system, market value is transitioned to net tax capacity, which is

rising a corresponding eight percent increase totaling more than $96.9 million.


September 2018

xii

$(700)

$(500)

$(300)

$(100)

$100

$300

$500

$700

$900

$1,100

2010 2011 2012 2013 2014 2015 2016 2017 2018 Estimated

2019

An

nu

al In

cre

ase

(D

ecre

ase

) in

Mil

lio

ns

Year

Taxable Market Value Change

Property values growth has been consistently strong over recent years, both in terms of total market value and existing

personal property residential values, as indicated below.

Strong Phase II residential development and commercial activity are an important part of our rising total property

valuation, with a number of subdivisions recently approved with others closely behind, along with several commercial

developments in the Bielenberg Gardens, Tamarack Interchange and CityPlace development areas. For Fiscal Year

2019, the assumed number of newly constructed housing units is 312, in comparison to 333 with last year’s budget.


September 2018

xiii

0

100

200

300

400

500

600

700

2010 2011 2012 2013 2014 2015 2016 2017* July 2018 Estimated

2019

522

286

374 387 380

417393

646

490

312U

nit

s

Year

New Housing Units Constructed

* 2017 includes 305 Woodbury Flats apartment units

Foreclosure rates continue their year-over decreases as the economy continues to improve.

0

50

100

150

200

250

300

350

400

450

2009 2010 2011 2012 2013 2014 2015 2016 2017 July2018

421

333

231

204

128

7568

5338

23

Num

ber

of S

ales

Year

Sheriff's Sales

The last year has been a strong valuation-added year and active commercial construction is expected to continue into

future years.

0

100

200

300

400

500

600

2009 2010 2011 2012 2013 2014 2015 2016 2017 July2018

36

232

526

165186

454

262

540

79# o

f S

qu

are

Fe

et

Ad

ded

pe

r 1

,00

0

New Commercial Construction


September 2018

xiv

We expect to continue to see steady reinvestment in commercial properties as well. A falling tax rate identifies that

the rate of growth in the tax levy is less than the growth in the net tax capacity. This does not signify a drop in

taxes, however, since:

1. Property values are used to “distribute” the tax burden - it doesn’t create the tax burden.

2. Property values are set independently by Washington County.

3. The levy amount is fixed and does not grow or fall based on changes in property valuation.

4. Each home’s characteristics and valuation are unique - it is hard to compare home-to-home.

5. The degree of change in property taxes will be impacted by the level of increase or decrease in home

value compared to the average.

6. The City Council controls only the City levy.

Tax Rates and Median Value Home Impact: With the modest tax levy increase proposal and the strong property

value growth, the property tax rate is estimated to drop 1.2 percent. For a city-to-city comparison, tax rate is the most

comparable measure of property tax impact. Currently Woodbury has the fourth lowest tax rate amongst our 16 city

metro comparables. The next chart illustrates the annual rate of value change and that the 2019 property tax rate will

be the lowest rate since 2010.

20

22

24

26

28

30

32

34

36

38

40

2010 2011 2012 2013 2014 2015 2016 2017 2018 Estimated

2019

31

.03

3

34

.92

1

35

.92

1

39

.44

0

38

.07

6

34

.65

7

35

.28

7

35

.12

2

33

.67

0

33

.27

3

Tax R

ate

s (

per $

1 in

Tax C

apacit

y)

Year Taxes Payable

City of Woodbury Property Tax Rates 2010 - 2019

The property tax rate multiplied by the median residential home value will result in a $31 rise in the median value

home (MVH) property tax, in line with five of the last six years.


September 2018

xv

$15

$5

($2)

$42

$30

$41

($3)

$33 $31

-$5

$5

$15

$25

$35

$45

2011 2012 2013 2014 2015 2016 2017 2018 Estimated

2019

Dol

lar

Cha

nge

Year

Change in Residential Property Taxes

Based on Median Residential Value

$21 average property tax increase on median residential value

The impact to the median value home is dependent on the amount of the levy increase and the relationship between

changes in the residential values and commercial values. For example, when residential values decline and

commercial values hold steady, the impact of the levy increase was borne less by residential and more by commercial.

Of course, the opposite held true in the years of fast rising residential property values, when the average residential

value increased above the actual total levy rate increase.

What is missing: In every budget, there are always things that do not make the budget. Those restrictions can

happen at the department or the city administrator’s or City Council levels. Woodbury has previously self-imposed

limits through our target, metric-based levy setting approach. Certainly tempting was to propose budget utilization

of the aforementioned $164,950 savings from the initial budget discussions; however, to be true and pure to our

metric process, those identified savings have been reduced from the levy.

If Council were to entertain any items from the $1.27 million unfunded list from the achieved savings, I would

continue to advocate for funding the community liaison position as part of fulfilling 2015-2019 strategic initiative

“Fostering a Welcoming and Inclusive Community.” A community liaison would link the traditional functions and

services of the City with the efforts and services of other non-profit entities in the City in order to better serve

residents. This position would cultivate meaningful, equitable, transparent collaborations across many entities and

organizations with the City. The Council approved six-month pilot of the proposed community liaison position was

an opportunity to demonstrate what duties a community liaison would complete and what opportunities this position

could create. Based on the July 11, 2018, Report on the State of Woodbury Non-Profits with the Woodbury

Community Foundation, this collaboration and pilot project was very successful and deserving of further City Council

consideration.

A. General Fund:

REVENUES: The philosophy of conservatively budgeting revenues has been followed over the years because of the

limited control the City has over certain revenues, like those associated with development. The General Fund

anticipates total revenues of $35,685,750 - which is 4.7 percent more than last year, to support General Fund

operations. The following are our largest fund’s revenue sources:

Specific Funds Overview IV.


September 2018

xvi

Gross Tax Levy – Property tax provides the greatest percentage of City tax revenue, which makes up 70

percent of General Fund revenues. The General Fund gross tax levy support is increasing 4.7 percent

compared to last year.

Property Tax Collections – Consistent with our 20-plus year historic average collection rate, a 99 percent

net collected property tax revenue collection is again recommended for this budget. The following is a chart

of our recent property tax collection history:

95%

96%

97%

98%

99%

100%

101%

102%

103%

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Co

llect

ion

Ra

te %

Year

Property Tax Collection Rate History

(Percent Collected of Property Tax Levy) 2008 - 2017

Current Levy Collection Delinquent Collection 99.1% Average Collection Rate

Licenses – This category of revenues is $13,750 less than last year.

$-

$100,000

$200,000

$300,000

$400,000

$500,000

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$384,523$363,719

$399,059 $385,584$409,122 $414,994

$437,568$425,334 $430,150

$416,400

Rev

enu

e

Year

Licenses

Development Fees and Permits – The budget has been prepared assuming a 5.9 percent increase in new

construction and reinvestment activity. Residential permit activity for budget period is expected to be similar

to last year’s budget levels. Demand for commercial construction is strong as new projects, reinvestment

and redevelopment are bringing in a volume of significant permits. Woodbury’s healthcare industry, location


September 2018

xvii

and core amenities provide a strong foundation for maintaining and expanding a vibrant residential economy.

With positive demand for homes in Woodbury, we project 312 housing starts. The Phase 2 area continues to

bring additional land on-line for development, but it takes time for the land entitlement process and

infrastructure to be installed and ready for lots to be built.

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$3,101,476

$2,605,214

$3,140,489

$4,157,969

$3,698,893

$4,512,433 $4,557,218

$5,250,012

$3,422,000$3,624,800

Rev

enu

e

Year

Development Fees and Permits

Intergovernmental Revenue – These revenue sources are expected to increase 5.1 percent. A portion of

this revenue category is Police State Aid and Peace Officer State Aid to subsidize pension costs / training

needs for local governments and police departments. These public safety aids are funded from insurance

premium tax proceeds, largely those related to automobile casualty risks. Municipal State Aid Street System

(MSAS) funds come from the State of Minnesota, including the constitutionally guaranteed nine percent of

95 percent of the highway user tax distribution fund from motor fuel and motor vehicles and a statutorily

dedicated portion of revenue from the state motor vehicle sales tax. These funds are intended to be a

mechanism to fund the collector and arterial streets located within Woodbury. MSA rules allow use of up to

25 percent of our MSA allotment for street maintenance efforts. We utilized approximately 12 percent of the

MSA funds available for this purpose, redirecting $395,000 in revenue from the MSA Roadway Construction

Fund to the General Fund.

$0

$300,000

$600,000

$900,000

$1,200,000

$1,500,000

$1,800,000

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$1,144,156

$1,227,239 $1,164,196

$1,309,534

$1,233,060

$1,371,783

$1,629,073

$1,419,789 $1,364,000

$1,433,600

Rev

enue

Year

Intergovernmental Revenues


September 2018

xviii

Recreational Fees - Fees and charges are evaluated annually and adjusted to the market. The proposed

budget shows a 1.5 percent decrease in revenue reflective of reduced revenues at the City-run café operations

at our Central Park location.

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$802,450 $852,353

$906,317 $881,624 $920,730

$940,949 $986,379

$1,036,671 $1,101,000 $1,084,300

Reve

nu

e

Year

Recreation Fees

Charges for Service - As a general rule, the people benefiting from a particular service should bear the cost

of providing the service. This revenue grouping is mostly made up of proceeds from our cell tower lease

agreements and Library Park reimbursements.

Fine & Forfeits – These revenue sources are expected to decrease 14.1 percent or $45,000 when compared

to last year. This revenue grouping consists primarily of a single major line item - police fines. These

revenues reflect dollars received through payment of criminal and traffic citations. The City receives only a

fraction of the total amount paid by a defendant. For example, a minor traffic violation carries a fine of $50.

Of that, the City receives 2/3 ($33) and the court receives 1/3 ($17). In addition to the fine, there is a state

surcharge of $75 which goes towards education, domestic violence advocacy and conservation projects. So

while the cost to the driver is $125, the City receives only $33. Below is a history of our Public Safety fine

and forfeitures:

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$330,441

$295,357 $298,706

$277,403 $284,759

$312,251$301,282

$275,055

$320,000

$275,000

Rev

enu

e

Year

Public Safety - Fines & Forfeits


September 2018

xix

Investment Earnings – The interest rate assumption will rise as short-term interest rates start to climb due

to Federal Reserve interest rate increases. As illustrated from the below graph, investment revenues certainly

have been affected by the low inflation environment. While the budget anticipates an increase in investments

returns, older investments need to mature in order to take advantage of the higher rates now available.

$-

$100,000

$200,000

$300,000

$400,000

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$233,725

$171,910$148,131

$173,944 $179,820

$224,414 $218,746$229,322

$275,000

$340,000

Rev

enu

e

Year

Investment Earnings

Transfers In – This revenue grouping represents the various transfers for different City funds to account for

General Fund costs to support the activities. The Administration Fee revenue is from a charge to developers

for the implementation of public infrastructure. The overall change is 7.3 percent.

EXPENDITURES: The 2019 total General Fund budget equals $35,685,750, which is 4.7 percent more than last year.

In the breakout between operating expenditures, capital outlay and personnel services, most of the increase is

attributable to personnel services. The following are some of the significant changes in the General Fund expenditure

budget.

Personnel Services – Expenditure changes can be broken into two almost equal cost groupings: existing

employee personnel expenditure changes such as the annual wage adjustments built into the salary line items

per our labor agreements, performance pay program, position changes, pension and insurance costs; and the

net addition of new positions. For existing employees, the budget will need to accommodate the wage

adjustment for our three labor groups and our medical insurance renewal cost changes. In the General Fund,

the wage adjustments account for $676,500 or 42.5 percent of the fund increase.

The worker’s compensation program with our Risk Management Fund will again be holding our modification

rate at the stable 1.0. The experience modification factor is expected to remain the same at 1.31. In order to

keep the experience modification factor budgets at 1.0, use of reserves is required in the amount of $239,000

for all funds. The charges to the General Fund are projected to decrease 2.5 percent due to lower workers’

compensation class rate estimates.

Regarding new positions, with the added growth and population of the City, the budget includes a net full-

time equivalent (FTE) increase of 4.25. Compared to population levels, the City of Woodbury budgeted

staffing remains below our historical average, as it has since 2010. Details on the personnel changes are

found in division budgets and in the Appendix.


September 2018

xx

From a full-time equivalent perspective, the largest area of personnel addition is within the Police and EMS

Divisions budgets where a paramedic and a police civilian investigative analyst are proposed. Fortunately,

the EMS position can be funded by ambulance fee revenues this year instead of from the property taxes. The

most recent integrated public safety business plan adopted by the City Council in 2015 called for hiring

additional personnel over a series of years to support the police officer/EMS/firefighter programs. This plan

sets a 2020 goal to have 1.15 police officers and paramedics per thousand population (MN State benchmark

for sworn police personnel) along with our community response standards established and adopted by City

Council in 2008 as our guide to staffing growth. The additional paramedic will bring us to 1.12 police and

paramedic personnel per thousand population.

Reorganization 2.0: Our traditional departmental structure has served us well over the years, but that is not

the sole criteria for success. As we considered the community’s continued growth, employee transitions that

are about to occur with current job openings, some opportunities for improving our operations and increasing

our capacity were identified. Accordingly, a number of organizational structure changes occurred last year,

detailed in the 2018 budget document. For Fiscal Year 2019, separating Public Works from Engineering and

Parks Maintenance from Parks and Recreation and combining them into a new, eighth department (Public

Works) is underway and established in this budget. Additionally building maintenance services housed in

the Parks and Recreation Department and environmental services currently in Community Development

Department also will move to the new Engineering Department. Lastly, with a more recreation-focused

Parks and Recreation Department, the Eagle Valley Golf Course will return to Parks and Recreation from

Community Development. These changes have no effect to the number of full-time equivalents and are

relatively cost-neutral.

Operating Expenditures (non-personnel) – Over the last several budget cycles, operating expenditures

have fallen from 25 percent of our General Fund expenditure to the budgeted 23 percent. Of the General

Fund increase, operating expenses contribute 9.5 percent to the increase and the remainder is attributable to

personnel expenses.

Unallocated Expenses – We are proposing, like previous years, a $500,000 transfer to the Capital

Improvement Fund, which is budgeted for in the Capital Improvement Fund as outlined in the five-year

Capital Improvement Plan. This fulfills our budget statements and is what the unanticipated personnel

savings are used for. Moreover, this represents approximately a 1.5 percent personnel cost non-utilization,

which is close to our normal annual experience. This has the side effect of reducing the funds available to

keep our General Fund balance within policy limits and any additional Capital Improvement Fund transfer.

B. Special Revenue Funds:

The City of Woodbury has a series of special revenue funds to account for the proceeds of revenue sources

that are legally restricted for specific purpose expenditures. Special revenue funds provide an extra level of

accountability and transparency to taxpayers that their tax dollars go toward an intended purpose. These

accounts are comparatively smaller in amounts compared to the other funds. Some of the more significant

special revenue funds are:

Fire Relief Pension - No municipal contribution is required, nor is there expected to be a draw from the fund

balance of the Fire Relief Pension Fund.


September 2018

xxi

HealthEast Sponsorship - In April 2017 the City Council approved an agreement with HealthEast Care

Systems (HealthEast) to make the East Metro-based healthcare provider the named sponsor of Bielenberg

Sports Center. As part of the 14-year, $1,774,900 sponsorship agreement, the HealthEast name replaced

Bielenberg as the primary name on the facility. For 2019, there is no expenditure activity budgeted in the

fund as the City Council evaluates how the sponsorship proceeds will be utilized.

Emergency Medical Services (EMS) - This former enterprise fund was reclassified as a special revenue fund

in 2016 to better reflect the new property tax and use fee funding model. The funding of an additional

paramedic is anticipated while the ambulance rate should increase three percent to help fund this position in

addition to run volume and the new Medicaid reimbursement.

$1,000

$1,100

$1,200

$1,300

$1,400

$1,500

$1,600

$1,700

$1,800

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$1,327 $1,327

$1,420 $1,420

$1,463

$1,507

$1,643 $1,643 $1,643

$1,692

Rat

es

Year

Emergency Medical Services ALS1 Rate History

Beginning in Federal Fiscal Year 2010, with a Program Year commencing on July 1, 2010, the City of

Woodbury became a direct recipient of Community Development Block Grant (CDBG) and HOME

Investment Partnerships Program (HOME) funds via the United States Department of Housing and Urban

Development (HUD). The 2017 Annual Action Plan, as adopted by the City Council, defines how these

funds will be used within the current time period. Staff has identified supplementing the Housing and

Redevelopment Authority (HRA) loan programs and a rehabilitation of Windwood Passage Park as the best

use of the funds given the multiple benefits of reinvesting in our parks system, as well as residential loan

programs structured to reinvest in the community’s housing stock. Additionally, the funds do contain timely

spending provisions which the loan programs meet. The July-to-June program year for these federal

programs that fund this special revenue fund may require mid-year budget adjustments as federal budget

actions play out.

The Economic Development Authority (EDA) was created by the City Council in 1988 to encourage

development of the City’s tax base. The 2019 budget for the EDA Fund is very similar to the 2018 adopted

budget. It is budgeted that the EDA invests $25,000 for professional services to implement the Economic

Development Strategic Plan.

The City of Woodbury created a Housing and Redevelopment Authority (HRA) in December 2006. The

HRA adopts a property tax levy to operate four loan programs, as well as pay for the cost of the Housing and

Economic Development Coordinator position. A separate budget for these funds and expenditures has been

prepared under the HRA Fund.


September 2018

xxii

This budget recommends maintaining the current HRA levy amount flat at the $250,000 level. The HRA

loan programs encompass the largest portion of the HRA budget. These include the Foreclosure Purchase

Program ($75,000), First Time Homeownership Program ($400,000) and the Home Improvement Fund

($25,000). The City’s Housing and Economic Development Coordinator is responsible for implementing

these programs, and as such the salary and benefit costs for this position are funded by the HRA and

reimbursed to the General Fund budget, Economic Development Division.

C. Capital Project Funds:

Capital project funds account for the acquisition, construction, or improvement of major capital facilities or

the purchase of major equipment. As a framework to the capital project funds budgets, the City prepares a

five-year Capital Improvement Plan (CIP). The separately prepared CIP provides an early identification and

cost estimate of major capital improvements and acquisitions. The CIP presents capital improvements and

acquisitions that are financed by a single source, as well as projects that present a combination of funding

sources. The CIP is an important financial planning tool to manage the demands of the growth of the City.

The following are the individual fund proposals.

Park Dedication Fund – The Park Dedication Fund are the fees collected from new developments to satisfy

park dedication requirements as outlined in City ordinance. Major projects included in this year’s budget are

completion of the 2018-2019 Ojibway Park Redevelopment project and the Miller Barn Restoration project,

which is offset directly by funds from the Minnesota Historical and Cultural Grant Program.

Tax Abatement Plan I-94 Region Fund – This fund accounts for project costs in accordance with the tax

abatement plan adopted in 2004 with School District 834. In past budgets, the tax abatement plan revenues

were used to retire the internal loan created by the 2004 / 2005 I-94 Region street improvements. After the

internal loan was retired and the approval of the CityPlace utility and street improvements in late 2014, this

capital project fund is now budgeted to account for future street and utility improvement costs within the plan

boundaries.

Street Reconstruction/Maintenance Fund – The budget is following a plan of increases to property tax

levy for street reconstruction by 5.5 percent to assure we have the resources to maintain the pavement

condition index goals of the City. In 2013 a citizen-based task force was created by the City Council to

evaluate the street reconstruction needs of the City. The funding recommendations were approved by the

City Council in December 2014 and affirmed the long-term practice of increasing the annual property tax

levy for street construction by 5.5 percent annually. The total project expenditures for this account are

$9,064,325.

Capital Improvement Fund – The $4.74 million total Capital Improvement Fund expenditures are

decreasing 43 percent due to the $4.6 million transfer of funds in 2018 for the new Public Works and Parks

Building Expansion project. The largest capital expenditure is the approximately $1.66 million of machinery

and rolling stock replacement and fleet additions. Woodbury’s capital equipment funding approach is based

on the cost-to-replace amount divided by the equipment life. The budget calls for a three percent increase in

our capital levy to offset inflation.


September 2018

xxiii

D. Enterprise Funds:

Enterprise Funds account for any activity for which a fee is charged to external users for goods or services.

If an activity's principal revenue source meets any one of the following criteria, it is required to be reported

as an enterprise fund: (1) an activity financed with debt that is secured solely by pledge of the net revenues

from fees and charges for the activity; (2) laws or regulations which require that the activity's costs of

providing services, including capital costs, be recovered with fees and charges, rather than with taxes or

similar revenues; or (3) pricing policies which establish fees and charges designed to recover the activity's

costs, including capital costs. Operational budgets under the enterprise funds include the Water and Sewer

Utility, Storm Water Utility, Street Lighting Utility, HealthEast Sports Center, and Eagle Valley Golf Course.

A brief description of each fund follows:

Water Utility – Over the years, Woodbury has been able to inexpensively deliver water to its

customers directly from the aquifer with little treatment (just fluoride and chlorine). Historically,

our newer infrastructure has meant that our utility system rehabilitation capital outlay has been less

costly compared to other metro cities; and as early adopter of a tiered rates system in 2007 (now

required) and a same-year commitment to doubling commercial and homeowners’ associations water

irrigation rates in annual steps (first step implemented in 2007), along with a series of dry summers

thereafter, Woodbury previously had a healthy reserve going into and through the Great Recession

when annual rate increases were not palatable. As a result, Woodbury had the lowest water rate

among our metro comparables and is in the middle of the pack with our sanitary sewer rate.

In 2013 the Minnesota Department of Natural Resources changed its well permitting approach

process time and cost implications. During this time, we also experienced lower water use peaks

through a combination of active conservation messaging and incentive programming, recent wet

seasons, and increased infrastructure replacement activity as our system ages. With minimal rate

changes over the long-term, we started to see insufficient net income to meet our infrastructure

replacement target.

In 2016, the City Council returned back to implement the last two-thirds of the planned increase to

the commercial and homeowners’ association (HOA) irrigation rate to fund our water conservation

educational and incentive programs through five smaller annual irrigation rate changes. In 2017, this

rate change took effect and we began our first commercial and HOA incentive program funded by

this increase.

Recently we have some larger utility infrastructure breakdowns (e.g. Carver Lake sanitary sewer

trunk line) with a growing backlog of future larger projects and a more active water meter

replacement program. As a result, last year we reviewed the Springsted 2013 capital replacement

study and updated the 10-year infrastructure plan based on specific, planned projects. The conclusion

of this deep review was that the City will need to allocate more resources to the utility infrastructure

rehabilitation program to keep our system current and water tight.

A further change to this area has been a greater Council awareness of the public impact of our special

assessment policy. This matter was detailed in a series of Council letters last year, including the

unfunded liability when assessment benefit appraisals do not meet the targeted assessment amounts.


September 2018

xxiv

Council direction to fund our utility cost associated with street rehabilitation project through the rate

structure led to a thorough analysis of our rate structure.

When looking at the future, there are other emerging factors that have an impact on rates. These

include:

• Financial impact of the utility portion of the 2018 Public Works/Parks Building improvement

project debt

• Potential need for water treatment facilities

• Increased number of water meter replacements

• Restricted new water production well siting

• Middle aged and older infrastructure

• Expensive full reconstruction projects

In the end, the City Council approved a significant 2018 rate adjustment for both water and sanitary

sewer. In addition, the water tier rate structure was compressed to reduce the water rate increase and

encourage water conservation. The 2018 rate increases were estimated to generate $1.3 million of

the $2.1 million requested. The City Council planned to address the remaining $800,000 need in the

future. However, the utility rate impact for the Public Works/Parks Building project was deferred

until the 2019 budget ($370,000), reserves will be used for 50 percent of water meter replacement

program ($215,000), and future rate increases will address the remainder of the capital improvements

plan shortfall ($215,000). Therefore, a 10-cent per 1,000 gallon increase is proposed per the 2017

analysis (and reconfirmed this year) to help reduce the structural deficit in this program.

The following chart illustrates the 2019 rate proposed to address the funding target deficits:

2018 2019

Administrative fee $4.00 $4.00

Base rate $1.25 $1.35

Irrigation rate4 $2.53 $2.74

Conservation tiers5:

Tier 1 0- 25,000 No Change

Tier 2 25,001 - 50,000

Tier 3 50,001 – 75,000

Tier 4 75,001 – 100,000

Tier 5 100,001 and up

Based on our analysis, Woodbury would still have one of the lowest monthly water cost amongst our

comparables based on average water use rates. The new utility rate sheet can be found in the budget

section for the Water and Sanitary Sewer Fund.

4 Irrigation rate increase plan approved in 2007 5 Per quarter


September 2018

xxv

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

$1.40

2010 2011 2012 2013 2014 2015 2016 2017 Budget2018

Proposed2019

$0.88 $0.88 $0.88 $0.88 $0.88 $0.88 $0.88 $0.88

$1.25

$1.35

Rat

es

Year

Water Rates (Tier 1) - per 1,000 Gallons

Sewer Utility - The typical annual change is the Metropolitan Council Environmental Services

(MCES) charge that will rise 6.3 percent. This is a pass-through increase to the MCES sanitary sewer

portion of the utility bill and represents approximately 59 percent of our sanitary sewer operating

budget. Only utility fees (no property taxes) support these enterprises. Additionally, our operating

sanitary sewer charge is proposed to change four percent to fund the aforementioned programs.

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

2010 2011 2012 2013 2014 2015* 2016 2017 Budget

2018

Proposed

2019

$2.47 $2.47 $2.47 $2.47 $2.47 $2.47

$2.84$3.00 $3.05

$3.24

Rat

es

Year

MCES Sewer Rates (Tier 1) - per 1,000 Gallons

*Beginning in 2015, base sewer rate is stated as the MCES rate per 1,000 gallons.

Storm Water Utility – The approved quarterly storm water utility charge is proposed to increase 55

cents per quarter to fund the pond maintenance programs of the City for the more than 500 storm

water ponds around the City and the renewal/replacement of storm water infrastructure.


September 2018

xxvi

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

Proposed

2019

$17.30 $17.30 $17.30 $17.30 $17.30 $17.30$18.30 $18.30

$18.75 $19.30

Rat

es

Year

Storm Water Charge

(Quarterly per Single Family Home)

Street Lighting Utility – This fund accounts for the cost for the residential street lighting program.

The primary cost is payments to Xcel Energy. No rate increase is proposed for the ninth straight

year.

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

2010 2011 2012 2013 2014 2015 2016 2017 Budget2018

Proposed2019

$6.60 $6.60 $6.60 $6.60 $6.60 $6.60 $6.60 $6.60 $6.60 $6.60

Rat

es

Year

Street Lighting Rates (per Quarter)

Single Family Home Using Group 5 Rate

HealthEast Sports Center (HSC) Fund – The ice arenas and field house operate as an enterprise

fund within the overall City budget, as the facility generates sufficient revenues to support operating,

capital replacement and a predetermined level of debt service expenses. The HSC operating income

goal of 30 percent is achieved in this budget. The fee schedule included in the budget blends rental

fees from past operation to fit the newly expanded facility. The overall 2019 HSC operational budget

will include producing $1.8 million in revenue offset by operational expenses of $1.2 million,


September 2018

xxvii

yielding a net income from operations of $582,000. This creates an operational income of 32.1

percent, which meets our pro forma targets.

Eagle Valley Golf Course (EVGC) Fund – The Eagle Valley Golf Course operates as an enterprise

fund within the overall City budget. The facility’s operational objective is a minimum operating

income of 20 percent of revenues as an appropriate expectation. This has been achieved in fiscal

years 2012-2016. The 2019 budget assumes $1.58 million of operating income and $1.25 million of

operating expense with a 20.7 percent margin of $326,000, which also meets our 20 percent operating

income target.

E. Internal Service Funds – The Risk Management Fund was created in 2012 and accounts for the City’s self-

funded dental program, workers’ compensation, and general liability and property casualty insurances. The

worker’s compensation portion is funded by charges assessed all funds, based on payroll classifications and

the rates assigned to them by the League of MN Cities Insurance Trust, the City’s insurance provider. The

policy directs that the City shall maintain a minimum fund balance of 25 percent of the following year’s Risk

Management Fund expense budget. If reserves reach $2 million per the audited financial statements, 50

percent of the dividends, workers compensation retrospective adjustments and investment earnings will be

redirected to the General Fund.

F. Debt Service Funds – Debt service funds are used to account for the payment of debt service on all debt

obligations of the City with the exception of debt associated with the City's enterprise funds. The enterprise

fund's debt service is accounted in their respective funds and is supported by user fees.


September 2018

xxviii

Woodbury complies with the Minnesota statutory “Truth in Taxation” (TnT) process enacted by the 1988 legislature

to improve local accountability by focusing taxpayers on the relationship between the budget process and property

taxes. The main purposes of TnT were to enhance public participation in Minnesota’s property tax system, educate

the public on how property taxes are determined, encourage the public to understand the local government’s budget

process and encourage the public to become involved in helping local officials set spending priorities.

Under this law, the City Council is required to adopt a preliminary levy by Sept. 30 of each year. Although there are

some exceptions (e.g., referendums, court costs, etc.), the final levy cannot be increased above the preliminary levy

amounts reflected on the TnT notices. Washington County then takes the preliminary levy information from each

taxing entity and, in November, provides a parcel-by-parcel estimate of the impact of the maximum allowable levy

set by these jurisdictions and mails a notice to each property owner a maximum tax levy estimate and the dates the

final levies will be publically set. The following is an illustration of the internal annual process used for building our

municipal budget.

The City’s budget and financial planning process begins in December of the preceding year when City staff begin to

assemble the five-year capital improvement plan and concludes the following December with the adoption of the

annual budget. Throughout the budgeting process, the City remains committed to public input that allows citizens to

view and comment on public discussions. The following dates are open public meetings held regarding the 2019

budget:

Budget Process V.

Public (TNT)

City Council

City Administrator

Finance Department

Departments

Divisions/Sections


September 2018

xxix

April 18, 2018 City Council Budget Workshop regarding the HealthEast Sports Center and Eagle

Valley Golf Course Five-year Capital Improvement Plan

May 16, 2018 City Council Budget Workshop regarding the General Fund, Capital Project, Enterprise

and Special Revenue Five-year Capital Improvement Plan

June 27, 2018 Adoption of 2019-2023 Capital Improvement Plan

July 11, 2018 City Council Budget Workshop regarding budget targets and Long-Term Financial

Analysis

Sept. 12, 2018 City Council Budget Workshop

Sept. 26, 2018 Adoption of the Proposed Property Tax Levy and set Truth-in-Taxation public meeting

date

Adoption of the Proposed HRA Property Tax Levy

Nov. 14, 2018 Council Workshop budget update

Dec. 12, 2018 Truth-in-Taxation public meeting and adoption of the Final Property Tax Levy and

Budget

2019 BUDGET CALENDAR

This budget document would not have been possible without the effort, energy, talent and dedication of a number of

employees. In the preparation of this proposal, I am indebted to the Division and Department Heads for their detailed

budget submittals and their support staff, who gave important assistance. In particular, Finance Director Tim

Johnson, Accountant III Lynn Haseleu and Executive Assistant Roxanne Nowicki performed the complex work of

pulling the budget together, processing and analyzing the proposals, and providing key recommendations through the

process. Without the efforts of the entire City of Woodbury staff team, presentation of this document would not have

been possible. Finally, I would like to thank the City Council for your leadership, support and commitment to

excellence as a community and municipal operation as we seek to create our future.

Respectfully submitted,

Clinton P. Gridley

City Administrator

Conclusion VI.

xxx

The City of Woodbury is 36 square miles in size, situated just southeast of St. Paul, the state’s capital, at the

intersections of I-94, I-494 and I-694. The City is in close proximity to the Twin Cities’ major employment centers,

as well as the St. Croix River Valley, providing a beautiful natural setting and year-round recreational opportunities.

Woodbury is one of the state’s fastest growing communities. It is known for its attractive residential neighborhoods,

which are connected by more than 160 miles of multi-use trails, with public parks and pathways situated throughout

the city.

In the past two decades, Woodbury’s population has tripled, growing from 20,075 residents in 1990 to 61,961 as

measured by the 2010 Census. The 2019 population is projected to exceed 72,000 and the City plans to reach 87,800

in 2040. Approximately two-thirds of the City has been developed, and Woodbury’s draft 2040 Comprehensive Plan

anticipates continued urban development. Woodbury is recognized as a well-educated, stable and professional

community with a significant workforce experienced in the healthcare and financial fields. The median household

income is $103,9021 and 57.6 percent of the residents older than 25 hold a bachelor’s degree or higher. The

community is proud that both characteristics are significantly higher than the national average.

Commercial and Business

Woodbury is home to a wide variety of places to work as well as places to shop. This diversity of the community’s

commercial tax base is one of its strengths. Woodbury is home to numerous major employers, such as Assurant, Dean

Foods, EcoWater Systems, Harvey Vogel Manufacturing, Long-Term Care Group and Self-Esteem Brands, plus

many smaller businesses and retail shopping enterprises. Woodbury is also home to more than 200 healthcare

businesses, including the Woodwinds Health Campus, which is anchored by a full-service acute care hospital.

Medical office and other patient-care facilities have developed near the hospital, fulfilling the City’s vision of a

Medical Campus District for the area. Other large healthcare employers include Allina, HealthPartners, Summit

Orthopedics, TRIA Orthopaedics, and Woodbury Healthcare Center. Woodbury remains a retail shopping hub for

the east metro region with major shopping areas including Woodbury Village, Tamarack Village, Woodbury Lakes,

Woodbury Marketplace, Woodbury Commons and Commerce Hill.

Considerable industrial activity may be found within the City’s three industrial parks, which include the 150-acre

Wooddale Center Industrial Park developed by OPUS Northwest, LLC; the 70-acre Carver Lake Office Industrial

Park; and the Woodbury Commerce Center located on 100 acres in the northeast quadrant of the City. The City

anticipates future growth over the coming decades in its Northeast Area that will likely include a variety of light

industrial, distribution and office/showroom types of uses.

Parks, Natural Resources, Recreation and Culture

Woodbury’s park system consists of more than 3,400 acres of park and open space land, 55 park and open space sites,

more than 160 miles of trails, three fishing piers and a swimming beach. Neighborhood parks feature playground

equipment, athletic fields and courts, picnic areas, multi-use trails and skating rinks. In addition, these parks serve as

neighborhood centers and natural gathering places for the community. Community scale facilities include the

1 2016 American Community Survey

Our Community I.

Community Profile

xxxi

Tamarack Nature Preserve, Carver Lake Park, Ojibway Park, and HealthEast Sports Center. The sports center houses

two indoor ice rinks, an indoor field house covering a soccer / football field, a walk/run track and an outdoor

refrigerated ice rink, splash pad and all-inclusive playground – Madison’s Place. East Ridge High School, adjacent

to the HealthEast Sports Center, adds to the outdoor athletic complex with four 90-foot baseball fields, 14 multi-use

baseball / softball fields, 18 soccer / football / lacrosse fields, miracle field and eight tennis courts. Eagle Valley Golf

Course is a City-owned 18-hole course on 225 acres of rolling terrain. In addition, Prestwick Golf Course, a privately-

owned championship course, is open to the public. Woodbury is proud of Central Park, an indoor City park connected

to a Washington County Library, YMCA and senior citizens’ residence. Central Park contains a major play area,

meeting rooms, amphitheater and coffee shop, as well as the central offices of the Washington County Library system

and facilities for the South Washington County School District’s Early Childhood Family Education Program.

Residents and visitors alike can take advantage of the numerous cultural and recreational amenities of the Twin Cities

area. Museums, galleries, world-class zoos, wildlife and nature conservatories are abundant in the region. Numerous

historic sites, professional sports (NFL Vikings, MLB Twins, NBA Timberwolves, NHL Minnesota Wild, MLS

Minnesota United and St. Paul Saints Baseball) and world-class dining/entertainment are available nearby. Among

the numerous professional theater groups in the Twin Cities are the renowned Guthrie Theater and the Children’s

Theatre Company. Minneapolis and St. Paul also are home to two major orchestras. The Twin Cities region, with

approximately 3 million residents, is projected to grow to 3.7 million by the year 2030.

In Woodbury, an active and engaged citizenry partakes of local events, such as Woodbury Days and the citywide

Fourth of July celebration. Residents take tremendous pride in their neighborhoods and are active in local

neighborhood groups, as well as civic organizations, such as the Arts Connection, Woodbury Community Foundation,

Woodbury Area Chamber of Commerce, Rotary Club, Kiwanis Club and Lions Club, Woodbury Athletic

Association, East Ridge Athletic Association, Woodbury Youth Athletic League, Woodbury Area Hockey Club,

Woodbury United Lacrosse, Woodbury Figure Skating Club, and more.

Schools

Woodbury is served by three school districts: South Washington County Schools (ISD 833), Stillwater Area Schools

(ISD 834), and North St. Paul- Maplewood-Oakdale School District (ISD 622). District 833 operates six elementary

schools, two middle schools and two senior high schools in Woodbury. Stillwater District 834 just opened Brookview

Elementary School in August of 2017 that will serve Woodbury residents in that area. The community is also home

to private and charter schools, which provide additional education options. Minnesota is nationally recognized for its

excellent public schools and the high percentage of students who graduate from high school.

Community Survey

The City of Woodbury has been conducting a community survey on a biennial basis since 1999. The community

survey is used as a tool to measure resident opinion on the quality of City services and to receive input on relevant

issues. The results of the survey are also used as a performance measurement tool and provide an instrument for

helping the City determine future courses of action. The National Research Center, Inc. performed the 2017 survey,

and from a total of 467 residents that responded, and amongst a considerable amount of resulting data and

information, the NRC identified several of the survey results2 as follows. First, overall quality of life in Woodbury

continues to be very high in the eyes of residents.

2 Survey format changed in 2015 from phone to paper and website, which tends to lower results.

xxxii

Percent Excellent or Good

Nine in 10 residents believe Woodbury is excellent or good place to live, to raise children and that their neighborhood

is a great place to live. Similar results were found for these other community characteristics that received positive

ratings:

Relative to Woodbury’s economy, residents feel Woodbury’s economic health is strong. Nine in 10 said overall

economic health, shopping opportunities, overall quality of business and service establishments are excellent or good.

Similarly, the overall quality and value of services were rated favorably by a majority of respondents.

Safety

Economic

Health

Overall

Image

Health/

Wellness

Opportunities

95%

94%

92%

93%

xxxiii

While residents rate City services highly and support for a tax increase to maintain them at their current level has

increased since the last survey, the percentage that would support a tax increase to maintain service levels remains

below 50 percent.

Residents rated City services highly, just over half of the residents felt that the City’s property taxes were “about

average.” When compared to 2015, more residents felt property taxes were “about right” in 2017, and fewer felt they

were “very high” or “somewhat high.”

Excellent30%

Good 60%

Fair 9%

Poor 2%

Overall Quality of Services

Excellent14%

Good52%

Fair 30%

Poor 4%

Value of Services for Taxes Paid

Higher than national benchmark

xxxiv

The City Council consists of the Mayor and four Council Members; all are elected at-large and serve four-year,

staggered terms. The City Council provides legislative guidance for the City and sets administrative policy. The

Council appoints the City Administrator who serves as the City’s chief operating officer responsible for the day-to-

day management of the City, its operations and overall financial administration/condition. The City Council and City

Administrator enjoy a strong, positive working relationship. Since its incorporation in 1967, Woodbury has had just

three administrators, and most department heads are similarly long-tenured. The City employs approximately 250

full-time employees, 60 paid-on-call firefighters, and 200-300 seasonal or temporary employees. The City has a

strong and stable relationship with other local governments, and a collaborative and consensus-building culture exists.

The City Council has identified six components that are essential to the success of the community. These critical

success factors are the guiding principles that govern the council's strategic planning for Woodbury's future. The six

components, together with the result the City wishes to achieve, are:

Safety - Woodbury is a welcoming community where all people feel safe. The City provides professional,

effective and compassionate protective services to ensure Public Safety builds a sense of community and supports

a high quality of life.

Quality of Life - Woodbury maintains a high quality living environment characterized by attractive

neighborhoods that offer a variety of housing options for people in all stages of life and that are linked through

the City’s park and trail system. The City provides open spaces that allow active and passive uses by the public.

Residents have convenient access to essential private sector goods and services such as health care, as well as to

high quality year-round leisure and recreational services. The City directly implements those aspects of the

physical and service environment for which it is responsible and promotes the provision of desired services by

private and other governmental agencies in areas outside its own responsibility.

Business Climate - Recognizing that economic vitality is the foundation of community progress and livability,

the City of Woodbury will continue to capitalize on its unique strengths and distinct character: a strategic location,

strong demographics, and abundant opportunities for economic growth. Through its strategic planning efforts,

the City will continually seek to strengthen business relationships and promote continued business investment

and job growth. Woodbury’s business friendly environment, responsive service and development standards that

City Government II.

xxxv

demand high quality, contribute to our strong business climate, help make Woodbury a premier location for

business, and position the city for sustained success.

Youth Development and Education - The City will seek to build partnerships with other agencies and

community groups to offer programs and resources that address the needs of residents under the age of 18 to

ensure that all young people thrive in our community.

City Services - Continuing our tradition of providing excellent customer service, the City is committed to

exceeding expectations through professionalism, responsiveness and leadership. Customer service comes in

many forms, and the City will seek to be innovative and reflective of the service levels desired by residents and

other stakeholders provided at an excellent value.

Environmental Stewardship - Understanding that environmental health, economics and human well-being are

interconnected and interdependent, Woodbury is committed to the responsible use and protection of all resources.

To preserve our environment for future generations, the City will foster environmental stewardship through

focused conservation, social responsibility and best management practices.

In 2010, the City completed its 2030 Comprehensive Plan. This plan is part of an ongoing process of community

planning in Woodbury, beginning with the first comprehensive plan in 1971, with major updates in 1980, 2000 as

well as 2010. The 2030 Comprehensive Plan provides a blueprint for the future of the community through carefully

managed growth resulting in vibrant residential neighborhoods, a thriving business community, diverse employment

opportunities and exceptional municipal services. The 2030 Plan includes a special emphasis on providing a

sustainable quality of life by making careful and effective use of available resources to ensure that resources exist to

maintain and enhance the quality of life for future residents. The City has spent significant time updating the

comprehensive plan and the City Council adopted a draft 2040 Comprehensive Plan in mid-2018 with the expectation

of putting 2040 Plan into effect in mid-2019.

The City strives for strong working relationships with state, regional, county, and other municipal governmental

entities, as well as with local school districts. It has established joint-powers agreements with several government

agencies and maintains a positive leadership position in the region.

In addition to the six critical success factors (located in the community profile section), another important part of the

biennial strategic planning process is consideration of any council-initiated, specific strategic initiatives. The three

areas selected for the 2017–2019 time period were:

1. Sustainable Water Future for Woodbury – Continue progress toward managing water quantity usage to

ensure there will be no increase in total (community) water usage by 2030, with the added focus on preserving

drinking water quality.

In 2015, the Council first established the Strategic Initiative to “strive towards flat total (community) annual

water usage through 2030.” As water matters have continued to evolve, even if water demand remains flat as the

City develops, there are growing water quality concerns related to contamination (PFOS, PFOA, chlorides).

Under new standards for values of industrial chemical present in groundwater established by the Minnesota

Department of Health (MDH), Woodbury has five wells that have fallen below the state’s health-based advisory

value. This has required immediate operational changes, and has long-term implications. The future threat of

these chemicals surpassing the limits in more City wells heighten the need to address not only drinking water

Council Strategies and Initiatives III.

xxxvi

quantity, but also water quality. The City also continues to face threshold standards for impact to streams, lakes,

and aquifers that have the real potential to limit Woodbury’s current and future access to groundwater.

In response to these issues, the City Council has taken a proactive approach in water conservation and water

quality management. In June 2017, the City Council re-committed to the continuation of this Strategic Initiative

and the following desired outcomes:

A. Conservation/Water Efficiency: Strive towards flat total annual (community) water usage through 2030

(based on a 5-year rolling average);

B. Water Quality: Continuously provide safe, reliable, clean water that meet all state and federal standards and

guidelines for quality;

C. Regional: Participate on and be a leader in regional groundwater policy discussions;

D. Legal: Establish the City’s position and involvement level on water-related legal issues and monitor

associated cases;

E. Legislative/Regulatory: Be proactive in the legislative process regarding groundwater management.

In May 2018, City staff convened a two day water summit to review achievements to date and develop

solutions to new challenges that have emerged. A total of nine goal areas with specific measurable action

items and timelines were developed and are actively being implemented. The nine goal areas include:

1) Build capacity to implement “one water vision”

2) Create urgency, broaden [residents’] awareness and knowledge

3) Investigate barriers and opportunities

4) Centralize reporting process

5) Reduce use and improve quality in existing environments

6) Reduce use and improve quality in new development

7) Implement storm water management programs

8) Engage partners to advance community interests

9) Meet and influence regulations

The City also continues to actively participate in the ongoing delineation, monitoring, and remediation of

perfluorochemical (PFC) contaminants in groundwater throughout southern Washington County, including the

City of Woodbury. In 2010, Minnesota’s attorney general sued 3M Company alleging that the company’s

production of chemicals known as PFCs had damaged drinking water and natural resources in the southeast Twin

Cities metro area, including Woodbury.

On February 20, 2018, the State of Minnesota and 3M reached a settlement agreement, with the state receiving a

grant from 3M for $850 million. The court-approved agreement specifically outlines providing a clean,

sustainable supply of drinking water as a top priority. It also indicates that improvements will be primarily

focused on the cities of Afton, Cottage Grove, Lake Elmo, Newport, Oakdale, St. Paul Park, Woodbury and the

townships of Grey Cloud Island and West Lakeland. Projects could include providing alternative sources of

drinking water for cities or private well owners, treating drinking water from existing wells, or connecting homes

served by private wells to municipal drinking water systems. Woodbury is participating in various sub-regional

working groups to determine how best this money ($700 million net) should be spent to protect our water supply.

xxxvii

2. Foster an Inclusive and Welcoming Community - Continue the progress on valuing all residents and their

diversity, sustaining and improving a sense of place in our community where all residents feel welcome, safe and

connected through implementation of specific programs developed through our community input process and

research.

In 2015, the City Council approved this Strategic Initiative which declared the City’s desire to be more intentional

and active in building and improving community connectedness, relationships with local government and

inclusion of all members of our community in what we deliver. Accordingly, considerable work has taken place

to implement the Strategic Initiative since that time.

In August 2018, the City Council supported the implementation of the City’s first formal plan for this initiative,

the Inclusive and Welcoming Community Partnership Plan 2018-2019 (available on the City’s website). The

plan includes four core areas of focus with six objectives as well as action items. Plan implementation is in

progress and will continue to be a priority through 2019. Areas of focus as identified in the plan include:

A. Foundational:

o Structure, Planning, Implementation & Measurement: A shared vision of an inclusive and

welcoming community provides a framework for planning, implementation and measurement.

o Citizen and Community Engagement: Inclusive processes promote engagement in City decision

making and participation in community life. City resources are used to strengthen the capacity of existing

community initiatives that promote equity and inclusion. City communication is relevant and accessible

to diverse community members.

B. Internal City Human Resources and Employees:

o Employee Engagement & Education: City employees receive training and support to enable them to

respond to the needs of a diverse public and to foster an inclusive workplace. Employee perspectives

inform planning and decision making.

o Recruitment, Retention, Development & Advancement: Policies and practices that promote equitable

recruitment, retention, development and advancement ensure that the City workforce is representative of

the diversity of the community and that employee’s diversity is respected and supported.

C. City Services:

o Customer Services: The City provides customer services that address the needs of diverse communities

and individuals.

D. External:

o Capacity and Partnerships of Community Organizations: Agencies and organizations in the

community (i.e. schools, health services, libraries, and community organizations) are able to build

inclusion and address discrimination. Strategic partnerships between institutions and organizations

jointly initiate and support action.

3. Critical Success Factors – Renew, update and, in some cases, develop new language and performance indicators

that will serve as important external indicators for how well Woodbury is doing.

The City Council first identified the list of Critical Success Factors many years ago, believing that a community

must do well in these areas in order to develop and sustain a desirable living and working environment. As listed

previously, these are primarily external measures that give special and continual attention to factors that help

xxxviii

cultivate the City’s success as a community. In many cases these factors go beyond areas that are the exclusive,

or even primary, responsibility of a City organization.

An annual Critical Success Factors report is created which is intended to be used in conjunction with the City’s

annual Performance Measurement Report to provide the City Council and the residents of Woodbury with an

honest and in-depth analysis of the City and community. The Critical Success Factors Report is macro-focused

and it provides mainly high-level outcome external measures. Where possible, comparative data is used to

provide context to how well Woodbury is doing compared to its peers, the State or US.

The most recent 2017 Critical Success Factors report was presented to City Council in August, 2018. The report

is available on the City’s website.

Significant Awards and Recognition IV.

xxxix

Financial Planning Practices

To guide the budget development process toward a fiscally sustainable plan that meets the needs of the City’s

customers while applying a tax level that is within our statutory requirements, the City’s management team continues

to focus on best practice budget techniques when designing City services, programs and proposals.

Below are the tools used by City officials in management to create a responsive, high performance organization that

can live within its means and adjust to changing service requirements:

1. Target-based preliminary budget submittal – In years when the state does not impose a levy limit, the City Council

has set a preliminary budget levy target for the General Fund.

2. Limit use of fund balance (reserves) for recurring, annual expenditures – No use of reserves is planned in the

General Fund. Use of reserves typically has been restricted to the Capital Improvement Fund for projects that

are more one-time in nature, and which could be curtailed if there were insufficient funds. The common uses of

reserves in the Capital Improvement Fund have included: City facilities, City infrastructure improvements,

upgraded turn signals and new additions of vehicles and equipment.

We do budget for the “transfers-in” in the General Fund such as utilizing $600,000 of the Administration Fee

Fund, which supports a portion of the Engineering Division activities paid for by developer fees. These funds

are segregated from the General Fund so as to maintain a steady income stream into the General Fund that takes

out the rise and fall of development activities.

3. Maintain the General Fund cash flow reserve amount at 30 percent of the following years’ budget– This reserve

guideline is a common one in the Minnesota public sector and insures that the City has sufficient funds for

operations during the first six months of the fiscal year. Monies in the General Fund above the fund balance

policy requirements are routinely “swept” into the Capital Improvement Fund for the uses described above.

4. Prepare an annual debt plan that estimates the future debt levies and identifies opportunities for pay-as-you-go

capital expenditures – The goal is to have a guided process for the issuance of debt and potential increases to the

debt service levy. Planned debt service increases offset with expiring debt levies have allowed large cost items

to be built without property tax spikes.

5. Provide for equipment and infrastructure replacement – Property tax levy funding for the Capital Improvement

Fund approximates the replacement cost annual amount for fleet vehicles and equipment. New additions to the

fleet utilize reserves for the initial purchase.

6. Annually evaluate adequacy and equity of fees to reduce reliance on the property tax – Staff performs regular

surveying and assesses what we believe the market can bear in terms of our fees and charges to make sure we are

only placing on the tax levy those expenses that are unsupported by fees, charges and other forms of revenue.

7. Performance measurement – Outcomes, workloads and effectiveness of efforts are contained within the budget

document to show the results of the funds entrusted to the City by taxpayers. Many of our measures are contained

within the budget document, but a more complete performance measurement report is produced each year

separate of the budget.

Description of City Funds and Accounting Structure

This budget is prepared on a basis consistent with generally accepted accounting principles (GAAP). The accounts

of the City are organized on the basis of funds, each of which is considered a separate accounting entity. During the

Basis of Budgeting V.

xl

year, the City’s accounting system is maintained on the same basis as the adopted budget, with the exception that

carry-overs from the prior year are added to the budgeted line items. This enables the departmental budgets to be

easily monitored via the Trial Balance reports on a monthly basis.

The City’s fiscal year is the calendar year. As required by Minnesota Statutes, budgets are adopted for the City’s

funds, which are classified and defined as follows:

1. Governmental Fund Types

These are the funds through which most of the functions of the City are financed. These funds are budgeted on

a modified accrual basis of accounting. The focus of the modified accrual basis of accounting is on available

spendable resources, that is, the flow of resources into and out of the organization in providing services. The

reported fund balance of a governmental fund represents a measure of the available spendable resources. Under

the modified accrual basis of accounting, revenues are recognized when measurable and available. Available

means collectable within the current period or soon enough thereafter to be used to pay liabilities of the current

period. Expenditures, other than interest on long-term debt, are recorded when the liability is incurred, if

measurable. The following are the City’s governmental fund types:

A. General Fund

The General Fund is the general operating fund of the City. It is used to account for all financial resources,

most of the day-to-day operations, except those required to be accounted for in another fund.

B. Special Revenue Funds

Special revenue funds are used to account for the proceeds of specific revenue sources that are legally

restricted to expenditures for specified purposes. Special revenue funds utilized by the City include:

Administration Fee

Public Safety Activities

Emergency Medical Services

Fire Relief Pension

HealthEast Sponsorship

Housing and Urban Development

Economic Development Authority

Housing and Redevelopment Authority

C. Debt Service Funds

Various debt service funds are used to account for the accumulation of resources for, and the payment of,

general obligation long-term debt principal, interest and related costs not funded by proprietary fund

operations. The budget presents in summary format all the various debt service funds of the City.

D. Capital Project Funds

Capital project funds account for financial resources to be used for the acquisition of equipment, construction

of major capital facilities, or other long-term projects. Capital project funds used by the City include the

following funds: Park Dedication, Tax Abatement Plan I-94 Region, Street Reconstruction/Maintenance,

Capital Improvement and Community Investment Fund. The City has other capital project funds that do not

adopt an annual operating budget but adopt a project length budget by resolution at the start of the project.

2. Proprietary Fund Types

These funds are used to account for activities funded primarily through user charges. The basis of accounting

used in such funds is accrual accounting. The focus of accrual accounting is primarily upon the determination of

net income and the maintenance of capital. Therefore, included within these funds are all assets and liabilities

associated with the fund’s operations. Revenues are recognized under the accrual basis of accounting when

xli

earned. Expenses are recorded as soon as they result in liabilities for benefits received, notwithstanding that the

receipt or payment of cash may take place in another accounting period. In the proprietary fund budgets, the

budget basis for expenses is used and differs from accrual accounting in the following ways:

A. The budget basis includes expenses for capital outlay and debt payments - principal, which are not considered

expenses on the accrual basis of accounting.

B. Depreciation and amortization, which are considered expenses on the accrual basis of accounting, are ignored

under the budget basis because these items do not require a disbursement of funds.

C. Encumbrances are illustrated as an expense to rather a reservation of equity on the accrual basis.

D. The annual OPEB obligations, which are considered expenses on the accrual basis of accounting, are ignored

under the budget basis because these items do not require a disbursement of funds.

The City prepares budgets for the following proprietary fund types.

A. Enterprise Funds

Enterprise funds are used to account for operations (a) that are financed and operated in a manner similar to

private business – where the intent of the governing body is that the costs (expenses, including depreciation)

of providing goods or services to the general public on a continuing basis be financed or recovered primarily

through user charges, or (b) where the governing body has decided that periodic determination of revenues

earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy,

management control, accountability or other purposes. The budget for the City’s Water and Sewer Utility

Fund, Storm Water Utility Fund, Street Lighting Utility Fund, HealthEast Sports Center Ice Arena / Field

House Fund and Eagle Valley Golf Course Fund is included herein.

B. Internal Service Funds

An internal service fund is used to account for the financing of goods or services provided by one department

to other departments of the government on a cost-reimbursement basis. An internal service fund used by the

City includes the Risk Management Fund that accounts for worker’s compensation, general liability, property

casualty and employee dental program insurances.

xlii

Customers

Engineering

Information and

Communications

Technology

Public

Works

Public

Safety

Parks and

RecreationFinance

Community

DevelopmentAdministration

All Staff

Mission Statement:A leading community in which to live, work and thrive

Provides resources and

feedback

Verifies goals, vision and mission are

being met

LeadershipEveryone can show leadership

Council sets goals, visionand annual budget inaddition to providing

feedback from customers

Council

Feedback Loop

Feedback Loop

xliii

Organization Chart

Citizens of Woodbury

AdministrationCommunity

DevelopmentFinance

Information and

Communications

Technology

Parks and

Recreation

Public

SafetyEngineering Public Works

Engineering

Building and

Grounds

Environmental

Capital

Improvement

Planning and

Construction

Storm Water

Utility

Fleet Services

Streets and Storm

Water

Water and Sewer

Utility

Park / Forestry

Maintenance

Support Services

Investigations

Patrol

Fire

Emergency

Preparedness

Emergency

Medical Services

Park

Development

Recreation

Programs

HealthEast

Sports Center

Central Park

Eagle Valley

Golf Course

Information

Technology

Geographic

Information Systems

Communications

Accounting

Assessments

Bonding

Budgeting

Investments

Payroll

Billing

Permits and

Inspections

Property Enforcement

Land Use Planning

Development Review

Economic

Development

Housing

City Clerk /

Licensing /

Administrative

Citations

Human Resources

Mayor/Council

Support

Electorate

Planning Commission

Parks and Natural Resources Commission

Economic Development Commission

Audit and Investment Commission

City Administrator

City Council

Financial Advisor

City Attorney

Housing & Redevelopment Authority

Economic Development Authority

2019 BUDGET

Combined Statement – All Budgeted Funds

2

2019 BUDGET

COMBINED STATEMENT – ALL BUDGETED FUNDS

2018

Adjusted 2019 Percent

Budget Budget Change

REVENUES AND OTHER SOURCES:

Property Taxes - City 33,879,643$ 35,658,683$ 5.3%

Less Property Tax Delinquencies and Tax Court Petition Refunds (340,511) (353,546) 3.8%

Property Taxes - HRA 250,000 250,000 0.0%

Less Property Tax Delinquencies and Tax Court Petition Refunds (2,500) (2,500) 0.0%

Tax Increment 108,500 111,900 3.1%

Property Tax Abatement received School District #622 372,500 389,100 4.5%

Special Assessments 3,549,785 2,946,600 -17.0%

Park Dedication Fees 555,000 467,500 -15.8%

Licenses and Development/Permits Fees 3,852,150 4,041,200 4.9%

Intergovernmental 2,930,914 2,936,015 0.2%

Charges for Services (User Fees) 23,331,550 24,236,900 3.9%

Other Revenues 2,102,578 2,367,261 12.6%

Interfund Charges 1,525,500 1,523,000 -0.2%

Investment Earnings 1,212,500 1,230,300 1.5%

Proceeds from Issuance of Debt 2,835,000 1,100,000 -61.2%

Transfers In 4,793,470 6,486,250 35.3%

Net Use(Addition) of Fund Balance 10,655,566 3,616,692 -66.1%

Total Revenues and Other Sources 91,611,645$ 87,005,355$ -5.0%

EXPENDITURES BY FUND:

General 34,092,500$ 35,685,750$ 4.7%

Special Revenue:

Administration Fee 515,750 600,250 16.4%

Public Safety Activities 113,900 222,300 95.2%

Emergency Medical Services 2,800,300 3,543,100 26.5%

Fire Relief Pension 410,000 415,000 1.2%

Housing and Urban Development 633,939 561,000 -11.5%

Economic Development Authority 78,300 78,100 -0.3%

Housing and Redevelopment Authority 778,600 670,500 -13.9%

Capital Project:

Park Dedication 1,852,100 1,427,300 -22.9%

Street Reconstruction / Maintenance 13,133,213 9,124,325 -30.5%

Capital Improvement 8,386,799 4,741,800 -43.5%

Community Investment - 150,000 n/a

Enterprise Funds:

Water and Sewer Utility 14,724,604 13,678,650 -7.1%

Storm Water Utility 2,610,610 3,111,900 19.2%

Street Lighting Utility 514,600 548,400 6.6%

HealthEast Sports Center Ice Arena / Field House 1,895,680 1,783,880 -5.9%

Eagle Valley Golf Course 1,458,300 1,473,900 1.1%

Internal Service Funds:

Risk Management 1,839,450 1,890,100 2.8%

Debt Service 5,773,000 7,299,100 26.4%

Total Expenditures by Fund 91,611,645$ 87,005,355$ -5.0%

3

PROPERTY TAX LEVY BREAKDOWN

2018 Property Tax Levy Amount

General Fund 24,143,795$ EMS Fund 665,909 Capital Improvement/Equipment Fund 2,178,825 Street Reconstruction/Maintenance Fund 3,281,882 Tax Abatement 410,480 Debt Service Fund 3,198,752 HRA Fund 250,000

34,129,643$

2019 Proposed Property Tax Levy Amount

General Fund 25,283,382$ EMS Fund 665,909 Capital Improvement/Equipment Fund 2,244,190 Street Reconstruction/Maintenance Fund 3,462,386 Tax Abatement 464,116 Debt Service Fund 3,538,700 HRA Fund 250,000

35,908,683$

General Fund71%

EMS Fund2%

Capital Improvement/

Equipment Fund

6%

Street Reconstruction/

Maintenance Fund

10%

Tax Abatement 1%

Debt Service Fund

9%

HRA Fund1%

2018 Property Tax Levy

General Fund70%

EMS Fund2%

Capital Improvement/

Equipment Fund

6%

Street Reconstruction/

Maintenance Fund

10%

Tax Abatement 1%

Debt Service Fund

10%

HRA Fund1%

2019 Proposed Property Tax Levy

4

Proportionate Shares of 2018 Tax Bill

for a Woodbury Homeowner

Other

2%

County

23%

ISD 833

50%

Woodbury

25%

Residents of ISD 833

Other

3%

County

26%

ISD 622

42%

Woodbury

29%


Other

3%

County

29%

ISD 834

36%

Woodbury

32%


2019 BUDGET

Revenue Breakdown

Revenue Comparison

Estimated Revenues

6

2019 BUDGET

GENERAL FUND REVENUES

REVENUE BREAKDOWN

2017 2018 2019

Actual Percent Budget Percent Budget Percent

Taxes 23,294,017$ 66.1% 23,803,284$ 69.8% 24,929,836$ 69.9%

Licenses 425,334 1.2% 430,150 1.3% 416,400 1.2%

Development Fees and Permits 5,250,012 14.9% 3,422,000 10.0% 3,624,800 10.2%

Intergovernmental 1,419,789 4.0% 1,364,000 4.0% 1,433,600 4.0%

Recreation Fees 1,036,671 2.9% 1,101,000 3.2% 1,084,300 3.0%

Charges for Services 937,161 2.7% 944,900 2.8% 987,800 2.8%

Fines and Forfeits 311,907 0.9% 362,500 1.1% 311,000 0.9%

Investment Revenue 229,322 0.7% 275,000 0.8% 340,000 1.0%

Miscellaneous Revenue 143,478 0.4% 134,666 0.4% 139,514 0.4%

Transfers In 2,210,088 6.3% 2,255,000 6.6% 2,418,500 6.8%

Total 35,257,779$ 100.0% 34,092,500$ 100.0% 35,685,750$ 100.0%

REVENUE COMPARISON

Increase/ % Increase/

2016 2017 2018 2019 (Decrease) (Decrease)

Actual Actual Budget Budget Over 2018 Over 2018

Taxes 22,300,592$ 23,294,017$ 23,803,284$ 24,929,836$ 1,126,552$ 4.7%

Licenses 437,568 425,334 430,150 416,400 (13,750) -3.2%

Development Fees and Permits 4,557,218 5,250,012 3,422,000 3,624,800 202,800 5.9%

Intergovernmental 1,629,073 1,419,789 1,364,000 1,433,600 69,600 5.1%

Recreation Fees 986,379 1,036,671 1,101,000 1,084,300 (16,700) -1.5%

Charges for Services 942,291 937,161 944,900 987,800 42,900 4.5%

Fines and Forfeits 335,158 311,907 362,500 311,000 (51,500) -14.2%

Investment Revenue 163,951 229,322 275,000 340,000 65,000 23.6%

Miscellaneous Revenue 290,353 143,478 134,666 139,514 4,848 3.6%

Transfers In 2,312,399 2,210,088 2,255,000 2,418,500 163,500 7.3%

Total 33,954,982$ 35,257,779$ 34,092,500$ 35,685,750$ 1,593,250$ 4.7%

7

GENERAL FUND REVENUE COMPARISON

2016-2019

2016 Actuals 2017 Actuals 2018 Budget 2019 Proposed Budget

Taxes 65.7% Taxes 66.1% Taxes 69.8% Taxes 69.8%

Licenses 1.3% Licenses 1.2% Licenses 1.3% Licenses 1.1%

Dev. and Permit Fees 13.4% Dev. and Permit Fees 14.9% Dev. and Permit Fees 10.0% Dev. and Permit Fees 10.2%

Intergovernmental 4.8% Intergovernmental 4.0% Intergovernmental 4.0% Intergovernmental 4.0%

Recreation Fees 2.9% Recreation Fees 2.9% Recreation Fees 3.2% Recreation Fees 3.0%

Charges for Services 2.8% Charges for Services 2.7% Charges for Services 2.8% Charges for Services 2.8%

Fines and Forfeits 1.0% Fines and Forfeits 0.9% Fines and Forfeits 1.1% Fines and Forfeits 0.9%

Investment Revenue 0.5% Investment Revenue 0.6% Investment Revenue 0.8% Investment Revenue 1.0%

Miscellaneous 0.8% Miscellaneous 0.4% Miscellaneous 0.4% Miscellaneous 0.4%

Transfers In 6.8% Transfers In 6.3% Transfers In 6.6% Transfers In 6.8%

Total 100.0% Total 100.0% Total 100.0% Total 100.0%

Taxes

65.7%

Licenses1.3%

Dev. and Permit Fees

13.4%

Intergovt'l4.1%

Recreation Fees2.9%

Charges for Services

2.8%

Fines and Forfeits1.0%

Investment Revenue

0.5%

Misc.0.5%

Transfers In6.8%

2016 Actuals

Taxes

66.1%

Licenses1.2%


14.9%

Intergovt'l4.3%

Recreation Fees2.9%


2.7%


Investment Revenue

0.6%

Misc.0.8%

Transfers In6.3%

2017 Actuals

Taxes

69.8%

Licenses1.3%


10.0%

Intergovt'l4.4%

Recreation Fees3.2%


2.8%


Investment Revenue

0.8%

Misc.0.5% Transfers In

6.6%

2018 Budget

Taxes

69.8%

Licenses1.1%


10.2%

Intergovt'l4.2%

Recreation Fees3.0%


2.8%


Investment Revenue

1.0%

Misc.0.3%

Transfers In6.8%

2019 Proposed Budget

8

2019 BUDGET


2015 2016 2017 2018 2019 Percent

Actual Actual Actual Budget Budget Change

4311 General Property Taxes - Real & Personal 21,690,420$ 22,415,450$ 23,146,194$ 24,143,795$ 25,283,382$ 4.7%

4311 Less Estimated 1% Property Tax Delinquencies n/a

and Refunds for Tax Court Petitions (477,561) (114,858) 147,823 (340,511) (353,546) 3.8%

Subtotal 21,212,859 22,300,592 23,294,017 23,803,284 24,929,836 4.7%

4321 Dog License 4,538 24,464 4,586 27,000 5,000 -81.5%

4322 Cigarette License 6,000 6,000 7,200 7,200 7,200 0.0%

4323 Liquor & Investigation Fees 321,708 322,573 324,900 310,000 315,500 1.8%

4324 Apartment Fees 70,964 67,770 70,672 70,650 71,700 1.5%

4326 Rubbish Haulers 5,200 10,400 11,525 10,400 11,600 11.5%

4329 Massage Therapy Licenses 6,584 6,361 6,451 4,900 5,400 10.2%

Subtotal 414,994 437,568 425,334 430,150 416,400 -3.2%

4330 Plan Check Fees 959,513 1,007,481 1,095,431 780,000 732,000 -6.2%

4331 Building Permits 2,061,286 2,127,480 2,565,985 1,775,000 1,912,000 7.7%

4332 Heating Permits 366,133 341,820 323,705 180,000 220,000 22.2%

4333 Plumbing Permits 237,973 234,603 330,694 220,000 210,000 -4.5%

4334 Electric Permits - City Share 47,522 39,133 50,074 37,000 39,000 5.4%

4335 Escrow Fees - Code Enforcement 23,620 27,520 26,100 26,000 28,000 7.7%

4336 Fire Sprinkler Fees 51,503 44,459 62,254 18,000 15,000 -16.7%

4337 Electric Permits - Contractor Share 126,695 144,561 110,897 110,000 117,000 6.4%

4338 Fire Service Fees 350,796 318,081 420,239 70,000 179,300 156.1%

4340 Other Permits 5,470 5,070 5,215 4,000 5,000 25.0%

4361 Planning & Zoning Fees 182,754 198,225 163,237 105,000 116,000 10.5%

4363 Occupancy Inspection Fees 54,811 16,023 47,675 45,000 3,000 -93.3%

4367 Engineering Service Fees 44,357 52,762 48,506 52,000 48,500 -6.7%

Subtotal 4,512,433 4,557,218 5,250,012 3,422,000 3,624,800 5.9%

4347 Federal Grants & Aids 38,839 38,386 53,003 36,000 50,000 38.9%

4352 State Grants & Aids 78,627 199,411 78,147 45,000 50,000 11.1%

4353 State - MSA - Street Maintenance 375,000 375,000 375,000 385,000 395,000 2.6%

4354 State - Police Training Aid 21,656 20,636 21,301 21,000 21,200 1.0%

4355 State - Police Aid 517,085 539,540 558,420 565,000 600,000 6.2%

4356 State - Public Safety Disability Reimbursement 26,178 30,828 28,234 34,500 25,000 -27.5%

4358 Local Grants & Aids 146,186 249,372 115,884 101,000 108,600 7.5%

4359 School District Reimbursement 168,212 175,900 189,800 176,500 183,800 4.1%

Subtotal 1,371,783 1,629,073 1,419,789 1,364,000 1,433,600 5.1%

4364 Sponsorship Program 21,768 20,805 26,250 15,000 20,000 33.3%

4365 Lookout Ridge Activity Fees 153,769 186,382 186,325 170,000 175,000 2.9%

4366 Recreation Activity Fees 408,736 408,143 380,545 397,000 397,000 0.0%

4368 Facility Rental Fees 33,939 40,999 42,458 42,000 42,000 0.0%

4369 Field / Court Rental Fees 68,218 82,391 84,972 75,000 80,000 6.7%

4371 Off-Road Trail Fees - - - - 6,300 n/a

4373 Lease Revenue 13,866 10,393 6,000 - - n/a

4374 Recreation - Adult League Fees 106,086 105,559 98,659 102,000 102,000 0.0%

4467 Cafe at Central Park - - 51,018 132,000 108,000 -18.2%

4564 Central Park - Recreation Programs - 5,742 32,249 27,000 27,000 0.0%

4565 Central Park - Facility Rental Fees 103,333 96,042 96,615 113,000 99,000 -12.4%

4566 Recreation Activity Fees (Adult 50+) 31,234 29,923 31,580 28,000 28,000 0.0%

Subtotal 940,949 986,379 1,036,671 1,101,000 1,084,300 -1.5%

Continued on next page

Taxes

Recreation Fees

Licenses

Development Fees and Permits

Intergovernmental

9

2019 BUDGET


2015 2016 2017 2018 2019 Percent

Actual Actual Actual Budget Budget Change

4313 Payment in Lieu of Taxes 27,476 27,578 35,575 32,000 42,300 32.2%

4370 Tower Rental Fees 715,136 739,591 744,717 780,000 785,000 0.6%

4372 Security Officer Fees 22,000 19,225 16,154 24,000 19,100 -20.4%

4501 Library / Park Reimbursements 127,533 155,897 140,715 108,900 141,400 29.8%

Subtotal 892,145 942,291 937,161 944,900 987,800 4.5%

4375 Fines & Forfeits 312,251 301,282 275,055 320,000 275,000 -14.1%

4376 Alarm Violations 30,889 28,717 30,278 30,500 30,000 -1.6%

4378 Citation (Admin City Fines) 16,919 5,159 6,574 12,000 6,000 -50.0%

Subtotal 360,059 335,158 311,907 362,500 311,000 -14.2%

4379 Unrealized Gains/Losses on Investments (15,316) (54,795) (116,149) - - n/a

4381 Interest Earned 224,414 218,746 345,471 275,000 340,000 23.6%

Subtotal 209,098 163,951 229,322 275,000 340,000 23.6%

4382 Sale of Property 119,405 138,891 - 5,000 - -100.0%

4395 Miscellaneous Revenue 158,465 151,462 143,478 129,666 139,514 7.6%

Subtotal 277,870 290,353 143,478 134,666 139,514 3.6%

4420 Water & Sewer Utility Fund 1,012,959 1,043,348 1,074,648 1,110,000 1,145,000 3.2%

4420 Storm Water Utility Fund 484,097 618,126 606,544 600,000 630,000 5.0%

4420 Administration Fee Fund 500,000 500,000 500,000 515,000 600,000 16.5%

4420 Capital Project Funds 27,237 28,054 28,896 30,000 43,500 45.0%

4420 Risk Management Fund 24,109 116,196 - - - n/a

4420 Emergency Medical Services Fund - 6,675 - - - n/a

Subtotal 2,048,402 2,312,399 2,210,088 2,255,000 2,418,500 7.3%

Total Revenues 32,240,592$ 33,954,982$ 35,257,779$ 34,092,500$ 35,685,750$ 4.7%

Transfers In

Miscellaneous Revenue

Fine And Forfeits


Investment Revenue

GENERAL FUND APPROPRIATIONS

Summary of Appropriations & Expenditures

Summary of Appropriations

Appropriation Breakdown

11

GENERAL FUND

SUMMARY OF APPROPRIATIONS AND EXPENDITURES

2016 - 2019

Percent

Increase/ Increase/

Dept 2016 2017 2018 2019 (Decrease) (Decrease)

No. Department Actual Actual Budget Budget Over 2018 Over 2018

001 Mayor and Council 322,403$ 360,239$ 347,900$ 360,900$ 13,000$ 3.7%

015 Administration / Elections 1,283,976 1,192,806 1,570,400 1,578,600 8,200 0.5%

016 Finance 887,396 925,149 952,900 968,600 15,700 1.6%

017 Assessing 308,667 317,199 328,900 342,200 13,300 4.0%

018 Information Technology 907,959 969,540 1,057,300 1,183,400 126,100 11.9%

020 Communications 343,062 363,302 397,900 418,300 20,400 5.1%Subtotal 4,053,463 4,128,235 4,655,300 4,852,000 196,700 4.2%

021 Planning & Code Enforcement 724,654 784,931 763,600 827,200 63,600 8.3%

005 Economic Development and Housing 151,759 160,081 169,600 177,200 7,600 4.5%

023 Inspections 1,223,967 1,258,077 1,315,800 1,394,200 78,400 6.0%Subtotal 2,100,380 2,203,089 2,249,000 2,398,600 149,600 6.7%

025 Police 10,146,900 10,771,104 11,400,200 12,140,750 740,550 6.5%

031 Fire 2,109,007 2,133,367 2,323,300 2,400,800 77,500 3.3%

034 Emergency Preparedness / Safety 177,683 173,185 203,300 204,500 1,200 0.6%Subtotal 12,433,590 13,077,656 13,926,800 14,746,050 819,250 5.9%

039 Engineering 1,371,630 1,413,044 1,504,300 1,716,800 212,500 14.1%

019 Municipal Buildings 1,238,014 1,249,200 1,312,400 1,333,200 20,800 1.6%

Subtotal 2,609,644 2,662,244 2,816,700 3,050,000 233,300 8.3%

038 Administration 561,586 581,274 566,200 599,500 33,300 5.9%

036 Streets 2,729,330 2,467,050 3,048,600 3,017,500 (31,100) -1.0%

037 Fleet Services 1,253,607 1,246,892 1,460,400 1,494,200 33,800 2.3%

041 Street Lighting 138,843 134,713 136,100 138,100 2,000 1.5%

051 Parks and Forestry 3,450,410 3,140,871 3,467,200 3,575,200 108,000 3.1%Subtotal 8,133,776 7,570,800 8,678,500 8,824,500 146,000 1.7%

022 Recreation 1,528,208 1,613,321 1,766,200 1,814,600 48,400 2.7%Subtotal 1,528,208 1,613,321 1,766,200 1,814,600 48,400 2.7%

Total Operating Budget 30,859,061 31,255,345 34,092,500 35,685,750 1,593,250 4.7%

065 Estimated Unexpended - - (500,000) (500,000) - n/a

065 Capital Improvement Fund (421) 2,616,809 2,473,824 500,000 500,000 - n/a

065 Risk Management Fund - 1,000,000 - - - n/a

Subtotal 2,616,809 3,473,824 - - - n/a

33,475,870$ 34,729,169$ 34,092,500$ 35,685,750$ 1,593,250$ 4.7%

General Government:

Total Appropriations & Expenditures


Public Safety:

Public Works:


Unallocated:

Engineering:

12

GENERAL FUND

EXPENDITURE COMPARISON

2016 - 2019


General Govt. 12.1% General Govt. 11.9% General Govt. 13.6% General Govt. 13.6%

Community Dev. 6.3% Community Dev. 6.3% Community Dev. 6.6% Community Dev. 6.7%

Public Safety 37.1% Public Safety 37.7% Public Safety 40.8% Public Safety 41.3%

Engineering 7.8% Engineering 7.7% Engineering 8.3% Engineering 8.5%

Public Works 24.3% Public Works 21.8% Public Works 25.5% Public Works 24.8%

Parks & Rec. 4.6% Parks & Rec. 4.6% Parks & Rec. 5.2% Parks & Rec. 5.1%

Unallocated 7.8% Unallocated 10.0% Unallocated 0.0% Unallocated 0.0%


General Govt.

12.1%

Community

Dev.

6.3%

Public Safety

37.1%Engineering

7.8%

Public Works

24.3%

Parks & Rec.

4.6%

Unallocated

7.8%

2016 Actuals

General Govt.

11.9%

Community

Dev.

6.3%

Public Safety

37.7%Engineering

7.7%

Public Works

21.8%

Parks & Rec.

4.6%

Unallocated

10.0%

2017 Actuals

General Govt.

13.6%

Community

Dev.

6.6%

Public Safety

40.8%

Engineering

8.3%

Public Works

25.5%

Parks & Rec.

5.2%

2018 Budget

General Govt.

13.6%

Community

Dev.

6.7%

Public Safety

41.3%

Engineering

8.5%

Public Works

24.8%

Parks & Rec.

5.1%


13

GENERAL FUND BUDGET

SUMMARY OF APPROPRIATIONS

2018 - 2019

Department 2018 2019 2018 2019 2018 2019 2018 2019

General Government:

Mayor and Council 64,800$ 64,800$ 283,100$ 296,100$ -$ -$ 347,900$ 360,900$

Administration / Elections 1,182,700 1,229,400 387,700 349,200 - - 1,570,400 1,578,600

Finance 857,200 872,700 95,700 95,900 - - 952,900 968,600

Assessing 99,700 103,200 229,200 239,000 - - 328,900 342,200

Information Technology 729,200 830,900 328,100 352,500 - - 1,057,300 1,183,400

Communications 281,000 295,600 116,900 122,700 - - 397,900 418,300

Subtotal 3,214,600 3,396,600 1,440,700 1,455,400 - - 4,655,300 4,852,000


Planning & Code Enforcement 742,500 803,700 21,100 23,500 - - 763,600 827,200

Economic Development and Housing 160,200 168,000 9,400 9,200 - - 169,600 177,200

Inspections 1,113,400 1,179,300 202,400 214,900 - - 1,315,800 1,394,200

Subtotal 2,016,100 2,151,000 232,900 247,600 - - 2,249,000 2,398,600

Public Safety:

Police 10,343,200 10,961,200 1,057,000 1,179,550 - - 11,400,200 12,140,750

Fire 1,909,600 1,989,800 413,700 411,000 - - 2,323,300 2,400,800

Emergency Preparedness / Safety 160,300 166,300 43,000 38,200 - - 203,300 204,500

Subtotal 12,413,100 13,117,300 1,513,700 1,628,750 - - 13,926,800 14,746,050

Engineering:

Engineering 1,379,800 1,585,900 124,500 130,900 - - 1,504,300 1,716,800

Municipal Buildings 401,800 432,600 910,600 900,600 - 1,312,400 1,333,200

Subtotal 1,781,600 2,018,500 1,035,100 1,031,500 - - 2,816,700 3,050,000

Public Works:

Administration 501,900 531,700 64,300 67,800 - - 566,200 599,500

Streets 2,186,100 2,171,300 862,500 846,200 - - 3,048,600 3,017,500

Fleet Services 776,500 811,100 683,900 683,100 - - 1,460,400 1,494,200

Street Lighting - - 136,100 138,100 - - 136,100 138,100

Parks and Forestry 1,964,600 2,058,700 1,452,600 1,466,500 50,000 50,000 3,467,200 3,575,200

Subtotal 5,429,100 5,572,800 3,199,400 3,201,700 50,000 50,000 8,678,500 8,824,500


Recreation 1,162,500 1,204,100 603,700 610,500 - 1,766,200 1,814,600

Subtotal 1,162,500 1,204,100 603,700 610,500 - - 1,766,200 1,814,600

Unallocated:

Estimated Unexpended (382,000) (383,000) (118,000) (117,000) - - (500,000) (500,000)

Capital Improvement Fund (421) - - - - 500,000 500,000 500,000 500,000

Subtotal (382,000) (383,000) (118,000) (117,000) 500,000 500,000 - -

Total Appropriations 25,635,000$ 27,077,300$ 7,907,500$ 8,058,450$ 550,000$ 550,000$ 34,092,500$ 35,685,750$

Personal Services O perating Expenditures Capital O utlay Total

14

GENERAL FUND

APPROPRIATION SUMMARY COMPARISON

2016 - 2019


Personal Services 75.0% Personal Services 77.2% Personal Services 75.2% Personal Services 75.9%

Operating Expenditures 24.7% Operating Expenditures 22.6% Operating Expenditures 23.2% Operating Expenditures 22.6%

Capital Outlay 0.3% Capital Outlay 0.1% Capital Outlay 1.6% Capital Outlay 1.5%


Personal

Services

75.0%

Operating

Expenditures

24.7%

Capital Outlay

0.3%

2016 Actuals

Personal

Services

77.2%

Operating

Expenditures

22.6%

Capital Outlay

0.1%

2017 Actuals

Personal

Services

75.2%

Operating

Expenditures

23.2%

Capital Outlay

1.6%

2018 Budget

Personal

Services

75.9%

Operating

Expenditures

22.6%

Capital Outlay

1.5%


15

GENERAL FUND BUDGET

APPROPRIATION BREAKDOWN

Dept

No. Department 2018 Percent 2019 Percent

001 Mayor and Council 347,900$ 1.0% 360,900$ 1.0%

015 Administration / Elections 1,570,400 4.6% 1,578,600 4.4%

016 Finance 952,900 2.8% 968,600 2.7%

017 Assessing 328,900 1.0% 342,200 1.0%

018 Information Technology 1,057,300 3.1% 1,183,400 3.3%

020 Communications 397,900 1.2% 418,300 1.2%

Subtotal 4,655,300 13.7% 4,852,000 13.6%

021 Planning & Code Enforcement 763,600 2.2% 827,200 2.3%

005 Economic Development and Housing 169,600 0.5% 177,200 0.5%

023 Inspections 1,315,800 3.9% 1,394,200 3.9%

Subtotal 2,249,000 6.6% 2,398,600 6.7%

025 Police 11,400,200 33.4% 12,140,750 34.0%

031 Fire 2,323,300 6.8% 2,400,800 6.7%

034 Emergency Preparedness / Safety 203,300 0.6% 204,500 0.6%

Subtotal 13,926,800 40.8% 14,746,050 41.3%

039 Engineering 1,504,300 4.4% 1,716,800 4.8%

019 Municipal Buildings 1,312,400 3.8% 1,333,200 3.7%

Subtotal 2,816,700 8.2% 3,050,000 8.5%

038 Administration 566,200 1.7% 599,500 1.7%

036 Streets 3,048,600 8.9% 3,017,500 8.5%

037 Fleet Services 1,460,400 4.3% 1,494,200 4.2%

041 Street Lighting 136,100 0.4% 138,100 0.4%

051 Parks and Forestry 3,467,200 10.2% 3,575,200 10.0%

Subtotal 8,678,500 25.5% 8,824,500 24.8%

022 Recreation 1,766,200 5.2% 1,814,600 5.1%

Subtotal 1,766,200 5.2% 1,814,600 5.1%

065 Offset for Estimated Unspent (500,000) -1.5% (500,000) -1.4%

065 Capital Improvement Fund (421) 500,000 1.5% 500,000 1.4%

Subtotal - 0.0% - 0.0%

Total Appropriations & Expenditures 34,092,500$ 100.0% 35,685,750$ 100.0%

Unallocated:

General Government:


Public Safety:

Public Works:

Parks & Recreation:

Engineering:

GENERAL GOVERNMENT

Mayor and Council

Administration / Elections

Finance

• Risk Management and Debt Service budgets can be

found in the Other Funds section

Assessing

Information and Communications Technology

• Information Technology

• Communications

17

MAYOR AND COUNCIL

PROGRAM DESCRIPTION

The City of Woodbury is a Statutory “Plan A” city. This Plan allows for a five-member “at-large” City Council

elected for four-year terms of office. The City Council appoints trained and experienced people who can

perform with competence the complex duties of the City government. As the legislative branch of the City

government the City Council may:

Create departments and advisory boards, appoint officers, employees and agents for the City to conduct

City affairs

Prescribe the duties, compensation and employment conditions for its employees

Make an annual tax levy and exercise full authority over the financial affairs of the City

Provide parks, pathways, recreational facilities

Prosecute people who violate ordinances

Plan for the future development of the City and steps to implement that plan

Carry out a program of housing and redevelopment of the City

Levy special assessments for public improvements

Borrow money

Designate depositories

Appoint or remove employees at any time in accordance with state law, personnel policies, contracts or

ordinances in effect

MISSION CRITICAL / HIGH IMPACT DELIVERABLES

The Mayor and Council budget provides for a number of community programs and services necessary to the

operation of the City as a whole. Specifically, this operating budget funds: community survey (biennial),

general legal services and notices, memberships in supporting organizations such as League of Minnesota Cities,

years-of-service awards and employee recognition breakfast which is a part of the overall employee

compensation program.

PRIORITIES

The key 2017-2019 strategic issues of the City Council are:

1. Sustainable Water Future for Woodbury - Continue progress toward managing water quantity usage to

ensure there will be no increase in total (community) water usage by 2030, with the added focus on

preserving drinking water quality.

2. Fostering an Inclusive and Welcoming Community - Continue the progress on valuing all residents and

their diversity, sustaining and improving a sense of place in our community where all residents feel

welcome, safe and connected through implementation of specific programs developed through our

community input process and research.

3. Critical Success Factors – Continue to renew, update and in some cases develop new language and

performance indicators that will serve as important external indicators for how well Woodbury is doing.

18

MAYOR AND COUNCIL

PRIORITIES - CONTINUED

Other initiatives that the City Council and Staff are also working on include, but are not limited to:

Ojibway Park Project

Parks and Public Works Building Project

Central Park Project Planning with Washington County, ISD 833 and YMCA

I-94/494/694 Interchange Improvement

Public Safety HERO Training Facility Project

Gateway Corridor Commission Gold Line Planning

2040 Comprehensive Plan

BUDGET HIGHLIGHTS

The 2019 Mayor Council operating budget is presented with an increase over 2018. Significant budget changes

are as follows.

5301 Professional Services-General: This line item has been increased $5,400 to accommodate

anticipated increased costs for the Community Survey (two-year budget item), increased costs for public

mailings and municipal code updates, as well as Council support for strategic planning.

5302 Professional Services-Legal Retainer: This line item has been increased by $7,000 to

accommodate estimated legal retainer contract increases.

5315 Professional Services-Legal Special Counsel: This line item has been increased $2,600 to

accommodate the increasing need for specialist legal advisors.

5402 Dues & Subscriptions: This line item has been increased $1,800 to accommodate for estimated

increases in memberships such as The League of Minnesota Cities, Metro Cities and Municipal

Legislative Commission.

5405 Travel & Training: This line item is being increased by $2,000 to accommodate the additional

training needs of the City Council.

19

MAYOR AND COUNCIL

PERFORMANCE MEASUREMENTS

2009 2011 2013 2015 20175 Year

Average

1)

Percent of respondents who approve or strongly

approve of the job performance of the Mayor &

Council on the community survey

93% 90% 94% 91% 85% 91%

2013 2014 2015 2016 20175 Year

Average

Effectiveness

2) Actual annual cost per household $11.56 $15.56 $13.82 $15.71 $16.52 $14.63

3)Mayor-Council actual annual expenditures as a

percentage of total General Fund actual expenditures1.1% 1.4% 1.2% 1.2% 1.4% 1.3%

4) Business outreach meetings 26 16 35 18 18 22.6

COMMUNITY SURVEY DATA

Measure

CORE PERFORMANCE MEASURES & STATISTICS

Measure

OPERATING BUDGET – DEPARTMENT NUMBER 001

Object 2015 2016 2017 2018 2019

No. Item Actual Actual Actual Budget Budget

5115 Salaries-Part-time 51,984$ 51,984$ 60,466$ 60,500$ 60,500$

5141 F.I.C.A. 1,951 1,652 1,497 1,600 1,600

5142 P.E.R.A 1,633 1,875 2,278 2,500 2,500

5154 Workers Compensation 169 189 201 200 200

Subtotal 55,737 55,700 64,442 64,800 64,800

5201 Office Supplies 4,329 4,922 4,350 4,200 4,400

5301 Professional Services-General 37,189 17,427 40,199 30,500 35,900

5302 Professional Services-Legal Retainer 47,975 49,992 50,880 53,000 60,000

5305 Professional Services-Legal Other 32,304 32,939 9,753 30,000 30,000

5315 Professional Services-Legal Special Counsel 36,491 16,869 44,334 30,000 32,600

5321 Use of Personal Auto - - 1,253 1,200 1,200

5331 Legal Notices 3,617 8,914 4,101 11,500 10,000

5341 Printing - - 1,198 - -

5353 Insurance 52,938 55,514 48,445 51,700 47,200

5402 Dues & Subscriptions 54,871 56,543 57,516 59,000 60,800

5405 Travel & Training 1,569 15,675 3,534 1,500 3,500

5408 Miscellaneous Community Projects - 273 9,197 500 500

5410 Employee Recognition Program 7,841 7,635 21,037 10,000 10,000

Subtotal 279,124 266,703 295,797 283,100 296,100

Total Operating Budget 334,861$ 322,403$ 360,239$ 347,900$ 360,900$

Personal Services:

Operating Expenditures:

20

ADMINISTRATION / ELECTIONS

PROGRAM DESCRIPTION

The mission of the Administration Department is to provide the foundation for the City of Woodbury

organization by delivering support and direction to the community and City employees. Together, we lead and

thoughtfully serve in a professional, responsive manner.

The Administration Budget is responsible for Council and City records, office of the City Administrator, human

resources, City Clerk activities, customer service, and special projects. The City Council appoints the City

Administrator. The City Administrator serves as chief administrative officer responsible for supervising City

employees, accounting, preparation of reports, factual determinations and execution of Council policies.

Furthermore, the City Administrator oversees long-term and short-term departmental planning, organizes and

directs the work load of employees, reports to the City Council and the general public, and prepares and

executes the budget. The Assistant City Administrator oversees the Administration Department which is

comprised of the city clerk and human resources divisions.


General Administration:

Department coordination

Budget and resource management

Biennial Strategic Plan

Community survey coordination and analysis

Performance measurement program and annual report

Special Projects and analysis towards the leadership and good of the organization and the City

Organization development

Human Resources:

Recruitment/promotion

Mandatory training

Compensation/benefits administration

Employee performance management

Labor relations

Human resources policies and procedures

Human resources recordkeeping

Data practices/Records retention

City Clerk:

Agenda packets

Administrative support – Council, Administrator and Administration Department

Licensing – liquor, tobacco, massage business, massage therapist, refuse, dog, pawnbroker, precious

metal and secondhand goods

Records management/retention

Data practices

21


MISSION CRITICAL / HIGH IMPACT DELIVERABLES - CONTINUED

City Clerk (Continued):

Elections

Administrative citations

Customer service

PRIORITIES

In addition to the general support to the organization, the key strategic issues of the Administration Department

are:

1. Facilitate and Assist in the Implementation of the 2017-2019 Strategic Council Initiatives:

a. Sustainable Water Future for Woodbury

b. Fostering an Inclusive and Welcoming Community

c. Critical Success Factors

2. Facilitate and Assist in the Exceeding Expectations Organizational Development Project:

a. Diversity and Inclusion

b. Professional and Leadership Development

c. Performance Management

3. Continued Implementation of Records Management Systems for Organization Efficiency and

Effectiveness: In 2012, the City began retaining and providing electronic files of City Council agenda

packets, Advisory Commission agenda packets, resolutions, minutes, agreements, building permits, building

plans, RPZ test reports, and Planning and Engineering project files for staff. The next phases are to continue

to expand on providing a more streamlined approach to agenda management that includes City Council,

City Council workshops, Housing and Redevelopment Authority, Economic Development Authority,

Advisory Commission, committee and task force meeting agendas. Also, additional electronic files to be

added include City policies, ordinances, recorded documents, human resource files, legal opinions and

litigation files. This is in addition to continued efforts with scanning City records for improved overall

records retention and management.

BUDGET HIGHLIGHTS

5220 Operating Supplies-Small Equipment: This line item is being increased by $2,600 to provide laptop

computers and workstation improvements to the City Clerk and HR Manager.

5301 Professional Services-General: This line item is being reduced by $41,400 due to a professional services

study which was completed in 2018.

5305 Professional Services-Labor Relations Legal: This line item is being increased by $2,500 due to

increased legal expenses for human resources including labor negotiations.

5306 Professional Services-Personnel Hiring: This line item is being increased $3,800 due to increased

expenses related to employee hiring, advertising, testing and external hiring service needs.

22


BUDGET HIGHLIGHTS - CONTINUED

5318 Professional Services-Benefits Consultant: This line item is being increased by $6,600 due to

increased expenses for employee benefits management services.

2019 Capital Improvement Fund $50,000 Agenda Management Module: The software requested will

provide for the expansion of the City’s use of an existing agenda management system to include other

public bodies and Council workshops.

2019 Capital Improvement Fund $16,000 Software Strategic Plan Manager: Planned full

implementation of Envisio software for strategic initiative and plan management. Pilot project utilizing

the software was initiated in June, 2018.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES

2019

Position Budget

Salaries - Regular:

City Administrator 1.00

Assistant City Administrator 1.00

Human Resources Manager 1.00

City Clerk 1.00

Assistant to the City Administrator 1.00

Human Resources Specialist 1.00

Human Resources Technician 1.00

Executive Assistant 1.00

Subtotal 8.00

Salaries - Part-time:

Administrative Assistant (3) 1.75

Clerical Backup for Regular Staff 0.08

Subtotal 1.83

Total Salaries 9.83

23



2009 2011 2013 2015 20175 Year

AverageGoal

1)Percentage of residents surveyed rating staff excellent or

good in the community survey84% 83% 82% 87% 89% 85% 80%

*Excludes Don't Know/Refused responses

Measure 2013 2014 2015 2016 20175 Year

AverageGoal

General Administration

2)Percentage of Administration total actual expenditures to

general fund total actual expenditures4.4% 4.8% 4.8% 4.6% 4.4% 4.6%

Human Resources

3) Rate of turnover (%)** 2.8% 2.0% 1.6% 3.8% 3.6% 2.8% < 5%

4)Average number of working days from position vacancy

to acceptance of offer40 38 39 51 48 43 < 55

5) Average number of applications per position opening 59 50 41 39 39 46 >50

6)Percentage of employees that have completed all

mandatory trainingsNA 97% 98% 98% 99% 98%

7)Average number of days to complete an employee

performance review after anniversary date*114 99 47 98 112 94 < 90

*For 2013, employees ineligible for pay increases were not counted.

** Rate of turnover excludes retirements, seasonals/temps, personnel not retained after probation period, & POC employees

City Clerk

8) Number of liquor licenses processed 67 65 66 67 70 67

9) Number of dog licenses processed 619 2,727 510 2,033 539 1,286

10) Number of City Council agenda items processed 332 328 342 332 335 334

11) Number of massage business licenses processed 33 40 39 47 47 41

12) Number of tobacco sales licenses processed 24 24 25 25 24 24

13) Number of massage therapy licenses processed 99 120 106 127 139 118

14) Council issue items 80 81 73 86 112 86

15)Number of applicants for Advisory Committees/

Commissions52 37 35 45 31 40


Measure

CORE MEASURES & STATISTICS

24



Object 2015 2016 2017 2018 2019


5102 Salaries-Regular 634,300$ 676,393$ 660,430$ 830,400$ 857,900$

5111 Salaries-Overtime 134 328 46 200 1,000

5115 Salaries-Part-time 84,084 92,795 95,062 99,700 100,700

5141 F.I.C.A. 50,097 53,768 53,283 67,800 69,800

5142 P.E.R.A. 53,351 56,100 56,371 69,800 72,000

5151 Health Insurance 73,101 66,801 77,207 98,200 110,900

5153 Dental Insurance 4,181 4,278 4,129 4,900 4,900

5154 Workers Compensation 4,924 4,858 4,621 5,700 5,700

5155 Employee Assistance 4,320 4,320 5,189 6,000 6,500

Subtotal 908,492 959,641 956,338 1,182,700 1,229,400

5201 Office Supplies 9,350 9,344 14,145 12,200 12,200

5220 Operating Supplies-Small Equipment 3,217 - 2,601 800 3,400


5305 Professional Services- Labor Relations Legal 1,294 11,636 11,292 9,000 11,500

5306 Professional Services-Personnel Hiring 71,773 47,340 68,270 52,200 56,000

5311 Telephone 1,140 1,050 1,140 1,600 2,000

5313 Postage 1,768 2,642 2,333 3,300 3,100

5318 Professional Services-Benefits Consultant 35,855 36,724 39,427 38,000 44,600

5319 Professional Services-Election Services 4,800 133,916 13,280 76,400 78,000

5320 Professional Services-Organizational Development 22,649 23,107 13,648 30,000 18,500

5321 Use of Personal Auto - 69 182 800 500

5335 Payment Processing Fees 279 346 274 400 400

5353 Insurance 2,308 2,490 2,691 2,800 3,100

5374 Repair & Maintenance-Office Equipment - 140 - - 300

5393 Rental-Office Equipment 3,660 2,742 2,742 4,000 4,000


5404 Technology Support & Services - 6,077 5,426 7,800 9,300

5405 Travel & Training 23,922 17,195 33,622 46,100 40,000

5409 Health, Safety & Wellness Programs 4,580 3,129 8,177 5,000 5,000

5410 Employee Recognition 29 3,714 2,062 2,500 3,500

Subtotal 216,997 324,335 236,468 387,700 349,200

Total Operating Budget 1,125,489$ 1,283,976$ 1,192,806$ 1,570,400$ 1,578,600$

Personal Services:


25

FINANCE

PROGRAM DESCRIPTION

The mission of the Finance Department is to provide and promote the highest standards of financial services and

information to our stakeholders, in a professional, accurate and timely manner while preparing for the changing

financial needs of the City.

The Finance Department is responsible for the financial reporting and accounting affairs of the City. Providing

complete and accurate financial information for the City Council and department heads is the department’s

primary objective. The department provides financial support services to the entire organization that include

accounts payable, accounts receivable, cash receipting, payroll processing, investment and cash management,

oversight of the City’s insurance program and preparation of the Comprehensive Annual Financial Report. The

finance department also handles the utility billing function and special assessment administration. The

department plays a large role in the preparation of the annual City budget and the 5-year Capital Improvement

Plan document.

The Finance Department has nine full-time employees and two half-time positions consisting of a Finance

Director, an Assistant Finance Director, a Budget Analyst, 1.5 Accountant FTEs, Payroll Specialist and 4.5

technician FTEs. The 2.5 FTE technician positions that work directly with the utility billing function are funded

by the Water and Sanitary Sewer Utility Fund.


Payroll Processing

Payment of City debt

Payment to vendors within the scope of the adopted purchasing policy

Cash management and investment of City funds within the parameters of the adopted investment policy

Insurance coverage and claim processing

Property tax levy certification

Special assessment administration and certification

Utility Billing

Audit

Comprehensive Annual Financial Report

Debt issuance and rating report

Budget preparation and coordination

Capital Improvement Plan

Payroll benefit payments

Payroll withholding payment

PRIORITIES

Continued support and enhancement of the new Ecommerce software module for utility billing.

Implement rate changes for utility, storm water and EMS billing.

Achieve the certificate of excellence in financial reporting for Comprehensive Annual Financial Report

(CAFR).

26

FINANCE

BUDGET HIGHLIGHTS

The operating expenditures budget, excluding personnel, is increasing 0.2 percent after various budget

line item reallocations.


2019

Position Budget

Salaries - Regular:

Finance Director 1.00

Assistant Finance Director 1.00

Accountant III/Budget Analyst 1.00

Accountant II 1.00

Payroll Specialist 1.00

Accounting Technician II 1.00

Accounting Technician 1.00

Subtotal 7.00


Accountant I 0.50

Total Salaries 7.50

* 2.5 FTE Utility Billing Technician positions are recorded in the Water and Sewer Utility Fund

27

FINANCE


2013 2014 2015 2016 20175 Year

AverageGoal

Debt Management

1) Bond rating AAA AAA AAA AAA AAA NA AAA

Accounts Payable

2) Average processing days for outside vendor checks 26 20 21 26 20 23 25

Daily Cash Management

3) Portfolio rate of return - securities only -0.84% 2.19% 1.21% 0.96% 1.06% 0.92%

Merill Lynch 1 - 5 year agency index benchmark NA 1.96% 0.97% 1.12% 0.86% 1.23%

4) Portfolio rate of return excluding unrealized

gains/losses1.03% 1.05% 1.23% 1.25% 1.61% 1.23%

- Budget for that year 1.00% 0.60% 0.95% 1.00% 1.10% 0.93%

Taxes

5) Percentage of levy collected 99.0% 99.3% 99.2% 99.5% 99.9% 99.4% 99.0%

6)Percentage of levy collected plus delinquent tax

revenue98.5% 98.3% 98.3% 99.5% 100.4% 99.0% 99.0%

Special Assessments

7) Percentage of current special assessments collected 92.6% 93.0% 96.1% 96.7% 96.0% 94.9% 100%

Annual Audit

8)Number of significant deficiencies in the audit report

on compliance and internal control0 0 1 0 0 0 0

9)Number of findings in the state legal compliance

audit report 0 0 0 0 0 0 0

Compliance with Federal and Local Regulations

10) Number of federal or local deadlines not met 0 0 0 0 0 0 0


Measure

28

FINANCE


Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime - - 24 - -


5141 F.I.C.A. 45,013 45,887 48,760 50,900 51,700

5142 P.E.R.A. 45,686 47,142 48,984 50,800 51,900




5165 Labor Reimbursement (3,160) (2,910) (2,350) - -

Subtotal 767,272 801,994 835,462 857,200 872,700

5201 Office Supplies 3,464 2,696 2,999 2,800 2,800

5203 Office Supplies-Printed Forms 1,377 1,243 1,623 1,400 1,400

5220 Operating Supplies-Small Equipment - - 111 - -


5307 Professional Services-Auditing 23,770 24,010 22,308 25,000 26,050

5311 Telephone 540 540 540 600 600

5313 Postage 6,251 5,565 5,771 6,000 5,800

5321 Use of Personal Auto 804 560 536 600 550

5341 Printing 1,191 1,200 1,337 1,300 1,350

5353 Insurance 1,951 2,003 1,969 2,100 2,100

5393 Equipment Leases 3,406 2,717 3,196 3,000 3,600

5402 Dues & Subscriptions 878 914 899 900 900

5404 Technology Support & Services 35,512 37,226 38,300 43,100 42,200

5405 Travel & Training 1,757 1,136 987 2,000 1,650

Subtotal 89,827 85,402 89,687 95,700 95,900


Personal Services:


29

ASSESSING

PROGRAM DESCRIPTION

Beginning in June 2001, assessing services were transferred to Washington County. This budget includes one

assessment employee who remains on the City's payroll. These costs are deducted from the City's payment to

the County for providing assessing services for Woodbury.

BUDGET HIGHLIGHTS

5301 Professional Services-General: Included within this budget line item is the Washington County

assessment services fee. The Washington County fees are projected to increase 3.5 percent for the 2019

budget. This increase will fund the Washington County rate increases and Woodbury property parcel

additions for 2019.


2019

Position Budget

Salaries - Regular:

Appraiser 1.00

Total Salaries 1.00


Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime - - 168 - -

5141 F.I.C.A. 5,571 5,719 5,897 6,100 6,300

5142 P.E.R.A. 5,512 5,675 5,822 6,000 6,200


5153 Dental Insurance 612 612 612 600 600

5154 Workers Compensation 522 388 359 400 400

Subtotal 95,229 96,379 96,511 99,700 103,200


5311 Telephone 300 300 300 300 300

5321 Use of Personal Auto 1,443 1,319 1,237 1,400 1,300

5353 Insurance 375 504 402 500 400

5402 Dues & Subscriptions - 120 - - -

5405 Travel & Training - 21 104 - -

Subtotal 207,436 212,288 220,688 229,200 239,000


Personal Services:


30

INFORMATION AND COMMUNICATIONS TECHNOLOGY

INFORMATION TECHNOLOGY

PROGRAM DESCRIPTION

The mission of the Information Technology (IT) Division is to provide reliable, innovative, professional, secure,

and cost-effective information technology systems and services and geographic information systems (GIS) and

services for our internal and external partners. The 2018 addition of the Communications Division added to our

planning process: “Get the right information, to the right person at the right time – to the device of their

choice.”

The IT Division is responsible for the identification, implementation, and management of most of the

technology systems used throughout the City including desktops, servers, telecommunications, mobile,

networking, printing, email, and database systems. Through its yearly budget the department supports the

acquisition, management, and maintenance of information technology used by all City departments to perform

their day-to-day tasks. All Geographic Information Systems (GIS) are maintained and enhanced by the

department. The primary focus of the department is to ensure that all technology systems are available 24 / 7

and are serving to enhance the timeliness and effectiveness of the services that staff provides to the City of

Woodbury and its residents and businesses.

The IT Division has six full-time employees consisting of one IT Supervisor, one IT Systems Administrators,

three IT Technicians, and one GIS Specialist. An IT Systems Administrator and an IT Technician are

permanently housed within the Public Safety Building and a GIS Specialist and/or an IT Technician are housed

within the Public Works Building with the IT Technician funded by the Water and Sanitary Sewer Utility Fund.


Remote Access to City Systems / Citrix

Data Backup and Recovery

Phone and Voicemail Systems

CIP Technology Procurement (i.e. desktop refresh)

Reliable Server System – Hardware Reliability

Reliable Network LAN/WAN

Email Systems

Network Security

Cellular Voice and Data Service

PRIORITIES

Mass desktop replacement to address aging desktop infrastructure that staff rely upon for their daily

work product. Some systems will be replaced with laptops where effectiveness can be maximized with

a mobile solution and further reduce cost and overhead by streamlining or consolidating multiple

devices into a single platform.

Purchase replacement large format plotters for our City Hall and Public Works locations.

31




Bring in an outside consultant to conduct a full security audit that will enhance our security posture in

an increasingly hostile digital environment to safeguard the data of citizens and employees alike.

Replace server room Uninterrupted Power Supply (UPS) in Public Safety building with newer and much

more cost effective rackmount UPSs.

Continue to push the adoption of the appropriate technologies for all departments and drive the ICT

Department’s technology leadership role by partnering with all departments as Business Analysts to

help identify opportunities for technology to improve our operations.

Ensure all technology systems are up-to-date without getting in the way of employee productivity.

Remain vigilant in securing all systems and making sure to stay current with cybersecurity technologies

and education of all staff utilizing our IT assets.

Continue to promote and enable mobile technologies for field operation efficiencies.

Support the strategic vision of migrating to “Cloud” technologies when appropriate.

Continually evaluate through stakeholder feedback and performance measure monitoring the services

and technologies we provide, to meet the needs of the City of Woodbury organization and our residents

and businesses.

BUDGET HIGHLIGHTS

5102 Personal Services Salaries: IT is requesting the addition of an IT Analyst position in 2019 that will

be designated to take on primary support responsibilities for the large software systems that affect

multiple departments (a few examples being TRAKiT Permitting and Licensing, OnBase Document

Management, and RecTrac Parks and Recreation Management). The staff member in this position can

focus exclusively on the Business Analyst role of helping departments/divisions better utilize existing

software solutions as well as getting involved when new solutions are needed. The goal of adding this

new position is to close the widening gap between user knowledge and systems capabilities, thereby

maximizing return on these significant investments.

32




2019

Position Budget

Salaries - Regular:

Information and Communications Technology Director 1.00

IT Supervisor 1.00

IT Systems Administrator 1.00

IT Software Analyst 1.00

GIS Specialist 1.00

IT Technician 2.00

Total Salaries 7.00

* An additional GIS / IT Technician is recorded in the Water and Sewer Utility Fund


2013 2014 2015 2016 20175 Year

AverageGoal

IT Help Desk Services

1)Percentage of formal maintenance support requests responded to

within one business day99% 99% 99% 100% 100% 99% ≥ 99%

2)Percentage of formal maintenance support requests resolved within

one business day71% 76% 64% 70% 86% 73% ≥ 80%

3)Percentage of internal survey responses rating overall IT service as

good or excellent100% 82% 85% 92% 100% 92% ≥ 95%

4) Total IT expenditures as a percentage of total expenditures 2.8% 2.9% 2.8% 3.0% 3.2% 2.9%

5) IT costs per FTE $1,858 $2,056 $2,143 $2,239 $3,974 $2,454

Information Technology Systems

6) Average reliability of all critical IT systems (percent up-time) 100% 100% 100% 100% 100% 100% 100%

7) Downtime of all critical IT systems (minutes) 122 47 73 43 44 66 < 52


Measure

33




Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime 270 918 225 600 1,000

5141 F.I.C.A. 33,593 33,977 36,186 41,100 47,000

5142 P.E.R.A. 34,400 35,282 39,113 41,100 47,100




Subtotal 590,285 616,841 691,743 729,200 830,900

5201 Office Supplies 1,245 3,338 4,175 2,400 4,000

5220 Operating Supplies-Small Equipment 25,901 18,930 20,067 24,500 23,500


5311 Telephone 29,572 27,087 27,606 30,600 31,600

5313 Postage 12 13 20 100 100


5353 Insurance 1,694 2,024 2,026 2,300 2,200

5374 Repair & Maintenance-Office Equipment 33,374 29,502 26,158 27,700 20,600

5393 Equipment Leases 29,833 36,308 36,134 34,000 36,000

5401 Cable & Internet Services 19,808 19,926 20,784 20,000 30,600

5402 Dues & Subscriptions - 3,575 3,770 6,000 6,000


5405 Travel & Training 3,246 1,753 2,088 8,000 7,000

5434-35 Late Fees/Early Discounts Taken 213 953 - - -

Subtotal 252,336 291,118 277,797 328,100 352,500

Total Operating Budget 842,621$ 907,959$ 969,540$ 1,057,300$ 1,183,400$

Personal Services:


34


COMMUNICATIONS

PROGRAM DESCRIPTION

The Communications Division is committed to an interactive partnership with all segments of the community.

This can only be achieved through ongoing and meaningful communication among and between residents,

elected officials, City boards and commissions, businesses, community-based organizations and employees.

The City is further committed to a proactive approach to communications, seeking to identify issues as they

develop and promote a dialogue about them with relevant target audiences. Integrated with other City efforts,

the role of communications is to provide timely information on City programs, services and activities, and help

City departments ensure that these programs, services and activities are continuing to meet community needs.

The Communications Division has three full-time employees consisting of one Communications Supervisor, one

Communications Specialist, and one Communications Technician.


Crisis/critical communications

City Update external newsletter

Woodbury website management

InTouch email notification system

Social media (primarily Facebook, Twitter, NextDoor, Instagram and YouTube)

Media relations

Cable TV programming (SWC-TV)

Internal communications (Woodbury Within newsletter and intranet)

City Administrator’s Report

PRIORITIES

In addition to the general support to the organization, the goals for the Communications Division in 2019 are:

Updating the City’s communications plan

Work with staff to update the City’s intranet

Public Works and Parks facilities expansion project and dedication ceremony/public open house

Ojibway Park project and potential dedication ceremony/public event

HERO Center project communications and marketing (branding and potential website and social

accounts) – in collaboration with Cottage Grove

I-494/I-694/I-94 project communications in collaboration with MnDOT

Bailey Road improvement project (Woodbury Drive to Pioneer Drive) communications in collaboration

with Washington County

Water quality and water efficiency education

35


COMMUNICATIONS


2019

Position Budget

Salaries - Regular:

Communications Supervisor 1.00

Communications/Web Specialist 1.00

Communications Technician 1.00

Total Salaries 3.00


2009 2011 2013 2015 20175 Year

AverageGoal

1)

Percentage of residents rating the city's overall performance in

communicating key issues to residents in its publications, on the

website, and on cable TV as excellent/good*

70% 81% 78% 70% 62% 72% 75%

2) Overall quality of public information and city communications NA NA NA 81% 80% 81%


2013 2014 2015 2016 20175 Year

AverageGoal

3) Estimated number of InTouch subscribers 11,470 7,963 8,682 9,225 9,823 9,433 10,000

4) Twitter followers - City of Woodbury Page 1,325 1,920 2,743 3,389 3,854 2,646


Measure


Measure

36


COMMUNICATIONS


Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime - 207 240 300 400

5115 Salaries-Part-time 10,587 - - - -

5141 F.I.C.A. 11,972 14,804 16,323 17,200 18,000

5142 P.E.R.A. 11,425 14,340 15,987 16,800 17,600




5165 Labor Reimbursement (2,169) - - - -

Subtotal 191,342 242,325 267,171 281,000 295,600

5201 Office Supplies 141 146 60 200 200


5311 Telephone 240 380 480 500 1,700

5313 Postage 42,327 46,585 41,006 48,400 50,400

5317 Advertising & Promotion 419 319 785 1,000 1,000

5321 Use of Personal Auto - 202 42 200 200

5341 Printing 26,864 33,022 25,831 34,000 34,000

5353 Insurance 761 818 863 900 900



5405 Travel & Training 1,542 881 2,261 3,500 3,800

Subtotal 84,887 100,737 96,131 116,900 122,700


Personal Services:


GENERAL FUND COMMUNITY DEVELOPMENT

Planning and Code Enforcement

Economic Development and Housing

Inspections

Housing and Urban Development, Economic Development

Authority and Housing and Redevelopment Authority

budgets can be found in the Special Revenue Funds

sections

38

COMMUNITY DEVELOPMENT

PLANNING AND CODE ENFORCEMENT

PROGRAM DESCRIPTION

The mission of the Community Development Department is to provide for planned development that supports a

thriving community and a safe, healthy environment, now and in the future.

Planning and code enforcement staff partners with other City staff and external stakeholders to implement the

community vision, sustain our neighborhoods and foster economic growth and vitality. The division is responsible

for the implementation of the City’s Comprehensive Plan, special land use studies, development review and code

enforcement activities.


Planning:

Ordinances and Policies

Developer Agreement Preparation and Security Administration

Application Review and Approval / Permits (CUP, site plan, variance, plat, rezoning, etc.)

Commercial and residential building permit review

Code enforcement on public and private property

Community Engagement:

Planning Commission Meetings

Community and Neighborhood Meetings

Public Hearings

Response to Residents and Business Community (internal and external customers)

PRIORITIES

Phase 2 and commercial development applications.

Implementation of commercial Planned Unit Developments.

Maintain community standards through property maintenance and code enforcement activities.

Transition the City’s Fire and Occupancy Inspections program from the Inspections Division.

Implementation of the 2040 Comprehensive Plan.

BUDGET HIGHLIGHTS

The division’s projected revenue for 2019 is $187,700 (revenue object codes 4324-Apartment Fee and

4361-Planning and Zoning Fees), a 6.9 percent increase from the adopted 2018 budget.

5102-5165 Personal Services: The proposed 2019 Planning and Code Enforcement Division budget

includes the proposed hire of a 0.5 FTE Code Enforcement Intern. This new position will add needed staff

depth and capacity to achieve departmental goals. The costs of this proposed new hire are offset by

proposed reductions in the Inspections Division budget.

39




2019

Position Budget

Salaries - Regular:

Community Development Director 1.00

City Planner 1.00

Planner 1 2.00

Code Enforcement Officer 1.00

Community Development Technician 1.00

Administrative Assistant 1.00

Subtotal 7.00


Code Enforcement Intern 0.50

Subtotal 0.50

Total Salaries 7.50


2013 2014 2015 2016 20175 Year

AverageGoal

1) Number of planning applications 85 64 77 73 90 78

2) Average time in days to process an application 44 43 44 56 52 48 ≤60

Code Enforcement

3) Number of code enforcement cases 559 612 779 640 707 659

2013 2014 2015 2016 20175 Year

AverageGoal

Code Enforcement

5) Median days to voluntarily close a case 14 15 17 14 15 15 ≤15

6) Median days to administrative/judicial closure 28 45 49 64 56 48

Measure


Measure

SECONDARY PERFORMANCE MEASURES

40




Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime 23 - 181 900 500

5115 Salaries-Part-time 11,046 - - - 15,700

5141 F.I.C.A. 35,377 37,393 39,444 42,800 46,000

5142 P.E.R.A 36,091 38,822 40,653 43,100 46,500




5165 Labor Reimbursement (2,710) (3,133) (226) - -

Subtotal 666,787 673,183 706,088 742,500 803,700

5201 Office Supplies 3,055 2,578 1,946 3,900 3,900

5203 Office Supplies-Printed Forms 50 - 100 - -

5215 Operating Supplies-Uniforms - 14 - 300 300

5220 Operating Supplies-Small Equipment 437 239 805 200 200

5301 Professional Services-General 1,369 - 151 - -

5311 Telephone 370 1,520 1,700 3,300 2,400

5313 Postage 2,265 1,570 1,654 2,000 2,000

5317 Advertising & Promotion 877 982 1,616 1,000 1,000


5331 Legal Notices - - - 800 800

5341 Printing 1,585 684 - 800 2,200

5353 Insurance 1,268 1,783 1,746 1,900 1,900


5404 Technology Support & Services 5,340 - - - -

5405 Travel & Training 1,371 2,614 789 3,300 3,300

5655 Comprehensive Plan Studies - 35,196 63,234 - -

5821 Code Enforcement Abatement 2,100 1,725 1,850 - 1,900

5823 Escrow Compliance 963 300 1,460 900 900

Subtotal 22,721 51,471 78,843 21,100 23,500


Personal Services:


41


ECONOMIC DEVELOPMENT AND HOUSING

PROGRAM DESCRIPTION

Economic Development staff partners with other City staff and a wide variety of external stakeholders to promote

housing and economic development. The Division focuses on marketing the community, attracting commercial

and industrial development to bring jobs to Woodbury and increase the tax base, and managing the City’s housing

programs. Members of the Division serve as the primary staff liaisons to the Economic Development Authority

(EDA), Housing and Redevelopment Authority (HRA) and the Economic Development Commission (EDC). Staff

also represent the City on the Woodbury Area Chamber of Commerce Board.


Business retention and attraction

Economic development strategic planning

Support for the EDA, HRA and EDC

Response to Residents and Business Community (internal and external customers)

PRIORITIES

Implementation of the 2018 Economic Development Strategic Plan.

Coordinate HRA and EDA operations.

Coordinate programs and operations of the Housing and Urban Development Fund.

Integrate 2018 Economic Development Strategic Plan into the implementation of the 2040

Comprehensive Plan.

Explore an update to the Housing Action Plan as part of the implementation of the 2040 Comprehensive

Plan.

BUDGET HIGHLIGHTS

The proposed 2019 Economic Development Division budget does not vary significantly from the

adopted 2018 Economic Development Division budget.


2019

Position Budget

Salaries - Regular:

Assistant Community Development Director 1.00

Housing & Economic Development Coordinator 1.00

Total Salaries 2.00

42




2013 2014 2015 2016 20175 Year

AverageGoal

1) Square-feet of new commercial buildings 165,873 185,926 453,588 261,798 540,079 321,453

2) Number of new businesses that opened 52 86 68 62 50 64

3)Annual percent increase of commercial and industrial

market value3.7% 4.8% 8.7% 7.1% 9.6% 6.8%

4) HRA loans issued 13 27 19 37 23 24

2013 2014 2015 2016 20175 Year

AverageGoal

5)Square-feet of new tax-exempt buildings (churches,

government, schools)221,062 0 0 74,400 0 59,092

6) Number of business proposals prepared 13 10 4 4 5 7

7)Total dollar increase of commercial/industrial market

value (in millions, new + increased)$34.49 $46.09 $87.23 $76.89 $112.40 $71.42

8) HRA applications received 17 39 24 44 26 30 20

Measure


Measure


43




Object 2015 2016 2017 2018 2019



5141 F.I.C.A. 14,847 14,595 15,199 16,700 17,100

5142 P.E.R.A. 15,171 15,094 15,799 16,300 17,100




5165 Labor Reimbursement (108,666) (115,096) (119,467) (123,800) (131,300)

Subtotal 152,843 146,229 153,807 160,200 168,000

5201 Office Supplies 25 98 169 200 300

5215 Operating Supplies-Uniforms - - - 150 100

5220 Operating Supplies-Small Equipment - 290 - - 200

5301 Professional Services-General 236 347 440 3,100 3,100

5311 Telephone 600 600 600 600 600

5313 Postage 221 397 407 700 700

5317 Advertising & Promotion - 948 2,165 1,000 1,000


5353 Insurance 1,027 1,104 726 700 700


5405 Travel & Training 1,277 1,015 911 2,050 1,600

Subtotal 4,310 5,530 6,274 9,400 9,200


Personal Services:


44


INSPECTIONS

PROGRAM DESCRIPTION

Inspections staff partners with both internal and external stakeholders to build an excellent quality of life while

fostering economic growth and vitality through a commitment to customer service. The Division is responsible

for administration of the state building and fire code, and related ordinances addressing construction, alteration

and use of buildings.


Commercial and residential plan review

Commercial and residential building inspections

PRIORITIES

Refine TRAKiT inspections software including increased use of the electronic portal to increase online

interface between residents and Inspections staff.

Refine policies and procedures to fully integrate with the state building codes.

Assist Planning and Code Enforcement Division staff as they begin to administer the Fire and Occupancy

Inspections as well as Rental Properties licensure process.

BUDGET HIGHLIGHTS

Staff projects a 5.9 percent increase in the revenue for “Development Fees and Permits” as compared to

the adopted 2018 budget. Of this proposed $3,624,800 in revenue, the majority of these revenues tie to

issuances of building permits. However, revenue object code 4361-Planning and Zoning Fees as well as

4367-Engineering Service Fees tie to work performed by staff in other divisions. This projection is based

on assumptions of steady building permit issuances for new construction single-family and multi-family

residential projects paired with moderate commercial activity and a continued increase in the volume of

residential remodeling permits.

45


INSPECTIONS


2019

Position Budget

Salaries - Regular:

Building Official 1.00

Senior Building Inspector 2.00

Building Inspector 5.00


Subtotal 10.00



Temporary Fire Inspector 0.13

Building Inspector/Other 0.37

Subtotal 1.19

Total Salaries 11.19

PERFORMANCE MEASUREMENTS:

2009 2011 2013 2015 20175 Year

AverageGoal

Inspection Services

1)

Percent of respondents who rated inspection

services as excellent or good on the community

survey*

85% 74% 76% 82% 75% 78%

* Excludes don't know/refused responses

2013 2014 2015 2016 20175 Year

AverageGoal

Building Inspection Services

2) Number of permits issued 4,706 4,493 4,339 4,493 5,450 4,696

3)Median time it takes to process a new home permit

(in days) 15 15 17 13 10 14 < 14 days

4) Number of inspections (excluding electrical) 14,820 14,890 13,974 16,374 17,094 15,430

5)Number of scheduled inspections per FTE of

inspectors2,292 2,382 1,996 2,183 2,011 2,173 2,000 - 2,500

6) Number of electrical inspections 3,214 3,467 3,691 3,964 3,667 3,601

Fire Inspections

7)Number of occupancies inspected (non-

residential)534 518 667 125 624 494


Measure


Measure

46


INSPECTIONS


Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime 32,863 20,647 16,185 15,000 18,900


5141 F.I.C.A. 55,339 55,060 56,392 65,000 67,000

5142 P.E.R.A. 53,242 52,563 54,985 63,700 65,700




5156 Unemployment Compensation - 2,302 7,568 - -

Subtotal 1,035,668 992,949 1,018,861 1,113,400 1,179,300

5201 Office Supplies 8,729 5,149 4,924 6,800 6,800

5203 Office Supplies-Printed Forms 1,211 2,295 916 1,000 1,000

5211 Operating Supplies - - 141 - -

5215 Operating Supplies-Uniforms 963 725 641 1,200 1,200



5304 Professional Services-Electrical Inspector 126,695 144,561 110,897 110,100 117,000

5311 Telephone 6,994 6,623 7,293 9,200 9,200

5313 Postage 1,319 1,319 1,800 2,000 2,100

5321 Use of Personal Auto - 183 - 100 200

5335 Payment Processing Fees 5,928 6,446 8,926 12,000 12,000

5353 Insurance 4,691 4,735 4,369 4,600 6,400

5374 Repair & Maintenance-Office Equipment - - 99 200 200

5402 Dues & Subscriptions 920 920 854 1,700 1,700


5405 Travel & Training 5,673 6,281 4,788 8,700 8,700

5431 Uncollectible Accounts/Over-Short 11 - 1,497 - -

Subtotal 225,429 231,018 239,216 202,400 214,900


Personal Services:


GENERAL FUND PUBLIC SAFETY

Police

Fire

Emergency Preparedness / Safety

Emergency Medical Services budget can be found in the

Special Revenue Funds section

48

PUBLIC SAFETY

POLICE

PROGRAM DESCRIPTION

The mission of Public Safety is “We serve all people with compassion and courage.” Woodbury Public Safety is

committed to:

Exceptional and responsive service

Community trust and engagement

Unified and active leadership

Preparing for our future

Police Services is responsible for the preservation of human life, dignity and liberty of all people and advancing

diversity, equity and inclusion. We investigate crimes, apprehend offenders, build partnerships, and conduct

preventive patrol. Police officer/paramedics provide advanced life support (ALS) services and police

officer/firefighters provide fire suppression services.

Police Services is organized into four major units which provide the following products and services:

Support Services: customer service, records, public information officer, facility oversight

Investigative Services: criminal and non-criminal investigations, computer forensics, crime analysis,

human trafficking prevention, drug task force

Patrol Services: community engagement, proactive patrol, call response, investigate crimes, enforce

laws, school resource officers, traffic safety, paramedic service, initial fire response, crime prevention

Professional Standards: quality assurance, strategic planning, budgeting, policy development, hiring,

training, diversity, equity & inclusion, professional certifications


Community engagement

Response to emergency calls

Proactive policing

Investigate crimes & enforce laws

Incident management

Hire and retain diverse high quality employees

PRIORITIES

Our budget includes a request for a civilian Lead Law Enforcement Analyst to lead an intelligence

based policing model. A law enforcement analyst, with the right education and knowledge, would have

a positive impact in efficiently providing police services to the community. By increasing the baseline

knowledge on crime trends within our patrol staff, this position will guide officers in their daily work,

assist our street crimes unit in setting their priorities and give our detectives the information they need to

connect criminal activity, people, trends and crime prevention strategies.

49

PUBLIC SAFETY

POLICE


The countywide records management system has been implemented. This system was a mandatory

upgrade and provides the critical communications link between our citizens, dispatch, and our first

responders. 2019 is the first year we will realize the full impact of the increase in user fees related to this

system.

We are in year two of a three year radio replacement project. All portable and mobile radios are

scheduled to be replaced by the end of 2020. This is necessary due to our current radios being no longer

serviceable. The anticipated life span of the new radio technology is 20 years.

Public Safety Training Center: The Cities of Woodbury and Cottage Grove are moving forward with the

bidding and construction of a regional public safety training facility to be located in Cottage Grove. This

investment will provide police, and fire/EMS with a state of the art facility to train first responders

across all public safety disciplines. The Minnesota State Legislature and Governor approved a bonding

appropriation in the amount of $9.5 million to construct, furnish, and equip a regional public safety

training center in Cottage Grove. In addition, $1.46 million in predesign and design funding was

received from the State of Minnesota in 2015 ($10.96 million total state funding).

Diversity and Inclusion: Community trust continues to be a significant issue in public safety. It is the

foundation on which everything we do is built upon and cannot be taken for granted. And while we

enjoy the overwhelming support of our residents, the men and women who police our community must

earn their trust each and every day. It has never been more important to recruit, train and hire high

quality, diverse candidates for our department. It is our desire to build upon our culture and our

longstanding practice of treating all people with dignity and respect. To succeed in this objective, we

will continue to challenge ourselves to evaluate everything we do through the lens of racial equity. We

will have the courage to listen to other perspectives, have difficult conversations, and not be satisfied

with the current conditions. We will develop new avenues to recruit diverse candidates, and make it a

priority to foster new and healthy relationships within our growing community.

BUDGET HIGHLIGHTS

5220 Operating Supplies- Small Equipment: Increase of $9,300 due to the proposed crime analyst

position and other equipment requests.

5404 Technology: Increase of $84,200 for new Washington County RMS user fees

5405 Travel & Training: Increase of $14,000 for leadership development and additional training

50

PUBLIC SAFETY

POLICE


2019

Position Budget

Salaries - Regular:

Director of Public Safety (1)

0.70

Deputy Director of Public Safety (2)

0.85

Police Services Commander 3.00

EMS Commander (3)

0.10

Police Sergeant 9.00

Police Officer (4)

54.05

Lead Law Enforcement Analyst 1.00

Investigative Technician 2.00

Support Services Supervisor 1.00

Public Safety Coordinator 1.00

Public Safety Technician 1.00


Subtotal 79.70



Temporary Support Staff 0.39

Community Service Officer 5.33

Subtotal 5.96


(1) 70% Police, 5% EMS, 25% Fire.

(2) 85% Police, 5% EMS, 10% Fire.

(3) 10% Police, 80% EMS, 10% Fire.

(4) 56 Officer positions: 13 designated Police Officer / Paramedic - 85% Police and 15% EMS.

-- 70 total sworn personnel

Budgeted Revenue to Support Police Personnel Expenditures

Fines & Forfeits 275,000$

SRO Reimbursement - School District #833 183,800

Alarm Violations - Police & Fire 30,000

Security Officer Fee 19,100

Grants & Other Reimbursements 66,900

Total Revenues 574,800$

51

PUBLIC SAFETY

POLICE


2009 2011 2013 2015 20175 Year

Average

Police Protection

1)Percentage of respondents rating police protection as

excellent or good in the community survey*98% 97% 95% 92% 94% 95%


2013 2014 2015 2016 20175 Year

Average

Crime Data

2) Part I crimes per 1,000 residents 22.2 19.7 19.3 20.4 21.3 20.6

3) Total part I crimes 1,426 1,309 1,313 1,401 1,475 1,385

4) Part II crimes per 1,000 residents 29.3 29.0 32.6 34.4 37.0 32.5

5) Total part II crimes 1,889 1,929 2,215 2,367 2,562 2,192

Enforcement of Laws and Investigative Criminal Complaints

6) Arrests per 1,000 population 19.4 22.5 23.7 21.0 23.9 22.1

7) Percentage of crimes cleared 51% 46% 47% 48% 56% 50%

2013 2014 2015 2016 20175 Year

Average

Efficiency

8) Cost of police services per household $357 $365 $375 $391 $409 $379

Police Staffing

9) Authorized sworn FTEs per 1,000 population 1.02 1.03 0.99 1.00 1.01 1.01

10) Authorized civilian FTEs per 1,000 population 0.15 0.15 0.15 0.15 0.15 0.15

Police Workload and Performance

11) Calls* for police service 28,615 29,128 29,105 30,480 30,903 29,646

12) Number of traffic citations 3,521 3,394 3,366 3,011 3,335 3,325

13) Drug arrests 196 216 229 293 344 256

14) DWI arrests 205 183 229 222 238 215

Investigations - Workload and Performance

15)

Investigations conducted (includes criminal and non-

criminal** cases assigned to detectives, SCU and light

duty officers)

395 272 331 379 402 356

16) Human trafficking victims recovered NA NA NA 31 20 26

Support Services - Workload and Performance

17) Total reports processed 28,615 29,128 29,105 30,480 30,903 29,646

18) Crime reports processed 3,312 3,238 3,528 3,768 4,037 3,577

19) Total reports per FTE 4,246 4,322 4,664 4,885 4,952 4,614

20) Background checks and administrative inquiries*** 496 478 418 408 360 432

*Calls include self-initiated calls, in-person service requests, officers reporting to calls, 911 calls, and other call types.

**Non-criminal investigations include assisting other agencies, predatory offender checks and juvenile runaway

investigations.

***Background checks and admin inquiries include licensing, hiring and related inquiries for other City departments.

Measure

SECONDARY PERFORMANCE MEASURES & STATISTICS

Measure


Measure


52

PUBLIC SAFETY

POLICE


Object 2015 2016 2017 2018 2019


5102 Salaries-Regular 5,749,231$ 6,082,013$ 6,519,653$ 6,854,800$ 7,214,100$

5103 Salaries-Holiday Pay 169,770 180,318 193,380 211,000 219,600



5141 F.I.C.A. 138,558 147,145 153,917 175,300 188,000

5142 P.E.R.A 959,233 1,018,727 1,087,642 1,158,600 1,260,600

5151 Health Insurance 749,096 800,701 832,495 925,600 1,037,200

5152 Public Safety Disability-Health Insurance 62,316 73,120 69,994 73,600 83,300



5156 Unemployment Compensation 2,721 130 13,442 -

5165 Labor Reimbursement (5,377) (5,052) (6,444) -

Subtotal 8,598,002 9,168,829 9,754,469 10,343,200 10,961,200

5201 Office Supplies 18,640 20,774 12,716 21,100 17,400

5203 Office Supplies-Printed Forms 2,712 2,377 2,798 3,000 3,000

5211 Operating Supplies 56,070 55,990 49,474 58,200 58,400

5215 Operating Supplies-Uniform All 114,827 107,438 120,018 123,600 108,700



5305 Professional Services-Legal 190,063 189,403 208,627 201,000 205,000

5306 Professional Services-Hiring 4,404 4,659 - 500 500

5311 Telephone 41,088 44,891 48,361 64,400 51,000

5313 Postage 4,971 5,190 5,309 5,000 5,500


5353 Insurance 103,771 107,805 104,868 120,500 139,100

5374 Repair & Maintenance-Office Equipment 1,909 656 9,193 1,000 5,000

5375 Repair & Maintenance-Vehicle & Equipment 3,998 8,218 7,483 10,000 10,000

5380 Repair & Maintenance-Communication Equip. 56,102 59,110 57,850 59,000 61,200

5393 Rental Office-Office Equipment 60 - - - -



5405 Travel & Training 114,083 138,716 148,016 130,000 144,000

5408 Miscellaneous Community Projects 2,810 1,955 2,159 3,000 3,000


5410 Employee Recognition Program 920 744 825 2,000 1,000

5425 Contractual Services 14,996 17,080 18,072 18,300 20,200

5431 Uncollectible Accounts/Over-Short - - 1,092 -

5434-35 Late Fees/Early Discounts Taken 41 75 1 -

Subtotal 917,076 948,084 1,001,013 1,041,150 1,163,300

5512 Furniture & Office Equipment - 15,499 - - -

Subtotal - 15,499 - - -

5701 Transfer Out - SRT Participation 14,066 14,488 15,622 15,700 16,100

5701 Transfer Out - Chaplaincy Corps Participation - - - 150 150

5701 Transfer Out - Emergency Medical Services 226,698 - - -

Subtotal 240,764 14,488 15,622 15,850 16,250


Personal Services:


Capital Outlay:

Transfers:

53

PUBLIC SAFETY

FIRE

PROGRAM DESCRIPTION

Fire Services is responsible for the preservation of human life, dignity and liberty of all people and advancing

diversity, equity and inclusion. We perform fire suppression and fire prevention activities. Fire Services

personnel also provide emergency medical response, ambulance transports, rescue response, and hazardous

materials mitigation.

Fire Services is organized into two major units which provide the following products and services:

Fire Prevention: response planning for new and existing commercial buildings, investigation of dollar

loss fires, public education

Emergency Operations: training for and response to emergency calls such as fire suppression, rescue

response, hazardous materials incidents, medicals




Proactive policing


Incident management


PRIORITIES

As part of our staffing study, we will evaluate and identify how to improve our fire response

performance measure of five firefighters on scene in less than nine minutes of a confirmed structure fire

As we continue to staff firefighter/EMTs and firefighter/paramedics for our increased EMS call volume,

we must maintain our ability to respond to emergent fire calls and the increase in rescue emergencies.

With the selection and training of full-time paramedics, it is a priority to continue integrating this

workgroup with fulltime and paid on call fire staff. The goal is to refine this function operationally as a

single workgroup in 2019.

BUDGET HIGHLIGHTS

5402 Dues and Subscriptions: Decrease of $5,200 due to off year for firefighter license renewal

5404 Technology Support/Services: Increase of $2,400 due to the Guardian Tracking and call response

software

5405 Travel and Training: Increase of $3,000 for additional live burn trainings

54

PUBLIC SAFETY

FIRE


2019

Position Budget

Salaries - Regular:

Director of Public Safety (1)

0.25

Deputy Director of Public Safety (2)

0.10

Fires Services Commander 2.00

EMS Commander (3)

0.10

Firefighter (4)

6.75


Subtotal 10.20




Part-time Paid-on-call Staffing:

Firefighter - Budgeted Positions 60.00

(1) 70% Police, 5% EMS, 25% Fire.

(2) 85% Police, 5% EMS, 10% Fire.

(3) 10% Police, 80% EMS, 10% Fire.

(4) 9 Firefighter positions: 75% Fire, 25% EMS.

55

PUBLIC SAFETY

FIRE


2009 2011 2013 2015 20175 Year

AverageGoal

1)

Percentage of residents who rated fire

protection as excellent or good in the

community survey*

100% 100% 99% 98% 96% 99%

* Excludes Don't Know/Refused responses

2013 2014 2015 2016 20175 Year

AverageGoal

Response to Emergency Calls

2)Fire response time - 5 firefighters on-scene in

less than 9 minutes96% 86% 77% 82% 64% 81% 90%

(Includes Code-3 emergency responses for station & all-calls)

2a)Number of times fire response goal was

met/total number of incidents25/26 19/22 20/26 14/17 27/42

3)Sustained major fire response - 6 additional

firefighters on-scene in less than 13 minutes83% 83% 72% 100% 90% 86% 90%

(Includes Code-3 responses for all-calls and NFIRS 1xx only)

3a)Number of times sustained fire response goal

was met/total number of incidents10/12 10/12 13/18 6/6 18/20

2013 2014 2015 2016 20175 Year

AverageGoal

Workload

4) Total calls for service (Fire and EMS) 3,640 3,754 4,009 4,448 4,781 4,126

4a) Calls for EMS (321, 323) 2,745 2,834 3,008 3,309 3,601 3,099

4b) Calls for hazardous response 509 533 474 513 481 502

4c) Confirmed fires (1xx) 47 40 58 36 59 48

4d) Calls for alarms 268 269 283 265 228 263

4e) Calls cancelled (611, 611a)* 71 78 186 325 412 214

5)Fires with loss resulting in fire investigation

cases26 34 41 20 36 31

Efficiency

6) Actual annual operating cost per household $69 $75 $79 $81 $81 $77

Staffing

7)Paid-on-call employees (not including fulltime

firefighters)64 62 63 64 56 62

8) Fulltime Firefighters (including supervisors) 12 12 12 12 12 12

9) Police Officers / Firefighters 14 12 11 13 14 13 13

10) Support Services Employees 1.5 1.5 1.5 1.5 1.5 1.5

Fire Prevention

11) Public education events 130 95 91 79 61 91

Support Services

12) Total reports processed 3,640 3,754 4,009 4,448 4,781 4,126

13) Total reports per FTE 2,427 2,503 2,673 2,965 3,187 2,751

(__) = NIFRS reporting codes.

*Processes for tracking of cancelled calls has been refined and updated by the Division each year.


Measure


Measure


Measure

56

PUBLIC SAFETY

FIRE


Object 2015 2016 2017 2018 2019



5103 Holiday Pay 18,277 19,516 20,582 23,500 24,200



5141 F.I.C.A. 48,544 47,820 47,659 52,400 54,400

5142 P.E.R.A. 136,907 144,096 150,971 157,700 170,900


5152 Public Safety Disability-Health Insurance 3,876 5,931 6,132 6,400 7,200



5158 Paid on Call Fire Disability-Insurance 3,096 3,096 3,096 3,300 3,300

Subtotal 1,698,843 1,785,362 1,806,780 1,909,600 1,989,800

5201 Office Supplies 2,987 2,830 1,452 3,500 3,500

5203 Office Supplies-Printed Forms 729 183 283 500 500



5217 Operating Supplies-Hand Tools 3,823 1,503 532 12,000 8,000



5311 Telephone 7,208 8,754 9,960 13,200 13,000

5313 Postage 574 81 140 100 300

5321 Use of Personal Auto 28 113 305 - -

5353 Insurance 19,842 17,200 15,296 16,600 12,400

5371 Repair & Maintenance-Buildings 3,419 5,323 115 3,500 5,000


5380 Repair & Maintenance-Communication Equip. 31,014 30,996 32,182 32,400 32,900



5405 Travel & Training 41,278 42,012 44,288 50,000 53,000

5408 Miscellaneous Community Projects 8,480 8,849 6,777 9,000 9,000


5410 Employee Recognition Program 3,673 7,418 4,147 6,000 6,000

5434-35 Late Fees/Early Discounts Taken (73) (10) (3) - -

Subtotal 344,550 323,645 326,587 413,700 411,000


Personal Services:


57

PUBLIC SAFETY

EMERGENCY PREPAREDNESS / SAFETY

PROGRAM DESCRIPTION

The Public Safety Department is responsible for the Emergency Preparedness Program, which includes

preparing for and responding to emergencies, maintaining the City’s emergency plans, conducting emergency

preparedness training, and providing systems for emergency warning and mass notification to the community. In

addition, Emergency Preparedness oversees the City’s employee workplace safety programs.

Emergency Preparedness / Safety provides the following products and services:

Maintain a framework for the City to prepare for, respond to, recover from, or mitigate the risk of a

catastrophic event

Maintain the City’s emergency response plan, as well as the Continuity of Government Plan (COOP) to

ensure the readiness of the City and its staff

Synchronize and unify City services during disaster events through the use of National Incident

Management System

Identify and maintain emergency notification and communication systems

Develop and maintain relationships with community stakeholders and mutual aid response partners

Coordinate emergency response training for the City

Promote workplace safety and reduce work related accidents and injuries

Create a heightened awareness and responsibility for employee safety throughout all City departments

Establish policies and procedures for City workplace safety programs




Proactive policing


Incident management


PRIORITIES

We continue to look for ways to reduce our OSHA reportable injuries through assessments, job hazard

analysis, increased supervisor engagement and training of employees throughout the organization.

58

PUBLIC SAFETY



In 2019, we will update our emergency operations and continuity of operations plans and make them

available in a web based format.

BUDGET HIGHLIGHTS

Operating expenditures are proposed to decrease by $4,800.

OPERATING BUDGET – DETAIL OF PERSONAL SERVICES:

2019

Position Budget

Salaries - Regular:

Emergency Services Commander (1)

0.90


Clerical Support 0.15

Total Salaries 1.05

(1) 90% Emergency Preparedness/Safety, 10% EMS


2013 2014 2015 2016 20175 Year

Average

1)Percentage of city employees requiring basic

NIMS training that have been trained99% 99% 99% 99% 100% 99%

2)Number of emergency management exercises

completed per year6 9 6 6 12 8

3)Number of VERT personnel hours worked per

year132 20 482 344 226 241

2013 2014 2015 2016 20175 Year

Average

4) Number of outdoor weather warning sirens 11 13 13 14 14 13

5)Percentage of populated areas with weather

siren coverage93% 94% 90% 95% 95% 93%

Measure



Measure

59

PUBLIC SAFETY



Object 2015 2016 2017 2018 2019




5141 F.I.C.A. 1,801 1,896 1,743 2,100 2,100

5142 P.E.R.A. 16,871 17,308 17,754 18,700 19,800


5153 Dental Insurance 551 551 551 600 600


Subtotal 148,357 153,976 154,156 160,300 166,300

5211 Operating Supplies 3,583 1,293 592 1,000 800


5311 Telephone 1,357 1,445 1,308 2,700 2,100

5353 Insurance 629 616 385 400 400

5361 Utilities-Signals 545 646 628 700 700

5366 Electric Interim Rate Refund (15) - (3) - -

5375 Repairs & Maintenance-Vehicle & Equipment 2,101 2,336 3,680 3,000 3,000

5402 Dues & Subscriptions 190 1,046 810 700 700


5405 Travel & Training 384 160 60 3,000 3,000

Subtotal 17,143 23,707 19,029 43,000 38,200



Personal Services:

GENERAL FUND ENGINEERING

Engineering

Municipal Buildings

Street Reconstruction budget can be found in the Capital

Project Funds section

Storm Water Utility budget can be found in the Enterprise

Funds section

61

ENGINEERING

PROGRAM DESCRIPTION

The mission of the Engineering Department is “The City of Woodbury Engineering Department provides well-

planned and maintained, highly reliable, and safe infrastructure to create the foundation for a great community.

We strive to be innovative, professional, ethical, responsive and cost-effective in accomplishing this mission.”

The Engineering Department is responsible for the planning, design and construction of the City water, sanitary

sewer, storm water, and street systems while protecting the City’s natural resources. The Engineering Division

also administers land disturbance activities, private utility permits, traffic control, traffic management activities,

storm water planning, NPDES permit related activities, as well as the City’s recycling and sustainability

programs. Development review activities are shared with other departments.


The Engineering Department’s purpose is to ensure that the City’s infrastructure system is planned and

constructed in an orderly and efficient manner which meets the needs of the residents and businesses and is

responsive to the changing demands placed on it. This role includes administrative activities such as long range

infrastructure system planning, capital improvement planning, interagency infrastructure planning and

construction, new development plan review, traffic management, development of policies, infrastructure

database development, storm water management, street rehabilitation and major roadway improvements,

pavement management system, geographic information, well field studies and wellhead protection planning.

These key deliverables are considered in all aspects of the Engineering Division’s activities.

New infrastructure improvement projects

Infrastructure rehabilitation projects

Long-range infrastructure planning

Proposed development plan review

Protection of the City’s natural resources

Energy and resource conservation through sustainability initiatives

PRIORITIES

Ongoing study of long-term water supply strategies for Woodbury and the South Washington County

Area.

Ongoing activities associated with the Gateway Corridor development.

Continued funding and phasing review for future development areas.

Implementation of the updates to the Water Policy Plan, Sanitary Sewer Policy Plan, Transportation

Plan and Surface Water Management plan completed with the City’s 2040 Comprehensive Plan Update.

Design and build infrastructure systems which meet the future needs of the City.

Develop the City’s Capital Improvement Plan which provide the framework for future infrastructure

needs.

Review development proposals to ensure the City’s objectives and policies are met.

Protection of the City’s natural resources.

Ensure the City’s NPDES MS4 permit requirements are met.

Implement comprehensive recycling and waste reduction strategies in City properties.

Maximize savings through energy and resource conservation strategies.

62

ENGINEERING

BUDGET HIGHLIGHTS

5102 Personal Services Salaries: This includes the 2018 addition of an Engineer I to help support the

many construction activities of the division.


2019

Position Budget

Salaries - Regular:

Engineering Director/City Engineer 1.00

Assistant City Engineer 1.00

Principal Engineer 1.00

Senior Engineering Project Coordinator 1.00

Engineering Project Coordinator 3.00

Engineer I 1.00

Environmental Resources Coordinator - Storm Water / NPDES 1.00

Environmental Resources Specialist 1.00

Engineering Technician 1.00


Subtotal 13.00


Sustainability Specialist 0.73

Engineering Intern 0.69

Traffic Counter 0.39

Subtotal 1.81



2009 2011 2013 2015 20175 Year

AverageGoal

1)

Percentage of citizens rating as satisfactory their

ability to get where they need within a reasonable

time*

76% 77% 82% 78% 75% 78% 75%

*Excludes don't know/refused responses

2013 2014 2015 2016 20175 Year

AverageGoal

Travel Time and Safety (See Streets, Fleet Services, Water, Sewer and Storm Water Budgets for additional measures)

2)Average travel time on selected segments of major

city streets (min:sec)NA 6:47 6:42 6:49 7:12 6:56

3) Number of accidents per lane mile 2.3 2.4 2.3 1.8 2.1 2.2

4) Number of accidents w/injuries per lane mile 0.22 0.22 0.23 0.21 0.21 0.22


Measure


Measure

63

ENGINEERING


Object 2015 2016 2017 2018 2019


5102 Salaries-Regular 877,625$ 888,100$ 974,219$ 1,017,100$ 1,142,400$

5111 Salaries-Overtime - 330 - 2,500 2,500


5141 F.I.C.A. 71,529 70,050 77,675 83,400 93,600

5142 P.E.R.A. 71,148 70,579 77,265 80,900 90,400




5165 Labor Reimbursement (1,751) (939) (872) - -

Subtotal 1,228,301 1,202,162 1,321,312 1,379,800 1,585,900

5201 Office Supplies 5,556 2,559 4,278 8,300 8,300

5211 Operating Supplies 59 - 363 1,600 2,100



5303 Professional Services-Engineering 53,575 39,961 37,505 56,000 56,000

5311 Telephone 2,780 2,880 2,880 2,500 3,100

5313 Postage 1,014 703 1,022 1,100 1,100

5316 Mapping and GIS 2,510 - - 2,500 2,000

5317 Advertising & Promotion 1,273 478 - 1,500 4,000


5341 Printing 1,527 3,064 2,446 6,000 7,100

5353 Insurance 3,395 3,715 3,701 3,800 4,100



5405 Travel & Training 5,900 5,843 6,694 11,500 12,400

5425 Contractual Services - - 5,157 - -

Subtotal 109,111 169,468 91,732 124,500 130,900


Personal Services:


64

ENGINEERING

MUNICIPAL BUILDINGS

PROGRAM DESCRIPTION

The mission of the Municipal Buildings Division is to provide clean, well-maintained and comfortable facilities

for the building users in the most cost-effective and energy efficient manner. The buildings maintained are:

Central Park, City Hall, Public Safety, Public Works and three fire stations, totaling approximately 420,000

square feet. In addition, the staff provides support and overall building system maintenance for Eagle Valley

Golf Course and HealthEast Sports Center. Included in the budget is $33,300 in reimbursable costs for the

maintenance and operation of areas in Central Park associated with the Washington County Library, South

Washington County School’s Early Childhood Family Education, and Southeast Area YMCA.


Coordinate preventive maintenance work order program

Maintain building automation control adjustments and repairs

Complete HVAC mechanical repairs and maintenance

Complete plumbing/electrical repairs and maintenance

Oversee contractual janitorial and cleaning services

PRIORITIES

There are two capital projects in the 2019 Municipal Buildings Budget. At the Fox Run Fire Station, the

roof will be replaced as it has reached the end of its life cycle and the boiler will be replaced, as it has

also reached the end of its life cycle.

As the building mechanical systems age and are replaced, a primary objective will be to improve energy

efficiency to reduce gas and electric usage.

Increase proficiency in the operation of the field house geothermal, building automation and lighting

systems at the HealthEast Sports Center.

BUDGET HIGHLIGHTS

5361 Utilities - Electric: Electric costs have been increased slightly due to the expansion of the Public

Works buildings, which will increase their square footage by approximately 40 percent.

5362 Utilities - Gas: Natural gas cost has been decreased to reflect current rates and the trend toward

less consumption due to milder winters.

65

ENGINEERING

MUNICIPAL BUILDINGS


2019

Position Budget

Salaries - Regular:

Building Maintenance Supervisor 1.0

Building Maintenance Specialist 1.0

Building Maintenance Technician 2.0

Total 4.0


2013 2014 2015 2016 20175 Year

AverageGoal

Municipal Buildings

1) Operating cost per square-foot maintained $3.79 $3.93 $3.81 $3.82 $3.85 $3.84 $3.85

Maintenance Services

2)Average monthly completion rate of

maintenance requests93% 94% 94% 94% 96% 94% 85% +

3)

Percentage of respondents that rated overall

building maintenance services as excellent or

good in the internal survey

92% 95% 96% 96% 95% 95%

2013 2014 2015 2016 20175 Year

AverageGoal

Municipal Buildings

4) BTUs used per square-foot 92,030 96,020 80,845 78,000 75,002 84,379 <100,000

5) Gross utility costs (for all buildings) $603,028 $648,686 $679,783 $674,815 $691,669 $659,596

Maintenance Services

6) Number of formal maintenance requests 276 310 305 311 279 296

Measure


Measure


66

ENGINEERING

MUNICIPAL BUILDINGS


Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime 709 2,753 1,379 3,100 9,300

5115 Salaries-Part-time - - 519 -

5141 F.I.C.A. 16,590 19,208 20,033 22,100 23,600

5142 P.E.R.A. 17,168 19,664 19,608 21,600 23,100




Subtotal 326,143 366,856 383,050 401,800 432,600

5201 Office Supplies 12 5 - 200 200


5215 Operating Supplies-Uniforms 605 629 914 1,100 1,100

5220 Operating Supplies-Small Equipment - - - - 1,200


5311 Telephone 1,153 1,449 3,016 2,000 1,500

5313 Postage 4 14 3 100 100


5331 Legal Notices - - - 300 300

5353 Insurance 12,545 11,917 12,094 9,500 9,500

5361 Utilities-Electric 245,348 256,773 260,562 261,500 268,000

5362 Utilities-Gas 84,063 75,786 77,950 94,500 93,000

5365 Utilities-Waste Removal 6,361 6,723 6,653 7,400 7,800

5366 Electric Interim Rate Refund (4,433) (1,189) (4,468) - -

5368 Community Solar Garden Program - - (9,078) (9,500) (15,000)

5371 Repair & Maintenance-Buildings & Structure 94,602 91,286 86,316 102,000 90,500

5402 Dues & Subscriptions - - 135 300 200

5405 Travel & Training 799 722 135 3,000 3,500


5434-35 Late Fees/Discounts Taken (152) (166) (166) - -

Subtotal 822,292 871,158 866,150 910,600 900,600


Personal Services:


GENERAL FUND PUBLIC WORKS

Public Works Administration

Streets

Fleet Services

Street Lighting

Parks and Forestry

The Water and Sewer Utility budgets can be found in the

Enterprise Funds section

68

PUBLIC WORKS

PUBLIC WORKS ADMINISTRATION

PROGRAM DESCRIPTION

The Public Works Administration budget funds support services for the divisions working out of the Public

Works Building: Streets, Storm Water, Water, Sewer, Fleet Services and Parks and Forestry.

The Public Works Administration Division provides leadership, assists in the management and planning,

development of policies, procedures and priorities, and is generally responsible for supporting overall Public

Works and Parks and Forestry operations. Administrative staff functions as key information resources for City

staff, the City Administrator, the general public and other public agencies.


Coordinates activities between department divisions to provide strategic direction, staffing efficiencies,

goal implementation and standardization of policy implementation.

Provides administrative and management support to division managers, as well as all department staff.

Provides customer support services specific to Public Works operations to citizens, contractors,

consultants, etc.

Administers contracts and implementation of Public Works enforcement programs as assigned.

PRIORITIES

Provide excellent customer service and flexibility to the public, staff, contractors and consultants during

and following the Public Works expansion.

Incorporate additional Beehive asset management models into daily operations.

Implementation of the record management system.

Evaluate and update the Public Works building filing system. Continue purging files at Public Works to

eliminate unnecessary or duplicate files within the parameters set by the record retention policy.

BUDGET HIGHLIGHTS

5102 Personal Services Salaries: $17,500 has been added that reflects the organizational changes

implemented within the department in late 2018 into 2019. Changes include the addition of a Public

Works Director now assigned at 100 percent to the department (previously 65 percent assigned to

Engineering), the addition of an Assistant Public Works Director and the elimination of the Assistant to

the City Administrator from the department.

69

PUBLIC WORKS



2019

Position Budget

Salaries - Regular:

Public Works Director 1.00

Assistant Public Works Director 1.00


Subtotal 4.00


Clerical Backup for Regular Staff 0.14

Total Salaries 4.14


2013 2014 2015 2016 20175 Year

Average

1) Number of invoices processed 1,643 1,693 1,738 1,838 1,912 1,765

2) Number of phone calls received 12,324 12,290 10,980 10,543 11,100 11,447

3) Number of work orders written 4,427 3,935 2,670 2,720 3,398 3,430


Measure

70

PUBLIC WORKS



Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime - - - 700 900

5115 Salaries-Part-time - - - 5,900 4,900

5141 F.I.C.A. 26,363 28,710 30,315 28,200 29,200

5142 P.E.R.A 27,410 30,281 31,820 28,600 29,600




5165 Labor Reimbursement (550) - - - -

Subtotal 481,949 530,422 559,080 501,900 531,700

5201 Office Supplies 5,766 6,764 5,223 9,200 9,200


5220 Operating Supplies-Small Equipment - - 1,020 - -


5311 Telephone 1,638 1,654 1,674 1,900 1,800

5313 Postage 32 49 24 100 100

5317 Advertising & Promotion - - - - 3,000


5353 Insurance 924 1,014 930 1,000 1,000

5374 Repair & Maintenance-Office Equipment - 85 - 500 500



5405 Travel & Training 8,765 1,218 1,183 1,500 2,300

Subtotal 37,349 31,164 22,194 64,300 67,800


Personal Services:


71

PUBLIC WORKS

STREETS

PROGRAM DESCRIPTION

The mission of the Streets Division is to conduct operations as a professional team respecting the values, pride,

and safety of our community. The Street Division is responsible for maintenance tasks associated with streets,

signs/messages, boulevard trees and the surface water management system.


Pavement Maintenance objective is to maintain public roadways at or above a pavement condition index

rating of 70 residential/75 non-residential and project a professional system.

Snow and Ice Control objective is to ensure that the community experiences minimal disruption to

routine activities due to the effects of snow and ice with minimal negative impact on the natural

environment, while meeting our community standards.

Signs/Signal and Pavement Message objective is to provide clear direction to the resident and non-

familiar motoring public and project an organized and professional road system within the community.

Storm Water System objective is to protect property and the natural environment from flood drainage by

proper maintenance of the storm water drainage system.

Remain in full compliance with the Federal Highway Administration and Minnesota Manual for

Uniform Traffic Control Devices guidelines for signs and pavement markings.

Continue the surface water management system programs set forth in the service level standards and

conduct inspections and maintenance in order to comply with National Pollution Discharge elimination

System (NPDE) requirements.

PRIORITIES

Build leadership depth in division.

Assist in Public Works building transitions.

Significant efforts are being made to use less salt during snow and ice control season and to choose the

lowest application necessary to maintain safe roadways.

BUDGET HIGHLIGHTS

5212 Snow Control: Reduction of salt and calcium chloride

72

PUBLIC WORKS

STREETS


2019

Position Budget

Salaries - Regular:

Streets Supervisor 1.00

Assistant Streets Supervisor 1.00

Public Service Worker - Lead 2.00

Public Service Worker 17.00

Subtotal 21.00


Long-Term Seasonal 2.15



2009 2011 2013 2015 20175 Year

AverageGoal

1)Percentage of citizens rating snow plowing as

excellent or good in the community survey*85% 77% 80% 72% 80% 79% 75%

2)

Percentage of citizens rating repair and patching

on city streets as excellent or good in the

community survey*

53% 54% 67% 40% 51% 53% 60%

*Excludes don't know/refused responses

2013 2014 2015 2016 20175 Year

AverageGoal

Pavement Maintenance

3) Average PCI of non-residential streets 71.4 65.5 76.0 72.3 75.2 72.1 75

4a) Rolling 5-year average PCI 70.3 70.4 72.1 71.7 72.1

4) Average PCI of residential streets 73.6 65.7 69.0 68.7 78.2 71.0 70

5a) Rolling 5-year average PCI 74.1 72.7 72.0 70.3 71.0

5)Cost of street maintenance per capita (excluding

major roadway maintenance)$12.77 $10.89 $12.05 $10.32 $9.28 $11.06 $10 - $15

6) Cost of street maintenance per mile of street $1,272 $1,114 $1,245 $1,061 $942 $1,127

7)Percent of total system lane miles requiring

maintenance (PCI<60)11.7% 33.0% 37.0% 31.5% 21.3% 26.9% <26%

Snow and Ice Control

8)Percentage of full cleaning with routes plowed at

least once within eight hours94% 73% 100% 100% 100% 93% 80%

9)Average hours complete routes at least once

during full cleaning event7.22 8.13 6.30 7.27 6.22 7.03 8 or less

10) Average cost per capita $16.00 $19.00 $6.00 $13.00 $13.00 $13.40

11) Annual cost per lane mile $1,434 $1,720 $808 $1,170 $1,176 $1,262

Measure


Measure


73

PUBLIC WORKS

STREETS

PERFORMANCE MEASUREMENTS - CONTINUED

2013 2014 2015 2016 20175 Year

AverageGoal

Pavement Maintenance

12)

Annual cost for traffic signal, sign, and pavement

marking and pavement message maintenance per

lane mile

$613 $507 $519 $575 $554 $554

13) Lane miles of bituminous streets 646 651 658 669 682 661

14)Percent of lane miles inspected and evaluated by

consultants20% 30% 28% 31% 26% 27%

Snow and Ice Control

15) Annual snow/ice events 37 29 19 22 21 26

16) Annual inches of local snowfall 73 54 26 43 28 45

17) Annual full cleaning events 16 11 6 8 9 10

18) Total average cost per full clearing event $30,000 $41,000 $29,000 $37,064 $45,127 $36,438

19) Plow pass miles of priority routes 327 327 327 327 329 327

20) Plow pass miles of secondary routes 399 409 418 426 439 418

21) Number of cul-de-sacs cleared 533 545 555 558 567 552

22) Plow pass miles maintained 726 736 745 753 768 746


Measure

74

PUBLIC WORKS

STREETS


Object 2015 2016 2017 2018 2019


5102 Salaries-Regular 1,177,964$ 1,260,672$ 1,204,475$ 1,408,600$ 1,385,000$



5141 F.I.C.A. 86,522 95,571 89,397 117,200 115,900

5142 P.E.R.A. 86,667 98,809 91,814 110,200 108,700




5156 Unemployment Compensation 9,136 6,155 17,200 - -

Subtotal 1,768,620 1,935,010 1,819,366 2,186,100 2,171,300


5212 Operating Supplies-Snow Control 201,048 216,281 183,887 235,000 225,000


5216 Operating Supplies-Motor Fuels & Lubricants 4,760 2,050 2,785 5,800 4,800

5217 Operating Supplies-Hand Tools 1,940 2,685 2,711 2,500 2,500


5303 Professional Services-Engineering - 1,363 - - -

5311 Telephone 7,790 8,350 8,621 11,100 9,900

5313 Postage 176 158 302 200 200


5353 Insurance 29,478 29,187 26,737 28,500 24,800

5361 Utilities-Electric 812 1,466 944 1,100 1,100


5366 Electric Interim Rate Refund (15) (5) (10) - -

5371 Repair & Maintenance-Bldgs & Struct 3,359 691 11 2,000 1,000


5376 Repair & Maintenance-Roads 326,924 351,209 250,414 378,200 378,200

5392 Rental 150 - 2,500 1,500 2,500

5402 Dues & Subscriptions 50 1,249 1,029 500 1,100

5404 Technology Support & Services 2,077 4,077 978 6,600 6,800

5405 Travel & Training 12,846 10,904 11,128 17,100 16,100

5431 Uncollectible Accounts/Over-Short - - 178 - -

5434-35 Late Fees/Early Discounts Taken (3,015) (86) (739) - -

Subtotal 735,147 785,678 647,684 862,500 846,200

5514 Machinery & Equipment - 8,642 - - -

Subtotal - 8,642 - - -


Personal Services:


Capital Outlay:

75

PUBLIC WORKS

FLEET SERVICES

PROGRAM DESCRIPTION

The Fleet Services Division is responsible for the maintenance, operation and management of City vehicles and

equipment. Fleet Services provides services to all City divisions with vehicles and equipment, with limited

service to Eagle Valley Golf Course, HealthEast Sports Center, EMS and Fire.


Long and short-term vehicle and equipment purchases, replacement planning, develop specifications,

up-fitting and “right sizing” of the fleet and individual vehicles and equipment

Manage facility, parts and shop supplies needed for fleet operations

Provide fleet support to divisions conducting emergency operations, such as snow and ice control or

emergency response

Manage the fleet fueling stations

Purchase, maintain, repair, and remarketing of City vehicles and equipment

Fleet Services staff vehicle/equipment training

Customer vehicle and equipment training

Develop the Capital Improvement Plan (CIP) for vehicles and equipment

Develop and manage Fleet Services budget

Provide and maintain vehicle/equipment wash bay

PRIORITIES

Complete implementation of our Fleet Information Management System purchased.

Purchase vehicles and equipment outlined City-wide in the Capital Improvement Fund.

Continue to review compensation for certification package.

Provide data, review plans and assist with the construction of the Public Works building expansion

project.

Organize and set up new Public Works fuel island and Fleet Services building.

Continue to review work flows within Fleet Services to improved efficiency, customer service and

accessibility as new facilities come online.

Continue to research alternative fuels and infrastructure needs for City fleet.

Certifications and accreditations for Fleet Services and staffing.

Review our parts and supply vendors for quality, customer service and price.

76

PUBLIC WORKS

FLEET SERVICES

BUDGET HIGHLIGHTS

5375 Repair & Maintenance-Vehicle & Equipment: $30,000 reduction of contractual services due to

expected full staffing


2019

Position Budget

Salaries - Regular:

Fleet Services Manager 1.0

Fleet Specialist 1.0

PSW - Municipal Fleet Technician 6.0

Total Salaries 8.00

77

PUBLIC WORKS

FLEET SERVICES


2013 2014 2015 2016 20175 Year

AverageGoal

Fleet Services Performance

1)Percentage of users rating maintenance

procedures and repairs as excellent or good91% 92% 93% 98% 93% 93% 90%

2) Technician utilization (billable hrs./available hrs.) 78% 69% 71% 73% 56% 69% 75%

3) Percent of work completed that was pre-scheduled 69% 78% 87% 82% 75% 78% 75%

Fuel Use

4) Average MPG of light vehicles 9.7 10.0 11.6 13.9 13.5 11.7 14

2013 2014 2015 2016 20175 Year

AverageGoal

Effectiveness

5) Percentage of repairs contracted out 11% 7% 9% 2% 8% 7% 10%

Efficiency

6) Labor rate $99.05 $106.58 $106.10 $108.38 $143.10 $112.64 $105

Workload

7) Number of repairs contracted out due to workload 58 52 2 3 31 29 20

8) Number of vehicles and equipment 318 325 358 377 388 353 367

9) Number of vehicles and equipment per FTE 45.4 40.6 44.8 47.1 48.5 45.3 46

10) Vehicle equivalency per technician 181 166 158 163 166 167 150-180

11) Dollar value of fleet (million) $24.60 $25.30 $25.80 $26.42 $27.20 $25.86 $26.40

Fuel Use

12) Gallons of unleaded gasoline used 106,588 109,823 109,435 113,472 105,918 109,047 112,984

13) Gallons of diesel fuel used 60,318 66,829 52,376 54,442 53,648 57,523 59,312

14) Average cost of unleaded gasoline per gallon $3.00 $2.80 $1.93 $1.64 $1.91 $2.26 $2.70

15) Average cost of diesel fuel per gallon $3.11 $3.00 $1.77 $1.48 $1.77 $2.23 $2.70

Measure


Measure


78

PUBLIC WORKS

FLEET SERVICES


Object 2015 2016 2017 2018 2019




5141 F.I.C.A. 36,083 37,282 37,578 44,200 45,600

5142 P.E.R.A. 37,427 38,501 37,543 43,300 44,700




Subtotal 680,947 695,437 704,209 776,500 811,100

5201 Office Supplies 1,191 328 545 800 900


5215 Operating Supplies-Uniform 6,489 7,414 6,514 8,000 8,000



5306 Professional Services-Hiring 113 85 106 300 300

5311 Telephone 1,139 1,163 2,103 6,000 5,400

5353 Insurance 3,258 3,445 3,201 3,100 3,100

5354 Claim Losses <$500 1,289 1,409 1,189 2,000 2,000


5370 Repair & Maintenance-Shop Equipment 11,813 16,036 5,765 15,500 15,500


5385 Fleet Services Reimbursements (141,783) (145,819) (157,724) (150,800) (164,400)

5393 Equipment Leases - - - - 1,200

5402 Dues/Licenses/Subscriptions 1,475 1,620 1,196 1,600 1,600


5405 Travel & Training 4,268 5,190 4,952 12,600 12,600

5425 Contractual Services 308 656 423 1,400 1,400


5440 Operating Supplies - Unleaded Fuel 210,857 183,751 198,415 225,500 248,600

5441 Operating Supplies - Diesel Fuel 97,111 86,858 100,899 125,900 134,700

5442 Operating Supplies - Other Fuel 705 583 635 1,000 1,000

5456 Outsourced Services - Routine 594 3,732 36,902 9,000 9,000

5457 Outsourced Services - Specialized 75,763 125,733 93,407 90,000 100,000

Subtotal 574,149 558,170 542,683 683,900 683,100


Personal Services:


79

PUBLIC WORKS

STREET LIGHTING

PROGRAM DESCRIPTION

Street Lighting is responsible for maintenance and operations of traffic signals and street lights which are not

part of developments.

The major portion of this budget is for electrical costs to operate traffic signals and associated lighting,

equipment maintenance and the installation of new street lights at key locations. Most residential street

lights are owned by and maintained by Xcel Energy.


Signal mast painting

Bulb replacement

Opticom service

Technical repairs on traffic signals

Maintain the current traffic signals and street lights system


Object 2015 2016 2017 2018 2019


5353 Insurance 85$ 97$ 100$ 100$ 100

5361 Utilities-Street Lights & Signals 81,644 80,073 79,544 83,000 83,000

5366 Electric Interim Rate Refund (1,798) (123) (525) - -

5375 Repair & Maintenance-Lights & Signals 36,507 45,585 52,184 41,000 43,000

5425 Contractual Services - 13,211 - 12,000 12,000

5431 Uncollectible Accounts/Over-Short - - 3,410 - -

5434-35 Late Fees/Early Discounts Taken 35 - - -



80

PUBLIC WORKS

PARKS AND FORESTRY

PROGRAM DESCRIPTION

The Parks and Forestry Division is responsible for providing and maintaining a comprehensive system of

facilities, open spaces, parks and trails, to address the leisure needs and enhance the quality of life for the

community. This is accomplished by working cooperatively, being highly organized, practicing good

stewardship and exhibiting a positive attitude.

The Parks and Forestry Division consists of 16 full-time staff (3 management / 13 public service workers),

approximately 50 seasonal staff, contractual services and an institutional community work crew.


Develop, provide and maintain safe, quality, sustainable recreational facilities for all patrons of the

parks, trails and open spaces.

Concentrate staff and funding in the inspection, maintenance, repair and installation of the division’s 12

MC/HI areas of athletic fields, buildings, trails, courts, rinks, ornamentals, forestry, turf, play

equipment, parking lots, general amenities and native areas.

Assist other divisions as needed and collaborate as much as possible to effectively deliver City services.

PRIORITIES

Enhance the training program for new seasonal and full-time staff to further progress a work culture of

safety.

Assist in the completion of the Ojibway Park project.

Develop a replacement funding plan for all major infrastructure in the park system.

Start a system-wide restroom remodel process with Carver Lake and Edgewater Parks.

Gather trend data to develop a standard for measuring the need for additional staffing as parks, trails and

open space facilities are added.

Continue mowed turf conversion into native planting areas to reduce mowing burden and increase

pollinator habitat.

BUDGET HIGHLIGHTS

5225 Operating Supplies – Irrigation: An increase of $5,500 in this object code reflects additional

spending for irrigation repairs needed in outlying athletic fields.

5311 Telephone: An increase of $8,500 in this object code reflects additional spending for mobile

device connection services needed to support Parks and Forestry staff with the implementation of the

Beehive software.

5365 Utilities - Waste Removal: An increase of $10,500 in this object code reflects additional spending

for waste removal at the new Public Works building and a few miscellaneous projects.

5425 Contractual Service: The majority of the increase is due to a budget reclassification of account

5701 to account 5425 for the annual pavement project.

81

PUBLIC WORKS

PARKS AND FORESTRY


2019

Position Budget

Salaries - Regular:

Parks Supervisor 1.00

Assistant Parks Supervisor 2.00


Subtotal 16.00


Seasonal positions 12.56

Subtotal 12.56


82

PUBLIC WORKS

PARKS AND FORESTRY


2009 2011 2013 2015 20175 Year

AverageGoal

1)

Percentage of respondents rating the appearance of

park and recreation facilities as excellent or good in

the community survey*

86% 87% 85% 89% 92% 88%

2) Percentage of respondents rating the condition of

trails as excellent or good in the community survey*86% 85% 84% 88% 88% 86%

3)Percentage of respondents rating snow removal as



2013 2014 2015 2016 20175 Year

AverageGoals

General Measures

4) Number of acres in park system per 1,000 households 127 127 128 126 129 127

Turf Mowing

5)Total hours to complete mowing of city maintained

turf7,210 8,587 8,990 7,861 7,174 7,964

Trails

6) Number of miles of paved trails per 1,000 households 5.6 5.6 5.5 5.5 5.6 5.6

7) Trail Rating 3.4 3.5 3.5 3.5 3.6 3.5 3.0

Forestry

8) Number of trees planted 178 1,535 442 466 358 596

9)Percentage of inventoried trees that were inspected

and trimmed23% 17% 24% 25% 21% 22% 25%

2013 2014 2015 2016 20175 Year

AverageGoals

Efficiency and Workload

10) Cost of park maintenance per household $103 $129 $125 $138 $121 $123

11) Cost per acre in park system $814 $1,014 $973 $1,094 $941 $967

12) Number of acres in park system 3,144 3,186 3,290 3,328 3,386 3,267

13) Number of acres finished and mowed 534 534 540 542 534 537

14)Ratio of number of acres in park system to number of

acres finished and mowed17% 17% 16% 17% 16% 16% 15%

15) Number of miles of paved trails 139 140 140 143 148 142

Measure

Measure

Measure




83

PUBLIC WORKS

PARKS AND FORESTRY


Object 2015 2016 2017 2018 2019


5102 Salaries-Regular 866,926$ 935,744$ 988,194$ 1,080,000$ 1,139,300$



5141 F.I.C.A. 86,813 92,295 98,993 112,600 118,700

5142 P.E.R.A. 67,718 73,854 76,451 84,600 89,100




5156 Unemployment Compensation 16,185 4,974 685 11,800 7,300

5165 Labor Reimbursement - - (4,952) - -

Subtotal 1,589,128$ 1,703,766$ 1,793,813$ 1,964,600$ 2,058,700$

5201 Office Supplies 2,275 1,013 1,315 1,500 1,500




5218 Operating Supplies-Fertilizer 38,654 42,964 61,951 57,000 65,800


5224 Operating Supplies-Seed 24,350 21,918 10,527 57,100 48,000

5225 Operating Supplies-Irrigation 20,236 41,773 43,363 20,500 26,000



5311 Telephone 9,981 11,046 11,976 13,800 22,300

5313 Postage 184 55 52 100 100

5331 Legal Notices 246 251 181 200 200

5353 Insurance 42,056 38,563 36,847 35,400 37,100

5357 Vandalism 10,099 6,200 20,520 10,000 10,000


5362 Utilities-Gas 4,950 4,034 4,747 4,600 4,600


5366 Electric Interim Rate Refund (2,270) (82) (436) - -



5378 Repair & Maintenance-Grounds 142,480 142,805 132,104 153,100 153,500

5383 Trees and Plantings 85,077 40,024 87,156 85,000 85,000

5392 Rental 30,378 36,653 27,503 34,000 33,500



5405 Travel & Training 4,728 5,905 5,445 11,000 6,000



Subtotal 1,429,994 1,646,164 1,204,344 1,359,846 1,466,500

Personal Services:



84

PUBLIC WORKS

PARKS AND FORESTRY

OPERATING BUDGET – DEPARTMENT NUMBER 051 - CONTINUED

Object 2015 2016 2017 2018 2019


5504 Land Improvements -$ -$ 5,840$ -$ -$

5514 Machinery & Equipment 45,600 73,652 40,000 50,000 50,000

Subtotal 45,600 73,652 45,840 50,000 50,000

5701 Transfers Out - Street Reconstr/Maint. Fund - 26,828 96,874 92,754 -

Subtotal - 26,828 96,874 92,754 -


Transfers:

Capital Outlay:

DETAIL OF CAPITAL OUTLAY 051

Object 2019

No. Item Budget

5514 Machinery & Equipment:

Playground Equipment - Replacement 50,000$

Total Capital Outlay 50,000$

GENERAL FUND PARKS AND RECREATION

Recreation

Parks and Forestry maintenance budgets can be found in

the Public Works General Fund section

Eagle Valley Golf Course and HealthEast Sports Center

budgets can be found in the Enterprise Funds section

Park Dedication Fund can be found in the Capital Project

Funds section

86

PARKS AND RECREATION

RECREATION

PROGRAM DESCRIPTION

The mission of the Recreation Division is to provide a wide variety of quality recreational opportunities

designed to build a culture (or be a leader) in promoting life-long health and well-being for all ages and

interests. We will continuously monitor trends that reflect changing demographics with traditional and non-

traditional partnerships. Together we will strive for excellence through innovation and positive experiences.

The Recreation Division provides a range of comprehensive recreational programs for the community with a

focus on using City and school facilities. Areas of programming include: Youth and Family, Special Events,

Playgrounds, Adult Leagues, 50+, Tennis and Performing Arts. The Recreation Division also operates Lookout

Ridge Indoor Playground, the Central Park Cafe, coordinates meeting and banquet room rentals at Central Park,

Eagle Valley Golf Course, HealthEast Sports Center and rentals of shelters, buildings and fields throughout the

park system. In addition, the Recreation Division manages the Carver Lake Park Off-road cycling trail

operations. The division partners with the youth athletic associations, YMCA, School District 833, Woodbury

Thrives and other community groups on activities and programs.


Programs and Special Events

P/R Marketing

Fiscal Responsibility

Community Collaborations/Partnerships

Rentals/Scheduling Athletic Fields, Trails, Facilities, Buildings and Central Park

Lookout Ridge Indoor Playground

PRIORITIES

Continue development of staffing justification measurements.

Review and implement non-revenue-based performance measures.

Implement operational and building changes at Central Park.

Continue to evaluate the changing demographics so as to offer recreation programs that are in line with

the City Council strategic issue of being a welcoming and inclusive community for all residents.

Increase programming and partnerships to better meet the needs of special needs and adaptive recreation

program participants/families.

BUDGET HIGHLIGHTS

5215 Operating Supplies Uniforms: Increase is for new apparel for full-time and regular part-time staff.

5241 Cost of Goods Sold-Beverages: Increase related to real time data of six month’s service for the

Central Park Cafe, where 2018 estimate was under budgeted.

5317 Advertising & Promotion: $5,000 increase for grand opening event of the new Ojibway Park

building and playground.

87


RECREATION


5335 Payment Processing Fees: The increase is directly related to the increased revenue estimate of the

division for 2019.

5341 Printing: The decrease is related to not budgeting for the re-printing of the foldout map of the City

that highlights parks, trails and facilities.

5404 Technology Support and Services: Cost sharing between the divisions has reduced the overall

expenditure as Recreation covers 75 percent of the technology support and service fees.


2019

Position Budget

Salaries - Regular:

Parks & Recreation Director 1.00

Recreation Manager 1.00

Central Park Manager 1.00

Recreation Operations Supervisor 1.00

Recreation Specialist 2.00

Recreation Technician 1.00


Subtotal 8.00


Various part-time and seasonal positions 9.65

Subtotal 9.65

Total 17.65

88


RECREATION


2009 2011 2013 2015 20175 Year

AverageGoal

1)

Percentage of respondents rating recreation

programs as excellent or good in the

community survey*

88% 87% 82% 86% 90% 87% 87%

2)

Percentage of respondents rating the extent

to which they use the brochure as major

source of information about activities in the

community survey*

43% 45% 44%

*Excludes don't know/refused and "no" responses

2013 2014 2015 2016 20175 Year

AverageGoal

3) Number of participants in revenue programs 57,000 64,875 50,372 38,928 46,448 51,525

4)Percentage of total population in revenue

programs89% 97% 74% 57% 62% 76%

5) Percentage of activity fees to expenditures 67% 67% 63% 65% 65% 65% 60%

Central Park Operations

6)Total hours Central Park facilities were

reserved (not including Lookout Ridge)6,991 5,274 6,101 5,740 5,328 5,887 5,300

7)Total Central Park rental income (not

including Lookout Ridge)$123,668 $124,900 $103,333 $96,041 $97,335 $109,055 $124,210

Lookout Ridge Operations

8)Number of paid admissions to Lookout

Ridge*36,532 38,843 32,460 27,362 27,572 32,554

9) Lookout Ridge income $171,506 $154,767 $153,769 $186,258 $186,325 $170,525 $170,000

Park Shelters, Fields and Buildings

10)Total hours that recreational fields were

reserved48,086 49,343 52,226 52,988 51,871 50,903

11) Field rental income $54,241 $53,433 $68,218 $82,391 $84,972 $68,651 $60,000

12)Total hours park shelters and building

facilities were reserved7,180 8,429 10,506 12,315 13,777 10,441

13) Park shelters and buildings rental income $31,705 $37,397 $33,939 $40,999 $42,458 $37,300

2013 2014 2015 2016 20175 Year

AverageGoal

14) Non-Revenue participation 32,380 18,668 38,862 35,722 37,864 32,699

15) Overall Recreation participation 89,380 83,543 89,234 74,650 80,674 83,496

16) Number of full facility rentals at Central Park 32 40 37 27 32 34

17) Number of birthday parties at Lookout Ridge 157 142 128 167 182 155

*Paid admissions for years 2013-2015 included some duplication of counts with birthday party attendance. Party

attendance is now counted separately from regular paid admissions.

Measure

Measure


Measure



89


RECREATION


Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime 649 751 319 - 200


5141 F.I.C.A. 58,121 58,337 60,957 68,800 71,000

5142 P.E.R.A. 50,236 51,027 54,089 56,400 58,200




5156 Unemployment Compensation 272 855 4,053 - -

Subtotal 1,000,142 1,021,955 1,057,580 1,162,500 1,204,100

5201 Office Supplies 8,025 7,453 8,042 8,000 8,000

5210 Operating Supplies-Revenue - - 2,457 7,000 7,000


5215 Operating Supplies-Uniform All - - 1,108 1,300 2,000

5220 Operating Supplies-Small Equipment 4,613 850 16,747 - -

5240 Cost of Goods Sold-Food - - 19,304 36,000 36,000

5241 Cost of Goods Sold-Beverages - - 10,796 12,000 20,000

5301 Professional Services-General 333 70 1,800 2,400 2,000

5311 Telephone 4,672 4,445 4,026 4,500 4,500

5313 Postage 16,415 16,952 15,426 18,500 19,000

5317 Advertising & Promotion 11,348 9,715 6,982 10,400 15,000



5341 Printing 40,594 60,423 49,283 65,000 55,000

5353 Insurance 7,038 6,846 6,382 6,900 7,200

5375 Repair & Maintenance-Vehicle & Equipment - - 981 - -

5392 Rental - - - 1,500 2,000



5405 Travel & Training 1,704 4,388 2,741 4,800 4,800


5431 Uncollectible Accounts/Over-Short 3 1,470 (20) - -

Subtotal 483,503 506,253 555,741 603,700 610,500


Personal Services:


SPECIAL REVENUE FUNDS

Administration Fee Fund

Public Safety Activities Fund

Emergency Medical Services Fund

Fire Relief Pension Fund

HealthEast Sponsorship Fund

Housing and Urban Development Fund

Economic Development Authority Fund

Housing and Redevelopment Authority Fund

91

ADMINISTRATION FEE FUND

The Administrative Fee Fund receives revenues from a charge to all public improvement projects conducted in

the City. The charge is currently 5.25 percent of construction costs. This fund is used to offset the General

Fund City Engineering Division costs and fund special assessment fees. The 2019 transfer out to the General

Fund is proposed to increase $85,000 due to increased development revenues anticipated for 2019/2020.

BUDGET SUMMARY – FUND NUMBER 206

Object 2015 2016 2017 2018 2019

No. Actual Actual Actual Budget Budget

1,736,047$ 1,933,050$ 1,916,455$ 2,161,121$ 2,172,371$

Revenues:

4379 Unrealized Gains/Losses on Investments (1,301) (5,495) (10,547) - -

4381 Investment Earnings 19,065 21,936 31,360 27,000 42,000

4394 Administration Charges 691,251 473,597 735,973 500,000 630,000

4395 Special Assessment Fee 2,988 8,367 2,880 - -

Total Revenue 712,003 498,405 759,666 527,000 672,000

Expenditures:

5301 Special Assessment Fee - Washington County 15,000 15,000 15,000 750 250

5701 Transfers Out - General Fund 500,000 500,000 500,000 515,000 600,000

Total Expenditures 515,000 515,000 515,000 515,750 600,250

1,933,050$ 1,916,455$ 2,161,121$ 2,172,371$ 2,244,121$

Beginning Fund Balance

Ending Fund Balance

92

PUBLIC SAFETY ACTIVITIES FUND

The Public Safety Activities Fund accounts for the activity of forfeiture funds, the Special Weapons and Tactic

Team, juvenile programs and other special projects/grants for the Public Safety Department.


2018

Object 2015 2016 2017 Adjusted 2019


70,429$ 44,835$ 71,118$ 44,406$ 120,156$

Revenues:

4344 Contributions - Governmental Agency - SWAT Part. 48,225 49,672 53,562 53,500 55,200

4358 Washington County Reimbursement - Narcotic Officer 19,474 8,701 31,239 12,400 12,400

4377 Drug Forfeiture Proceeds 4,724 5,765 42,612 5,600 43,000

4379 Unrealized Gains/Losses on Investments (67) (256) (437) - -

4381 Investment Earnings 978 1,021 1,299 1,700 800

4395 Miscellaneous Revenue - 17,388 146 - -

4420 Contribution - Woodbury Police Budget - SWAT Part. 14,066 14,487 15,622 15,700 16,100

4420 Contribution - Woodbury Police Budget - Chaplaincy Part. - - 150 150

4451 DWI Forfeiture Proceeds 10,766 31,395 13,909 17,800 32,000

4452 Crime Prevention 482 - 40 - -

4453 Dues - Chaplaincy Corps - - 1,770 450 450

4454 Court Ordered Forfeiture Proceeds - - - 82,000 -

4456 Equitable Sharing Funds - Drug Forfeiture - - 22,756 350 -

Total Revenue 98,648 128,173 182,518 189,650 160,100

Expenditures:

Forfeitures:

5375 Repairs & Maint-Vehicles & Equipment 2,886 1,637 1,171 2,200 4,000

5404 Technology Support & Services 300 - - 8,300 -

5405 Travel & Training 2,422 3,824 1,949 6,900 6,000

5429 Forfeiture Purchases 7,114 4,230 79,452 11,300 125,000

5504 Capital Outlay-Land & Improvements - - 15,750 - -

5514 Capital Outlay-Machines & Equipment - 10,744 - - -

Juvenile Programs:

5211 Operating Supplies - 2,873 2,440 3,000 3,000

Special Weapons and Tactics Team:


5311 Telephone 782 835 839 900 900

5405 Travel & Training 14,306 18,342 35,796 17,800 19,000

Narcotic Officer:

5165 Labor Reimbursement 4,765 4,842 6,444 5,000 5,000

5211 Operating Supplies 750 2,846 12,463 4,000 4,000

5311 Telephone 719 863 1,180 900 900

5405 Travel & Training 565 150 11,152 2,500 2,500

5514 Capital Outlay-Machines & Equipment 12,675 - - - -

Chaplaincy Corps:

5211 Operating Supplies - - - 100 100

5215 Operating Supplies-Uniforms - - 24 100 100

5405 Travel & Training - - - 400 400


44,835$ 71,118$ 44,406$ 120,156$ 57,956$


Ending Fund Balance

93

PUBLIC SAFETY

EMERGENCY MEDICAL SERVICES FUND

PROGRAM DESCRIPTION

The Emergency Medical Services (EMS) Fund was created to account for the cost of providing emergency

medical services to the community. Revenue derived from ambulance billing and property tax from the General

Fund support Woodbury Public Safety EMS activities. The long-term objective of the EMS program is to

provide excellent, state of the art, emergency medical care at a reasonable cost. The quality of care,

expenditures, and revenues are constantly monitored in order to achieve that goal.

Emergency Medical Services provides the following products and services:

Advanced Life Support (ALS): A paramedic responds to all EMS calls and assesses the patient’s need

for either basic or advanced life support care. A paramedic provides patient care if advanced life support

care is needed.

Basic Life Support (BLS): A paramedic responds to all EMS calls and assesses the patient’s need for

either basic or advanced life support care. An EMT provides patient care if basic life support care is

needed.

EMS Education: Woodbury Public Safety provides EMS education to other services. The revenue

reduces the cost of training our personnel.




Proactive policing


Incident management


PRIORITIES

With the selection and training of full-time paramedics, it is a priority to continue integrating this

workgroup with fulltime and paid on call fire staff. The goal is to refine this function operationally as a

single workgroup in 2019.

In 2019, we will continue our enhanced EMS coverage of a minimum of two staffed ambulances, 24

hours a day with eventual goal of three staffed ambulances during peak volume hours. We will also

continue the expanded 24 hour a day automatic aid agreements with neighboring communities.

In 2019 we will begin to explore the community paramedic program concentrating on patients with a

very high frequency of calls.

94

PUBLIC SAFETY


BUDGET HIGHLIGHTS

5102-5165 Personal Services: In accordance with the five-year staffing plan, one full-time paramedic is

included in the 2019 budget, for a total of 11 full-time paramedics.

5220 Operating Supplies – Small Equipment: Increased by $4,000 due to better reflect actual

expenditures.

5221 Operating Supplies – Legend Drugs: Due to business agreements with healthcare organizations

and buying co-ops, this budget area remains flat, even as our call volume increases.

5301 Professional Services: Increased by $6,300. This increase is directly related to increased volume in

EMS calls. This category includes MN Care Tax as well as the cost to process and bill for EMS calls.

5375 Repair & Maintenance of Vehicles & Equipment: Decreased by $5,000 due to Fleet Services

assuming additional ambulance chassis repair and maintenance responsibilities.

5385 Fleet Services Reimbursements: Increased by $6,800 due to Fleet Services assuming additional

ambulance chassis repair and maintenance responsibilities.

5514 Machinery & Equipment: Two replacement ambulances are planned for $473,000.

A three percent rate increase is proposed for 2019. With a three percent rate increase, continued growth

in the number of ambulance runs and the new supplemental Medicaid payment, the proposed tax levy

remains unchanged for the third year in a row.


2019

Position Budget

Salaries - Regular:

Director Public Safety (1)

0.05

Deputy Director Public Safety (2)

0.05

Emergency Services Commander (3)

0.10

EMS Commander (4)

0.80

Police Officer (5)

1.95

Firefighter (6)

2.25

Paramedic 11.00

Subtotal 16.20



Paramedic 1.76

Subtotal 2.49

Total 18.69

(1) 70% Police, 5% EMS, 25% Fire.

(2) 85% Police, 5% EMS, 10% Fire.

(3) 90% Emergency Preparedness, 10% EMS.

(4) 10% Police, 80% EMS, 10% Fire.

(5) 56 Officer positions: 13 designated Police Officer / Paramedic - 85% Police and 15% EMS.

(6) 9 Firefighter positions: 75% Fire and 25% EMS.

95

PUBLIC SAFETY



2009 2011 2013 2015 20175 Year

AverageGoal

Community Survey Data

1)

Percentage of respondents who rated emergency

medical service as excellent or good in the community

survey*

100% 100% 99% 97% 94% 98%

*Excludes don't know/refuse responses

2013 2014 2015 2016 20175 Year

AverageGoal

Enterprise Efficiency

2) Net Income % of Net Run Revenues* 9% 7% 18% 30% 24% 18%

Response to High Priority Emergency Calls

3) Total calls for service** 2,984 3,077 3,225 3,549 4,097 3,386

4) High Priority response time - medic average (minutes) 3.7 3.8 3.8 3.7 4.0 3.8 <4

5)Paramedic high priority response time - percentage of

time on-scene in less than five minutes90% 89% 88% 89% 87% 89% 90%

6)

Ambulance high priority response time - percentage of

time on-scene with two paramedics in less than 11

minutes

86% 87% 83% 86% 90% 86% 90%

2013 2014 2015 2016 20175 Year

AverageGoal

Workload

7) Total EMS patients** 2,554 2,743 2,999 3,601 3,662 3,112

7a) ALS patients transported 1,958 2,066 2,237 2,516 2,780 2,311

7b) BLS patients transports 167 125 136 164 144 147

7c) Patients treated but not transported 13 13 14 16 18 15

7d) Patients not transported or refused care 413 529 559 629 720 570

8) Calls cancelled en-route*** 3 10 53 276 523 173

Staffing

Regular Full-Time

9) Authorized full-time paramedics 0 0 2 6 8 3

10) Actual full-time paramedics 0 2 2 7 9 4 8

11) Full-time police paramedics assigned to patrol 14 14 11 10 9 12

12) Full-time fire paramedics assigned to response 3 3 3 3 3 3

13) Total regular paramedics 17 19 16 20 21 19 22

Part Time & Paid On Call

14) Part-time or paid-on-call paramedics 11 14 12 15 13 13

15) Part-time medic FTE's 2.4 2.9 2.6 1.5 2.4 2

16) Paid-on-Call Emergency Medical Technicians 60 66 67 68 60 64

Efficiency

17) Percentage of patients that utilize Medicare or Medicaid 47% 47% 45% 43% 49% 46%

*Description of measurement updated to match financial statement in 2017.

**Began using total EMS patient data from Sansio electronic patient care reports in 2017.

***Processes for tracking of cancelled calls has been refined and updated by the Division each year.


Measure


Measure


Measure

96

PUBLIC SAFETY


BUDGET SUMMARY

1,265,000$

Projected Revenue:

* Run Revenue 5,784,300$

Medicare Assignment Discount (2,279,700)

Medical Assistance Discount (725,700)

Sliding Fee Discount (3,500)

Other Discounts (18,300)

Uncollectible Accounts (289,200)

General Property Taxes 665,909

Other Revenues 61,900

Investment Earnings 23,800

Total Revenue 3,219,509

Projected Expenditures:

Salary & Benefits 2,533,800

Operating Expenditures 450,000

Capital Outlay 559,300

Total Expenditures 3,543,100

Ending Fund Balance 941,409$

* Ambulance Runs - 2019 projections: 2,871 ALS runs, 158 BLS runs.


(excludes net accounts receivable balance)

97

PUBLIC SAFETY


OPERATING REVENUES

2018



4440 Run Revenue 4,038,389$ 5,004,934$ 5,436,097$ 5,093,600$ 5,784,300$

4442 Medicare Discount (1,424,269) (1,695,279) (2,088,353) (1,990,900) (2,279,700)

4443 Medical Assistance Discount (369,973) (584,613) (575,397) (557,800) (725,700)

4444 Sliding Fee Discount (1,168) (4,735) (911) (3,300) (3,500)

4445 Other Discounts (16,407) (20,179) (17,435) (18,300) (18,300)

4500 Uncollectible Accounts (171,086) (168,067) (244,057) (203,700) (289,200)

Total Operation Revenue 2,055,486 2,532,061 2,509,944 2,319,600 2,467,900

4311 General Property Taxes - 466,859 665,909 665,909 665,909

Adjust to Actuals General Property

Taxes for Paramedic Personnel - (6,675) - - -

4347 Supplemental Medicaid Payment - - - 82,538 55,000

4379 Unrealized Gains/Losses on Investments (598) (3,025) (7,663) - -


4387 Donations - - 3,400 - -

4395 EMT Class Charges 6,815 5,700 2,650 4,500 3,500

4395 Miscellaneous Revenue 150 219 219 - -

4420 Transfer-In - General Fund 226,698 - - - -

4431 Late Payment Fee 2,900 2,880 3,890 3,400 3,400

Total Other Revenue 244,723 478,034 691,190 772,047 751,609

Total Fund Revenue 2,300,209$ 3,010,095$ 3,201,134$ 3,091,647$ 3,219,509$

98

PUBLIC SAFETY


OPERATING BUDGET – FUND NUMBER 212

Object 2015 2016 2017 2018 2019


5102 Salaries-Regular 782,266$ 963,679$ 1,089,956$ 1,230,500$ 1,350,300$

5103 Salaries-Holiday Pay 20,743 24,832 32,680 39,400 43,600



5141 F.I.C.A. 50,455 67,274 89,570 101,500 110,400

5142 P.E.R.A. 140,808 152,550 158,577 168,100 184,400




5159 Change in Compensated Absences 6,973 4,545 10,025 11,000 16,200

5165 Labor Reimbursement - - (3,000) - -

Subtotal 1,589,564 1,871,842 2,169,711 2,357,900 2,533,800

5201 Office Supplies 812 2,134 485 800 800

5203 Office Supplies-Printed Forms - 825 621 800 500


5215 Operating Supplies-Uniform 12,145 15,356 18,641 19,000 21,500


5221 Operating Supplies-Legend Drugs 16,094 13,354 14,793 18,000 18,000


5305 Professional Services-Legal - - - 500 500

5306 Professional Services-Hiring 2,396 1,815 3,998 2,500 2,500


5311 Telephone 8,432 8,245 10,870 10,700 11,100

5313 Postage 76 118 444 100 200

5321 Use of Personal Auto 3 - 237 500 500

5353 Insurance 5,266 5,806 5,156 7,600 8,500

5371 Repair & Maint.-Buildings & Structures - 4,067 - - -

5374 Repair & Maint.-Medical Equipment 7,800 7,200 17,626 14,200 12,000

5375 Repair & Maint.-Vehicle & Equipment 17,177 9,629 12,315 10,000 5,000

5380 Repair & Maint.-Communication Equip. 10,714 10,714 12,102 14,400 14,800

5385 Fleet Services Reimbursements 23,781 42,209 49,766 41,300 48,100

5393 Rental-Office Equipment 466 462 450 500 500



5405 Travel & Training 39,566 24,087 35,842 46,700 50,900

5409 Health, Safety & Wellness Programs 2,365 814 3,372 5,000 5,400

5434 Late Fees & Penalties - 15 - - -

Subtotal 334,682 361,092 409,076 434,400 450,000

5500 Capital Improvement - Replacement Schedule - 26,222 - - 86,300

5512 Office Equipment - - - 8,000 -

5514 Machinery & Equipment - 101,612 496,113 - 473,000

2017 Project Encumbrances - - 254,700 - -

Subtotal - 127,834 750,813 8,000 559,300


Personal Services:


Capital Outlay:

99

PUBLIC SAFETY


DETAIL OF CAPITAL OUTLAY

Object 2019

No. Item Budget

5500 Capital Improvement - Replacement Schedule

Workspace Reconfiguration 52,000$

Replacement Portable and Mobile Radios - 3 units 15,300

Squad AED's - 6 units 12,000

Patient Care Computer Tablets - 7 units 7,000

Subtotal 86,300

5514 Machinery & Equipment

Replacement Ambulances - 2 units 473,000

Subtotal 473,000


100

PUBLIC SAFETY

FIRE RELIEF PENSION FUND

The Fire Relief Pension Fund accounts for all the costs associated with the WFBA pension plan including the

state aid received from the State of MN. The primary revenue sources are property taxes and the two percent

surcharge on property insurance redistributed by the state to cities.

The pension benefit per year of service is currently $6,720 and the benefit was last increased in 2008. Due to

the increases in pension fund investment assets and the Minnesota state fire aid contributions, the funding ratio

is at 153 percent per the December 31, 2017 WFBA audited financial statements. Based on the WFBA report

filed with the City and the Office of State Auditor, no municipal contribution will be necessary for 2019. Over

the last five years, there has been no municipal contribution required of the City.


Object 2015 2016 2017 2018 2019


213,183$ 216,003$ 218,303$ 221,031$ 224,531$

Revenues:

4355 Intergovernmental Revenue - State Fire Aid 396,536 400,737 406,923 410,000 415,000

4379 Unrealized Gains/Losses on Investments (207) (769) (1,382) - -


Total Revenue 399,356 403,037 409,651 413,500 416,400

Expenditures:

5144 MN State Fire Aid to WFBA Pension Plan 396,536 400,737 406,923 410,000 415,000


216,003$ 218,303$ 221,031$ 224,531$ 225,931$


Ending Fund Balance

101


HEALTHEAST SPONSORSHIP FUND

In April, 2017 the City Council approved an agreement with HealthEast Care Systems (HealthEast) to make the

East Metro-based healthcare provider the named sponsor of Bielenberg Sports Center. As part of the 14-year

sponsorship agreement, the HealthEast name has replaced Bielenberg as the primary name on the facility and

the first year sponsorship payment of $126,785 was received in May of 2017. The agreement calls for 13

additional annual payments for a total amount of $1,774,990. HealthEast has the option of extending the

agreement beyond the initial 14 year term for an additional five years at $307,163 per year.

For 2019, there is no expenditure activity budgeted in the fund.


Object 2015 2016 2017 2018 2019


-$ -$ -$ 127,469$ 254,269$

Revenues:

4379 Unrealized Gains/Losses on Investments - - (347) - -

4381 Investment Earnings - - 1,031 - 5,200

4471 Sponsorship Agreement - - 126,785 126,800 126,800

Total Revenue - - 127,469 126,800 132,000

Expenditures:

- - - - -

Total Expenditures - - - - -

-$ -$ 127,469$ 254,269$ 386,269$


Ending Fund Balance

102


HOUSING AND URBAN DEVELOPMENT FUND

PROGRAM DESCRIPTION

Beginning in 2010, Woodbury became a direct recipient of Community Development Block Grant (CDBG) and

HOME Investment Partnerships Program (HOME) funds via the US Department of Housing and Urban

Development (HUD). These federal grant programs area available to cities with populations of 50,000 or more.

Prior to becoming a direct grantee of these HUD funds, the dollars were awarded to Washington County who

used them within the county and not necessarily in Woodbury. As such, the City of Woodbury decided to

become its own direct grantee effective to ensure effective local control of these dollars.

HOME funds must be used to further affordable housing purposes while CDBG dollars have a wide range of

eligible uses including but not limited to economic development, housing, infrastructure, parks and recreation,

public facilities and public services.


Compliance with 2015-2019 Consolidated Plan

HUD Projects outlined in the 2018 Annual Action Plan as approved by the City Council on May 9, 2018

PRIORITIES

Continue to provide supplemental funding to the Woodbury HRA loan programs.

Analyze the CDBG program for potential neighborhood-scale park, trail and/or infrastructure uses.

BUDGET HIGHLIGHTS

Woodbury’s HUD program runs on a July to June program year and the allocation of funds is governed by the

City’s Annual Action Plan which is approved by the City Council each spring prior. For the purpose of this

budget document, the main HUD-funded projects are:

$131,000 of HOME and $212,600 of CDBG will be used to supplement the HRA loan programs. (The

availability of this fund source allowed the City to reduce the amount of its municipal HRA levy by

$100,000 beginning in 2011.)

$177,400 of CDBG will be used to provide equipment replacement and related upgrades to Odawa and

Potawatomi Parks.

Additionally, $40,000 of CDBG is reserved for program administration.

103



$-

$75,000

$150,000

$225,000

2015 2016 2017 2018 Estimated

2019

$44,519 $48,427 $48,822

$68,415 $68,415

$180,769 $178,535 $191,135

$205,884 $205,884

Award

Year

CDBG and HOME Annual Awards

HOME CDBG

104




2018



-$ -$ -$ -$ -$

Revenues:

4349 HOME Investment Partnerships Program - HOME Award 2019 - - - - 68,415

4349 HOME Investment Partnerships Program - HOME Award 2018 - - - 5,832 62,583

4349 HOME Investment Partnerships Program - HOME Award 2017 - - - 48,822 -

4349 HOME Investment Partnerships Program - HOME Award 2016 - - - 48,427 -

4349 HOME Investment Partnerships Program - HOME Award 2015 - 6,537 - 37,982 -

4349 HOME Investment Partnerships Program - HOME Award 2014 34,325 19,163 - - -

4349 HOME Investment Partnerships Program - HOME Award 2013 15,750 - - - -

4350 Community Development Block Grant - CDBG Award 2019 - - - - 205,884

4350 Community Development Block Grant - CDBG Award 2018 - - - 35,901 169,983

4350 Community Development Block Grant - CDBG Award 2017 - - - 191,135 -

4350 Community Development Block Grant - CDBG Award 2016 - - 31,024 147,511 -

4350 Community Development Block Grant - CDBG Award 2015 - 84,778 95,991 - -

4350 Community Development Block Grant - CDBG Award 2014 38,675 147,296 - - -

4350 Community Development Block Grant - CDBG Award 2013 57,109 - - - -

4379 Unrealized Gains/Losses on Investments (4) - - - -

4381 Investment Earnings 67 - - - -

Loan Repayments - HOME & CDBG Programs 95,614 96,923 67,466 118,329 54,135

Total Revenue 241,536 354,697 194,481 633,939 561,000

Expenditures:

CDBG Program Administration 22,407 30,020 31,812 38,900 40,000

Projects-HOME - Loan Pool 54,250 27,125 - 54,300 131,000

Projects-HOME - Redevelopment - - - 165,539 -

Projects-CDBG - Loan Pool 164,879 56,366 29,358 81,400 212,600

Projects-CDBG - Park Projects and Redevelopment - 241,186 133,311 293,800 177,400


-$ -$ -$ -$ -$


Ending Fund Balance

(excludes loans receivable balance)

PROJECTS

2019

Budget

Projects:

HOME:

5624 Supplement to HRA Loan Programs 131,000$

CDBG:

5624 Supplement to HRA Loan Programs 212,600

Park Projects and Redevelopment 177,400

Subtotal 390,000

Total Projects 521,000$

105


ECONOMIC DEVELOPMENT AUTHORITY FUND

PROGRAM DESCRIPTION

The Economic Development Authority (EDA) mission is to retain, expand and recruit diversified business

development which provides varied and broad job opportunities for the purpose of maintaining the community’s

high quality of life.

The EDA was created by the City Council in 1988 to encourage development of the City’s tax base. The EDA

may issue financing to or otherwise subsidize qualifying businesses. The Mayor and City Council members

serve as the EDA President and Commissioners.


2018 Economic Development Strategic Plan implementation

Business retention and expansion

Business attraction

PRIORITIES

Implementation of 2018 Economic Development Strategic Plan.

BUDGET HIGHLIGHTS

The 2019 budget varies by less than one-half of a percent from the adopted 2018 budget. The primary

area that EDA resources are allocated to is the marketing of the community.

106


ECONOMIC DEVELOPMENT AUTHORITY FUND


Object 2015 2016 2017 2018 2019


1,135,292$ 1,142,132$ 1,143,820$ 1,120,834$ 1,060,034$

Revenues:



4386 LMCIT Dividends 473 724 168 500 200

4395 Miscellaneous Revenue - Conduit Debt Fee - 100,000 - - -

Total Revenue 13,458 111,219 12,438 17,500 19,600

Expenditures:

5301 Professional Services 10 353 25,831 50,000 50,000

5305 Professional Services - Legal - 51 100 700 500

5307 Professional Services - Auditing 500 500 500 500 500

5313 Postage 173 1 - 200 200


5321 Use of Personal Auto - - 66 - -

5331 Legal Notices - 146 - - -

5353 Insurance 878 875 876 900 900


5405 Travel & Training - 271 8 - -

5701 Transfer Out - HRA Fund - 100,000 - - -


1,142,132$ 1,143,820$ 1,120,834$ 1,060,034$ 1,001,534$


Ending Fund Balance


107


HOUSING AND REDEVELOPMENT AUTHORITY FUND

PROGRAM DESCRIPTION

The City of Woodbury created a Housing and Redevelopment Authority (HRA) in December of 2006 to assist

in the development or creation of affordable housing and to reduce or eliminate blight. The primary funding

source of the HRA is the HRA levy. These funds have been used in the past for activities such as the purchase of

land for future affordable housing in City Walk, funding the HRA loan programs and paying the salary and

benefit costs of the City’s Housing and Economic Development Coordinator. The Mayor and City Council

members serve as the HRA Chair and Commissioners.

The HRA budget attempts to balance the funding of programs important to the City with maintaining as small of

a tax burden as feasible. State statutes mandate that an HRA levy may not exceed 0.0185 percent of taxable

market value in the City. The 2019 market value of the City of Woodbury is estimated to be $9,174,063,600

which would allow for a maximum 2019 HRA property tax levy of $1,697,201. As such, the 2019 HRA levy of

$250,000 represents about 14.7 percent of the potential HRA property tax levy.

MISSION CRITICAL / HIGH IMPACT D ELIVERABLES

Coordinate HRA loan pool

Begin analysis of the structure and timing of a future Housing Action Plan, following the final adoption

of the 2040 Comprehensive Plan

PRIORITIES

Issuance of HRA loans: Continue to coordinate and issue the loans from the three HRA loan programs.

Woodbury First-Time Homeownership Program

Woodbury Foreclosure Purchase Program

Woodbury Home Improvement Fund

Education and Marketing: The HRA loan programs require marketing and homeowner education to be

successful. Staff will modify tactics to reach new audiences, contractors and stakeholders.

Develop strategies to determine and meet the needs of affordable senior housing.

Partner with planning and code enforcement staff to determine appropriate roles of the Authority

regarding aging housing stock. This may include a restructuring of the Woodbury Home Improvement

Fund.

Modify and update housing policies as part of the 2040 Comprehensive Plan process.

Evaluate progress toward status as a sustainable revolving loan pool.

108



BUDGET HIGHLIGHTS

The HRA levy is $250,000, the same levy as previous years. The HRA funds the City’s Housing and

Economic Development Coordinator position less eligible labor reimbursements from the HUD fund.

The 2019 HRA budget establishes a $500,000 loan pool which will be analyzed throughout the course

of the year and adjusted mid-year as needed.


Object 2015 2016 2017 2018 2019


1,532,686$ 1,707,364$ 1,429,472$ 1,391,877$ 1,016,477$

Revenues:

4311 HRA Housing Levy 250,000 250,000 250,000 250,000 250,000

4311 Less Market Value Homestead Credit (31) (29) (26) - -

4311 Estimated Property Tax Delinquencies

and Refunds for Tax Court Petitions (4,264) (1,150) 1,117 (2,500) (2,500)

4352 Market Value Homestead Credit 31 29 26 - -



Loan Repayments-Principal 232,287 261,414 181,062 56,700 108,000

4384 Loan Repayments-Interest 47,391 56,518 70,667 84,700 85,200

4386 LMCIT Dividends 315 494 123 200 200

4395 Conduit Debt Fee - 67,600 136,287 - -

4395 Miscellaneous Revenue/Reimbursed Loan Wire Bank Fees 112 924 263 - -

4420 Transfer In - EDA Fund - 100,000 - - -

Total Revenue 543,568 749,382 654,276 403,200 459,900

Expenditures:

5165 Labor Reimbursement 90,256 100,762 102,212 102,900 109,000

5301-5431 Operating Expenditures 60,216 87,464 59,759 75,700 61,500

Loan Program Disbursements 218,418 839,048 529,900 600,000 500,000

Total Expenditures 368,890 1,027,274 691,871 778,600 670,500

1,707,364$ 1,429,472$ 1,391,877$ 1,016,477$ 805,877$


Ending Fund Balance


PROGRAMS

2019

Budget

Loan Programs:

Woodbury Foreclosure Purchase Program 75,000$

Woodbury First Time Homeownership Program 400,000

Woodbury Home Improvement Fund 25,000

Total Programs 500,000$

109



$-

$100,000

$200,000

$300,000

$400,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 Proposed

2019

$350,000

$250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000

Levy

A

mou

nt

Year

Housing Levy Amount

110




Object 2015 2016 2017 2018 2019


5165 Labor Reimbursement 90,256$ 100,762$ 102,212$ 102,900$ 109,000$

5220 Operating Supplies - Small Equipment - 61 - - -

5301 Professional Services - General 24 72 103 100 200

5301 Professional Services - Admin of Loan Programs 27,985 79,948 53,381 64,000 49,000

5305 Professional Services - Legal 3,313 978 1,345 3,300 3,300


5311 Telephone 540 545 600 600 600

5313 Postage 11 2 - - -

5317 Advertising & Promotions 210 2,753 785 3,600 4,100


5331 Legal Notices - 160 - - 200

5353 Insurance 878 875 876 900 900

5402 Dues and Subscriptions 854 970 970 1,000 1,000

5405 Travel & Training 182 163 894 400 400

5407 Projects-Development Assistance - - - 1,200 1,200

5431 Loan Principal & Interest Deemed Uncollectible 25,544 - - - -

5750 Loan Wire Bank Fees 112 413 275 - -



CITY OF WOODBURY CAPITAL PROJECT FUNDS

Park Dedication Fund

Tax Abatement Plan I-94 Region Fund

Street Reconstruction/Maintenance Fund

Capital Improvement Fund

Community Investment Fund

112


PARK DEDICATION FUND

The Park Dedication Fund includes fees collected from new developments to satisfy park dedication

requirements as outlined in City ordinance. The only construction projects in 2019 is for the completion of the

redevelopment of Ojibway Park, which started in 2018 and the Miller Barn Restoration. Preparation of a master

plan for Valley Creek Park is the other major expenditure planned for 2019.


2018



1,708,129$ 2,354,745$ 2,829,135$ 3,815,708$ 3,182,608$

Revenues:

4352 MN Historical and Cultural Heritage Grant -$ -$ -$ -$ 160,000$



4395 Property Rent 21,141 21,635 23,965 24,000 17,600

4397 Park Dedication Fees 658,000 586,600 1,039,440 555,000 467,500

4420 Transfers In - Capital Improvement Fund - - - 600,000 600,000

Total Revenue 700,999 630,890 1,097,993 1,219,000 1,306,600

Expenditures:

Projects 54,383 156,500 111,420 1,852,100 1,427,300

Total Expenditures 54,383 156,500 111,420 1,852,100 1,427,300

2,354,745$ 2,829,135$ 3,815,708$ 3,182,608$ 3,061,908$


Ending Fund Balance

PROJECT SUMMARY

2019

Budget

Projects:

Property Taxes - Open Space Parcels 2,300$

Miller Barn Restoration (Funded by Grant) 160,000

Ojibway Park Project 1,200,000

Valley Creek Community Park - Planning 65,000

Total Projects 1,427,300$

Project

113

TAX ABATEMENT PLAN I-94 REGION FUND

The Tax Abatement Plan I-94 Region Fund accounts for project costs in accordance with the tax abatement plan

adopted in 2004 with School District 834. In past budgets, the tax abatement plan revenues were used to retire

the internal loan created by the 2004/2005 I-94 Region street improvements. After the internal loan was retired

and the approval of the City Place utility and street improvements in late 2014, this capital project fund is now

budgeted to account for future street and utility improvement costs. The 2015 and 2016 fund deficiencies were

funded by a short-term advance of funds from the M.S.A. Roadway Construction Fund. No projects are planned

for 2019.


Object 2015 2016 2017 2018 2019


309,700$ (873,723)$ (7,904)$ 829,141$ 1,684,121$

Revenues:

4311 General Property Taxes 345,530 316,722 389,849 410,480 464,116

4312 Property Tax Abatement - School District #622 386,032 343,518 383,626 372,500 389,100

4313 Payment in Lieu of Taxes 53,152 53,582 61,499 58,000 -

4358 Local Grants & Aids - 307,218 - - -

4379 Unrealized Gains/Losses on Investments (201) - (1,049) - -

4381 Investment Earnings 2,947 - 3,120 14,000 35,000

4420 Transfer In - Major Roadway Special Assessments 750,000 802 - - -

4420 Transfer In - Trunk Water & Sanitary Sewer Fund 62,200 - - - -

Total Revenue 1,599,660 1,021,842 837,045 854,980 888,216

Expenditures:

5425 Project - City Place Utility & Street Improvements 2,783,083 156,023 - - -

Total Expenditures 2,783,083 156,023 - - -

(873,723)$ (7,904)$ 829,141$ 1,684,121$ 2,572,337$


Ending Fund Balance

114

ENGINEERING

STREET RECONSTRUCTION / MAINTENANCE FUND

The Street Reconstruction/Maintenance Fund accounts for street reconstruction projects in existing

developments. The revenue sources for this fund include a property tax levy, special assessments, municipal

state aid (MSA), transfers from other funds and investment earnings. The 2019 project is estimated at

$9,064,325 with project specific funding of $1,100,000 from the issuance of debt, $749,100 from prepaid

special assessments and $2,575,000 in transfers from the utility funds. The 2019 budget includes the 5.5 percent

funding increase approved by the City Council in the adopted 2019 – 2023 Capital Improvement Plan (CIP).

Projects are separately approved by City Council during the year.


2018



7,333,910$ 9,337,321$ 12,721,591$ 9,873,710$ 6,022,450$

Revenues:

4311 General Property Taxes 2,794,896 2,948,615 3,110,789 3,281,882 3,462,386

4358 Local Grants & Aids - - 445,913 266,666 -



4385 Proceeds from Debt Issuance 4,903,610 3,750,507 2,401,840 2,835,000 1,100,000

4412 Special Assessments - New Projects 1,596,596 1,638,939 1,653,792 1,439,785 749,100

4414 Special Assessments - Old Projects 52,670 47,695 43,745 42,000 37,500

4420 Transfer In - General Fund - 26,828 96,874 92,754 -

4420 Transfer In - M.S.A. Roadway Construction Fund - 5,911,590 - - -

4420 Transfer In - Storm Water Utility Fund 989,272 870,555 922,920 432,452 1,030,000

4420 Transfer In - Water/Sewer Utility Fund 71,846 100,595 75,938 750,414 1,545,000

Total Revenue 10,518,933 15,425,577 8,890,544 9,281,953 8,013,286

Expenditures:

Street Reconstruction/Maintenance Projects 8,403,873 11,932,726 10,429,529 12,696,213 8,653,425

Storm Water Quality Projects - - - - 410,900

Reclamite Maintenance Project - - - 350,000 -

2017 Project Encumbrances - - 1,280,000 - -

5701 Transfer Out - Roadway Rehab Projects 4,750 27,522 - - -

5701 Transfer Out - Debt Service Funds 79,662 53,005 - 57,000 16,500

5701 Transfer Out - General Fund 27,237 28,054 28,896 30,000 43,500

Total Expenditures 8,515,522 12,041,307 11,738,425 13,133,213 9,124,325

9,337,321$ 12,721,591$ 9,873,710$ 6,022,450$ 4,911,411$


Ending Fund Balance

115

CAPITAL IMPROVEMENT FUND

The Capital Improvement Fund accounts for all major acquisitions and projects of the General Fund. The

Capital Improvement Fund accounts for major equipment purchases, street landscaping associated with roadway

projects or general projects. Funding is provided by a property tax levy and debt issuance if needed. For 2019,

the property tax levy will increase 3 percent to account for new additions to the fleet and replacement cost

inflation. In accordance with adopted 2019 – 2023 Capital Improvement Plan, a $500,000 transfer in from the

General Fund is budgeted for 2019.


2018



12,609,823$ 12,365,330$ 14,371,389$ 14,344,274$ 9,087,300$

Revenues:

4311 General Property Taxes 2,023,304 2,084,003 2,125,683 2,178,825 2,244,190

4347 Federal Grants & Aids 41,142 - - - -

4352 Market Value Homestead Credit 3,608 3,528 - - -

4358 Proceeds from Cable Commission 224,268 287,729 227,744 230,000 230,000

4358 Local Grants & Aids 14,150 - - - 22,500



4382 Sale of Property 30,000 - 177,682 31,000 40,000

4395 Miscelleaneous Revenue - - 8,040 - -

4420 Transfer In - General Fund 500,000 2,616,809 2,473,824 500,000 500,000

4420 Transfer In - Risk Management Fund - 151,600 162,503 - -

Total Revenues 2,967,793 5,249,894 5,315,302 3,129,825 3,166,690

Expenditures:

5220 Small Equipment 96,029 345,113 300,948 173,000 594,300

5500 Capital Projects - Other 181,406 66,438 229,617 182,000 452,800

5504 Land & Improvements - - - 616,000

5510 Buildings & Structures 644,271 79,568 1,032,128 153,000 246,000

5512 Office Equipment/Systems 86,248 167,931 410,891 339,000 123,700

5514 Equipment 120,747 125,314 59,347 498,000 152,000

5514 Replacement Machinery and Rolling Stock 1,699,639 1,685,191 1,516,891 1,445,000 1,587,000

5514 New Machinery and Rolling Stock 301,546 507,922 227,895 365,000 70,000

2017 Project Encumbrances - - 1,564,700 - -

5701 Transfer Out - M.S.A. Roadway Construction Fund - 73,201 - - 300,000

5701 Transfer Out - Ojibway Park Improvement - - - 600,000 600,000

5701 Transfer Out - PW Expansion Project 82,400 - - 4,631,799 -

5701 Transfer Out - HSC Expansion Project - 193,157 - - -

Total Expenditures 3,212,286 3,243,835 5,342,417 8,386,799 4,741,800

12,365,330$ 14,371,389$ 14,344,274$ 9,087,300$ 7,512,190$ Ending Fund Balance


116


PROJECT DETAIL

Object 2019

No. Item Budget

5220 Small Equipment:

IT - Replacement City-wide Computers 267,000$

IT - Replacement City Hall/Public Works Plotters 16,000

CD/Finance - Replacement Office/Conference Room Chairs 13,300

Police - Replacement Radios 97,000

Police - Replacement Gas Masks 13,000

Police - Replacement Patrol Helmet/Vest-Critical Response Equipment 10,000

Police - Replacement Squad Video Cameras 10,000

Police - Replacement Interview Rooms Furniture 6,000

Police - New Rifle Suppressors 56,000

Police - New City Issued Patrol Phones 29,000

Fire - Replacement Paid-on-call Pagers 7,000

Fire - Replacement Radios 6,000

Fire - New Fire Protection Hoods 17,000

Parks - New Dugout Covers - HSC and Ojibway Park Fields 47,000

Subtotal 594,300

5500 Capital Improvements

Municipal Buildings - Public Works-Modular Workspace/Office Furnishings 308,000

Municipal Buildings - Fox Run Fire Station - Boiler Replacement 41,000

PW Administration/Fleet Services - Shelving and Storage Cabinets 10,800

Parks - Replacement Park Monument and Trail Signage 53,000

Parks - Remodel Park Restrooms 40,000

Subtotal 452,800

5504 Land Improvements:

Parks - City Hall and Carver Lake - Parking Lots 616,000

Subtotal 616,000

5510 Buildings and Structures:

Municipal Buildings - Fleet Services Backup Generator & Transfer Switch 154,000

Municipal Buildings - Fox Run Fire Station - Roof Replacement 92,000

Subtotal 246,000

5512 Office Equipment:

Administration - Agenda Management Module Updates 50,000

Administration - New Strategic Plan Manager Software 16,000

Communications - New eParticipation Solution Software 31,000

Police - New Live Scan Fingerprint Equipment 20,000

Emergency Preparedness - New Interoperable Radio Communication Equipment 6,700

Subtotal 123,700

5514 Equipment:

Fire - Replacement Turnout Gear Washer 8,000

Fire - Four New Turnout Gear Dryer 41,000

Streets - New Salt Brine System 45,000

Fleet Services - New Drive on Vehicle Lift 32,000

Fleet Services - New Floor Scrubber Rider 26,000

Subtotal 152,000

Total of Capital Improvement Projects 2,184,800$


117


PROJECT DETAIL - CONTINUED

Object 2019

No. Item Budget

5514 Machinery and Rolling Stock:

Police - Five Replacement SUV Squads 306,000$

Police - New 4-door Truck-Street Crimes 45,000

Fire - Replacement Grass Fire Truck 180,000

Streets - Two Replacement Dump Trucks 321,000

Streets - Replacement Spray Patcher (truck mounted) 220,000

Streets - Replacement Aerial Lift 164,000

Streets - Replacement Chipper 66,000

Streets - Replacement Message Board/Attenuator 30,000

Streets - Replacement Trailer 15,000

Streets - Replacement Compressor 14,000

Streets - Replacement Skidsteer Track Loader 8,000

Parks - Three Replacement Mowers 209,000

Parks - Replacement 3/4 Ton Truck 44,000

Parks - Two Replacement Skid Loaders 10,000

Parks - New Snow Plow/Bucket 25,000

Subtotal 1,657,000

Total Capital Improvement Fund 3,841,800$

118

COMMUNITY INVESTMENT FUND

The Community Investment Fund accounts for residual surpluses of matured or called debt service funds.

Expenditures of this fund are for projects that have City-wide benefit. This fund may also be used for internal

loans between funds.

Proposed for 2019 is the retirement of the 2010B Improvement Bonds at the February 1, 2019 call date. The

Community Investment Fund would provide $150,000 of funding for the bond call along with prepaid special

assessments in the debt service fund. This bond call will result in $48,300 of gross interest savings.

Also proposed through a 2018 budget adjustment is an internal loan of $4,750,000 for Woodbury’s share of the

HERO project with Cottage Grove and the State of Minnesota. The proposed loan terms include a 20-year

amortization, 3.35 percent interest rate and a loan issuance date of October 1, 2018. The annual payment from

property taxes is proposed at $330,100 with tax levy starting taxes payable 2018. This internal loan approach is

estimated to save $200,000 when compared to a traditional general obligation bond issuance.


2018



(excludes inter-fund loans receivable balance) 753,619$ 656,308$ 5,478,639$ 4,603,799$ 383,279$

Revenues:



4384 Loan Repayment - Interest -

HealthEast Sports Center Fund - 5,500 4,145 5,475 2,750

HERO Center Fund - - - - 185,100

Special Assessments 67,922 220,624 90,807 74,000 105,000

4428 Equity Transfer In - Debt Service Funds 329,112 4,351,938 75,707 - -

Loan Repayment - Principal -

HealthEast Sports Center Fund 25,000 160,455 161,810 370,005 372,730

HERO Center Fund - - - - 145,000

4430 Lions Veterans Memorial 26,000 36,000 37,886 - -

Total Revenue 457,689 4,822,331 422,851 529,480 899,080

Expenditures:

5301 Professional Services 5,000 - - - -

5301 Professional Services - Central Park Project - - 26,096 - -

5701 Transfer Out - Eagle Valley Golf Course Fund - - 672,695 - -

5701 Transfer Out - 2010B G.O. Improvement Bonds - - - - 150,000


Total Expenditures 5,000 - 882,691 - 150,000

Other:

Internal Loan to HealthEast Sports Center Fund 550,000 - 415,000 - -

Internal Loan to HERO Center Fund - - - 4,750,000 -

656,308$ 5,478,639$ 4,603,799$ 383,279$ 1,132,359$


Ending Fund Balance

CITY OF WOODBURY ENTERPRISE FUNDS

Water and Sewer Utility Fund

Storm Water Utility Fund

Street Lighting Utility Fund

HealthEast Sports Center Ice Arena / Field House Fund

Eagle Valley Golf Course Fund

120

PUBLIC WORKS

WATER AND SEWER UTILITY FUND

BUDGET SUMMARY

Current Financial Resources - January 1, 2019 9,437,050$

Projected Revenue:

Payments from Utility Customers -

Water Revenue 4,865,000$

Sewer Revenue 7,439,000

MN Testing Fee 145,700

Water Meter Sales 100,000

Penalties on Late Utility Payments 300,000

Total from Customers 12,849,700


Other Revenue 115,500


Projected Expenses:

Salary & Benefits 2,083,200

Operating Expenses 2,461,450

Metropolitan Council Environmental Services 4,550,000

Meter Replacement Program and Capital Outlay 1,784,000

Transfers Out 2,800,000

Total Expenses 13,678,650

Current Financial Resources - December 31, 2019 8,892,200$

121


REVENUE COMPARISON

2016 - 2019

2016 Actuals 2017 Actuals 2018 Adjusted Budget 2019 Proposed Budget

Water Sales 31.0% Water Sales 32.3% Water Sales 38.2% Water Sales 37.0%

Sewer Sales 59.3% Sewer Sales 58.7% Sewer Sales 54.7% Sewer Sales 56.6%

MN Testing Fee 1.3% MN Testing Fee 1.3% MN Testing Fee 1.1% MN Testing Fee 1.1%

Water Meter Sales 1.0% Water Meter Sales 0.9% Water Meter Sales 0.8% Water Meter Sales 0.8%

Penalties 3.1% Penalties 3.1% Penalties 2.3% Penalties 2.3%

Investment Earnings 1.5% Investment Earnings 1.6% Investment Earnings 1.9% Investment Earnings 1.3%

Miscellaneous/Transfers 2.8% Miscellaneous/Transfers 2.1% Miscellaneous/Transfers 1.0% Miscellaneous/Transfers 0.9%


Water Sales

31.0%

Sewer Sales

59.3%

MN Testing

Fee

1.3%

Water Meter

Sales

1.0%

Penalties

3.1%

Investment

Earnings

1.5%Miscellaneous/

Transfers

2.8%

2016 Actuals

Water Sales

32.3%

Sewer Sales

58.7%

MN Testing

Fee

1.3%

Water Meter

Sales

0.9%

Penalties

3.1%Investment

Earnings

1.6% Miscellaneous/

Transfers

2.1%

2017 Actuals

Water Sales

38.2%

Sewer Sales

54.7%

MN Testing

Fee

1.1%

Water Meter

Sales

0.8%

Penalties

2.3% Investment

Earnings

1.9%Miscellaneous/

Transfers

1.0%

2018 Adjusted Budget

Water Sales

37.0%

Sewer Sales

56.6%

MN Testing

Fee

1.1%

Water Meter

Sales

0.8%

Penalties

2.3%Investment

Earnings

1.3%Miscellaneous/

Transfers

0.9%


122


EXPENDITURES COMPARISON

2016 - 2019

2016 Actuals 2017 Actuals 2018 Adjusted Budget 2019 Proposed Budget

Personal Services 17.1% Personal Services 13.5% Personal Services 13.3% Personal Services 15.2%

Operating Services 22.3% Operating Services 17.0% Operating Services 16.9% Operating Services 18.0%

MCES Wastewater 41.9% MCES Wastewater 33.5% MCES Wastewater 29.1% MCES Wastewater 33.3%

Capital Outlay 5.7% Capital Outlay 26.1% Capital Outlay 27.5% Capital Outlay 13.0%

Transfers-Out 13.0% Transfers-Out 9.9% Transfers-Out 13.2% Transfers-Out 20.5%


Personal

Services

17.1%

Operating

Services

22.3%

MCES

Wastewater

41.9%

Capital Outlay

5.7%

Transfers-Out

13.0%

2016 Actuals

Personal

Services

13.5%

Operating

Services

17.0%

MCES

Wastewater

33.5%

Capital Outlay

26.1%

Transfers-Out

9.9%

2017 Actuals

Personal

Services

13.3%

Operating

Services

16.9%

MCES

Wastewater

29.1%

Capital Outlay

27.5%

Transfers-Out

13.2%

2018 Adjusted Budget

Personal

Services

15.2%

Operating

Services

18.0%

MCES

Wastewater

33.3%

Capital Outlay

13.0%

Transfers-Out

20.5%


123

PUBIC WORKS


OPERATING REVENUES

2018



4401 Water Revenue 3,219,719$ 3,245,354$ 3,631,327$ 4,856,800$ 4,865,000$

4404 Sewer Revenue 5,625,425 6,211,073 6,610,542 6,963,800 7,439,000

4408 MN Testing Fee 137,808 139,384 141,440 143,700 145,700

4400 Water Meter Sales 89,426 108,074 103,978 100,000 100,000

4389:4402 Penalties 225,001 326,469 345,885 290,000 300,000

Total Operating Revenues 9,297,379 10,030,354 10,833,172 12,354,300 12,849,700



Other Revenue 114,111 287,702 241,578 129,700 115,500



Item

2018

2015 2016 2017 Adjusted 2019

Actual Actual Actual Budget Budget

Operations:

Revenues 9,606,089$ 10,474,731$ 11,252,932$ 12,727,800$ 13,133,800$

Expenses 8,167,167 8,853,636 9,259,013 9,819,900 10,349,650

Budget Amendments - - - 108,000 -

Estimated Underspending - - - - 306,000

Operating Income 1,438,922$ 1,621,095$ 1,993,919$ 2,799,900$ 3,090,150$

Operating Income Minimum Target 1,471,248$ 1,520,765$ 1,571,781$ 3,330,000$ 3,360,000$

Over(Under) Minimum Target Before Budget Amendments n/a n/a n/a (422,100)$ n/a

Over(Under) Minimum Target After Budget Amendments (32,326)$ 100,330$ 422,138$ (530,100)$ (269,850)$

2018

2015 2016 2017 Adjusted 2019

Actual Actual Actual Budget Budget

Reconstruction and Replacement:

Renewal and Replacement Costs 1,677,710$ 540,268$ 3,278,660$ 4,046,290$ 1,784,000$

Street Reconstruction Project Costs 71,846 100,594 75,938 750,414 1,545,000

Project Encumbrances - - 1,392,700 -

Total Reconstruction and Replacement Costs 1,749,556$ 640,862$ 4,747,298$ 4,796,704$ 3,329,000$

Water and Sewer Rate Study Results and Projections

Operating Income Target Supporting Reconstruction and Replacement Costs

124

PUBLIC WORKS


WATER

PROGRAM DESCRIPTION

The mission of the Utility Division is to provide safe, reliable sanitary sewer and potable water systems to the

community. This is accomplished through the pride and dedication of trained, licensed, professional personnel.

The Water Utility Division is funded through charges to Woodbury property owners connected to the City’s

potable water system. These funds are used for the maintenance, operation and management of the City’s water

supply, storage, and distribution system. These funds also finance potable water system planning studies, such as

the Wellhead Protection Program, groundwater monitoring and well field studies as well as Utility Division

support services by other divisions. The water system includes wells, storage facilities, distribution lines, valves

and fire hydrants. This budget also finances activities required by the Safe Drinking Water Act (SDWA), the

Minnesota Department of Health (MDH) and the Minnesota Department of Natural Resources (DNR). Activities

and requirements include water quality testing, providing an annual Water Quality Report, studies and reporting

pumping and water usage.


Operate, inspect, maintain and repair potable water system

Provide great customer service

PRIORITIES

Implement and complete the rehabilitation of two production wells.

Evaluate and implement water efficiency programs including the continuation of water efficiency

incentive program for commercial irrigation and the design and implementation of water efficiency

incentive program for residential irrigation.

Maintain implementation of the meter replacement program to ensure accuracy of water sold and maintain

aging infrastructure.

BUDGET HIGHLIGHTS

5308 Professional Services: Water Efficiency ($200,000) – City wide programs to improve water

efficiency for commercial and residential irrigation use. These efforts are in line with the City’s goal of

striving towards flat water use through 2030 and when implemented will extend the time frame and

potentially reduce the need for additional new wells.

5425 Contractual Services: ($165,100) – Approximately one-third of the City’s gate valves are exercised

each year. Functioning gate valves are critical for effective water system operation. In 2019, exercising

and maintenance will be completed in the west part of the City where infrastructure is substantially older

and has historically had a higher maintenance need and cost.

125

PUBLIC WORKS


WATER


5501 Residential Water Meter Replacement Program: ($300,000) – The average life expectancy of a

residential water meter is approximately 14-16 years. Following the completion of a water meter study in

2016, over 4,000 residential meters in excess of 25 years old were identified in the City. Within the next

five years an additional 7,000 plus meters will age to in excess of 20 years. In 2017 an ongoing meter

replacement program was implemented. This program is necessary to maintain aging infrastructure,

reduce the backlog of meters in service beyond designed life expectancy, and minimize current and future

unaccounted water. The division met its first year goal of replacing over 1,000 meters and in line with the

program expects to replace approximately 1,500 meters in 2019.

5510 Buildings and Structures: Standpipe Pit Project ($60,000) – Due to aging infrastructure and a 1964

construction, water intrusion has caused safety and operational concerns. Mitigation, including the

removal of electrical equipment from wet conditions, is required for proper operation.

5510 Buildings and Structures: Tower Drive Water Main Lining/Replacement ($215,000) and Interstate

Water Main Replacement ($400,000) - The water main on Tower Drive is cast iron pipe and over 55 years

old. The line is at or exceeding its anticipated designed life expectancy. Following the Public Works

building project, this main may need to be lined or replaced prior to replacing the street. Acoustical testing

has been recently completed on this stretch of pipe as well as on the water mains crossing the interstates

following a catastrophic failure in Oakdale to help in the assessment of their condition and determine

maintenance needs. At the time of the document, results of the assessment are pending. Based on age and

type, it is anticipated the need for rehabilitation/replacement of some of the mains is likely.

The City’s irrigation water charges for residential, homeowners’ associations, apartments, institutional,

commercial and industrial per 1,000 gallons is proposed to increase from $2.53 to $2.74 per 1,000 gallons

for 2019.

The 2019 water and sewer rate increases are discussed in detail in the budget transmittal letter.

126

PUBLIC WORKS


WATER


2019

Position Budget

Salaries - Regular:

Utilities Division Manager 0.50

Assistant Utilities Supervisor 0.50

IT Technician 0.50



Utility Billing Technician 1.00

Subtotal 9.50


Environmental Technician 0.36


Meter Readers 0.75


Subtotal 2.54


127

PUBLIC WORKS


WATER


2013 2014 2015 2016 20175 Year

AverageGoal

Water Quality

1) Customer-Initiated Work Orders 157 153 53 97 98 112

2) Safe drinking water standards met Yes Yes Yes Yes Yes NA

Water Use

3) Number of days on elevated water restrictions 0 0 0 0 0 0

4)Residential per capita served water usage (gallons

per day)96 83 83 78 80 84 75

5)Percentage of total water pumped that is

unaccounted for2.5% 3.0% 3.8% 3.2% 5.0% 3.5% <10%

Water System Infrastructure

6) Number of watermain breaks / leaks 30 29 16 42 14 26

Charges and Claims

7) Number of claims resulting in payment 174 2 0 1 2 36

8) Amount paid in claims $487,145 $3,246 $0 $725 $14,097 $99,105

2013 2014 2015 2016 20175 Year

AverageGoal

Water Supply, Storage, and Distribution

9)Average length of time per service disruption

(hours)4.1 3.6 1.2 3.0 1.8 2.7

10)Number of water connections affected by service

disruptions due to repairs268 120 68 146 159 152

11)Average cost of operation and maintenance and

repair per mile of water main$6,731 $5,881 $5,600 $5,793 $5,878 $5,977

12) Number of water storage sites 6 6 6 6 6 6

13) Number of wells 17 18 18 18 19 18

14) Number of gallons pumped (millions) 2,755 2,398 2,420 2,461 2,590 2,525

15) Number of hydrants flushed 3,316 3,434 3,560 3,592 3,536 3,488

16) Number of miles of water main 293 298 300 304 309 301

17) Number of valves 5,431 5,541 5,614 5,705 5,836 5,625

Meter Reading

18) Average cost per 100 residential meters read $80.11 $79.51 $66.42 $68.39 $75.93 $74.07

19) Average cost per 100 commercial meters read $83.00 $57.17 $47.02 $35.48 $38.60 $52.25

20) Number of commercial meters read 12,491 12,547 12,925 13,116 13,134 12,843

21) Number of residential meters read 79,871 83,097 89,955 84,229 83,603 84,151

22) Number of water connections 21,578 21,961 22,292 22,597 22,962 22,278

23)Percentage of residential meters read per cycle by

the 25th of the month100.0% 100.0% 100% 100.0% 75% 95% 100%

Water/Sewer Locate Requests

24) Average cost per water/sewer locate request $11.53 $9.04 $11.16 $15.13 $12.94 $11.96

25) Number of water/sewer locate requests 12,241 10,490 9,947 10,627 10,555 10,772

Measure


Measure


128

PUBLIC WORKS


WATER

OPERATING BUDGET – FUND NUMBER 501-075

2018






5141 F.I.C.A. 42,927 43,454 45,554 55,700 58,600

5142 P.E.R.A. 42,555 42,996 44,867 52,000 54,500





5159 Change in Compensated Absences (8,958) (5,794) 9,451 11,500 15,300

5165 Labor Reimbursement 7,180 2,337 1,034 - - Subtotal 804,349 814,404 848,056 978,200 1,041,600

5201 Office Supplies 540 773 319 1,000 1,000

5203 Office Supplies-Printed Forms 74 219 1,190 1,000 1,000





5222 Cost of Goods Sold - Water Meters 76,616 96,022 89,883 90,900 88,000


5303 Professional Services-Engineer 38,386 2,600 - 68,000 8,000

5305 Professional Services-Legal - 1,831 - 1,500 1,500

5306 Professional Services-Hiring 2,350 1,453 482 1,000 750


5308 Professional Services-Studies 211,509 169,990 220,449 306,200 236,500

5311 Telephone 8,967 9,304 10,642 13,800 10,500

5313 Postage 22,867 21,685 23,080 26,300 26,300



5353 Insurance 36,518 37,054 33,948 34,800 34,700


5362 Utilities-Gas 240 251 553 900 900


5366 Electric Interim Rate Refund (11,722) (3,044) (5,275) - -

5367 Water/Sewer Utilties-Other Government Agency 1,543 4,237 5,577 5,800 8,100



5372 Repair & Maintenance-Water Meters 13,742 11,716 16,687 13,900 18,900

5374 Repair & Maintenance-Office Equipment 4,413 1,253 906 3,500 2,500

5375 Repair & Maintenance-Vehicle & Equipment 528 637 810 2,300 1,800



5392 Rental - - 1,354 1,000 1,000



5405 Travel & Training 4,618 9,653 10,652 11,800 11,300


5431 Uncollectible Accounts/Over-Short - - 818 - -

5433 Small Balance Write Off -<$10 (265) (318) (325) - -

5434-35 Late Fees /Early Discounts Taken (12) 59 (11) - - Subtotal 1,644,122 1,803,565 1,703,269 1,967,600 1,936,650

Personal Services:

Operating Expenses:


129

PUBLIC WORKS


WATER

OPERATING BUDGET – FUND NUMBER 501-075 - CONTINUED

2018



5500 Capital Improvements - Replacement Schedule - 4,164 51,284 - -

5501 Water Meter Replacement Program 72,180 17,236 133,073 205,000 300,000

5510 Buildings & Structures 1,422,923 142,015 168,558 1,700,000 975,000

5512 Furniture & Office Equipment 18,415 - - - 10,000

5514 Machinery & Equipment 72,889 29,703 389,508 192,500 182,000 Subtotal 1,586,407 193,118 742,423 2,097,500 1,467,000

5701 Transfer to General Fund 520,689 536,310 552,399 570,600 588,600

5701 Transfer to Debt Service Funds 45,299 45,169 45,404 45,000 55,000

5701 Transfer to Street Reconst/Maint. Fund Projects 35,923 50,297 37,969 375,207 820,000

2017 Project Encumbrances - - 569,000 - - Subtotal 601,911 631,776 1,204,772 990,807 1,463,600


Transfers:

Meter Replacement Program and Capital Outlay:


Object 2019

No. Item Budget

5501 Water Meter Replacement Program

Water Meter Replacements 300,000$

Subtotal 300,000

5510 Buildings & Structures

Well #13 & #17 Rehabilitation 300,000

Interstate Water Main Replacement 400,000

Tower Drive Water Main Lining/Replacement 215,000

Standpipe Pit Project 60,000

Subtotal 975,000


Cabinets/Work Table/Shelving 10,000

Subtotal 10,000


Replacement Generator 98,000

New Generator 51,000

Replacement 3/4 Ton Truck 23,000

Replacement Fuel Trailer 10,000

Subtotal 182,000

Total Capital Outlay 1,467,000$

130

PUBLIC WORKS


SEWER

PROGRAM DESCRIPTION

The mission of the Utility Division is to provide safe, reliable sanitary sewer and potable water systems to the

community. This is accomplished through the pride and dedication of trained, licensed, professional personnel.

The Sanitary Sewer Division is funded through charges to Woodbury property owners connected to the City’s

sanitary sewer collection system. These funds are used for the maintenance, operation and management of the

City’s sanitary sewer collection and lift station systems. The sanitary sewer system includes collection mains,

force mains, lift stations and manholes. This budget funds maintenance activities necessary to ensure a safe and

efficient collection system. Sanitary sewer treatment is done by the Metropolitan Council Environmental Services

(MCES). These costs are also funded from this budget.


Operate, inspect, maintain and repair sanitary sewer system

Provide great customer service

PRIORITIES

Complete scheduled cleaning, inspection, maintenance and repairs to the sanitary sewer system to

minimize the risk of blockages and back-ups.

Continue implementation of the greater than 12-inch sanitary inspection and maintenance program.

Complete rehabilitation design of lift station 5 ensure improved reliability and safety.

Continue the implementation of the sanitary inspection and maintenance program to assess and maintain

aging infrastructure in pipes greater than 12-inch.

Increase footage of televised and assessed sanitary infrastructure to maintain adequate assessment of

system condition and to minimize backup and other operational concerns.

BUDGET HIGHLIGHTS

5367 Water/Sewer Utilities – Other Government Agencies: $22,300 increase due to rate increases from

Newport and Cottage Grove.

5427 Contractual Services – MCES: 6.3 percent increase in the MCES municipal waste water charge.

5510 Building and Structures: Sanitary Lift Station Rehabilitation Design and Specifications ($75,000) –

Lift Station #5 is the last of five sanitary lift stations to be rehabilitated. Due to design differences and

specific requirements, it is a standalone project.

5510 Building and Structures: Southeast Sanitary Trunk Main Design and Specifications ($50,000) –

Assess the condition of this large trunk sanitary sewer main to determine repair and lining needs due to

aging and failures in infrastructure.

131

PUBLIC WORKS


SEWER


2019

Position Budget

Salaries - Regular:

Utilities Division Manager 0.50

Assistant Utilities Supervisor 0.50

IT Technician 0.50




Subtotal 9.50


Environmental Technician 0.36


Meter Readers 0.75


Subtotal 2.54


132

PUBLIC WORKS


SEWER


2013 2014 2015 2016 20175 Year

Average

Sanitary Sewer Infrastructure

1) Number of sewer blockages 2 2 4 0 1 2

2) Actual operating cost per capita served* $56 $73 $71 $76 $79 $71

3) MCES cost per capita served $54 $53 $51 $55 $61 $55

4) MCES rate per 1,000 gallons $2.14 $2.08 $2.35 $2.48 $2.48 $2.31

Charges and Claims

5)Metropolitan Council Environmental

Services surcharge penalty cost$0 $0 $0 $0 $0 $0

6) Number of claims resulting in payment 7 0 0 0 0 1.4

7) Amount paid in claims $85,661 $0 $0 $0 $0 $17,132

* Excludes MCES costs

2013 2014 2015 2016 20175 Year

Average

8) Number of feet of sewer line jetted 391,819 241,700 244,662 438,492 355,386 334,412

9) Number of feet televised 74,102 104,866 133,200 90,723 68,627 94,304

10)Average time to correct main line blockages

(hours)0.50 0.2 0.0 0 0.2 0

11) Number of manholes 7,340 7,438 7,463 7,539 7,686 7,493

12) Number of miles of sewer mains 245 248 249 252 257 250

13) Number of sewer connections 21,105 24,405 21,723 21,958 22,374 22,313

Measure


Measure


133

PUBLIC WORKS


SEWER

OPERATING BUDGET – FUND NUMBER 501-085

2018






5141 F.I.C.A. 42,927 43,448 45,553 55,700 58,600

5142 P.E.R.A. 42,555 42,996 44,868 52,000 54,500





5159 Change in Compensated Absences (8,958) (5,794) 9,451 11,500 15,300 Subtotal 797,170 812,061 847,021 978,200 1,041,600

5201 Office Supplies 511 869 337 1,000 1,000




5216 Operating Supplies-Motor Fuels & Lubricants 585 807 747 - -

5217 Operating Supplies-Hand Tools 730 1,210 3,308 2,000 1,500



5303 Professional Services-Engineer 10,260 76 - 20,000 10,000

5305 Professional Services-Legal - - - 1,000 1,000

5306 Professional Services-Hiring 2,350 1,503 482 1,000 750


5311 Telephone 8,680 9,244 10,535 13,900 10,600

5313 Postage 22,884 21,635 23,134 26,300 26,300



5353 Insurance 36,518 37,054 33,948 34,800 34,700


5362 Utilities-Gas - - 263 1,200 1,200



5367 Water/Sewer Utilties-Other Government Agency 2,668 16,442 18,754 19,600 41,900


5374 Repair & Maintenance-Office Equipment 1,715 108 - 3,500 2,500

5375 Repair & Maintenance-Vehicle & Equipment 4,053 4,130 47 15,500 14,000


5392 Rental - - - 1,000 1,000



5405 Travel & Training 8,340 11,657 7,914 10,700 11,000


5434-35 Late Fees /Early Discounts Taken (10) (9) (9) - -

Subtotal 347,750 308,365 427,221 523,400 524,800

Personal Services:

Operating Expenses:


134

PUBLIC WORKS


SEWER

OPERATING BUDGET – FUND NUMBER 501-085 – CONTINUED

2018



5427 Contractual Services-MCES 3,470,219 3,981,555 4,209,990 4,280,500 4,550,000

5510 Buildings & Structures - 317,737 1,857,123 1,490,103 125,000

5512 Furniture & Office Equipment 18,415 - - - 10,000

5514 Machinery & Equipment 72,888 29,413 679,114 458,687 182,000 Subtotal 91,303 347,150 2,536,237 1,948,790 317,000

5701 Transfer to General Fund 492,270 507,038 522,249 539,400 556,400

5701 Transfer to Debt Service Funds 45,299 45,169 45,404 45,000 55,000

5701 Transfer to Street Reconst/Maint. Fund Projects 35,923 50,297 37,969 375,207 725,000

2017 Project Encumbrances - - 881,700 - - Subtotal 573,492 602,504 1,487,322 959,607 1,336,400


Capital Outlay:

Transfers:

Metropolitan Council Environmental Services (MCES):


Object 2019

No. Item Budget

5510 Buildings & Structures

Lift Station Rehabilitation Design and Specifications 75,000$

Southeast Truck Sewer Lining Design and Specifications 50,000

Subtotal 125,000


Cabinets/Work Table/Shelving 10,000

Subtotal 10,000


Replacement Generator 98,000

New Generator 51,000

Replacement 3/4 Ton Truck 23,000

Replacement Fuel Trailer 10,000

Subtotal 182,000


135

PUBLIC WORKS


RATES FOR 2019

2018 2019

RESIDENTIAL RATE STRUCTURE - BILLED QUARTERLY

WATER

Administrative Charge $4.00 $4.00

Tier 1 1,000 to 25,000 gallons $1.25 $1.35

Tier 2 25,001 to 50,000 gallons $2.25 $2.35

Tier 3 50,001 to 75,000 gallons $3.25 $3.35

Tier 4 75,001 to 100,000 gallons $4.25 $4.35

Tier 5 over 100,000 gallons $5.25 $5.35

SANITARY SEWER

Sanitary Sewer (City) Flat Charge $26.00 $27.04

MCES Sewer - Minimum Charge 0-8,000 gallons $22.92 $24.36

MCES Sewer - Tier 1 per 1,000 gallons over 8,000 $3.05 $3.24

OTHER

Minnesota Test Fee per quarter $1.59 $1.59

COMMERCIAL RATE STRUCTURE - BILLED MONTHLY

WATER


Tier 1 per 1,000 gallons $1.25 $1.35

SANITARY SEWER

Sanitary Sewer (City) Flat Charge $9.75 $10.14

MCES Sewer - Minimum Charge 0-3,000 gallons $8.64 $9.18

MCES Sewer - Tier 1 per 1,000 gallons over 3,000 $3.05 $3.24

OTHER

Minnesota Test Fee per quarter $0.53 $0.53

IRRIGATION

Residential- Billed July and December


Tier 1 per 1,000 gallons $2.53 $2.74

Commercial-Billed Monthly

Administrative Charge per 1,000 gallons $4.00 $4.00

Tier 1 $2.53 $2.74

136

ENGINEERING

STORM WATER UTILITY FUND

PROGRAM DESCRIPTION

The Storm Water Utility Division represents funds received through stormwater utility charges to Woodbury

property owners. These funds are used for the maintenance, operation and management of the City’s surface water

system. The surface water system includes storm sewers and related structures, ditches, ponds, wetlands, lakes

and lift stations. Activities required under the City’s National Pollution Discharge Elimination System (NPDES)

Municipal Separate Storm Sewer System (MS4) permit are also funded from this budget. These activities include

studies, ordinance and policy development and review, education and outreach activities, documentation of permit

activities, compiling inspection and maintenance records, and completing an annual report for submission to the

Minnesota Pollution Control Agency (MPCA).


The storm water utility budget is utilized to manage the City’s surface water system. Mission Critical/High Impact

Deliverables related to storm water include:

Public Works—Storm Water System Objective

To protect property and the natural environment from flood damage by proper maintenance of the City’s

stormwater system.

Public Works—Storm Water MC/HI Tasks

Perform visual inspections and conduct required maintenance of one-fifth (1/5) of the storm sewer pipe,

catch basin, manhole and pond system annually.

Inspect all historic problem areas following major run-off events.

Inspect all sump manholes annually and clean as needed.

Sweep all City streets semiannually with spot cleaning conducted on an as needed basis.

Engineering—Storm Water System Objective

To design and implement a stormwater system that protects property and the natural environment.

To provide a surface water system that serves current and future residents by promoting healthy and

sustainable natural and built environments.

Engineering—Storm Water MC/HI Tasks

Minimize the number of structures affected by direct entry of stormwater.

Maintain high quality water resources.

Development and implementation of a Surface Water Management Plan.

Development of special plans, including lake management plans, and implementation of projects as a

result of those plans.

Development and enforcement of an Environmental Management Ordinance that reflects the City’s

objectives related to sustainability and protection of water resources.

Ensure compliance with NPDES permit requirements.

Provide development review to ensure surface water protection.

Provide environmental education.

137

ENGINEERING


PRIORITIES

Lake management plans for all Woodbury lakes are being completed and/or updated in cooperation with

South Washington Watershed District. Future activities and projects resulting from the lake management

plans may include barley straw treatments in select ponds, monitoring of key ponds in the watershed, in-

lake treatments to control phosphorus and Eurasian Watermilfoil harvesting.

A major maintenance objective to meet NPDES MS4 permit requirements is sediment removal from

stormwater ponds. Using the City’s Storm Water Asset Management Program database, all ponds are

being prioritized for assessment, inspection and maintenance activities on an annual basis.

Compliance with the City’s NPDES MS4 permit requirements is a major objective for the City’s surface

water management system. To help meet this objective, street rehabilitation projects include stormwater

retrofits.

Vegetation maintenance within infiltration basins and around ponds and wetlands is being explored as a

long-term management option.

To maintain the City’s surface water management system in such a way to protect against loss of life and

property.

To meet and fulfill all requirements of the Clean Water Act and state and local stormwater programs.

To improve the water quality of lakes and wetlands in the community and protect groundwater resources.

BUDGET HIGHLIGHTS

5404 Technology Support & Services: Increase of $4,200 for annual SCADA license and subscription fee

for Beehive asset management software.

A 2.9 percent rate increase is proposed for 2019.

138

ENGINEERING



2009 2011 2013 2015 20175 Year

Average

Surface Water Management

1)Percentage of residents rating street sweeping as



2013 2014 2015 2016 20175 Year

Average

2)Number of homes or businesses flooded by

stormwater 0 0 0 0 0 NA

3) Were NPDES MS4 permit requirements met?** Yes Yes Yes Yes Yes

4) Average of lake grades 2.4 2.3 2.3 2.2 2.3 2.3

5) Stormwater utility fee - single family residential $17.30 $17.30 $17.30 $18.30 $18.30 $17.70

2013 2014 2015 2016 20175 Year

Average

6) Annual cost of street sweeping per lane mile swept $216 $224 $222 $181 $170 $203

7) Miles of pipe 195 202 208 212 217 207

8) Number of publicly maintained ponds 497 497 579 584 601 552

9) Lane miles of curbed streets for sweeping 536 602 622 648 659 613

**NPDES MS4: National Pollutant Discharge Elimination System, Municipal Separate Storm Sewer Systems. To prevent

harmful pollutants from being washed or dumped into an MS4, operators must obtain a NPDES permit and develop

a stormwater management plan.


Measure


Measure


Measure

139

ENGINEERING


BUDGET SUMMARY



2,480,087$ 2,458,528$ 3,819,247$ 3,255,643$ 2,867,633$

Revenues:

4358 Local Grants & Aids 60,598 133,770 100,000 100,000 200,000



4407 Payments from Utility Customers 1,850,399 1,951,946 1,987,655 2,063,000 2,162,000

4420 Transfer In - Trunk Storm Sewer Funds - 1,710,000 - - 100,000

Total Revenue 1,941,374 3,822,370 2,129,524 2,222,600 2,516,100

Expenses:

5211 - 5425 Operating Expenses 300,377 405,846 336,173 337,500 376,900

Project Contributions 189,187 567,125 523,291 1,240,658 1,075,000

5701 Transfer Out 1,473,369 1,488,680 1,529,464 1,032,452 1,660,000


Total Expenses 1,962,933 2,461,651 2,693,128 2,610,610 3,111,900

2,458,528$ 3,819,247$ 3,255,643$ 2,867,633$ 2,271,833$

Beginning Current Financial Resources

Ending Current Financial Resources

140

ENGINEERING



2018



5211 Operating Supplies 810$ 1,276$ 1,014$ 2,200$ 2,500$


5301 Professional Services - General 68,014 105,874 131,682 93,500 115,000


5305 Professional Services-Legal 321 370 726 500 500

5307 Professional Services-Auditing 500 500 500 500 500

5311 Telephone 3,043 3,992 3,957 5,100 5,000

5321 Use of Personal Auto 913 671 1,155 1,100 1,100

5353 Insurance 3,033 2,897 2,631 2,800 2,800 5361 Utilities-Electric 37,304 49,569 47,472 30,000 38,500

5362 Utilities-Gas 948 1,207 1,295 1,500 1,500


5371 Repair and Maintenance-Buildings & Structures 106 - - - -

5379 Repair and Maintenance-Storm Sewers-Streets 113,668 134,293 82,534 130,000 125,000

5402 Dues and Subscriptions - 45 - - -


5405 Travel & Training 1,820 1,672 2,411 3,600 3,600

5435 Discounts Taken (3) - - - -

Subtotal 300,377 405,846 336,173 337,500 376,900

SCADA System Replacement - 10,185 93,517 - -

Pond Dredging Projects 167,972 406,892 368,411 1,108,658 950,000

EOF & Restoration Projects 21,215 150,048 61,363 132,000 125,000

Subtotal 189,187 567,125 523,291 1,240,658 1,075,000

5701 Transfer Out - General Fund 477,197 602,326 606,544 600,000 630,000

5701 Transfer Out - General Fund-Park Pavement Maintenance 6,900 15,800 - - -

5701 Transfer Out - Infrastructure/Water Quality Improvements 989,272 870,554 922,920 432,452 1,030,000


Subtotal 1,473,369 1,488,680 1,833,664 1,032,452 1,660,000


Transfers:

Operating Expenses:

Project Contributions:

RATES FOR 2019

2018 2019

RESIDENTIAL RATE STRUCTURE - BILLED QUARTERLY

STORM WATER

Single Family/Duplex/Twinhome per quarter $18.75 $19.30

Townhome (more than 2 units) per quarter $15.00 $15.45

COMMERCIAL RATE STRUCTURE - BILLED MONTHLY

STORM WATER

Storm Water per Residential Equivalent Unit $6.25 $6.44

141

PUBLIC WORKS

STREET LIGHTING UTILITY FUND

PROGRAM DESCRIPTION

The Street Lighting Utility Fund is an enterprise fund used to account for revenues collected from residents who

reside in an area where street lights are installed and the operational expenditures for those service areas.

The Street Lighting Utility Fund provides residential street lighting in the majority of the City. The function of

the Street Light Utility is to account for the charges paid to Xcel Energy and allocate to residents where the lights

are located. Residents receive quarterly bills for street lighting with the Water and Sewer Utility bills.

BUDGET HIGHLIGHTS

There is no increase in rates for 2019.


Object 2015 2016 2017 2018 2019


Beginning Current Financial Resources 721,502$ 815,513$ 887,978$ 957,356$ 1,041,056$

Revenues:



4406 Payments from Utility Customers 561,106 567,063 576,146 583,600 591,200

Total Revenue 569,288 574,489 585,657 598,300 610,000

Expenses:


5353 Insurance 323 356 371 400 400

5361 Payments to Xcel Energy 485,686 501,115 517,627 513,000 546,800

5366 Electric Interim Rate Refund (11,907) (622) (2,919) - -

5404 Technology Support & Services 675 675 700 700 700

Total Expenses 475,277 502,024 516,279 514,600 548,400

815,513$ 887,978$ 957,356$ 1,041,056$ 1,102,656$ Ending Current Financial Resources

142


HEALTHEAST SPORTS CENTER FUND

PROGRAM DESCRIPTION

The HealthEast Sports Center Ice Arena and Field House is a recreational facility primarily used by local youth,

sports organizations and other community-based user groups. The mission is to provide a well-maintained facility,

high quality playing surfaces and excellent customer service. The facility staff is responsible for the operation

and maintenance of two indoor full-service ice arenas, a full-sized indoor field house and an outdoor refrigerated

recreational skating rink. Services in the commons area include general customer service, skate rental/sharpening

and cafe operations.

The indoor ice rinks are utilized by the WAHC, WHS Hockey, WFSC and ERHS Girls Hockey, as their primary

indoor facility. The ice rinks are also utilized by other groups, mainly from the East Metro area, and for

recreational skating and skating lessons. The field house is utilized by the WAA, ERAA, WULAX, ERHS and

WHS. It also is used for rental by other groups, programs and special events.

There are also a variety of meeting spaces available for use and a community-based retail store for high school

sportswear. Summit Orthopedics leases space in the building for a clinic and wellness activities. HealthEast holds

the naming rights agreement, which includes the right to do a variety of community-based health care programs

at the facility.


Provide equitable use time between the local youth sports organizations, based on user agreements and

needs of each group balanced with program offerings and use by non-Woodbury organizations.

Provide a welcoming and inclusive environment through a variety of group and open programs.

Provide a well-maintained facility and set aside the necessary funds for routine maintenance and capital

replacement as the facility ages.

PRIORITIES

Operate the facility as an enterprise while recognizing the role as a community gathering place.

Develop operational efficiencies to control expenses in all areas.

Increase revenue through utilization of off-peak times for rentals and programing.

Continue expanded marketing and promotions through the strategic use of social media.

Continue work with Summit Orthopedics to expand wellness offerings to the community.

Work with HealthEast to offer health care programs to the community.

Continue to meet the 30 percent operating income financial objective.

Maximize and promote flexible use of the upper level lobby.

Expand non-athletic uses to promote increased community use.

Balance fees and revenues to build sufficient reserves to fund the Capital Improvement Plan.

143



BUDGET HIGHLIGHTS

4460 Ice Arena Programs: The increase is reflective of an increase on skating lesson rates.

4461 Ice Arena Rentals: The 2019 projection reflects a full year of a new prime rate and continuing to

provide volume discount rates for off-peak ice time to remain competitive in a market projected to be flat.

4462 Ice Arena Miscellaneous: The projected slight increase is due to hosting two extra games.

4465 Recreation Programs: The increase is reflective of more teams participating in adult leagues.

4467 Concessions Sales: Projection is based on data from first year of operations.

4468 Skate Services: A slight increase on both skate rentals and sharpening is projected.

5361 Utilities - Electric: This is reflective of actual usage and projected rates.

5362 Utilities - Gas: This is reflective of actual usage and rates.

5368 Community Solar Garden Program: This is the net savings based on actual results in 2018.

5371 Repair and Maintenance: This is decreasing as a result of more repairs completed by staff as opposed

to hiring contractors. However, unforeseen repairs can cause this line item to fluctuate.

5404 Technology Support & Services: There is a slight decrease projected based on allocations for 2019.

5423 Contractual Services - Recreational Programming: There is a slight increase projected based on

actual results due to more teams participating in adult leagues, which is offset by revenue.

5424 Contractual Services - Revenue: There is a slight decrease projected based from actual history and

projections for 2019.


2019

Position Budget

Salaries - Regular:

HealthEast Sports Center Manager 1.00

HealthEast Sports Center Specialist 1.00

Building Maintenance Technician 1.00


Subtotal 4.00


Various part-time positions 8.26

Subtotal 8.26


144




2009 2011 2013 2015 20175 Year

AverageGoal

1)

Percentage of respondents rating the HealthEast

Sports Center programs and facilities as excellent or

good in the community survey*

100% 90% 91% 93% 95% 94%

*Excludes don’t know/refused responses

2013 2014 2015 2016 20175 Year

AverageGoal


2) Operating income as a percentage of revenue 24.6% 19.8% 33.4% 33.4% 31.8% 29% 30%

(excluding debt, investment income and capital)

3) Operating income (margin) $253,839 $222,111 $522,998 $554,984 $525,289 $415,844 $550,000

Ice Arena Operations

4) Number of ice arena hours sold 3,669 3,867 3,819 3,788 3,700 3,751 3,687

5)Percentage of available prime season ice arena hours

rented 83% 81% 79% 82% 83% 82% 80%

6) Number of non prime hours sold 1,514 1,399

Field House Operations

7)Percentage of all available prime field house hours

rented94% 76% 84% 86% 86% 85%

8) Number of field house hours sold 904 609 1,574 1,754 2,049 1,378 1,670

9) Number of non prime hours sold 422 624

2013 2014 2015 2016 20175 Year

AverageGoal

10)

Number of participants in facility run ice arena

measurable programs (lessons, leagues, open

activities, high school games, ice show, outdoor rink)

14,703 24,798 34,192 27,812 23,267 24,954 30,000

11)Number of participants in open field house programs

(open walk/run, leagues, open activities, NYE event)3,478 7,057 21,097 27,185 29,043 17,572 12,000

Measure

Measure


Measure



145



BUDGET SUMMARY

Current Financial Resources - January 1, 2019 605,000$

Projected Revenue:

Ice Arena 935,000$

Field House 564,000

Other Income 313,400

Total Operational Revenue 1,812,400

Cell Tower Rental 23,598

Lease Revenue 136,634

Investment Income 18,100

Tenant Reimbursements 120,000


Projected Expenses: (less contributions to reserves)

Salary & Benefits 603,500

Operating Expenses 626,900


Tenant Expenses 120,000

Internal Loan Payments 375,480


Current Financial Resources - December 31, 2019 931,852$

146



OPERATING REVENUES

Object 2015 2016 2017 2018 2019


4460 Ice Arena Programs 145,879$ 159,259$ 159,263$ 161,500$ 169,000$

4461 Ice Arena Rentals 699,852 698,925 703,862 730,000 730,000

4462 Ice Arena Miscellaneous 39,501 28,587 32,509 33,000 36,000

Total Ice Arena Revenue 885,232 886,771 895,634 924,500 935,000

4463 Field House Programs 51,686 49,994 46,520 56,300 54,000

4464 Field House Rentals 427,462 472,646 484,903 497,100 510,000

Total Field House Revenue 479,148 522,640 531,423 553,400 564,000

4368 Facility Rental 7,203 8,892 10,824 9,400 12,000

4373 Lease Revenue - Store Space 1,200 1,200 1,217 1,200 1,400

4395 Other Revenue - Operational Rebates 7,142 10,594 8,780 9,000 9,000

4431 Late Payment Fees 666 9 - - -

4465 Recreation Programs 19,418 46,843 51,255 44,100 52,000

4466 Group Rental 1,190 303 86 1,000 1,000

4467 Concession Sales 106,488 89,577 105,521 147,500 138,000

4468 Skate Services 34,565 39,985 32,971 47,100 50,000

4469 Advertising Sales 25,000 25,000 15,500 50,000 50,000


Total Operation Revenue 1,567,252$ 1,631,814$ 1,653,211$ 1,787,200$ 1,812,400$

147




Object 2015 2016 2017 2018 2019





5141 F.I.C.A. 30,046 30,540 31,881 35,100 36,900

5142 P.E.R.A. 21,880 22,522 22,824 25,400 25,900




5159 Change in Compensated Absences 2,302 3,557 6,022 4,000 4,000 Subtotal 488,766 509,323 516,012 573,300 603,500

5201 Office Supplies 4,149 2,105 1,566 3,800 2,700

5209 Operating Supplies-Recreational Programing 240 1,271 1,431 1,200 1,300

5210 Operating Supplies-Revenue - - 3,506 11,000 7,500


5215 Operating Supplies-Uniform All 2,837 505 2,663 3,000 3,100


5235 Cost of Goods Sold-Accessories 527 683 2,175 1,500 1,500

5240 Cost of Goods Sold-Food 30,881 31,023 36,198 38,600 38,500

5241 Cost of Goods Sold-Beverages 27,098 19,765 22,358 26,900 26,000

5301 Professional Services-General 30 742 1,539 1,300 1,400

5306 Professional Services-Hiring 134 150 264 300 300


5311 Telephone 900 900 900 1,600 1,600

5313 Postage 36 26 26 200 200

5317 Advertising & Promotion 92 - 437 800 800

5321 Use of Personal Auto 185 28 - 300 300

5331 Legal Notices - - 223 - 300


5353 Insurance 6,510 14,196 21,878 18,400 19,000


5362 Utilities-Gas 12,662 6,226 6,725 7,000 7,300

5366 Electric Interim Rate Refund (3,725) - (2,591) - -


5371 Repair & Maintenance-Building & Structures 22,231 13,752 18,576 27,900 22,900


5385 Fleet Services Reimbursement 249 - 224 - -

5392 Rental 6,423 520 573 1,600 1,600



5405 Travel & Training 1,497 4,808 1,176 3,200 4,900

5423 Contractual Services-Recreational Programing 1,812 8,259 13,002 10,400 12,000

5424 Contractual Services-Revenue 59,124 74,371 71,737 80,000 76,000


5431 Uncollectible Accounts/Over-Short 30 25 854 - -

5434-35 Late Fees /Early Discounts Taken 64 (79) 103 - -

Subtotal 555,488 578,067 611,910 638,500 626,900

1,044,254 1,087,390 1,127,922 1,211,800 1,230,400

Personal Services:

Operating Expenses:

Total Operating Expenses Continued on next page

148



OPERATING BUDGET – FUND NUMBER 204 - CONTINUED

Object 2015 2016 2017 2018 2019


Operating Income 522,998$ 544,424$ 525,289$ 575,400$ 582,000$

Operating Income as a % of Revenues 33.4% 33.4% 31.8% 32.2% 32.1%

Operating Income as a % of Revenues - Minimum Target 30% 30% 30% 30% 30%

5500 Capital Improvement - Replacement Schedule 15,402 7,500 84,140 74,500 45,000

5510 Buildings and Structures 2,562 49,732 - 115,000 -

5514 Machinery & Equipment 151,166 - 7,766 - 13,000

Subtotal 169,130 57,232 91,906 189,500 58,000

4370 Cell Tower Rental - - (22,742) (22,639) (23,598)

4373 Lease Revenue - Summit Orthopedics - (95,095) (132,625) (134,614) (136,634)

4379 Unrealized Gains/Losses on Investments 73 220 1,463 - -

4381 Investment Income (1,069) (878) (4,350) (2,900) (18,100)

4382 Sale of Property - - (23,250) - -

4395 Miscellaneous Revenue - Non-Operating (30) - (1,650) - -

4470 Tenant Reimbursements - (10,560) (55,468) (118,900) (120,000)

5301 Professional Services - Real Estate Broker Fees 83,734 - - - -

5361 Prior Period - Utilities - - 34,564 - -

5361 Utilities-Electric - Tenant Reimbursement - - 20,964 18,000 20,000

5384 Property Taxes - Tenant Reimbursement - - 34,504 100,900 100,000

5601 Debt Service Principal - 2005C Bonds (Called) 675,000 - - - -

5611 Debt Service Interest - 2005C Bonds (Called) 13,307 - - - -

5601 Debt Service Principal - 2009C Certificates 185,000 190,000 610,000 - -

5611 Debt Service Interest - 2009C Certificates 25,427 20,503 8,945 - -

5621 Paying Agent Fees 350 850 - - -

Internal Loan Principal Payment - Second Floor 25,000 25,000 25,000 25,000 25,000

Internal Loan Principal Payment - 2005C Bonds - 135,455 136,810 138,177 139,558

5611 Internal Loan Interest Payment - 2005C Bonds - 5,500 4,145 2,777 1,397

Internal Loan Principal Payment - 2009C Certificates - - - 206,828 208,172

5611 Internal Loan Interest Payment - 2009C Certificates - - - 2,698 1,353


Subtotal 1,006,792 270,995 641,310 215,327 197,148

Total Net Expenses 2,220,176$ 1,415,617$ 1,861,138$ 1,616,627$ 1,485,548$

Net Change in Current Financial Resources: (652,924)$ 216,197$ (207,927)$ 170,573$ 326,852$

Capital Outlay:

Other Uses(Resources):

149




Object 2019

No. Item Budget

5500 Capital Improvement - Replacement Schedule

Replacement Stairway Treads 30,000$

Outside Perimeter Painting 15,000

Subtotal 45,000

5514 Machinery & Equipment

Replacement Skate Sharpner 13,000

Subtotal 13,000


150



RATES FOR 2019

2018 2019

All items are per hour unless indicated otherwise

ICE RINK RENTALS ICE RINK RENTALS

Prime Hours: Prime - 4pm to 10pm weekdays & 7am to 10pm weekends

January 1 - March 19 $220.00 January 1 - Mid March $225.00

September 16 - December 31 $225.00 September 1 - December 31 $225.00

High School Hours:

January 1 - March 19 $235.00 District 833 High School Hockey Team Use $240.00

October 24 - December 31 $240.00

Non-Prime: After 10 pm / Before 4 pm weekdays for 1 1/2 hrs $160.00 Non-Prime $140.00

Additional hour with purchase of one hour at regular rate $60.00

Small Group $75.00

Off Peak: Off Peak not including volume discounts $170.00

Summer Hours: June 1 - August 31 $160.00

Over 30 hrs $150.00

Over 100 hrs $145.00

Over 200 hrs $140.00

Spring/Fall Hours: March 20 - May 31 & September 1-15 $180.00

Over 30 hrs $160.00

Outdoor Rink Outdoor Rink

With Ice $75.00 With Ice $75.00

Without Ice $75.00 Without Ice $50.00

Summer Camp Use with ice or field house rental $25.00 Without Ice with Field or Ice Rental $25.00

FIELD HOUSE RENTALS FIELD HOUSE RENTALS

Prime Hours: 5:30 pm - 9:30 pm weekdays & 6:00 am - 9:00 pm weekends Prime Hours: 5pm - 9:30pm weekdays & 7am - 9pm weekends

Full Field Prime: January 1 - April 30 $360.00 January 1 - April 30 $365.00

Full Field Prime: October 23 - December 31 $365.00 October 23 - December 31 $365.00

Half Field Prime: October 23 - April 30 $200.00 Half Field $200.00

Non-Prime Hours: Starting at 9:30 pm weekdays & 9:00 pm

weekends & before 5:30 pm weekdays for 1 1/2 hrs and all day

per hour November 23-26 and December 23-30 Non-Prime

Full Field Non-Prime $275.00 Full Field $275.00

Half Field Non-Prime $150.00 Half Field $150.00

Additional hour with purchase of hour at non-prime rate $80.00

Small Group $75.00

Off Peak May 1 - October 22 Off Peak

Full Field any time $150.00 Full Field $150.00

Batting Cage with field rental $25.00 Half Field $75.00

Batting Cage $25.00

Camp Use $25.00

Events, Shows & Sales (daily rates)

January 1 - April 30 & October 23 - December 31 Daily Rates

Weekdays $2,300.00 Prime Weekdays $2,300.00

Weekends $5,000.00 Prime Weekends $5,000.00

May 1 - October 22

Weekdays $800.00 Non-Prime Weekdays $800.00

Weekends $1,500.00 Non-Prime Weekends $1,800.00

Half Field Weekdays $600.00 Half Field Weekdays $600.00

Half Field Weekends $1,000.00 Half Field Weekends $1,000.00

ROOM RENTAL RATES ROOM RENTAL RATES

Multi- Purpose $25.00 Multi-Purpose $25.00

Multi- Purpose: Summer camp use with ice or field house rental $15.00 Mezzanine $40.00

Conference $40.00 Conference $30.00

Conference: Summer camp use with ice or field house rental $25.00 With Ice or Field Rental $20.00

151


EAGLE VALLEY GOLF COURSE FUND

PROGRAM DESCRIPTION

The Eagle Valley Golf Course is responsible for the complete operation and maintenance of the 18-hole golf

course, clubhouse and other associated facilities.

The golf course provides products and services including an 18-hole golf course, 60-station practice facility, retail

golf shop, banquet/meeting facility and deli style food and beverage service. The golf course maintenance

operation consists of maintaining 225 acres of property including tee, green, fairway, and rough style turf as well

as natural prairie and wetland areas. The course offers facilities for residents and guests to play practice and learn

the game of golf.


Provide a great golf course, conditioned to the highest standards every day.

Provide a level of service that ensures our guests enjoy themselves, continue to patronize and promote

Eagle Valley Golf Course.

PRIORITIES

Golf cart fleet upgrade replacement.

Continue to meet the 20 percent operating income financial objective.

Long-term objectives as it relates to the budget will include establishing reserves for future improvements

to facility buildings and grounds.

BUDGET HIGHLIGHTS:

5514 Machinery and Equipment: replacement of golf carts and skid loader is projected to cost $223,000.

The proposed 2019 budget includes a $1 per round increase for green fees.

152




2019

Position Budget

Salaries - Regular:

Golf Course Superintendent 1.0

Assistant Golf Course Superintendent 1.0

Golf Course Operations Supervisor 1.0

Golf Operations Specialist 0.75

Subtotal 3.75


Various part-time positions 11.64

Subtotal 11.64



2009 2011 2013 2015 20175 Year

AverageGoal

Golf Course Programs and Facilities

1)

Percentage of respondents rating the golf

course programs and facilities as excellent or

good on the community survey*

98% 96% 93% 94% 91% 94%


2013 2014 2015 2016 20175 Year

AverageGoal


2) Number of total rounds played 30,459 30,866 33,559 36,187 32,232 32,661 30,000

3) Average rounds per day 180 175 175 177 179 177 160

4) Operating income as a percentage of revenues 22% 25% 27% 27% 19% 24% 20%

(exclude debt service, investment income, and capital)

5) Operating income 279,251$ 348,188$ 389,428$ 416,478$ 277,023$ 342,074$ 173,200$

(exclude debt service, investment income, and capital)

Measure


Measure


153



BUDGET SUMMARY

Current Financial Resources - January 1, 2019 160,000$

Projected Revenue:

Golf Operation 986,600$

Golf Cart Rentals 220,000

Golf Shop 65,000

Practice Center 104,400

Food and Beverage 168,600

Banquet Room 32,300

Total Operational Revenue 1,576,900

Investment Income 7,800


Projected Expenses: (less contributions to reserves)

Salary & Benefits 738,200

Operating Expenses 512,700



Current Financial Resources - December 31, 2019 270,800$

154



OPERATING REVENUES

Object 2015 2016 2017 2018 2019


4480 Patron Cards 100,893$ 159,939$ 152,596$ 131,400$ 151,600$

4481 Green Fees 788,364 797,000 720,508 800,000 822,800

4482 Handicap Services 6,740 8,325 9,170 8,000 11,000

4483 Other Revenues 1,169 1,162 1,071 1,200 1,200

Total Golf Operation Revenue 897,166 966,426 883,345 940,600 986,600

4484 Golf Cart Rentals 200,518 203,156 196,564 221,600 220,000

Total Golf Car Revenue 200,518 203,156 196,564 221,600 220,000

4485 Golf Apparel Sales 25,997 28,791 21,938 28,800 23,200

4485 Golf Equipment 4,940 4,733 1,638 4,500 3,000

4485 Golf Balls 17,323 16,974 17,992 16,800 17,800

4485 Gloves 6,448 6,641 6,889 6,800 7,000

4485 Golf Bags 658 626 272 800 700

4485 Accessories 5,475 6,443 7,033 6,200 7,300

4485 Shoes 5,989 5,874 5,316 6,000 6,000

Total Golf Shop Revenue 66,830 70,082 61,078 69,900 65,000

4486 Range Ball Sales 73,216 78,456 73,293 80,000 74,600

4487 Other Revenues 25,959 28,596 28,850 28,000 29,800

Total Practice Center Revenue 99,175 107,052 102,143 108,000 104,400

4488 Food Sales - Clubhouse 45,127 43,132 41,678 43,600 41,800

4489 Beer Sales - Clubhouse 57,563 66,103 54,386 62,700 59,000

4491 Beverage Sales - Clubhouse 28,974 30,003 25,484 28,100 27,200

4492 Beverage Sales - Beverage Cart 6,492 6,700 6,015 7,500 7,100

4493 Beer Sales- Beverage Cart 18,840 24,984 21,328 21,200 21,200

4494 Liquor Sales- Clubhouse 6,177 8,067 7,318 8,200 8,200

4495 Liquor Sales- Beverage Cart 3,420 4,872 3,845 4,900 4,100

Total Food and Beverage Revenue 166,593 183,861 160,054 176,200 168,600

4368 Banquet Room Rental 26,930 20,140 28,089 25,300 30,300

4490 Catering 1,007 1,079 2,667 1,000 2,000

Total Banquet Room Revenue 27,937 21,219 30,756 26,300 32,300

4395 Other Revenue - Operational Rebates 5,105 7,251 6,518 - -

Total Other Revenues 5,105 7,251 6,518 - -

Total Operation Revenue 1,463,324$ 1,559,047$ 1,440,458$ 1,542,600$ 1,576,900$

155




Object 2015 2016 2017 2018 2019



5111 Salaries-Overtime 492 1,561 276 1,100 500


5141 F.I.C.A. 38,175 41,504 41,924 43,500 45,000

5142 P.E.R.A. 25,546 27,066 28,976 28,800 31,200




5156 Unemployment Compensation 2,821 4,740 7,529 7,000 7,000

5159 Change in Compensated Absences 4,478 3,070 22,824 6,000 6,000 Subtotal 608,431 676,483 706,794 709,700 738,200

5201 Office Supplies 4,938 3,621 2,816 5,600 5,500

5203 Office Supplies-Printing 2,769 1,125 1,722 4,800 3,900

5210 Operating Supplies-Revenue 11,661 7,663 9,753 10,300 10,500


5213 Operating Supplies-Shop 474 792 1,809 1,300 1,300

5214 Operating Supplies-Safety 523 2,359 1,525 1,500 1,600


5216 Operating Supplies-Motor Fuels & Lubricants 18,003 18,082 23,082 20,700 20,800

5217 Operating Supplies-Hand Tools 2,530 144 754 1,000 1,000

5218 Operating Supplies-Fertilizer 35,064 27,110 29,983 42,100 42,100

5219 Operating Supplies-Pesticides 29,693 33,263 23,997 34,800 35,800


5230 Cost of Goods Sold-Apparel 22,176 20,859 28,029 23,400 20,100

5231 Cost of Goods Sold-Clubs 4,932 5,056 2,712 4,000 2,700

5232 Cost of Goods Sold-Balls 13,126 13,089 15,681 13,600 13,600

5233 Cost of Goods Sold-Gloves 4,574 1,963 3,987 4,100 4,100

5234 Cost of Goods Sold-Bags 512 763 857 700 700

5235 Cost of Goods Sold-Accessories 4,463 6,051 4,679 4,500 4,500

5236 Cost of Goods Sold-Shoes 5,847 7,325 1,397 4,200 4,100

5240 Cost of Goods Sold-Food 24,574 24,036 24,186 26,000 29,000

5241 Cost of Goods Sold-Beverages 16,250 14,833 15,380 15,400 14,600

5242 Cost of Goods Sold-Beer 22,238 30,257 27,342 27,500 27,000

5243 Cost of Goods Sold-Catering - - - 500 -

5244 Cost of Goods Sold-Liquor 3,665 4,093 3,610 4,500 4,300


5305 Professional Services-Legal - - - 200 200

5306 Professional Services-Hiring 620 550 - 600 600


5309 Professional Services-Laundry 17,872 19,983 19,417 21,400 21,200

5310 Professional Services-Alarm/Security 1,201 1,292 1,204 1,400 1,400

5311 Telephone 3,215 5,105 3,737 5,000 5,100

5312 SWWD Storm Water Utility Fee 3,241 3,211 3,146 3,400 3,400

5313 Postage 333 114 126 300 300




5341 Printing 351 704 1,178 500 800

5353 Insurance 8,816 8,911 8,551 8,200 8,400


5362 Utilities-Gas 2,005 1,557 2,228 2,400 2,400

5364 Utilities-Water & Sewer 1,278 1,003 1,037 1,400 1,400




Personal Services:

Operating Expenses:


156



OPERATING BUDGET – CONTINUED

Object 2015 2016 2017 2018 2019


5374 Repair & Maintenance-Office Equipment -$ -$ -$ 500$ 500$



5381 Repair & Maintenance-Irrigation 9,945 2,614 5,609 4,000 4,000

5382 Repair & Maint.-Golf Course Accessories 5,681 9,012 2,721 5,300 5,300

5385 Fleet Services Reimbursement 9,233 3,187 2,938 2,500 3,000

5392 Rental 2,997 6,137 6,497 4,500 5,000



5405 Travel & Training 656 745 1,484 3,000 3,000

5424 Contractual Services-Revenue 9,865 10,750 11,675 11,300 12,000


5431 Uncollectibe Accounts/Over-Short (225) (251) (370) 200 200

5432 Bad Check Returns 1,406 - - 100 100

5434-5435Late Fees/Early Discounts Taken (826) (653) (866) (800) (800)

Subtotal 465,465 466,086 456,641 508,600 512,700

1,073,896 1,142,569 1,163,435 1,218,300 1,250,900

Operating Income 389,428 416,478 277,023 324,300 326,000

Operating Income as a % of Revenues 26.6% 26.7% 19.2% 21.0% 20.7%

Operating Income as a % of Revenues - Minimum Target 20% 20% 20% 20% 20%

5500 Capital Improvements - Replacement Schedule 94,301 14,378 15,009 13,000 -

5504 Land Improvements - 4,000 793,809 - -

5510 Buildings & Structures - 26,853 - 52,000 -

5512 Office Equipment - - - 25,000 -

5514 Machinery & Equipment 107,928 98,983 428,096 150,000 223,000

Subtotal 202,229 144,214 1,236,914 240,000 223,000

4358 Local Grants & Aids - - (15,000) - -

4379 Unrealized Gains/Losses on Investments 308 1,867 6,454 - -

4381 Investment Income (12,034) (7,452) (19,189) (3,400) (7,800)

4382 Sale of Property - (2,000) (1,842) - -

4395 Miscellaneous Revenue 30 (2,114) (1,657) - -

4420 Transfer In - Community Investment Fund - - (672,695) - -

5601 2005D Debt Service Principal (called) 3,030,000 - - - -

5611 2005D Debt Service Interest (called) 68,648 - - - -


Subtotal 3,086,952 (9,699) (446,829) (3,400) (7,800)

Total Net Expenses 4,363,077$ 1,277,084$ 1,953,520$ 1,454,900$ 1,466,100$

Net Change in Current Financial Resources: (2,899,753)$ 281,963$ (513,062)$ 87,700$ 110,800$

Operating Expenses: (cont.)

Capital Outlay:

Other Uses(Resources):

Total Operating Expenses

157




Object 2019

No. Item Budget

5514 Machinery & Equipment (Replacements):

Golf Cart Fleet - 60 carts 220,000$

Skidsteer Loader 3,000

Subtotal 223,000


158



RATES FOR 2019

2018 2019 2018 2019

Golf Fees: Lessons:

18-hole Regular Weekday $39.00 $40.00 Adult Private $60.00 $60.00

18-hole Royal Club Weekday $31.00 $32.00 Adult Private Series $220.00 $220.00

(Monday - Friday and after 12pm Sat, Sun, and holidays) Junior Private $40.00 $40.00

Junior Private Series $140.00 $140.00

18-hole Regular Weekend $44.00 $45.00

18-hole Royal Club Weekend $35.00 $36.00 Adult Group $100.00 $100.00

(Saturday, Sunday and holidays prior to 12pm) Junior Group/Camp - program range $60-$100 $60-$100

(additional non-resident fees apply to group/camp rates)

9-hole Regular $25.00 $26.00

9-hole Royal Club $21.00 $22.00

18-hole Senior Walking $27.00 $28.00

9-hole Senior Walking $19.00 $20.00

(M-F prior to 12pm and after 3pm Sat, Sun, and holidays)

(Valid for players 50+ years of age)

Twilight Walking $31.00 $32.00

Twilight Riding $41.00 $42.00

(Valid 4 hours prior to sunset)

Cart Fees:

18-hole Peak Fee $30.00 $30.00

(Saturday, Sunday and holidays prior to 12pm)

18-hole Off Peak Fee $24.00 $24.00

18-hole Weekday Royal Club Fee $16.00 $16.00

(Monday - Friday and after 12pm Sat, Sun, and holidays)

9-hole $14.00 $14.00

Pull Cart $4.00 $4.00

Patron Cards:

Royal Club - Resident $101.77 $101.77

Royal Club - Non Resident $123.19 $123.19

Royal Club - Spouse Add-on $37.49 $37.49

Practice Range:

Range Bucket $4.00 $4.00

All prices include tax where applicable. Pre tax - actual rates included in Fee Ordinance.

Banquet Room: (applicable tax applied at time of rental)

General Public:

Sunday - 4pm Friday/hr $80.00 $90.00

Friday 4pm to midnight, additional hours $75/hr $595.00 $650.00

Saturday - 4pm to midnight, additional hours $75/hr $695.00 $750.00

Woodbury Non-Profit Organizations:

Sunday - 4pm Friday/hr $70.00 $80.00

Friday 4pm to midnight, additional hours $75/hr $550.00 $600.00

Saturday - 4pm to midnight, additional hours $75/hr $650.00 $700.00

$1.00 per person catering fee for events Sunday through 4pm Friday

CITY OF WOODBURY OTHER FUNDS

Internal Service Fund:

- Risk Management Fund

Debt Service Funds:

- Debt Service Fund Summary

160

FINANCE

RISK MANAGEMENT FUND

The Risk Management Internal Service Fund accounts for the City’s worker’s compensation, general liability,

casualty insurances and the self-insured dental program for employees. The worker’s compensation portion is

funded by charges assessed all funds with personnel costs based on payroll classifications and the rates assigned

to them by the League of MN Cities Insurance Trust (LMCIT), the City’s insurance provider. The property and

casualty insurance costs are billed to operating funds based on loss exposures and LMCIT rating factors. The

reserve is used to fund operating shortfalls due to deductible costs in excess of the budget estimate, workers

compensation insurance premiums above the 1.0 experience modification factor, large increases in the

property/casualty aggregate deductible charge and worker’s compensation retrospective rating plan claim

losses.

LMCIT is a cooperative, member-owned organization founded during 1980 that provides property, liability,

workers' compensation and employee benefit needs to Minnesota cities. Members contribute premiums to a

jointly-owned fund rather than paying premiums to buy insurance from a private insurance company. The funds

are used to pay for members' claims, losses and expenses. The City retains exposures to losses for liability

claims up to $100,000 per occurrence, with a $250,000 yearly claims payment maximum. The City’s retains a

lower loss exposure for employee dishonesty ($10,000) and equipment breakdown ($1,000). The EDA and

HRA also retain a lower loss exposure with a $500 deductible. The Library Park Association, administered

with Washington County, retains a loss exposure with a $10,000 deductible. LMCIT also provides the City

with other lines of insurance coverage which are detailed in the operating budget.

The City has selected a premium option plan for workers compensation insurance starting March 1, 2016. This

option calculates the City’s premium based on payroll position classifications. The premium is then adjusted by

an experience modification factor that reflects the City’s past loss experience. For 2018 and 2019, the City

selected the $10,000 per occurrence deductible option for medical benefits based on past claim history. The

deductible cost is projected to be funded by applying the deductible credit to the total premium.

The Finance Department analyzes each insurance coverage category to determine the actual premium costs and

allocate the actual cost to the user of the insurance coverage. Actual risk management charges will vary

between funds/departments based on the exposure and class rate changes.

RISK MANAGEMENT FUND RESERVE POLICY

The City shall maintain a minimum reserve balance of 25 percent of the following year’s Risk Management

Fund expense budget. The reserves may be used for insurance cash flow purposes, deductible costs in excess of

the budget, workers compensation retrospective adjustments, or to meet unexpected increases in insurance

premium costs. The reserves shall also be considered when evaluating deductible programs and/or self-insuring

part of the City’s insurance coverage.

If reserves reach $2.0 million per the audited financial statements, 50 percent of the dividends, workers

compensation retrospective adjustments and investment earnings will be redirected to the General Fund. If

losses or expenses in excess of budget reduce the reserves below the minimum requirement, the 50 percent

redirection requirement will be rescinded until the reserve amount again reaches $2.0 million and, if necessary,

shortages from this requirement of the policy shall be built up through the budget process. Funds shall be

budgeted as emergency reserves and not spent in the ensuing year. Establishment of such reserves shall not be

construed to waive the limits of the City liability as established by Minnesota Statutes Chapter 466.

161

FINANCE


BUDGET HIGHLIGHTS

For the 2019 budget, the worker’s compensation expenses charged to departments are estimated to decrease

$19,400 or 2.3 percent. The primary driver of the revenue decrease is the actual 2018 class rates were

substantially below the 2018 budget estimates. The 2018 savings are projected to continue into the 2019 budget

year.

The worker’s compensation insurance claim costs and the corresponding experience modifier continues to be a

challenge. For the 2018 renewal, the experience modifier remained at 1.31 when compared to 2017. The 2019

budget assumes the continuation of the 1.31 experience modifier and the 2019 estimated budget is adjusted

accordingly. As a result of the budgetary philosophy to charge worker’s compensation costs at the 1.0 modifier

rate, the 2019 estimated worker’s compensation premium is estimated to increase 1.8 percent over the 2018

renewal premium due to projected class rate increases. A use of reserves is needed to fund the experience

modifier at the 1.0 rate with the impact for 2019 estimated at $239,000. For comparison to 2018, actual net use

of reserves is estimated at $144,000.

The general liability and property/casualty insurance expenses charged to departments are estimated to increase

three percent or $11,900. The three percent increase is a budgetary estimate of the increases for the

property/casualty insurance lines. Primary drivers of the increase include: a larger budget in 2019 than 2018,

new employee positions, additional sewer connections and new rating factors for public safety vehicles.

As with worker’s compensation insurance, the property and liability claim costs have also affected the

insurance rating factors. For the 2018 renewal, the experience modifier improved from .99 to .98 but the

aggregate deductible charge increased from .351 to .568 when compared to 2018. As a result of the aggregate

deductible charge increase to the 2018 renewal insurance premiums, the City increased the annual aggregate

insurance limit from $200,000 per year to $250,000 per year. This insurance limit change offset the annual

deductible charge impact to the estimated premiums and limited the increase to funds at 3% for 2019 when

compared to 2018.

The self-insured dental program continues for 2019 where operating funds will be charged a premium amount

each month with the revenue recorded in the Risk Management Fund. Conversely, the dental claims and

administrative costs will be accounted for as well in the Risk Management Fund. It is anticipated this continued

concept will result in premium savings to the City as well as the employees. A reserve has been created within

the Risk Management Fund to account for unspent revenues over expenses. The 2019 projected $30,000

addition to the reserve will be carried over from year-to-year to address possible funding deficiencies.

162

FINANCE



Measure 2013 2014 2015 2016 2017 5 Year

AverageGoal

1)Total number of injuries reported (OSHA

recordable and non-recordable)56 61 66 58 62 61 50

2)Number of lost work days due to an at-work

OSHA recordable injury250 360 286 212 147 251

3)Number of lost work days due to an at-work

OSHA recordable injury per FTE1.14 1.25 1.22 0.87 0.59 1.01

4)Workers Compensation Insurance Premium

Experience Modification Factor0.95 0.83 0.84 1.19 1.31 1.02 < 1.00

5) Number of Workers Compensation Claims 61 56 70 61 57 61

6)Dollar Amount of Workers Compensation

Claims$539,482 $913,750 $358,393 $668,219 $104,139 516,797$

7) Auto/Municipal Liability Experience Rating 0.71 0.86 0.93 0.95 0.99 0.89 < 1.00

8)Dollar Amount of Total Property/Casualty

Insurance Claims$979,556 $112,852 $428,533 $554,645 $225,709 460,259$

BUDGET SUMMARY

Current Financial Resources - January 1, 2019 1,662,000$

Projected Revenues:

Interfund Charges for Property & Liability Insurance 414,000$

Interfund Charges for Workers Compensation Insurance 834,000

Interfund Charges for Self-Insured Dental Program 275,000


Other Revenues 131,800


Projected Expenses:

Professional Services 15,500

Claim Losses - Deductibles 225,000

Property & Liability Insurance 368,100

Workers Compensation Insurance 1,036,500

Self-Insured Dental Program 245,000


Current Financial Resources - December 31, 2019 1,454,700$

163

FINANCE


OPERATING REVENUES

Object 2015 2016 2017 2018 2019


Charges for Property & Liability Insurance:

4640 General Fund 290,034$ 291,380$ 273,778$ 293,300$ 303,700$

4641 Water and Sewer Utility Fund 73,036 74,108 67,896 69,600 69,400

4642 Storm Water Utility Fund 3,033 2,897 2,631 2,800 2,800

4643 Street Light Utility Fund 323 356 371 400 400

4644 Emergency Medical Services Fund 5,266 5,806 5,156 7,600 8,500

4645 HealthEast Sports Center Fund 6,510 14,196 21,878 18,400 19,000

4646 Eagle Valley Golf Course Fund 8,816 8,911 8,551 8,200 8,400

4647 Economic Development Authority Fund 878 875 876 900 900

4648 Housing and Redevelopment Authority Fund 878 875 876 900 900

Total Property & Liability Revenue 388,774 399,404 382,013 402,100 414,000

Charges for Workers Compensation Insurance:

4660 General Fund 528,044 604,961 600,860 675,900 659,600

4661 Water and Sewer Utility Fund 43,990 41,594 40,871 49,000 49,200

4663 Emergency Medical Services Fund 63,130 81,772 98,628 108,700 105,400

4664 HealthEast Sports Center Fund 9,212 9,281 9,392 10,100 10,200

4665 Eagle Valley Golf Course Fund 11,995 9,805 9,260 9,700 9,600

Total Workers Compensation Revenue 656,371 747,413 759,011 853,400 834,000

Charges for Self-Insured Dental Program:

4675 Charges to Operating Funds 255,366 267,675 272,942 270,000 275,000

Total Self-Insured Dental Program Revenue 255,366 267,675 272,942 270,000 275,000



4386 LMCIT Dividends - City 83,224 123,133 26,803 100,000 75,000

4386 LMCIT Dividends - Library Park Association 2,169 3,408 846 1,750 1,000

4585 Insurance Recoveries 4,633 157,766 43,015 12,000 12,000

4667 Workers Compensation Refund from Prior Year Audit 15,916 8,294 26,740 17,500 17,700

4668 Workers Compensation Restrospective Rating Adjustment - 96,007 - - -

4669 Workers Compensation Commission Refund (2%) 11,159 15,897 17,778 17,700 20,700

4670 Library Park Association Charges - Washington County 5,978 5,402 5,079 5,750 5,400


Subtotal 1,437,624 1,834,242 1,544,263 1,692,600 1,682,800

4420 Transfer-In from General Fund - - 1,000,000 - -

Total Transfer Revenue - - 1,000,000 - -


164

FINANCE


OPERATING BUDGET - FUND NUMBER 720

Object 2015 2016 2017 2018 2019


5301 Professional Servs.-Required Insurance Agent Fees 15,500$ 15,500$ 15,500$ 15,500$ 15,500$

5355 Claim Losses - Property and Casualty Deductibles 156,869 116,571 182,590 150,000 150,000

5484 Claim Losses - Workers Compensation Deductibles - 25,270 69,783 50,000 75,000

Insurance Plans:

5470 Property 43,128 41,717 48,987 51,500 51,400

5471 Inland Marine 9,162 8,552 4,684 4,900 5,500

5472 Equipment Breakdown 16,969 20,219 18,357 19,300 20,000

5473 Municipal Liability 180,124 168,869 211,007 221,600 214,700

5474 Automobile 40,824 38,487 48,431 51,100 58,800

5475 Employee Dishonesty 2,632 2,391 2,400 2,500 2,400

5477 Library Park Association 11,956 10,804 10,157 11,500 10,700

5478 Liquor Liability 2,249 2,395 3,154 2,850 2,900

5479 Volunteer Accident Plan 1,088 - - - -

5480 EDA Property & Liability 833 833 833 850 850

5481 HRA Property & Liability 833 833 833 850 850

5482 Workers Compensation 572,783 803,132 915,639 1,017,000 1,036,500

5483 Workers Compensation Restrospective Rating 216,582 - 37,659 - -

5495 Self-Insured Dental Program 211,494 232,303 228,811 225,000 230,000

5496 Self-Insured Dental Program - Administrative Fee 13,564 14,460 15,064 15,000 15,000

Total Operating Budget 1,496,590 1,502,336 1,813,889 1,839,450 1,890,100

Transfers:

5701 Transfer-Out to General Fund 24,109 116,196 - - -

5701 Transfer-Out to Capital Improvement Fund - 151,600 162,503 - -

Subtotal 24,109 267,796 162,503 - -

Total Fund Expenses 1,520,699$ 1,770,132$ 1,976,392$ 1,839,450$ 1,890,100$

Operating Expenses:

165

FINANCE

DEBT SERVICE FUND SUMMARY

Debt Service Funds are used to account for the payment of debt service on all debt obligations of the City with

the exception of debt associated with the City's enterprise funds. The enterprise fund's debt service is accounted

in their respective enterprise funds and is supported by user fees.

For 2019, the proposed budget increased 26 percent primarily due to the proposed 2010B Improvement Bonds

call, the 2010C Refunding Bonds closing transfer to the Public Works Building Project Fund, the principal

payment starting for the 2017A Improvement Bonds (new), the interest only payment on the 2018A

Improvement Bonds (new) and the internal loan payment on the HERO Center internal loan (new).

The City's bond rating is evidence of its financial strength. In August 2018, Standard and Poor’s affirmed the

City’s AAA bond rating. The credit rating report cited the City’s very strong economy with access to the broad

and diverse metropolitan statistical area, strong management conditions with good financial policies, strong

budgetary performance, very strong budgetary flexibility, very strong liquidity and a strong institutional

framework score.

BUDGET SUMMARY

2018 2019

Budget Budget

Beginning Fund Balance 8,422,844$ 8,241,396$

Revenues:

General Property Taxes - Tax Capacity/Abatements 2,239,102$ 2,923,200$

General Property Taxes - Market Value Referendums 959,650 615,500

Special Assessments 1,994,000 2,055,000

Tax Increments 108,500 111,900

Rent from ISD 833 86,600 89,300

Transfers from:

Street Reconstruction/ Maintenance Fund 57,000 16,500

Water and Sewer Utility Fund 90,000 110,000

Community Investment Fund - 150,000

Investment Earnings 56,700 79,000

Total Revenue 5,591,552$ 6,150,400$

Expenditures:

326 Public Safety Buildings Capital Improvement Bonds of 2009A 574,000 582,000

438 Tax Increment Note of 2001 29,000 28,000

939 Central Park Tax Increment Refunding Bonds of 2009B 145,000 151,000

947 Parks & Open Space Refunding Bonds 2013B 598,000 603,000

951 Capital Improvement Plan Bonds of 2010A 511,000 509,000

952 Special Assessment Improvement Bonds of 2010B 59,000 402,000

953 Refunding Bonds of 2010C 533,000 532,000

953 Refunding Bonds of 2010C - Transfer to PW/Parks Building Expansion Fund - 325,000

954 Special Assessment Improvement Bonds of 2011A 107,000 105,000

955 Improvement & Refunding Bonds of 2012A 1,055,000 996,000

956 Tax Abatement Bonds/Internal Loan of 2013A 605,000 603,000

957 Improvement & Refunding Bonds of 2014A 833,000 822,000

958 Improvement Bonds of 2015A 384,000 386,000



961 Improvement Bonds of 2018A - 450,000

2018 HERO Center Fund Internal Loan - 330,100

Total Expenditures 5,773,000$ 7,299,100$

Ending Fund Balance 8,241,396$ 7,092,696$

166

DEBT SERVICE FUND SUMMARY

-

1

2

3

4

5

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Debt

Levy

(i

n m

illi

on

s)

Year

Debt Levy 2010 - 2019

Market Value Referenda - Debt Levy Tax Capacity - Debt Levy

-

1

2

3

4

2020 2021 2022 2023 2024

Debt

Levy

(i

n m

illi

on

s)

Year

Future Debt Levy 2020-2024

Tax Capacity - Debt Levy Market Value Referenda - Debt Levy Possible Future - Debt Levy

CITY OF WOODBURY 2019 BUDGET

Capital Improvement Plan 2019 – 2023

168

CAPITAL IMPROVEMENT PLAN

2019 – 2023


REVENUE AND EXPENDITURE PROJECTIONS

2018 2019 2020 2021 2022 2023

REVENUES

Property Tax Levy (1) 2,180,000$ 2,245,000$ 2,310,000$ 2,380,000$ 2,450,000$ 2,525,000$

Proceeds from a Debt Issuance (2) 5,260,000 TBD

South Washington County Telecommunications

Commission Rebate 230,000 230,000 230,000 230,000 230,000 230,000

Equipment Sales 30,000 40,000 100,000 100,000 60,000 60,000

Transfer In - General Fund 500,000 500,000 500,000 500,000 500,000 500,000

Interest on Investments 210,000 135,000 110,000 80,000 75,000 75,000

TOTAL REVENUES 3,150,000$ 8,410,000$ 3,250,000$ 3,290,000$ 3,315,000$ 3,390,000$

EXPENDITURES

MUNICIPAL BUILDINGS

City Hall Security and Entry Area Project 50,000$ TBD

Public Safety Training Center 5,260,000$

Public Works Building Wash Bay Improvements 1,005,000$

Public Safety Building Expansion (2) TBD

Miscellaneous Building Components 180,000 135,000 290,000$ 140,000$ 70,000$ 190,000

VEHICLES AND MACHINERY

Replacement 1,445,000 1,590,000 2,545,000 2,540,000 2,275,000 840,000

New (Additions) 365,000 320,000 400,000 85,000 315,000 75,000

EQUIPMENT

Replacement 790,000 465,000 1,590,000 490,000 140,000 430,000

New (Additions) 220,000 740,000 125,000 85,000 20,000

CITY IMPROVEMENTS

HSC and Ojibway Dugout Covers 50,000 50,000

Park Monument and Trail Signage 50,000 55,000 55,000 60,000

Parking Lots - Various Locations 915,000 330,000

Tamarack Nature Preserve Boardwalk Replacement 315,000

HSC Red Field Drainage Correction 85,000

HSC West End Irrigation Improvements 330,000

Emergency Warning Siren 30,000

Ballfield Safety Netting 90,000

TRANSFERS

Transfer to Public Works Building Expansion Fund 4,631,799

Transfer to the Park Dedication Fund (Ojibway Park) 600,000 600,000

TOTAL EXPENDITURES 8,381,799$ 10,130,000$ 5,320,000$ 3,485,000$ 3,510,000$ 2,630,000$

SURPLUS (DEFICIENCY) OF REVENUES

OVER EXPENDITURES (5,231,799)$ (1,720,000)$ (2,070,000)$ (195,000)$ (195,000)$ 760,000$

ESTIMATED BEGINNING FUND BALANCE 14,345,000 9,113,201 7,393,201 5,323,201 5,128,201 4,933,201

ESTIMATED ENDING FUND BALANCE 9,113,201$ 7,393,201$ 5,323,201$ 5,128,201$ 4,933,201$ 5,693,201$

Notes:

(1) The plan assumes a 3% funding increase each year.

(2) TBD - Amount to be determined in a future capital improvement plan.

169


2019 – 2023

STREET RECONSTRUCTION / MAINTENANCE FUND


2018 2019 2020 2021 2022 2023

REVENUES

Property Tax Levy (1) 3,280,000$ 3,460,000$ 3,655,000$ 3,855,000$ 4,065,000$ 4,290,000$

Prepaid Special Assessments - New Projects 1,440,000 750,000 945,000 1,295,000 1,550,000 735,000

Proceeds from a Debt Issuance - Supported by

New Project Special Assessments 2,835,000 1,100,000 1,400,000 1,925,000 2,325,000 1,125,000

Certified Special Assessments from Prior Projects 40,000 40,000 40,000 40,000 35,000 35,000

Transfer In - Water and Sanitary Sewer Utility Fund 750,000 1,375,000 1,050,000 370,000 5,170,000 460,000

Transfer In - Storm Water Utility Fund 430,000 620,000 205,000 190,000 2,060,000 350,000

Transfer In - General Fund Parks Division 90,000

Intergovernmental - Washington County 265,000


TOTAL REVENUES 9,275,000$ 7,435,000$ 7,365,000$ 7,765,000$ 15,315,000$ 7,065,000$

EXPENDITURES

Wedgewood Area Improvements 6,955,000$

Eagle Valley Area Improvements 4,545,000

City Centre Area Improvements 1,200,000

Reclamite Maintenance Project 350,000

Future Roadway Maintenance Projects 8,485,000$ 6,175,000$ 6,345,000$ 17,975,000$ 7,345,000$

Transfer to Debt Service Funds for Capitalized

Interest 40,000 15,000 20,000 30,000 35,000 15,000

Transfer to General Fund - Project Administration 30,000 30,000 30,000 30,000 35,000 35,000



OVER EXPENDITURES (3,845,000)$ (1,095,000)$ 1,140,000$ 1,360,000$ (2,730,000)$ (330,000)$

ESTIMATED BEGINNING FUND

BALANCE 9,870,000 6,025,000 4,930,000 6,070,000 7,430,000 4,700,000


Notes:

(1) The plan assumes a 5.5% funding increase each year as recommended by the citizen street rehabilitation task force.

170


2019 – 2023

MUNICIPAL STATE AID ROADWAY CONSTRUCTION FUND


2018 2019 2020 2021 2022 2023

REVENUES

Municipal State Aid 3,275,000$ 3,375,000$ 3,475,000$ 3,575,000$ 3,685,000$ 3,795,000$

Special Assessments 30,000 735,000 40,000 20,000 20,000

Transfer In - Major Roadway Special

Assessment Fund 5,160,000


TOTAL REVENUES 3,400,000$ 3,550,000$ 9,500,000$ 3,650,000$ 3,745,000$ 3,885,000$

EXPENDITURES

75,000$

50,000

Pioneer Drive Trail Improvements 1,000,000

200,000

210,000 1,590,000$

Woodwinds Drive Pavement Rehabilitation 265,000

Tamarack Rd. - Tamberwood Trail to Radio Drive

Pavement Rehabilitation 615,000

Woodlane Drive - Glen Road to Military Road


Waters Parkway 870,000

West of Radio Drive (CSAH 13) 460,000 1,575,000$

4,205,000

Wynstone Drive 1,365,000

Rivertown Drive - Commerce Drive to Hudson Road

Pavement Rehabilitation 1,945,000

Commerce Drive - Tamarack Road to Woodbury Drive



1,075,000$

Lake Road Pavement Rehabilitation 755,000

Lake Road Striping and Safety Improvements 590,000

Woodlane Drive - Bailey Elementary to Copper

Cliff Trail Pavement Rehabilitation 320,000

Pioneer Drive - Lake Road to Bailey Road

Pavement Rehabilitation 885,000$

Tamarack Road - Weir Drive to Bielenberg Drive


Bielenberg Drive - Gold Line Bridge over I-94 2,830,000$

385,000 470,000 485,000 495,000 510,000 605,000



OVER EXPENDITURES 1,480,000$ (1,310,000)$ (6,375,000)$ 415,000$ 1,690,000$ 450,000$



MSA Annual Maintenance Transfer to the General Fund

Tamarack Road from Woodbury Dr to Preserve Tr

2040 Comprehensive Plan Update

Lake Road/Pioneer Drive Intersection Improvements

Hudson Road - Rivertown to City Walk

Valley Creek Rd Trail - Colby Lake underpass to Dancing

Lake Road Trail Improvements

Traffic Signal - Valley Creek Road / City Hall Entrance

Woodbury Dr (CSAH 19) Capacity Imp from I94 to

Bailey Rd (CSAH 18) Mgmt. and Safety Improvements

Tamarack Interchange Bridge Lighting

171


2019 – 2023

PHASE ONE AND TWO – MAJOR ROADWAY

SPECIAL ASSSESSMENT FUND


2018 2019 2020 2021 2022 2023

REVENUES

Major Roadway Special Assessments 2,025,000$ 2,075,000$ 2,125,000$ 2,175,000$ 2,225,000$ 2,300,000$

Certified Special Assessments 65,000 65,000 60,000 35,000 35,000


TOTAL REVENUES 2,415,000$ 2,460,000$ 2,495,000$ 2,495,000$ 2,585,000$ 2,665,000$

EXPENDITURES (1)

Dale Road / Pioneer Drive Roundabout and

Roadway Improvements 5,000,000$

Future Phase Two Roadway Improvements 3,075,000$ 4,200,000$

TOTAL EXPENDITURES 5,000,000$ 3,075,000$ 4,200,000$ -$ -$ -$


OVER EXPENDITURES (2,585,000)$ (615,000)$ (1,705,000)$ 2,495,000$ 2,585,000$ 2,665,000$


ESTIMATED ENDING FUND BALANCE (2) 18,830,000$ 18,215,000$ 16,510,000$ 19,005,000$ 21,590,000$ 24,255,000$

Notes:

(1) Future Capital Improvement Plans will be modified based on plans submitted by developers.

(2) The estimated ending fund balance and future revenues have been encumbered to account for future improvements beyond the 2023 time frame.

Phase One projects include Valley Creek Road - Woodcrest Drive to 0.25 miles east of Settles Ridge Parkway, Bailey Road Intersection

Improvements and Valley Creek Road / Manning Avenue Intersection Improvements.

172


2019 – 2023

PARK DEDICATION FUND


2018 2019 2020 2021 2022 2023

REVENUES

Park Dedication Fees 675,000$ 465,000$ 530,000$ 535,000$ 570,000$ 570,000$

Rent 25,000 20,000

Transfer from Capital Improvement Fund 600,000 600,000


TOTAL REVENUES 1,370,000$ 1,145,000$ 590,000$ 600,000$ 630,000$ 630,000$

EXPENDITURES (1)

Property Taxes - Open Space Parcels 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$

Ojibway Park Redevelopment 1,200,000 1,200,000

HSC Outdoor Rink - Multi-use Project 50,000

Phase Two Area Park and Trail 600,000

Valley Creek Community Park (2) 65,000 TBD

Glacial Valley Park 300,000

Valley Creek Road Trail Connection 60,000

Phase Two Area Additional Park 700,000

Turnberry Neighborhood Park 600,000

NW Area Park and Trail Development 600,000

TOTAL EXPENDITURES 1,855,000$ 1,270,000$ 365,000$ 705,000$ 605,000$ 605,000$


OVER EXPENDITURES (485,000)$ (125,000)$ 225,000$ (105,000)$ 25,000$ 25,000$



Notes:


(2) TBD - Amount to be determined in a future capital improvement plan.

173


2019 – 2023

TRUNK WATER AND SANITARY SEWER FUND


2018 2019 2020 2021 2022 2023

REVENUES

Water and Sewer Area Charges 1,160,000$ 1,190,000$ 1,220,000$ 1,250,000$ 1,280,000$ 1,315,000$

Water and Sewer Connection Charges 475,000 485,000 500,000 510,000 525,000 540,000

Special Assessments 60,000 50,000 40,000 30,000 30,000 15,000


TOTAL REVENUES 1,880,000$ 1,915,000$ 1,970,000$ 2,010,000$ 2,075,000$ 2,100,000$

EXPENDITURES (1)

1,615,000$ 440,000$ 505,000$ 630,000$ 165,000$

1,030,000

390,000

Well No. 20 2,200,000

Water Tower 5,775,000$

850,000

TOTAL EXPENDITURES 1,615,000$ 440,000$ 1,535,000$ 630,000$ 2,755,000$ 6,625,000$


OVER EXPENDITURES 265,000$ 1,475,000$ 435,000$ 1,380,000$ (680,000)$ (4,525,000)$



Notes:


NE Trunk Sanitary Sewer Interceptor Right of Way

Phase Two Sewer Infrastructure Improvements

Phase Two Water Infrastructure Improvements

NE Trunk Sanitary Sewer Lift Station

174


2019 – 2023

CENTRAL DISTRICT TRUNK STORM SEWER FUND


2018 2019 2020 2021 2022 2023

REVENUES

Storm Water Area Charges 750,000$ 770,000$ 790,000$ 810,000$ 830,000$ 850,000$

Special Assessments 180,000 115,000 115,000 30,000 30,000 25,000


TOTAL REVENUES 1,230,000$ 1,160,000$ 1,200,000$ 1,090,000$ 1,100,000$ 1,125,000$

EXPENDITURES (1)

Transfer to Public Works Building Expansion Fund 500,000$

Bailey Lake Lift Station Upgrades 1,050,000$

Trunk Storm Sewer and Regional Ponding - Phase Two 2,575,000 3,240,000 1,400,000$ 650,000$ 810,000$

TOTAL EXPENDITURES 3,075,000$ -$ 4,290,000$ 1,400,000$ 650,000$ 810,000$


OVER EXPENDITURES (1,845,000)$ 1,160,000$ (3,090,000)$ (310,000)$ 450,000$ 315,000$



Notes:


175


2019 – 2023

RAMSEY-WASHINGTON METRO TRUNK STORM SEWER FUND


2018 2019 2020 2021 2022 2023

REVENUES

Special Assessments 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$


TOTAL REVENUES 20,000$ 10,000$ 10,000$ 10,000$ 10,000$ 15,000$

EXPENDITURES (1)

Edgewood Avenue - Battle Creek Lake Outlet

Improvements 160,000$

Weir Drive Flood Mitigation Study and

Improvements 350,000

TOTAL EXPENDITURES 510,000$ -$ -$ -$ -$ -$


OVER EXPENDITURES (490,000)$ 10,000$ 10,000$ 10,000$ 10,000$ 15,000$

ESTIMATED BEGINNING FUND BALANCE 855,000 365,000 375,000 385,000 395,000 405,000

ESTIMATED ENDING FUND BALANCE 365,000$ 375,000$ 385,000$ 395,000$ 405,000$ 420,000$

Notes:


176


2019 – 2023

WEST DRAW TRUNK STORM SEWER FUND


2018 2019 2020 2021 2022 2023

REVENUES

Interest on Investments 5,000$ 5,000 5,000$ 5,000$ 5,000$ 5,000$

TOTAL REVENUES 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$

EXPENDITURES (1)

No projects planned.

TOTAL EXPENDITURES -$ -$ -$ -$ -$ -$


OVER EXPENDITURES 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$



Notes:


177


2019 – 2023

VALLEY BRANCH TRUNK STORM SEWER FUND


2018 2019 2020 2021 2022 2023

REVENUES

Interest on Investments 10,000$ 10,000$ 10,000$ 10,000$ 15,000$ 15,000$

TOTAL REVENUES 10,000$ 10,000$ 10,000$ 10,000$ 15,000$ 15,000$

EXPENDITURES (1)

No projects planned.

TOTAL EXPENDITURES -$ -$ -$ -$ -$ -$





Notes:


178


2019 – 2023



2018 2019 2020 2021 2022 2023

REVENUES

Operating and Investment Income 215,000$ 220,000$ 230,000$ 235,000$ 240,000$ 245,000$

TOTAL REVENUES 215,000$ 220,000$ 230,000$ 235,000$ 240,000$ 245,000$

EXPENDITURES

Ambulances 30,000$ 485,000$

Cardiac Monitors 200,000

Mobile Ambulance Cameras 25,000 25,000$

Scheduling Software 10,000

AED's 10,000

Tablets - Patient Care Reporting 10,000 10,000

Workspace Reconfiguration 50,000

Portable and Mobile Radios 20,000 165,000$

EMS Fleet Vehicles 60,000

Mobile Computers 35,000

EMS Supply Dispenser 15,000

Ultrasound Equipment 140,000$

TOTAL EXPENDITURES 265,000$ 575,000$ 275,000$ -$ 140,000$ 35,000$


OVER EXPENDITURES (50,000)$ (355,000)$ (45,000)$ 235,000$ 100,000$ 210,000$



179


2019 – 2023



2018 2019 2020 2021 2022 2023

REVENUES LESS DEBT SERVICE

Operating Income (1) 2,705,000$ 2,925,000$ 3,035,000$ 3,040,000$ 3,035,000$ 3,025,000$


Debt Service (90,000) (105,000) (230,000) (230,000) (230,000) (230,000)

TOTAL REVENUES LESS DEBT SERVICE 2,860,000$ 2,970,000$ 2,955,000$ 2,940,000$ 2,925,000$ 2,845,000$

EXPENSES

Water Meter Replacement Program 205,000$ 310,000$ 370,000$ 1,075,000$ 440,000$ 450,000$

Well Rehabilitations 155,000 310,000 315,000 345,000 435,000 360,000

Water and Sewer Fleet Vehicles 645,000 330,000 300,000 120,000 125,000

Standpipe Pit Project 105,000

Tamarack Sanitary Sewer Main Rehabilitation 1,490,000

PW and Parks Maint. Building Contribution 2,266,868

Water Storage Facility Maintenance Program 1,505,000 100,000 1,085,000

Tower Drive - Full Water Replacement 215,000

Sanitary Sewer Lift Station Maintenance Program 75,000 315,000

Southeast Sewer Lining and repairs 50,000 790,000

Interstate Watermain Replacements 310,000 25,000 275,000 25,000

Northeast Trunk Sanitary Sewer Project 1,260,000

South Trunk Sewer lining and Repairs 55,000 110,000

Water and Sewer Piling Rehabilitations 235,000 375,000 340,000

Booster Station Interior Rehabilitation 275,000

Water and Sewer Renewal and Replacement Projects 750,000 1,375,000 1,050,000 370,000 5,170,000 460,000

TOTAL EXPENSES 7,121,868$ 2,975,000$ 4,200,000$ 3,490,000$ 7,200,000$ 1,760,000$


OVER EXPENSES (4,261,868)$ (5,000)$ (1,245,000)$ (550,000)$ (4,275,000)$ 1,085,000$

ESTIMATED BEGINNING RESERVE BALANCE 13,400,000 9,138,132 9,133,132 7,888,132 7,338,132 3,063,132

ESTIMATED ENDING RESERVE BALANCE 9,138,132$ 9,133,132$ 7,888,132$ 7,338,132$ 3,063,132$ 4,148,132$

Notes:

(1) Revenue assumptions include a 3% water and sewer rate increase each year excluding the portion of the rate structure associated with MCES

charges. The MCES portion of the utility bill is projected to increase 5% to 8% per year.

180


2019 – 2023



2018 2019 2020 2021 2022 2023

REVENUES

Operating Income (1) 1,095,000$ 1,160,000$ 1,230,000$ 1,300,000$ 1,365,000$ 1,435,000$

SWWD Grant 100,000


TOTAL REVENUES 1,255,000$ 1,215,000$ 1,280,000$ 1,350,000$ 1,420,000$ 1,460,000$

EXPENSES

Storm Water Pond Dredging Projects 1,110,000$ 515,000$ 525,000$ 540,000$ 550,000$ 565,000$

Storm Water Quality Projects 410,000 420,000 430,000 440,000 455,000

Storm Water Renewal and Replacement Projects 430,000 620,000 205,000 190,000 2,060,000 350,000

TOTAL EXPENSES 1,540,000$ 1,545,000$ 1,150,000$ 1,160,000$ 3,050,000$ 1,370,000$


OVER EXPENSES (285,000)$ (330,000)$ 130,000$ 190,000$ (1,630,000)$ 90,000$

ESTIMATED BEGINNING RESERVE BALANCE 3,255,000 2,970,000 2,640,000 2,770,000 2,960,000 1,330,000

ESTIMATED ENDING RESERVE BALANCE 2,970,000$ 2,640,000$ 2,770,000$ 2,960,000$ 1,330,000$ 1,420,000$

Notes:

(1) Revenue assumptions include a 3% rate increase each year.

181


2019 – 2023



2018 2019 2020 2021 2022 2023

REVENUES (1)

EVGC Operating and Investment Income 330,000$ 335,000$ 345,000$ 350,000$ 360,000$ 370,000$

TOTAL REVENUES 330,000$ 335,000$ 345,000$ 350,000$ 360,000$ 370,000$

EXPENSES

Maintenance Equipment 150,000$ 5,000$ 140,000$ 30,000$ 90,000$ 140,000$

Irrigation System Replacement 255,000

Clubhouse 75,000 75,000 10,000 30,000

Miscellaneous Building Components 15,000 30,000

Golf Cart Fleet 225,000 15,000

Practice Range Equipment 10,000 5,000

On-Course Bathroom Additions 110,000

Food and Beverage Equipment 25,000

TOTAL EXPENSES 495,000$ 230,000$ 225,000$ 195,000$ 95,000$ 195,000$


OVER EXPENSES (165,000)$ 105,000$ 120,000$ 155,000$ 265,000$ 175,000$

ESTIMATED BEGINNING RESERVE BALANCE 325,000 160,000 265,000 385,000 540,000 805,000

ESTIMATED ENDING RESERVE BALANCE 160,000$ 265,000$ 385,000$ 540,000$ 805,000$ 980,000$

Notes:

(1) The EVGC Task Force long-term annual operating income goal is 20% of revenues or $325,000 for 2018. Operating income is budgeted at 21%

of total operating revenues in the 2018 Budget.

182


2019 – 2023



2018 2019 2020 2021 2022 2023

REVENUES LESS DEBT SERVICE

Operating Income (1) 575,000$ 575,000$ 560,000$ 575,000$ 590,000$ 600,000$

Summit Orthopedics Lease Revenue 135,000 135,000 140,000 140,000 145,000 145,000

Cell Tower Lease Revenue 25,000 25,000 25,000 25,000 25,000 25,000


Debt Service (375,000) (375,000) (320,000) (320,000) (320,000) (320,000)

TOTAL REVENUES LESS DEBT SERVICE 365,000$ 370,000$ 420,000$ 440,000$ 465,000$ 485,000$

EXPENSES

Ice Arena 65,000$ 30,000$ 170,000$

Ice Arena Equipment 125,000 185,000 55,000$ 140,000$

Lobby Link 15,000

Furniture/Fixtures/Equipment 15,000 5,000 10,000

TOTAL EXPENSES 190,000$ 60,000$ 360,000$ 65,000$ -$ 140,000$


OVER EXPENSES 175,000$ 310,000$ 60,000$ 375,000$ 465,000$ 345,000$

ESTIMATED BEGINNING RESERVE BALANCE 430,000 605,000 915,000 975,000 1,350,000 1,815,000

ESTIMATED ENDING RESERVE BALANCE 605,000$ 915,000$ 975,000$ 1,350,000$ 1,815,000$ 2,160,000$

Notes:

(1) The long-term annual operating income goal is 30% to 35% of operating revenues. The 2018 budgeted operating income is 32.2% of

operating revenues. The 2019 to 2023 operating income projections range from 31.7% in 2019 to 30.3% in 2023.

183


2019 – 2023

COMMUNITY INVESTMENT FUND


2018 2019 2020 2021 2022 2023

REVENUES

Special Assessments 70,000$ 70,000$ 70,000$ 20,000$

Transfer In - Debt Service Funds 325,000

Internal Loan Repayment from the HSC Fund 375,000 375,000 25,000 25,000 25,000$ 25,000$


TOTAL REVENUES 535,000$ 865,000$ 205,000$ 160,000$ 145,000$ 145,000$

EXPENDITURES

Central Park Improvements (1) 185,000$ TBD TBD

TOTAL EXPENDITURES 185,000$ -$ -$ -$ -$ -$





Notes:

(1) TBD - Amounts to be determined in a future capital improvement plan.

184


2015 – 2018

PUBLIC WORKS BUILDING EXPANSION FUND


2015 2016 2017 2018 Totals

REVENUES

Proceeds from Debt Issuance 13,000,000$ 13,000,000$

Transfer from General Fund 2,118,243$ 2,118,243

Transfer from Capital Improvement Fund 4,631,799 4,631,799

Transfer from Water and Sewer Utility Fund 2,266,868 2,266,868

Transfer from Central District Trunk Storm

Sewer Fund 500,000 500,000

Transfer from 2003C/2010C Debt Service Fund 325,000 325,000

SWWD and County Project Contributions 260,000 260,000

Interest on Investments 19,410$ 12,347$ 80,000 111,757

TOTAL REVENUES 2,118,243$ 19,410$ 12,347$ 21,063,667$ 23,213,667$

EXPENDITURES

Project Costs 11,374$ 30,172$ 474,274$ 22,352,847$ 22,868,667$

Debt Issuance and Capitalized Interest Costs 345,000 345,000

TOTAL EXPENDITURES 11,374$ 30,172$ 474,274$ 22,697,847$ 23,213,667$


OVER EXPENDITURES 2,106,869$ (10,762)$ (461,927)$ (1,634,180)$

ESTIMATED BEGINNING FUND BALANCE - 2,106,869 2,096,107 1,634,180

ESTIMATED ENDING FUND BALANCE 2,106,869$ 2,096,107$ 1,634,180$ -$

185


2019 – 2023

SUMMARY OF PROPOSED DEBT ISSUANCES IN THE


2018 2019 2020 2021 2022 2023

G.O. Capital Improvement Bonds:

Public Works Building Expansion 13,000,000$

Public Safety Training Center 5,260,000$

Public Safety Building Expansion (1) TBD

G.O. Improvement Bonds:

Roadway Maintenance Projects 2,835,000 1,100,000 1,400,000$ 1,925,000$ 2,325,000$ 1,125,000$

15,835,000$ 6,360,000$ 1,400,000$ 1,925,000$ 2,325,000$ 1,125,000$

Notes:

(1) TBD - Amounts to be determined in a future capital improvement plan.

186


2019 – 2023

DEBT SERVICE PROJECTIONS FOR DEBT ISSUANCES

SUPPORTED BY PROPERTY TAX LEVIES

Property Tax Supported Tax Capacity Based Debt Levy Projections:

2018 2019 2020 2021 2022 2023 2024 2025

Current Debt Levies:

2000A/2009A Capital Improvement

Bonds - PS Building 584,975$ 587,100$

2010A Capital Improvement

Bonds - PS Building 511,972 515,010 512,030$ 508,313$ 513,846$ 513,348$ 512,037$ 509,890$

2003C/2010C Refunding

Bonds - PW Bldg 360,096

2013A Tax Abatement

Bonds - HSC 633,264 1,014,204 1,014,159 1,014,259 1,013,609 1,012,209 1,014,109 1,010,608

2015A Improvement Bonds -

2015 St. Reconst. Project 148,795 148,745 150,445 150,445 150,545 152,045 152,485 153,485

Subtotal 2,239,102 2,265,059 1,676,634 1,673,017 1,678,000 1,677,602 1,678,631 1,673,983

Proposed Future Debt Levies:

2018A Capital Improvement 315,000 685,000 685,000 685,000 685,000 685,000 685,000

Bonds - PW Bldg


Bonds - PS Training Center 375,000 375,000 375,000 375,000 375,000 375,000


Bonds - PS Bldg To be determined

Subtotal - 315,000 1,060,000 1,060,000 1,060,000 1,060,000 1,060,000 1,060,000

Total 2,239,102$ 2,580,059$ 2,736,634$ 2,733,017$ 2,738,000$ 2,737,602$ 2,738,631$ 2,733,983$

Net Change Compared to Prior Year 340,957$ 156,575$ (3,617)$ 4,983$ (398)$ 1,029$ (4,648)$

Property Tax Supported Market Value Referenda Based Debt Levy Projections:

2018 2019 2020 2021 2022 2023 2024 2025

Current Debt Levies:

1998E/2005B Refunded Open Space

Ref. Bonds-Open Space 350,200$

2006B/2013B Parks and Open Space

Ref. Bonds Parks/Open Space 609,450 615,500$ 615,950$ 615,950$ 615,500$ 619,600$ 623,100$ 626,000$

Total 959,650$ 615,500$ 615,950$ 615,950$ 615,500$ 619,600$ 623,100$ 626,000$

Net Change Compared to Prior Year (344,150)$ 450$ -$ (450)$ 4,100$ 3,500$ 2,900$

Total Debt 3,198,752$ 3,195,559$ 3,352,584$ 3,348,967$ 3,353,500$ 3,357,202$ 3,361,731$ 3,359,983$

Total Debt Net Change Compared to

Prior Year (3,193)$ 157,025$ (3,617)$ 4,533$ 3,702$ 4,529$ (1,748)$

187


2019 – 2023

SUMMARY OF MAJOR ROADWAY PROJECTS

YEAR PROJECTCIP

FUND

ESTIMATED

COST

(INFLATED)

2018 Tamarack Interchange Bridge Lighting MSA $50,000

2018 Pioneer Drive Trail Improvements MSA $1,000,000

2018 Traffic Signal - Valley Creek Road at City Hall Entrance MSA $200,000

2018-19 Lake Road Trail Improvements MSA $1,800,000

2019 Woodwinds Drive Pavement Rehabilitation MSA $265,000

2019 Tamarack Road Pavement Rehabilitation - Tamberwood Trail to Radio Drive MSA $615,000

2019 Woodlane Drive Pavement Rehabilitation - Glen Road to Military Road MSA $590,000

2019 Valley Creek Road Trail - Colby Lake Underpass to Dancing Waters Parkway MSA $870,000

2019-20 Bailey Road (CSAH) Management and Safety Improvements West of Woodbury Drive MSA $2,035,000

2020 Tamarack Road - Woodbury Drive to Preserve Trail MSA $4,205,000

2020 Woodbury Drive Capacity Improvements from I94 to Wynstone Drive MSA $1,365,000

2020 Rivertown Drive Pavement Rehabilitation - Commerce Drive to Hudson Road MSA $1,945,000

2020 Commerce Drive Pavement Rehabilitation - Tamarack Road to Woodbury Drive MSA $3,360,000

2020 Hudson Road Pavement Rehabilitation - Rivertown Drive to City Walk MSA $2,940,000

2021 Lake Road / Pioneer Drive Intersection Improvements MSA $1,075,000

2021 Lake Road Pavement Rehabilitation MSA $755,000

2021 Lake Road Striping and Safety Improvements MSA $590,000

2021 Woodlane Drive Pavement Rehabilitation - Bailey Elementary to Copper Cliff Trail MSA $320,000

188


2019 – 2023

SUMMARY OF MAJOR ROADWAY PROJECTS (Cont’d.)

YEAR PROJECTCIP

FUND

ESTIMATED

COST

(INFLATED)

2022 Pioneer Drive Pavement Rehabilitation - Lake Road to Bailey Road MSA $885,000

2022 Tamarack Road Pavement Rehabilitation - Weir Drive to Bielenberg Drive MSA $660,000

2023 Bielenberg Drive - Gold Line Bridge over I-94 MSA $2,830,000

2018 Dale Road / Pioneer Drive Roundabout and Roadway Improvements Phase 1-2 $5,000,000

2019-20 Phase 2 Roadway Improvements Phase 1-2 $7,275,000

189

2019 – 2023 Capital Improvement Plan

Street Reconstruction and Major Roadway

Project Descriptions

Street Reconstruction and Maintenance

2018 Street Reconstruction and Maintenance Project – Includes Eagle Valley and Wedgewood

areas – These roadways are in need of major maintenance in accordance with the criteria set forth

by the Street Major Maintenance Citizen Task Force, the City’s pavement management program

and recommendations from the City’s street division. The scope of work for these roads is

anticipated to include a mill and overlay along with minor curb replacement, storm sewer repairs

and water/sanitary sewer repairs.

2019-2023 Street Reconstruction and Maintenance Projects – Each year streets are chosen in accordance

with the criteria set forth by the Street Major Maintenance Citizen Task Force, the City’s pavement

management program and recommendations by the City’s street division. Projects are chosen on

an annual basis based on projected needs as well as funding availability. Streets to be included in

the Future projects have only been preliminarily chosen at this time. The scope of each project

may include sanitary sewer, water and storm water system repairs or replacement in addition to

several different pavement rehabilitation and reconstruction techniques depending on the

pavement condition.

Municipal State Aid Roadway Construction Fund

2018 Tamarack Interchange Bridge Lighting – The existing lighting on the interchange is failing due

to its age and is the ideal time to replace with more efficient LED lighting technology.

2018 Pioneer Drive Trail Improvements – This project consists of adding a trail segment along

Pioneer Drive from Bailey Road to Lake Road to fill an identified trail gap and to improve

pedestrian safety.

2018 Traffic Signal at Valley Creek Road and City Hall Entrance – The improvements will consist

of the installation of a permanent signal at this intersection. In recent history, this intersection has

relatively high rate of accidents. An increased level of intersection control should reduce the rate

of accidents for vehicles turning onto Valley Creek Road from the City Hall Entrance.

2018-19 Lake Road Trail Improvements – This project consists of adding trail segments along Lake Road

to fill in identified trail gaps along with several trail crossing improvements.

2019 Pavement Rehabilitation – Woodwinds Drive, Tamarack Road (Tamberwood Trail to Radio

Drive) and Woodlane Drive (Glen Road to Military Road) – This project will address

deteriorated pavement conditions along with other minor repairs to curb, pedestrian facilities and

utilities.

2019 Valley Creek Road Trail from Colby Lake Underpass to Dancing Waters Parkway – This

project will consist of adding a trail along the north side of Valley Creek Road to fill in an identified

trail system gap.

2019-20 Bailey Road Management and Safety Improvements West of Radio Drive – This project will

include the construction of turn lanes, channelization and intersection control from Radio Drive

west thru Newport. This project would be led by Washington County.

190

2019 – 2023 Capital Improvement Plan

Street Reconstruction and Major Roadway

Project Descriptions (Cont’d.)

2020 Tamarack Road from Woodbury Drive to Preserve Trail – This project will be constructed to

serve the increased traffic generated from the development of the adjacent properties. The

improvements will include the reconstruction of Tamarack Road to a 4-lane divided roadway with

necessary turn lanes. It will also include turn lane improvements on Woodbury Drive (CR 19) to

Tamarack Road.

2020 Woodbury Drive Capacity Improvements from I94 to Wynstone Drive – This project will be

constructed to serve the increased traffic generated from the development of the adjacent

properties. The improvements will include the reconstruction of Woodbury Drive to a 6-lane

section along with necessary turn lanes and intersection improvements. This project would be led

by Washington County.

2020 Pavement Rehabilitation – Rivertown Drive (Commerce Drive to Hudson Road), Commerce

Drive (Tamarack Road to Woodbury Drive) and Hudson Road (Rivertown to City Walk) –

These projects will address deteriorated pavement conditions along with other minor repairs to

curb, pedestrian facilities and utilities. These projects will be completed in conjunction with the

Woodbury Drive Capacity Improvements.

2021 Lake Road / Pioneer Drive Intersection Improvements, Pavement Rehabilitation and

Striping Project – This project is proposed to add intersection control to the Lake Road / Pioneer

Drive intersection including channelization and turn lane construction as the existing 4-way stop

is beginning to fail and upgrades are necessary to carry projected traffic volume increases. The

project will also address pavement condition and pedestrian safety.

2021 Pavement Rehabilitation – Woodlane Drive (Bailey Elementary to Copper Cliff Trail) – This

project will address deteriorated pavement conditions along with other minor repairs to curb,

pedestrian facilities and utilities.

2022 Pavement Rehabilitation – Pioneer Drive (Lake Road to Bailey Road) and Tamarack Road

(Weir Drive to Bielenberg Drive) – This project will address deteriorated pavement conditions

along with other minor repairs to curb, pedestrian facilities and utilities.

2023 Bielenberg Drive – Gold Line Bridge over I-94 – This will be the City’s contribution to the

project that will address the local traffic and pedestrian movement along the bus rapid transit way.

Phase 1 & 2 Major Roadway Special Assessment Fund

2018 Pioneer Drive / Dale Road Roundabout and Roadway Improvements - This project will

facilitate increase traffic into the Phase 2 development area south of Bailey Road, east and west of

Pioneer Drive. Improvement include construction of a roundabout along with necessary approach

improvements each direction.

2018-19 Phase 2 Roadway Improvements – Based on the current development submittals and concepts,

it is anticipated that additional improvement will be necessary to accommodate the additional

traffic on adjacent major roadways. Exact projects will be evaluated as development plans are

approved.

CITY OF WOODBURY APPENDIX

Fund Balance Estimate – General Fund

Overview of Valuations and Tax Capacity Rates

Estimated Taxes Payable Comparisons – Residential Property

Estimated Taxes Payable for 2019 compared to 2018 – Residential Property

Estimated Taxes Payable for 2019 compared to 2018 – Specific Properties

Housing and Redevelopment Authority Levy

Per Capita and per Household Spending/Tax Levy Comparison

Staffing Summary – Five Year History

Total Staffing and Staffing Per 1,000 Residents

Personnel Changes in 2019 Budget – All Funds

Long-term Staffing Plan 2019-2023

Property Tax Levy Allocation

Glossary of Budget Terms

Acronyms

192

FUND BALANCE ESTIMATE – GENERAL FUND

GENERAL FUND

Projected Fund Balance - December 31, 2018 13,118,505$

Proposed 2019 Revenues 35,685,750$

Proposed 2019 Expenditures (35,185,750)

Operating Surplus / (Deficit) 500,000

Transfer to Capital Improvement Fund (500,000)

Projected Fund Balance - December 31, 2019 13,118,505$

Fund Balance Analysis - General Fund: 2018 2019 Change

Nonspendable: Prepaid Items 61,848$ 61,848$ -$

Committed:

Stabilization - (Emergencies - 2.5% of Following Year's Budget) 886,405 921,861 35,456

Compensated Absences (50% of Amount Earned) 1,533,392 1,610,061 76,669

Unassigned: (Utilized for cash flow timing needs) 10,636,860 10,524,735 (112,125)

Total Fund Balance 13,118,505$ 13,118,505$ -$

Fund Balance as a Percentage of Following Year's Budget

Including Risk Management Fund Reserves 40% 39%

Fund Balance Target Level including Risk Management Fund Reserves: 35% to 50%

193

FINANCIAL AND STATISTICAL DATA

OVERVIEW OF VALUATIONS AND TAX CAPACITY RATES

2015 2016 2017 2018 2019

1 Taxable Market Value 7,358,820,300$ 7,609,333,100$ 7,868,553,600$ 8,508,840,300$ 9,174,063,600$

2 Taxable Market Value Percent Change 5.3% 3.4% 3.4% 8.1% 7.8%

3 Real Estate Tax Capacity 83,539,572 86,475,330 90,013,104 97,397,863 Not Available

4 Personal Property Tax Capacity 992,424 1,032,608 1,087,429 1,155,414 Not Available5 Total Tax Capacity 84,531,996 87,507,938 91,100,533 98,553,277 106,547,906

6 Fiscal Disparities Tax Capacity Contribution (7,153,086) (7,446,630) (7,944,059) (8,689,237) (9,533,122)

7 Less Tax Capacity dedicated to Tax Increment Districts (83,228) (103,375) (103,375) (109,858) (109,858) 8 Net Tax Capacity 77,295,682 79,957,933 83,053,099 89,754,182 96,904,926

9 Net Tax Capacity Percent Change 6.1% 3.4% 3.9% 8.1% 8.0%

10 General Fund Operations Tax Levy 21,690,420 22,415,450 23,146,194 24,143,795 25,283,382

11 EMS Fund Tax Levy - 466,859 665,909 665,909 665,909

12 Capital Improvement Fund Tax Levy 2,023,304 2,084,003 2,125,683 2,178,825 2,244,190

13 Street Reconstruction/Maintenance Fund Tax Levy 2,794,896 2,948,615 3,110,789 3,281,882 3,462,386

14 Frontage Road / I-94 On-Ramp Tax Abatement Plan Tax Levy 30,395 316,722 389,849 410,480 464,116 15 City Tax Levy Certified to the County 26,539,015 28,231,649 29,438,424 30,680,891 32,119,983

16 Less Fiscal Disparities Distribution Received (2,466,111) (2,256,311) (2,510,227) (2,699,528) (2,799,656) 17 Net General Fund Tax Levy for the Tax Capacity Rate Calculation 24,072,904$ 25,975,338$ 26,928,197$ 27,981,363$ 29,320,327$

18 City Tax Capacity Rate for Operations 31.144% 32.486% 32.423% 31.176% 30.257%

19 General Obligation Tax Capacity Debt Levies:

20 2004 Street Reconstruction Bonds 314,800 - - - -

21 2008 Frontage Road / I-94 On-Ramp Tax Internal Loan 315,135 - - - -

22 2009 Capital Improvement Bonds 582,650 582,650 582,200 584,975 587,100

23 2010 Capital Improvement Bonds 505,794 512,639 513,574 511,972 515,010

24 2010 Refunding Bonds 362,390 361,350 363,230 360,096 -

25 2013 Abatement Bonds 634,734 632,529 635,574 633,264 1,014,204

26 2015 Improvement Bonds - 150,145 147,045 148,795 148,745

27 2018 Capital Improvement Bonds - - - - 328,000

28 2018 HERO Center Internal Loan - - - - 330,141 29 Total City G.O. Debt Levy Certified to the County 2,715,503$ 2,239,313$ 2,241,623$ 2,239,102$ 2,923,200$

30 Tax Capacity Rate for Tax Capacity Debt Levies 3.513% 2.801% 2.699% 2.495% 3.017%

31 General Obligation Market Value Debt Levies from Referendums:

32 1998/2005/2014 Open Space Bonds 380,400 339,400 350,100 350,200 -

33 2006/2013 Parks and Open Space Bonds 603,450 605,850 602,800 609,450 615,500

34 Total G.O. Market Value Based Debt Levy Certified to the County 983,850$ 945,250$ 952,900$ 959,650$ 615,500$

35 Market Value Tax Rate for Referendum Debt Levy 0.01308% 0.01216% 0.01187% 0.11120% 0.00663%

36 Total City Tax Levy for the Tax Capacity Rate Calculation 27,772,257$ 29,159,901$ 30,122,720$ 31,180,115$ 32,859,027$

37 Total City Tax Rate (not including the market value tax rates) 34.657% 35.287% 35.122% 33.670% 33.273%

38 Percent Change in Tax Rate -3.5% 1.8% -0.5% -4.1% -1.2%

39 Total City Tax Levy Certified to Washington County 30,238,368$ 31,416,212$ 32,632,947$ 33,879,643$ 35,658,683$

(Line 15 + line 29 + line 34)

40 Change in City Tax Levy Certified to Washington County 796,064$ 1,177,844$ 1,216,735$ 1,246,696$ 1,779,040$

41 Percent Change in City Tax Levy 2.8% 3.9% 3.9% 3.8% 5.3%

42 Total HRA Tax Levy Certified to Washington County 250,000$ 250,000$ 250,000$ 250,000$ 250,000$

43 Percent Change in HRA Tax Levy 0.0% 0.0% 0.0% 0.0% 0.0%

44 Total City and HRA Tax Levy Certified to Washington County 30,488,368$ 31,666,212$ 32,882,947$ 34,129,643$ 35,908,683$

(Line 39 + line 42)

45 Percent Change in Total Tax Levy 2.83% 3.86% 3.84% 3.79% 5.21%

194

ESTIMATED TAXES PAYABLE COMPARISONS –

RESIDENTIAL PROPERTY

ACTUAL TAXES PAYABLE 2018 Combined Single Family Multi-Family

Median Median Median

Residential Residential ResidentialValue Value Value

Estimated Market Value 296,700$ 339,900$ 179,000$

Less Homestead Value Exclusion 10,500 6,600 21,100

Taxable Market Value 286,200 333,300 157,900

Tax Capacity Calculation:

Homestead -

1st $500,000 @ 1.00% 2,862 3,333 1,579

Over $500,000 @ 1.25% - - -

Total: 2,862$ 3,333$ 1,579$

Tax capacity increase/(decrease):

City Tax Calculation:

Tax Capacity x Tax Capacity Rate = Tax

Tax Capacity Rate 33.670% 964$ 1,122$ 532$

HRA Tax Capacity Rate 0.25488% 7 9 4

Market Value Referendum 0.01187% 35 40 21

Tax 1,006$ 1,171$ 557$

ESTIMATED TAXES PAYABLE 2019 Combined Single Family Multi-Family

Median Median Median

Residential Residential ResidentialValue Value Value

Estimated Market Value 312,600$ 358,100$ 192,500$

Less Homestead Value Exclusion 9,100 5,000 19,900

Taxable Market Value 303,500 353,100 172,600


Homestead -

1st $500,000 @ 1.00% 3,035 3,531 1,726

Over $500,000 @ 1.25% - - -

Total: 3,035$ 3,531$ 1,726$

Tax capacity increase/(decrease): 6.0% 5.9% 9.3%



Tax Capacity Rate 33.273% 1,010$ 1,175$ 574$

HRA Tax Capacity Rate 0.23611% 7 8 4

Market Value Referendum 0.00663% 20 24 13

Tax 1,037$ 1,207$ 591$

Taxes Percent Change 18/19 3.08% 3.07% 6.10%

Taxable Value Percent Change 18/19 6.0% 5.9% 9.3%

Estimated Market Value Percent Change 18/19 5.4% 5.4% 7.5%

Dollar Change 18/19 31$ 36$ 34$

Note: Median residential value per the 2018 Washington County Assessment Report.

195

ESTIMATED TAXES PAYABLE FOR 2019 COMPARED TO 2018 -

RESIDENTIAL PROPERTY

ACTUAL TAXES PAYABLE 2018 $237,200 Median $332,100 $427,000

Residential Residential Residential ResidentialValue Value Value Value

Estimated Market Value 237,200$ 296,700$ 332,100$ 427,000$

Less Homestead Value Exclusion 15,900 10,500 7,400 -

Taxable Market Value 221,300 286,200 324,700 427,000


Homestead -

1st $500,000 @ 1.00% 2,213 2,862 3,247 4,270

Over $500,000 @ 1.25% - - - -

Total: 2,213$ 2,862$ 3,247$ 4,270$

Tax capacity increase/(decrease):



Tax Capacity Rate 33.670% 745$ 964$ 1,093$ 1,438$

HRA Tax Capacity Rate 0.25488% 6 7 8 11

Market Value Referendum 0.01187% 28 35 40 50

Tax 779$ 1,006$ 1,141$ 1,499$

ESTIMATED TAXES PAYABLE 2019 $250,000 Median $350,000 $450,000

Residential Residential Residential ResidentialValue Value Value Value

Estimated Market Value 250,000$ 312,600$ 350,000$ 450,000$

Less Homestead Value Exclusion 14,700 9,100 5,700 -

Taxable Market Value 235,300 303,500 344,300 450,000


Homestead -

1st $500,000 @ 1.00% 2,353 3,035 3,443 4,500

Over $500,000 @ 1.25% - - - -

Total: 2,353$ 3,035$ 3,443$ 4,500$

Tax capacity increase/(decrease): 6.3% 6.0% 6.0% 5.4%



Tax Capacity Rate 33.273% 783$ 1,010$ 1,146$ 1,497$

HRA Tax Capacity Rate 0.23611% 5 7 8 10

Market Value Referendum 0.00663% 17 20 23 30

Tax 805$ 1,037$ 1,177$ 1,537$

Taxes Percent Change 18/19 3.34% 3.08% 3.16% 2.54%

Taxable Value Percent Change 18/19 6.3% 6.0% 6.0% 5.4%

Estimated Market Value Percent Change 18/19 5.4% 5.4% 5.4% 5.4%

Dollar Change 18/19 26$ 31$ 36$ 38$

Note: Median residential value per the 2018 Washington County Assessment Report for single family

and multi-family residential parcels.

196

ESTIMATED TAXES PAYABLE FOR 2019 COMPARED TO 2018 -

SPECIFIC PROPERTIES

ACTUAL TAXES PAYABLE 2018 Ridgegate Wild Stonemill Ashton Rural

Patio Canyon Evergreen Farms Ridge Homestead

Parcel Number 1702821110074 3002821320007 0902821320011 1302821340021 2702821310008 1202821440006

Estimated Market Value 195,900$ 350,800$ 342,600$ 410,400$ 586,000$ 315,600$

Less Homestead Value Exclusion 19,600 5,700 6,400 300 - 8,800

Taxable Market Value 176,300 345,100 336,200 410,100 586,000 306,800


Homestead -

1st $500,000 @ 1.00% 1,763 3,451 3,362 4,101 5,000 3,068

Over $500,000 @ 1.25% - - - - 1,075 -

Total: 1,763$ 3,451$ 3,362$ 4,101$ 6,075$ 3,068$



Tax Capacity Rate 33.670% 594$ 1,162$ 1,132$ 1,381$ 2,045$ 1,033$

HRA Tax Capacity Rate 0.25488% 4 9 9 10 15 8

Market Value Referendum 0.01187% 23 42 41 49 70 37

Tax 621$ 1,213$ 1,182$ 1,440$ 2,130$ 1,078$

ESTIMATED TAXES PAYABLE 2019 Ridgegate Wild Stonemill Ashton Rural

Patio Canyon Evergreen Farms Ridge Homestead

Parcel Number 1702821110074 3002821320007 0902821320011 1302821340021 2702821310008 1202821440006

Estimated Market Value 200,900$ 378,500$ 363,300$ 407,000$ 618,300$ 357,000$

Less Homestead Value Exclusion 19,200 3,200 4,500 600 - 5,100

Taxable Market Value 181,700 375,300 358,800 406,400 618,300 351,900


Homestead -

1st $500,000 @ 1.00% 1,817 3,753 3,588 4,064 5,000 3,519

Over $500,000 @ 1.25% - - - - 1,479 -

Total: 1,817$ 3,753$ 3,588$ 4,064$ 6,479$ 3,519$

Tax capacity increase/(decrease): 3.1% 8.8% 6.7% -0.9% 6.6% 14.7%


Tax Capacity x Tax Capacity Rate = Taxes (Gross)

Tax Capacity Rate 33.315% 605$ 1,249$ 1,194$ 1,352$ 2,156$ 1,171$

HRA Tax Capacity Rate 0.23611% 4 9 8 10 15 8

Market Value Referendum 0.00663% 13 25 24 27 41 24

Tax 622$ 1,283$ 1,226$ 1,389$ 2,212$ 1,203$

Taxes Percent Change 18/19 0.16% 5.77% 3.72% -3.54% 3.85% 11.60%

Taxable Value Percent Change 18/19 3.1% 8.8% 6.7% -0.9% 5.5% 14.7%

Estimated Market Value Percent Change 18/19 2.6% 7.9% 6.0% -0.8% 5.5% 13.1%

Dollar Change 18/19 1$ 70$ 44$ (51)$ 82$ 125$

197

HOUSING AND REDEVELOPMENT AUTHORITY

LEVY AT $250,000

ACTUAL TAXES PAYABLE 2018 Median

ResidentialValue

Estimated Market Value 296,700$

Less Homestead Value Exclusion 10,500

Taxable Market Value 286,200


Homestead -

1st $500,000 @ 1.00% 2,862

Over $500,000 @ 1.25% -

Total: 2,862$



HRA Tax Capacity Rate 0.25488% 7.29$

Tax 7.29$

ESTIMATED TAXES PAYABLE 2019 Median

ResidentialValue

Estimated Market Value 312,600$

Less Homestead Value Exclusion 9,100

Taxable Market Value 303,500


Homestead -

1st $500,000 @ 1.00% 3,035

Over $500,000 @ 1.25% -

Total: 3,035$

Tax capacity increase/(decrease): 6.0%



HRA Tax Capacity Rate 0.23611% 7.17$

Tax 7.17$

Taxes Percent Change 18/19 -1.65%

Taxable Value Percent Change 18/19 6.0%

Estimated Market Value Percent Change 18/19 5.4%

Dollar Change 18/19 (0.12)$

198

PER CAPITA AND PER HOUSEHOLD SPENDING/

TAX LEVY COMPARISON

Percent

Change

2015 2016 2017 2018 2019 18/19

GENERAL FUND OPERATIONS EXPENDITURES:

Population 67,875 68,725 69,245 70,559 72,122 2.22%

Households 25,517 25,934 26,327 26,973 27,423 1.67%

General Fund Expenditures 29,240,305$ 30,859,061$ 31,255,345$ 34,092,500$ 35,685,750$ 4.67%

Per Household Expenditures 1,145.91$ 1,189.91$ 1,187.20$ 1,263.95$ 1,301.31$ 2.96%

Adjust for Inflation Per Household 1,236.51$ 1,280.14$ 1,246.07$ 1,299.34$ 1,301.31$ 0.15%

Per Capita Expenditures 430.80$ 449.02$ 451.37$ 483.18$ 494.80$ 2.41%

Adjust for Inflation Per Capita 464.85$ 483.07$ 473.76$ 496.71$ 494.80$ -0.38%

Inflation Factor 0.3% 2.5% 2.1% 2.8%

GENERAL FUND OPERATIONS PROPERTY TAX LEVY:

Population 67,875 68,725 69,245 70,559 72,122 2.22%

Households 25,517 25,934 26,327 26,973 27,423 1.67%

General Fund Operations Tax Levy 21,690,420$ 22,415,450$ 23,146,194$ 24,143,795$ 25,283,382$ 4.72%

Per Household Tax Levy 850.04$ 864.33$ 879.18$ 895.11$ 921.98$ 3.00%

Adjust for Inflation Per Household 917.24$ 929.87$ 922.78$ 920.17$ 921.98$ 0.20%

Per Capita Tax Levy 319.56$ 326.16$ 334.27$ 342.18$ 350.56$ 2.45%

Adjust for Inflation Per Capita 344.83$ 350.89$ 350.84$ 351.76$ 350.56$ -0.34%


TOTAL PROPERTY TAX LEVY:

Population 67,875 68,725 69,245 70,559 72,122 2.22%

Households 25,517 25,934 26,327 26,973 27,423 1.67%

Total Tax Levy 30,488,368$ 31,666,212$ 32,882,947$ 34,129,643$ 35,908,683$ 5.21%

Per Household Tax Levy 1,194.83$ 1,221.03$ 1,249.02$ 1,265.33$ 1,309.44$ 3.49%

Adjust for Inflation Per Household 1,289.28$ 1,313.62$ 1,310.96$ 1,300.76$ 1,309.44$ 0.67%

Per Capita Tax Levy 449.18$ 460.77$ 474.88$ 483.70$ 497.89$ 2.93%

Adjust for Inflation Per Capita 484.69$ 495.71$ 498.43$ 497.25$ 497.89$ 0.13%


199

STAFFING SUMMARY – FIVE YEAR HISTORY

Full-time and Part-time Positions

(Excludes paid-on-call firefighter positions)

Dept

No. Department 2015 2016 2017 2018 2019

General Fund:

General Government:

015 Administration 8.83 8.83 8.83 9.83 9.83

016 Finance 7.50 7.50 7.50 7.50 7.50

017 Assessor 1.00 1.00 1.00 1.00 1.00

018 Information Technology 6.00 6.00 6.00 6.00 7.00

020 Communications 2.00 3.00 3.00 3.00 3.00

Subtotal 25.33 26.33 26.33 27.33 28.33


021 Planning & Code Enforcement 8.00 7.00 7.00 7.00 7.50

005 Economic Development 2.00 2.00 2.00 2.00 2.00

023 Inspections 10.48 10.74 10.76 11.19 11.19

Subtotal 20.48 19.74 19.76 20.19 20.69

Public Safety:

025 Police 82.27 82.69 83.21 85.01 85.66

031 Fire Department 10.69 10.69 10.69 10.69 10.69

034 Emergency Preparedness 1.03 1.03 1.05 1.05 1.05

Subtotal 93.99 94.41 94.95 96.75 97.40

Engineering:

039 Engineering 13.88 13.38 13.08 13.08 14.81

019 Municipal Buildings 4.00 4.00 4.00 4.00 4.00

Subtotal 17.88 17.38 17.08 17.08 18.81

Public Works:

038 Administration 5.10 5.14 5.14 4.14 4.14

036 Streets 23.15 24.15 24.15 24.15 23.15

037 Fleet Services 8.00 8.00 8.00 8.00 8.00

051 Parks & Forestry 28.12 27.56 27.56 28.56 28.56

Subtotal 64.37 64.85 64.85 64.85 63.85

Parks & Recreation:

022 Recreation 17.07 15.64 17.38 17.71 17.65

Subtotal 17.07 15.64 17.38 17.71 17.65

Total General Fund 239.12 238.35 240.35 243.91 246.73

Emergency Medical Services Fund:

026 Emergency Medical Services 10.20 15.67 16.93 17.69 18.69


075 Water 10.97 10.97 10.97 11.92 12.04

085 Sewer 10.97 10.97 10.97 11.92 12.04

Total Water and Sewer Utility Fund 21.94 21.94 21.94 23.84 24.08

HealthEast Sports Center Fund:

052 Ice Arena / Fieldhouse Operations 12.53 12.21 12.45 12.14 12.26

Eagle Valley Golf Course Fund:

053 Golf Course Operations 15.24 15.15 15.22 15.32 15.39

Grand Total 299.03 303.32 306.89 312.90 317.15

Restated for Public Works Restructure

200

TOTAL STAFFING AND STAFFING PER 1,000 RESIDENTS

Full-Time Part-time*/ Employees

FTE Seasonal/Temp. Total FTE Per 1,000

Year Population Employees FTE Employees Employees Residents

2005 54,147 191.00 58.43 249.43 4.61

2006 56,606 205.00 56.43 261.43 4.62

2007 58,107 215.00 57.33 272.33 4.69

2008 59,048 222.00 58.81 280.81 4.76 Highpoint

2009 59,518 221.00 57.25 278.25 4.68

2010 61,961 219.00 56.91 275.91 4.45

2011 63,490 213.00 64.02 277.02 4.36

2012 64,481 214.00 63.43 277.43 4.30

2013 65,659 217.00 63.30 280.30 4.27 Lowpoint

2014 66,807 225.00 62.04 287.04 4.30

2015 67,875 232.00 67.03 299.03 4.41

2016 68,725 240.75 62.57 303.32 4.41

2017 69,240 243.75 63.14 306.89 4.43

2018 70,559 249.75 63.15 312.90 4.43

2019 72,122 252.75 64.40 317.15 4.40

*excludes paid-on-call firefighters

4.00

4.20

4.40

4.60

4.80

5.00

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

FT

E

Em

plo

yees

per 1

,00

0 R

esid

en

ts

Year

FTE Employees per 1,000 Residents

Average Employees per 1,000 residents: 4.47

201

PERSONNEL CHANGES IN 2019 BUDGET – ALL FUNDS

Division FTE

Salary/

Benefits

FUNDED POSITIONS:

IT Software Analyst IT 1.00 96,000

Lead Law Enforcement Analyst Police 1.00 108,500

Engineer I Engineering 1.00 88,600

Paramedic EMS 1.00 95,200

Subtotal Full-time Positions 4.00 388,300$

Code Enforcement Intern Planning 0.50 18,100

Engineering Intern (funded from Roadway Reconstruction Fund) Engineering 0.35 12,500

Traffic Counter Engineering 0.38 13,800

Seasonal Positions Utilities 0.24 8,400

Seasonal Positions HSC 0.12 5,900

Seasonal Positions EVGC 0.07 8,700

Subtotal Part-time Positions 1.66 67,400$

TOTAL FUNDED POSITIONS 5.66 455,700$

ELIMINATED EXISTING POSITIONS:

Community Service Officer Police 0.35 8,200

Streets Manager Streets 1.00 140,200

Seasonal Positions Recreation 0.06 4,700

TOTAL ELIMINATED POSITIONS 1.41 153,100$

NET CHANGE 4.25 302,600$

202

LONG-TERM STAFFING PLAN 2019-2023

Full-time and Part-time Positions

(Excludes seasonal and paid-on-call positions)

Requested

Position Department 2019 FTE 2020 FTE 2021 FTE 2022 FTE 2023 FTE

General Fund:

Administrative Assistant Administration 0.38

HR Intern Administration 1.00 -1.00

HR Technician Administration 1.00

Administrative Assistant Administration 0.44

Accountant I Finance 0.50

IT Software Analyst IT 1.00

IT System Administrator IT 1.00

Help Desk Technician IT 0.50 0.50

Community Liaison Communications 1.00

Code Enforcement Intern Planning 0.50 -0.50

Community Development Technician Planning 1.00

Administrative Assistant - Central Park Recreation 0.50

Recreation Intern Recreation 1.00 -1.00

Recreation Technician Recreation 1.00

Lead Law Enforcement Analyst Police 1.00

Police Officer Police 1.00 1.00 1.00 2.00

Engineer I (approved 2018 hire) Engineering 1.00

Public Service Worker Streets 1.00

Public Service Worker - Parts Specialist Fleet Services 1.00

Administrative Assistant PW Admin 0.50

Public Service Worker Parks & Forestry 1.00

Subtotal 3.50 4.38 3.50 4.50 3.44

Emergency Medical Services Fund:

Paramedic 1.00 1.00 1.00

Subtotal 1.00 0.00 1.00 0.00 1.00


Public Service Worker 1.00 1.00


Subtotal 0.00 1.00 0.00 0.00 1.50

Total FTE 4.50 5.38 4.50 4.50 5.94

Future Requests

CITY OF WOODBURY

PROPERTY TAX LEVY ALLOCATION

General Street Tax

Fund EMS Capital Reconstruction/ Tax Capacity Referendum

Operations Fund Improvement Maintenance Abatement Debt Debt HRA

Tax Levy Tax Levy Tax Levy Tax Levy Tax Levies Tax Levies Subtotal Tax Levies Tax Levy Totals

2018 Actual Property Tax Levy 24,143,795$ 665,909$ 2,178,825$ 3,281,882$ 410,480$ 2,239,102$ 32,919,993$ 959,650$ 250,000$ 34,129,643$

Changes to General Fund Tax Levy 1,139,587 1,139,587 1,139,587

Changes to EMS Tax Levy - - -

Changes to Capital Improvement

Tax Levy 65,365 65,365 65,365

Changes to Street Reconstruction/

Maintenance Tax Levy 180,504 180,504 180,504

Changes to Tax Abatement Levies 53,636 53,636 53,636

Changes to Debt Tax Levies 684,098 684,098 (344,150) 339,948

2019 Property Tax Levy 25,283,382$ 665,909$ 2,244,190$ 3,462,386$ 464,116$ 2,923,200$ 35,043,183$ 615,500$ 250,000$ 35,908,683$

Dollar Change 1,139,587$ -$ 65,365$ 180,504$ 53,636$ 684,098$ 2,123,190$ (344,150)$ -$ 1,779,040$

Percent Change 4.72% 0.00% 3.00% 5.50% 13.07% 30.55% 6.45% -35.86% 0.00% 5.21%

20

3

204

2019 BUDGET

GLOSSARY OF BUDGET TERMS

Accrual Accounting – A system of accounting in which revenues are recorded when earned and outlays are recorded

when goods are received or services performed, even though the actual receipt of revenues and payment for goods or

services may occur, in whole or in part, at a different time.

Adopted Budget – The financial plan of revenues and expenditures for a fiscal year as adopted by the City Council.

Appropriations – A specific amount of money authorized by the City Council, generally during the adoption of the

annual budget, used to make expenditures for specific purposes.

Balanced Budget – Occurs when current expenditures are equal to receipts.

Bonds – A form of borrowing (debt financing) which reflects a written promise from the City to repay a specified

sum of money at a specified future due date along with periodic interest paid at a specified percentage of the principal.

Bonds are typically used for long-term debt to pay for specific capital expenditures. The difference between a note

and a bond is that the latter is issued for a longer period (over ten years) and requires greater legal formality.

Budget – A financial plan for a specified period of time that matches projected revenues and planned expenditures to

municipal services, goals and objects.

Budget Transmittal Letter – The opening section of the budget document which provides the City Council and the

public with a general summary of the principal aspects of the budget and significant changes from the current and

previous fiscal years as well as the views and recommendations of the City Administrator.

Capital Improvement Plan – A 5-year plan that identifies priorities and a timeframe for undertaking capital projects

and provides a financing plan for those projects.

Capital Outlay – Expenditures made to acquire, reconstruct, or construct major fixed or capital assets. Capital assets

also are called fixed assets. A fixed asset is a tangible object of a long-term character which will continue to be held

or used, such as land, buildings, machinery, furniture and other equipment. A capital asset usually exceeds $5,000 in

cost and has an estimated useful life of at least one year following the date of acquisition.

Capital Project Funds – The funds that account for construction, improvement, replacement or renovation of land,

structures and equipment.

Certified Property Tax Levy – Total tax levy of a jurisdiction which is certified to the County.

Debt Service – The payment of interest and principal on borrowed funds such as bonds.

Department – An organizational unit of the City that manages an operation of related operations within a functional

area.

Encumbrance – The legal commitment of appropriated funds to purchase an item or service. To encumber funds

means to set aside or commit funds for a future expenditure.

Enterprise Funds – A proprietary fund type used to report an activity in which the services provided are financed

and operated similarly to those of a private business enterprise, i.e., through user charges.

Estimated Market Value – The estimate from Washington County of the full value of property.

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Estimated Revenue – The amount of projected revenues to be collected during the fiscal year.

Expenditures – The cost of goods received or services rendered whether payment for such goods and services has

been made or not.

Fees, Licenses, and Permits – Revenues derived from the issuance of local licenses and permits including liquor and

occupational licenses, building permits, and other miscellaneous permits.

Fiscal Disparities – Cities in the seven-county metropolitan area and in the Taconite Area (portions of St. Louis,

Itasca, Crow Wing, and Aitkin counties, and all of Lake and Cook counties) participate in a program to share property

tax base known as the “fiscal disparities program.” The metropolitan-area program began in 1975 while the program

for the Taconite Area began in 1998. Each year, 40 percent of the growth in commercial, industrial, and public-utility

tax capacity in each city since the base year of 1971 for the metro and 1995 for the Taconite Area is contributed to a

shared pool. Participating cities receive a tax capacity distribution from this pool that is determined by comparing

each city’s market value per capita to the average market value per capita. Each city’s distribution levy is generated

by applying the local tax rate to the distribution tax capacity.

Fiscal Disparities Tax Capacity Contribution – The tax capacity contributed to the metropolitan and Iron Range

fiscal disparities programs. Cities in Anoka, Carver, Dakota, Hennepin, Ramsey, Scott, Washington, Lake, and Cook

counties and portions of St. Louis, Itasca, Crow Wing, Aitkin, and Koochiching counties are affected by these

programs.

Fiscal Disparity Distribution – The tax capacity received from the fiscal disparities programs. Only cities located

within the Twin Cities metropolitan area and the Taconite Relief Area are affected by these programs.

Full-Time Equivalent (FTE) – A unit for measuring staffing levels equal to one position working 40 hours per week

for an entire year.

Fund – An independent fiscal accounting entity with a self-balancing set of accounts recording cash and for other

financial resources, together with all related liabilities and residual or equities, which are segregated for the purpose of

carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or

limitations.

Fund Balance – The cumulative excess of revenues over expenditures in a fund at the end of a fiscal year. The term

“current financial resources” is used in enterprise funds.

General Fund – A governmental fund type that serves as the chief operating fund used to account for revenues and

expenditures for regular day-to-day operations of the City.

Governmental Accounting Standards Board (GASB) – A Board which establishes and improves standards for

state and local governmental accounting and finances reporting resulting in useful information for users of financial

reports and guide and educate the public, including issuers, auditors and users of those financial reports.

Grant – A contribution by a government or other organization to support a particular function.

Homestead Market Value Exclusion (HMVE) – A State run program designed to provide state-paid property tax

relief. The taxable value will be reduced by the homestead exclusion amount that the property qualifies for.

Infrastructure – Physical assets including roads, bridges, curbs and gutters, sidewalks, drainage systems, water and

sewer systems and lighting systems installed for the common good.

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Intergovernmental Revenues – Revenues from another government (State, Federal and Local) which can be in the

form of grants or shared revenues.

Internal Service Funds – A proprietary fund type used to report any activity that provides of goods or services to

other funds, departments, or agencies of the City on a cost-reimbursement basis.

League of Minnesota Cities Insurance Trust (LMCIT) – An insurance pool provided by an association of

Minnesota cities to primarily provide liability insurance and risk services on a more cost-effective basis compared to

traditional insurance.

Levy – To impose taxes, special assessments, or service charges for the support of City activities.

Levy Limitation – The maximum amount which is permitted to be levied by a taxing jurisdiction as established by

Minnesota Statutes.

Local Government Aid (LGA) – An intergovernmental revenue from the State based on a formula that was

originally designed to provide tax relief and equalization among cities.

Mission Statement – A broad statement which directs the activities that improve the quality of life of City of

Woodbury residents.

Municipal State Aid (MSA) – An intergovernmental revenue from the State distributed to cities with a population

over 5,000 for the purpose of construction, improvement and repair of key city streets.

Objective – Specific targets for achievement which represent an interim step or progress toward a goal within a

specified time span.

Operating Budget – A financial plan that presents estimated expenditures for a fiscal year and estimates of revenue

to finance those expenditures.

Performance Measurements – The measuring of practices and processes against pre-determined goals.

Property Taxes – Used to describe all revenues received in a period from current taxes, delinquent taxes, penalties

and interest on delinquent taxes. Property taxes are levied on both real and personal property according to the

property's valuation and tax rate.

Special Assessment – A levy made against certain properties to defray part or all of the cost of a specific

improvement or service which is presumed to be of general benefit to the public and of special benefit to such

properties.

Special Revenue Fund – A governmental fund type used to account for the proceeds of specific revenue sources that

are legally restricted to expenditures for specific purposes.

Tax Capacity – A calculation of your share of property taxes based on the market value and class rates. Properties

are multiplied by a Statutory rate which converts into the tax base.

Tax Capacity Rate – This rate is applied to the tax capacity to calculate property tax. The rate is obtained by

dividing the property tax levy by the available tax capacity.

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Tax Increment District – A district created by local governments under State of Minnesota Statutes whereby public

improvement expenditures within the district are financed by the tax levy on the incremental increase in property

values.

Tax Levy – The total dollar amount of taxes, special assessments, or service charges imposed by a governmental unit.

Taxable Market Value – A valuation established for real estate and certain personal property as a basis for levying

property taxes.

Tax Rate – The rate, usually expressed in terms of dollars per one thousand dollars of assessed valuation, at which

taxes are levied against the total assessed valuation of the City. Due to changes in the total assessed valuation of the

City from year to year, the tax levy change and the tax rate change will not be the same. The tax rate change reflects

what impact the property owner will see in their total taxes.

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ACRONYMS

CAFR Comprehensive Annual Financial Report

COLA Cost of Living Adjustment

COOP Continuity of Operations Plan

FEMA Federal Emergency Management Agency

FICA Federal Insurance Contributions Act

FOG Fats, Oils and/or Greases

GAAP Generally Accepted Accounting Principles

GARE Government Alliance on Race and Equity

GASB Governmental Accounting Standards Board

HERO Health and Emergency Response Occupations

HUD Housing and Urban Development

HVAC Heating, Ventilating and Air Conditioning

LAN Local Area Network

OPEB Other Post Employee Benefits

OSHA Occupational Safety and Health Administration

PERA Public Employee Retirement Association

SCADA Supervisory Control and Data Acquisition

WAN Wide Area Network

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