HomeMy WebLinkAbout20210907 - CC Workshop Packet ince 1857
- Hastin
MINNESQTA?;s
City Council Workshop
2022 Budget Workshop
Tuesday, September 7, 2021 @ 5:30 pm
City Hall, Community Room
1. Summary— Key Changes
2. Items Not Included in Recommendation
3. ARPA Funded Projects
4. Other Considerations
S. Preliminary Tax Levy Impact
6. Historical Tax Information
7. Next Steps
dince 1857 Memorandum
Hastings
MINNESOTA
To: City Council
From: City Administrator Dan Wietecha
Date: September 7,2021
Item: 2022 Budget Recommendation
Overview:
This recommendation is a balanced budget.The recommended property tax levy is$16,091,595,due to
both tax base growth (property appreciation and new construction)and an increase.This is a modest
increase in the tax rate from 57.351%(2021)to 57.72%(2022).
The budget recommendation incorporates input from the City Council's June 21 Budget Workshop and
July 6 ARPA Workshop,the City's pending Strategic Initiatives, and Department requests. The Finance
Committee reviewed the proposal on August 17.
A median home value($222,500)will see an increase of approximately$81 to its City property tax.
Annual Tax Impact: Monthly Tax Impact:
Levy Growth Due to: Tax Rate Median Value Home Median Value Home
Tax Base Growth Only 57.351 $ 73 $6.08
Recommended (plus
1.72%) 57.72 $ 81 $ 6.75
Growth plus 2% 57.914 $ 86 $7.17
Growth plus 2.5% 58.26 $ 93 $7.75
Growth plus 3.0% 58.606 $ 101 $ 8.42
An Option:
Since a number of assumption factors(discussed below)will impact the proposed budget between now
and December,the City Council may want to project a tax levy increase of 2-3%over the growth in
market value.This would provide between $44K and 200k in additional revenue that could be used to
accommodate changes in the assumptions or additional priorities. Since the preliminary levy sets the
cap,the City Council could choose a lower amount with the final budget adoption in December.
Fees and Charges:
The recommendation also includes several increases in City fees:
• Ambulance Fees—Increase rates to adjust for increased costs to operate and staff.
• Fire Inspections—The department has contracted with the state to complete school, hotel,and
church inspections,which occur every 3 years.
• Youth Athletic League Fees—A major component of parks maintenance is the upkeep of youth
athletic facilities for the exclusive use of soccer, baseball, and lacrosse programs.
• Aquatics Fees—Increase rates to adjust for increased costs to operate and staff.
• Utilities—The August 2020 Utility Rate Study projected annual increases of 3.5%for water, 1.0%
for Sewer, and 4.0%for stormwater.These are largely driven by projects in the CIP/CEP.
• Administrative Charge—A 15% increase to fees charged by the City to Fire, Utilities, and HEDRA
to help cover overhead.This has not been changed in at least 10 years.
Budget Assumptions:
The budget recommendation is also based on several assumptions.These numbers will be updated as
they become settled between now and the final budget adoption in December.
• Wages—Assumed 2.5%increase across the board. Note that union contracts expire Dec 31,
2021,and renewals are currently being negotiated.
• Comp&Class Study—Placeholder$100K to accommodate expected wage increases,which may
be phased in over several years.
• Health Insurance—Estimated 5% increase.
• Workers Compensation—Assumed 20%increase.
• Property/Casualty Insurance—Assumed 8%increase.
• DCC Charge—Estimated$15K increase pending final vote by DCC as well as potential cost
allocation with Dakota County.
• ARPA—Recommended budget includes$644K in American Rescue Plan Act funds.A second City
Council workshop on ARPA is anticipated in the fall.
• Storage Building—Placeholder$50K based on rental quote.
Next steps:
Sept 7 City Council Budget Workshop
City Council Meeting: Set preliminary tax levy and budget
Statutory deadline is September 30
Dec 6 City Council Meeting:Truth-In-Taxation Hearing
Statutory deadline is between Nov 25 and Dec 20
Dec 20 City Council Meeting:Adopt budget and certify property tax levy
Statutory deadline is De 28(5 working days after Dec 20)
American Rescue Plan Act(ARPA)
The City is receiving approximately$2.4M in ARPA funds to be used between March 2021 and December
2024.We have had some initial discussion about the funds, and I anticipate another City Council
workshop on the topic in October.
I recommend using ARPA funds for several projects,totaling$644,200. Details of each are provided in
their department highlights, but they are listed together here for transparency.
1. Accounting Software$430,000
2. Community Investment Fund $100,000—Note this is not actually direct use of ARPA funds, it is
based on flexibility of the funds freeing up other general dollars.
3. Solar Electronic Speed Signs$42,700
4. Portable Safety Cameras$30,000
5. Truck Air Purification/Filters $24,000
6. IT Penetration Testing$17,500
Significant Items Not in the Budget Recommendation
Not all items can be afforded. Many department requests were not included in the budget
recommendation; however, several of them should be pointed out because they reflect ongoing or
emerging issues that will impact future budgets.The upcoming Multi-year Financial Model will help with
planning and budgeting these items in the future.
• CIP/CEP Backlog—Quite simply,there is a several-million-dollar backlog in CIP/CEP projects. We
have been chipping away at the list, but equipment,vehicles, and facilities get older each year.
• Trails—The 2019 Trail and Pavement Maintenance Plan recommended approximately$5M in
improvements over 5 years. We have been funding this at a much lower rate.The 2022 budget
recommendation uses park dedication fees to repave several basketball courts.The 2022
budget recommendation does not include any trail improvements.
• Roads—We estimate that$600K to$700K of mill and overlay work should be done each year. In
recent years, budgets have been about half of that amount, covered primarily by State Aid
revenues.
• Arena—Several requested improvements (retaining wall, heating, sound system, scoreboard)
are not included in the 2022 budget recommendation. With 2023 being targeted for significant
investments in the arena (new refrigeration system and roof), all the projects could be rolled
into a single,comprehensive approach.This project will likely need to be bonded.
• Fire Department Staffing—The Fire Department has difficulty recruiting and retaining paid-on-
call staff, and this negatively impacts the department's ability to respond to emergencies.The
department has made changes in its staffing and response model to alleviate(but not solve)
these concerns.The City, along with the Rural Association, will need to examine its response
expectations and options for operating and staffing the department.
• Website—A proposal for website upgrades for a more user-friendly site and changing website
hosts was not included in the current recommendation due to the scope of such a change and
other Communications priorities in 2022.This should be revisited the next year and would be
eligible for ARPA funds.
On the Horizon
There are a few items coming in the next few years that merit a "heads up."These will be worked into
the upcoming Multi-Year Financial Model.
• Hwy 61—MNDOT will be partnering with the City to conduct a corridor study for Highway 61
through the City starting in late 2021.This study will determine the scope of improvements to
be made as part of a programmed MNDOT project set to occur in 2026.The City share
(enhancements and utilities) may run as high as$5M.
• CSAH 46—Dakota County is targeting 2023 for a substantial reconstruction and upgrades project
on County Road 46.This is contingent upon a regional solicitation program through the Met
Council for federal transportation dollars to offset a portion of the project's costs.A placeholder
estimate for the City's underground utilities and cost share on the road is$3M.
• Arena—Conversion to an ammonia-based refrigeration system, replacement of the west rink
roof with a modified built-up system, installation of a 160 kW solar array, and several smaller
improvements (see above)are estimated over$2.5M.The City has applied for State Bonding as
possible assistance for the costs for this regional asset.
• Parks Master Planning—As called for in the Comprehensive Plan,the Parks Department has
been trying to get started with master planning and community input process to overhaul parks
every 25 years.With budget limits,this has been difficult to implement,so we have had some
initial discussions about bringing the planning and community input work in-house.We have
also been successful in a DNR Outdoor Recreation grant to offset expenses of rehabilitating a
park.An update of the Parkland Dedication fee structure should be reviewed and updated to
acknowledge the increased value in vacant land (present fees haven't been adjusted in over a
decade)as well as the level of service specific to Hastings.
TAX LEVY/TAX RATE SCENARIOS
Proposed budget Tax Rate
Market Value Growth (3.312%) 507,200 57.351%
1.72%additional levy beyond growth 272,095
Total Levy Growth-Proposed Budget 779,295 57.720% 5.089% % levy increase
Annual Increase- Median Value Home 81.00 0.369%
If increased Levy to 2%increase Tax Rate
Market Value Growth (3.312%) 507,200 57.351%
2% levy above growth 316,390
Total Levy Growth-Proposed Budget 823,590 57.914% 5.379% % levy increase
Annual Increase- Median Value Home 86.00 0.563%
Additional Revenue from Proposed 44,295
If increased Levy to 2.5%increase Tax Rate
Market Value Growth (3.312%) 507,200 57.351%
2.5% levy above growth 395,487
Total Levy Growth-Proposed Budget 902,687 58.260% 5.895% % levy increase
Annual Increase- Median Value Home 93.00 0.909%
Additional Revenue from Proposed 123,392
If increased Levy to 3%increase Tax Rate
Market Value Growth (3.312%) 507,200 57.351%
3% levy above growth 474,585
Total Levy Growth-Proposed Budget 981,785 58.606% 6.412% % levy increase
Annual Increase- Median Value Home 101.00 1.255%
Additional Revenue from Proposed 202,490
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2022 Capital Requests Department REQUEST RECOMMEND Funding Source
Accounting Software Admin 430,000 430,000 ARPA
Community Investment Fund Admin 100,000 100,000 ARPA
Compensation Study Admin 20,000 20,000 General Fund
Diving Board Aquatics 10,000 10,000 General Fund
Pool Vacuum Aquatics 12,000
Shade Structure-Lifeguard Stands Aquatics 20,000
Lifeguard Stands Aquatics 16,500
Deck Furniture Aquatics 10,000
Exterior Retaining Wall and Landscaping Arena 30,000
Infrared Heat-East Bleachers Arena 28,000
Sound System Arena 40,000
East Rink Scoreboard Arena 30,000
West Rink Scoreboard Arena 30,000
Boilers-City Hall Facilities 225,000 225,000 TBD
Relocate Storage Building Facilities 300,000 50,000 General Fund
PW Roof Replacement Facilities 123,590
CH/PD/FD concrete repairs Facilities 30,000
CH color-controlled LED roof lights Facilities
Ambulance Fire 295,000 295,000 General Fund
ERF Radios Fire 116,985 116,985 General Fund
Truck Filters Fire 24,000 24,000 ARPA
Fire Department Space Heaters Fire 15,000 15,000 General Fund
Target Solutions-Check-in System Fire 3,000 3,000 General Fund
Brush Truck 1 Fire 80,000
Fire Marshal pickup/utility Fire 50,000
UTV/Trailer Fire 45,000
Relocate Storage Building HEDRA 70,000 70,000 HEDRA
Block 1 Environmental HEDRA 100,000 100,000 HEDRA
Redevelopment Capital HEDRA 500,000 500,000 HEDRA
Electric Control Systems Hydro 76,000 76,000 Utility revenues
Servers IT 73,365 73,365 General Fund
Computers IT 58,410 58,410 General Fund
Penetration Testing IT 17,500 17,500 ARPA
Fiber Optics-Reterminate ST enclosures IT 9,400 9,400 General Fund
Parks Cell Service IT 7,810 3,905 General Fund
UPS Replacement IT 3,300 3,300 General Fund
Large monitor for Building IT 1,100 1,100 General Fund
Pioneer Room Scanner IT 900 900 General Fund
Parks Conference Room IT 4,000
PD Tritech Displays IT 30,000
JMF Fuel Tank Monitoring System IT 10,000
2004 Chevy 2500 Single Cab Plow Truck Parks 40,000 40,000 General Fund
2008 Chevy 2500 Single Cab,Tommy Gate Parks 35,000 35,000 General Fund
Louis Lane Ponding Basin Restoration Work Parks 27,000 27,000 Grant/General Fund
Wilson Park Basketball Court Parks 17,000 17,000 Parks Ded'n Funds
Pioneer Park Basketball Court Parks 15,000 15,000 Parks Ded'n Funds
Parks Restoration Work-Partnership Parks 12,700 12,700 General Fund
Tuttle Park Basketball Court Parks 12,000 12,000 Parks Ded'n Funds
Holder Turbine Blower Parks 8,900 8,900 General Fund
Cannon Park Basketball Court Parks 7,500 7,500 Parks Ded'n Funds
Cari Park Basketball Court Parks 7,500 7,500 Parks Ded'n Funds
Trail Pavement Work Parks 500,000
1987 Flat Bed Equipment Trailer Parks 7,000
2012 Kubota Front Deck Mower Parks 15,000
Lions Park Infield Renovations Parks 7,000
Pioneer Park Baseball Parks 23,250
Pioneer Park Softball Parks 7,100
Rivertown Dog Park Parks 30,000
Roadside Tennis Courts Parking Lot Parks 17,000
Sunny Acres Park Basketball Court Parks 30,000
Westwood Park Basketball Court Parks 16,000
Player Dugouts Pioneer(4) Parks 18,000
Dakota Hills Park Playground Parks 25,000
2011 Hyundai Accent Sedan Parks 30,000
Player Dugouts Vets Field (8) Parks 36,000
Athletic Field Renovation-Vet's Softball Parks 21,800
Vets Athletic Complex Baseball Scoreboard Parks 30,000
Vermillion Falls Park Shelter Parks 25,000
Vermillion Falls Park Overlook Parks 12,000
Vermillion Falls Park Parking Lot Parks 54,000
Vets Athletic Complex Road Parks 312,225
ERF Radios Police 94,250 94,250 General Fund
Police 2015 Interceptor S-1411 Police 50,000 50,000 General Fund
Police 2016 Ford Explorer-1420 Police 50,000 47,000 General Fund
Police 2016 Ford Explorer-1412 Police 50,000 47,000 General Fund
BWC/Taser Lease(5 years) Police 45,494 45,494 General Fund
Solar electronic speed signs Police 42,700 42,700 ARPA
Portable Safety Cameras Police 30,000 30,000 ARPA
Mobile Video Camera System Police 25,776 25,776 General Fund
Handguns Police 5,900 5,900 General Fund
2022 Neighborhood Infractructure Project PW-streets 4,203,000 4,203,000 Bonding/Utilities
2022 Mill&Overlay Program PW-streets 650,000 300,000 MSA/General Fund
2005 Dump Truck PW-streets 260,000 260,000 General Fund
2002 Roller Ingersoll Rand w/trailer PW-streets 45,000 45,000 General Fund
Plow Blade-Bi-Directional Tractor PW-streets 15,000 15,000 General Fund
Plow Blade-One-Ton Dump Truck PW-streets 10,000 10,000 General Fund
Salt&Sand Distributor-1-Ton Dump Truck PW-streets 7,500 7,500 General Fund
2003 Pickup Truck unit 115-Dodge 1500 PW-streets 30,000
1997 Pickup Truck Unit 111-Ford F250 PW-streets 30,000
2006 Bobcat Skid Steer PW-streets 35,000
2007 Chevy 2500 Unit 410 PW-streets 30,000
Pressure Washer PW-streets 6,000
Stationary Lift Station Backup Generator Sewer 40,000 40,000 Utility revenues
2007 Chevy 2500 Unit 416 Sewer 30,000 30,000 Utility revenues
Lift Station Pumps Sewer 15,000 15,000 Utility revenues
Lift Station control Panel Rebuild Sewer 11,000 11,000 Utility revenues
Air-Regenerative St Sweeper Storm 270,000 270,000 Utility revenues
Direct Drainage Assessment Storm 30,000 30,000 Utility revenues
Stormwater System Maintenance Storm 21,000 21,000 Utility revenues
Louis Lane Ponding Basin LS Pump&Controls Storm 16,000 16,000 Utility revenues
Water Tower Painting-W 4th St Water 750,000 750,000 Utility revenues
Meters Water 325,000 325,000 Utility revenues
Rehabilitate Well#3 Water 85,000 85,000 Utility revenues
Portable Emergency Generator Water 55,000 55,000 Utility revenues
Water Quality Improvement Projects Water 50,000 50,000 Utility revenues
2004 Chevy 1500 Unit 413 Water 30,000 30,000 Utility revenues
Total 2022 Capital Requests 11,888,455
Total 2022 Proposed Capital 9,342,085
Variance--would need to be carried forward to 2,546,370
Funding Breakdown for unfunded portion
Unfunded portion--Governmental Funds 2,546,370
Total 2,546,370
GENERAL FUND DEPARTMENTS
Mayor&Council 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 58,935 58,439 58,727 59,398 59,398 0.00%
Other Services&Charges 9,477 7,716 971 20,709 20,709 0.00%
Miscellaneous 44,728 39,710 37,154 35,550 30,550 (5,000) -14.06%
Total 113,141 105,865 96,852 115,657 110,657 (5,000) -4.32%
Administration 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 191,742 43,105 182,015 191,518 203,045 11,527 6.02%
Supplies 15,085 11,839 10,970 17,074 17,074 - 0.00%
Other Services&Charges 30,226 38,625 24,339 33,617 13,617 (20,000) -59.49%
Miscellaneous 26,050 14,786 4,690 8,690 18,690 10,000 115.07%
Capital Outlay 29,298 - - - - -
Total 292,401 108,355 222,014 250,899 252,426 1,527 0.61%
City Clerk 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 390,815 391,514 441,635 453,585 471,066 17,481 3.85%
Supplies 6,322 235 3,989 500 4,500 4,000 800.00%
Other Services&Charges 77,210 87,100 92,335 81,343 111,998 30,655 37.69%
Miscellaneous 792 290 45 595 8,883 8,288 1392.94%
Capital Outlay 14,277 - - - 11,500 11,500
Total 489,416 479,139 538,004 536,023 607,947 71,924 13.42%
Finance 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 486,071 531,236 486,325 532,015 531,141 (874) -0.16%
Supplies 606 134 541 400 400 - 0.00%
Other Services&Charges 70,492 62,916 98,832 79,075 79,075 0.00%
Miscellaneous 807 1,155 4,293 1,250 1,250 - 0.00%
Capital Outlay - - - - 430,000 430,000
Total 557,975 595,441 589,991 612,740 1,041,866 429,126 70.03%
Legal 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Other Services&Charges 155,303 161,726 205,699 166,500 236,500 70,000 42.04%
Total 155,303 161,726 205,699 166,500 236,500 70,000 42.04%
Facilities Management 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 137,594 137,731 146,354 150,489 155,179 4,690 3.12%
Supplies 5,657 4,485 5,115 9,300 9,300 - 0.00%
Other Services&Charges 240,106 212,058 264,998 196,309 196,309 - 0.00%
Capital Outlay 29,042 301,324 8,686 - 225,000 225,000
Total 412,399 655,598 425,153 356,098 585,788 229,690 64.50%
Community Development 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 117,902 121,065 124,282 130,975 135,428 4,453 3.40%
Supplies - - 158 500 500 - 0.00%
Other Services&Charges 36,477 7,660 11,628 8,047 8,047 - 0.00%
Miscellaneous 967 163 1,645 1,030 21,030 20,000 1941.75%
Transfers Out - - - - 100,000 100,000
Total 155,345 128,889 137,713 140,552 265,005 124,453 88.55%
Information Technology 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 294,670 304,061 313,027 322,603 332,754 10,151 3.15%
Supplies 333 1,755 3,107 3,000 3,000 - 0.00%
Other Services&Charges 168,239 167,954 205,387 243,839 321,757 77,918 31.95%
Miscellaneous 401 - - - - -
CapitalOutlay 63,755 152,696 139,112 3,720 133,775 130,055 3496.10%
Total 527,399 626,465 660,633 573,162 791,286 218,124 38.06%
Police 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 3,863,060 3,996,343 4,216,109 4,666,009 4,716,608 50,599 1.08%
Supplies 125,593 110,441 103,470 102,790 118,850 16,060 15.62%
Other Services&Charges 723,953 739,801 723,288 780,193 910,734 130,541 16.73%
Miscellaneous 11,831 14,492 37,157 8,877 8,520 (357) -4.02%
Capital Outlay 92,942 4,051 50,041 - 289,726 289,726
Transfers Out - - 25,000 - - -
Total 4,817,379 4,865,128 5,155,065 5,557,869 6,044,438 486,569 8.75%
Building&Code Enforcement 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 489,008 514,498 531,753 537,380 565,292 27,912 5.19%
Supplies 2,949 2,189 3,917 3,100 4,900 1,800 58.06%
Other Services&Charges 52,932 73,635 58,716 55,740 71,875 16,135 28.95%
Miscellaneous 1,556 873 210 850 855 5 0.59%
Total 546,445 591,196 594,596 597,070 642,922 45,852 7.68%
PW-Engineering 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 403,059 418,007 391,581 446,380 458,843 12,463 2.79%
Supplies 4,985 3,492 2,660 6,750 6,750 - 0.00%
Other Services&Charges 92,245 82,650 77,923 92,936 92,936 0.00%
Miscellaneous 3,896 2,528 3,423 4,070 4,070 - 0.00%
Total 504,185 506,677 475,587 550,136 562,599 12,463 2.27%
PW-Streets,Lights&Sidewalks 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 408,131 414,401 427,346 505,474 483,901 (21,573) -4.27%
Supplies 227,841 271,385 201,434 235,850 238,850 3,000 1.27%
Other Services&Charges 847,422 752,260 923,078 1,085,478 770,078 (315,400) -29.06%
Miscellaneous 1,645 39,796 1,650 1,800 1,800 0.00%
Capital Outlay 3,987 49,929 - 2,462,000 387,500 (2,074,500) -84.26%
Total 1,489,026 1,527,771 1,553,508 4,290,602 1,882,129 (2,408,473) -56.13%
Parks&Rec-General Fund 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Supplies 11,696 14,629 8,421 11,000 11,000 0.00%
Other Services&Charges 101,249 102,260 97,915 115,950 115,950 0.00%
Miscellaneous 40 - 21168 - - #DIV/0!
Total 112,985 116,888 108,504 126,950 126,950 0.00%
Safety 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Miscellaneous 7,159 8,632 2,419 2,700 2,700 0.00%
Total 7,159 8,632 2,419 2,700 2,700 - 0.00%
General Fund-Non-Departmental 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense - - - 6,780 6,780 0.00%
Other Services&Charges 151,975 140,472 164,710 179,976 179,976 - 0.00%
Miscellaneous 5,976 - - 140,000 140,000 #DIV/0!
Capital Outlay - - - 891,583 - (891,583) -100.00%
Transfers Out 335,000 460,000 400,000 629,353 531,100 (98,253) -15.61%
Total 492,951 600,472 564,710 1,707,692 857,856 (849,836) -49.77%
SPECIAL REVENUE FUNDS
Parks&Recreation 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 981,610 1,002,583 988,480 1,050,040 1,241,519 191,479 18.24%
Supplies 101,864 84,571 73,112 120,125 120,125 - 0.00%
Other Services&Charges 353,912 504,341 327,867 400,642 400,642 0.00%
Miscellaneous 19,082 15,164 20,494 4,770 4,770 - 0.00%
Capital Outlay - 9,573 153,593 - 181,900 181,900 #DIV/0!
Transfers Out 23,569 23,569 128,569 28,569 28,569 - 0.00%
Total 1,480,037 1,639,801 1,692,115 1,604,146 1,977,525 373,379 23.28%
Aquatics 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 263,381 270,393 28,548 301,364 336,970 35,606 11.81%
Supplies 58,893 60,611 1,981 65,700 65,700 - 0.00%
Other Services&Charges 77,048 87,387 54,095 98,297 88,297 (10,000) -10.17%
Capital Outlay 64,447 25,000 26,150 - 10,000 10,000
Transfers Out 8,302 8,302 9,202 8,302 8,302 - 0.00%
Total 472,070 451,693 119,976 473,663 509,269 35,606 7.52%
Arena 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 263,384 267,674 246,855 329,639 342,489 12,850 3.90%
Supplies 44,008 43,505 25,815 43,700 43,700 - 0.00%
Other Services&Charges 192,302 203,008 170,204 191,699 191,699 0.00%
Miscellaneous 1,394 850 1,271 1,050 1,050 0.00%
Capital Outlay 66,831 5,138 452 - -
Transfers Out 9,222 9,222 10,211 9,222 9,222 - 0.00%
Total 577,142 529,397 454,808 575,310 588,160 12,850 2.23%
Fire and Ambulance 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 2,449,975 2,492,532 2,504,166 3,004,473 3,062,720 58,247 1.94%
Supplies 177,434 199,801 241,412 209,490 212,690 3,200 1.53%
Other Services&Charges 817,804 808,284 780,434 776,015 796,143 20,128 2.59%
Miscellaneous 350,616 378,073 308,081 252,657 252,657 - 0.00%
Capital Outlay 970,451 272,202 36,878 - 155,985 155,985 #DIV/0!
Transfers Out 76,562 101,563 101,562 76,562 85,394 8,832 11.54%
Total 4,842,842 4,252,455 3,972,533 4,319,197 4,565,589 246,392 5.70%
ENTERPRISE FUNDS
Water 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 490,771 591,344 479,026 606,375 596,439 (9,936) -1.64%
Supplies 93,932 99,072 92,719 145,950 163,600 17,650 12.09%
Other Services&Charges 466,878 618,014 504,217 591,006 493,581 (97,425) -16.48%
Miscellaneous 842,458 844,126 843,591 1,250 1,250 - 0.00%
Capital Outlay 96,091 (34,835) - 605,000 1,765,000 1,160,000 191.74%
Debt Service 63,578 82,658 91,175 188,442 545,200 356,758 189.32%
Transfers Out 33,805 33,805 33,805 33,806 38,877 5,071 15.00%
Total 2,087,512 2,234,184 2,044,533 2,171,829 3,603,947 1,432,118 65.94%
Sewer 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 357,546 457,486 336,784 417,925 415,027 (2,898) -0.69%
Supplies 3,121 5,018 3,712 6,450 6,100 (350) -5.43%
Other Services&Charges 1,366,542 1,403,554 1,529,948 1,541,009 1,729,648 188,639 12.24%
Miscellaneous 422,362 424,057 449,650 100 100 - 0.00%
Capital Outlay - - - 425,000 167,000 (258,000) -60.71%
Debt Service 10,654 17,584 22,936 68,358 103,750 35,392 51.77%
Transfers Out 32,429 32,429 32,429 32,429 37,293 4,864 15.00%
Total 2,192,654 2,340,128 2,375,459 2,491,271 2,458,918 (32,353) -1.30%
Storm Water 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 338,263 421,666 347,927 384,435 380,888 (3,547) -0.92%
Supplies 2,224 4,117 2,943 3,000 3,000 - 0.00%
Other Services&Charges 70,635 72,037 47,896 90,870 88,370 (2,500) -2.75%
Miscellaneous 13,668 32,809 32,878 10,200 10,200 - 0.00%
Capital Outlay - - - - 321,000 321,000
Transfers Out 7,526 7,526 7,526 7,526 8,655 1,129 15.00%
Total 432,316 538,155 439,170 496,031 812,113 316,082 63.72%
Hydro 2021 2022
2018 2019 2020 Adopted Proposed 2021-22 Percent
Dept Name Actual Actual Actual Budget Budget Change Change 20-21
Personnel Expense 40,315 58,166 52,249 60,386 61,516 1,130 1.87%
Supplies 150 - 455 1,300 1,300 - 0.00%
Other Services&Charges 406,692 352,841 616,736 315,058 297,558 (17,500) -5.55%
Miscellaneous 173,165 167,607 167,607 500 500 - 0.00%
Capital Outlay - - - 56,000 76,000 20,000 35.71%
Transfers Out 365,598 246,618 25,618 246,618 268,794 22,176 8.99%
Total 985,918 825,232 862,665 679,862 705,668 25,806 3.79%
'ji- T'X" STAFFING DETAIL
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Proposed
Position Title Actual Budget Budget Budget Budget
2018 2019 2020 2021 2022
GENERAL
Administration
City Administrator 1.00 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00 1.00
City Clerk
Admin Services Director/City Clerk 1.00 1.00 1.00 1.00 1.00
Community Relations Coordinator 1.00 1.00 1.00 1.00 1.00
Deputy Clerk 1.50 1.50 1.00 1.00 1.00
Human Resource Coordinator - 1.00 1.00 1.00 1.00
Total 3.50 4.00 4.00 4.00 4.00
Finance
Finance Director - - - - -
Assistant Finance Director - - - - -
Finance Manager 1.00 1.00 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00 1.00
Accountant II 1.80 1.80 1.80 1.80 1.80
Accountant 1 1.00 1.00 1.00 1.00 1.00
Receptionist 0.80 .80 0.80 0.80 0.80
Administrative Assistant 0.80 .80 0.80 0.80 0.80
Total 6.40 6.40 6.40 6.40 6.40
Facility Management
Facilities Management 1.00 1.00 1.00 1.00 1.00
Buildings Services Worker 1.00 1.00 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00 2.00
Community Development-Economic Development
Community Development Director 1.00 1.00 1.00 1.00 1.00
Economic Development Coordinator 1.00 1.00 1.00 1.00 1.00
City Planner 1.00 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00 3.00
Information Technology
IT Manager 1.00 1.00 1.00 1.00 1.00
IT Lead Support 1.00 1.00 1.00 1.00 1.00
IT Help Desk 1.00 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00 3.00
Police
Police Chief 1.00 1.00 1.00 1.00 1.00
Lieutenant 0.00 0.00 0.00 0.00 0.00
Deputy Chief 1.00 1.00 1.00 1.00 1.00
Operations Commander 1.00 1.00 1.00 1.00 1.00
Sergeants 6.00 6.00 6.00 6.00 6.00
Investigator/Officer 2.50 2.50 2.50 2.50 2.50
Police Officer 14.00 14.00 15.00 15.00 15.00
School Liaison Officer 1.00 1.00 1.00 1.00 1.00
K-9 Officer 1.00 1.00 1.00 1.00 1.00
Police Receptionist 1.00 1.00 1.00 1.00 1.00
'ji- T'X" STAFFING DETAIL
mirvrvv.90'i'a
Proposed
Position Title Actual Budget Budget Budget Budget
2018 2019 2020 2021 2022
Police Office Manager 1.00 1.00 1.00 1.00 1.00
Property Room Technician 0.50 0.50 0.50 0.50 0.50
Police Office Secretary 4.00 4.00 4.00 4.00 4.00
Total 34.00 34.00 35.00 35.00 35.00
Building Safety-Inspections
Building Official 1.00 1.00 1.00 1.00 1.00
Building Inspectors 1.90 2.00 2.00 2.00 2.00
Building Permit Technician 1.00 1.00 1.00 1.00 1.00
Total 3.90 4.00 4.00 4.00 4.00
Building Safety-Code Enforcement
Code Enforcement Inspector 1.00 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00 1.00
Engineering
Public Works Director 1.00 1.00 1.00 1.00 1.00
Engineer 0.00 0.00 0.00 0.00 0.00
Assistant Engineer 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor 1.00 1.00 1.00 1.00 1.00
Staff Engineer 1.00 1.00 1.00 1.00 1.00
Engineering Aide II 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 0.90 0.90 0.90 0.90 0.90
Total 5.90 5.90 5.90 5.90 5.90
Public Works
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Electrician - - - - -
Heavy Equipment Operator 1.00 1.00 1.00 1.00 1.00
Light Equipment Operator 1.00 1.00 1.00 1.00 1.00
HEO/Mechanic 1.00 1.00 1.00 1.00 1.00
Maintenance Worker II 2.00 2.00 2.00 2.00 2.00
Public Works Senior Operator 1.00 1.00 1.00 1.00 1.00
Public Works Operator 6.00 6.00 6.00 6.00 6.00
Administrative Assistant 0.90 0.90 0.90 0.90 0.90
Total 14.90 14.90 14.90 14.90 14.90
SPECIAL REVENUE FUNDS
Parks&Recreation
Director 1.00 1.00 1.00 1.00 1.00
Sports& Recreation Supervisor 1.00 1.00 1.00 1.00 1.00
P& R Operator Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Forester 1.00 1.00 1.00 1.00 1.00
Park keeper 5.00 5.00 5.00 5.00 6.00
Facility Supervisor 1.00 1.00 1.00 1.00 1.00
Facility Manager 1.50 1.50 1.50 1.50 1.50
Recreation Program Specialist 0.75 1.00 1.00 1.00 1.00
Total 12.25 12.50 12.50 12.50 13.50
'j'KK T'X" STAFFING DETAIL
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Proposed
Position Title Actual Budget Budget Budget Budget
2018 2019 2020 2021 2022
Aquatic Center
Part time staff - - - - -
Total - - - - -
Fire and Ambulance
Fire& Emergency Medical Services Director 1.00 1.00 1.00 1.00 1.00
Assistant Fire Chief/Fire Marshall 1.00 1.00 1.00 1.00 1.00
Captains 3.00 3.00 3.00 3.00 3.00
Firefighters/Paramedics 12.00 12.00 12.00 12.00 12.00
Fire Inspector 1.00 1.00 1.00 1.00 2.00
Fire Services Manager 0.80 0.80 0.80 0.80 0.80
Administrative Assistant - - - - -
Tota I 18.80 18.80 18.80 18.80 19.80
Civic Arena
Facility Manager 1.00 1.00 1.00 1.00 1.00
Assistant Facility Manager 1.00 1.00 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00 2.00
Total FTE's Regular Employees 111.65 112.50 113.50 113.50 115.50
Change by year 0.85 1.00 0.00 2.00
Police-2022 Proposed Budget Highlights
Responsible Managers: Chief Bryan D.Schafer
HIGHLIGHTS&CHANGES
Overview:The following requests encompass both normal replacement needs,and new initiatives that increase public
safety and promote efficient use of personnel and other resources. Furthermore,some qualify for ARPA funds which
is a fiscally sound means to acquire equipment without impacting the taxpayer.
Highlight/Change 1: Police radios have a life of 6 to 12 years. The current mobile radios will begin their 14th year
of service in 2022 and repairs are more frequent and costlier. Most of Dakota County agencies have already
replaced their portable radios and over half have replaced their mobiles. Our portables were replaced in 2021 and
have different interoperability and functionality than the mobiles.
Budget Impact: $94,249.60
Service Level Impact: Most Dakota Agencies will have full encrypted capabilities on both portable and mobile units
by the end of 2023. We are one of the last to complete the changeover. Not replacing ours soon will impact
interconnectivity and communication with our partner agencies.
Highlight/Change 2:Replace(3)fully equipped Ford Explorer Police Interceptors. Propose purchasing(2)Base
models with standard gasoline engines and(1)Hybrid version.
Budget Impact: $150,000.00
Service level impact: Police vehicles are maintained by Dakota County Empire Shop per contract and each
accumulates a score based on all aspects of usage(telematics)and maintenance for the life of the vehicle.There
are(4)scoring ranges outlining current condition of our vehicles;Excellent,Good,Qualifies for replacement,
Needs immediate consideration. In 2022,three(3)squads score in the"need immediate consideration"category.
These vehicles are the primary means of providing public safety and must be dependable and able to perform in
emergency conditions.
Highlight/Change 3: Requesting(14)varying sized(9"and 12")solar powered speed monitoring devices to be
permanently placed in chronic speed complaint generating areas throughout the city.
Financial Impact:$42,700.00
Service Level Impact:We have(2)speed trailers we deploy from May-October. A vast majority of deployments
average 10 days however, some were out for up to two weeks.The majority of these locations(more than a
dozen)are on-going,complaint-driven areas. In essence,personnel rotate these trailers regularly between
charging intervals and not an efficient use of resources.What started as a way to address occasional speed
complaints has now evolved into a regiment and expected response by the community. Speed related deaths and
offenses have increased exponentially since COVID and could qualify for ARPA.
Highlight/Change 4:(3)Portable public safety cameras that can be deployed throughout the city,each one
operating independently,in a series,or through our camera trailer which was purchased with a$64.000.00 ANSI
grant last year.
Financial Impact: $30,000.00
Service Level Impact: Public safety has been deemed the most important function of the city. With the increase
of public events,more citizens outdoors due to COVID,and technological evidence expectations by the
courts/juries,the integration of public safety cameras has become the standard in our society. Since receiving our
trailer unit, it has been placed in problematic areas to reduce crime/disorder. The desire by business owners and
community members to have the unit placed in their neighborhoods is growing and is a force multiplier for police.
With more people spending time outdoors due to COVID,especially in parks and parklets,this crime prevention
tool may qualify for ARPA.
Highlight/Change 5: Replace/trade existing duty-handguns(36)
Financial Impact: $6000.00
Service Level Impact:Our current Glock 9mm Generation 4 handguns were purchased in 2011 and are now due for
replacement.These should be replaced every 5-8 years,however most departments researched show 10-years to
be the norm. Law Enforcement pricing is approx.$414.00 for each new handgun,however,the current demand
for used firearms enables us to receive$250.00 trade-in credit on our existing guns.Dependability during
emergency conditions are crucial for protecting the officer and community.
Fire Department-2022 Proposed Budget Highlights
Responsible Managers: Chief John Townsend
HIGHLIGHTS&CHANGES
Overview: The Fire Department has been working to right size an aging fleet of equipment,and vehicles. We have
also been working to improve retention and recruitment in an environment that demands a high level of training,
stress, and demands on paid-on-call-staff time. We have significantly reduced number of staff on the department,
with increasing work load.This has put a much larger strain on full time staff as well as POC staff,which will continue
to lead to more difficulties in retention.The department is a critical level of staffing. In 2014 POC staffing was 31,
our current POC staffing is 19. It is important beyond 2022 budgeting that we have a council workshop to discuss
services provided by HFD,and strategies to increase department staffingto provide these services.
Highlight/Change 1: Fire Inspector
Budget Impact: $101,000
Service Level Impact: This position allows for reclassification of duties and roles within code enforcement,and the
building department. This is accomplished by moving all property rental inspections to be taken on by the fire
inspector position. This position will also be focused on existing business inspections, fire pre-planning, as well as
other duties. 35% rental inspection, 30% Business Inspections, 15% fire preplanning, 20% scheduling, and other
duties.
Highlight/Change 2:Responder Mental Health
Budget Impact): $5760.00
Service level impact: Increased levels of stress, and mental health crisis in the fire service have significantly
increased. The department's ability to respond is affected the current mental health of our responders. Mental
health has an effect on decreased retention, and medical leaves, and the overall wellness of staff. This initiative
provides staff with resiliency training, and annual individual sessions with a mental health provider specializing in
public safety wellness issues, including PTSD, depression, substance abuse, suicidal ideation/action. This program
will help reduce needs for early retirements,extended leaves,and overall wellbeing of staff.
Highlight/Change 3:Recruitment Video
Financial Impact:$4500.00
Service Level Impact:Department recruiting and retention of POC staff has decreased. This request is for a
recruitment video that can be used across multiple media platforms to recruit and educate potential candidates of
the opportunities with the department.
Highlight/Change 4:Ambulance replacement
Financial Impact:$295,000.00
Service Level Impact:CIP/CEP item. Replacement of 2018 Ambulance with 123,491 miles.Vehicle maintenance
costs and reliability impact response.
Highlight/Change 5: Mobile Radios
Financial Impact:$116,985.00
Service Level Impact:2"d phase in replacement of all department radios,all handheld radios replaced in 2021,with
mobile radios scheduled to complete project. Radios replaced due to age and compatibility with technology
Highlight/Change 6:Vehicle air purification/truck filter
Financial Impact:$24,000.00(ARPA)
Service Level Impact:purification system for Vehicles,including trucks,and Ambulances. System purifies air
against carcinogens,and virus's including Corona Virus. Increases air quality for staff reducing impact to staff
protecting them from carcinogens found in fires,and virus' including Corona.Decreases down times on
ambulances due to decontamination procedures after calls.
Highlight/Change 7:Inspection fees
Financial Impact:Increased revenue from inspections provided by the department
Service Level Impact: The department has contracted with the state to complete school,hotel,and church
inspections. These inspections are contracted to take place every 3 years. The State allows for fees to be collected
for these inspections. The allowable rate is 0.014 per square foot. Conservative estimate of fees to be collected
every 3 years are roughly$14,000.00
Highlight/Change 8:Ambulance Rate Increase
Financial Impact:Increased Revenue
Service Level Impact: Costs of maintaining an ambulance service have been increasing. These costs include
maintenance,equipment replacement,staffing,and training. Rates for ambulance service have not been
increased in several years. The current rates will be increased by 10%,and will no longer have separate rates for
resident and non-resident. Proposed new rates would also include a new fee for treatment no transport for
cardiac arrest(these calls use a considerable amount of equipment,staff,and medications).
Proposed new rates:
BLS-$1510.00
ALS 1-$1795.00
ALS 2-$1984.00
Treat no transport-$522.00
Treat no transport/cardiac arrest-$1100.00
Highlight/Change 9: POCWages
Financial Impact:Covered within existing budget
Service Level Impact: Paid-On-Call staff currently have two wage rates—one for fire calls and another for EMS calls.
This proposal is to balance all calls to a single hourly rate and increase it by 5%to$16.43 plus longevity.There has
not been a wage increase for POC in 5 years;going forward,this would be subject to future COLA adjustments.
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City Clerk& Communications-2022 Proposed Budget Highlights
Responsible Managers: Kelly Murtaugh_
HIGHLIGHTS&CHANGES
Overview: The City Clerk operation provides oversight of elections and will see associated expenses in 2022.
Communications will be implementing a Strategic Communication Plan as a result of Council guidance through the
Strategic Priority process.
Highlight/Change 1: Elections/Election Booth Replacement
Budget Impact: $11,500;$30,000 Associated election costs
Service Level Impact:We will be entering another election year in 2022. Forty-three of the existing (non-ADA)94
voting booths need to be replaced. 1 of the ADA 7 booths must be replaced.The booths that need replacing have
served since 1990/1991 and are in poor condition.
High light/Cha nge2: Strategic Communication Plan Support
Budget Impact): $8544
Service level impact: Increase newsletter one issue to make it a quarterly publication; design/print Kiosk posters;
subscribe to creative communication software. Each of these activities support the emerging Communication Plan
as a part of the Strategic Priorities. They provide the tools to create or vehicle to delivery timely news, information,
and announcements to maintain a City presence with residents.
Administration— IT 2022 Proposed Budget Highlights
Responsible Managers: _KellyMurtaugh
HIGHLIGHTS&CHANGES
Overview: Requests are in keeping with the planned replacement cycle of technology. Security continues to be a
concern globally and is reflected in the assessment request as well as the planned replacement process. Other
requests are enhancements to make staff work more efficient and/or effective.
Highlight/Change 1: Server Replacements
Budget Impact: Our servers are on a 5-year replacement schedule. In 2022, replacements are scheduled for the
VMware servers:
• Dell PowerEdge R750 servers(3),at$14,500/each,are$43,500.
• Windows Server 2022,Datacenter edition(3),at$5,400/server,are$16,200
• Windows Server 2022 End User Client Access licenses(225),at$30/each,are$6,750
• Consulting for installing VMware,$3,000
Service Level Impact: Equipment is at the end of its five-year duty cycle;replacement provides for optimal security
and reliability of data management.
Highlight/Change 2: Security Assessment—Test the technical security controls around workstations, servers, and
databases within our networks.
Budget Impact): $17,500
Service level impact:
The purpose of the vulnerability assessment is to:
•Assess systems for known vulnerabilities
• Identify missing operating system and third-party patches
• Identify potential default credentials in use on databases and other services
• Flag potential system misconfigu rations
• Provide recommendations to remediate discovered risks
Highlight/Change 3:Uninterruptible Power Supply(UPS)Replacements
Financial Impact:$3300;The UPS devices are on a 5-year replacement schedule. In 2022, replacements
are scheduled for:
• There are 3 UPS's on the PD Server Rack. 2 of them are ready for replacement, as they were
purchased in 2012 and 2015.
• Police Dept Network Rack. The existing UPS was purchased in 2015.
The replacement UPS's are Eaton model 5PX1500RT with gigabit network capability.
Service Level Impact: This equipment is past the end of its 5-year duty cycle.
Highlight/Change 4:Computer Replacement
Financial Impact:$58,400 In 2022,replacements are scheduled for the Police Department squad cars and V floor
users:
• Toughbooks(14),at$3100/each,are$43,400.
• Laptops and docks(3),at$1950 and$260/each,are$6,630.
• Desktops(8),at$990/each,are$7,920.
New request for an iPad for the Principal Engineer. Airtime would be in the Public Works budget.
• iPad G8 at$460.
Service Level Impact: Computer equipment on 5-year replacement cycle
Highlight/Change 5:Parks&Recreation—Install Cellular Enhancement System
Financial Impact:$3905 No ongoing costs or contracts.
Service Level Impact: Reception for cell phones at the Parks&Recreation facility is not usable for Verizon and
AT&T users. It is very poor for Sprint users. Much of the work staff engage in is done via cell phone.Staff has to
leave the building to take a call.
Highlight/Change 6:Building Department—Large Monitor
Financial Impact:$1100
Service Level Impact: The Building Department is working to accept digital plans for permits and to digitize
existing plans. A Dell UltraSharp 40"curved monitor will make the review of these digital plans much easier and
faster.
Highlight/Change 7:Re-terminations of all single&multi-mode Fiber(City Hall,Police&Fire)
Financial Impact:$9400
Service Level Impact: ST is a type of enclosure/connector of the older fiber that connects gear within various
buildings.The old connector can make it difficult to connect new equipment to the network,or degrade speed and
add clutter due to having to use adapters.
Administration-2022 Proposed Budget Highlights
Responsible Managers: Dan Wietecha
HIGHLIGHTS&CHANGES
Overview: The City Administrator is responsible for operational effectiveness of the City as an organization. City
Council policy and vision are implemented under the direction of the City Administrator. For budget purposes,
Human Resources,Finance,and General Facilities are reported here.
Highlight/Change 1: Compensation&Classification Study
Budget Impact: $20,000(study);$140,000(implementation)
Service Level Impact: The last full study was over 20 years ago and the most recent update was in 2007. Study is
being proposed to review,analyze and updatejob classification and compensation system while ensuring pay equity
compliance. This would include the creation of an implementation plan for recommended changes and tools to
manage the compensation system going forward.
Highlight/Change 2: Diversity,Equity&Inclusion
Budget Impact): $15,000($5,000 ongoing,$10,000 new)
Service level impact: Focus on how Hastings city government and community honor, respect,and practice diversity,
equity, and inclusion as lived values.The current operating budget includes$51K for Government Alliance on Racial
Equity membership and training. The recommendation adds $10K for additional policy and training to support
Hastings as welcoming for all.
Highlight/Change 4:Accounting Software
Financial Impact:$30,000(review and implementation)and$400,000(software)
Service Level Impact: The City's accounting software is outdated and not user-friendly,and significant functions
were unable to be done when working remotely.Replacing and upgrading the system is a priority of the
Management Team.The consultant would assist in identifying how the accounting system is currently used, how it
could be used,and options in the market to fill gaps to ensure a functional system,with the change-over expected
to occur in fall 2022.This would be covered with American Rescue Plan Act(ARPA)funds.
Highlight/Change 4:City Hall Boilers
Financial Impact:$225,000
Service Level Impact: The City is workingwith architects from Miller Dunwiddie forthe City Hall dome and climate
renovation project.In meeting with the architects in July,they recommended replacing the boilers to improve
humidity in the building.Updated cost estimates and construction plans are expected this fall with construction
likely occurring in 2022. Depending on total Dome project costs,the boilers might be covered by existing State
Bonding money;otherwise,the relation to maintaining air flowfor the building might make this eligible for ARPA.
Highlight/Change 3:Relocate Storage Building
Financial Impact:$50,000
Service Level Impact:Public Works and other City departments have seasonal equipment kept in storage in the
two UBC buildings. HEDRA is presently planning sale of one of the buildings for redevelopment of the site.This will
leave the City in need of storage space.This budget proposal is to lease space in an industrial building as a short-
term solution,pending construction or acquisition of a new storage building.
High light/Cha nge4:Community Investment Fund
Financial Impact:$100,000
Service Level Impact: This would capitalize a new,dedicated fund to be used for community projects(for
example:holiday lights,backstops,scoreboards,picnic shelters,or electronic signs).This opens new options for
working with community partners,who might provide matching dollars or in-kind assistance.Any specific use of
the Community Investment Fund would be approved by the City Council.This initial capitalization would come
from general dollars freed up by the City's use of ARPA.
Parks & Recreation Department -2022 Proposed Budget Highlights
Responsible Managers: Chris Jenkins
HIGHLIGHTS&CHANGES
Overview: The Parks & Recreation Department is comprised of the Park Maintenance Division,
Hastings Civic Arena, Hastings Family Aquatics Center, Adult Sports, Community Programming,
and Forestry. The department has a variety of focuses, however the overall goal for the
department is to ensure residents and visitors have safe, well maintained facilities, and quality
programs to participate in. Quality of life enhancements!
Hiahliaht/Chanae 1: Additional Parkskeeper position.
Financial Impact: $85,000
Service Level Impact: This addition returns the Park Maintenance Division to a full-time staff
level that last occurred over 10 years ago. Since that time, the responsibilities, number of acres
maintained, and areas requiring detail maintenance work has increased significantly. This
addition also supports the recent enhanced focus and strategic shift in how the Park Maintenance
Division conducts maintenance efforts.
Hiahliaht/Chanae 2: Aquatics Seasonal Employee Wage Increase
Financial Impact: $34,000 (A large portion of this wage increase can/will be covered with modest
price increases for admission/passes/lessons/rentals.)
Service level impact: Staff believe this will allow our operation to remain competitive within the
field and with other summer jobs for the demographic of employee we are competing for.
Hiahliaht/Chanae 3: Joint Recycling Coordinator Position
Financial Impact: $30,000 (Grant Funded through Dakota County Waste Abatement Grant)
Service Level Impact: This is a partnership with Rosemount and Farmington, hiring one full-
time position which will provide a greater level of service to each community to accomplish the
requirements of the Dakota County Waste Abatement Grant. For Hastings, the grant
responsibilities will be shifted from our Recreation Programing Specialist position (Paige),
allowing her to focus more time and effort on programming, administrative support, park
reservations, etc.
Hiahliaht/Chanae 4: Recreation Program Specialist
Financial Impact: $15,000
Service Level Impact: A portion of this position's wages are covered through the Waste
Abatement Grant, with a shared, joint position there will be a need for a modest allocation to fill
the gap.
Hiahliaht/Chanae 5: Replacement pickup truck for 2004 Chevy 2500 pickup plow truck.
Financial Impact: $40,000
Service Level Impact: Standard replacement schedule for fleet vehicles is a 10-year cycle,
this vehicle exceeds that threshold at 17 years of service. As vehicles get older and are used
for commercial purposes, the major maintenance needs increase, and in MN vehicles begin to
rust and reflect poorly on the department.
Hiahliaht/Chanae 6: Replacement pickup truck for 2008 Chevy 2500 pickup truck with Tommy
Gate lift tailgate.
Financial Impact: $35,000
Service Level Impact: Standard replacement schedule for fleet vehicles is a 10-year cycle,
this vehicle exceeds that threshold at 13 years of service. As vehicles get older and are used
for commercial purposes, the major maintenance needs increase, and in MN vehicles begin to
rust and reflect poorly on the department.
Hiahliaht/Chanae 7: Louis Lane Ponding Basin Restoration Work
Financial Impact: $5,400 (This allocation will be used by Friends of the Mississippi River to
secure grant funding, year 1 projected costs total $27,000).
Service Level Impact: This is a new plan to renovate existing ponding basin land into native
and pollinator/wildlife friendly habitat. This initiative is supported by Hastings Environmental
Protectors (HEP), Parks and Public Works. The City will realize a reduced maintenance need
for at least 5 years as the project is actively managed. After 5 years, some annual or bi-annual
maintenance such as mowing or prescribed burns will be necessary to ensure a healthy
landscape.
Hiahliaht/Chanae 8: Parks Restoration Work Partnership
Financial Impact: $12,300
Service Level Impact: Vermillion Linear Park, Vermillion Falls Park, River Flats Park, Old Mill
Park. Continued restoration work in partnership with Friends of The Mississippi River, who
actively secure grant funding and manage the restoration work. This work is creating, improving
and sustaining native and pollinator/wildlife habitat in Hastings' Park System.
Hiahliaht/Chanae 9: Diving Board
Financial Impact: $10,000
Service Level Impact: Replaces the diving board and rehabilitates the base. Diving boards
have a limited lifespan, it is a very popular amenity at HFAC.
Hiahliaht/Chanae 10: Holder Turbine Blower
Financial Impact: $8,900
Service Level Impact: This is a new attachment for the Holder Multipurpose Tractor, and will
be used in summer and winter operations. The blower is a front mounted attachment that will
be used to blow leaves and debris off of trails, parking lots, etc. as well as lighter snow
accumulations. This will reduce the wear on broom attachments currently used on skid steer
tractors and Toolcat.
Hiahliaht/Chanae 11: Park Basketball Courts
Financial Impact: $59,000
Service Level Impact: Cannon Park, Cari Park, Pioneer Park, Tuttle Park, Wilson Park.
Prescribed renovations from the 2019 Pavement Management Plan vary between a full
reconstruction, reclaim, mill & overlay, crack fill & seal coat, as well as color coating and
repainting court lines. Each of these park courts need some level of major maintenance to
maintain infrastructure in good repair.
Public Works-2022
Responsible Managers: Public Works Director
Ryan Stem pski,City Engineer,&Mark Peine,Public Works Superintendent
HIGHLIGHTS&CHANGES
Overview: The department will once again continue on with its typical pursuit of a large infrastructure renewal
project as well as with routine maintenance practices and projects aimed at preserving and enhancing municipal
utility system assets. In accordance with the CIP/CEP Document the department also has a multitude of capital
equipment items requested in order to maintain a reasonable and prudent pace of replacements to ensure
serviceability of this equipment in performing its required duties and to help level peaks in demand for City
financial resources.
Highlight 1: 2022 Infrastructure Improvements: Full Reconstruction on Park Lane, Park Court,5th Street from
State Street to its west end,Ash Street from 5th Street West to 2nd Street West,and 111h Street E from Tyler Street
to%block west of Tyler Street.The program would also include full-depth replacement of street pavement and
minor spot utility repairs and rehabilitation on 13th Street between just east of Hillside Street and Westview Drive,
Lilac Court,Hillside Street from 13th Street West to Westview Drive, Regency Court, Riverwood Drive from County
Road 46 to near Woodland Drive,Riverwood Court,Sherman Way,Teal Way,Teal Court,Union Court,Villa Court,
Village Trail,Western Court,and Winter Court.
Budget Impact:Currently Estimated at$4.2 Million,with funding from Bonded Debt,Utility Enterprise Funds,and
Special Assessments to properties along street corridors.
Highlight 2:2022 Mill&Overlay Program.
Budget Impact:$250,000 in funding from Municipal State Aid and$50,000 from City local levied funds.
Highlight 3:Add Replacement Plow Blade for Bi-Directional Tractor to 2022 CEP:The City has two bi-directional
tractors which handle both summertime ponding basin mowing and much of the winter plowing/snow cleanup
duties in the City's 97 cul de sacs, parking lots,and downtown streets.Each unit has its own plow blade
attachment. The plow blade for one of these tractors has reached the end of its useful life and will need to be
replaced very soon to remain reliable.
Budget Impact:-$15,000 increase
Highlight 4:Add Replacement Plow Blade for One-Ton Dumptruck to 2022 CEP:This dump truck is used extensively
all-year towing trailers with small equipment,hauling small loads of materials,and providing plowing and salt
distribution within parking lots and alleyways during winter snow and ice control operations.The plow blade for
this truck has reached the end of its useful life and will need to be replaced very soon to remain reliable.
Budget Impact:-$10,000 increase
Highlight 5:Add Replacement Salt/Sand Distribution Unit for One-Ton Dumptruck to 2022 CEP:This unit is
mounted on the departments one-ton dump truck to allow for the distribution of road salt and sand(as necessary)
while the unit performs snow and ice control operations in alleys and parking lots. In 2020,the unit's equipment
rating mark stood at 31 based on age,wear and tear,and cumulative repair expenses,where a rating of 28 is the
threshold for replacement.We have kept it alive through many repairs,but It is already at the threshold of
replacement,and replacement is necessary at this point to ensure a reliable operation.
Budget Impact:-$7,500 increase
Highlight 6: Replace 2002 roller, Ingersoll Rand with trailer. The Department needed to rent a roller in 2021 for
pothole patching when the current equipment wasn't operational.
Budget Impact:$45,000
Highlight 7:Water Tower Painting—West 4th Street.
Budget Impact:$750,000
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