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2011-10-18 CC Agenda PacketPLEASE TURN OFF CELL PHONES & PAGERS IN COUNCIL CHAMBERS. CITY OF MOUND MISSION STATEMENT: The City of Mom& through teamwork and cooperation; provides at a reasonable . cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and #iourisIiing community. AGENDA Page TABLE OF CONTENTS I. Overview 1-5 II. Dock Program Fees 6-13 III. Fund Balance Policy 14-18 IV. General Fund Forecast and Budget 19-23 V. Capital Improvement Plan 24-29 VI. Utility Fund Revenue Projections 30-34 VII. Utility Billing Format, Frequency, and Payment Options (see overview) 1 MEMORANDUM TO: Mayor and Council Members FROM: Kandis Hanson, City Manager Catherine Pausche, Finance Director DATE: October 13, 2011 SUBJECT: Budget Workshop Overview The purpose of the October 18'' budget workshop is to allow for deeper discussion of issues related to the budget. This year, Staff has determined the following areas warrant this higher level of discussion: changes to dock program fees, new GASB pronouncement, General Fund forecast and budget, capital improvement plan (CIP), utility billing rates and billing options. Dock Program Fees See separate memo. • Fund Balance Policy (Section III) We are required to implement GASB 54 Fund Balance Reporting and Governmental Fund Type Definitions and having the Council approve the attached policy is one of the requirements. The City of Mound limits its use of governmental funds and therefore this will not be as big of an issue as it may be for some cities. A purchasing policy will also be drafted for consideration by the Council at a future date. It should be noted that the classifications under Section III are dictated by GASB. Discussion should center on the policies outlined in Section II. These points were incorporated from suggested policies and adapted to reflect Mound's current practices where possible. The final version will be presented to the Council with a resolution adopting the policy at the December meeting. General Fund Forecast and Budget (Section IV) The materials from these workshops are shared with the bond rating agencies to demonstrate the City's level of financial control and planning. Agencies are looking for us to have a long -term view in order to ensure we can maintain our financial standing. For 2011, we are still projecting to meet or exceed our General Fund budget, which was essentially a is break -even budget. For 2012, I have included the statement of revenues and expenses and levy sheet reflecting the amounts approved for the preliminary budget and levy. These numbers were used to update the Tax Levy History and Projections sheet through 2016, assuming the street improvement 4- projects outlined in the CIP plan and a 2% growth in the General Fund Levy. It is difficult to determine what will happen to our tax capacity, so the Council is encouraged to be comfortable with • the assumptions on this sheet and the projected increases in the levy in order to determine whether any change in direction is required. Capital Improvement Plan (Section V) Updated capital improvement plans (CIP) are included in the packet showing the street replacement projects and utility improvements through 2016. The corresponding impact on the levy and utility rates has been incorporated in the applicable portions of this packet. Utility Fund Revenue Proiections (Section VI) Based on information obtained from the CIP, incremental debt service and corresponding increases to the utility revenues that would be needed to fund the improvements are projected. Once the timing and amount of items listed on the CIP are agreed upon, we can determine how the rates will be adjusted to yield the required revenue. Please note, only increases related to debt service are incorporated, and additional rate increases related to operating expenses may also be necessary. Utility Billing Format, Frequency and Payment Options (Section VII) Format. With the implementation of tiered water rates and changes to rates in general over the past few years, we have been asked to explore changes to the utility billing format, frequency and method • of payment options. Staff has met with vendors who provide e- billing and electronic payment options and have found the cost to be prohibitive. Vendors project that approximately 20% of the client base will choose to pay on -line, meaning that our check volume will increase significantly each month if we elected to go to monthly billing. Recent reductions in administrative staff would prevent us from being able to accommodate this higher volume. Frequency. Staff has consulted with other cities, and we are recommending that if a resident prefers monthly billing, that they be required to sign up for our ACH auto payment plan. Other cities have done this as well and have found many residents prefer to stay on the quarterly billing cycle. The introduction of tiered water rates has prompted requests to make our billing more user - friendly and transparent. We are limited to 13 lines on the current postcard we use, and any increase in size would cause our bulk rate to go from 29 cents per piece to 44 cents per piece, or 51 % higher. We will work to develop new pamphlets and information to be available at City Hall and on the new website to aid citizens in understanding their utility bill and how it is calculated. Payment Options. We currently accept cash and checks and residents can sign up for auto -pay where their checking or savings account is automatically debited when their bill is due. Eventually we would like to be able to receive payments on -line and over the phone, which would require acceptance of credit and debit cards. Years ago credit cards were accepted in City Hall, but the fees • where thought to be too high to justify. At the time, the City was using "Revtrak" who partners with our financial system. The volume was not high enough and therefore flat fees per transaction made -2- the cost of this alternative disproportionately high. If City Hall's credit card processing is tied in • with the volume of the liquor store, fees are much more reasonable (less than 2.5% overall). Not only have utility billing customers requested this convenience, but contractors and residents applying for building permits do as well. Sometimes these permits can cost hundreds, even thousands, of dollars. Business owners often have to return to their office to cut a check, making the process very inefficient. Cash and checks carry their own level of risk, and corresponding cost associated with that risk. Staff requests Council to allow credit cards as an acceptable form of payment in City Hall. Information will be provided at the meeting regarding what other cities are doing to either absorb the fees or charge the customer a convenience fee to compensate. Hardship. The City currently does not have any relief provisions for houses that have become inhabitable due to extraordinary circumstances. A policy is in development for Council consideration that will be presented at another meeting by the Director of Public Works. Summary Support for the topics listed above is included on the following pages. Also included is an article that will appear in the next newsletter that is relevant to these discussions. • If you have any questions on this material, please feel free to call Catherine at (952)472 -0633 or via email at catherine auschegcityofmound.com Thank you. -3- Budget and Capital Investment Update (To appear in next newsletter and relevant to the 10/18/11 discussions) The City and Council often field questions on why an individual's taxes and /or utility rates are going up. is How should we frame the debate on whether our City is doing a good job managing expenses and maintaining our infrastructure? These concepts are not mutually exclusive, and both have to be incorporated when comparing Mound's levy and utility rates to other cities. Taxes. The amount of property taxes an individual pays is a function of their property's taxable market value and the amount levied by the taxing districts (the municipality, school district, county, watershed, etc) and the formula created by the State to allocate the levies to the individual property types. It is all rather complex but in the end, the City is responsible for the amount that we levy and how that changes from year to year. The City's levy consists of the General Fund Levy and the special levies and debt service levies that pay for the City's portion of street projects, the fire relief contribution, and other capital projects and equipment, all of which make up our Total Levy. The Council approved the 2012 preliminary General Fund Levy and Total Levy on September 13, 2011, which decreased 6.75% and 2.24 %, respectively, from prior the year. Below is a graph of changes in the levy since2005: The decreases in the General Fund Levy are a result of staffing reductions and other efforts to control expenditures. Decreases for 2012 are possible due to changes in the Market Value Homestead Credit program dictated by the State. Mound has been proactive in upgrading its infrastructure in recent years. The changes are evident all around the city and benefiting all of our residents. Those infrastructure upgrades account for the variance in the General Fund Levy and the Total Levy throughout the years. • When the 2011 street project is complete, 26 miles, or 70% of Mound city streets will have been completely replaced, including underground utilities and retaining walls, where justified. Only a portion of the island and some of the major feeder streets remain. These new streets and infrastructure are expected to last over 30 years and will be maintained with a seal coat project approximately every 7 years. Mound will celebrate 100 years in 2012 and the City is preparing for the century with quality infrastructure and services to our residents. • 2005 2006 2007 2008 2009 2010 2011 Bu 01 ud -4- 20.00% 0 15.00% a E 0 10.00% c 5.00% W �o } s 0.00% -5.00% d a - 10.00% -4—General Fund Levy % Change -* -Total Levy % Change The decreases in the General Fund Levy are a result of staffing reductions and other efforts to control expenditures. Decreases for 2012 are possible due to changes in the Market Value Homestead Credit program dictated by the State. Mound has been proactive in upgrading its infrastructure in recent years. The changes are evident all around the city and benefiting all of our residents. Those infrastructure upgrades account for the variance in the General Fund Levy and the Total Levy throughout the years. • When the 2011 street project is complete, 26 miles, or 70% of Mound city streets will have been completely replaced, including underground utilities and retaining walls, where justified. Only a portion of the island and some of the major feeder streets remain. These new streets and infrastructure are expected to last over 30 years and will be maintained with a seal coat project approximately every 7 years. Mound will celebrate 100 years in 2012 and the City is preparing for the century with quality infrastructure and services to our residents. • 2005 2006 2007 2008 2009 2010 2011 Bu 01 ud -4- Utility Bills. The City recognizes the increasing rates on our water, sewer and storm sewer utility bills and is trying to manage them accordingly. Mound is unique in the area because of • the age of our city and the fact that we provide water and sanitary sewer to 100% of our residents and have for some time. This infrastructure has long outlived its useful life and the City really has no choice but to upgrade this infrastructure as quickly as possible to keep up with the mandates, avoid breakdowns (watermain breaks and sewer back -ups), and increase the quality of domestic water and lake water in our area. Some interesting facts: • The City has 31 sanitary sewer lift stations, 11 of which will have been upgraded, at a cost of $300,000 - $400,000 per station. In comparison, Waconia has two lift stations for the whole city! This is due to the topography of our city and proximity to the lakes. • The City has worked to reduce the amount of groundwater infiltration into sanitary sewers which reduces the amount of flow into treatment plants and the amount paid to the Met Council for treatment. Even so, our Met Council treatment fees are projected to increase $100,000, or 15% in 2012. • The City has 63 miles of watermain, 60% of it which has been replaced. Whereas some lines used to dead end and residents experienced residue, the City has looped strategic areas of the main, resulting in increased water quality for residents. The Harrison Bay watermain crossing also created a loop bettered the water quality. • The new Chateau Lane water tower and two pump houses have been constructed, ensuring adequate water supplies and water quality. • Mandates on storm water management have increased significantly in recent years. • Mound has 97 storm water outfalls running into Lake Minnetonka, that have to be inventoried and inspected by 2012, which has been completed, and ultimately redirected. We have 27 storm water ponds that have to be built and /or maintained to standards set by the Minnehaha Creek Watershed District and other agencies. Neighborhood storm water drainage problems have been mitigated and which have significantly reduced the amount of phosphorous and sediments flowing into Lake Minnetonka. How much does all of this cost? Over $15 million dollars has been bonded for or otherwise expended since 2004 to repair and replace sewer, water, and storm water infrastructure. Similar to the street replacement projects, these upgrades should take us well into the next century in Mound's history, but the work is not done yet. Watermains continue to be upgraded in conjunction with the annual street projects, the remaining 20 lift stations need to be replaced, and the storm water outfalls and ponds redirected and maintained. The Council and City Staff are prioritizing these demands to manage the corresponding impact on our rates. Unfortunately, the needs remain urgent. When comparing Mound levies and utility rates to other cities, we ask that you keep all of these factors in mind and understand what is involved in keeping our City competitive and our infrastructure reliable. This is everyone's responsibility and the City looks forward to continuing its role in fostering development and investment in Mound! -5- 5341 MAYWOOD ROAD I/ • ■ OF MOUND MOUND, MN 55364 -1687 PH: (952) 472-0600 FAX: (952) 472 -0620 WEB: www.cityofmound.com .i To: Mayor and City Council Members From Katie Hoff /Jim Fackler Date: 10/10/2011 Re 2012 Dock Program Fees At the April 2011 DCC meeting a motion was passed to change the fee structure on slips from a flat fee (currently $350 /yr) to a per foot slip fee (based on slip length). MOTION by Osmek to change fee structure to a per foot pricing system on our slips with rate of $18 1foot for 2012. SECOND by Drahos. Yes by Funk /Drahos /Osmek. No by Schmidt /Beystrom. Motion Carries. What follows below are the related DCC packet materials and associated minutes: April 2011 DCC packet. Sl ips: Demand for our slips is simply greater than supply. We have a waiting list for many of our slips. Residents enjoy the savings of not having to purchase or maintain a dock and the other conveniences that our slips allow. Our slips range in size from 16 to 35.5 feet and are currently charged the same rate regardless of size. As is common with marina type slips, fees could be based on slip size. This could encourage a more efficient use of our slips as there are residents with smaller boats in our larger slips which keeps residents from our waiting list with larger boats from being placed at our multiples. Staff spent some time calculating costs directly related to slips: Spring In /Fall Out Cost: Ranged from $88 /slip to $250 /slip. Average is $152 /slip. These are per year per slip. Deck Replacement/Staining: Averages $84.50 per 8'section (not per slip). Replacement schedule is approximately every 11 years. Restaining: every 3 years. These costs are materials only. Filename: Memo -Dock Fee Chg Proposal for Slips -O� Budget Mtg.doc printed on recycled paper • • -6- Capital Expense Recoup: The most recently purchased slip complex • (Centerview) was at a total cost of $23,250 for 14 slips. At current rates it takes 4.75 years to recoup the investment in the physical complex. If the in /out cost per slip is taken into consideration that number rises to nearly 8.5 years. Other Misc. Expenses: Gates Parks dept staff made five gates at an estimated material cost of $150 /gate. Locks for gates, keys for slip holders. Most years we have some missing /stolen parts that must be replaced (ie: brackets, caps, etc). The 2010 cost was $125 and the 2008 cost was $1,170. Yearly maintenance expense of replacing broken deck boards and 2x4's on worn down bumpers. Mril 2011 DCC Minutes: Filename: Memo -Dock Fee Chg Proposal for Slips- Oct2011 Budget Mtg.doc -7- Hoff reviewed current fees. Stated Commercial fees haven't changed since 2002. Memo in packet takes a look at a few areas where Commission could consider fee changes. First is Secondary site holder (share) fee. Current fee is 50% of primary fee with administrative costs essentially the same as primary. Secondary site holders have same lake access and there's value in that. Currently there are about 35 secondary site holders in program. Other • area of fee change consideration is our multiples. Current rates are the same regardless if 16' slip or 35' slip. Demand is greater than supply of slips with waiting list of people wanting only slips. Reviewed memo in packet of various costs related exclusively with the multiples; In /Out fee with average cost of $152 /slip per year; Deck replacement is $80 /eight foot section (material only). Staining cost is not included in the $80. Capital cost recoup: at current rates it takes 4 -5 years to recoup that capital expense (if not including in /out fee); five gates with material costs of $150 /gate; Locks and Keys; Missing or stolen parts needing replacement on our complexes; last year was minimal at $150 but 2008 was $1,100; Bumper board replacement with new 2x4's. Hoff reviewed the proposed rate /foot sheet so Commissioners can see rates and resulting yearly revenue; spreadsheet shows fund balance effect of example of $20 /foot and increase secondary siteholder fee to $250.Osmek talked about $400 flat rate for all slips. Funk believes the rate /foot encourages people to take a slip that more fits their boat size. Fackler stated the value to the people may not be so much dollar related but possibly other issues such as location. Drahos stated it's a utilization factor on the slips. Schmidt wondered if premium placed on outside slips as opposed to restructuring the whole program could work. Osmek stated he believes there's a justified reason to go with rate /foot due to by -the -foot related costs; interested in $18 /foot, believes $20 /foot is too much too quickly. Funk believes rate /foot better matches the value. Drahos believes whatever rate /foot is chosen will probably stay for awhile so consider that when deciding the dollar amount/ft. Using computer, Hoff showed spreadsheet with $18 /foot. Beystrom believes there should be an increase to secondary site holders. Funk stated if secondary siteholder fee is too high • it could discourage shares. Filename: Memo -Dock Fee Chg Proposal for Slips- Oct2011 Budget Mtg.doc -7- MOTION by Osmek to change fee structure to a per foot pricing system on our slips with rate of $18 1foot for 2012. SECOND by Drahos. Yes by Funk /Drohos/Osmek. No by • Schmidt / Beystrom. Motion Carries. Schmidt would like to look at Commercial rates. Osmek believes now is not the time with current recession. Staff asked for other ideas on fees for next meeting but we don't want to send it to Council in pieces. Beystrom would like to see the $250 secondary siteholder fee. Agreed that spreadsheet showing the $18 /foot slip fee and $250 secondary site holder fee will be provided for May meeting. May 2011 DCC Minutes: Hoff reviewed the packet memo that summarized the April DCC meeting and resulting motion and how that reflects on the Docks financial spreadsheet. Revenue increase with the $18 /foot slip fee (vs. current flat rate) was approximately $9,000 /year. Funk stated that the proposed increased secondary site holder fee may discourage use and that value resides with the Boat Storage Unit (BSU). Schmidt asked if there has been cost analysis of how much a secondary site holder costs in staff time. Hoff stated there hasn't been but there is an administrative cost to having secondary site holders. Beystrom believes that value is allowing a secondary resident access to the lake and the fee could be increased based on that. Funk stated fund doesn't need that money. Fackler reminded of last month's memo of future projects and their expense. Staff looks at this subject as value to the individual. Osmek reminded Commission that we've already had a large philosophical change going • from a flat slip fee to the per /ft slip fee. Drahos agrees that the single change as passed at the April meeting is sufficient at this point Therefore, no motion Is needed. The fee motion passed by DCC at 4121111 meeting will move on thru the budget process and Council. • Filename: Memo -Dock Fee Chg Proposal for Slips- 0ct2011 Budget Mtg.doc -8- lirl • • Dock Program Fees Commercial Applications (Al & Alma's and Mtka Boat Rental) Basic Renewal Fee $ 500 Water Slips $ 30 /each Boats Stored on Land $ 10 /each Dock Applications 324.00 Dock fee; allows Primary Watercraft (1 watercraft) $ 300 Each Secondary Watercraft $ 75 /each Secondary Site holder fee (1 watercraft) $ 150 Secondary Site holder late fee — on /after March 1 $ 25 Late fee (abutters only) on /after March 1 $ 50 /month Processing fee for full dock refunds $ 50 Temporary visiting dockage permit (up to 21 days) $ 50 Penalty fee for undeclared watercraft at dock $ 100 * *MultiDle Slip ADplications 639.00 Small watercraft slip fee (pwc) $ 75 Penalty for undeclared watercraft at slip $ 100 Penalty for watercraft at slip after fall deadline $ 100 Villas on Lost Lake Applications Villa residents $ 800 Non -Villa residents $ 800 Key deposit — refundable $ 50 Note: Villa fee above does not include escrow fee (currently $348) Wait List Applications Processing fee; non - refundable $ 20 ** 2012 Proposed Fee Structure Change for Multiple Slips Change from flat fee of $350 to $18 /ft based on slip size (pwc fee will remain as is) Slip Size $18/ft 16' 288.00 18' 324.00 20' 360.00 22' 396.00 24' 432.00 27.5' 495.00 32' 576.00 35.5' 639.00 Filename: 2012 Proposed Fee Schedule.doc -9- • -10- T�rv1 "- 10/10/2011 DOCKS CODE 2008 ACTUAL 2009 ACTUAL 2010 ACTUAL 2011 2012 2012 APPROVED REQUESTED PROPOSED • REVENUE 34705 LMCD FEE 5,566 6,217 6,338 5,800 6,200 6,200 7% 34715 PUBLIC LAND STRUCTURES PERMIT 0 0 0 0 0 0 34725 DOCK PERMITS 111,440 111,163 96,110 101,140 103,240 103,240 2% 34735 MULTIPLE SLIP PERMITS 36,850 33,700 29,325 36,075 44,943 44,943 25% Charge based on length of slip 34737 VILLA SLIP REVENUE 0 19,425 27,750 29,600 29,600 29,600 0% 34745 WAIT LIST FEE 2,840 2,900 2,960 2,500 2,500 2,500 0% 36200 OTHER 427 0 0 0 0 0 36210 INTEREST 8,155 882 180 1,000 200 200 -8o% 39101 SALES OF GENERAL FIXED ASSETS 1.003 380 0 0 0 0 TOTAL REVENUE 166.281 174.667 162,663 176.115 186.683 186.683 6% EXPENDITURES 101 SALARIES, REG. 16,388 29,618 29,979 10,776 10,776 10,776 0% 102 OVERTIME, REG. 37 0 113 500 0 0 -100% 103 SALARIES, PART -TIME 35,280 39,864 40,626 53,600 57,962 57,962 8* 121 PERA/FICA 6,200 6,530 7,007 8,579 9,154 9,154 7% 131 HOSP./DENTAL 2,144 2,221 1,669 1,515 1,508 1,508 0% 134 LIFE INS. /DISABILITY INS 40 44 42 52 52 52 0% 136 POST RETIREMENT 350 356 374 451 431 431 -4% 151 WORKERS /UNEMP COMP INS 1,342 1,344 987 2,200 2,420 2,420 10% 200 OFFICE SUPPLIES 746 372 270 500 500 500 0% 202 COPY MACHINE FEES 572 912 504 1,100 1,100 1,100 0% 205 COMPUTER HARDWARE /SOFTWARE 0 -808 410 3,500 3,500 500 - 86% 210 OPERATING SUPPLIES 726 0 331 200 200 200 0% • -10- T�rv1 "- 10/10/2011 DOCKS 2008 2009 2010 2011 2012 2012 CODE ACTUAL ACTUAL ACTUAL APPROVED REQUESTED PROPOSED • 1,780 1,850 1,850 1,850 0% 212 MOTOR FUELS 1,380 3,545 220 REPAIR/MAINT. SUPPLIES 2,186 1,161 3,149 2,500 2,500 2,500 0% 223 BUILDING REPAIRS 440 1,125 1,125 560 1,190 1,190 113% 300 PROFESSIONAL SERVICES -51 264 0 1,000 1,000 1,000 0% 301 AUDIT AND FINANCIAL 1,496 1,286 1,463 1,200 1,200 1,200 0% 307 ADMIN SUPPORT & OVERHEAD 8,357 8,775 8,775 8,800 8,800 8,800 0% 321 TELEPHONE 605 648 647 750 750 750 0% 322 POSTAGE 1,370 1,311 817 1,400 1,400 1,400 0% 331 USE OF PERSONAL AUTO 0 269 278 0 0 0 351 LEGAL PUBLICATIONS 1,545 1,336 43 1,000 1,000 1,000 0% 361 GEN. LIABILITY INS. 5,811 6,704 7,004 6,900 6,900 6,900 0% 381 ELECTRICITY 500 2,516 2,493 1,460 1,460 1,460 0% 383 GAS SERVICE 1,220 2,965 2,650 1,200 1,200 1,200 0% 384 GARBAGE SERVICE 820 2,877 2,877 1,100 1,100 1,100 0% 400 REPAIRS & MAINTENANCE 0 0 26,817 0 • t 404 AUTO EQUIP. REPAIR 940 1,940 1,940 990 990 990 0% 409 OTHER EQUIP. REPAIR 877 2,180 2,180 710 710 710 0% 430 MISCELLANEOUS 10 174 98 650 650 650 431 MEETING EXPENSES 130 0 308 130 130 130 0% 433 DUES & SUBSCRIPTIONS 90 0 90 90 90 90 0% 434 CONFERENCE & SCHOOL 567 129 430 480 630 630 31% 439 LMCD FEES 1,909 5,971 6,573 7,000 7,000 7,000 0% 440 OTHER CONTRACTUAL SERVICES 13,367 11,825 12,359 13,000 15,000 15,000 15% 500 CAPITAL OUTLAY 17,837 33,143 14,898 57,069 7,450 950 -99% OTHERIMPROVEMENTS 525 (RIP -RAP, DECK REPLACEMENT) 9,741 12,000 0 0 73,360 2,700 533 TREE REMOVAL 0 6.300 0 8.000 9.500 9.500 19% TOTAL 134,972 188,897 181,106 200,811 233.462 153,302 -24% REVENUE OVER(UNDER) EXPENDITURES 31,309 - 14,230 - 18,442 - 24,696 - 46,779 33,381 -235% FUND BALANCE - JANUARY 1 CAPITAL RESERVE FUND BALANCE 25,000 50,000 0 UNRESERVED FUND BALANCE 183.427 189.736 225.506 • TOTAL FUND BALANCE - JANUARY 1 208,427 239,736 225,506 FUND BALANCE - DECEMBER 31 CAPITAL RESERVE FUND BALANCE 50,000 0 0 UNRESERVED FUND BALANCE 189.736 225.506 207,064 TOTAL FUND BALANCE - DECEMBER 31 239,736 225,506 207,064 - 10/10/2011 -11- Fire 100' Aerial Ladder Truck Platform Type w/ 1500 GPM Pump Emergency Medical Rescue slide -in unit - 6x6 Polaris Thermal Imaging Camera TIC - Hand Held - MSA Replace exterior light fixtures - Public Safety Facility Replace bad concrete and asphalt - Public Safety Facility Replace Chief Officer Vehicle (purch in 2011, sell old to offset) Capital Equipment Reserve Facity Reserve Fund Liquor Store fib+ 925,000 0 • 3,900 0 10,800 0 12,000 0 16,000 0 19,500 0 2,000 2,000 4,000 4,000 993,200 6,000 6,000 0 0 0 0 0 Water Plow Truck Cab and Chassis (10 %) reusing existing box, hoist, sander (2012 2013 2014) Ford One Ton Service Truck w /dump box & plow (10 %) 2011 Vacuum /Jetter Sewer Truck (15 %) Water Department Service Truck Fence & Power Gates for bone yard at public works bldg (25 %) Sewer Plow Truck Cab and Chassis (10 %) reusing existing box, hoist, sander (2012 2013 2014) Vacuum /Jetter Sewer Truck (60 %) Fence & Power Gates for bone yard at public works bldg (25 %) Storm Sewer Ford One Ton Service Truck w /dump box & plow (25 %) 2011 Vacuum /Jetter Sewer Truck (25 %) Fence & Power Gates for bone yard at public works bldg (25 %) 45,900 15,147 7,300 48,000 35,000 10,000 146,200 45,900 0 0 35,000 0 50,147 50,147 15,147 192,000 0 10,000 0 - 247,900 15,147 15,14 18,250 0 80,000 0 10,000 0 108,250 0 0 Docks One Ton Pickup 40 with Plow (12.5 %) 6,500 0 Push Mowers (2) (12.5 %) 175 175 Park Shop Shelving (12.5 %) 625 625 Weed Whips /Blower (3) (12.5 % 150 150 Dock Decking (30) 4,550 2,700 12,000 3,650 3,650 Transit District Mainenance 0 0 0 0 0 i s Page 2 of 2 -12- �O Il� �� n0.�1C1✓ 10/10/2011 r� • Cost Allocations of Staff - Docks October 10, 2011 Codes 101 /various FT Employee SalariesBenefits/PERA/FICA Parks Superintendent 10% Admin. Assistant 5% 103/121 PT Employee Wages * /PERA/FICA Dock Program Administrator = Actuals (100 %) Summer Inspector = Actuals (100 %) Park Maintenance $ 15,000.00 *Total expensed for Code 103 NTE Budget Figure Cost Allocations from Dock Fund To Park Fund For 2012 Budget Listed Below Are Fizured at 1 18 (12.5%) Of Parks Total Budget Code 212 Motor Fuels $1,350.00 223 Building Repairs 1,190.00 381 Electricity 460.00 383 Gas Service 1,200.00 384 Garbage Service 404 Auto Repair 1,100.00 990.00 409 Other Equip. Repair 710.00 431 Meeting Expenses 130.00 433 Dues & Subscriptions 90.00 434 Conferences & Schools 480.00 500 Capital Outlay 950.00 ParksDocksBudgetTransferAmts- For2012.doc Print date 10/12/2011 -13- P . --��' OE A�AOU ND_ - • FUND BALANCE POLICY I. PURPOSE The City understands it has a responsibility to maintain prudent financial operations to ensure stable city operations for the benefit of city residents and businesses. Fund balance reserves are an important component in ensuring the overall financial health of a community, by giving the City cushion to meet contingency or cash -flow timing needs. The Office of the State Auditor recommends that at year -end, local governments maintain an unassigned fund balance in their general fund and special revenue funds of approximately 35 to 50% of fund operating revenues, or no less than five months of operating expenditures. While the bond rating agencies do not have recommended fund balance levels, the agencies look favorably on larger fund balances, which protect against contingencies and cash flow needs. In addition, this policy integrates and further defines the City of Mound's governmental fund balance classifications to be in compliance with Governmental Accounting Standards Board Statement 54: Fund Balance Reporting and Governmental Fund Type Definitions. II. POLICY • ■ The City will maintain an unassigned General Fund balance of not less than 20% of budgeted operating expenditures; however, this need could fluctuate with each year's budget objectives. ■ Annual proposed budgets shall include this benchmark policy. Council shall review the amounts in fund balance in conjunction with the annual budget approval, and make adjustments as necessary to meet expected cash -flow needs. ■ In the event the unassigned General Fund balance will be calculated to be less than the minimum requirement at the completion of any fiscal year, the City shall plan to adjust budget resources in the subsequent fiscal years to bring the fund balance into compliance with this policy. ■ The appropriated budget is prepared by fund, function and department. The City's department heads, with the approval of the City Manager, may make transfers of appropriations within or between departments. The legal level of budgetary control is at the fund level (also referred to the change in net assets). A budget amendment must be approved by the City Council if a fund is not going to meet or exceed the change in net assets budgeted for the year. ■ All expenditures are to be made in accordance with the City of Mound Purchasing Policy, approved by the Council on , 2011. • 10/6/2011 -14- ■ The City Council may consider appropriating (for authorized purposes) year -end fund balance in excess of the policy level or increasing the minimum fund balance. An example • of preferred use of excess fund balance would be for one -time expenditures, such as capital expenditures, which do not result in recurring operating costs. ■ Appropriation from the minimum fund balance shall require the approval of the City Council and shall be used only for non - recurring expenditures, unforeseen emergencies or immediate capital needs that cannot be accommodated through current year savings. Replenishment recommendations will accompany the decision to utilize fund balance. ■ At the discretion of the City Council, fund balance may be committed for specific purposes by resolution designating the specific use of fund balance and the amount. The resolution would need to be approved no later than the close of the reporting period and will remain binding unless removed in the same manner. ■ The City Council authorizes the Finance Director and/or City Manager to assign fund balance that reflects the City's intended use of those funds. ■ When both restricted and unrestricted resources are available for use, it is the City's policy to first use restricted resources, then use unrestricted resources as they are needed. When committed, assigned or unassigned resources are available for use, it is the City's policy to use resources in the following order; 1. Committed 2. Assigned and 3. Unassigned. III. DEFINITIONS • Governmental Fund Balance classifications are defined as follows: Fund Balance — the difference between assets and liabilities reported in a governmental fund. Nonspendable fund balance — amounts that are not in a spendable form or are required to be maintained intact. Examples include prepaid items, inventory, land held for resale, and long -term receivables that are not otherwise restricted, committed, assigned, or offset by deferred revenue. Restricted fund balance — amounts subject to externally enforceable legal restrictions. Examples include fund balance related to unspent bond proceeds, tax increments, debt service fund balances, and park dedication fees. Unrestricted fund balance — the total of committed fund balance, assigned fund balance and unassigned fund balance. Committed fund balance — amounts that are constrained by City Council resolution for a specific purpose. Fund balance commitment resolutions must be completed before December 31 st to be effective for that fiscal year and remain in effect until the commitment is changed or eliminated by Council resolution. . Assigned fund balance — amounts a government intends to use for a specific purpose; intent can be expressed by the government body or by an official or body to which the governing body delegates the authority. This would include any remaining positive fund 10/6/2011 -15- balance in all funds other than the general fund. The City Finance Director or his/her designee shall have the authority to assign fund balance. Examples include all special revenue fund balances that are not restricted or committed. • Unassigned fund balance — residual amounts that are available for any purpose in the general fund. Unassigned fund balance will occur only in the General Fund or in other funds when there is a negative fund balance that can't be eliminated by reducing restricted, committed or assigned fund balances. • • 10/6/2011 -16- City of Mound Funds as of 12 -31 -10 GENERAL SPECIAL REVENUE I CAPITAL PROJECT DEBT SERVICE • ENTERPRISE • NON- SPENDABLE, ASSIGNED, 101 UNASSIGNED 222 NON - SPENDABLE, ASSIGNED 281 ASSIGNED 285 NON- SPENDABLE, ASSIGNED 401 ASSIGNED 402 ASSIGNED 427 ASSIGNED 455 RESTRICTED 475 RESTRICTED 354 RESTRICTED 360 RESTRICTED 351 RESTRICTED 366 RESTRICTED 355 RESTRICTED 396 RESTRICTED 330 RESTRICTED 367 RESTRICTED 331 RESTRICTED 368 RESTRICTED 375 RESTRICTED 332 RESTRICTED 369 RESTRICTED 333 RESTRICTED 361 RESTRICTED 350 RESTRICTED 362 RESTRICTED 334 RESTRICTED 335 RESTRICTED 363 RESTRICTED 601 N/A - ENTERPRISE 602 N/A - ENTERPRISE 609 N/A - ENTERPRISE 670 N/A - ENTERPRISE 675 N/A - ENTERPRISE 680 N/A - ENTERPRISE GENERAL FUND FIRE SERVICE FUND DOCKS FUND HRA FUND CAPITAL IMPROVEMENTS MUNICIPAL STATE AID SEALCOAT TIF 1 -2 TIF 1 -3 COMMERCE PLACE TIF GO BONDS 2001 A GO BONDS 2001 C GO BONDS 2003 A GO TAX INCREMENT BONDS 2003 C 2002 HRA REVENUE BONDS 2004 C EQUIPMENT CERTIFICATES GO BONDS 2004 A 2005 C EQUIPMENT CERTIFICATES GO BONDS 2005 A GO TAX INCREMENT REFUNDING BOl` 2006 C EQUIPMENT CERTIFICATE 2006 A GO IMPROVEMENT 2007 C EQUIPMENT CERTIFICATE 2007 A GO IMPROVEMENT MOUND TRANSIT CENTER SERIES 200 2008 B GO IMPROVEMENTS 2008 D EQUIPMENT CERTIFICATES GO EQUIPMENT CERTIFICATE 2009 C 2009 A GO IMPROVEMENT BONDS Water Fund Sewer Fund Liquor Fund Recycling Fund Storm Water Fund HRA Public Housing Fund *I Ln S In V Z a Y L 0) E L OJ � Y m < Q 1 a d I E F 4 a L E � v 0J L n Y 1 L ri 1 to t O N S O 7 a � O < O U _18_ O Ln Ln M 00 Ln N It Ln Ln M N ST LD LD .-1 Ol O ri cn n 01 rl O O LD M -4 14 14 00 n LO 00 LD LD .-1 N O ST O M Ln M M O N 00 r ST li n m O M n n LD -cr Ln Ln H N LO L70 M 00 N M LD Ln o ID n n 0o Y E M M n .-1 O1 M n N N Ln ao O F ri ri v v 14 r; o C7 . 3 ST ST ' 00 00 ' LO ' m N 1-1 00 00 m n n m m Ln LD m Ln N N o « O O LD LD LD o M 0 0o m -.,, m L 0) H N N rl 14 Ln n kD M N N Y E L E A 0 0 4-L 00 -4 L N n m 0) Y 0 Y ` O 0) N O cu LL a O CL O S7 M l7 01 C C 'O m m m m - 16 a Co 11 r m it C H 0) Ln L 'i L It L e t L Y e4 O N ll N Y � OJ 10 Y I I I I I I I cn Q1 D1 m N N a M a M v M m m S a o N C L v n n n n ' =) E O ,1 N N N .-L N w 3 • CL p O O U L -�O h C Y CL L w cu YO n n Ln to N N Q1 0) N N C ry v H N N O1 D1 a u LL N m '� Ln N Ln N Ln N Ln Y N O 01 L C L N 0) Q Ln (0 Y L f0 O b0 Ln D1 N Ln n O O u (U 3 m O1 N 00 n Ln rl '-1 O O 'O d' n N LO LD M N N o0 00 t0 w to N O 00 .--1 LD C n Oi N n n 00 O M O M LO Ol LO Y Ol - r, E v M C C C, m m Ln Ln m m N N O 00 t0 U N N 3 W L N C N C u p 0 o j 00 y w U in Z B H tC0 d m "O Q Q N. a •u Y Y O t) C C C • 01 C m O y 00 O C Z 0 LY U Q f > Ol Q W U LY C 0J E o ;� Y o u °� >, LL a w 'L O :° Z o Q Li; �; o z E o F o F- w u q0 v o E Q J •� O v J a H O Ow a o C m u - QO m ,� D Y c 0 0 2 v LL �w O `t 'Ln O CL Lu • +� o + Y W W C 01 M N r LU 0/ 10 L O K C7 LL C U 01 U a 0. 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N N r m r\ W N LD M N O Ln 00 N m d' r\ M r\ O O --t M O 00 V ri N (n M J 00 Co r-1 Ln M O M N LD LD Ln � M N Ol � N N Ln rl M N O N 00 0) M Ol N lD O ri Ol O C O Q Ol N M ri r LD r .-I o0 Ln 00 LO N M 00 M ri ' M LD ri r r' ri O .-1 (n r\ LO r-1 r-1 * r M LO M r-1 N 1 -d m O) Ln O O O Ln Ln N G C C N ri ri N Ol al r♦ ri M ri ri M M @ Q N N ri M LD r\ O M Ln r\ O Ln M ri O r\ Ln O Ln N Ln r\ o0 M 00 of O M M O Ln -4 LD r\ LD O n 00 LD 00 It LO LD M O LD r\ Ln ri Ln O O N O N LD r\ r\ o0 ll Cl f\ C M N 0 O Q 00 -T N M r\ LD r q* N r` LO r-i cn oo Ln Rt Ln Ln 01 Ln ri LD r\ CO 00 M Ln N 00 -cr N co l O N Ln M ri O ri ri M Ol Ln ri ri V m Ol .--I m O N r-1 ri N N N r r-i r•I O 10 L N N a V z o V 0. � o� W ca 0 ad L .N C . N y N *0 e Ul m w t ' u a Cie ` ��„ u 7 C w m 10 N aL+ U u C W LWit co ca E L/W1 G C W d A W U y %1 C '6 d D d '6 c Y. C ` LL 10 W C .` CL v rW ti C L .W W +' V C N Z > N c W d A r N w L d d = a = W O W m ,� tr N N a a 5 oc O G r LL w W C C M M Y Y r M M M M V M O W W 1C L M i r r r r r r H r LL J C U iL r O r r r r r r r 5 ri r--I O M O O cc a+ U W L.. O LL -19- GENERALFUND SUMMARY OF REVENUES AND EXPENDITURES • TOTAL EXPENDITURES INCREASE (DECREASE) UNDESIGNATED FUND BALANCE, JAN 1 ADJUSTMENT TO AUDIT (Change in reserved /designations) UNDESIGNATED FUND BALANCE, DEC 3' UNDESIGNATED FUND BALANCE AS A PERCENTAGE OF EXPENDITURES: UNRESERVED FUND BALANCE AS A PERCENTAGE OF EXPENDITURES 32.10% 30.82% 30.21% 10/14/2011 5.498.052 5.398.564 5,315,964 5,247.815 5,341,597 1.79% - 247,140 56,063 189,124 -703 - 110,096 15553% 1,494,348 1,189,698 1,130, 732 1,131, 979 1,288,697 13.84% - 57,510 - 115,029 - 30,456 1.189.698 1.130.732 1.289.400 1.131.276 1.178.600 4.18% 21.64% 20.95% 24.26% 21.56% 22.06% 30.48% 29.42% -20- 2008 2009 2010 2011 2012 % INCREASE ACTUAL ACTUAL ACTUAL APPROVED REQUESTED (DECREASE) $4 Street Light $4 Street Light $1.50 Street Light = $90K REVENUE 0% GF Levy 0% GF Levy -6.75% GF Levy / -2.24% Total Add $180K to capture GENERAL PROPERTY TAXES 3,754,839 3,955,431 3,980,397 3,901,424 3,883,001 -0.47% INTERGOVERNMENTAL REVENUE 219,876 157,296 150,409 134,060 134,060 0.00% LICENSES 17,905 17,545 19,650 17,800 17,800 0.00% NON - BUSINESS LICENSES & PERMITS 140,160 129,292 173,094 126,100 126,100 0.00% GENERAL GOVT. CHARGES 531,518 569,852 730,638 716,778 567,189 - 20.87% OTHER REVENUE 410,701 453,845 442,871 338,950 318,950 - 5.90% INTERFUND TRANSFERS /BONDS 175.913 171.366 8,029 12.000 184.400 1436.67% TOTAL REVENUE 5,250,912 5,454,627 5,505.088 5,247,112 5,231,500 -0.30% EXPENDITURES CITY COUNCIL 78,834 80,552 72,318 77,960 78,715 0.97% PROMOTIONS 17,250 17,400 71,500 73,000 71,000 -2.74% CABLE T.V. 45,326 45,151 44,604 47,492 47,492 0.00% CITY MANAGER /CLERK 336,535 331,315 315,265 312,053 312,397 0.11% ELECTIONS & REGISTRATION 16,480 1,059 16,841 2,650 16,460 521.13% ASSESSING 91,959 92,888 94,066 95,600 95,600 0.00% FINANCE 329,299 314,013 329,465 301,783 307,778 1.99% • COMPUTER 16,592 45,872 36,465 40,700 43,540 6.98% LEGAL 128,563 128,488 125,741 131,500 131,500 0.00% POLICE 1,983,962 1,968,437 1,820,719 1,932,171 1,874,331 -2.99% EMERGENCY PREPAREDNESS 5,984 13,926 25,827 8,150 8,150 0.00% PLANNING & INSPECTION 325,206 316,924 355,496 310,619 306,524 -1.32% STREET 820,565 775,663 715,399 715,439 869,880 21.59% CITY HALL BLDG & SRVS 119,065 104,770 104,038 110,100 107,000 - 2.82% PARKS (Excludes Park Dedication) 598,200 518,267 515,904 481,699 490,142 1.75% CEMETERY 8,537 8,759 9,022 11,100 11,118 0.16% CONTINGENCIES 86,999 81,168 53,354 36,800 21,800 - 40.76% TRANSFERS 488.696 553,912 609,940 559,000 548.170 -1.94% TOTAL EXPENDITURES INCREASE (DECREASE) UNDESIGNATED FUND BALANCE, JAN 1 ADJUSTMENT TO AUDIT (Change in reserved /designations) UNDESIGNATED FUND BALANCE, DEC 3' UNDESIGNATED FUND BALANCE AS A PERCENTAGE OF EXPENDITURES: UNRESERVED FUND BALANCE AS A PERCENTAGE OF EXPENDITURES 32.10% 30.82% 30.21% 10/14/2011 5.498.052 5.398.564 5,315,964 5,247.815 5,341,597 1.79% - 247,140 56,063 189,124 -703 - 110,096 15553% 1,494,348 1,189,698 1,130, 732 1,131, 979 1,288,697 13.84% - 57,510 - 115,029 - 30,456 1.189.698 1.130.732 1.289.400 1.131.276 1.178.600 4.18% 21.64% 20.95% 24.26% 21.56% 22.06% 30.48% 29.42% -20- CITY OF MOUND • TAX LEVY RECAP TAX LEVIES' REVENUE- GENERALPURPOSES REVENUE - LEASE PAYMENTS 2001A JUDGMENT BOND (REF 11) FIRE RELIEF MVHC Special Levy G.O. IMPROVEMENT 2001C (REF 11) G.O. IMPROVEMENT 2003A (REF 11) G.O. TAX INCREMENT 2003C G.O. IMPROVEMENT 2004A (REF 11) G.O. EQUIP. CERTIFICATES 2004C G.O. IMPROVEMENT 2005A G.O. EQUIP. CERTIFICATES 2005C G.O. IMPROVEMENT 2006A G.O. EQUIP. CERTIFICATES 2006C G.O. IMPROVEMENT 2007A G.O. EQUIP. CERTIFICATES 2007C G.O. IMPROVEMENT 2008B G.O. EQUIP. CERTIFICATES 2008D G.O. IMPROVEMENT 2009A G.O. EQUIP. CERTIFICATES 2009C G.O. EQUIP. CERTIFICATES 2010C G.O. TAX INCREMENT 2009D Dump G.O. REFUNDING BONDS 2011A G.O. IMPROVEMENT 2011 B • TOTAL SPECIAL LEVIE: TOTALLEVY SPECIAL TAXING DISTRICT HOUSING & REDEVELOPMENT AUTHORITY (SPECIAL TAXING DISTRICT) Property Value: • Property Value: Property Value: Property Value: 2008 2009 2010 2011 2012 3,586,501 3,726,374 3,726,374 3,726,374 3,474,798 -6.75% 366,860 366,860 392,789 392,789 357,500 20,500 20,100 19,600 19,200 0 72,120 74,404 76,030 78,311 82,069 0 0 0 NET LEVY 4.606.881 71,500 69,700 50,000 60,000 0 143,162 181,854 120,000 180,000 0 146,717 146,717 45,000 45,000 45,000 17,700 0 85,000 160,000 0 112,100 0 0 0 0 65,100 72,100 70,000 75,000 85,000 67,500 65,300 22,000 0 0 29,252 31,520 58,000 58,000 58,000 70,308 73,353 132,000 0 0 116,270 116,385 128,000 128,000 128,000 42,461 41,085 58,000 60,000 0 0 150,700 63,000 63,000 63,000 0 37,135 47,000 47,000 46,400 0 0 172,344 136,000 235,000 0 0 36,716 33,450 7,850 0 0 0 25,000 0 0 0 0 120,349 125,048 0 0 0 0 387,190 0 0 0 0 191,368 1,341,550 1,447,213 1,575,479 1,681,099 1,811,425 2.24% 190.418 241654 243"932 244.407 220.823 -9.6% Max per Per Henn Co. 8/8/11 S: \FINANCE DEPT\BUDGET\2012\2012- BUDGET COMBINED 10/14/2011 -21- 2008 2009 2010 2011 2012 TOTAL LEVY 4,928,051 5,173,587 5,301,853 5,407,473 5,286,223 -2.2% CERTIFIED LEVY 4,928,051 5,173,587 5,301,853 5,407,473 5,286,223 FISCAL DISPARITY DISI - 321,170 - 345,286 - 345,286 - 360,618 - 363,097 NET LEVY 4.606.881 4. 828 .301 4.956.567 5.046.855 4.923.126 -2.5% CITY PROPERTY TAX RATE 34.816 34.579 37.287 42.428 47.502 % Change Tax Capacity +9.78% +5.24% -4.57% -9.50% -12.9% Tax Tax Tax Tax Tax $ Diff. 150,000 522.25 514.03 559.31 636.42 712.53 77.11 200,000 696.33 685.38 745.74 848.56 950.04 102.82 250,000 870.41 856.72 932.18 1,060.69 1,187.55 128.52 300,000 1,044.49 1,028.07 1,118.61 1,272.83 1,425.06 154.22 S: \FINANCE DEPT\BUDGET\2012\2012- BUDGET COMBINED 10/14/2011 -21- d d s w a) P, p N d I` rn p d ° O C L W lY ccp M Cl) O Cl) M O O N O N O (`O') N LI. 0 CV CD 06 ° CO co ( OD N M 1` M M N (M F- (U U LO W H J N W r w P- r I- C) n m r O ° CO N C7 CEO N LL 00 M c 0) 00 M ( t N M CO N d Cl) O O C co v N N d I r M tt M N Cl) L w 0 O C O 41 r O O ILB � r ° M 00 cr) N �► (L) M n V CM A 0 C COO N 00 CD M O N V ^O d N r- LO Cl) cn N Cl) (7) r N OD r N CL O Cn A M r r 11 f� to r r I O M r- O N O a M C') co h M M It O r lT co M M M M N O co C Go H O M r O Cn r N N O M r r N 00 (O N T O OI N V • d' I --r a) P, p (o CV) I` rn p ° O C L ti O M ccp M Cl) O Cl) CO CO 00 N O M O w W U LU M 0 CV CD to v LO Z M O 1- LQ O N M C F- (U U LO W H L N W r w P- r I- C) n m r � ° O N C7 U 0) 00 M ( t N M O O co v N N I r M tt M N Cl) L N r LO C � r ° O A 0 COO 00 CD M O N V ^O 0 n M le �- N Cl) 'Ctw Cp r O r r f� to r 0 h O N N O V O 00 M M t' N M r a) O M N M N O H O O Cn r R.� k: h to n W N O % O - LO C ti LO - 0 0) C N N A M Oct N M le C � r CC) Oct N Lo M O at ` •fir- O CO M M N n N ! m '7 ry i O _ M ( N a CA CV r � r } M N ° M N r v (O LO M L6 CO CO r O co M N co M M O N N ti r r ° O ° M r V { 0 N M 0 h N (O O (O co c O M 0 w ... 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Projected Revenue by year / recommneded % increase: 2012 0%/109 1,530,620 2013 10/10%/10% 1,683,682 2014 5 %/5%/5 % 1,767,866 2015 5% 1,856, 259 2016 5%/5/5 % 1,949,072 39,482: 108;848" 57,043: 32,..415 1,051,889 1,521,355 1,673,491 1,757,165 1,845,023 1,937,274 17,541 415,461 457,007 479,857 503,850 529,042 • • • S: \FINANCE DEPT \KEY FINANCIAL STRATEGIES KFS \Utility Rate Analysis \UTILITY ANALYSIS & WATER RATE STUDY \2011 Analysis \2011 Utility Fund Budgets -30- a O • o N V O • • C 0 ao f0 N O N p N m � O N N o v O N fig � y rn o c N L O c O• o N N M O N N (A N � N O N m O N m 0 O N U co O 0 N m n O O N m o O N W O O M O N J D Cl) W = C LO m N � U 0) U) O Ct O Q O W V N L O� L J_ V r U D C LL U Z N N a N � C ld d T d C- O N CD O n uo (ss o� ay 7 N Q L a l oo 0 M AA 00 O O M M n O O N ao O M r N O O m O O O O O 00 O W O N O O V' O O n N n n O O ao ao n L O C O O O CO O O O O O O M M M M M M Cl) M O O O O O O O O O O O O O n n n n n n n n n n O O O O O O O O O O O O O O O L O Lq O 0 0 0 0 0 o n w a o ano n ono M M M M M M M O O O O O O O r r r r r r 2 O O O O O N N N N N N N N n n n n n n n n O O 00 00 W 00 00 00 O O O O N N o0 n n a O N W c7 (0 O O N n O O M M O O (O CO O O O O O O O n N N n N L O ( 0 w N 00 0) st 00 O O) O N 00 ao co v c is � cc m � (o co o aD ao rn ao 00 oD a aa o ao ao ao O r N n0 40 Ln LO 0 O O U') N M N O O 00 O N (0 W T n V' O m v r-- LO co LO n of m co ui O v N (0 00 M V O O O O G rn rn co v o m ° n o Lq ( N O 00 O 00 O O O 00 O O 0) O M O O O O O O co O O O O O O C,4 0 M N N N n W (N (o O LO N 00 N O N O n O O O n O On 0 ( N coo n coo n On r n n (O M O O O M M M M M O M O M M M M M M oc O OO O N (O Of O O 00 O O M V• V' 0p O O O 0 0 O V M N (0 v N v N N N N N N N N N N N N N M O M M M M co M 00 co Cl) O 0) c c r O 00 O r O O u7 Qf 00 n N Oi � N W n � Oo O m m m m m m (o m o o m m n V' n a0 O O M (O ao O N M O a0 m 00 O O Qf O O N O O V: M O O M M 0) M M O) n of m v v v 0 n co LO a of C n r r r r r r m O O m 0) 00 O M O O O O O O O O O O O O O N d N N N N N N N N N N N N N F- -31- a N r r O ( IT O r Ap . 5-4 C O O N M N CO ( O Lo v C N w O m' H M 1': CO CA 0 N N N — 0 N O I'- M .- O d 00 — O O O O M O C'i M O V O O V M r O m ) N 00 O O O O O O O u 0 O O 0 N O) O O O O OR co M M M M t Lf) O O N t0 ff3 O O O O O O N O) M M M M M ul O M M M M M co M M O O N w b9 O O O O O O O Q n U) O h N CA to r O O O O O O N N N N N N N CF) N ce)_ M 0 to M O N Go r 64 .-� O O O O O U LO U) LO U � LO U) 00 O O r- 00 00 00 r- 00 t- 06 to N r m O N O O I M CO N i m 0 O N (O r" m � t0 M 00 O N O O m O v- LO O r N O O O O N O O O O O O — O V Lo O 0 N N CO O O M M 00 O O 't M Nit ^ O O O O w Cl) O N O O O O 0 O �- r. 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