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2018 Adopted

Annual Budget

50 Years

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

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

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

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

Exceeding Expectations

Professional – Responsive – Leaders

On the front cover:In 2017, Woodbury celebrated it’s 50th anniversary. Events were planned throughout the year, including the first-ever public State of the City Address (left) and Woodbury’s Golden Birthday Party (middle and right), sponsored by the Woodbury Community Foundation. Both events were successful in bringing the community together to celebrate.

50 Years

CITY OF WOODBURY, MINNESOTA

2018 LISTING OF CITY ELECTED OFFICIALS

Position Term of Office Term Expires

Mayor Mary Giuliani Stephens Four Years December 31, 2018

Council Member Christopher Burns Four Years December 31, 2018

Council Member Julie Ohs Four Years December 31, 2018

Council Member Andrea Date Four Years December 31, 2020

Council Member Amy Scoggins Four Years December 31, 2020

Appointed Officials

City Administrator, Clinton P. Gridley

Administration Services Director, Jody Brown

Finance Director, Tim Johnson

Community Development Director, Dwight Picha

Public Safety Director, Lee Vague

Engineering/Public Works Director, Klayton Eckles

Park and Recreation Director, Robert Klatt

Information and Communications Technology Director, Robert James

CITY OF WOODBURY

2018 ADOPTED BUDGET

BUDGET INDEX

Executive Summary:

2018 Budget Transmittal Letter ............................................................................ i

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

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

General Fund:

Revenue

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

6

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

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

Appropriations

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

11

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

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

General Government:

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

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

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

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

Information and Communications Technology:

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

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

Community Development:

Planning and Code Enforcement ................................................................... 37

Economic Development ................................................................................ 41

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

Public Safety:

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

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

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

Engineering and Public Works:

Engineering .................................................................................................... 60

Public Works Administration ........................................................................ 64

Streets ............................................................................................................ 67

Fleet Services ................................................................................................ 71

Street Lighting ............................................................................................... 74

Park and Recreation:

Municipal Buildings ..................................................................................... 76

Recreation ..................................................................................................... 79

Parks and Forestry ......................................................................................... 83

CITY OF WOODBURY

2018 ADOPTED BUDGET

BUDGET INDEX

Special Revenue Funds:

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

89

Public Safety Activities Fund ............................................................................... 90

Emergency Medical Services Fund ...................................................................... 91

Fire Relief Pension Fund ...................................................................................... 98

HealthEast Sponsorship Fund .............................................................................. 99

Housing and Urban Development Fund ............................................................... 100

Economic Development Authority Fund .............................................................. 103

Housing and Redevelopment Authority Fund ...................................................... 105

Capital Project Funds:

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

110

Tax Abatement Plan I-94 Region Fund ................................................................ 111

Street Reconstruction/Maintenance Fund ............................................................ 112

Capital Improvement Fund ................................................................................... 113

Community Investment Fund ............................................................................... 116

Enterprise Funds:

Water and Sewer Utility Fund:

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

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

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

122

127

132

Street Lighting Utility Fund ................................................................................. 137

HealthEast Sports Center Ice Arena / Field House Fund ...................................... 138

Eagle Valley Golf Course Fund ............................................................................ 148

Other Funds:

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

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

156

161

Capital Improvement Plan:

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

164

Street Reconstruction/Maintenance Fund ............................................................ 165

Municipal State Aid Roadway Construction Fund ............................................... 166

Phase One and Two – Major Roadway Special Assessment Fund ....................... 167

Park Dedication Fund ........................................................................................... 168

Trunk Water and Sanitary Sewer Fund ................................................................ 169

Trunk Storm Sewer Funds:

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

170

Ramsey-Washington Metro ........................................................................... 171

West Draw ..................................................................................................... 172

Valley Branch ................................................................................................ 173

Emergency Medical Services Fund ...................................................................... 174

Enterprise Funds:

Equipment Replacement and Major Project Reserve –

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

175

Major Project Reserve - Storm Water Utility Fund ....................................... 176


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

177


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

178

CITY OF WOODBURY

2018 ADOPTED BUDGET

BUDGET INDEX

Capital Improvement Plan (Continued):

Community Investment Fund ................................................................................. 179

Summary of Proposed Debt Issuances in the Capital Improvement Plan .............. 180

Debt Service Projections for Debt Issuances Supported by Property Tax Levies .. 181

Summary of Major Roadway Projects ................................................................... 182

Street Reconstruction and Major Roadway Project Descriptions ......................... 184

Appendix:

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

187

Overview of Valuations and Tax Capacity Rates .................................................. 188

Estimated Taxes Payable Comparisons – Residential Property ............................. 189

Estimated Taxes Payable for 2018 Compared to 2017 – Residential Property ..... 190

Estimated Taxes Payable for 2018 Compared to 2017 – Specific Properties ........ 191

Housing and Redevelopment Authority Levy at $250,000 ................................... 192

Per Capita and Per Household Spending / Tax Levy Comparison ........................ 193

Staffing Summary – Five Year History ................................................................ 194

Total Staffing and Staffing Per 1,000 Residents .................................................. 195

Personnel Changes in 2018 Budget – All Funds .................................................. 196

Long-Term Staffing Plan 2018-2022 ................................................................... 197

Property Tax Levy Allocation .............................................................................. 198

Glossary of Budget Terms ..................................................................................... 199

Acronyms .............................................................................................................. 202

i

December 2017

Dear Honorable Mayor and Members of the City Council:

In this the 50th anniversary of the City of Woodbury’s establishment, it is my honor and pleasure to transmit the

fiscal year 2018 Budget for the City of Woodbury in accordance with the obligations set forth in Section 2-45 (a) (5)

of the City of Woodbury Code of Ordinances. The annual budget document contains financial information on the

City's General, Special Revenue, Capital Project, Enterprise, Internal Service, and Debt Service funds for your review

and consideration. The budget also incorporates performance measurement information for a number of service

areas. Performance management focuses on results residents expect from the services provided by the City and

provide a higher level of accountability through annual performance reporting are included in the budget document.

I believe all this information will aid the City Council in making informed financial and service delivery decisions.

This is my fourteenth budget that I have submitted to you as City Administrator, and I can assure the citizens of

Woodbury that all revenues and expenditures have been thoroughly scrutinized, are within the City Council’s target-

based budget direction and allow us to meet the mission, vision and values of the City. This ideal is most eloquently

stated in the mission statement of the City of Woodbury, originally adopted in 2007 and revised in 2011:

The annual budget document provides a financial plan to execute the services and priorities of the Woodbury City

Council. The budget document consists of the following sections:

In the Executive Summary, the City Administrator’s budget transmittal letter highlights the overall

strategies, priorities, programs, services and funding plan of the City. Community, organization and budget

overview information and the basis for our budget is provided in the remainder of the Executive Summary.

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

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

budgets.

Guide to the Budget Document I.

FY ’18 Budget Transmittal Letter to City Council

December 2017

ii

The Special Revenue Funds section account for proceeds that must be used for specific uses to provide an

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

purposes. They can be supported by a wide range of proceeds including property tax dollars.

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

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

year.

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

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

the budget.

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

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

Debt Service Fund summary.

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

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

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

and financial terms used throughout the documents.

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

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

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

and the need to support a growing, high-quality city. The City develops its operating and capital budget based on a

conservative forecast of revenues and does not take into account new revenues from growth unless they are

sustainable over a multi-year period of time. Our financial goal is to balance community needs with municipal

resources through a planned approach to the governance process. As a result of conservative budgeting practices, the

City retains a strong financial position as evidenced by our AAA bond rating.

Macro budget matters: The following were the key macro considerations made by the City Council for this budget:

A. Conducting the business of the City of Woodbury involves a total budget of $84.1 million – up 3.2 percent

compared to last year, broken into hundreds of accounts in over 33 funds spanning more than 26

divisions. For this fiscal year, the more significant changes are associated with our park and street

reconstruction capital project funds, Water and Sewer Utility and EMS funds, along with the City’s

largest fund – the General Fund.

Where does the money come from?

The City’s total budget is funded through a diverse collection of resources. Many of the resources

received are dedicated to a specific purpose and cannot be spent on other services or programs. For

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

used to pay for general services or other types of services. As noted in the chart below, property taxes

make up the largest share of our proceeds at 41 percent of the total adopted budget.

2018 Budget Highlights II.


December 2017

iii

Intergovernmental

3%

Bond Proceeds

4%Licenses and Development

Fees/Permits5%

Net Use of Fund Balance

3%

Special Assessments

5%

Transfers In

5%

Other Income

6%

Water & Sewer

Charges15%

Other User Fees and

Charges13%

Taxes

41%

2018 Total Revenues

Where does the money go?

The City budget is made up of various fund groups. Here is how the revenues are divided amongst these

funds

Internal Service

2%Special Revenue

6%

Debt Service

7%

Capital Project

20%

Enterprise

24%

General

41%

2018 Total Expenditures


December 2017

iv

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

The largest component of our operating spending falls within Public Safety because they have the largest

contingent of personnel associated with their mission (police, fire, emergency medical services and

emergency preparedness/safety budgets).

Finance

2%

Information & Communications

Technology2%

Council /

Administration2%

Community

Development6%

Debt Service

7%

Parks & Recreation

15%

Public Safety

22%

Engineering & Public

Works44%

2018 Total Expenditures by Department

(excludes Risk Management Fund)

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

staffing costs.

Transfers/Other

6%

Debt Service

7%

Operating

23%

Capital Outlay

26%

Personal Services

38%

2018 Total Expenditures by Type

(excludes Risk Management Fund)


December 2017

v

B. The most substantial 2018 budget initiative relates to our water and sewer rates for the Water and Sewer

Utility enterprise fund. The budget implements the following rate adjustment plan:

1. Continue annual irrigation meter rate adjustments toward the City Council selected target amount

using the proceeds for commercial, HOA and residential irrigation conservation incentive

programing.

2. Transfer utility special assessments to the utility rates

3. Fund approximately 50 percent of the requested need per the 10-year water and sewer utility capital

improvement plan

4. Defer utility Parks and Public Works building debt funding decisions to 2018 after final project

approval, bid letting and debt principal and interest rate determination

5. Use future debt service to fund large cost, long-term water treatment system improvements

6. Use reserves for a portion of the annual meter replacement program

After a decade of no water or operating sewer rate changes (excluding the Metropolitan Council

Environmental Services pass-through wastewater treatment charge), returning to annual rate adjustments

with a significant 2018 upfront change is necessary to reduce property owner liabilities and to equalize

our capital improvement funding policies along with supporting necessary system improvements.

Accordingly, the base water rate was approved to be adjusted from 88¢ per thousand gallons to $1.25 per

thousand gallons, along with rate tier adjustments described later in the transmittal letter. The current

City operating portion of the sanitary sewer rate flat quarterly charge is $21.74 and is approved to move

to $26.00, not including any pass-through cost changes from the Metropolitan Council Environmental

Services. Lastly, the second of five year planned irrigation rate changes for commercial and homeowner

association properties is to be implemented in 2018, changing the rate from $2.32 to $2.53 per thousand

gallons based on the five-step increase plan approved by the City Council in 2016.

C. Other funds with approved rate increases in 2018 are the Storm Water Utility Fund with a $0.45 per

quarter increase; and typical annual recreation, HealthEast Sports Center and Eagle Valley Golf Course

participant rate increases. No rate changes are planned for EMS and Street Lighting funds.

D. The largest source of revenue that typically makes up about 40 percent of the total budgeted revenues for

the budget is the property tax. The levy change percentage is approved to increase 3.79 percent based

on an established methodology used in past years; which is equal to the combination of percentage growth

in national wage and benefit inflation, Woodbury population percentage growth, the additions to support

special levies such as the street rehabilitation program cost per the accepted Street Rehabilitation Task

Force recommendations, debt and tax abatement obligations. Staffing additions to the paramedic

program for 2018 is typically in the special levy formula; however, the EMS Special Revenue Fund is

financially able to self-support the two additional paramedics this year. The resultant tax levy increase

is within the range of the past eight years and is the 8th lowest levy increase in the last 25 years; well

below the 25-year levy increase average of 9.15 percent and below our 15 year average of 4.6 percent.


December 2017

vi

12.1%

30.6%

9.6%

13.2%

12.0% 12.1%

18.7%

17.5%

29.1%

4.6%

3.8%

8.6%9.3%

10.7%

8.1%

3.9%

2.9% 2.4%

0.0%

2.4% 2.8% 2.8%3.9% 3.8% 3.8%

0%

5%

10%

15%

20%

25%

30%

35%

1994 1995 1996 1997 1998 1999 2000 2001 *2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Per

cent

Inc

reas

e

Year

Certified Property Tax Levy Changes (1994-2018)

25 Year Average Annual Levy Increase since 1993 is 9.1% 15 Year Average Annual Levy Increase since 1993 is 4.6%

*Homestead and Agricultural Credit Aid (HACA) elimination

E. The largest utilization and pressure upon property taxes is personnel costs for existing and the net addition

of new positions. Overall, this accounts for $1.37 million of the total budget increase, or 46 percent. Of

our operating General Fund expenditures, wages and benefits make up 75 percent of the total

expenditures of the fund. For 2018, the other significant expenditure growth areas are technology

($584,500) and insurance costs.

F. The impact of property tax decisions are dependent on the property valuation on which the tax is spread.

For 2018, there is an 8.1 percent increase in taxable market value to total $8.5 billion. When run through

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

rising a corresponding 8 percent increase totaling over $89.7 million.

$(700)

$(500)

$(300)

$(100)

$100

$300

$500

$700

$900

$1,100

2009 2010 2011 2012 2013 2014 2015 2016 2017 Estimated

2018

An

nu

al In

cre

ase

(D

ecr

ea

se) in

Mil

lio

ns

Year

Taxable Market Value Change


December 2017

vii

Property values growth has been consistently strong the last five years both in terms of total market value

and existing personal property residential values as indicated below.

$150,000

$175,000

$200,000

$225,000

$250,000

$275,000

$300,000

$325,000

2010 2011 2012 2013 2014 2015 2016 2017 Estimated

2018

$263,100

$241,100$237,600

$219,500

$235,600

$270,100

$277,100 $277,800

$296,700

Me

dia

n V

alu

e (

$)

Year

Median Value of Residential Parcel in Woodbury

12.8% increase from

2010 to 2018

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

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

with several commercial developments in the Bielenberg Gardens, Tamarack Interchange and CityPlace

development areas. Out of the end of the Great Recession, the residential sector has been fairly consistent

with the amount of new housing units developed from 2012 to 2017. For 2018, the expected housing

units are consistent with the 2017 budget.

0

100

200

300

400

500

600

700

2009 2010 2011 2012 2013 2014 2015 2016 2017* Estimated

2018

255

522

286

374 387 380417

393

646

333

Un

its

Year

New Housing Units Constructed

* 2017 includes 305 Woodbury Flats apartment units


December 2017

viii

Foreclosure rates continue their year-over decreases in foreclosures as the economy has fully recovered.

0

50

100

150

200

250

300

350

400

450

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

335

421

333

231

204

128

75 6853

38

Num

ber

of S

ales

Year

Sheriff's Sales

2017 has been one of our strongest valuation added years on record. Active commercial construction is

expected to continue into 2018.

0

100

200

300

400

500

600

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

118

36

232

526

165186

454

262

540

# of

Squ

are

Feet

Add

ed p

er 1

,000

New Commercial Construction

For 2017, our new commercial square footage significantly increased in comparison to past years.

Looking ahead to 2018, there will be continued activity at CityPlace and Bielenberg Gardens, as well as

the Tamarack Interchange area. We continue to see a steady reinvestment in commercial properties as

well.

G. With the fixed property values and the annually variable approved levy in hand, to affect the property

tax the levy is divided by the tax capacity to create a property tax rate. This rate is multiplied against the

individual property valuation per $1,000 to create the tax bill. A falling tax rate, for example, identifies

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

a drop in taxes, however, since:

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

2. Property values are set independently by Washington County.


December 2017

ix

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

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

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

home value compared to the average.

6. The City Council controls only the City levy.

With the modest tax levy increase proposal and the strong property value growth, the property tax rate is

estimated to drop 4.1 percent to 33.684 percent. For a city to city comparison, tax rate is the most

comparable measure of property tax impact. Currently Woodbury has the 6th lowest tax rate amongst

our 17 city metro comparables. The next chart illustrates the annual rate of value change including the

effects of the excluded value (2012) and value determination methodology (2013) changes.

20

22

24

26

28

30

32

34

36

38

40

2009 2010 2011 2012 2013 2014 2015 2016 2017 Estimated

2018

28

.47

4 31

.03

3

34

.92

1

35

.92

1

39

.44

0

38

.07

6

34

.65

7

35

.28

7

35

.12

2

33

.68

4

Tax

Rat

es (

per

$1

in T

ax C

apac

ity)

Year Taxes Payable

City of Woodbury Property Tax Rates 2009 - 2018

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

median value home (MVH) property tax; in line with historic levels, although significantly above 2017’s

levels which saw an atypical MVH decrease.

$15

$5

($2)

$42

$30

$41

($3)

$31

-$5

$5

$15

$25

$35

$45

2011 2012 2013 2014 2015 2016 2017 Estimated

2018

Dol

lar

Cha

nge

Year

Change in Residential Property Taxes

Based on Median Residential Value

Average property tax increase of $20 for median residential value


December 2017

x

The impact to the MVH or AVH is dependent on the amount of the levy increase and the relationship

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

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

and more by commercial. Of course, the opposite held true in the years of fast rising residential property

values, when the average residential value increased above the actual total levy rate increase. For 2017

tax year, the commercial value changes outperformed the residential values; and for 2018, there is a

return to a more balanced value growth between the two.

I. There is a net position addition of 6 FTE’s which is outlined later in the transmittal letter, employees per

population chart in the appendix, and in the individual departmental budgets. The current overall full-

time equivalents remain below our historic average.

Budget At-A-Glance: The following charts pull all the above highlights together and represents a high-level budget

at-a-glance budget. Greater detail is found in the subsequent pages of this transmittal letter, the executive summary

and the individual funds.

Adjusted Dollar Percent

2017 2018 Change Change

Budget Expenditures:

General Fund 32,733,168$ 34,092,500$ 1,359,332$ 4.2%

Special Revenue Funds 5,314,037 4,983,150 (330,887) -6.2%

Capital Project Funds 14,714,638 17,197,100 2,482,462 16.9%

Enterprise Funds 20,821,763 20,243,480 (578,283) -2.8%

Internal Service Funds 1,702,124 1,839,450 137,326 8.1%

Debt Service Funds 6,209,956 5,773,000 (436,956) -7.0%

81,495,686$ 84,128,680$ 2,632,994$ 3.2%

Property Tax Levies:

General Fund 23,146,194$ 24,143,795$ 997,601$ 4.3%

EMS Fund 665,909 665,909 - 0.0%

Capital Improvements 2,125,683 2,178,825 53,142 2.5%

Street Maintenance 3,110,789 3,281,882 171,093 5.5%

Tax Abatement 389,849 410,480 20,631 5.3%

Debt Service 3,194,523 3,198,752 4,229 0.1%

HRA 250,000 250,000 - 0.0%

32,882,947$ 34,129,643$ 1,246,696$ 3.8%

Property Tax Statistics:

Taxable Market Value $7,868,553,600 $8,502,689,600 $634,136,000 8.1%

Net Tax Capacity $83,053,099 $89,717,339 $6,664,240 8.0%

Median Home Estimated Market Value $277,800 $296,700 $18,900 6.8%

Median Value Home City Tax $973 $1,004 $31 3.2%

Median Value Home City Tax per Month $81.08 $83.67 $2.59 3.2%

City Tax Capacity Rate 35.122% 33.684% -4.1%

User Fees for Typical Resident:

Water Rate <30,000 gal. $0.88/1,000 gal. $1.25/1,000 gal. $0.37/1,000 gal. 42.0%

Sanitary Sewer Rate (MCES) >8,000 gal. $3.00/1,000 gal. $3.05/1,000 gal. $0.05/1,000 gal. 1.6%

Sanitary Sewer Fixed Fee/qtr. (MCES) $22.55/Quarter $22.92/Quarter $0.37/Quarter 1.6%

Sanitary Sewer Fixed Fee/qtr. (City) $21.74/Quarter $26.00/Quarter $4.26/Quarter 19.6%

Irrigation (residential & commercial) $2.32/1,000 gal. $2.53/1,000 gal. $0.21/1,000 gal. 9.0%

Storm Water - Single Family $18.30/Quarter $18.75/Quarter $0.45/Quarter 2.5%

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

EMS Ambulance Rate $1,643 ALS 1 $1,643 ALS 1 - 0.0%

Budget at a Glance


December 2017

xi

Major new investments: The bulk of the annual budget funds core services of the City and changes year-to-year are

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

investments funded in the 2018 budget are:

$11,500,000 Resurfaced roads and trails

$3,200,000 Water & Sewer rehabilitation projects

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

$997,000 Various Capital Improvement Fund equipment & rolling stock

$700,000 Replacement Public Works dump trucks

$600,000 Phase II area park and trail development

$585,000 IT / Software improvements

$500,000 Replacement Fire SCBA and other equipment

$260,000 New sewer televising truck

$67,000 New police squad

$46,000 New PSW-Parks 3/4 ton truck

- Assistant City Administrator - replacing an Assist. to City Administrator

1 Administrative Assistant - Police (squad video / body camera management)

1 PSW - Parks & Forestry Division

2 Paramedic - EMS Fund

1 PSW - Water & Sewer Utility Fund

2018 Major New Investments

Full-time Staffing Plan:

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

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

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

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

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

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

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

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

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

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

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

municipal budget.

Budget Process III.


December 2017

xii

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

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

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

view and comment on public discussions. The following dates are open public meetings held regarding the 2018

budget:

April 19, 2017 City Council Budget Workshop regarding the HealthEast Sports Center and Eagle

Valley Golf Course Five-year Capital Improvement Plan

May 17, 2017 City Council Budget Workshop regarding the General Fund, Capital Project, Enterprise

and Special Revenue Five-year Capital Improvement Plan

May 31, 2017 Adoption of 2018-2022 Capital Improvement Plan

July 19, 2017 City Council Budget Workshop regarding budget targets and Long-Term Financial

Analysis

Sept. 13, 2017 City Council Budget Workshop

Sept. 27, 2017 Adoption of the Proposed Property Tax Levy and set Truth-in-Taxation public meeting

date

Adoption of the Proposed HRA Property Tax Levy

Nov. 15, 2017 Council Workshop budget update

Dec. 13, 2017 Truth-in-Taxation public meeting and adoption of the Final Property Tax Levy and

Budget

2018 BUDGET CALENDAR

Public (TnT)

CityCouncil

CityAdministrator

FinanceDepartment

Departments

Divisions/Sections


December 2017

xiii

“What is the city but the people” William Shakespeare

2017 has been a period of reflection of our past as we consider the lovely community we have become and where we

are going now that we have reached our 50th anniversary. Woodbury has been blessed over the decades in so many

ways in large measure because of the quality of our community members, as William Shakespeare so eloquently

stated above. It was this recognition of the key roles our residents have played in our formation that led the Woodbury

City Council to adopt the motto “Woodbury is what it is because our citizens are who they are”.

Over 2017, we took the time and effort to celebrate our golden anniversary throughout the year, kicked off by our

first open-to-the-public “State of the City” address by Mayor Stephens at the Central Park amphitheater in February.

In March, we held our main 50th anniversary event partnering with the Woodbury Community Foundation for an

Anniversary Gala with live music, food and other activities at Central Park. The City had a 50th display at the

Woodbury Area Chamber of Commerce Community Expo.

As an important backdrop to the City 2018 budget development process, the U.S. and state economic outlook is

healthy according to most key economic indicators. More locally, as confirmed by the most recent Standard and

Poor’s financial rating analysis, the City's financial flexibility is demonstrated by its very strong fund general balance

as a percentage of expenditures. Our AAA rating is in large part attributable to:

• Very strong economy, with access to a broad and diverse metropolitan statistical area;

• Strong management, with "good" financial policies and practices under our Financial Management

Assessment methodology;

• Strong budgetary performance, with a slight operating surplus in the general fund and an operating surplus

at the total governmental fund level;

• Very strong budgetary flexibility, with an available fund balance of 30 percent of operating expenditures;

• Very strong liquidity, with total government available cash at 2.8x total governmental fund expenditures and

28.0x governmental debt service, and access to external liquidity we consider strong;

• Weak debt and contingent liability position, with debt service carrying charges at 10 percent of expenditures

and net direct debt that is 70.1 percent of total governmental fund revenue; and

• Strong institutional framework score.

In terms of community growth, our population continues to edge toward 70,000 as the 9th most populous city in the

State on the way to full development by 2040, with an estimated population of between 85,000 - 90,000. According

to a recent report from the State Demographer, Woodbury is one of the top five fastest growing cities in the state

since 2010.

Trends, Financial Facts & Outlook IV.


December 2017

xiv

3,014 6,184

10,297

20,075

46,463

61,961

72,500

80,500

87,800

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

1960 1970 1980 1990 2000 2010 Projected

2020

Projected

2030

Projected

2040

Pop

ulat

ion

Year

Population Growth Since 1960

Woodbury continues to be recognized by a number of organizations as a great place to live, work and thrive. Here

are a few of our recent recognitions:

AAA bond rating since April 2009, the highest available rating

2016 All-America City Award finalist from the National Civic League (NCL). The recognition given to 20

communities across the country each year celebrates and recognizes neighborhoods, villages, towns, cities,

counties, tribes and regions that engage residents in innovative, inclusive and effective efforts to tackle

critical challenges.

2017 Certificate of Excellence for 2016 Performance Measurement reporting - International City/County

Management Association Center for Performance Measurement (fifth consecutive year). Woodbury was the

only Minnesota city to receive this award.

2017 Certificate of Achievement for Excellence in Financial Reporting for 2016 Comprehensive Annual

Financial report (CAFR) - Government Finance Officers Association (15th consecutive year)

Money Magazine’s 2014 listing of Woodbury as the 12th best place to live in the United States for cities

between 50,000 and 300,000

2014 Family Circle rated Woodbury as one of the “10 Best Towns for Families” in the United States.

Woodbury was the only rated Minnesota city.

2013 City of Excellence Award from League of Minnesota Cities

No. 1 Place for Job Seekers in MN”, Nerdwallet.com, 2013

Business Journal rated Woodbury as having the third highest quality of life in Minnesota, December 2011

A positive business environment success is our low unemployment rate compared to the state, country and

international levels. Presently our unemployment rate is 2.9 percent with a record employment number for

Woodbury’s residents. Woodbury continues to have one of the lowest unemployment rates of any city in the state.


December 2017

xv

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Per

cen

t

Unemployment Rate Comparison

US

Minnesota

Woodbury

*Data from June of Each Year

Our largest sources of financial volatility is the Metropolitan Fiscal Disparity1 program. The City of Woodbury is a

net “loser” in contributing more commercial property value than we receive back from the program. For the coming

budget year, our tax capacity contribution is $8,689,210 and our fiscal disparities distribution value is $7,686,168.

The net effect of this program has resulted in a change in our value contribution / received ratio, decreasing from 89.5

percent to 88.5 percent. This had the benefit of decreasing Woodbury’s tax capacity rate and resulting median value

home tax impact. Following is a chart of our historical net distribution values, which are all negative:

($2,000,000)

($1,800,000)

($1,600,000)

($1,400,000)

($1,200,000)

($1,000,000)

($800,000)

($600,000)

($400,000)

($200,000)

$0

2009 2010 2011 2012 2013 2014 2015 2016 2017 Estimated

2018

Tax

Cap

acit

y

Year

Net Fiscal Disparities Contribution/Distribution Values

Looking forward to our next fifty years, a primary challenge of the City will be managing a budget in a taxing

environment that, based on our biennial survey, is concerned with property tax increases to maintain current service

levels. Despite these challenges and community changes, this budget preserves existing municipal services levels,

meets our contractual obligations, complies with increasing regulatory and legal requirements and funds market-

based employee compensation and pension benefits as required by law.

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

Carver, Dakota, Hennepin, Ramsey, Scott, and Washington counties. C/I property includes all businesses, offices, stores, warehouses, factories, gas stations, parking ramps, public utility property and vacant land which is zoned commercial or industrial.


December 2017

xvi

A. General Fund:

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

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

anticipates total revenues of $34,092,500 - which is 4.2 percent more than last year, to support General Fund

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

Gross Tax Levy – Property tax provides the greatest percentage of City tax revenue, which makes up 71

percent of General Fund revenues. The General Fund gross tax levy support is increasing 4.3 percent

compared to last year.

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

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

of our recent property tax collection history:

95%

96%

97%

98%

99%

100%

101%

102%

103%

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Col

lect

ion

Rat

e %

Year

Property Tax Collection Rate History

(Percent Collected of Property Tax Levy) 2007 - 2016

Current Levy Collection Delinquent Collection 98.97% Average Collection Rate

Licenses – This category of revenues is slightly reduced from last year.

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000

$500,000

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$336,383

$384,523

$363,719

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

$437,568 $446,600$430,150

Rev

enue

Year

Licenses

Specific Funds Overview V.


December 2017

xvii

Development Fees & Permits – The 2018 budget has been prepared assuming a 4.5 percent increase of new

construction and reinvestment activity. Residential permit activity for 2018 is expected to be above last

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

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

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

With positive demand for homes in Woodbury, we project 2018 housing starts will be approximately 333

units. The Phase 2 area continues to bring additional land on-line for development, but it takes time for the

land entitlement process and infrastructure to be installed and ready for lots to be built.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$2,247,777

$3,101,476

$2,605,214

$3,140,489

$4,157,969

$3,698,893

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

$3,276,000$3,422,000

Rev

enu

e

Year

Development Fees and Permits

Intergovernmental Revenue – These revenue sources are expected to slightly fall 1.3 percent. A portion of

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

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

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

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

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

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

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

25 percent of our MSA allotment for street maintenance efforts. We utilized approximately 13 percent of the

MSA funds available for this purpose redirecting $385,000 in revenue from the MSA Roadway Construction

Fund to the General Fund.


December 2017

xviii

$0

$300,000

$600,000

$900,000

$1,200,000

$1,500,000

$1,800,000

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$1,229,445

$1,144,156

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

$1,309,534$1,233,060

$1,371,783

$1,629,073

$1,381,500 $1,364,000R

even

ue

Year

Intergovernmental Revenues

Recreational Fees - Fees and charges are evaluated annually and adjusted to the market. The 2018 budget

shows a ten percent increase in revenue reflective of additional programming and activity plus the recent

start-up of the City-run café operations at our Central Park location. The café space was budgeted in prior

years as lease revenues and is the main driver of the increase to recreational revenues for 2018.

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$738,227 $802,450

$852,353 $906,317

$881,624 $920,730 $940,949

$986,379 $1,001,000

$1,101,000

Rev

enue

Year

Recreation Fees

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

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

for cell phone service. Led by this line item, charges for services expect to have essentially no change

compared to last year.

Fine & Forfeits – Like charges for services, little change compared to last year is expected. This revenue

grouping consists primarily of a single major line item - police fines. These revenues reflect dollars received

through payment of criminal and traffic citations. The City receives only a fraction of the total amount paid

by a defendant. For example, a minor traffic violation carries a fine of $50. Of that, the City receives 2/3

($33) and the court receives 1/3 ($17). In addition to the fine, there is a state surcharge of $75 which goes

towards education, domestic violence advocacy, and conservation projects. So while the cost to the driver is

$125, the City receives only $33. Below is a history of our Public Safety fine and forfeitures:


December 2017

xix

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$378,553

$330,441

$295,357 $298,706

$277,403$284,759

$312,251$301,282 $315,000 $320,000

Reve

nue

Year

Public Safety - Fines & Forfeits

Investment Earnings – The interest rate assumption will at last rise for 2018 as short-term interest rates start

to climb due to Federal Reserve interest rate increases. Based on compliance with our investment policy and

the low interest rates on available investment instruments for governments, as illustrated from the below

graph, investment revenues certainly have been affected by the low inflation environment. While the budget

anticipates an increase in 2018 returns, older investments need to mature in order to take advantage of the

higher rates now available.

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$233,725

$171,910

$148,131

$173,944 $179,820

$224,414 $218,746

$185,000

$275,000

Rev

enue

Year

Investment Earnings

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

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

for the implementation of public infrastructure. The overall change is 2 percent.

EXPENDITURES: The 2018 total General Fund budget equals $34,092,500; which is 4.2 percent more than last

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

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

budget.


December 2017

xx

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

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

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

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

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

the wage adjustments account for $647,300 or 48 percent of the fund increase.

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

rate at the stable 1.0. The experience modification factor increased from 1.19 to 1.31 due to significant claims

in our three-year rating cycle. In order to keep the experience modification factor budgets at 1.0, use of

reserves is required in the amount of $177,000 for all funds. The charges to the General Fund are projected

to increase 7.4 percent due to payroll growth and classification rate changes.

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

time equivalent (FTE) increase of 6.01. Compared to population levels, the City of Woodbury budgeted

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

found in division budgets and in the Appendix.

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

Divisions budgets where two paramedics, one additional administrative support person and .35 part-time

community service hours/clerical support have been added. Fortunately, the EMS personnel can be paid for

by ambulance fee revenues this year instead of from the property taxes. The most recent integrated public

safety business plan adopted by the City Council in 2015 calls for hiring additional personnel over a series

of years to support the police officer / EMS/ firefighter programs. This plan sets a 2020 goal to have 1.15

police officers and paramedics per thousand population (MN State benchmark for sworn police personnel)

along with our community response standards established and adopted by City Council in 2008 as our guide

to staffing growth. The two additional paramedics will bring us to 1.13 police and paramedic personnel per

thousand population.

The most notable structural change is within two of the three support departments – Administration and

Information Technology (IT), that has two main components. The first is the Communications Division will

be moved from the Administration Department to IT, creating two divisions within IT. The new combined

department will be renamed Information and Communications Technology (ICT). This change recognizes

that communications is increasingly technology-driven and that technology and communications systems are

merging. The restructuring better marries technology with a communications focus so each area can provide

better support and back-up each other while deepening increasingly critical IT systems, website management

and social media support.

The second piece is the need to better resource the growing human resource (HR) function while also

providing greater leadership continuity and depth to the City organization. This is accomplished by

eliminating the Assistant to the City Administrator and Administration Services Director positions and

replacing them with a HR Manager and Assistant City Administrator positions. This will increase time

resources and focus to the HR Division; and the new Assistant City Administrator will serve as the

Administration department head, lead key strategic and organizational initiatives allowing the City

Administrator to be more accessible to the Council, senior management team and other critical, strategic

issues of the City.


December 2017

xxi

The final grouping of personnel changes is for front line personnel in the areas of utilities, parks and forestry

and Central Park café. For utilities, the budget will recognize the earlier elimination of the seasonal water

conservation officer and upgrading the position and hours to a regular part-time Environmental Technician.

A half-time utility billing technician will be added in Finance to address the growth in our utility billing

customer service workload, and full-time public service workers added to the utility and parks crews.

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

have fallen from 25 percent of our General Fund expenditure to the budgeted 23.2 percent. Of the General

Fund increase, operating expenses are actually increasing 2.5 percent and the remainder of the increase is

attributable to personnel expenses.

Unallocated Expenses - For 2018, we are proposing like last year a $500,000 transfer to the Capital

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

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

used for. Moreover, this represents approximately a 1.5 percent personnel cost non-utilization, which is close

to our normal annual experience. This has the side effect of reducing the funds available to keep our General

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

B. Special Revenue Funds:

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

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

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

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

special revenue funds are:

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

balance of the Fire Relief Pension Fund.

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

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

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

Bielenberg as the primary name on the facility. For 2018, there is no expenditure activity budgeted in the

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

Emergency Medical Services - This former enterprise fund was reclassified as a special revenue fund in 2016

to better reflect the new property tax and use fee funding model. The funding of two additional paramedics is

anticipated while the ambulance rate can stay unchanged for 2018.


December 2017

xxii

$800

$900

$1,000

$1,100

$1,200

$1,300

$1,400

$1,500

$1,600

$1,700

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$1,185

$1,327 $1,327

$1,420 $1,420$1,463

$1,507

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

ates

Year

Emergency Medical Services ALS1 Rate History

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

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

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

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

funds will be used within the current time period. Staff has identified supplementing the HRA loan programs

and a rehabilitation of Windwood Passage Park as the best use of the funds given the multiple benefits of

reinvesting in our parks system, as well as residential loan programs structured to reinvest in the community’s

housing stock. Additionally, the funds do contain timely spending provisions which the loan programs meet.

The July-to-June program year for these federal programs that fund this special revenue fund may require

mid-year budget adjustments as federal budget actions play out.

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

development of the City’s tax base. The 2018 budget for the EDA Fund is very similar to the 2017 adopted

budget. It is budgeted that the EDA invests $25,000 for professional services to implement the 2014

Economic Development Strategic Plan.

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

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

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

prepared under the HRA Fund.

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

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

Program ($100,000), First Time Homeownership Program ($450,000), and the Home Improvement Fund

($50,000). The City’s Housing and Economic Development Coordinator is responsible for implementing

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

reimbursed to the General Fund budget, Economic Development Division.


December 2017

xxiii

C. Capital Project Funds:

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

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

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

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

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

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

The following are the individual fund proposals.

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

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

budget: Ojibway Park Phase I Improvements and Phase II Area Park and Trail Improvements. There is also

a project for the HSC outdoor rink to provide surfacing or some other improvement that increases use beyond

the skating season.

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

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

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

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

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

boundaries.

Street Reconstruction/Maintenance Fund – The 2018 budget is following a plan of increases to property

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

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

evaluate the street reconstruction needs of the City. After 13 public meetings, discussion on roadway

maintenance, and extensive data review and discussion, the Street Rehabilitation Task Force developed

recommendations for the Council’s consideration. The Street Rehabilitation Task Force recommendations

were designed to provide adequate funding over the next five years and to create a sustainable funding plan

in the long-term. The funding recommendations were approved by the City Council in December 2014 and

affirmed the long-term practice of increasing the annual property tax levy for street construction by 5.5

percent annually. In addition, the recommendations called for the issuance of debt in 2015, a transfer of

revenues from the MSA Roadway Construction Fund in 2016 and modifications to the special assessment

policy as it relates to street reconstruction projects. The total expenditures for 2018 for this account are

$11,503,000.

Capital Improvement Fund – The $3.76 million total 2018 Capital Improvement Fund expenditures are

changing 2 percent. The largest capital expenditure is the approximately $1.81 million of machinery and

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

the cost-to-replace amount divided by the equipment life. The budget calls for a 2 percent increase in our

capital levy to offset inflation.


December 2017

xxiv

D. Enterprise Funds:

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

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

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

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

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

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

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

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

A brief description of each fund follows:

Water Utility – Over the years, Woodbury has been able to deliver water to our customers directly

from the aquifer inexpensively with little treatment (fluoride and chlorine). While our water use per

capita has been high with large swings between summer and winter usage necessitating an oversized

water infrastructure system, up until about the last five years obtaining from the State new well

permits has been manageable. Historically, our newer infrastructure has meant that our utility system

rehabilitation capital outlay has been modest compared to other metro cities. Moreover, as early

adopter of a tiered rates system in 2007 (now required) and a same-year commitment to doubling

commercial and HOA water irrigation rates in three annual steps (first step implemented in 2007)

along with a series of dry summers thereafter, Woodbury developed a healthy reserve going into and

through the Great Recession when annual rate increases were not palatable. Thus, for the last decade,

our water and sanitary operating rates have been flat. As a result, Woodbury has the lowest water

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

In 2013 with the aquifer depletion crisis, the State of MN Department of Natural Resources changed

their well permitting approach which had significant certainty, process time and cost implications.

During this time, we also experienced lower water use peaks through a combination of active

conservation messaging, recent wet seasons and increased infrastructure replacement activity as our

system ages. With no rate changes over the long-term, we have now started to see insufficient net

income to meet our infrastructure replacement target.

More recently, in 2016 we decided to return back to our goal to implement the last two-thirds of the

planned increase to the commercial and home owner’s association (HOA) irrigation rate to fund our

water conservation educational and incentive programs through five smaller annual irrigation rate

changes. In 2017 this rate change took effect and we began our first commercial and HOA incentive

program.

This year we have some larger utility infrastructure breakdowns (e.g. Carver Lake) with a beginning

backlog of future larger projects and a more active water meter replacement program. As a result,

we reviewed the Springsted 2013 capital replacement study and updated the 10-year infrastructure

plan based on specific, planned projects. Essentially, we will need to allocate more resources to our

infrastructure rehabilitation program to keep our system current and water tight.


December 2017

xxv

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

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

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

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

structure has led to a thorough analysis of our rate structure.

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

These include:

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

improvement project debt

• Potential need for water treatment facilities

• Increased water meter replacements

• Restricted new water production well siting

• Middle aged and older infrastructure

• Expensive full reconstruction projects

• Large, unpalatable assessments (if current policy continues)

Therefore, in view of all this, staff has calculated a total annual water and sewer annual revenue need

of $2.1 million to achieve Council’s direction to eliminate utility special assessments, to pay for the

additional debt service for Public Works / Parks building project, and to provide funding for an

escalated water meter replacement and capital improvements plan. In the end, the City Council

approved a significant 2018 rate adjustment for both water and sanitary sewer. In addition, the water

tier rate structure was compressed to reduce the water rate increase and encourage water

conservation. The rate increases are estimated to generate $1.3 million of the $2.1 million requested.

The City Council will address the remaining $800,000 need in the future. Moreover, the utility rate

impact for the Public Works / Parks building project was deferred until the 2019 budget ($370,000),

reserves will be used for 50 percent of water meter replacement program ($215,000), and future rate

increases will address the remainder of the capital improvements plan shortfall ($215,000).

Thus, the estimated annual net change as a result of the approved various rate adjustments is $1.3

million to be raised as follows:

2017 2018

Administrative Fee $4.00 $4.00

Base rate $0.88 $1.25

Irrigation rate2 $2.32 $2.53

Conservation tiers3:

Tier 1 0 - 30,000 0- 25,000

Tier 2 30,001 – 60,000 25,001 - 50,000

Tier 3 60,001 – 90,000 50,001 – 75,000

Tier 4 90,001 – 150,000 75,001 – 100,000

Tier 5 150,001 and up 100,001 and up

2 Irrigation rate increase plan approved in 2007 3 Per quarter


December 2017

xxvi

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

comparables based on average water use rates. During the cooler, non-irrigating period of the year,

households typically use less than 20,000 gallons per quarter. Therefore, the tiers could impact just

two or three of the four quarters, depending on weather conditions. The new utility rate sheet can be

found in the budget section for the Water and Sanitary Sewer Fund.

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

$1.40

2009 2010 2011 2012 2013 2014 2015 2016 Budget2017

Budget2018

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

$1.25

Rat

es

Year

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

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

charge, that will rise 1.6 percent. This is a pass-through increase to the sanitary sewer portion of the

utility bill and represents approximately 50 percent of our sanitary sewer operating budget. Utility

fees only, no property taxes support these enterprises. Additionally, for the first time in a decade,

our flat operating sanitary sewer charge is approved to change from $21.74 to $26.00 to fund the

aforementioned programs.

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

2009 2010 2011 2012 2013 2014 2015* 2016 Budget

2017

Budget

2018

$2.31

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

$2.84$3.00 $3.05

Rat

es

Year

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

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


December 2017

xxvii

Storm Water Utility – The approved quarterly storm water utility charge will increase $0.45 per

quarter to fund the pond maintenance programs of the City for the over 500 storm water ponds around

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

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013 2014 2015 2016 Budget

2017

Budget

2018

$17.30 $17.30 $17.30 $17.30 $17.30 $17.30 $17.30$18.30 $18.30 $18.75

Rat

es

Year

Storm Water Charge

(Quarterly per Single Family Home)

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

The primary cost is payments to Xcel Energy. No rate increase will occur for the eighth straight

year.

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

2009 2010 2011 2012 2013 2014 2015 2016 Budget2017

Budget2018

$6.10

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

Rat

es

Year

Street Lighting Rates (per Quarter)

Single Family Home Using Group 5 Rate

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

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

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


December 2017

xxviii

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

fees from past operation to fit the newly expanded facility. The overall 2018 HSC operational budget

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

yielding a net income from operations of $575,400. This creates an operational income of 32.2

percent, which meets our proforma targets.

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

fund under the Community Development Department within the overall City budget. The facility’s

operational objective is a minimum operating income of 20 percent of revenues as an appropriate

expectation. This has been achieved in fiscal years 2012 - 2016. The 2018 budget assumes $1.5

million of operating income and $1.2 million of operating expense with a 21 percent margin of

$324,300, which also meets our 20 percent operating income target.

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

worker’s compensation, general liability and property casualty insurances. The worker’s compensation

portion is funded by charges assessed all funds, based on payroll classifications and the rates assigned to

them by the League of MN Cities Insurance Trust, the City’s insurance provider. The policy directs that the

City shall maintain a minimum fund balance of 25 percent of the following year’s Risk Management Fund

expense budget. If reserves reach $1 million per the audited financial statements, 50 percent of the dividends,

workers compensation retrospective adjustments and investment earnings will be redirected to the General

Fund.

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

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

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

Woodbury has been able to reduce the portion of the property tax levy to pay for debt service to well under

four percent, of sizable accomplishment for a growing community.


December 2017

xxix

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

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

budget submittals and their support staffs which gave important assistance. In particular, Finance Director Tim

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

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

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

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

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

Respectfully submitted,

Clinton P. Gridley

City Administrator

Conclusion VI.

xxx

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

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

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

opportunities. Woodbury is one of the state’s fastest growing suburban communities. It is known for its

attractive residential neighborhoods, which are connected by more than 140 miles of multi-use trails, with

public parks and pathways, situated throughout the City.

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

as measured by the 2010 Census. The current population is estimated at 69,240. It is projected to be 72,500

by the year 2020 and 80,500 in 2030. Approximately two-thirds of the City has been developed, and

Woodbury’s 2030 Comprehensive Plan anticipates continued urban development. Woodbury is recognized as

a well-educated, stable and professional community with a significant workforce experienced in the healthcare

and financial fields. The median household income of $94,1551 with 60.3 percent of the residents having

completed a bachelor’s degree or higher is significantly higher than the national average.

Commercial and Business

Considerable commercial and industrial activity may be found within the City’s three industrial parks, which

include the 150-acre Wooddale Center Industrial Park developed by OPUS Northwest, LLC; the 70-acre

Carver Lake Office Industrial Park; and the Woodbury Commerce Center located on 100 acres in the northeast

quadrant of the City. Tamarack Hills is another area that has experienced significant commercial development

in recent years, and the City’s recently approved development for the former State Farm campus (CityPlace)

will provide additional opportunities to add property valuation. Woodbury is home to numerous major

employers, such as Assurant, Target.com, Harvey Vogel Manufacturing, EcoWater Systems, and Dean

Foods/Land O’ Lakes, plus many smaller businesses and retail shopping enterprises. Woodbury is also home

to over 190 healthcare businesses, including the Woodwinds Health Campus, which is anchored by a full-

service acute care hospital. Medical office and other patient-care facilities are developing near the hospital,

fulfilling the City’s vision of a Medical Campus District for the area. Other large healthcare employers include

Allina, HealthPartners, Summit Orthopedics, and Woodbury Healthcare Center. Woodbury remains a retail

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

Village, Woodbury Lakes, Woodbury Marketplace, Woodbury Commons and Commerce Hill.

Parks, Natural Resources, Recreation and Culture

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

sites, over 140 miles of trails, three fishing piers and a swimming beach. Neighborhood parks feature

playground equipment, athletic fields and courts, picnic areas, multi-use trails and skating rinks. In addition,

these parks serve as neighborhood centers and natural gathering places for the community. Community scale

1 2014 American Community Survey

Our Community I.

Community Profile

xxxi

facilities include the Tamarack Nature Preserve, Carver Lake Park, Ojibway Park, and HealthEast Sports

Center. The sports center houses two indoor ice rinks, an indoor field house covering a soccer / football field,

a walk / run track and an outdoor refrigerated ice rink, splash pad and all-inclusive playground – Madison’s

Place. East Ridge High School, adjacent to the HealthEast Sports Center, adds to the outdoor athletic complex

with four 90-foot baseball fields, 14 multi-use baseball / softball fields, 18 soccer / football / lacrosse fields,

miracle field and eight tennis courts. Eagle Valley Golf Course is a City-owned 18-hole course on 225 acres

of rolling terrain. In addition, Prestwick Golf Course, a privately owned championship course, is open to the

public. Woodbury is proud of Central Park, an indoor City park connected to a Washington County Library,

YMCA and senior citizens’ residence. Central Park contains a major play area, meeting rooms, amphitheater

and coffee shop, as well as the central offices of the Washington County Library system and facilities for the

South Washington County School District’s Early Childhood Family Education Program.

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

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

region. Numerous historic sites, professional sports (NFL Vikings, MLB Twins, NBA Timberwolves, NHL

Minnesota Wild, Minnesota United and St. Paul Saints Baseball) and world-class dining/entertainment are

available nearby. Among the numerous professional theater groups in the Twin Cities are the renowned

Guthrie Theater and the Children’s Theatre Company. Minneapolis and St. Paul also are home to two major

orchestras. The Twin Cities region, with nearly 3 million residents currently, is projected to grow to 3.7

million by the year 2030.

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

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

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

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

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

Hockey Club, Woodbury United Lacrosse, Woodbury Figure Skating Club, and more!

Schools

Woodbury is served by three school districts: South Washington County Schools (ISD 833) with an enrollment

of 17,000 students; Stillwater Area Schools (ISD 834); and North St. Paul- Maplewood-Oakdale School

District (ISD 622). District 833 operates six elementary schools, two middle schools and two senior high

schools in Woodbury. Stillwater District 834 just opened Brookview Elementary School in August of 2017

that will serve Woodbury residents in that area. The community offers three private schools and a charter

school, which provide additional education options. Minnesota is nationally recognized for its excellent public

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

Community Survey

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

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

input on relevant issues. The results of the survey are also used as a performance measurement tool and

provide an instrument for helping the City determine future courses of action. The National Research Center,

Inc. performed the 2017 survey, and from a total of 467 residents that responded, and amongst a considerable

xxxii

amount of resulting data and information, the NRC identified several of the survey results2 as follows. Firstly,

overall quality of life in Woodbury continues to be very high in the eyes of residents.

Percent Excellent or Good

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

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

received positive ratings:

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

Safety

Economic

Health

Overall

Image

Health/

Wellness

Opportunities

95%

94%

92%

93%

xxxiii

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

overall economic health, shopping opportunities, overall quality of business and service establishments are

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

respondents.

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

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

remains below 50 percent.

Excellent30%

Good 60%

Fair 9%

Poor 2%

Overall Quality of Services

Excellent14%

Good52%

Fair 30%

Poor 4%

Value of Services for Taxes Paid

Higher than national benchmark

xxxiv

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

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

fewer felt they were “very high” or “somewhat high.”

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

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

policy. The Council appoints the City Administrator who serves as the City’s chief operating officer

responsible for the day-to-day management of the City, its operations and overall financial

administration/condition. The City Council and City Administrator enjoy a strong, positive working

relationship. Since its incorporation in 1967, Woodbury has had just three administrators, and most department

heads are similarly long-tenured. The City employs approximately 250 full-time employees, 60 paid-on-call

firefighters, and 200-300 seasonal or temporary employees. The City has a strong and stable relationship with

other local governments, and a collaborative and consensus-building culture exists.

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

critical success factors are the guiding principles that govern the council's strategic planning for Woodbury's

future. The seven components, together with the result the City wishes to achieve, are:

Safety - Woodbury residents feel safe in their person and their property. The City provides high quality,

visible, protective services and works with other agencies to provide similarly high quality services.

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

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

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

by the public. Residents have convenient access to essential private sector goods and services such as

health care, as well as to high quality year-round leisure and recreational services.

City Government II.

xxxv

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

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

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

strategic planning efforts, the City will continually seek to strengthen business relationships and promote

continued business investment and job growth. Woodbury’s business friendly environment, responsive

service and development standards that demand high quality, contribute to our strong business climate,

help make Woodbury a premier location for business, and position the City for sustained success.

Education - Schools serving Woodbury residents achieve, and are perceived as achieving, outstanding

results. The City supports school districts with their building needs and with the maintenance of a safe,

positive environment for learning in the school buildings within Woodbury.

Community - All people in Woodbury feel a sense of ownership in the community as shown by

participation in many active organizations meeting the social and spiritual needs of the people living

within Woodbury's boundaries. The City is one means for citizens to meet the community's needs but the

City's role is to be a partner with other organizations, promoting and supporting their efforts, not being the

primary builder of community.

City Services - The City emphasizes the use of appropriate technology, equipment and infrastructure to

provide services at a high level relative to other communities and at a cost perceived by residents as giving

excellent value for taxes paid. The City not only implements those systems for which it has responsibility

but promotes maintenance of an adequate level of service by other governmental and private entities

serving our population.

Sustainability - Woodbury strives to be a sustainable community that promotes community health and

wellness through the protection of the environment. The City assesses and improves its development

practices, City and community energy use, and use of its natural resources in order to not use resources at

the expense of future generations. The City’s role is to establish and implement policies, guidelines, goals

and strategic actions to protect air and water quality, preserve natural areas, conserve energy, and reduce

waste.

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

community planning in Woodbury, beginning with the first comprehensive plan in 1971, with major updates in

1980, 2000 as well as 2010. The 2030 Comprehensive Plan provides a blueprint for the future of the

community through carefully managed growth resulting in vibrant residential neighborhoods, a thriving

business community, diverse employment opportunities and exceptional municipal services. The 2030 Plan

includes a special emphasis on providing a sustainable quality of life by making careful and effective use of

available resources to ensure that resources exist to maintain and enhance the quality of life for future

residents. The City has begun updating its comprehensive plan and anticipates adoption of the 2040

Comprehensive Plan in late 2018.

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

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

several government agencies and maintains a positive leadership position in the region.

xxxvi

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

part of the biennial strategic planning process is consideration of any council-initiated, specific strategic

initiatives. The three areas selected for the 2015–2017 time period were:

1. Sustainable Water Future for Woodbury - Develop methods to strive towards flat total annual water

usage by 2030.

2. Foster an Inclusive and Welcoming Community - The City values all residents and their diversity, and

looks to sustain and improve a sense of place in our community where all residents feel welcome, safe and

connected.

3. Enhance Visibility and Usability of the Parks and Trail System – Showcase Woodbury’s extensive

parks and trails system, which features 50 community and neighborhood parks and more than 140 miles of

multi-use trails utilizing technology and City information systems.

An action plan for each initiative was developed and adopted by council on September 23, 2015. The action

plan summarizes the matter and identifies the “Desired Outcomes” for each initiative as follows:

1. Sustainable Water Future for Woodbury – Recent analysis suggests increasing demands on the aquifer

may not be sustainable. These analyses have led to the DNR taking significant steps to align its practices

with groundwater sustainability mandates including establishing the North and East Groundwater

Management Area and developing threshold standards for impact to streams, lakes, and aquifers that have

the real potential to limit Woodbury’s current and future access to groundwater. In response to these

legislative efforts, the City Council has taken a proactive approach in water conservation. The desired

outcomes are:

A. Conservation Goal: Strive towards flat total annual water usage through 2030;

B. Regional Goal: Participate in and be a leader in regional groundwater policy discussions;

C. Legal Goal: Evaluate position and involvement on related legal issues and monitor cases;

D. Legislative/Regulatory Goal: Be pro-active in the legislative process regarding groundwater

management.

Council Strategies and Initiatives III.

xxxvii

As a community within the North and East Metro Groundwater Management area, the goals outlined by

the DNR play an important role in the City’s ability to continue to provide adequate water supplies to

customers. To meet the challenges related to water supply sustainability, Council has worked towards the

following projects:

Education and outreach - Developed a City-wide education and outreach program to educate residents

on the importance of sustainable water practices.

Pilot Programs - Using mostly grant funding, the City implemented seven community pilot programs

focused on gathering real data to understand the impact of water reduction strategies on Woodbury’s

discretionary water supply.

2017 Commercial Metered Irrigation Rate Adjustment - Based on the recommendations made in the

2014 Springsted rate study, the Council approved a 2017 Commercial Metered Irrigation Rate Adjustment

from $2.11 to $2.32. This is the first of five annual commercial metered irrigation rate adjustments.

Water Efficiency Council Directive - On November 9, 2016, the Council approved Resolution No. 16–

188: Approving Council Directive CD-ENGPW-4.11 Woodbury Water Efficiency Incentive Program to

develop programs that reduce the City’s discretionary water consumption.

Water Efficiency Incentive Program – Commercial Metered Irrigation Rate Payers – Council

established the first incentive program for commercial metered irrigation rate payers. This program

provides cost-sharing assistance for the installation of state-of-the-art irrigation technologies to existing

irrigation systems that meet the program requirements for water conservation. To fund this program,

additional revenues from adjustments to the commercial metered irrigation rate are being utilized.

xxxviii

Advisory Board Participation - The City of Woodbury serves on four advisory boards, both at the county

and state level, to ensure that the City provides advice and recommendations on public policy matters that

impact groundwater management.

Washington County Municipal Water Coalition – Woodbury chairs this group of Washington County

cities that have studied water appropriation and treatment options and cost and is now studying

conversation opportunities.

Storm Water Reuse Through Irrigation - On January 5, 2017, the City of Woodbury informed the State

of Minnesota, including the DNR and MDH, that the City would be temporarily suspending the approval

of storm water reuse projects for irrigation due to possible permitting and treatment requirements being

discussed at the state level. Continued discussion with the state departments are ongoing.

2. Foster an Inclusive and Welcoming Community –The results of the 2015 City of Woodbury Resident

Survey revealed that community ties could be stronger. The 20107 results confirmed the 2015 survey.

As a result, the creation of the 2015-2017 Strategic Initiative of Fostering an Inclusive and Welcoming

Community (FIWC) indicated the Council’s desire to be more intentional and active in building and

improving community connectedness, relationships with local government and inclusion of all members of

our community. Since the beginning of 2016, considerable work has taken place to educate and engage

staff, connect with peer cities, and develop partnerships with organizations on topics associated with

diversity, inclusion, equity and sense of community; and ultimately build capacity to better serve residents.

The desired outcomes for this strategic initiative are:

A. City of Woodbury (Internal) Goal: Continue the work of the Diversity and Inclusion Committee to

take the organization to the next level in the areas of workforce diversity, a welcoming environment

and resident engagement.

B. Community Feedback (External) Goal: To gain a better understanding of how Woodbury can be a

welcoming community.

56%

38%

38%

33%

20%

23%

9%

42%

39%

0% 25% 50% 75% 100%

2013

2015

2017

Percent of respondents

I have strong ties to myneighborhood and the Cityof Woodbury

I have strong ties to myneighborhood, but weakties to the rest of Woodbury

I have neither strong ties tomy neighborhood nor to thecommunity as a whole

xxxix

Hosting community conversations

Creating an Online Forum for the facilitations of conversations

Develop partnerships with community groups to facilitate and support initiatives that promote

diversity and inclusion in Woodbury

C. Regional Goal: Serve as a stakeholder on regional cohorts that are systemically focusing on

advancing diversity and inclusion.

Since the beginning of 2016, considerable work has taken place to educate and engage staff, connect

with peer cities, and develop partnerships with organizations on topics associated with diversity,

inclusion, equity and sense of community; and ultimately build capacity to better serve residents. The

programs discussed below are a few of the affirmative steps the City has taken to improve

sense of community and resident connectedness.

Diversity, Equity & Inclusion Committee Successes - In 2013, the City Administrator established

the City staff Diversity, Equity & Inclusion Committee (formally the Diversity and Inclusion

Committee) to provide guidance and training opportunities for employees to better position the City to

attract and retain diverse talent. A further goal is to enhance the organization’s reputation as an

employer of choice by developing equitable practices, processes and relationships, and encouraging

employees to practice equity and inclusion in their work. To accomplish this, the following has

occurred:

1. Established a diversity learning series program.

2. Completed the Global Diversity and Inclusion Benchmark Study.

3. Renamed the Diversity and Inclusion committee to the Diversity, Equity and Inclusion

committee, and established a new committee structure.

4. Created the DEI Internal Grant program.

Woodbury Community Conversations - Partnered with Woodbury THRIVES to host community

conversations with over 350 participants on the subjects of community health, sense of community,

and diversity and inclusion.

Racial Equity Training - Provided year-long training for staff with the League of Minnesota Cities

Local Government Alliance on Race and Equity (GARE) cohort.

3. Enhance Visibility and Usability of the Parks and Trail System - Parks and open space have been

strategically intertwined among Woodbury neighborhoods with a trail system connecting schools and

neighborhood parks to residential areas. The City seeks to utilize one of our community strengths to

achieve the following goals through the implementation of the land use plan for open space:

A. Create a connected system of parks, trails and open spaces that respond to the needs of current and

future Woodbury residents.

B. Maximize the use and efficiency of funds for the continued maintenance, development and expansion

of existing and future parkland.

xl

C. Protect areas of significant natural resources and provide future passive and active recreational

opportunities for Woodbury residents.

In addition to achieving the goals outlined in the City’s land use plan for open space, the Council formally

adopted names for all City parks. Overseen by the City’s Park Lands and Recreational Facilities Naming

Advisory Committee, the parks naming process was the culmination of a six month process. This work has

allowed the City to address residents’ need for information about trail access points, point-to-point

distance information, wayfinding signs (e.g. maps or trail markers) and parks and trail maps. Staff has

moved forward with the following projects:

Paper Parks and Trails Map - After reviewing several printed map samples during the Request for

Proposal (RFP) process, the staff received consent from Council to print 15,000, 16-x 23-inch parks and

trails maps.

Mobile Parks and Map - Using ESRI mapping software, staff has developed a mobile parks and trails

application. Building off the design of the paper parks and trails map, the electronic parks and trails map

utilizes existing browser software allowing users to save the electronic map to their bookmarks and access

the mapping software across various platforms.

RecTrac Mobile Update - To enhance shelter reservation and activity registration, the city recreation

management system or RecTrac, was upgraded to include mobile capabilities. While prior to the update

users had the ability to reserve shelters and register for recreation activities from their computer, users now

have the ability to use the mobile device of their choice to complete the same activities. Furthermore, links

to RecTrac are embedded in the digital parks and trails map to streamline the shelter reservation process.

Parks Monument Signage - At the August 2017, City Council Workshop, the City Council approved the

manufacturing of parks monument and wayfinding signage to be installed at city parks. The signs utilize

the adopted park names and aid in wayfinding through entrance signs, individual park maps, kiosk and

trail markers. Parks and Recreation has proposed $52,000 per year, over the next three years in the CIP for

park system enhancements, including the installation of monument and wayfinding signage. Installation

will begin in 2017.

Enhanced Biking and Pedestrian Routes - Staff is continuing to identify preferred routes and their

distances in Woodbury. As the city looks to market itself as a destination for visitors of the Greater

Minneapolis and Saint Paul region, having dedicated bike and running routes for both residents and

visitors will be an enhancement to the usability of the Woodbury’s parks and trails system.

Carver Lake Rehab Project - The City of Woodbury used a one-time opportunity to utilize

approximately $240,000 of Community Development Block Grant (CDBG) funds from the U.S.

Department of Housing and Urban Development (HUD) to perform rehabilitation activities at Carver Lake

Park, including replacement of the boardwalk, fishing pier, installation of shade structures and erosion

control. Future projects may address retaining walls, additional fishing access, and lighting upgrades.

Shawnee Park Renovated Pickleball Courts - In 2016, $120,000 was expended from the Capital

Improvement Fund for this project.

xli

Recreation Division Reorganization - In 2016 a thorough review was performed analyzing the Parks and

Recreation Department personnel and organization’s structure. Several position changes were

recommended to the Council as a step towards succession planning and transitioning towards the

department’s long-term vision. The structure changes came into effect on March 1, 2017.

City of Woodbury’s Recent Accolades

Continuous Excellence

Recent Accolades

Significant Awards and Recognition IV.

xlii

Financial Planning Practices

To guide the budget development process toward a fiscally sustainable plan that meets the needs of the City’s

customers while applying a tax level that is within our statutory requirements, the City’s management team

continues to focus on best practice budget techniques when designing City services, programs and proposals.

Below are the tools used by City officials in management to create a responsive, high performance

organization that can live within its means and adjust to changing service requirements:

1. Target-based preliminary budget submittal – In years when the state does not impose a levy limit, the City

Council has set a preliminary budget levy target for the General Fund.

2. Limit use of fund balance (reserves) for recurring, annual expenditures – No use of reserves is planned in

the General Fund. Use of reserves typically has been restricted to the Capital Improvement Fund for

projects that are more one-time in nature, and which could be curtailed if there were insufficient funds.

The common uses of reserves in the Capital Improvement Fund have included: City facilities, City

infrastructure improvements, upgraded turn signals and new additions of vehicles and equipment.

We do budget for the “transfers-in” in the General Fund such as utilizing $500,000 of the Administration

Fee Fund, which supports a portion of the Engineering Division activities paid for by developer fees.

These funds are segregated from the General Fund so as to maintain a steady income stream into the

General Fund that takes out the rise and fall of development activities.

3. Maintain the General Fund cash flow reserve amount at 30 percent of the following years’ budget– This

reserve guideline is a common one in the Minnesota public sector and insures that the City has sufficient

funds for operations during the first six months of the fiscal year. Monies in the General Fund above the

fund balance policy requirements are routinely “swept” into the Capital Improvement Fund for the uses

described above.

4. Prepare an annual debt plan that estimates the future debt levies and identifies opportunities for pay-as-

you-go capital expenditures – The goal is to have a guided process for the issuance of debt and potential

increases to the debt service levy. Planned debt service increases offset with expiring debt levies have

allowed large cost items to be built without property tax spikes.

Basis of Budgeting V.

xliii

5. Provide for equipment and infrastructure replacement – Property tax levy funding for the Capital

Improvement Fund approximates the replacement cost annual amount for fleet vehicles and equipment.

New additions to the fleet utilize reserves for the initial purchase.

6. Annually evaluate adequacy and equity of fees to reduce reliance on the property tax – Staff performs

regular surveying and assesses what we believe the market can bear in terms of our fees and charges to

make sure we are only placing on the tax levy those expenses that are unsupported by fees, charges and

other forms of revenue.

7. Performance measurement – Outcomes, workloads and effectiveness of efforts are contained within the

budget document to show the results of the funds entrusted to the City by taxpayers. Many of our

measures are contained within the budget document, but a more complete performance measurement

report is produced each year separate of the budget.

Description of City Funds and Accounting Structure

This budget is prepared on a basis consistent with generally accepted accounting principles (GAAP). The

accounts of the City are organized on the basis of funds, each of which is considered a separate accounting

entity. During the year, the City’s accounting system is maintained on the same basis as the adopted budget,

with the exception that carry-overs from the prior year are added to the budgeted line items. This enables the

departmental budgets to be easily monitored via the Trial Balance reports on a monthly basis.

The City’s fiscal year is the calendar year. As required by Minnesota Statutes, budgets are adopted for the

City’s funds, which are classified and defined as follows:

1. Governmental Fund Types

These are the funds through which most of the functions of the City are financed. These funds are

budgeted on a modified accrual basis of accounting. The focus of the modified accrual basis of accounting

is on available spendable resources, that is, the flow of resources into and out of the organization in

providing services. The reported fund balance of a governmental fund represents a measure of the

available spendable resources. Under the modified accrual basis of accounting, revenues are recognized

when measurable and available. Available means collectable within the current period or soon enough

thereafter to be used to pay liabilities of the current period. Expenditures, other than interest on long-term

debt, are recorded when the liability is incurred, if measurable. The following are the City’s governmental

fund types:

A. General Fund

The General Fund is the general operating fund of the City. It is used to account for all financial

resources, most of the day-to-day operations, except those required to be accounted for in another

fund.

B. Special Revenue Funds

Special revenue funds are used to account for the proceeds of specific revenue sources that are legally

restricted to expenditures for specified purposes. Special revenue funds utilized by the City include:

xliv

Administration Fee Housing and Urban Development

Public Safety Activities

Emergency Medical Services

Fire Relief Pension

Economic Development Authority

Housing and Redevelopment Authority

C. Debt Service Funds

Various debt service funds are used to account for the accumulation of resources for, and the payment

of, general obligation long-term debt principal, interest and related costs not funded by proprietary

fund operations. The budget presents in summary format all the various debt service funds of the City.

D. Capital Project Funds

Capital project funds account for financial resources to be used for the acquisition of equipment,

construction of major capital facilities, or other long-term projects. Capital project funds used by the

City include the following funds: Park Dedication, Tax Abatement Plan I-94 Region, Street

Reconstruction/Maintenance, Capital Improvement and Community Investment Fund. The City has

other capital project funds that do not adopt an annual operating budget but adopt a project length

budget by resolution at the start of the project.

2. Proprietary Fund Types

These funds are used to account for activities funded primarily through user charges. The basis of

accounting used in such funds is accrual accounting. The focus of accrual accounting is primarily upon

the determination of net income and the maintenance of capital. Therefore, included within these funds

are all assets and liabilities associated with the fund’s operations. Revenues are recognized under the

accrual basis of accounting when earned. Expenses are recorded as soon as they result in liabilities for

benefits received, notwithstanding that the receipt or payment of cash may take place in another

accounting period. In the proprietary fund budgets, the budget basis for expenses is used and differs from

accrual accounting in the following ways:

A. The budget basis includes expenses for capital outlay and debt payments - principal, which are not

considered expenses on the accrual basis of accounting.

B. Depreciation and amortization, which are considered expenses on the accrual basis of accounting, are

ignored under the budget basis because these items do not require a disbursement of funds.

C. Encumbrances are illustrated as an expense to rather a reservation of equity on the accrual basis.

D. The annual OPEB obligations, which are considered expenses on the accrual basis of accounting, are

ignored under the budget basis because these items do not require a disbursement of funds.

The City prepares budgets for the following proprietary fund types.

xlv

A. Enterprise Funds

Enterprise funds are used to account for operations (a) that are financed and operated in a manner

similar to private business – where the intent of the governing body is that the costs (expenses,

including depreciation) of providing goods or services to the general public on a continuing basis be

financed or recovered primarily through user charges, or (b) where the governing body has decided

that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for

capital maintenance, public policy, management control, accountability or other purposes. The budget

for the City’s Water and Sewer Utility Fund, Storm Water Utility Fund, Street Lighting Utility Fund,

HealthEast Sports Center Ice Arena / Field House Fund and Eagle Valley Golf Course Fund is

included herein.

B. Internal Service Funds

An internal service fund is used to account for the financing of goods or services provided by one

department to other departments of the government on a cost-reimbursement basis. An internal

service fund used by the City includes the Risk Management Fund that accounts for worker’s

compensation, general liability, property casualty and employee dental program insurances.

xlvi

xlvii

Electorate

Planning Commission Parks and Natural Resources Commission

Economic Development Commission

Audit and Investment Commission

City Administrator

City Council

Financial Advisor

City Attorney

Administration Community

Development Finance

Information and

Communications

Technology

Parks &

Recreation

Public

Safety

Engineering &

Public Works

Administrative Citations

Human Resources

Inter-Department Coordination

Labor Negotiations

Licensing

Resident Support

Special Projects

Mayor/Council Support

Permits

Inspections

City Code & Property Enforcement

Land Use Planning

Development Review

Subdivision Reviews

Economic Development

Environmental Review & Sustainability

Eagle Valley Golf Course

Housing

Accounting

Assessments

Bonding

Budgeting

Investments

Payroll

Utility Billing

EMS Billing

Information Technology

Geographic Information Systems

Communications

Park Development

Park Maintenance

Recreation Programs

Buildings & Grounds

HealthEast Sports Center

Central Park

Forestry

Trails

Community Service

Crime Prevention

Criminal Investigation

Patrol

School Liaison

Fire Prevention

Fire Suppression

Emergency Preparedness

Emergency Medical Services

Engineering

Fleet Services

Streets & Roads

Water & Sewer

Storm Water

Organization

Chart

Citizens of Woodbury

Housing & Redevelopment Authority

Economic Development Authority

CITY OF WOODBURY

2018 BUDGET

Included in this section are the following:

- Combined Statement – All Budgeted Funds

2

CITY OF WOODBURY

2018 BUDGET

COMBINED STATEMENT – ALL BUDGETED FUNDS

2017

Adjusted 2018 Percent

Budget Budget Change

REVENUES AND OTHER SOURCES:

Property Taxes - City 32,632,947$ 33,879,663$ 3.8%

Less Property Tax Delinquencies and Tax Court Petition Refunds (326,329) (340,511) 4.3%

Property Taxes - HRA 250,000 250,000 0.0%

Less Property Tax Delinquencies and Tax Court Petition Refunds (2,500) (2,500) 0.0%

Tax Increment 111,524 108,500 -2.7%

Property Tax Abatement received from the County and School Districts 383,626 372,500 -2.9%

Special Assessments 3,776,274 4,096,000 8.5%

Park Dedication Fees 585,000 555,000 -5.1%

Licenses and Development/Permits Fees 3,722,600 3,852,150 3.5%

Intergovernmental 3,004,147 2,216,350 -26.2%

Charges for Services (User Fees) 21,489,769 23,607,703 9.9%

Other Revenues 1,560,738 1,750,096 12.1%

Interfund Charges 1,417,303 1,525,500 7.6%

Investment Earnings 868,300 1,212,500 39.6%

Proceeds from Issuance of Debt 2,401,840 3,713,000 54.6%

Transfers In 4,742,706 4,626,850 -2.4%

Net Use(Addition) of Fund Balance 4,877,741 2,705,879 -44.5%

Total Revenues and Other Sources 81,495,686$ 84,128,680$ 3.2%

EXPENDITURES BY FUND:

General 32,733,168$ 34,092,500$ 4.2%

Special Revenue:

Administration Fee 515,000 515,750 0.1%

Public Safety Activities 107,134 105,600 -1.4%

Emergency Medical Services 2,752,781 2,800,300 1.7%

Fire Relief Pension 405,000 410,000 1.2%

Housing and Urban Development 682,897 294,600 -56.9%

Economic Development Authority 78,376 78,300 -0.1%

Housing and Redevelopment Authority 772,849 778,600 0.7%

Capital Project:

Park Dedication 78,650 1,852,100 2254.9%

Street Reconstruction / Maintenance 10,074,543 11,590,000 15.0%

Capital Improvement 3,663,750 3,755,000 2.5%

Community Investment 897,695 - -100.0%

Enterprise Funds:

Water and Sewer Utility 12,873,846 14,373,400 11.6%

Storm Water Utility 2,709,925 2,001,500 -26.1%

Street Lighting Utility 514,571 514,600 0.0%

HealthEast Sports Center Ice Arena / Field House 2,034,629 1,895,680 -6.8%

Eagle Valley Golf Course 2,688,792 1,458,300 -45.8%

Internal Service Funds:

Risk Management 1,702,124 1,839,450 8.1%

Debt Service 6,209,956 5,773,000 -7.0%

Total Expenditures by Fund 81,495,686$ 84,128,680$ 3.2%

3

PROPERTY TAX LEVY BREAKDOWN

2017 Property Tax Levy Amount

General Fund 23,146,194$ EMS Fund 665,909 Capital Improvement/Equipment Fund 2,125,683 Street Reconstruction/Maintenance Fund 3,110,789 Tax Abatement 389,849 Debt Service Fund 3,194,523 HRA Fund 250,000

32,882,947$

2018 Property Tax Levy Amount

General Fund 24,143,795$ EMS Fund 665,909 Capital Improvement/Equipment Fund 2,178,825 Street Reconstruction/Maintenance Fund 3,281,882 Tax Abatement 410,480 Debt Service Fund 3,198,752 HRA Fund 250,000

34,129,643$

General Fund70%

EMS Fund2%

Capital Improvement/

Equipment Fund

7%

Street Reconstruction/

Maintenance Fund

9%

Tax Abatement 1%

Debt Service Fund

10%

HRA Fund1%

2017 Property Tax Levy

General Fund71%

EMS Fund2%

Capital Improvement/

Equipment Fund

6%

Street Reconstruction/

Maintenance Fund

10%

Tax Abatement 1%

Debt Service Fund

9%HRA Fund

1%

2018 Property Tax Levy

4

Proportionate Shares of 2017 Tax Bill for a

Woodbury Homeowner

Other

3%

County

23%

ISD 833

48%

Woodbury

26%

Residents of ISD 833

Other

3%

County

25%

ISD 622

44%

Woodbury

28%


Other

3%

County

29%

ISD 834

36%

Woodbury

32%


CITY OF WOODBURY

2018 BUDGET


- Revenue Breakdown

- Revenue Comparison

- Estimated Revenues

6

CITY OF WOODBURY

2018 BUDGET

GENERAL FUND REVENUES

2016 2017 2018

Actual Percent Budget Percent Budget Percent

Taxes 22,300,592$ 65.7% 22,819,865$ 69.7% 23,803,284$ 69.8%

Licenses 437,568 1.3% 446,600 1.4% 430,150 1.3%

Development Fees and Permits 4,557,218 13.4% 3,276,000 10.0% 3,422,000 10.0%

Intergovernmental 1,629,073 4.8% 1,381,500 4.2% 1,364,000 4.0%

Recreation Fees 986,379 2.9% 1,001,000 3.1% 1,101,000 3.2%

Charges for Services 942,291 2.8% 944,000 2.9% 944,900 2.8%

Fines and Forfeits 335,158 1.0% 360,500 1.1% 362,500 1.1%

Investment Revenue 163,951 0.5% 185,000 0.6% 275,000 0.8%

Miscellaneous Revenue 290,353 0.9% 108,615 0.3% 134,666 0.4%

Transfers In 2,312,399 6.8% 2,210,088 6.8% 2,255,000 6.6%

Total 33,954,982$ 100.0% 32,733,168$ 100.0% 34,092,500$ 100.0%

REVENUE BREAKDOWN

Increase/ % Increase/

2015 2016 2017 2018 (Decrease) (Decrease)

Actual Actual Budget Budget Over 2017 Over 2017

Taxes 21,212,859$ 22,300,592$ 22,819,865$ 23,803,284$ 983,419$ 4.3%

Licenses 414,994 437,568 446,600 430,150 (16,450) -3.7%

Development Fees and Permits 4,512,433 4,557,218 3,276,000 3,422,000 146,000 4.5%

Intergovernmental 1,371,783 1,629,073 1,381,500 1,364,000 (17,500) -1.3%

Recreation Fees 940,949 986,379 1,001,000 1,101,000 100,000 10.0%

Charges for Services 896,593 942,291 944,000 944,900 900 0.1%

Fines and Forfeits 360,059 335,158 360,500 362,500 2,000 0.6%

Investment Revenue 209,098 163,951 185,000 275,000 90,000 48.6%

Miscellaneous Revenue 273,422 290,353 108,615 134,666 26,051 24.0%

Transfers In 2,048,402 2,312,399 2,210,088 2,255,000 44,912 2.0%

Total 32,240,592$ 33,954,982$ 32,733,168$ 34,092,500$ 1,359,332$ 4.2%

REVENUE COMPARISON

7

2015 Actuals 2016 Actuals 2017 Budget 2018 Budget

Taxes 65.8% Taxes 65.7% Taxes 69.7% Taxes 69.8%

Licenses 1.3% Licenses 1.3% Licenses 1.4% Licenses 1.3%

Dev. and Permit Fees 14.0% Dev. and Permit Fees 13.4% Dev. and Permit Fees 10.0% Dev. and Permit Fees 10.0%

Intergovernmental 4.3% Intergovernmental 4.8% Intergovernmental 4.2% Intergovernmental 4.0%

Recreation Fees 2.9% Recreation Fees 2.9% Recreation Fees 3.1% Recreation Fees 3.2%

Charges for Services 2.8% Charges for Services 2.8% Charges for Services 2.9% Charges for Services 2.8%

Fines and Forfeits 1.1% Fines and Forfeits 1.0% Fines and Forfeits 1.1% Fines and Forfeits 1.1%

Investment Revenue 0.6% Investment Revenue 0.5% Investment Revenue 0.6% Investment Revenue 0.8%

Miscellaneous 0.8% Miscellaneous 0.8% Miscellaneous 0.3% Miscellaneous 0.4%

Transfers In 6.4% Transfers In 6.8% Transfers In 6.7% Transfers In 6.6%

Total 100.0% Total 100.0% Total 100.0% Total 100.0%

2015-2018

CITY OF WOODBURY

GENERAL FUND REVENUE COMPARISON

Taxes

65.8%

Licenses1.3%

Dev. and Permit Fees

14.0%

Intergovt'l4.1%

Recreation Fees2.9%

Charges for Services

2.8%

Fines and Forfeits1.1%

Investment Revenue

0.6%

Misc.0.5%

Transfers In6.4%

2015 Actuals

Taxes

65.7%

Licenses1.3%


13.4%

Intergovt'l4.3%

Recreation Fees2.9%


2.8%


Investment Revenue

0.5%Misc.0.8%

Transfers In6.8%

2016 Actuals

Taxes

69.7%

Licenses1.4%


10.0%

Intergovt'l4.4%

Recreation Fees3.1%


2.9%


Investment Revenue

0.6%

Misc.0.5% Transfers In

6.7%

2017 Budget

Taxes

69.8%

Licenses1.3%


10.0%

Intergovt'l4.2%

Recreation Fees3.2%


2.8%


Investment Revenue

0.8%

Misc.0.3%

Transfers In6.6%

2018 Budget

8

CITY OF WOODBURY

2018 BUDGET


2014 2015 2016 2017 2018 Percent

Actual Actual Actual Budget Budget Change

4311 General Property Taxes - Real & Personal 21,015,006$ 21,690,420$ 22,415,450$ 23,146,194$ 24,143,795$ 4.3%

4311 Less Estimated 1% Property Tax Delinquencies

and Refunds for Tax Court Petitions (458,796) (477,561) (114,858) (326,329) (340,511) 4.3%

Subtotal 20,556,210 21,212,859 22,300,592 22,819,865 23,803,284 4.3%

4321 Dog License 28,938 4,538 24,464 5,000 27,000 440.0%

4322 Cigarette License 6,750 6,000 6,000 7,500 7,200 -4.0%

4323 Liquor & Investigation 296,467 321,708 322,573 335,000 310,000 -7.5%

4324 Apartment Fee 66,366 70,964 67,770 70,650 70,650 0.0%

4326 Rubbish Haulers 4,400 5,200 10,400 5,500 10,400 89.1%

4327 Precious Metal Dealer License - - - 14,000 - -100.0%

4328 Secondhand Goods Dealer License - - - 3,500 - -100.0%

4329 Massage Therapy Licenses 6,201 6,584 6,361 5,450 4,900 -10.1%

Subtotal 409,122 414,994 437,568 446,600 430,150 -3.7%

4330 Plan Check Fees 820,678 959,513 1,007,481 715,000 780,000 9.1%

4331 Building Permits 1,803,472 2,061,286 2,127,480 1,665,000 1,775,000 6.6%

4332 Heating Permits 189,401 366,133 341,820 185,000 180,000 -2.7%

4333 Plumbing Permits 235,330 237,973 234,603 195,000 220,000 12.8%

4334 Electric Permits - City Share 37,452 47,522 39,133 36,000 37,000 2.8%

4335 Escrow Fee - Code Enforce 28,300 23,620 27,520 21,000 26,000 23.8%

4336 Fire Sprinkler Fees 22,682 51,503 44,459 26,000 18,000 -30.8%

4337 Electric Permits - Contractor Share 116,262 126,695 144,561 107,000 110,000 2.8%

4338 Fire Service Fee 152,277 350,796 318,081 132,000 70,000 -47.0%

4340 Other Permits 4,855 5,470 5,070 4,000 4,000 0.0%

4361 Planning & Zoning 177,336 182,754 198,225 100,000 105,000 5.0%

4363 Occupancy Inspection Fees 53,613 54,811 16,023 50,000 45,000 -10.0%

4367 Engineering 57,235 44,357 52,762 40,000 52,000 30.0%

Subtotal 3,698,893 4,512,433 4,557,218 3,276,000 3,422,000 4.5%

4347 Federal Grants & Aids 28,835 38,839 38,386 32,385 36,000 11.2%

4352 State Grants & Aids 40,947 78,627 199,411 99,970 45,000 -55.0%

4353 State - MSA - Street Maintenance 375,000 375,000 375,000 375,000 385,000 2.7%

4354 State - Police Training Aid 20,596 21,656 20,636 21,000 21,000 0.0%

4355 State - Police Aid 492,500 517,085 539,540 540,000 565,000 4.6%

4356 State - Public Safety Disability Reimbursement 22,533 26,178 30,828 32,500 34,500 6.2%

4358 Local Grants & Aids 104,206 146,186 249,372 105,645 101,000 -4.4%

4359 School District Reimbursement 148,443 168,212 175,900 175,000 176,500 0.9%

Subtotal 1,233,060 1,371,783 1,629,073 1,381,500 1,364,000 -1.3%

4364 Sponsorship Program 13,200 21,768 20,805 15,000 15,000 0.0%

4365 Lookout Ridge Activity Fee 154,767 153,769 186,382 170,000 170,000 0.0%

4366 Recreation Activity Fee 380,506 408,736 408,143 445,000 397,000 -10.8%

4368 Facility Rental 37,397 33,939 40,999 40,000 42,000 5.0%

4369 Field / Court Rentals 53,433 68,218 82,391 70,000 75,000 7.1%

4373 Lease Revenue 11,977 13,866 10,393 13,000 - -100.0%

4374 Recreation - Adult League Fees 109,019 106,086 105,559 101,000 102,000 1.0%

4467 Cafe at Central Park - - - - 132,000 n/a

4564 Central Park - Recreation Programs - - 5,742 - 27,000 n/a

4565 Central Park - Facility Rental 124,900 103,333 96,042 113,000 113,000 0.0%

4566 Recreation Activity Fee (Adult 50+) 35,531 31,234 29,923 34,000 28,000 -17.6%

Subtotal 920,730 940,949 986,379 1,001,000 1,101,000 10.0%

Continued on next page

Taxes

Recreation Fees

Licenses

Development Fees and Permits

Intergovernmental

9

CITY OF WOODBURY

2018 BUDGET


2014 2015 2016 2017 2018 Percent

Actual Actual Actual Budget Budget Change

4313 Payment in Lieu of Taxes 27,950 27,476 27,578 28,000 32,000 14.3%

4370 Tower Rentals 660,109 715,136 739,591 760,000 780,000 2.6%

4372 Security Officer Fee 30,105 22,000 19,225 25,000 24,000 -4.0%

4388 Tree Sales 5,625 4,448 - 6,000 - -100.0%

4393 Business Web Fees 45 - - - - n/a

4501 Library / Park Reimbursements 194,232 127,533 155,897 125,000 108,900 -12.9%

Subtotal 918,066 896,593 942,291 944,000 944,900 0.1%

4375 Fines & Forfeits 284,759 312,251 301,282 315,000 320,000 1.6%

4376 Alarm Violations 31,777 30,889 28,717 32,500 30,500 -6.2%

4378 Citation (Admin City fines) 13,212 16,919 5,159 13,000 12,000 -7.7%

Subtotal 329,748 360,059 335,158 360,500 362,500 0.6%

4379 Unrealized Gains/Losses on Investments 191,711 (15,316) (54,795) - - n/a

4381 Interest Earned 179,820 224,414 218,746 185,000 275,000 48.6%

Subtotal 371,531 209,098 163,951 185,000 275,000 48.6%

4382 Sale of Property 44,250 119,405 138,891 - 5,000 n/a

4392 Health Insurance-Wellness Credit 10,000 - - - - n/a

4395 Miscellaneous Revenue 99,241 154,017 151,462 108,615 129,666 19.4%

Subtotal 153,491 273,422 290,353 108,615 134,666 24.0%

4420 Water & Sewer Utility Fund 983,454 1,012,959 1,043,348 1,074,648 1,110,000 3.3%

4420 Storm Water Utility Fund 423,777 484,097 618,126 606,544 600,000 -1.1%

4420 Administration Fee Fund 300,000 500,000 500,000 500,000 515,000 3.0%

4420 Capital Project Funds 26,444 27,237 28,054 28,896 30,000 3.8%

4420 Risk Management Fund - 24,109 116,196 - - n/a

4420 Emergency Medical Services Fund - - 6,675 - - n/a

Subtotal 1,733,675 2,048,402 2,312,399 2,210,088 2,255,000 2.0%

Total Revenues 30,324,526$ 32,240,592$ 33,954,982$ 32,733,168$ 34,092,500$ 4.2%

Transfers In

Miscellaneous Revenue

Fine And Forfeits


Investment Revenue

CITY OF WOODBURY

GENERAL FUND APPROPRIATIONS


- Summary of Appropriations & Expenditures

- Summary of Appropriations

- Appropriation Breakdown

11

CITY OF WOODBURY

GENERAL FUND

SUMMARY OF APPROPRIATIONS AND EXPENDITURES

2015 - 2018

Percent

Increase/ Increase/

Dept 2015 2016 2017 2018 (Decrease) (Decrease)

No. Department Actual Actual Budget Budget Over 2017 Over 2017

001 Mayor and Council 334,861$ 322,403$ 308,205$ 347,900$ 39,695$ 12.9%

015 Administration / Elections 1,125,489 1,283,976 1,320,616 1,477,400 156,784 11.9%

016 Finance 857,099 887,396 923,598 952,900 29,302 3.2%

017 Assessing 302,665 308,667 323,162 328,900 5,738 1.8%

018 Information Technology 842,621 907,959 967,377 1,057,300 89,923 9.3%

020 Communications 276,229 343,062 373,592 397,900 24,308 6.5%Subtotal 3,738,964 4,053,463 4,216,550 4,562,300 345,750 8.2%

021 Planning & Code Enforcement 689,508 724,654 721,628 763,600 41,972 5.8%

005 Economic Development 249,976 304,789 228,795 254,900 26,105 11.4%

023 Inspections 1,261,097 1,223,967 1,335,882 1,315,800 (20,082) -1.5%Subtotal 2,200,581 2,253,410 2,286,305 2,334,300 47,995 2.1%

025 Police 9,755,842 10,146,900 10,885,751 11,400,200 514,449 4.7%

031 Fire 2,043,393 2,109,007 2,238,560 2,323,300 84,740 3.8%

034 Emergency Preparedness / Safety 165,500 177,683 186,535 203,300 16,765 9.0%Subtotal 11,964,735 12,433,590 13,310,846 13,926,800 615,954 4.6%

039 Engineering 1,357,843 1,332,592 1,519,960 1,541,100 21,140 1.4%

038 Administration 268,214 315,432 346,324 387,100 40,776 11.8%

036 Streets 2,503,767 2,729,330 3,037,528 3,048,600 11,072 0.4%

037 Fleet Services 1,255,096 1,253,607 1,478,789 1,460,400 (18,389) -1.2%

041 Street Lighting 116,473 138,843 134,100 136,100 2,000 1.5%Subtotal 5,501,393 5,769,804 6,516,701 6,573,300 56,599 0.9%

019 Municipal Buildings 1,148,435 1,238,014 1,337,859 1,312,400 (25,459) -1.9%

022 Recreation 1,483,645 1,528,208 1,641,807 1,766,200 124,393 7.6%

051 Parks and Forestry 3,202,552 3,582,572 3,423,100 3,617,200 194,100 5.7%Subtotal 5,834,632 6,348,794 6,402,766 6,695,800 293,034 4.6%

Total Operating Budget 29,240,305 30,859,061 32,733,168 34,092,500 1,359,332 4.2%

065 Estimated Unexpended - - (500,000) (500,000) - n/a

065 Capital Improvement Fund (421) 500,000 2,616,809 500,000 500,000 - n/a

065 Capital Project Fund 2,035,843 - - - - n/a

Subtotal 2,535,843 2,616,809 - - - n/a

31,776,148$ 33,475,870$ 32,733,168$ 34,092,500$ 1,359,332$ 4.2%

General Government:

Total Appropriations & Expenditures


Public Safety:

Public Works:

Parks and Recreation:

Unallocated:

12


General Govt. 11.8% General Govt. 12.2% General Govt. 12.9% General Govt. 13.4%

Community Dev. 6.9% Community Dev. 6.7% Community Dev. 7.0% Community Dev. 6.8%

Parks & Rec. 18.3% Parks & Rec. 19.0% Parks & Rec. 19.5% Parks & Rec. 19.6%

Public Safety 37.7% Public Safety 37.1% Public Safety 40.7% Public Safety 40.9%

Public Works 17.3% Public Works 17.2% Public Works 19.9% Public Works 19.3%

Unallocated 8.0% Unallocated 7.8% Unallocated 0.0% Unallocated 0.0%


CITY OF WOODBURY

GENERAL FUND

2015-2018

EXPENDITURE COMPARISON

General Govt.

11.8%

Community

Dev.

6.9%

Parks & Rec.

18.3%

Public Safety

37.7%

Public Works

17.3%

Unallocated

8.0%

2015 Actuals

General Govt.

12.2%

Community

Dev.

6.7%

Parks & Rec.

19.0%

Public Safety

37.1%

Public Works

17.2%

Unallocated

7.8%

2016 Actuals

General Govt.

12.9%

Community

Dev.

7.0%

Parks & Rec.

19.5%

Public Safety

40.7%

Public Works

19.9%

2017 Budget

General Govt.

13.4%

Community

Dev.

6.8%

Parks & Rec.

19.6%

Public Safety

40.9%

Public Works

19.3%

2018 Budget

13

CITY OF WOODBURY

GENERAL FUND BUDGET

SUMMARY OF APPROPRIATIONS

2017 - 2018

Department 2017 2018 2017 2018 2017 2018 2017 2018

General Government:

Mayor and Council 64,868$ 64,800$ 243,337$ 283,100$ -$ -$ 308,205$ 347,900$

Administration / Elections 966,066 1,089,700 354,550 387,700 - - 1,320,616 1,477,400

Finance 832,714 857,200 90,884 95,700 - - 923,598 952,900

Assessing 100,920 99,700 222,242 229,200 - - 323,162 328,900

Information Technology 680,894 729,200 286,483 328,100 - - 967,377 1,057,300

Communications 262,542 281,000 111,050 116,900 - - 373,592 397,900

Subtotal 2,908,004 3,121,600 1,308,546 1,440,700 - - 4,216,550 4,562,300


Planning & Code Enforcement 700,742 742,500 20,886 21,100 - - 721,628 763,600

Economic Development 201,580 227,300 27,215 27,600 - - 228,795 254,900

Inspections 1,136,928 1,113,400 198,954 202,400 - - 1,335,882 1,315,800

Subtotal 2,039,250 2,083,200 247,055 251,100 - - 2,286,305 2,334,300

Public Safety:

Police 9,846,740 10,343,200 1,039,011 1,057,000 - - 10,885,751 11,400,200

Fire 1,828,401 1,909,600 410,159 413,700 - - 2,238,560 2,323,300

Emergency Preparedness / Safety 155,955 160,300 30,580 43,000 - - 186,535 203,300

Subtotal 11,831,096 12,413,100 1,479,750 1,513,700 - - 13,310,846 13,926,800

Public Works:

Engineering 1,413,747 1,430,600 106,213 110,500 - - 1,519,960 1,541,100

Administration 316,162 329,600 30,162 57,500 - - 346,324 387,100

Streets 2,119,129 2,186,100 918,399 862,500 - - 3,037,528 3,048,600

Fleet Services 746,573 776,500 732,216 683,900 - - 1,478,789 1,460,400

Street Lighting - - 134,100 136,100 - - 134,100 136,100

Subtotal 4,595,611 4,722,800 1,921,090 1,850,500 - - 6,516,701 6,573,300

Parks and Recreation:

Municipal Buildings 387,168 401,800 950,691 910,600 - - 1,337,859 1,312,400

Recreation 1,110,945 1,162,500 530,862 603,700 - - 1,641,807 1,766,200

Parks and Forestry 1,974,456 2,112,000 1,398,644 1,455,200 50,000 50,000 3,423,100 3,617,200

Subtotal 3,472,569 3,676,300 2,880,197 2,969,500 50,000 50,000 6,402,766 6,695,800

Unallocated:

Estimated Unexpended (380,000) (382,000) (120,000) (118,000) - - (500,000) (500,000)

Capital Improvement Fund (421) - - - - 500,000 500,000 500,000 500,000

Subtotal (380,000) (382,000) (120,000) (118,000) 500,000 500,000 - -

Total Appropriations 24,466,530$ 25,635,000$ 7,716,638$ 7,907,500$ 550,000$ 550,000$ 32,733,168$ 34,092,500$

Personal Services O perating Expenditures Capital O utlay Total

14


Personal Services 75.2% Personal Services 75.0% Personal Services 74.7% Personal Services 75.2%

Operating Expenditures 24.6% Operating Expenditures 24.7% Operating Expenditures 23.6% Operating Expenditures 23.2%

Capital Outlay 0.2% Capital Outlay 0.3% Capital Outlay 1.7% Capital Outlay 1.6%


CITY OF WOODBURY

GENERAL FUND

2015-2018

APPROPRIATION SUMMARY COMPARISON

Personal

Services

75.2%

Operating

Expenditures

24.6%

Capital Outlay

0.2%

2015 Actuals

Personal

Services

75.0%

Operating

Expenditures

24.7%

Capital Outlay

0.3%

2016 Actuals

Personal

Services

74.7%

Operating

Expenditures

23.6%

Capital Outlay

1.7%

2017 Budget

Personal

Services

75.2%

Operating

Expenditures

23.2%

Capital Outlay

1.6%

2018 Budget

15

CITY OF WOODBURY

GENERAL FUND BUDGET

APPROPRIATION BREAKDOWN

Dept

No. Department 2017 Percent 2018 Percent

001 Mayor and Council 308,205$ 0.9% 347,900$ 1.0%

015 Administration / Elections 1,320,616.00 4.0% 1,477,400 4.3%

016 Finance 923,598.00 2.8% 952,900 2.8%

017 Assessing 323,162.00 1.0% 328,900 1.0%

018 Information Technology 967,377.00 3.1% 1,057,300 3.1%

020 Communications 373,592.00 1.1% 397,900 1.2%

Subtotal 4,216,550 12.9% 4,562,300 13.4%

021 Planning & Code Enforcement 721,628 2.2% 763,600 2.2%

005 Economic Development 228,795 0.7% 254,900 0.7%

023 Inspections 1,335,882 4.1% 1,315,800 3.9%

Subtotal 2,286,305 7.0% 2,334,300 6.8%

025 Police 10,885,751 33.3% 11,400,200 33.5%

031 Fire 2,238,560 6.8% 2,323,300 6.8%

034 Emergency Preparedness / Safety 186,535 0.6% 203,300 0.6%

Subtotal 13,310,846 40.7% 13,926,800 40.9%

039 Engineering 1,519,960 4.6% 1,541,100 4.5%

038 Administration 346,324 1.1% 387,100 1.1%

036 Streets 3,037,528 9.3% 3,048,600 9.0%

037 Fleet Services 1,478,789 4.5% 1,460,400 4.3%

041 Street Lighting 134,100 0.4% 136,100 0.4%

Subtotal 6,516,701 19.9% 6,573,300 19.3%

019 Municipal Buildings 1,337,859 4.1% 1,312,400 3.8%

022 Recreation 1,641,807 5.0% 1,766,200 5.2%

051 Parks and Forestry 3,423,100 10.4% 3,617,200 10.6%

Subtotal 6,402,766 19.5% 6,695,800 19.6%

065 Offset for Estimated Unspent (500,000) -1.5% (500,000) -1.5%

065 Capital Improvement Fund (421) 500,000 1.5% 500,000 1.5%

Subtotal - 0.0% - 0.0%

Total Appropriations & Expenditures 32,733,168$ 100.0% 34,092,500$ 100.0%

Unallocated:

General Government:


Public Safety:

Public Works:

Parks & Recreation:

CITY OF WOODBURY

GENERAL GOVERNMENT


- Mayor and Council

- Administration / Elections

- Finance

- Assessing

- Information and Communications Technology

* Information Technology

* Communications

17

MAYOR AND COUNCIL

OPERATING BUDGET - 2018

DEPARTMENT: Mayor and Council

PROGRAM DESCRIPTION:

The City of Woodbury is a Statutory “Plan A” city. This Plan allows for a five-member “at-large” City Council elected for

four-year terms of office. The City Council appoints trained and experienced people who can perform with competence the

complex duties of the City government. As the legislative branch of the City government the City Council may:

Create departments and advisory boards, appoint officers, employees and agents for the City to conduct City

affairs

Prescribe the duties, compensation and employment conditions for its employees

Make an annual tax levy and exercise full authority over the financial affairs of the City

Provide parks, pathways, recreational facilities

Prosecute people who violate ordinances

Plan for the future development of the City and steps to implement that plan

Carry out a program of housing and redevelopment of the City

Levy special assessments for public improvements

Borrow money

Designate depositories

Appoint or remove employees at any time in accordance with state law, personnel policies, contracts or ordinances

in effect

MISSION CRITICAL / HIGH IMPACT DELIVERABLES:

The Mayor and Council budget provides for a number of community programs and services necessary to the operation of

the City as a whole. Specifically, this operating budget funds: community survey (biennial), general legal services, years-

of-service awards and employee recognition breakfast which is a part of the overall employee compensation program.

OBJECTIVES TO BE ACCOMPLISHED:

The key 2017-2019 strategic issues of the City Council are:

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

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

quality.

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

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

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

3. Critical Success Factors – Renew, update and in some cases develop new language and performance indicators that

will serve as important external indicators for how well Woodbury is doing.

Other major initiatives that the City Council and Staff are also working on include:

Ojibway Park Project Planning

Parks and Public Works Building Project Planning

Central Park Project Planning with Washington County, ISD 833 and YMCA

I-94/494/694 Interchange Improvement Planning

Public Safety HERO Training Facility Project Planning

Gateway Corridor Commission Gold Line Planning

2040 Comprehensive Plan

18

MAYOR AND COUNCIL


BUDGET HIGHLLIGHTS:

The 2018 Mayor Council operating budget is presented with an increase over 2017. Budget changes are as follows.

5301 Professional Services General: Increased $2,000 to accommodate the anticipated increased cost for the

Community Survey when it is re-bid in 2019 (two year budget item).

5302 Legal Retainer: Increased by $2,200 to accommodate the legal retainer additional contract year option

increase.

5305 Professional Services Legal Other: Increased $25,000 to accommodate increasing miscellaneous costs to

legal projects.

5315 Legal Special Counsel: Increased $20,000 to accommodate the increasing need for specialist legal services.

5402 Dues & Subscriptions: The League of Minnesota Cities and Metro Cities membership dues will increase for

2018.

5408 Miscellaneous Community Projects: Reduced by $15,000 with the completion of the 50th Anniversary

expenses.

2018 Capital Improvement Fund request of $57,000 for a Records Management Module: The software requested

will provide the ability to retain and organize all records in accordance with business needs as well as comply with

State government regulations. Also support online retrieval of records with appropriate security across

departments.

PERFORMANCE MEASUREMENTS:

5 Year

Effectiveness Measure: 2009 2011 2013 2015 2017 Average

1) Percentage of respondents who approve / 93% 90% 94% 91% 85% 91%

strongly approve the job performance of the

Mayor and Council on the community survey*

5 Year

Efficiency Measure: 2012 2013 2014 2015 2016 Average

2) Actual annual cost per household $10.50 $11.56 $15.56 $13.82 $15.71 $13.43

% Change from Prior Fiscal Year 10.1% 34.6% (11.2%) 13.7%

3) Mayor's business outreach meetings 23 26 16 35 18 24

*Excludes don't know/refused responses

Performance Measures and Statistics

Community Survey Data

19

MAYOR AND COUNCIL


OPERATING BUDGET – DEPARTMENT NUMBER 001:

Object 2014 2015 2016 2017 2018

No. Item Actual Actual Actual Budget Budget

5115 Salaries-Part-time 43,404$ 51,984$ 51,984$ 60,466$ 60,500$

5141 F.I.C.A. 1,634 1,951 1,652 2,305 1,600

5142 P.E.R.A 1,360 1,633 1,875 1,885 2,500

5154 Workers Compensation 128 169 189 212 200

Subtotal 46,526 55,737 55,700 64,868 64,800

5201 Office Supplies 3,550 4,329 4,922 4,255 4,200

5301 Professional Services-General 89,962 37,189 17,427 28,350 30,500

5302 Professional Services-Legal Retainer 47,400 47,975 49,992 50,882 53,000

5305 Professional Services-Legal Other 6,831 32,304 32,939 5,000 30,000

5315 Professional Services-Legal Special Counsel 9,577 36,491 16,869 10,000 30,000

5321 Use of Personal Auto - - - 1,200 1,200

5331 Legal Notices 6,101 3,617 8,914 11,550 11,500

5353 Insurance 39,611 52,938 55,514 48,445 51,700

5402 Dues & Subscriptions 56,748 54,871 56,543 57,405 59,000

5405 Travel & Training 1,424 1,569 15,675 750 1,500

5408 Miscellaneous Community Projects - - 273 15,500 500

5410 Employee Recognition Program 8,121 7,841 7,635 10,000 10,000

Subtotal 269,325 279,124 266,703 243,337 283,100

Total Operating Budget 315,851$ 334,861$ 322,403$ 308,205$ 347,900$

Personal Services:

Operating Expenditures:

20

ADMINISTRATION / ELECTIONS


DEPARTMENT: Administration / Elections


The mission of the Administration Department is: to provide the foundation for the City of Woodbury organization by

delivering support and direction to the community and City employees. Together, we lead and thoughtfully serve in a

professional, responsive manner.

The Administration Budget is responsible for Council and City records, office of the City Administrator, human resources,

City Clerk activities, customer service, and special projects. The City Council appoints the City Administrator. The City

Administrator serves as chief administrative officer responsible for supervising City employees, accounting, preparation of

reports, factual determinations and execution of Council policies. Furthermore, the City Administrator oversees long-term

and short-term departmental planning, organizes and directs the work load of employees, reports to the City Council and

the general public, and prepares and executes the budget. The Assistant City Administrator oversees the Administration

Department which is comprised of the city clerk and human resources divisions.


General Administration:

Department coordination

Budget and resource management

Biennial Strategic Plan

Community survey coordination and analysis

Performance measurement program and annual report

Special Projects and analysis towards the leadership and good of the organization and the City

Organization Development

Human Resources:

Recruitment/promotion

Mandatory training

Compensation/benefits administration

Employee performance management

Labor relations

Human resources policies and procedures

Human resources recordkeeping

Data practices/Records retention

City Clerk:

Agenda packets

Administrative support – Council, Administrator and Administration Department

Licensing – liquor, tobacco, massage business, massage therapist, refuse, dog, pawnbroker, precious metal and

Secondhand goods.

Records management/retention

Data practices

Elections

Administrative citations

Mail distribution

21




In addition to the general support to the organization, the key strategic issues of the Administration Department are:

1. Facilitate and Assist in the Implementation of the 2017-2019 Strategic Council Initiatives

a. Sustainable Water Future for Woodbury

b. Fostering an Inclusive and Welcoming Community

c. Critical Success Factors

2. Facilitate and Assist in the Exceeding Expectations Organizational Development Project

a. Diversity and Inclusion

b. Professional and Leadership Development

c. Employee Engagement

3. Continued Review and Transition Towards Technology for Efficiency and Effectiveness:

Implementation of the OnBase Electronic Records Management System. In 2012, the City began retaining and

providing electronic files of City Council agenda packets, resolutions, minutes, ordinances, recorded documents, and

agreements for staff. The next phases are to provide a more streamlined approach to Agenda management as well as

provide public access to documents that include City Council, Advisory Commission, Committee and Task Force

agendas as well as City policies, resolutions and ordinances.

BUDGET HIGHLIGHTS:

5102 Salaries – Regular: The increase is associated with exchanging the Assistant to the City Administrator for a higher-grade

Assistant City Administrator position.

5301 Professional Services: Increased by $40,000 to accommodate special organizational analysis projects.

5320 Organizational Development: Reduced by $8,200 to reflect closing of an internal grant program.

22



OPERATING BUDGET – DETAIL OF PERSONAL SERVICES:

2018

Position Budget

Salaries - Regular:

City Administrator 1.00

Assistant City Administrator 1.00

Human Resources Manager 1.00

City Clerk 1.00

Human Resources Specialist 1.00

Human Resources Technician 1.00

Executive Assistant 1.00

Subtotal 7.00

Salaries - Part-time:

Administrative Assistant (3) 1.75

Clerical Backup for Regular Staff 0.08

Subtotal 1.83

Total Salaries 8.83

* An Assistant to the City Administrator is recorded in the Public Works - Administration Department

23




COMMUNITY SURVEY DATA 5 Year

Measure 2009 2011 2013 2015 2017 Average

General Administration

1) Percentage of residents surveyed rating staff 84% 83% 82% 87% 89% 85%

excellent or good in the community survey*

2) Percentage of residents rating the city's overall performance in communicating key issues to residents in its publications, on the website, and on cable TV as excellent/good (comm. survey)*70% 81% 78% 70% 62% 72%

performance in communicating key issues as

good or excellent in the community survey*

CORE MEASURES & STATISTICS 5 Year

Measure 2012 2013 2014 2015 2016 Average

General Administration:

3) Actual Annual cost per household 49.98$ 48.12$ 54.47$ 58.32$ 59.17$ $ 54.01

4) % change from Prior Fiscal Year (4%) 13% 7% 1%

Human Resources:

5) Rate of turnover (%) 4.2% 2.8% 2.0% 1.6% 3.8% 2.9%

6) Average number of working days from 60 40 38 39 51 46

position vacancy to acceptance of offer

7) Average number of applications per position

opening

82 59 50 41 39 54

8) Percentage of employees that have completed

all mandatory trainings

NA NA 96.6% 98.0% 98.0% 97.5%

9) Average number of days to complete an 122 114 99 47 89 94

employee performance review after

anniversary date

City Clerk:

10) Number of liquor licenses processed 63 67 65 66 67 66

11) Number of dog licenses processed 2326 619 2727 510 2033 1643

12) Number of City Council agenda items 314 332 328 342 332 330


24




Object 2014 2015 2016 2017 2018


5102 Salaries-Regular 567,457$ 634,300$ 676,393$ 676,447$ 756,200$

5111 Salaries-Overtime - 134 328 200 200

5115 Salaries-Part-time 132,219 84,084 92,795 94,144 99,700

5141 F.I.C.A. 49,522 50,097 53,768 55,344 62,100

5142 P.E.R.A. 50,336 53,351 56,100 57,809 64,200

5151 Health Insurance 79,786 73,101 66,801 67,336 91,700

5153 Dental Insurance 3,675 4,181 4,278 4,284 4,300

5154 Workers Compensation 4,263 4,924 4,858 4,702 5,300

5155 Employee Assistance - 4,320 4,320 5,800 6,000

Subtotal 887,258 908,492 959,641 966,066 1,089,700

5201 Office Supplies 8,272 9,350 9,344 12,250 12,200

5220 Operating Supplies-Small Equipment 197 3,217 - 800 800


5305 Professional Services- Labor Relations Legal 1,616 1,294 11,636 9,000 9,000

5306 Professional Services-Personnel Hiring 33,673 71,773 47,340 52,170 52,200

5311 Telephone 1,089 1,140 1,050 1,680 1,600

5313 Postage 2,703 1,768 2,642 3,355 3,300

5318 Professional Services-Benefits Consultant 29,267 35,855 36,724 36,000 38,000

5319 Professional Services-Election Services 144,092 4,800 133,916 76,400 76,400

5320 Professional Services-Organizational Development 15,493 22,649 23,107 38,240 30,000

5321 Use of Personal Auto 294 - 69 825 800

5335 Payment Processing Fees 238 279 346 400 400

5353 Insurance 2,110 2,308 2,490 2,691 2,800

5374 Repair & Maintenance-Office Equipment - - 140 - -

5393 Rental-Office Equipment 1,861 3,660 2,742 4,000 4,000


5404 Technology Support & Services 5,320 - 6,077 8,220 7,800

5405 Travel & Training 22,514 23,922 17,195 46,095 46,100

5409 Health, Safety & Wellness Programs 5,649 4,580 3,129 5,000 5,000

5410 Employee Recognition 1,551 29 3,714 2,500 2,500

5434 Late Fees & Penalties 102 - - - -

Subtotal 298,202 216,997 324,335 354,550 387,700

Total Operating Budget 1,185,460$ 1,125,489$ 1,283,976$ 1,320,616$ 1,477,400$

Personal Services:


25

FINANCE


DEPARTMENT: Finance


The mission of the Finance Department is: to provide and promote the highest standards of financial services and

information to our stakeholders, in a professional, accurate and timely manner while preparing for the changing financial

needs of the City.

The Finance Department is responsible for the financial reporting and accounting affairs of the City. Providing complete

and accurate financial information for the City Council and department heads is the department’s primary objective. The

department provides financial support services to the entire organization that include accounts payable, accounts receivable,

cash receipting, payroll processing, investment and cash management, oversight of the City’s insurance program and

preparation of the Comprehensive Annual Financial Report. The finance department also handles the utility billing

function and special assessment administration. The department plays a large role in the preparation of the annual City

budget and the 5-year Capital Improvement Plan document.

If the 2018 position request is approved, the Finance Department will have nine full-time employees and two half-time

positions consisting of a Finance Director, an Assistant Finance Director, a Budget Analyst, 1.5 Accountant FTEs and 5.5

technician FTEs. The 2.5 FTE technician positions that work directly with the utility billing function are funded by the

Water and Sanitary Sewer Utility Fund.


Payroll Processing

Payment of City debt

Payment to vendors within the scope of the adopted purchasing policy

Cash management and investment of City funds within the parameters of the adopted investment policy

Insurance coverage and claim processing

Property tax levy certification

Special assessment administration and certification

Utility Billing

Audit

Comprehensive Annual Financial Report

Debt issuance and rating report

Budget preparation and coordination

Capital Improvement Plan

Payroll benefit payments

Payroll withholding payment


Continued support and enhancement of the new Ecommerce software module for utility billing.

Implement rate changes for utility billing.

Achieve the certificate of excellence in financial reporting for Comprehensive Annual Financial Report (CAFR).

Continued enhancement of the new budget process.

BUDGET HIGHLIGHTS:

Included with the 2018 budget is an additional 0.50 FTE utility billing technician. This position was requested to

address utility billing, cashi1ering and EMS billing workload issues and to maintain current customer service

support levels. The position is funded and accounted for in the Water and Sewer Utility Fund.

26

FINANCE


5404 Technology Support and Services: Software agreement cost increases account for the budget increase of

$4,700 or 12.2%.

The operating expenditures budget, excluding personnel, is increasing 5.3% after various budget line item

reallocations.


2018

Position Budget

Salaries - Regular:

Finance Director 1.00

Assistant Finance Director 1.00

Accountant III/Budget Analyst 1.00

Accountant II 1.00

Payroll Technician 1.00

Accounting Technician II 1.00

Accounting Technician 1.00

Subtotal 7.00


Accountant I 0.50

Total Salaries 7.50

* 2.5 FTE Utility Billing Technician positions are recorded in the Water and Sewer Utility Fund

27

FINANCE



5 Year


1) Bond Rating AAA AAA AAA AAA AAA NA

2) Average processing days for outside vendor 24 26 20 21 26 23

checks (From invoice date)

3) Portfolio rate of return excluding unrealized 1.11% 1.03% 1.05% 1.23% 1.25% 1.13%

gain/losses

4) Percentage of levy collected 99.0% 99.0% 99.3% 99.2% 99.5% 99.2%

5) Percentage of levy collected plus delinquent 98.5% 98.5% 98.3% 98.3% 99.5% 98.6%

tax revenue

6) Percentage of current special assessments 90.6% 92.6% 93.0% 96.1% 96.7% 93.8%

collected

7) Number of deficiencies in the audit 0 0 0 1 0 0

report on compliance and internal control

8) Number of findings in the state legal 1 0 0 0 0 0

compliance report

9) Number of federal or local deadlines not met 0 0 0 0 0 0


28

FINANCE



Object 2014 2015 2016 2017 2018




5141 F.I.C.A. 40,251 45,013 45,887 48,347 50,900

5142 P.E.R.A. 38,746 45,686 47,142 48,587 50,800




5165 Labor Reimbursement (1,841) (3,160) (2,910) - -

Subtotal 667,160 767,272 801,994 832,714 857,200

5201 Office Supplies 2,435 3,464 2,696 3,000 2,800

5203 Office Supplies-Printed Forms 979 1,377 1,243 1,400 1,400


5307 Professional Services-Auditing 19,590 23,770 24,010 25,000 25,000

5311 Telephone 535 540 540 540 600

5313 Postage 5,434 6,251 5,565 6,000 6,000

5321 Use of Personal Auto 601 804 560 600 600

5341 Printing 1,190 1,191 1,200 1,200 1,300

5353 Insurance 1,595 1,951 2,003 1,969 2,100

5374 Repair & Maintenance-Equipment 547 - - - -

5393 Equipment Leases 1,854 3,406 2,717 3,400 3,000

5402 Dues & Subscriptions 868 878 914 900 900

5404 Technology Support & Services 34,407 35,512 37,226 38,400 43,100

5405 Travel & Training 1,565 1,757 1,136 2,000 2,000

Subtotal 76,541 89,827 85,402 90,884 95,700


Personal Services:


29

ASSESSING


DEPARTMENT: Washington County Assessment Division


Beginning in June 2001, assessing services were transferred to Washington County. This budget includes one assessment

employee who remains on the City's payroll. These costs are deducted from the City's payment to the County for providing

assessing services for Woodbury.

BUDGET HIGHLIGHTS:

5301 Professional Services-General: Included within this budget line item is the Washington County assessment

services fee. The Washington County fees are projected to increase 3.5% for the 2018 budget. This increase will

fund the Washington County rate increases and Woodbury property parcel additions for 2018.


2018

Position Budget

Salaries - Regular:

Appraiser 1.00

Total Salaries 1.00


Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime 77 - - - -

5141 F.I.C.A. 5,445 5,571 5,719 5,924 6,100

5142 P.E.R.A. 5,212 5,512 5,675 5,806 6,000


5153 Dental Insurance 612 612 612 612 600

5154 Workers Compensation 459 522 388 356 400

Subtotal 94,980 95,229 96,379 100,920 99,700


5311 Telephone 330 300 300 300 300

5321 Use of Personal Auto 909 1,443 1,319 1,400 1,400

5353 Insurance 370 375 504 402 500

5402 Dues & Subscriptions - - 120 - -

5405 Travel & Training 20 - 21 - -

Subtotal 200,100 207,436 212,288 222,242 229,200


Personal Services:


30

INFORMATION TECHNOLOGY


DEPARTMENT: Information and Communications Technology

DIVISION/BUDGET GROUP: Information Technology


The mission of the Information Technology Division is: to provide reliable, innovative, professional, secure, and cost-

effective information technology systems and services and geographic information systems (GIS) and services for our

internal and external partners.

In addition we have added a strategic motto to our planning process: “Get the right information, to the right person at the

right time – to the device of their choice.”

The IT Division is responsible for the identification, implementation, and management of most of the technology systems

used throughout the City including desktops, servers, telecommunications, mobile, networking, printing, email, and

database systems. Through its yearly budget the division supports the acquisition, management, and maintenance of

information technology used by all City departments to perform their day-to-day tasks. All Geographic Information

Systems (GIS) are also maintained and enhanced by the division. The primary focus of the division is to ensure that all

technology systems are available 24 / 7 and are serving to enhance the timeliness and effectiveness of the services that staff

provides to the City of Woodbury and its residents and businesses.

The Information Technology Division has six full-time employees consisting of one IT Supervisor, one IT Systems

Administrator, three IT Technicians and one GIS Specialist. An IT Systems Administrator and an IT Technician are

permanently housed within the Public Safety building and a GIS Specialist and/or an IT Technician are housed within the

Public Works building with the IT Technician funded by the Water and Sanitary Sewer Utility Fund.


Remote Access to City Systems / Citrix

Data Backup and Recovery

Phone and Voicemail Systems

CIP Technology Procurement (i.e. desktop refresh)

Reliable Server System – Hardware Reliability

Reliable Network LAN/WAN

Email Systems

Network Security

Cellular Voice and Data Service


Mass laptop replacement to fix many of the problems we are seeing with our aging laptop infrastructure that gets

more wear and tear because of their daily mobile use.

Mass mobile iPad replacement to keep this infrastructure current and performing optimally for another four years.

Replace/upgrade our backup and disaster recovery solution that was last refreshed back in 2011. We need to keep

this solution current and sized to accommodate our continually growing electronic storage needs.

Refresh our virtual server hypervisor management solution which was first put in place in 2009. The ability to

consolidate servers into a virtual environment has saved us a tremendous amount of dollars in direct server costs

and indirect energy and personnel costs that helps justify this expense.

Upgrade our current staff/public Wi-Fi system to stay current with newer and improved mobile device wireless

capabilities and ensure that proper coverage and density capacity will meet the ever growing need for Wi-Fi

throughout our various facilities.

31



Replace the current cable modem connections to our three remote fire stations and Eagle Valley Golf Course with

a fiber optic network option taking advantage of commercially available fiber from our local telecommunications

service providers. This should dramatically improve the speed and reliability of these remote connections and

ultimately allow the remote upload of squad and body camera video from the remote fire stations.

Purchase the hardware and software necessary to conduct a pilot project test of newer virtual desktop

infrastructure technology.

Purchase the latest Microsoft data center operating system licenses to keep our virtual server infrastructure

updated, optimized, and secured for the support of all of the backend systems that City staff rely on for day-to-day

operations.

LONG-TERM OBJECTIVES:

Continue to push the adoption of the appropriate technologies for all departments and drive the IT Division’s

technology leadership role by partnering with all departments as Business Analysts to help identify opportunities

for technology to improve our operations.

Ensure all technology systems are up-to-date without getting in the way of employee productivity.

Remain vigilant in securing all systems and making sure to stay current with cybersecurity technologies and

education of all staff utilizing our IT assets.

Continue to promote and enable mobile technologies for field operation efficiencies.

Support the strategic vision of migrating to “Cloud” technologies as projects and services make sense to make the

move.

Continually evaluate through stakeholder feedback and performance measure monitoring that the services and

technologies that we provide, meet the needs of the City of Woodbury organization and the residents and

businesses that we ultimately serve.

BUDGET HIGHLIGHTS:

5404 Technology Support and Services: Reflects addition of host-based IPS workstations at $13,000, a $6,000

increase in our Microsoft Enterprise Agreement, $5,000 more for our network monitoring and $6,000 for antivirus

protection plus sundry other technology items.


2018

Position Budget

Salaries - Regular:

Information and Communications Technology Director 1.00

IT Supervisor 1.00

IT Systems Administrator 1.00

IT Technician 2.00

GIS Specialist 1.00

Total Salaries 6.00

* An additional GIS / IT Technician is recorded in the Water and Sewer Utility Fund

32




5 Year


1) Percentage of maintenance/support requests 96% 99% 99% 99% 100% 99%

responded to within one business day

% Change from Prior Fiscal Year 3.1% 0.0% 0.0% 1.0%

2) Percentage of maintenance/support requests 85% 71% 76% 64% 70% 73%resolved within one business day

% Change from Prior Fiscal Year (16.5%) 7.0% (15.8%) 9.4%

3) Percentage of survey responses rating 100% 100% 82% 85% 92% 92%

the overall service as good or excellent

4) Average number of requests received 18 10 8 11 11 12

per city employee per year

5) Average reliability of all critical IT systems 99.98% 99.98% 99.99% 99.96% 99.99% 99.98%

(percentage up-time)


33




Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime 434 270 918 510 600

5141 F.I.C.A. 31,119 33,593 33,977 39,057 41,100

5142 P.E.R.A. 30,356 34,400 35,282 39,149 41,100




Subtotal 536,589 590,285 616,841 680,894 729,200

5201 Office Supplies 2,998 1,245 3,338 1,670 2,400

5220 Operating Supplies-Small Equipment 35,326 25,901 18,930 14,725 24,500


5311 Telephone 29,329 29,572 27,087 28,600 30,600

5313 Postage 26 12 13 40 100


5353 Insurance 1,602 1,694 2,024 2,026 2,300

5374 Repair & Maintenance-Office Equipment 26,261 33,374 29,502 27,450 27,700

5393 Equipment Leases 31,871 29,833 36,308 31,000 34,000

5401 Cable & Internet Services - 19,808 19,926 20,040 20,000

5402 Dues & Subscriptions - - 3,575 4,000 6,000


5405 Travel & Training 15,983 3,246 1,753 8,800 8,000

5434-35 Late Fees/Early Discounts Taken 46 213 953 - -

Subtotal 262,215 252,336 291,118 286,483 328,100

Total Operating Budget 798,804$ 842,621$ 907,959$ 967,377$ 1,057,300$

Personal Services:


34

COMMUNICATIONS


DEPARTMENT: Information and Communications Technology

DIVISION/BUDGET GROUP: Communications


The Communications Division is committed to an interactive partnership with all segments of the community. This can

only be achieved through ongoing and meaningful communication among and between citizens, elected officials, City

boards and commissions, businesses, community-based organizations and employees.

The City is further committed to a proactive approach to communications, seeking to identify issues as they develop and

promote a dialogue about them with relevant target audiences. Integrated with other City efforts, the role of

communications is to provide timely information on City programs, services and activities, and help City departments

ensure that these programs, services and activities are continuing to meet community needs.

The Communications Division has three full-time employees consisting of one Communications Supervisor, one

Communications Specialist, and one Communications Technician.


Crisis/critical communications

City Update external newsletter

Woodbury website management

InTouch email notification system

Social media (primarily Facebook, Twitter, Instagram and YouTube)

Media relations

Cable TV programming (SWC-TV)

Internal communications (Woodbury Within newsletter and intranet)

City administrator’s report


In addition to the general support to the organization, the goals for the Communications Division in 2018 are:

Updating the City’s communications plan

Communications related to potential future Public Works and Parks facilities expansion project

Water quality and water efficiency education

Attracting subscribers for the new online utility bill payment system

Successful integration with the Information Technology Division


2018

Position Budget

Salaries - Regular:

Communications Supervisor 1.00

Communications/Web Specialist 1.00

Communications Technician 1.00

Total Salaries 3.00

35

COMMUNICATIONS



5 Year

Efficiency Measure: 2012 2013 2014 2015 2016 Average Goal

1) Twitter followers - City of Woodbury page 741 1,325 1,920 2,743 3,389 2,024

2) Estimated number of InTouch subscribers 10,567 11,470 7,963 8,682 9,225 9,581 10,000



Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime - - 207 300 300

5115 Salaries-Part-time 11,232 10,587 - - -

5141 F.I.C.A. 11,222 11,972 14,804 15,939 17,200

5142 P.E.R.A. 9,649 11,425 14,340 15,621 16,800



5154 Workers Compensation 880 1,050 1,239 1,270 1,400

5165 Labor Reimbursement (148) (2,169) - - -

Subtotal 176,503 191,342 242,325 262,542 281,000

5201 Office Supplies 137 141 146 200 200


5311 Telephone 280 240 380 480 500

5313 Postage 42,492 42,327 46,585 45,850 48,400

5317 Advertising & Promotion 605 419 319 750 1,000

5321 Use of Personal Auto - - 202 200 200

5341 Printing 26,051 26,864 33,022 31,552 34,000

5353 Insurance 680 761 818 863 900

5402 Dues & Subscriptions 640 640 615 715 800


5405 Travel & Training 973 1,542 881 3,505 3,500

Subtotal 93,916 84,887 100,737 111,050 116,900


Personal Services:


CITY OF WOODBURY

GENERAL FUND

COMMUNITY DEVELOPMENT


- Planning and Code Enforcement

- Economic Development

- Inspections

37

PLANNING AND CODE ENFORCEMENT


DEPARTMENT: Community Development

DIVISION/BUDGET GROUP: Planning and Code Enforcement


The mission of the Community Development Department is: to provide for planned development that supports a thriving

community and a safe, healthy environment, now and in the future.

Planning and code enforcement staff partners with other City staff and external stakeholders to implement the community

vision, sustain our neighborhoods and foster economic growth and vitality. The division is responsible for the

implementation of the City’s Comprehensive Plan, special land use studies, development review and code enforcement

activities.


Planning:

2030 Comprehensive Plan

Ordinances and Policies

Developer Agreement Preparation and Security Administration

Application Review and Approval / Permits (CUP, site plan, variance, plat, rezoning, etc.)

Commercial and residential building permit review

Code enforcement on public and private property

Community Engagement:

Planning Commission Meetings

Community and Neighborhood Meetings

Public Hearings

Response to Residents and Business Community (internal and external customers)


Phase 2 development applications

Implementation of commercial Planned Unit Developments

Maintain community standards through property maintenance and code enforcement activities


Implementation of the 2030 Comprehensive Plan

Adoption of 2040 Comprehensive Plan

BUDGET HIGHLIGHTS:

The division’s projected revenue for 2018 is $174,350 (revenue object codes 4324 and 4361), a 2.2 percent

increase from the 2017 budget.

5102-5165 Personal Services: The 2018 Planning and Code Enforcement Division budget includes an increase

from the 2017 budget. The main factor in this increase is the re-classification of a Community Development

Technician-Planning to a Planner I.

38




2018

Position Budget

Salaries - Regular:

Community Development Director 1.00

City Planner 1.00

Planner 1 2.00

Code Enforcement Officer 1.00

Community Development Technician 1.00

Administrative Assistant 1.00

Total Salaries 7.00

39


OPERATING BUDGET – 2018


5 Year


1) Average number of days to process an application 50 44 43 44 56 47

2) Number of business proposals prepared 11 13 10 4 4 8

3) Square-feet of new commercial buildings 25,648 165,873 185,926 453,588 261,798 218,567

% Change from Prior Fiscal Year 546.7% 12.1% 144.0% (42.3%)

4) Total dollar increase of commercial/industrial (2.88)$ 34.49$ 46.09$ 87.23$ 76.89$ 48.36$

market value (millions) (new plus increased existing)

5) Annual percentage increase of comm/ind market (0.3%) 3.7% 4.8% 8.7% 7.1% 4.8%

value

6) Number of applications 46 85 64 77 73 69.0

% Change from Prior Fiscal Year 84.8% (24.7%) 20.3% (5.2%)

7) Number of code enforcement cases 629 559 612 781 643 645

% Change from Prior Fiscal Year (11.1%) 9.5% 27.6% (17.7%)

8) Median days to voluntarily close a code 14 14 15 17 14 15

enforcement case


40




Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime 153 23 - 830 900

5115 Salaries-Part-time - 11,046 - - -

5141 F.I.C.A. 34,336 35,377 37,393 39,729 42,800

5142 P.E.R.A 33,544 36,091 38,822 40,348 43,100




5156 Unemployment Compensation 6,591 - - - -


Subtotal 592,178 666,787 673,183 700,742 742,500

5201 Office Supplies 1,959 3,055 2,592 4,250 4,200

5203 Office Supplies-Printed Forms - 50 - - -

5211 Operating Supplies 221 - - - -

5220 Operating Supplies-Small Equipment - 437 239 750 200

5301 Professional Services-General 1,738 1,369 - - -

5311 Telephone 370 370 1,520 2,820 3,300

5313 Postage 1,119 2,265 1,570 2,000 2,000

5317 Advertising & Promotion 972 877 982 1,000 1,000

5321 Use of Personal Auto - 76 446 200 200

5331 Legal Notices - - - 750 800

5341 Printing 200 1,585 684 800 800

5353 Insurance 1,372 1,268 1,783 1,746 1,900


5404 Technology Support & Services 5,420 5,340 - - -

5405 Travel & Training 1,521 1,371 2,614 3,300 3,300

5655 Comprehensive Plan Studies - - 35,196 - -

5821 Code Enforcement Abatement 2,975 2,100 1,725 - -

5823 Escrow Compliance - 963 300 950 900

Subtotal 19,221 22,721 51,471 20,886 21,100


Personal Services:


41

ECONOMIC DEVELOPMENT



DIVISION/BUDGET GROUP: Economic Development




Economic Development staff partners with other City staff and a wide variety of external stakeholders to promote housing,

economic development and sustainability initiatives. The Division focuses on marketing the community, attracting

commercial and industrial development to bring jobs to Woodbury and increase the tax base, manage the City’s housing

programs and coordinate the County recycling grant. Members of the Division also staff the Economic Development

Commission, represent the City on the Woodbury Area Chamber of Commerce Board and coordinate the increasingly

complex opportunities regarding sustainability.


Business retention and attraction

Economic development strategic planning

Support for Economic Development Commission

Sustainability education, advocacy and financing


Adoption of 2018 Economic Development Strategic Plan

Coordinate HRA and EDA operations

Fine tune business recycling assistance program

Continue to partner with Parks staff to implement recycling and waste in Woodbury’s parks


Integrate 2018 Economic Development Strategic Plan into 2040 Comprehensive Plan

Refine housing policies for 2040 Comprehensive Plan

Identify strategic opportunities for sustainability improvements within the City

Improve business recycling rates in the City

Explore comprehensive recycling and waste reduction strategies in City parks

42




2018

Position Budget

Salaries - Regular:

Assistant Community Development Director 1.00

Housing & Economic Development Coordinator 1.00

Subtotal 2.00


Sustainability Specialist 0.73

Subtotal 0.73

Total Salaries 2.73


5 Year


Recycling

1) Recycled pounds per household that recycles 405 457 481 633 533 502


2) Number of tons recycled 4,933 4,965 5,646 7,587 6,385 5,903


3) Cost per ton recycled 14.89$ 14.79$ 13.63$ 10.27$ 12.20$ 13.16$


43




Object 2014 2015 2016 2017 2018




5141 F.I.C.A. 17,115 20,316 18,650 18,994 21,100

5142 P.E.R.A. 17,033 20,497 19,041 18,703 20,700




5165 Labor Reimbursement (100,156) (108,666) (115,096) (118,976) (123,800)

Subtotal 202,377 235,139 207,423 201,580 227,300

5201 Office Supplies - 35 136 450 300



5311 Telephone 500 600 600 600 600

5313 Postage 441 238 497 1,200 800

5317 Advertising & Promotion 3,129 1,273 1,426 1,500 2,500


5341 Printing 3,016 1,527 3,064 5,974 6,000

5353 Insurance 979 1,027 1,104 726 700

5402 Dues & Subscriptions 2,325 805 725 1,235 1,100

5405 Travel & Training 2,531 1,387 1,630 2,500 2,600

Subtotal 46,130 14,837 97,366 27,215 27,600


Personal Services:


44

INSPECTIONS



DIVISION/BUDGET GROUP: Inspections




Inspections staff partners with both internal and external stakeholders to build an excellent quality of life while fostering

economic growth and vitality through a commitment to customer service. The Division is responsible for administration of

the state building and fire code, fire inspections, inspection of multi-family rental dwellings, and related ordinances

addressing construction, alteration and use of buildings.


Commercial and residential plan review

Commercial and residential building inspections

Fire inspections

Rental license administration


Fine tune new TrakIt inspections software including increased use of the electronic portal to increase online

interface between residents and Inspections staff.

Refine policies and procedures to fully integrate with the new state building codes.

BUDGET HIGHLIGHTS:

There is no change to the fee schedule for the 2018 budget as it relates to building permits. The projected revenue

for development fees and permits for 2018 is $3,366,000, a four percent increase from the 2017 budget revenue

assumption of $3,236,000. Staff anticipates increased residential activity in 2018 paired with a return to the more

typical new commercial activity as opposed to the past few years which have seen significant new commercial

development.

45

INSPECTIONS



2018

Position Budget

Salaries - Regular:

Building Official 1.00

Senior Building Inspector 2.00

Fire Inspector 1.00

Building Inspector 4.00


Subtotal 10.00



Building Inspector/Other 0.50

Subtotal 1.19

Total Salaries 11.19


5 Year


1) Percentage of respondents who rated inspection 85% 74% 76% 82% 75% 78%

services as excellent/good on the community survey*

5 Year


2) Number of inspections (excluding electrical) 13,247 14,820 14,890 13,974 16,374 14,661


3) Median time it takes to process a new single 12 15 15 17 13 14

dwelling permit (days)

4) Number of inspections per FTE inspector 2,094 2,292 2,382 1,996 2,183 2,189


5) Fire inspections - number of occupancies inspected 443 534 518 667 125 457

(non-residential)

*excludes don't know/refused responses



46

INSPECTIONS



Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime 2,979 32,863 20,647 15,000 15,000


5141 F.I.C.A. 56,390 55,339 55,060 64,874 65,000

5142 P.E.R.A. 52,729 53,242 52,563 63,579 63,700




5156 Unemployment Compensation - - 2,302 - -

Subtotal 1,000,015 1,035,668 992,949 1,136,928 1,113,400

5201 Office Supplies 9,106 9,692 5,874 8,500 8,000

5203 Office Supplies-Printed Forms 757 1,211 2,295 1,000 1,000

5211 Operating Supplies 12 - - - -

5220 Operating Supplies-Small Equipment 367 5,919 1,566 2,250 2,000


5304 Professional Services-Electrical Inspector 116,262 126,695 144,561 107,000 110,100

5311 Telephone 1,930 6,994 6,623 7,020 9,200

5313 Postage 2,178 1,319 1,319 2,400 2,000


5335 Payment Processing Fees 1,143 5,928 6,446 12,000 12,000

5353 Insurance 4,105 4,691 4,735 4,369 4,600

5374 Repair & Maintenance-Office Equipment 159 - - 300 200

5402 Dues & Subscriptions 1,035 920 920 1,725 1,700


5405 Travel & Training 5,875 5,673 6,281 8,700 8,700

5431 Bad Debt Expense/Over-Short - 11 - - -

Subtotal 175,051 225,429 231,018 198,954 202,400


Personal Services:


CITY OF WOODBURY

GENERAL FUND

PUBLIC SAFETY


- Police

- Fire

- Emergency Preparedness / Safety

48

POLICE


DEPARTMENT: Public Safety

DIVISION/BUDGET GROUP: Police


The mission of Public Safety is: to provide exceptional customer service through integrated Fire, Police and Emergency

Medical Services to enhance the quality of life in our community.

Police Services is responsible for the investigation of crime, the protection of human life and property, the apprehension of

criminals, the maintenance of order, animal control, and preventive patrol. Advanced life support is also provided by police

paramedics.

Police Services is organized into four major units which provide the following products and services:

Support Services: customer service, records, crime analysis, and facility oversight

Investigative Services: criminal and non-criminal investigations, crime prevention

Patrol Services: calls for service, patrol, law and code enforcement, school resource officers, traffic safety,

paramedic service, initial fire response, crime prevention education

Professional Standards: training, professional certifications, quality assurance, policy development


Response to emergency calls

Community outreach

Enforcement of laws and ordinances

Investigate criminal complaints

Proactive policing

Incident management

Hire and retain diverse high quality employees


If approved by Council, full implementation of our body worn camera program for police officers. The success of

this initiative will necessitate the addition of a fulltime support services position to handle the increased workflow

associated with electronic evidence management and preparing copies of video footage for attorneys and other

data requesters.

Our budget requests no additional police officers for 2018. Our total number of budgeted police officers will

remain at 70. While our cross training and public safety focus remain at the core of who we are, it is important to

note that the expectations and demands of our police officers, in their policing role, has continued to grow over the

past 10 years. Increasing specialization, knowledge, training and technology all require a greater percentage of our

officers’ time. A priority for 2018 will be to enhance public trust through community policing and growing

relationships with the people we serve.


Training: Meeting our long term public safety training needs continues to be a priority. We are moving forward in

planning and collaborating with the City of Cottage Grove to design a regional public safety training center. Using

state bonding appropriation money, we are now working with an architect to design a regional multi-discipline

public safety training facility with the plan of getting the project on the state bonding tour in 2018.

Diversity and Inclusion: Community trust continues to be a significant issue in public safety. It is the foundation

on which everything we do is built upon and cannot be taken for granted. And while we enjoy the overwhelming

49

POLICE


support of our residents, the men and women who police our community must earn their trust each and every day.

They need our support in the form of high quality training and equipment, and comprehensive and responsive

policies. It has never been more important to recruit, train and hire high quality, diverse candidates for our

department. It is our desire to build upon our culture and our longstanding practice of treating all people with

dignity and respect. To succeed in this objective, we will continue to challenge ourselves to evaluate everything

we do through the lens of racial equity. We will have the courage to listen to other perspectives, have difficult

conversations, and not be satisfied with the current conditions. We will develop new avenues to recruit diverse

candidates, and make it a priority to foster new and healthy relationships within our growing community.

BUDGET HIGHLIGHTS:

5102 Salaries- Regular: Increase of $378,152 due to the addition of one full time administrative assistant as well

as annual inflation/merit adjustments.

5115 Salaries- Part-time: Increase of $48,064 due to anticipated full strength CSO staffing.

5211 Operating Supplies: Increase of $1,570 for forensic lab supplies.

5215 Uniforms: Increase of $20,692 for bullet proof vest replacements, mobile field force gear & contractual

increases in the uniform allowance.

5305 Professional Services - Legal: Increase of $4,482 for prosecutorial legal fees.

5311 Telephone: Increase of $3,332 for mobile data card fees.

5375 Repair & Maintenance of Vehicles & Equipment: Increase of $2,050 for investigations vehicle equipment

changeover.

5404 Technology Support & Services: Increase in $25,372 for mobile data computer user fees, policy

management software, and squad and body worn camera licensing, maintenance and support.

50

POLICE



2018

Position Budget

Salaries - Regular:

Director of Public Safety (1)

0.70

Deputy Director of Public Safety (2)

0.85

Police Services Commander 3.00

EMS Commander (3)

0.10

Police Sergeant 9.00

Police Officer (4)

54.05

Investigative Technician 2.00

Support Services Supervisor 1.00

Public Safety Coordinator 1.00

Public Safety Technician 1.00


Subtotal 78.70



Temporary Support Staff 0.27

Community Service Officer 5.80

Subtotal 6.31


(1) 70% Police, 5% EMS, 25% Fire.

(2) 85% Police, 5% EMS, 10% Fire.

(3) 10% Police, 80% EMS, 10% Fire.

(4) 56 Officer positions: 13 designated Police Officer / Paramedic - 85% Police and 15% EMS.

-- 70 total sworn personnel

Budgeted Revenue to Support Police Personnel Expenditures

Fines & Forfeits 320,000$

SRO Reimbursement - School District #833 176,500

Alarm Violations - Police & Fire 30,500

Security Officer Fee 24,000

Grants & Other Reimbursements 48,000

Total Revenues 599,000$

51

POLICE



5 Year


Community Survey

1) Percentage of respondents rating police protection as 98% 97% 95% 92% 94% 95%


Efficiency Measure: 5 Year

Crime Data 2012 2013 2014 2015 2016 Average

2) Part I crimes per 1,000 residents 24.0 22.2 19.7 19.3 20.4 21.1

% Change from Prior Fiscal Year (7.5%) (11.5%) (1.6%) 5.5%

3) Part II crimes per 1,000 residents 31.0 29.3 29.0 32.6 34.4 31.3

% Change from Prior Fiscal Year (5.5%) (1.2%) 12.7% 5.4%

Enforcement of Laws and Investigation of Criminal Complaints:

4) Arrests per 1,000 population 15.9 19.4 22.5 23.7 21.0 20.5


5) Percentage of crimes cleared 54% 51% 46% 47% 48% 49%

Efficiency:

6) Cost of Police services per household $351 $357 $365 $375 $391 $368


Police Staffing:

7) Authorized sworn FTEs per 1,000 population 1.01 1.02 1.03 0.99 1.00 1.01

8) Authorized civilian FTEs per 1,000 population 0.16 0.15 0.15 0.15 0.15 0.15

Patrol - Workload and Performance

9) Calls for Police service 28,208 28,615 29,128 29,105 30,480 29,107

10) Number of traffic citations 3,352 3,521 3,394 3,366 3,011 3,329

11) Drug arrests 145 196 216 229 293 216

Investigations - Workload and Performance

12) Investigations conducted (includes criminal and 342 395 272 331 379 344

non-criminal casses assigned to detectives,

SCU and light duty officers)

13) Human trafficing victims recovered NA NA NA NA 31 31

Support Services Staffing

14) Total reports processed 28,208 28,615 29,128 29,105 30,480 29,107

15) Total reports per FTE 4,179 4,246 4,322 4,664 4,885 4,459




52

POLICE



Object 2014 2015 2016 2017 2018


5102 Salaries-Regular 5,565,894$ 5,749,231$ 6,082,013$ 6,476,648$ 6,854,800$

5103 Salaries-Holiday Pay 165,729 169,770 180,318 201,385 211,000



5141 F.I.C.A. 135,453 138,558 147,145 162,079 175,300

5142 P.E.R.A 874,024 959,233 1,018,727 1,097,650 1,158,600


5152 Public Safety Disability-Health Insurance 41,114 62,316 73,120 77,681 73,600



5156 Unemployment Compensation (1,874) 2,721 130 - -


Subtotal 8,295,020 8,598,002 9,168,829 9,846,740 10,343,200

5201 Office Supplies 20,071 18,640 20,774 22,000 21,100

5203 Office Supplies-Printed Forms 4,408 2,712 2,377 3,500 3,000

5211 Operating Supplies 35,992 56,070 55,990 56,630 58,200

5215 Operating Supplies-Uniform All 112,469 114,827 107,438 102,908 123,600

5216 Operating Supplies-Motor Fuels & Lubs 20 - - - -



5305 Professional Services-Legal 184,261 190,063 189,403 196,518 201,000

5306 Professional Services-Hiring 1,451 4,404 4,659 7,350 500

5311 Telephone 40,561 41,088 44,891 61,068 64,400

5313 Postage 4,177 4,971 5,190 4,500 5,000

5321 Use of Personal Auto 9,089 9,030 9,016 9,380 9,400

5353 Insurance 82,578 103,771 107,805 104,868 120,500

5374 Repair & Maintenance-Office Equipment 167 1,909 656 1,000 1,000

5375 Repair & Maintenance-Vehicle & Equipment 7,679 3,998 8,218 7,950 10,000

5380 Repair & Maintenance-Communication Equip. 55,111 56,102 59,110 57,642 59,000

5393 Rental Office-Office Equipment 208 60 - - -



5405 Travel & Training 112,809 114,083 138,716 143,700 130,000

5408 Miscellaneous Community Projects 1,696 2,810 1,955 3,000 3,000

5409 Health, Safety & Wellness Programs 15 15,448 9,106 15,832 15,100

5410 Employee Recognition Program 1,699 920 744 3,500 2,000

5425 Contractual Services 11,894 14,996 17,080 18,896 18,300

5434-35 Late Fees/Early Discounts Taken 23 41 75 - -

Subtotal 827,762 917,076 948,084 1,023,389 1,041,150

5512 Furniture & Office Equipment - - 15,499 - -

Subtotal - - 15,499 - -

5701 Transfer Out - SRT Participation 11,767 14,066 14,488 15,622 15,700

5701 Transfer Out - Chaplaincy Corps Participation - - - - 150

5701 Transfer Out - Emergency Medical Services - 226,698 - - -

Subtotal 11,767 240,764 14,488 15,622 15,850


Personal Services:


Capital Outlay:

Transfers:

53

FIRE



DIVISION/BUDGET GROUP: Fire


Fire Services is responsible for fire suppression and fire prevention activities. Fire Services personnel also provide

emergency medical response, ambulance transports, rescue response, and hazardous materials mitigation.

Fire Services is organized into two major units which provide the following products and services:

Fire Prevention: response planning for new and existing commercial buildings, investigation of dollar loss fires,

and public fire education

Emergency Operations: training for and response to emergency calls for service such as fire suppression, rescue

response, hazardous materials incidents, and emergency medical calls



Community outreach



Proactive policing

Incident management



With the selection and training of fulltime paramedics, it is a priority to integrate this workgroup with fulltime and

paid on call fire staff. The goal is to function operationally as a single workgroup in 2018.

In 2018, we will continue our enhanced EMS coverage of a minimum of two staffed ambulances, 24 hours a day.

We will also continue the expanded 24 hour a day automatic aid agreements with neighboring communities.


To meet our response time performance benchmarks.

BUDGET HIGHLIGHTS:

5102 Salaries- Regular: Increase of $47,070 due to annual inflation/merit adjustments.

5115 Salaries- Part-time: Increase of $29,900 due to projected utilization of paid on call staff for 2018.

5311 Telephone: Increase of $2,700 for four additional data cards for first out engines, anticipating the

implementation of new records management system.

5402 Dues and Subscriptions: Increase of $3,850 for firefighter license renewal.

5404 Technology Support & Services: Decrease of $1,858 due to cost-sharing of scheduling software with EMS.

54

FIRE



2018

Position Budget

Salaries - Regular:

Director of Public Safety (1)

0.25

Deputy Director of Public Safety (2)

0.10

Fires Services Commander 2.00

EMS Commander (3)

0.10

Firefighter (4)

6.75


Subtotal 10.20




Part-time Paid-on-call Staffing:

Firefighter - Budgeted Positions 60.00

(1) 70% Police, 5% EMS, 25% Fire.

(2) 85% Police, 5% EMS, 10% Fire.

(3) 10% Police, 80% EMS, 10% Fire.

(4) 9 Firefighter positions: 75% Fire, 25% EMS.

55

FIRE



5 Year


1) Percentage of respondents rating fire protection as 100% 100% 99% 98% 96% 99%



Response to Emergency Calls 2012 2013 2014 2015 2016 Average

2) Response time - percentage of time 5 firefighters are 66% 96% 86% 77% 82% 81%

on scene in less than 9 minutes

3) Sustained major fire response - percentage of time 94% 83% 83% 72% 100% 86%

6 additional firefighters are on scene in less than 13

minutes

Workload:

4) Total calls for service (fire and EMS) 3,507 3,640 3,754 4,009 4,448 3,872


5) Fire/hazardous responses 724 656 677 784 899 748

% Change from Prior Fiscal Year (9.4%) 3.2% 15.8% 14.7%

6) Number of fires with loss resulting 42 26 34 41 20 33

in a fire investigation

Efficiency:

7) Actual annual operating cost per household $70 $69 $75 $79 $81 $75

Fire Prevention:

8) Public education events 174 130 95 91 79 114

Support Services:

9) Total reports processed 3,507 3,640 3,754 4,009 4,448 3,872

10) Total reports processed per FTE 2,338 2,427 2,503 2,673 2,965 2,581




56

FIRE



Object 2014 2015 2016 2017 2018



5103 Holiday Pay 16,959 18,277 19,516 22,032 23,500



5141 F.I.C.A. 41,156 48,544 47,820 49,204 52,400

5142 P.E.R.A. 124,460 136,907 144,096 151,537 157,700


5152 Public Safety Disability-Health Insurance 4,511 3,876 5,931 6,423 6,400



5158 Paid on Call Fire Disability-Insurance 3,187 3,096 3,096 3,096 3,300

Subtotal 1,547,015 1,698,843 1,785,362 1,828,401 1,909,600

5201 Office Supplies 2,957 2,987 2,830 3,500 3,500

5203 Office Supplies-Printed Forms 292 729 183 750 500



5217 Operating Supplies-Hand Tools 14,096 3,823 1,503 12,020 12,000



5311 Telephone 6,995 7,208 8,754 10,500 13,200

5313 Postage 80 574 81 300 100

5321 Use of Personal Auto 24 28 113 - -

5353 Insurance 20,567 19,842 17,200 15,296 16,600

5371 Repair & Maintenance-Buildings 821 3,419 5,323 3,000 3,500


5380 Repair & Maintenance-Communication Equip. 31,759 31,014 30,996 33,582 32,400



5405 Travel & Training 29,133 41,278 42,012 52,261 50,000

5408 Miscellaneous Community Projects 5,638 8,480 8,849 9,000 9,000

5409 Health, Safety & Wellness Programs 15,078 12,361 15,253 18,945 18,200

5410 Employee Recognition Program 4,356 3,673 7,418 6,000 6,000

5434-35 Late Fees/Early Discounts Taken 25 (73) (10) - -

Subtotal 345,157 344,550 323,645 410,159 413,700


Personal Services:


57

EMERGENCY PREPAREDNESS / SAFETY



DIVISION/BUDGET GROUP: Emergency Preparedness / Safety


The Public Safety Department is responsible for the Emergency Preparedness Program, which includes preparing for and

responding to emergencies, maintaining the City’s emergency plans, conducting emergency preparedness training, and

providing systems for emergency warning and mass notification to the community. In addition, Emergency Preparedness

oversees the City’s employee workplace safety programs.

Emergency Preparedness / Safety provides the following products and services:

Maintain a framework for the City to prepare for, respond to, recover from, or mitigate the risk of a catastrophic

event

Maintain the City’s emergency response plan, as well as the Continuity of Government Plan (COOP) to ensure the

readiness of the City and its staff

Synchronize and unify City services during disaster events through the use of National Incident Management

System

Identify and maintain emergency notification and communication systems

Develop and maintain relationships with community stakeholders and mutual aid response partners

Coordinate emergency response training for the City

Promote workplace safety and reduce work related accidents and injuries

Create a heightened awareness and responsibility for employee safety throughout all City departments

Establish policies and procedures for City workplace safety programs.



Community outreach



Proactive policing

Incident management



In 2018, we will continue to look for ways to reduce our OSHA reportable injuries through assessments, job

hazard analysis, increased supervisor engagement and training of employees throughout the organization. We have

recruited the assistance of the League of Minnesota Cities Risk Management Department to assist in reviewing our

current safety practices, identify areas of safety improvement, and train supervisors.

The initial purchase of a new City-wide learning management and employee training/tracking system is included

in the 2017 budget. We are requesting funding in the 2018 budget for the annual licensing/support fees.

While updating the City’s Emergency Operations Plan is an ongoing process, in 2018 we are looking to convert it

from the old Annex format, to a new FEMA Emergency Support Functions (ESF) format.

BUDGET HIGHLIGHTS:

5404 Technology Support & Services: Increase of $13,505 for City-wide learning management software

licensing/support fees.

58

EMERGENCY PREPAREDNESS / SAFETY



2018

Position Budget

Salaries - Regular:

Emergency Services Commander (1)

0.90


Clerical Support 0.15

Total Salaries 1.05

(1) 90% Emergency Preparedness/Safety, 10% EMS


Object 2014 2015 2016 2017 2018




5141 F.I.C.A. 1,582 1,801 1,896 2,013 2,100

5142 P.E.R.A. 15,568 16,871 17,308 18,125 18,700


5153 Dental Insurance 551 551 551 551 600


Subtotal 138,179 148,357 153,976 155,955 160,300



5311 Telephone 1,502 1,357 1,445 2,700 2,700

5353 Insurance 633 629 616 385 400

5361 Utilities-Signals 545 545 646 600 700

5366 Electric Interim Rate Refund (16) (15) - - -

5375 Repairs & Maintenance-Vehicle & Equipment 512 2,101 2,336 3,000 3,000

5402 Dues & Subscriptions 20 190 1,046 700 700


5405 Travel & Training 413 384 160 4,200 3,000

Subtotal 12,652 17,143 23,707 30,580 43,000



Personal Services:

CITY OF WOODBURY

GENERAL FUND

ENGINEERING AND PUBLIC WORKS


- Engineering

- Public Works Administration

- Streets

- Fleet Services

- Street Lighting

60

ENGINEERING


DEPARTMENT: Engineering and Public Works

DIVISION/BUDGET GROUP: Engineering


The mission of the Engineering and Public Works Department is: The City of Woodbury Engineering and Public Works

Department provides well-planned and maintained, highly reliable, and safe infrastructure to create the foundation for a

great community. We strive to be innovative, professional, ethical, responsive and cost-effective in accomplishing this

mission.

The Engineering Division is responsible for the planning, design and construction of the City water, sanitary sewer, storm

water, and street systems. The Engineering Division also administers land disturbance activities, private utility permits,

traffic control, traffic calming activities, storm water planning and NPDES permit related activities. Development review

activities are shared with other departments.


The Engineering Division’s purpose is to ensure that the City’s infrastructure system is planned and constructed in an

orderly and efficient manner which meets the needs of the residents and businesses and is responsive to the changing

demands placed on it. This role includes administrative activities such as long range infrastructure system planning, capital

improvement planning, interagency infrastructure planning and construction, new development plan review, traffic

calming, development of policies, infrastructure database development, storm water management, street rehabilitation and

major roadway improvements, pavement management system, geographic information, well field studies and wellhead

protection planning.

As part of the Organization Study, the highest Mission Critical/High Impact deliverables were determined as follows to

provide well-planned and managed infrastructure for the City. These key deliverables are considered in all aspects of the

Engineering Division’s activities.

New Infrastructure Improvement Projects

Infrastructure Rehabilitation Projects

Long-range Infrastructure Planning

Proposed Development Plan Review


Ongoing study of long-term water supply strategies for Woodbury and the South Washington County Area

Facilitation of the public works facility needs study and master site plan for upcoming 2018 expansion project

Continuation of funding, phasing review and implementation of infrastructure improvements for Phase II

development area.

Ongoing activities associated with the Gateway Corridor Study and Transit Alternatives Analysis in cooperation

with the Gateway Corridor Commission and Mn/DOT

Oversight of the updates to the Water Policy Plan, Sanitary Sewer Policy Plan, Transportation Plan and Surface

Water Management plan to correspond to the City’s 2040 Comprehensive Plan Update.


Design and build infrastructure systems which meet the future needs of the City

Continue to develop the Capital Improvement Program and budgets which provide the framework for future

infrastructure needs

61

ENGINEERING


Implement the City’s Water, Sanitary Sewer, Surface Water Management and Transportation Comprehensive

Plans

Review development proposals to ensure the City’s objectives and policies are met

BUDGET HIGHLIGHTS:

2018 will include several major projects and studies including the following:

2018 Roadway Rehabilitation project

Public Works and Parks facility expansion project

Updating the City’s Water Policy Plan, Sanitary Sewer Policy Plan, Transportation Plan and Surface

Water Management plan to correspond to the City’s 2040 Comprehensive Plan Update.


2018

Position Budget

Salaries - Regular:

Engineering and Public Works Director (1)

0.65

Engineering and Public Works Deputy Director/City Engineer 1.00

Assistant City Engineer 1.00

Principal Engineer 1.00

Senior Engineering Project Coordinator 1.00

Engineering Project Coordinator 3.00

Environmental Resources Coordinator - Storm Water / NPDES 1.00

Environmental Resources Specialist 1.00

Engineering Technician 1.00


Subtotal 12.65


Engineering Intern 0.35

Subtotal 0.35


(1) 35% Public Works Administration, 65% Engineering.

62

ENGINEERING



5 Year


1) Percent of citizens rating as satisfactory 76% 77% 82% 78% 75% 78%

their ability to get where needed within

Woodbury in a reasonable amount of time as

determined in the biannual community survey*

5 Year


Travel and Safety (see Streets, Central Garage, Water and Sewer, and Storm Water budgets for additional measures)

2) Average travel time on selected segments of major 7:27 NA 6:47 6:42 6:49 6:56

city streets (minutes:seconds)

3) Number of accidents per 100 lane miles 2.0 2.3 2.4 2.3 1.8 2.2

4) Number of accidents with injuries per 0.18 0.22 0.22 0.23 0.21 0.21

100 lane miles.




63

ENGINEERING



Object 2014 2015 2016 2017 2018


5102 Salaries-Regular 871,909$ 968,333$ 978,545$ 1,088,236$ 1,113,200$

5111 Salaries-Overtime 310 - 330 2,520 2,500


5141 F.I.C.A. 64,381 72,104 72,015 83,322 85,700

5142 P.E.R.A. 64,086 72,625 73,416 81,807 83,700




5165 Labor Reimbursement (2,881) (2,301) (939) - -

Subtotal 1,144,801 1,255,211 1,250,841 1,413,747 1,430,600

5201 Office Supplies 2,557 5,546 2,521 9,200 8,200

5211 Operating Supplies 53 59 - 1,600 1,600

5220 Operating Supplies-Small Equipment 3,500 - 1,024 - 500

5301 Professional Services-General 272 50 5,144 - 500

5303 Professional Services-Engineering 64,460 53,575 39,961 56,000 56,000

5311 Telephone 2,217 3,131 3,231 2,490 2,900

5313 Postage 770 997 603 1,000 1,000

5316 Mapping and GIS 105 2,510 - 2,500 2,500


5353 Insurance 3,014 3,395 3,715 3,701 3,800

5374 Repair & Maintenance-Office Equipment 336 - - - -



5405 Travel & Training 8,991 6,462 5,849 8,597 11,700

Subtotal 106,398 102,632 81,751 106,213 110,500


Personal Services:


64

PUBLIC WORKS ADMINISTRATION



DIVISION/BUDGET GROUP: Public Works Administration


The Public Works Administration budget funds support services for the divisions working out of the Public Works

Building: Streets, Storm Water, Water, Sewer, Fleet Services and Parks & Forestry.

The Public Works Administration Division provides leadership, assists in the management and planning, development of

policies, procedures and priorities, and is generally responsible for supporting overall Public Works and Park Maintenance

divisions’ operations. Administrative staff functions as key information resources for City staff, the City Administrator, the

general public and other public agencies.


Helps coordinate activities between Engineering and the operating divisions to assure all divisions have common

goals, standard policies, and do not duplicate tasks.

Provide support services to the divisions and staff at the Public Works and Parks & Forestry Buildings.

Provide service to the public, customers, contractors, consultants, and vendors as their business pertains to Public

Works and Parks operations.

Administers contracts, enforces the City backflow program and the FOG program.


Implementation of the record management system.

Evaluate and update the Public Works building filing system. Continue purging files at Public Works to eliminate

unnecessary or duplicate files within the parameters set by the record retention policy.

Support space needs analysis for Parks and Public Works facility.

BUDGET HIGHLIGHTS:

5404 Technology Support & Services: $28,300 has been added to this account to support the new asset

management technology system.

65




2018

Position Budget

Salaries - Regular:

Director of Public Works (1)

0.35

Assistant to the City Administrator 1.00


Subtotal 3.35


Clerical Backup for Regular Staff 0.14

Total Salaries 3.49

(1) 35% Public Works Administration, 65% Engineering.


5 Year


1) Number of invoices processed 1,661 1,643 1,693 1,738 1,838 1,715


2) Number of phone calls received 10,893 12,324 12,290 10,980 10,543 11,406

% Change from Prior Fiscal Year 13.1% (0.3%) (10.7%) (4.0%)

3) Number of work orders written 4,358 4,427 3,935 2,670 2,720 3,622

% Change from Prior Fiscal Year 1.6% (11.1%) (32.1%) 1.9%


66




Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime - - - 750 700

5115 Salaries-Part-time 12,301 - - 5,904 5,900

5141 F.I.C.A. 15,334 13,255 15,820 17,726 18,800

5142 P.E.R.A 14,215 13,674 16,359 17,816 18,800




Subtotal 269,607 244,548 290,268 316,162 329,600

5201 Office Supplies 5,369 5,766 6,764 9,193 9,200

5203 Office Supplies-Printed Forms 79 511 405 512 500

5220 Operating Supplies-Small Equipment 6,489 - - - -


5311 Telephone 662 687 703 1,465 900

5313 Postage 95 32 49 150 100


5353 Insurance 933 924 1,014 930 1,000

5374 Repair & Maintenance-Office Equipment - - 85 500 500


5405 Travel & Training 39 293 397 900 900

Subtotal 28,622 23,666 25,164 30,162 57,500


Personal Services:


67

STREETS



DIVISION/BUDGET GROUP: Streets Division


The mission of the Streets Division is: Conduct operations as a professional team respecting the values, pride, and safety

of our community. The Street Division is responsible for maintenance tasks associated with streets, signs/messages,

boulevard trees and the surface water management system.


Pavement Maintenance objective is to maintain public roadways at or above a pavement condition index rating of

70 residential/75 non-residential and project a professional system.

Snow and Ice Control objective is to ensure that the community experiences minimal disruption to routine

activities due to the effects of snow and ice with minimal negative impact on the natural environment, while

meeting our community standards.

Signs/Signal & Pavement Message objective is to provide clear direction to the resident and non-familiar motoring

public and project an organized and professional road system within the community.

Storm Water System objective is to protect property and the natural environment from flood drainage by proper

maintenance of the storm water drainage system.

Remain in full compliance with the Federal Highway Administration and Minnesota Manual for Uniform Traffic

Control Devices guidelines for signs and pavement markings.

Continue the surface water management system programs set forth in the service level standards and conduct inspections

and maintenance in order to comply with National Pollution Discharge Elimination System (NPDES) requirements.


On-board new Streets manager

Build leadership depth in division

Assist in Public Works building transitions


Significant efforts are being made to use less salt during snow and ice control season. The crew and supervisory staff are

working together to choose the lowest application necessary to maintain safe roadways.

BUDGET HIGHLIGHTS:

Overall six percent reduction in the Streets Division operating Budget.

5404 Technology Support & Services: $6,000 increase for Automatic Vehicle Locator (AVL) service to improve

snow plowing efficiency.

68

STREETS



2018

Position Budget

Salaries - Regular:

Streets Division Manager 1.00

Streets Supervisor 1.00

Assistant Streets Supervisor 1.00

Public Service Worker - Lead 2.00

Public Service Worker 17.00

Subtotal 22.00


Long-Term Seasonal 2.15



5 Year


1) Percentage of citizens rating repair and patching on 53% 54% 67% 40% 51% 53%

city streets as excellent/good (community survey)*


Pavement Maintenance 2012 2013 2014 2015 2016 Average

2) Average PCI of non-residential streets 73.3 71.4 65.5 76.0 72.3 71.7

3) Average PCI of residential streets 74.7 73.6 65.7 69.0 68.7 70.3

4) Percentage of total system lane miles requiring 22% 12% 33% 37% 32% 27%

maintenance (PCI < 60)

5) Annual actual cost per capita of maintenance $11.15 $12.77 $10.89 $12.05 $10.32 $11.44

conducted in-house and through in-house

contracts (excludes major roadway maintenance)

6) Cost of street maintenance per mile of street $1,087 $1,272 $1,114 $1,245 $1,061 $1,156



69

STREETS


PERFORMANCE MEASUREMENTS - CONTINUED:

5 Year


1) Percentage of citizens rating snow plowing as 85% 77% 80% 72% 80% 79%



Snow and Ice Control 2012 2013 2014 2015 2016 Average

2) Percentage of full cleaning events with routes 80% 94% 73% 100% 100% 89%

plowed at least once within eight hours

(service standard)

3) Average hours to complete routes at least once 7.12 7.22 8.13 6.3 7.27 7.21

during a full cleaning event


4) Average cost per capita $9.00 $16.00 $19.00 $6.00 $13.00 $12.60

5) Annual cost per lane mile $798 $1,434 $1,720 $808 $1,170 $1,186

6) Annual snow/ice events 22 37 29 19 22 26

7) Annual full cleaning events 5 16 11 6 8 9

(snow and ice control)

8) Annual inches of snowfall 36 73 54 26 43 46

9) Plow pass miles maintained 726 726 736 745 753 737




70

STREETS



Object 2014 2015 2016 2017 2018


5102 Salaries-Regular 1,125,815$ 1,177,964$ 1,260,672$ 1,362,929$ 1,408,600$



5141 F.I.C.A. 89,600 86,522 95,571 113,566 117,200

5142 P.E.R.A. 87,667 86,667 98,809 106,795 110,200




5156 Unemployment Compensation 4,977 9,136 6,155 - -

Subtotal 1,761,090 1,768,620 1,935,010 2,119,129 2,186,100


5212 Operating Supplies-Snow Control 460,633 201,048 216,281 300,000 235,000


5216 Operating Supplies-Motor Fuels & Lubricants 2,581 4,760 2,050 5,750 5,800



5303 Professional Services-Engineering - - 1,363 500 -

5311 Telephone 6,270 7,790 8,350 7,692 7,800

5313 Postage 63 176 158 200 200


5353 Insurance 27,021 29,478 29,187 26,737 28,500

5361 Utilities-Electric 774 812 1,466 1,100 1,100

5365 Utilities-Waste Removal 2,826 2,774 3,716 4,850 4,900

5366 Electric Interim Rate Refund (5) (15) (5) - -

5371 Repair & Maintenance-Bldgs & Struct 317 3,359 691 2,000 2,000


5376 Repair & Maintenance-Roads 352,908 326,924 351,209 378,050 378,200

5392 Rental 348 150 - 2,500 1,500

5402 Dues & Subscriptions 15 50 1,249 460 500

5404 Technology Support & Services 100 2,077 4,077 3,900 9,900

5405 Travel & Training 6,712 12,846 10,904 14,520 17,100

5434-35 Late Fees/Early Discounts Taken (1,625) (3,015) (86) - -

Subtotal 1,012,671 735,147 785,678 918,399 862,500

5514 Machinery & Equipment 7,277 - 8,642 - -

Subtotal 7,277 - 8,642 - -


Personal Services:


Capital Outlay:

71

FLEET SERVICES



DIVISION/BUDGET GROUP: Fleet Services Division


The Fleet Services Division is responsible for the maintenance, operation and management of City vehicles and

equipment. Fleet Services provides full fleet services to all City divisions with vehicles and equipment, except Eagle

Valley Golf Course and HealthEast Sports Center, which maintain their own fleet, and Public Safety EMS and Fire vehicles

equipped with fire apparatus. Fleet Services currently maintains 377 vehicles and equipment.


Long and short-term vehicle and equipment purchases, replacement planning, develop specifications, up-fitting

and “right sizing” of the fleet and individual vehicles and equipment

Manage facility, parts and shop supplies needed for fleet operations

Provide fleet support to divisions conducting emergency operations, such as snow and ice control or emergency

response

Manage the fleet fueling station

Purchase, maintain, repair, and dispose of City vehicles and equipment

Fleet Services staff vehicle/equipment training

Customer vehicle and equipment training

Develop the Capital Improvement Plan (CIP) for vehicles and equipment

Develop and manage Fleet Services budget

Provide and maintain vehicle/equipment wash bay


Implement our Fleet Information Management System purchased in 2017

Purchase vehicles and equipment outlined City-wide in the Capital Improvement Fund

Provide data, review plans and assist with the final plans as it pertains to the Public Works building expansion

project

Increase leadership/supervision with the award of a Work-lead


Review internal work flows within Fleet Services with the goal of improved efficiency, customer service and

accessibility.

Review Fleet Services staffing assignments and needs

BUDGET HIGHLIGHTS:

5311 Telephone: Improved communications with both internal/external stakeholders via cell phone stipend to

staff.

Unleaded Fuel (5440) and Diesel Fuel (5441): $33,000 decrease due to projected lower market prices and

budgeting fuel purchases to be reflective of the past years average.

72

FLEET SERVICES



2018

Position Budget

Salaries - Regular:

Fleet Services Manager 1.0

Fleet Specialist 1.0

PSW - Municipal Fleet Technician 6.0

Total Salaries 8.00



Fleet Services Performance: 2012 2013 2014 2015 2016 Average

1) Percentage of users rating maintenance 90% 91% 92% 93% 98% 93%

procedures and repairs as excellent or good

2) Mechanic utilization (billable hours/available hours) 77% 78% 69% 71% 73% 74%

3) Percentage of work completed that was pre-scheduled 69% 69% 78% 87% 82% 77%

Workload:

4) Total fleet replacement cost of vehicles and $22.80 $24.60 $25.30 $25.80 $26.42 $24.98

equipment maintained by Fleet Services

(in millions)

5) Number of vehicles and equipment 312 318 325 358 377 338

Fuel Use:

6) Average miles-per-gallon of light vehicles* 10.2 9.7 10.0 11.6 13.9 11.1

7) Gallons of unleaded gasoline used 101,902 106,588 109,823 109,435 113,472 108,244

8) Gallons of diesel full used 51,607 60,318 66,829 52,376 54,442 57,114

* Light vehicles includes all city vehicles at the one-ton truck size and smaller, including police vehicles


73

FLEET SERVICES



Object 2014 2015 2016 2017 2018




5141 F.I.C.A. 32,228 36,083 37,282 42,135 44,200

5142 P.E.R.A. 33,351 37,427 38,501 41,292 43,300




Subtotal 640,127 680,947 695,437 746,573 776,500

5201 Office Supplies 768 1,191 328 800 800


5215 Operating Supplies-Uniform 7,568 6,489 7,414 8,690 8,000


5220 Operating Supplies-Small Equipment - 5,914 5,007 11,500 4,000

5306 Professional Services-Hiring 93 113 85 320 300

5311 Telephone 1,292 1,139 1,163 1,250 6,000

5353 Insurance 3,310 3,258 3,445 3,201 3,100

5354 Claim Losses <$500 792 1,289 1,409 2,000 2,000


5370 Repair & Maintenance-Shop Equipment 11,781 11,813 16,036 13,090 15,500


5385 Fleet Services Reimbursements (138,211) (141,783) (145,819) (147,880) (150,800)

5402 Dues/Licenses/Subscriptions 1,002 1,475 1,620 1,545 1,600


5405 Travel & Training 8,715 4,268 5,190 13,188 12,600

5425 Contractual Services - 308 656 3,000 1,400

5434-35 Late Fees/Early Discounts Taken (122) (274) (152) - -

5440 Operating Supplies - Unleaded Fuel 306,324 210,857 183,751 243,980 225,500

5441 Operating Supplies - Diesel Fuel 210,948 97,111 86,858 140,460 125,900

5442 Operating Supplies - Other Fuel 341 705 583 1,627 1,000

5456 Outsourced Services - Routine 22,856 594 3,732 13,160 9,000

5457 Outsourced Services - Specialized 69,956 75,763 125,733 70,000 90,000

Subtotal 860,298 574,149 558,170 732,216 683,900


Personal Services:


74

STREET LIGHTING



DIVISION/BUDGET GROUP: Street Lighting


Street Lighting is responsible for maintenance and operations of traffic signals and street lights which are not part of

developments.

The major portion of this budget is for electrical costs to operate traffic signals and associated lighting, equipment

maintenance and the installation of new street lights at key locations. Most typical residential street lights are

owned by and maintained by Xcel Energy

MISSION CRITICAL / HIGH IMPACT DELIVERABLES: Critical / High Impact Deliverables

Signal mast painting

Bulb replacement

Opticom service

Technical repairs on traffic signals

Maintain the current traffic signals and street lights system


Object 2014 2015 2016 2017 2018


5211 Operating Supplies 1,328$ -$ 3,173$ 2,000$ 2,000$

5353 Insurance 97 85 97 100 100

5361 Utilities-Street Lights & Signals 78,389 81,644 80,073 83,000 83,000

5366 Electric Interim Rate Refund (408) (1,798) (123) - -

5375 Repair & Maintenance-Lights & Signals 38,725 36,507 42,412 37,000 39,000

5425 Contractual Services 12,863 - 13,211 12,000 12,000

5434-35 Late Fees/Early Discounts Taken - 35 - - -



CITY OF WOODBURY

GENERAL FUND

PARK AND RECREATION


- Municipal Buildings

- Recreation

- Parks & Forestry

76

MUNICIPAL BUILDINGS


DEPARTMENT: Park and Recreation

DIVISION/BUDGET GROUP: Municipal Buildings


The mission of the Municipal Buildings Division is to: provide clean, well-maintained and comfortable facilities for the

building users in the most cost-effective and energy efficient manner. The buildings maintained are: Central Park, City

Hall, Public Safety, Public Works and three fire stations, totaling approximately 333,000 square feet. In addition, the staff

provides support and overall building system maintenance for Eagle Valley Golf Course and HealthEast Sports Center.

Included in the budget is $31,700 in reimbursable costs for the maintenance and operation of areas in Central Park

associated with the Washington County Library, South Washington County School’s Early Childhood Family Education,

Southeast Area YMCA and other tenants.


Coordinate preventive maintenance work order program

Maintain building automation control adjustments and repairs

Complete HVAC mechanical repairs and maintenance

Complete plumbing/electrical repairs and maintenance

Oversee contractual janitorial and cleaning services


Complete two capital projects: Replacement of the EPDM roof at the Afton Fire Station, as it has reached the end

of its life cycle and two atmospheric boilers at the Public Safety Building, as they have also reached the end of

their life cycle.


Improve energy efficiency to reduce gas and electric usage as building mechanical systems age and are replaced.

Increase proficiency in the operation of the field house geothermal, building automation and lighting systems at

the HealthEast Sports Center.

BUDGET HIGHLIGHTS:

5362 Utilities-Gas: Natural gas cost has been decreased to reflect current rates and the trend toward less

consumption due to milder winters.

77

MUNICIPAL BUILDINGS



2018

Position Budget

Salaries - Regular:

Building Maintenance Supervisor 1.0

Building Maintenance Specialist 1.0

Building Maintenance Technician 2.0

Total 4.0



Municipal Buildings 2012 2013 2014 2015 2016 Average

1) Operating cost per square-foot maintained $3.47 $3.79 $3.93 $3.81 $3.82 $3.76


2) BTUs used per square-foot 88,900 92,030 96,020 80,845 78,000 87,159

Maintenance Services

3) Number of maintenance requests 286 276 310 305 311 298



78

MUNICIPAL BUILDINGS



Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime 1,947 709 2,753 3,000 3,100

5141 F.I.C.A. 14,082 16,590 19,208 21,060 22,100

5142 P.E.R.A. 14,164 17,168 19,664 20,639 21,600




Subtotal 279,361 326,143 366,856 387,168 401,800

5201 Office Supplies - 12 5 200 200


5215 Operating Supplies-Uniforms 455 605 629 1,100 1,100

5220 Operating Supplies-Small Equipment 17,633 - - - -

5301 Professional Services-General 4 10,635 14,222 15,000 12,000

5311 Telephone 1,083 1,153 1,449 2,700 2,000

5313 Postage 35 4 14 50 100


5331 Legal Notices - - - 300 300

5353 Insurance 9,298 12,545 11,917 12,094 9,500

5361 Utilities-Electric 261,356 245,348 256,773 263,747 261,500

5362 Utilities-Gas 125,212 84,063 75,786 117,500 94,500


5366 Electric Interim Rate Refund (1,819) (4,433) (1,189) - -

5368 Community Solar Garden Program - - - - (9,500)

5371 Repair & Maintenance-Buildings & Structure 96,652 94,602 91,286 99,500 102,000

5402 Dues & Subscriptions 25 - - 300 300

5405 Travel & Training 46 799 722 3,000 3,000


5434-35 Late Fees/Discounts Taken (187) (152) (166) - -

Subtotal 889,678 822,292 871,158 950,691 910,600


Personal Services:


79

RECREATION



DIVISION/BUDGET GROUP: Recreation Division


The mission of the Recreation Division is to: provide a wide variety of quality recreational opportunities designed to build

a culture (or be a leader) in promoting life-long health and wellbeing for all ages and interests. We will continuously

monitor trends that reflect changing demographics with traditional and non-traditional partnerships. Together we will

strive for excellence through innovation and positive experiences.

The Recreation Division provides a range of comprehensive recreational programs for the community with a focus on using

City and school facilities. Areas of programming include: Youth & Family, Special Events, Playgrounds, Adult Leagues,

50+, Tennis and Performing Arts. The Recreation Division also operates Lookout Ridge Indoor Playground and

coordinates meeting and banquet room rentals at Central Park, Eagle Valley Golf Course, HealthEast Sports Center and

rentals of shelters, buildings and fields throughout the park’s system. The division partners with the youth athletic

associations, YMCA, School District 833 and other community groups on activities and programs.


Programs and Special Events

P/R Marketing

Fiscal Responsibility

Community Collaborations/Partnerships

Rentals/Scheduling Fields, Facilities, Buildings and Central Park

Lookout Ridge Indoor Playground


Develop a plan with Washington County, School District 833 and the YMCA for governing and remodeling

Central Park.

Develop a coordinated customer service model for all frontline customer service staff at Central Park, City Hall

and HealthEast Sports Center.

Become proficient with the new Central Park Café operations.

LONG-TERM OBJECTIVES

Develop a standard for measuring the need for additional recreation program staffing as well as an established

recreation intern program.

Implement operational and building changes at Central Park.

Continue to evaluate the changing demographics so as to offer recreation programs that are in line with the City

Council strategic issue of being a welcoming and inclusive community for all residents.

Secure permanent year-round gym space for recreation programs and special events.

BUDGET HIGHLIGHTS:

5115 Salaries Part-time: The increase is to staff the Central Park Café operations at Central Park, which is offset

by concession revenues.

5301 Professional Services: The increase is for the addition of tenant user’s liability insurance protection. This

option is made available to customers renting facilities when they choose to not provide their own insurance

coverage. Rental fees are increased to offset the cost of insurance protection when selected.

80

RECREATION


5335 Payment Processing Fees: The increase is directly related to the increased revenue from the Central Park

Café operation.

5341 Printing: The increase is to accommodate the update and re-printing of the foldout map of the City that

highlights parks, trails and facilities.


2018

Position Budget

Salaries - Regular:

Parks & Recreation Director 1.00

Recreation Operations Supervisor 1.00

Recreation Manager 1.00

Central Park Manager 1.00

Recreation Specialist 2.00

Recreation Technician 1.00


Subtotal 8.00


Customer Service Assistant 2.10

Seasonal positions 7.61

Subtotal 9.71

Total 17.71

81

RECREATION



5 Year


1) Percentage of respondents rating 88% 87% 82% 87% 89% 87%

recreational programs good or excellent on

community survey*


Recreation Programs: 2012 2013 2014 2015 2016 Average

2) Percentage of activity fees to expenditures 71% 67% 67% 63% 65% 67%


3) Number of participants in revenue programs 50,072 57,000 64,875 57,701 64,105 58,751


Field Usage:

4) Total hours that recreational fields were reserved 50,497 48,086 49,343 52,226 52,988 50,628

Central Park Operations:

5) Total hours that Central Park facilities were 4,058 6,991 5,274 6,101 5,740 5,633

reserved (not including Lookout Ridge)

6) Total Central Park rental income $143,551 $123,668 $124,900 $103,333 $96,041 $118,299

% Change from Prior Fiscal Year (13.9%) 1.0% (17.3%) (7.1%)

Lookout Ridge Operations:

7) Number of paid admissions to Lookout Ridge 29,605 36,532 38,843 32,460 36,681 34,824

8) Lookout Ridge income $171,125 $171,506 $154,767 $153,769 $186,258 $167,485


Park Shelters and Buildings:

9) Total hours that park shelters and building 9,181 7,180 8,429 10,506 12,315 9,522

facilities were reserved

10) Park shelters and buildings rental income $26,635 $31,705 $37,397 $33,939 $40,999 $34,135



82

RECREATION



Object 2014 2015 2016 2017 2018



5111 Salaries-Overtime 1,652 649 751 - -


5141 F.I.C.A. 54,301 58,121 58,337 64,846 68,800

5142 P.E.R.A. 45,072 50,236 51,027 56,303 56,400




5156 Unemployment Compensation 123 272 855 - -

Subtotal 934,486 1,000,142 1,021,955 1,110,945 1,162,500

5201 Office Supplies 5,011 8,025 7,453 8,000 8,000

5210 Operating Supplies-Revenue - - - - 7,000


5215 Operating Supplies-Uniform All - - - 1,460 1,300

5220 Operating Supplies-Small Equipment - 4,613 850 - -

5240 Cost of Goods Sold-Food - - - - 36,000

5241 Cost of Goods Sold-Beverages - - - - 12,000

5301 Professional Services-General 178 333 70 400 2,400

5311 Telephone 4,756 4,672 4,445 4,296 4,500

5313 Postage 15,395 16,415 16,952 18,500 18,500




5341 Printing 39,938 40,594 60,423 59,290 65,000

5353 Insurance 6,699 7,038 6,846 6,382 6,900

5392 Rental - - - - 1,500



5405 Travel & Training 3,406 1,704 4,388 4,000 4,800


5431 Uncollectible Accounts/Over-Short 1 3 1,470 - -

Subtotal 434,021 483,503 506,253 530,862 603,700


Personal Services:


83

PARKS AND FORESTRY



DIVISION/BUDGET GROUP: Parks and Forestry


The Parks and Forestry Division is responsible for providing and maintaining a comprehensive system of facilities, open

spaces, parks and trails, to address the leisure needs and enhance the quality of life for the community. This is

accomplished by working cooperatively, being highly organized, practicing good stewardship and exhibiting a positive

attitude.

The Parks and Forestry Division consists of 16 full-time staff (4 management / 12 PSW), approximately 50 seasonal staff,

contractual services and an institutional community work crew.


Develop, provide and maintain safe, quality and sustainable recreational facilities for the community.

Concentrate staff and funding in the inspection, maintenance, repair and installation in the areas of athletic fields,

buildings, trails, courts, rinks, ornamentals, forestry, turf, play equipment, parking lots, general amenities and

native areas.

Assist other divisions as needed, such as the Street Division with snow and ice control operations and the

Recreation Division with special events and programs.


Enhance training program for new seasonal and full-time staff to further progress a work culture of safety.

Assist in CIP delivery of Ojibway Park.

Complete technology upgrades and best management practice implementations to increase water conservation

with City irrigation systems.

Develop a replacement inventory for all major infrastructure in the park system.


Gather trend data to develop a standard for measuring the need for additional staffing as parks, trails and open

space facilities are added.

Continue mowed turf conversion into native plantings areas to reduce mowing burden and increase pollinator

habitat.

BUDGET HIGHLIGHTS:

5102-5154 Personnel Services: The personnel services includes the addition of a Public Service Worker. This

additional full-time position will help meet workload demands that occur on weekends, by working a shifted

schedule that includes Saturdays and Sundays. In addition to sustaining weekend coverage, this position will also

help meet demands in other mission critical areas as needed.

5301 Professional Services-General: Two restoration grants have been completed, which has caused a decrease in

this line item.

5378 Repair Maintenance Grounds: The increase reflects additional spending for enhanced landscaping around

monument signs, replacement ornamental plants in landscape beds and additional play equipment replacement.

5425 Contractual Services: The primary increase in spending is for additional ornamental maintenance services,

play equipment border installation, ballfield dugout concrete, miscellaneous parks signage and the Windwood Park

project identified in the HUD Fund. For 2017, this line item was adjusted for contractor bid awards by $75,628 for

a transfer out to the Street Reconstruction/Maintenance Fund. The original transfer out estimated was $109,000.

84

PARKS AND FORESTRY



2018

Position Budget

Salaries - Regular:

Assistant Parks & Recreation Director 1.00

Parks Supervisor 1.00

Assistant Parks Supervisor 2.00


Subtotal 17.00



Subtotal 12.56


85

PARKS AND FORESTRY



5 Year


1) Percentage of community survey 86% 87% 85% 89% 92% 88%

respondents rating recreational facilities as

excellent or good.*

2) Percentage of community survey respondents 86% 85% 84% 88% 88% 86%

rating the condition of trails as excellent or good*

3) Percentage of community survey respondents 85% 77% 79% 75% 80% 79%

rating snow removal on city trails as excellent or

good*

Efficiency Measure: 5 YearParks: 2012 2013 2014 2015 2016 Average

4) Number of acres of park per 1,000 households. 126 127 127 128 126 127

Turf Mowing:

5) Total hours to complete mowing of city 5,794 7,210 8,587 8,990 7,861 7,688

maintained turf

Trails:

6) Miles of trails per 1,000 households. 5.4 5.6 5.6 5.5 5.5 5.5

Forestry:

7) Number of trees planted using city funds 756 178 1,535 442 466 675

Efficiency and Workload:

8) Cost of park maintenance per household $113 $103 $129 $125 $138 $122


9) Cost per acre in park system $894 $814 $1,014 $973 $1,094 $958


10) Number of acres in park system 3,081 3,144 3,186 3,290 3,323 3,205

11) Number of acres finished and mowed 527 534 534 540 542 535

12) Number of miles of trails 132 139 140 140 143 139


86

PARKS AND FORESTRY



Object 2014 2015 2016 2017 2018


5102 Salaries-Regular 883,940$ 962,777$ 1,032,824$ 1,079,212$ 1,189,800$



5141 F.I.C.A. 92,541 93,877 99,165 112,438 121,000

5142 P.E.R.A. 69,113 74,651 80,992 84,391 92,800




5156 Unemployment Compensation 10,017 16,185 4,974 12,000 11,800

Subtotal 1,669,964$ 1,717,323$ 1,834,047$ 1,974,456$ 2,112,000$

5201 Office Supplies 1,294 2,275 1,013 1,500 1,500




5218 Operating Supplies-Fertilizer 32,070 38,654 42,964 57,596 57,000


5224 Operating Supplies-Seed 109,204 24,350 21,918 61,300 57,100

5225 Operating Supplies-Irrigation 48,422 20,236 41,773 16,000 20,500



5311 Telephone 9,473 10,581 11,646 11,320 14,400

5313 Postage 50 184 55 150 100

5321 Use of Personal Auto 829 1,235 1,081 2,000 2,000

5331 Legal Notices - 246 251 200 200

5353 Insurance 33,970 42,056 38,563 36,847 35,400

5357 Vandalism 4,373 10,099 6,200 10,000 10,000


5362 Utilities-Gas 6,538 4,950 4,034 4,635 4,600


5366 Electric Interim Rate Refund (118) (2,270) (82) - -



5378 Repair & Maintenance-Grounds 163,872 142,480 142,805 136,500 153,100

5383 Trees and Plantings 54,711 85,077 40,024 85,000 85,000

5392 Rental 31,452 30,378 36,653 27,000 34,000



5405 Travel & Training 10,112 12,528 6,105 11,000 11,000


5434-35 Late Fees/Early Discounts Taken 25 (70) (28) - -

Subtotal 1,509,914 1,439,629 1,648,045 1,323,016 1,455,200

Personal Services:



87

PARKS AND FORESTRY



Object 2014 2015 2016 2017 2018


5514 Machinery & Equipment 51,200$ 45,600$ 73,652$ 50,000$ 50,000$

Subtotal 51,200 45,600 73,652 50,000 50,000

5701 Transfers Out - Street Reconstr/Maint. Fund - - 26,828 75,628 -

Subtotal - - 26,828 75,628 -


Transfers:

Capital Outlay:

DETAIL OF CAPITAL OUTLAY 051:

Object 2018

No. Item Budget

5514 Machinery & Equipment:

Playground Equipment - Replacement 50,000$

Total Capital Outlay 50,000$

CITY OF WOODBURY

SPECIAL REVENUE FUNDS


Special Revenue Funds:

- Administration Fee Fund

- Public Safety Activities Fund

- Emergency Medical Services Fund

- Fire Relief Pension Fund

- HealthEast Sponsorship Fund

- Housing and Urban Development Fund

- Economic Development Authority Fund

- Housing and Redevelopment Authority Fund

89

ADMINISTRATION FEE FUND


The Administrative Fee Fund receives revenues from a charge to all public improvement projects conducted in the City.

The charge is currently 5.25 percent of construction costs. This fund is used to offset the General Fund City Engineering

Division costs and fund special assessment fees.

BUDGET SUMMARY – FUND NUMBER 206:

Object 2014 2015 2016 2017 2018

No. Actual Actual Actual Budget Budget

1,584,489$ 1,736,047$ 1,933,050$ 1,916,455$ 1,722,905$

Revenues:

4379 Unrealized Gains/Losses on Investments 17,463 (1,301) (5,495) - -

4381 Investment Earnings 16,379 19,065 21,936 17,450 27,000

4394 Administration Charges 417,611 691,251 473,597 300,000 500,000

4395 Special Assessment Fee 14,739 2,988 8,367 4,000 -

Total Revenue 466,192 712,003 498,405 321,450 527,000

Expenditures:

5301 Special Assessment Fee - Washington County 14,634 15,000 15,000 15,000 750

5701 Transfers Out - General Fund 300,000 500,000 500,000 500,000 515,000

Total Expenditures 314,634 515,000 515,000 515,000 515,750

1,736,047$ 1,933,050$ 1,916,455$ 1,722,905$ 1,734,155$

Beginning Fund Balance

Ending Fund Balance

90

PUBLIC SAFETY ACTIVITIES FUND


The Public Safety Activities Fund accounts for the activity of forfeiture funds, the Special Response Team, juvenile

programs and other special projects/grants for the Public Safety Department.


2017

Object 2014 2015 2016 Adjusted 2018


80,292$ 70,429$ 44,835$ 71,118$ 63,956$

Revenues:

4344 Contributions - Governmental Agency - SRT Part. 42,024 48,225 49,672 53,562 53,500

4358 Washington County Reimbursement - Narcotic Officer 9,011 19,474 8,701 10,520 12,400

4377 Drug Forfeiture Proceeds 6,327 4,724 5,765 5,600 5,600

4379 Unrealized Gains/Losses on Investments 966 (67) (256) - -

4381 Investment Earnings 907 978 1,021 600 1,700

4395 Miscellaneous Revenue 1,615 - 17,388 - -

4420 Contribution - Woodbury Police Budget - SRT Part. 11,767 14,066 14,487 15,622 15,700

4420 Contribution - Woodbury Police Budget - Chaplaincy Part. - - - - 150

4451 DWI Forfeiture Proceeds 11,303 10,766 31,395 12,298 17,800

4452 Crime Prevention - 482 - - -

4453 Dues - Chaplaincy Corps - - - 1,770 450

Total Revenue 83,920 98,648 128,173 99,972 107,300

Expenditures:

Forfeitures:

5375 Repairs & Maint-Vehicles & Equipment 1,414 2,886 1,637 2,600 2,200

5404 Technology Support & Services 600 300 - 300 300

5405 Travel & Training 4,549 2,422 3,824 5,500 6,600

5429 Forfeiture Purchases 22,025 7,114 4,230 16,030 11,300

5514 Capital Outlay-Machines & Equipment 4,840 - 10,744 - -

Juvenile Programs:

5211 Operating Supplies 2,313 - 2,873 2,500 3,000

Special Response Team:


5311 Telephone 822 782 835 850 900

5405 Travel & Training 13,768 14,306 18,342 14,500 17,800

Narcotic Officer:

5165 Labor Reimbursement 2,490 4,765 4,842 5,000 5,000

5211 Operating Supplies 3,975 750 2,846 2,500 4,000

5311 Telephone 719 719 863 720 900

5405 Travel & Training 1,828 565 150 2,300 2,500

5514 Capital Outlay-Machines & Equipment - 12,675 - - -

Chaplaincy Corps:

5211 Operating Supplies - - - - 100

5215 Operating Supplies-Uniforms - - - 100 100

5405 Travel & Training - - - 400 400


70,429$ 44,835$ 71,118$ 63,956$ 65,656$


Ending Fund Balance

91

EMERGENCY MEDICAL SERVICES FUND



DIVISION/BUDGET GROUP: EMS


The Emergency Medical Services (EMS) Fund was created to account for the cost of providing emergency medical services

to the community. Revenue derived from ambulance billing and property tax from the General Fund support Woodbury

Public Safety EMS activities. The long-term objective of the EMS program is to provide excellent, state of the art,

emergency medical care at a reasonable cost. The quality of care, expenditures, and revenues are constantly monitored in

order to achieve that goal.

Emergency Medical Services provides the following products and services:

Advanced Life Support (ALS): A paramedic responds to all EMS calls and assesses the patient’s need for either

basic or advanced life support care. A paramedic provides patient care if advanced life support care is needed.

Basic Life Support (BLS): A paramedic responds to all EMS calls and assesses the patient’s need for either basic

or advanced life support care. An EMT provides patient care if basic life support care is needed.

EMS Education: Woodbury Public Safety provides EMS education to other services. The revenue reduces the cost

of training our personnel.


Public Safety has identified the following Mission Critical / High Impact deliverables:




Proactive policing

Incident management

Hire and retain high quality employees


Continue hiring and utilizing full time paramedics in accordance with the five-year staffing plan

Provide two staffed ambulances 24/7 and one power shift ambulance based on community needs

BUDGET HIGHLIGHTS:

5102-5165 Personnel Services: In accordance with the five-year staffing plan, two full-time paramedics are

included in the 2018 budget, for a total of 10 full-time paramedics.

5203 Office Supplies-Printed Forms: Decreased by $2,200 due to medical guideline books not needed this year.

5215 Operating Supplies – Uniforms: Increased by $3,500 due to the addition of 2 full-time paramedics.

5221 Operating Supplies – Legend Drugs: Due to business agreements with healthcare organizations and buying

co-ops, this budget area remains flat, even as our call volume increases.

5301 Professional Services: Increased by $5,200. This increase is directly related to increased volume in EMS

calls. This category includes MN Care Tax as well as the cost to process and bill for EMS calls.

92



5375 Repair & Maintenance of Vehicles & Equipment: Decreased by $10,101 due to Fleet Services assuming

ambulance chassis repair and maintenance responsibilities.

5380 Repair & Maintenance of Communication Equipment: Increased by $2,862 due to additional radios needed

for part-time and full-time paramedics.

5385 Fleet Services Reimbursements: Increased by $15,800 due to Fleet Services assuming ambulance chassis

repair and maintenance responsibilities.

5404 Technology Support and Services: Increased by $18,092 due to mobile data computer fees, scheduling

software and “Hal” training simulator service plan.

5409 Health, Safety & Wellness Programs: Increased by $1,796 due to annual physicals.


2018

Position Budget

Salaries - Regular:

Director Public Safety (1)

0.05

Deputy Director Public Safety (2)

0.05

Emergency Services Commander (3)

0.10

EMS Commander (4)

0.80

Police Officer (5)

1.95

Firefighter (6)

2.25

Paramedic 10.00

Subtotal 15.20



Paramedic 1.76

Subtotal 2.49

Total 17.69

(1) 70% Police, 5% EMS, 25% Fire.

(2) 85% Police, 5% EMS, 10% Fire.

(3) 90% Emergency Preparedness, 10% EMS.

(4) 10% Police, 80% EMS, 10% Fire.

(5) 56 Officer positions: 13 designated Police Officer / Paramedic - 85% Police and 15% EMS.

(6) 9 Firefighter positions: 75% Fire and 25% EMS.

93


OPERATING BUDGT – 2018


5 Year


1) Percentage of respondents who rated emergency 100% 100% 99% 97% 94% 98%

medical service as excellent or good in the

community survey*


Response to Emergency Calls 2012 2013 2014 2015 2016 Average

2) Response time - medic average (minutes) 3.7 3.7 3.8 3.8 3.7 3.7

3) Paramedic response time - percentage of time on 86% 90% 89% 88% 89% 88%

scene in less than five minutes

4) Ambulance response time - percentage of time 91% 86% 87% 83% 86% 87%

on scene with two paramedics in less than 11 mins.

Workload

5) Number of EMS patients 2,313 2,554 2,743 2,999 3,601 2,842


6) Number of ALS patients transported 1,878 1,958 2,066 2,237 2,516 2,131


7) Number of BLS patients transported 100 167 125 136 164 138

% Change from Prior Fiscal Year 67.0% (25.1%) 8.8% 20.6%

8) Number of patients refused care or treated 333 426 542 573 645 504

but not transported


Other:

9) Percentage of patients that utilize Medicare or 46% 47% 47% 45% 43% 46%

Medicaid


94



BUDGET SUMMARY:

1,155,725$

Projected Revenue:

* Run Revenue 5,093,600$

Medicare Assignment Discount (1,990,900)

Medical Assistance Discount (557,800)

Sliding Fee Discount (3,300)

Other Discounts (18,300)

Uncollectible Accounts (203,700)

General Property Taxes 665,909

Other Revenues 7,900

Investment Earnings 15,700

Total Revenue 3,009,109

Projected Expenditures:

Salary & Benefits 2,357,900

Operating Expenditures 434,400

Capital Outlay 8,000

Total Expenditures 2,800,300

Ending Fund Balance 1,364,534$

* Ambulance Runs - 2018 projections: 2,594 ALS runs, 157 BLS runs.


(excludes net accounts receivable balance)

95



OPERATING REVENUES:

2017



4440 Run Revenue 3,611,733$ 4,038,389$ 5,004,934$ 4,378,812$ 5,093,600$

4442 Medicare Discount (1,142,205) (1,424,269) (1,695,279) (1,551,516) (1,990,900)

4443 Medical Assistance Discount (376,188) (369,973) (584,613) (422,290) (557,800)

4444 Sliding Fee Discount (3,051) (1,168) (4,735) (3,300) (3,300)

4445 Other Discounts (16,456) (16,407) (20,179) (18,000) (18,300)

4500 Uncollectible Accounts (156,865) (171,086) (168,067) (175,152) (203,700)

Total Operation Revenue 1,916,968 2,055,486 2,532,061 2,208,554 2,319,600

4311 General Property Taxes - - 466,859 665,909 665,909

Adjust to Actuals General Property

Taxes for Paramedic Personnel - - (6,675) - -

4379 Unrealized Gains/Losses on Investments 5,232 (598) (3,025) - -


4387 Donations - - - 3,400 -

4395 EMT Class Charges 6,225 6,815 5,700 6,500 4,500

4395 Miscellaneous Revenue 30 150 219 - -

4420 Transfer-In - General Fund - 226,698 - - -

4431 Late Payment Fee 3,190 2,900 2,880 3,100 3,400

Total Other Revenue 19,585 244,723 478,034 688,409 689,509

Total Fund Revenue 1,936,553$ 2,300,209$ 3,010,095$ 2,896,963$ 3,009,109$

96



OPERATING BUDGET – FUND NUMBER 212:

2017



5102 Salaries-Regular 618,312$ 782,266$ 963,679$ 1,106,622$ 1,230,500$

5103 Salaries-Holiday Pay 14,140 20,743 24,832 34,551 39,400



5141 F.I.C.A. 39,346 50,455 67,274 82,518 101,500

5142 P.E.R.A. 121,589 140,808 152,550 162,455 168,100




5159 Change in Compensated Absences 4,422 6,973 4,545 8,900 11,000

Subtotal 1,409,188 1,589,564 1,871,842 2,088,808 2,357,900

5201 Office Supplies 1,647 812 2,134 1,000 800

5203 Office Supplies-Printed Forms - - 825 3,000 800


5215 Operating Supplies-Uniform 12,028 12,145 15,356 15,500 19,000

5216 Operating Supplies-Motor Fuels & Lubricants 5 - - - -


5221 Operating Supplies-Legend Drugs 18,327 16,094 13,354 18,000 18,000


5305 Professional Services-Legal - - - 500 500

5306 Professional Services-Hiring 2,711 2,396 1,815 3,306 2,500


5311 Telephone 6,960 8,432 8,245 10,676 10,700

5313 Postage 116 76 118 100 100

5321 Use of Personal Auto - 3 - 500 500

5353 Insurance 5,277 5,266 5,806 5,156 7,600

5371 Repair & Maint.-Buildings & Structures - - 4,067 - -

5374 Repair & Maint.-Office Equipment 6,526 7,800 7,200 7,800 7,500

5375 Repair & Maint.-Vehicle & Equipment 19,354 17,177 9,629 20,101 10,000

5380 Repair & Maint.-Communication Equip. 12,573 10,714 10,714 11,538 14,400

5385 Fleet Services Reimbursements 27,972 23,781 42,209 25,500 41,300

5393 Rental-Office Equipment 703 466 462 500 500



5405 Travel & Training 42,871 39,566 24,087 46,500 46,700

5409 Health, Safety & Wellness Programs - 2,365 814 3,204 5,000

5434 Late Fees & Penalties 30 - 15 - -

Subtotal 381,535 334,682 361,092 396,949 434,400

5500 Capital Improvement - Replacement Schedule - - 26,222 - -

5512 Office Equipment - - - - 8,000

5514 Machinery & Equipment 20,395 - 101,612 267,024 -

2016 Project Encumbrances - - 192,500 - -

Subtotal 20,395 - 320,334 267,024 8,000


Personal Services:


Capital Outlay:

97



DETAIL OF CAPITAL OUTLAY:

Object 2018

No. Item Budget

5512 Office Equipment:

Replacement Scheduling Software 8,000$


98

FIRE RELIEF PENSION FUND


The Fire Relief Pension Fund accounts for all the costs associated with the WFBA pension plan including the state aid

received from the State of MN. The primary revenue sources are property taxes and the 2 percent surcharge on property

insurance redistributed by the state to cities.

The pension benefit per year of service is currently $6,720 and the benefit was last increased in 2008. Due to the increases

in pension fund investment assets and the Minnesota state fire aid contributions, the funding ratio is at 141 percent per the

December 31, 2016 WFBA audited financial statements. Based on the WFBA report filed with the City and the Office of

State Auditor, no municipal contribution will be necessary for 2018. Over the last five years, there has been no municipal

contribution required of the City.


Object 2014 2015 2016 2017 2018


208,113$ 213,183$ 216,003$ 218,303$ 220,603$

Revenues:

4355 Intergovernmental Revenue - State Fire Aid 359,517 396,536 400,737 405,000 410,000

4379 Unrealized Gains/Losses on Investments 2,616 (207) (769) - -


Total Revenue 364,587 399,356 403,037 407,300 413,500

Expenditures:

5144 MN State Fire Aid to WFBA Pension Plan 359,517 396,536 400,737 405,000 410,000


213,183$ 216,003$ 218,303$ 220,603$ 224,103$


Ending Fund Balance

99

HEALTHEAST SPONSORSHIP FUND


In April, 2017 the City Council approved an agreement with HealthEast Care Systems (HealthEast) to make the East

Metro-based healthcare provider the named sponsor of Bielenberg Sports Center. As part of the 14-year sponsorship

agreement, the HealthEast name has replaced Bielenberg as the primary name on the facility and the first year sponsorship

payment of $126,785 was received in May of 2017. The agreement calls for 13 additional annual payments for a total

amount of $1,774,990. The 2017 budget has been restated to include the fund’s sponsorship revenues. HealthEast has the

option of extending the agreement beyond the initial 14 year term for an additional five years at $307,163 per year.

For 2018, there is no expenditure activity budgeted in the fund as the City Council determines how the sponsorship

proceeds would be utilized.


2017



-$ -$ -$ -$ 126,785$

Revenues:

4471 Sponsorship Agreement - - - 126,785 126,800

Total Revenue - - - 126,785 126,800

Expenditures:

- - - - -

Total Expenditures - - - - -

-$ -$ -$ 126,785$ 253,585$


Ending Fund Balance

100

HOUSING AND URBAN DEVELOPMENT FUND



DIVISION/BUDGET GROUP: Housing and Urban Development


Beginning in 2010, Woodbury became a direct recipient of Community Development Block Grant (CDBG) and HOME

Investment Partnerships Program (HOME) funds via the US Department of Housing and Urban Development (HUD).

These federal grant programs area available to cities with populations of 50,000 or more. Prior to becoming a direct grantee

of these HUD funds, the dollars were awarded to Washington County who used them within the county and not necessarily

in Woodbury. As such, the City of Woodbury decided to become its own direct grantee effective to ensure effective local

control of these dollars.

HOME funds must be used to further affordable housing purposes while CDBG dollars have a wide range of eligible uses

including but not limited to economic development, housing, infrastructure, parks and recreation, public facilities and

public services.


Compliance with 2015-2019 Consolidated Plan.

HUD Projects as outlined in the 2017 Annual Action Plan as adopted on May 10, 2017.


Continue to provide supplemental funding to the Woodbury HRA loan programs.

Analyze CDBG program for potential neighborhood-scale park, trail and/or infrastructure uses.

BUDGET HIGHLIGHTS:

Woodbury’s HUD program runs on a July to June program year and the allocation of funds is governed by the City’s

Annual Action Plan which is approved by the City Council each spring prior. For the purpose of this budget document, the

main HUD-funded project is:

$81,400 of CDBG and $54,300 of HOME will be used to supplement the HRA loan programs. (The availability of

this fund source allowed the City to reduce the amount of its municipal HRA levy by $100,000 beginning in

2011.)

$120,000 of CDBG will be used to provide equipment replacement and related upgrades to Windwood Passage

Park.

Additionally, $38,900 of CDBG is reserved for program administration.

101



$-

$75,000

$150,000

$225,000

2014 2015 2016 2017 Estimated

2018

$53,488 $44,519 $48,386 $48,427 $48,800

$185,971 $180,769 $178,535 $191,135 $191,200

Award

Year

CDBG and HOME Annual Awards

HOME CDBG

102




2017



-$ -$ -$ -$ -$

Revenues:

4349 HOME Investment Partnerships Program - HOME Award 2018 - - - - 48,800

4349 HOME Investment Partnerships Program - HOME Award 2017 - - - 48,427 -

4349 HOME Investment Partnerships Program - HOME Award 2016 - - - 48,427 -

4349 HOME Investment Partnerships Program - HOME Award 2015 - - 6,537 37,982 -

4349 HOME Investment Partnerships Program - HOME Award 2014 - 34,325 19,163 - -

4349 HOME Investment Partnerships Program - HOME Award 2013 26,824 15,750 - - -

4349 HOME Investment Partnerships Program - HOME Award 2012 23,743 - - - -

4350 Community Development Block Grant - CDBG Award 2018 - - - - 191,200

4350 Community Development Block Grant - CDBG Award 2017 - - - 178,535 12,600

4350 Community Development Block Grant - CDBG Award 2016 - - - 178,535 -

4350 Community Development Block Grant - CDBG Award 2015 - - 84,778 95,991 -

4350 Community Development Block Grant - CDBG Award 2014 - 38,675 147,296 - -

4350 Community Development Block Grant - CDBG Award 2013 138,401 57,109 - - -

4350 Community Development Block Grant - CDBG Award 2012 96,411 - - - -

4379 Unrealized Gains/Losses on Investments - (4) - - -

4381 Investment Earnings - 67 - - -

Loan Repayments - HOME & CDBG Programs 17,876 95,614 96,923 95,000 42,000

Total Revenue 303,255 241,536 354,697 682,897 294,600

Expenditures:

CDBG Program Administration 23,410 22,407 30,020 36,997 38,900

Projects-HOME - Loan Pool 55,000 54,250 27,125 48,400 54,300

Projects-HOME - Redevelopment - - - 163,500 -

Projects-CDBG - Loan Pool 224,845 164,879 56,366 225,000 81,400

Projects-CDBG - Park Projects and Redevelopment - - 241,186 209,000 120,000


-$ -$ -$ -$ -$


Ending Fund Balance

(excludes loans receivable balance)

PROJECTS :

2018

Budget

Projects:

HOME:

5624 Supplement to HRA Loan Programs 54,300$

CDBG:

Windwood Passage Park 120,000

5624 Supplement to HRA Loan Programs 81,400

Subtotal 201,400

Total Projects 255,700$

103

ECONOMIC DEVELOPMENT AUTHORITY FUND



DIVISION/BUDGET GROUP: Economic Development Authority


The Economic Development Authority mission is to retain, expand and recruit diversified business development which

provides varied and broad job opportunities for the purpose of maintaining the community’s high quality of life.

The EDA was created by the City Council in 1988 to encourage development of the City’s tax base. The EDA may issue

financing to or otherwise subsidize qualifying businesses. The Mayor and City Council members serve as the EDA

President and Commissioners.


Economic Development Strategic Plan implementation

Business retention and expansion

Business attraction

OBJECIVES TO BE ACCOMPLISHED:

Adoption and implementation of 2018 Economic Development Strategic Plan

BUDGET HIGHLIGHTS:

The 2018 budget varies by less than one-half of a percent from the 2017 budget. The primary areas that EDA

resources are allocated to are the marketing of the community.

104

ECONOMIC DEVELOPMENT AUTHORITY FUND



2017



1,161,106$ 1,135,292$ 1,142,132$ 1,143,820$ 1,076,734$

Revenues:



4386 LMCIT Dividends 194 473 724 290 500

4395 Miscellaneous Revenue - Conduit Debt Fee - - 100,000 - -

Total Revenue 24,493 13,458 111,219 11,290 17,500

Expenditures:

5301 Professional Services 15,367 10 353 50,000 50,000

5305 Professional Services - Legal 192 - 51 750 700

5307 Professional Services - Auditing 500 500 500 500 500

5313 Postage 238 173 1 250 200


5331 Legal Notices - - 146 - -

5353 Insurance 912 878 875 876 900


5405 Travel & Training - - 271 - -

5701 Transfer Out - HRA Fund - - 100,000 - -


1,135,292$ 1,142,132$ 1,143,820$ 1,076,734$ 1,015,934$


Ending Fund Balance


105

HOUSING AND REDEVELOPMENT AUTHORITY FUND



DIVISION/BUDGET GROUP: Housing and Redevelopment Authority Housing Fund


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

development or creation of affordable housing and to reduce or eliminate blight. The primary funding source of the HRA is

the HRA levy. These funds have been used in the past for activities such as the purchase of land for future affordable

housing in City Walk, funding the HRA loan programs and paying the salary and benefit costs of the City’s Housing and

Economic Development Coordinator. The Mayor and City Council members serve as the HRA Chair and Commissioners.

The HRA budget attempts to balance the funding of programs important to the City with maintaining as small of a tax

burden as feasible. State statutes mandate that an HRA levy may not exceed 0.0185 percent of taxable market value in the

City. The 2018 market value of the City of Woodbury is estimated to be $8,502,689,600 which would allow for a maximum

2018 HRA property tax levy of $1,572,998. As such, the 2018 HRA levy of $250,000 represents about 15.9 percent of the

potential HRA property tax levy.


Coordinate HRA loan pool

Begin analysis of the structure and timing of a future Housing Action Plan, following the adoption of the 2040

Comprehensive Plan


Issuance of HRA loans: Continue to coordinate and issue the loans from the three HRA loan programs.

Woodbury First-Time Homeownership Program

Woodbury Foreclosure Purchase Program

Woodbury Home Improvement Fund

Education and Marketing: The HRA loan programs require marketing and homeowner education to be successful.

Staff will modify tactics to reach new audiences, contractors and stakeholders.

Settler’s Ridge Senior Housing Conduit Debt: The HRA has issued conduit debt to provide financing for the

affordable senior housing project to be known as Settler’s Ridge Senior Housing. The financial role that the HRA

will play in this regard will be completed in 2018 as the project commences its construction phase.

LONG TERM OBJECTIVES:

Develop strategies to determine and meet the needs of affordable senior housing.

Partner with planning and code enforcement staff to determine appropriate roles of the Authority regarding aging

housing stock.

Modify and update housing policies as part of the 2040 Comprehensive Plan process.

Evaluate progress toward status as a sustainable revolving loan pool.

BUDGET HIGHLIGHTS:

The HRA levy is $250,000, the same levy as previous years. The HRA funds the City’s Housing and Economic

Development Coordinator position less eligible labor reimbursements from the HUD fund.

The 2018 HRA budget establishes a $600,000 loan pool which will be analyzed throughout the course of the year

and adjusted mid-year as needed.

106




Object 2014 2015 2016 2017 2018


1,198,968$ 1,532,686$ 1,707,364$ 1,429,472$ 1,036,963$

Revenues:

4311 HRA Housing Levy 250,000 250,000 250,000 250,000 250,000

4311 Less Market Value Homestead Credit (18) (31) (29) - -

4311 Estimated Property Tax Delinquencies

and Refunds for Tax Court Petitions (4,839) (4,264) (1,150) (2,500) (2,500)

4352 Market Value Homestead Credit 18 31 29 - -



Loan Repayments-Principal 280,573 232,287 261,414 39,500 56,700

4384 Loan Repayments-Interest 46,038 47,391 56,518 79,050 84,700

4386 LMCIT Dividends 126 315 494 190 200

4395 Conduit Debt Fee 316,225 - 67,600 - -

4395 Miscellaneous Revenue/Reimbursed Loan Wire Bank Fees 205 112 924 - -

4420 Transfer In - EDA Fund - - 100,000 - -

Total Revenue 913,085 543,568 749,382 380,340 403,200

Expenditures:

5165 Labor Reimbursement 86,726 90,256 100,762 99,940 102,900

5301-5431 Operating Expenditures 58,568 60,216 87,464 72,909 75,700

Loan Program Disbursements 434,073 218,418 839,048 600,000 600,000

Total Expenditures 579,367 368,890 1,027,274 772,849 778,600

1,532,686$ 1,707,364$ 1,429,472$ 1,036,963$ 661,563$


Ending Fund Balance


PROGRAMS :

2018

Budget

Loan Programs:

Woodbury Foreclosure Purchase Program 100,000$

Woodbury First Time Homeownership Program 450,000

Woodbury Home Improvement Fund 50,000

Total Programs 600,000$

107



$-

$100,000

$200,000

$300,000

$400,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 Budget

2018

$350,000 $350,000

$250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000

Levy

A

mou

nt

Year

Housing Levy Amount

108




2017



5165 Labor Reimbursement 86,726$ 90,256$ 100,762$ 99,940$ 102,900$

5220 Operating Supplies - Small Equipment - - 61 - -

5301 Professional Services - General 49 24 72 130 100

5301 Professional Services - Admin of Loan Programs 50,472 27,985 79,948 61,895 64,000

5305 Professional Services - Legal 474 3,313 978 2,750 3,300


5311 Telephone 530 540 545 600 600

5313 Postage - 11 2 - -

5317 Advertising & Promotions 2,344 210 2,753 3,600 3,600


5331 Legal Notices - - 160 - -

5353 Insurance 912 878 875 876 900

5402 Dues and Subscriptions 495 854 970 970 1,000

5405 Travel & Training 60 182 163 358 400

5407 Projects-Development Assistance 2,500 - - 1,200 1,200

5431 Loan Principal & Interest Deemed Uncollectible - 25,544 - - -

5750 Loan Wire Bank Fees 225 112 413 - -



CITY OF WOODBURY

CAPITAL PROJECT FUNDS


Capital Project Funds:

- Park Dedication Fund

- Tax Abatement Plan I-94 Region Fund

- Street Reconstruction/Maintenance Fund

- Capital Improvement Fund

- Community Investment Fund

110

PARK DEDICATION FUND


The Park Dedication Fund budget represents those funds received through park dedication fees. Three projects are included

in this year’s budget; HealthEast Sports Center Outdoor Rink, Ojibway Park Improvements Phase I and the Phase II Area

Park/Trail.


Object 2014 2015 2016 2017 2018


1,231,600$ 1,708,129$ 2,354,745$ 2,729,135$ 3,265,985$

Revenues:



4395 Property Rent 20,576 21,141 21,635 6,500 24,000

4397 Park Dedication Fees 849,619 658,000 586,600 585,000 555,000

4420 Transfers In - Capital Improvement Fund - - - - 600,000

Total Revenue 901,156 700,999 630,890 615,500 1,219,000

Expenditures:

Projects 424,627 54,383 156,500 78,650 1,852,100


Total Expenditures 424,627 54,383 256,500 78,650 1,852,100

1,708,129$ 2,354,745$ 2,729,135$ 3,265,985$ 2,632,885$

2018

Budget

Projects:

Property Taxes - Open Space Parcels 2,100$

HSC Outdoor Rink - Multi-use Project 50,000

Ojibway Park Improvements Phase I 1,200,000

Phase II Area Park and Trail 600,000

Total Projects 1,852,100$


Ending Fund Balance

PROJECT SUMMARY:

Project

111

TAX ABATEMENT PLAN I-94 REGION FUND


The Tax Abatement Plan I-94 Region Fund accounts for project costs in accordance with the tax abatement plan adopted in

2004 with School District 834. In past budgets, the tax abatement plan revenues were used to retire the internal loan

created by the 2004/2005 I-94 Region street improvements. After the internal loan was retired and the approval of the City

Place utility and street improvements in late 2014, this capital project fund is now budgeted to account for street and utility

improvement costs. The 2016 fund deficiency was funded by a short-term advance of funds from the M.S.A. Roadway

Construction Fund. No projects are planned for 2018.


Object 2014 2015 2016 2017 2018


(212,981)$ 309,700$ (873,723)$ (7,904)$ 822,071$

Revenues:

4311 General Property Taxes 293,843 345,530 316,722 389,849 410,500

4312 Property Tax Abatement - School District 251,182 386,032 343,518 383,626 372,500

4313 Payment in Lieu of Taxes 77,890 53,152 53,582 53,000 58,000

4358 Local Grants & Aids - - 307,218 - -

4379 Unrealized Gains/Losses on Investments 686 (201) - - -

4381 Investment Earnings 644 2,947 - 3,500 14,000

4420 Transfer In - Major Roadway Special Assessments - 750,000 802 - -

4420 Transfer In - Trunk Water & Sanitary Sewer Fund - 62,200 - - -

Total Revenue 624,245 1,599,660 1,021,842 829,975 855,000

Expenditures:

5425 Project - City Place Utility & Street Improvements 98,325 2,783,083 156,023 - -

5611 Internal Loan - Interest Payment

Central District Trunk Storm Sewer Fund 3,239 - - - -

Total Expenditures 101,564 2,783,083 156,023 - -

309,700$ (873,723)$ (7,904)$ 822,071$ 1,677,071$


Ending Fund Balance

112

STREET RECONSTRUCTION / MAINTENANCE FUND


The Street Reconstruction/Maintenance Fund accounts for street reconstruction projects in existing developments. The

revenue sources for this fund include a property tax levy, special assessments, municipal state aid (MSA), transfers from

other funds and investment earnings. The 2018 project is estimated at $11,153,000 with project specific funding of

$3,800,000 from the issuance of debt, $2,033,000 from prepaid special assessments and $975,000 in transfers from the

utility funds. The 2018 budget includes the 5.5 percent funding increase approved by the City Council in the adopted

2017 – 2021 Capital Improvement Plan (CIP). Projects are separately approved by City Council during the year.


2017



4,449,173$ 7,333,910$ 9,337,321$ 11,096,591$ 9,739,567$

Revenues:

4311 General Property Taxes 2,649,190 2,794,896 2,948,615 3,110,789 3,281,882

4358 Local Grants & Aids 70,000 - - 446,000 -



4385 Proceeds from Debt Issuance 1,775,386 4,903,610 3,750,507 2,401,840 3,713,000

4414 Special Assessments - New Projects 1,027,801 1,596,596 1,638,939 1,488,404 1,986,000

4414 Special Assessments - Old Projects 53,425 52,670 47,695 46,000 42,000

4420 Transfer In - General Fund - - 26,828 75,628 -

4420 Transfer In - M.S.A. Roadway Construction Fund - - 5,911,590 - -

4420 Transfer In - Storm Water Utility Fund 765,384 989,272 870,555 922,920 532,000

4420 Transfer In - Water/Sewer Utility Fund 245,708 71,846 100,595 75,938 577,000

Total Revenue 6,701,654 10,518,933 15,425,577 8,717,519 10,272,882

Expenditures:

Street Reconstruction/Maintenance Projects 3,426,604 8,403,873 11,932,726 9,417,597 11,153,000

Reclamite Maintenance Project - - - 628,050 350,000

2014 - 2016 Project Encumbrances - - 1,625,000 - -

5701 Transfer Out - Roadway Rehab Projects 363,869 4,750 27,522 - -

5701 Transfer Out - Debt Service Funds - 79,662 53,005 - 57,000

5701 Transfer Out - General Fund 26,444 27,237 28,054 28,896 30,000

Total Expenditures 3,816,917 8,515,522 13,666,307 10,074,543 11,590,000

7,333,910$ 9,337,321$ 11,096,591$ 9,739,567$ 8,422,449$


Ending Fund Balance

113

CAPITAL IMPROVEMENT FUND


The Capital Improvement Fund accounts for all major acquisitions and projects of the General Fund. The Capital

Improvement Fund accounts for major equipment purchases, street landscaping associated with roadway projects or general

projects. Funding is provided by a property tax levy and debt issuance if needed. For 2018, the property tax levy will

increase 2.5 percent to account for new additions to the fleet and replacement cost inflation. In accordance with adopted

2018 – 2022 Capital Improvement Plan, a $500,000 transfer in from the General Fund is budgeted for 2018.


Object 2014 2015 2016 2017 2018


14,262,736$ 12,609,823$ 12,365,330$ 13,219,189$ 12,644,422$

Revenues:

4311 General Property Taxes 1,983,631 2,023,304 2,084,003 2,125,683 2,178,825

4347 Federal Grants & Aids - 41,142 - - -

4352 Market Value Homestead Credit 2,010 3,608 3,528 - -

4358 Proceeds from Cable Commission 185,306 224,268 287,729 250,000 230,000

4358 Local Grants & Aids - 14,150 - - -



4382 Sale of Property - 30,000 - 15,000 31,000

4395 Miscelleaneous Revenue 34,271 - - - -

4420 Transfer In - General Fund 1,050,545 500,000 2,616,809 500,000 500,000

4420 Transfer In - Risk Management Fund - - 151,600 88,300 -

4428 Equity Transfer In - Public Safety Exp. Fund 10,582 - - - -

Total Revenues 3,553,295 2,967,793 5,249,894 3,088,983 3,129,825

Expenditures:

5220 Small Equipment 232,655 96,029 345,113 191,100 173,000

5500 Capital Projects - Other 128,590 181,406 66,438 251,920 182,000

5510 Buildings & Structures 709,808 644,271 79,568 407,000 153,000

5512 Office Equipment/Systems 235,472 86,248 167,931 481,000 339,000

5514 Equipment 108,433 120,747 125,314 43,000 498,000

5514 Replacement Machinery and Rolling Stock 1,032,143 1,699,639 1,685,191 2,132,130 1,445,000

5514 New Machinery and Rolling Stock 103,863 301,546 507,922 157,600 365,000

2016 Project Encumbrances - - 1,152,200 - -

5701 Transfer Out - Capital Projects 89,038 - 73,201 - -

5701 Transfer Out - Ojibway Park Improvement - - - - 600,000

5701 Transfer Out - PW Expansion Project - 82,400 - - -

5701 Transfer Out - HSC Expansion Project 65,206 - 193,157 - -

5701 Transfer Out - EVGC 2,501,000 - - - -

Total Expenditures 5,206,208 3,212,286 4,396,035 3,663,750 3,755,000

12,609,823$ 12,365,330$ 13,219,189$ 12,644,422$ 12,019,247$ Ending Fund Balance


114


PROJECT DETAIL

Object 2018

No. Item Budget

5220 Small Equipment:

Administration - City Hall Office Addition - Furniture 6,000$

IT - Replacement Laptops 62,000

IT - Replacement Mobile Devices 13,000

Police - Replacement Radios 45,000

Police - Replacement Furniture - Street Crime Unit 28,000

Police - Replacement Rifles 12,000

Fire - Replacement Paid-on-call Pagers 7,000

Subtotal 173,000

5500 Capital Improvements

Municipal Buildings - Replacement Boiler - Public Safety Building 52,000

Municipal Buildings - Replacement Concrete Aprons - Afton Fire Station 26,000

Parks - Replacement Park Monument and Trail Signage 52,000

Parks - New Dugout Covers - HSC and Ojibway Park Fields 52,000

Subtotal 182,000

5510 Buildings and Structures:

Municipal Buildings - Replacement Roofing - Afton Fire Station 93,000

Municipal Buildings - City Hall/Public Safety Security and Entry Areas 50,000

Municipal Buildings - Public Safety Solar Panel Lease Buyout 10,000

Subtotal 153,000

5512 Office Equipment:

Administration - Records Management Module 57,000

IT - Fiber Networking to Fire Stations 75,000

IT - New Virtual Desktop Infrastructure Project 52,000

IT - Virtual Server Hypervisor Refresh 41,000

IT - Replacement Backup/DR Solution 41,000

IT - Wifi System Upgrade 31,000

IT - Data Center Operating System - 3 Licenses 18,000

Police/Fire - Replacement Scheduling Software 24,000

Subtotal 339,000

5514 Equipment:

Fire - Replacement SCBA Equipment 487,000

Fire - New Turnout Gear Washer 11,000

Subtotal 498,000

Total of Capital Improvement Projects 1,345,000$


115


PROJECT DETAIL

Object 2018

No. Item Budget

5514 Machinery and Rolling Stock:

Police - Two Replacement Squads 120,000$

Police - Replacement Van 42,000

Police - Replacement Enclosed Trailer 39,000

Police - New Squad 67,000

Fire - Replacement SUV Squad 57,000

Streets - Three Replacement Dump Trucks 700,000

Streets - Replacement Pothole Patcher 66,000

Streets - Replacement Skidsteer Track Loader 7,000

Engineering - Replacement Midsize SUV 30,000

Parks - Three Replacement 3/4 Ton Trucks 156,000

Parks - Three Replacement Mowers 63,000

Parks - Replacement Tractor with Cab 54,000

Parks - Replacement Utility 4-Wheel 28,000

Parks - Two Replacement Trailers 26,000

Parks - Replacement Sprayer 17,000

Parks - Two Replacement Skid Loaders 12,000

Parks - Replacement Stump Grinder 11,000

Parks - Replacement Flail Mower towed attachment 10,000

Parks - Replacement Blade Sharpener 7,000

Parks - New All Terrain Aerial Lift 154,000

Parks - New Mower 14 ft 72,000

Parks - New 3/4 Ton Truck 46,000

Parks - New Flail Mower side attachment 26,000

Subtotal 1,810,000

Total Capital Improvement Fund 3,155,000$

116

COMMUNITY INVESTMENT FUND


The Community Investment Fund accounts for residual surpluses of matured or called debt service funds. Expenditures of

this fund are for projects that have City-wide benefit. This fund may also be used for internal loans between funds.

No projects are planned for 2018.


2017



(excludes inter-fund loans receivable balance) 2,253,714$ 753,619$ 656,308$ 5,478,639$ 4,546,106$

Revenues:



4384 Loan Repayment - Interest -

Lions Veterans Memorial 204 - - - -

HealthEast Sports Center Fund - - 5,500 4,145 5,475

Special Assessments 147,923 67,922 220,624 78,500 74,000

4428 Equity Transfer In - Debt Service Funds - 329,112 4,351,938 75,707 -

Loan Repayment - Principal -

HealthEast Sports Center Fund - 25,000 160,455 161,810 370,005

4430 Lions Veterans Memorial 21,796 26,000 36,000 - -

Total Revenue 201,275 457,689 4,822,331 380,162 529,480

Expenditures:

5301 Professional Services - 5,000 - - -

5301 Professional Services - Central Park Project - - - 210,000 -

5701 Transfer Out - Eagle Valley Golf Course Fund 1,201,370 - - 687,695 -

Total Expenditures 1,201,370 5,000 - 897,695 -

Other:

Internal Loan to HealthEast Sports Center Fund 500,000 550,000 - 415,000 -

753,619$ 656,308$ 5,478,639$ 4,546,106$ 5,075,586$


Ending Fund Balance

CITY OF WOODBURY

ENTERPRISE FUNDS


Enterprise Funds:

- Water and Sewer Utility Fund

- Storm Water Utility Fund

- Street Lighting Utility Fund

- HealthEast Sports Center Ice Arena / Field House Fund

- Eagle Valley Golf Course Fund

118

WATER AND SEWER UTILITY FUND


BUDGET SUMMARY:

Current Financial Resources - January 1, 2018 13,600,000$

Projected Revenue:

Payments from Utility Customers -

Water Revenue 4,856,800$

Sewer Revenue 6,963,800

MN Testing Fee 143,700

Water Meter Sales 100,000

Penalties on Late Utility Payments 290,000

Total from Customers 12,354,300


Other Revenue 109,700


Projected Expenses:

Salary & Benefits 1,956,400

Operating Expenses 6,643,500

Meter Replacement Program and Capital Outlay 3,996,500

Transfers Out 1,777,000

Total Expenses 14,373,400

Current Financial Resources - December 31, 2018 11,934,400$

119

2015 Actuals 2016 Actuals 2017 Adjusted Budget 2018 Budget

Water Sales 33.5% Water Sales 31.0% Water Sales 34.8% Water Sales 38.2%

Sewer Sales 58.6% Sewer Sales 59.3% Sewer Sales 58.0% Sewer Sales 54.8%

MN Testing Fee 1.4% MN Testing Fee 1.3% MN Testing Fee 1.2% MN Testing Fee 1.1%

Water Meter Sales 0.9% Water Meter Sales 1.0% Water Meter Sales 0.8% Water Meter Sales 0.8%

Penalties 2.4% Penalties 3.1% Penalties 2.3% Penalties 2.3%

Investment Earnings 2.0% Investment Earnings 1.5% Investment Earnings 1.4% Investment Earnings 1.9%

Miscellaneous/Transfers 1.2% Miscellaneous/Transfers 2.8% Miscellaneous/Transfers 1.5% Miscellaneous/Transfers 0.9%



REVENUE COMPARISON

2015-2018

Water Sales

33.5%

Sewer Sales

58.6%

MN Testing

Fee

1.4%

Water Meter

Sales

0.9%

Penalties

2.4%

Investment

Earnings

2.0%Miscellaneous/

Transfers

1.2%

2015 Actuals

Water Sales

31.0%

Sewer Sales

59.3%

MN Testing

Fee

1.3%

Water Meter

Sales

1.0%

Penalties

3.1%Investment

Earnings

1.5% Miscellaneous/

Transfers

2.8%

2016 Actuals

Water Sales

34.8%

Sewer Sales

58.0%

MN Testing

Fee

1.3%

Water Meter

Sales

0.8%

Penalties

2.3% Investment

Earnings

1.4%Miscellaneous/

Transfers

1.5%

2017 Adjusted Budget

Water Sales

38.2%

Sewer Sales

54.8%

MN Testing

Fee

1.1%

Water Meter

Sales

0.8%

Penalties

2.3%Investment

Earnings

1.9%Miscellaneous/

Transfers

0.9%

2018 Budget

120

2015 Actuals 2016 Actuals 2017 Adjusted Budget 2018 Budget

Personal Services 16.1% Personal Services 17.1% Personal Services 14.0% Personal Services 13.6%

Operating Services 20.1% Operating Services 22.2% Operating Services 17.7% Operating Services 16.4%

MCES Wastewater 35.0% MCES Wastewater 42.0% MCES Wastewater 33.1% MCES Wastewater 29.8%

Capital Outlay 16.9% Capital Outlay 5.7% Capital Outlay 25.4% Capital Outlay 27.8%

Transfers-Out 11.9% Transfers-Out 13.0% Transfers-Out 9.8% Transfers-Out 12.4%



EXPENDITURES COMPARISON

2015-2018

Personal

Services

16.1%

Operating

Services

20.1%

MCES

Wastewater

35.0%

Capital Outlay

16.9%

Transfers-Out

11.9%

2015 Actuals

Personal

Services

17.1%

Operating

Services

22.2%

MCES

Wastewater

42.0%

Capital Outlay

5.7%

Transfers-Out

13.0%

2016 Actuals

Personal

Services

14.0%

Operating

Services

17.7%

MCES

Wastewater

33.1%

Capital Outlay

25.4%

Transfers-Out

9.8%

2017 Adjusted Budget

Personal

Services

13.6%

Operating

Services

16.4%

MCES

Wastewater

29.8%

Capital Outlay

27.8%

Transfers-Out

12.4%

2018 Budget

121



OPERATING REVENUES:

2017



4401 Water Revenue 3,185,282$ 3,219,719$ 3,245,354$ 3,910,000$ 4,856,800$

4404 Sewer Revenue 5,507,291 5,625,425 6,211,073 6,520,000 6,963,800

4408 MN Testing Fee 135,639 137,808 139,384 140,500 143,700

4400 Water Meter Sales 95,450 89,426 108,074 84,920 100,000

4389:4402 Penalties 249,954 225,001 326,469 258,060 290,000

Total Operating Revenues 9,173,616 9,297,379 10,030,354 10,913,480 12,354,300



Other Revenue 122,369 114,111 287,702 172,040 109,700



Item

2017

2014 2015 2016 Adjusted 2018

Actual Actual Actual Budget Budget

Operations:

Revenues 9,640,639$ 9,606,089$ 10,474,731$ 11,242,120$ 12,707,800$

Expenses 8,291,508 8,167,167 8,946,736 9,408,010 9,799,900

Operating Income 1,349,131$ 1,438,922$ 1,527,995$ 1,834,110$ 2,907,900$

Operating Income Minimum Target 1,425,000$ 1,471,248$ 1,520,765$ 1,571,781$ 3,330,000$

Over(Under) Minimum Target (75,869)$ (32,326)$ 7,230$ 262,329$ (422,100)$

2017

2014 2015 2016 Adjusted 2018

Actual Actual Actual Budget Budget

Reconstruction and Replacement:

Renewal and Replacement Costs 309,282$ 1,677,710$ 540,268$ 3,389,898$ 3,996,500$

Street Reconstruction Project Costs 245,708 71,846 100,594 75,938 577,000

Project Encumbrances - - 1,521,000 - -

Total Reconstruction and Replacement Costs 554,990$ 1,749,556$ 2,161,862$ 3,465,836$ 4,573,500$

Water and Sewer Rate Study Results and Projections

Operating Income Target Supporting Reconstruction and Replacement Costs

122



WATER


DIVISION/BUDGET GROUP: Water Utility


The mission of the Utility Division is: to provide safe, reliable sanitary sewer and potable water systems to the

community. This is accomplished through the pride and dedication of trained, licensed, professional personnel.

The Water Utility Division is funded through charges to Woodbury property owners connected to the City’s potable water

system. These funds are used for the maintenance, operation and management of the City’s water supply, storage, and

distribution system. These funds also finance potable water system planning studies, such as the Wellhead Protection

Program, groundwater monitoring and well field studies as well as Utility Division support services by other divisions. The

water system includes wells, storage facilities, distribution lines, valves and fire hydrants. This budget also finances

activities required by the Safe Drinking Water Act (SDWA), the Minnesota Department of Health (MDH) and the

Minnesota Department of Natural Resources (DNR). Activities and requirements include water quality testing, providing

an annual Water Quality Report, studies and reporting pumping and water usage.


Operate, inspect, maintain and repair potable water system

Provide great customer service


Implement and complete the rehabilitation of one production well

Evaluate and implement water efficiency programs including the continuation of water efficiency incentive program

for commercial irrigation and the design and implementation of water efficiency incentive program for residential

irrigation.

Increase security at water storage locations to protect water system

Complete SCADA system replacement

Implement and complete the rehabilitation of the Commonwealth Water Tower

Continue the implementation of the residential meter replacement program


Complete the Supervisory Control and Data Acquisition (SCADA) system design and replacement project to

improve reliability and functionality. Scheduled completion 2018.

Maintain implementation the meter replacement program to ensure accuracy of water sold and maintain aging

infrastructure.

BUDGET HIGHLIGHTS:

5308 Professional Services: Water Efficiency ($165,000) – City wide programs to improve water efficiency for

commercial and residential irrigation use. These efforts are in line with the City’s goal of strive towards flat water

use through 2030 and when implemented will extend the time frame for additional new wells.

5501 Residential Water Meter Replacement Program ($205,000) – Water Meter Replacement: The average life

expectancy of a residential water meter is approximately 14-16 years. Following the completion of a water meter

study in 2016, over 4,000 residential meters in excess of 25 years old were identified in the City. Within the next

five years an additional 7,000+ meters will age to in excess of 20 years. With the implementation of the replacement

program in 2017, a multi-year meter replacement program is needed to maintain aging infrastructure and minimize

unaccounted for water.

123



WATER

5510 Buildings and Structures: Commonwealth Water Tower Rehabilitation ($1,503,000 including engineering and

consulting) – Commonwealth Water Tower has not had a comprehensive rehabilitation since construction in 1992.

Following an assessment of the structure condition in 2017, substantial corrosion, safety, and other issues were

identified. This assessment resulted in the recommendation of structure rehabilitation. This project was included in

the City’s 2018 – 2022 Capital Improvement Plan.

5510 Buildings and Structures: Standpipe Pit Project ($103,000) – Due to aging infrastructure and a 1964

construction, water intrusion has caused safety and operational concerns. Mitigation including the removal of

electrical equipment from wet conditions is required for proper operation.

The City’s irrigation water charges for residential, apartments, institutional, commercial and industrial per 1,000

gallons were approved to increase from $2.32 to $2.53 per 1,000 gallons on January 1, 2018. Additional revenues

will be used in part to fund the water efficiency incentive program for commercial irrigation.

2018 water and sewer rates are discussed in detail in the budget transmittal letter.


2018

Position Budget

Salaries - Regular:

Utilities Division Manager 0.50

Assistant Utilities Supervisor 0.50

IT Technician 0.50



Utility Billing Technician 1.00

Subtotal 9.50


Environmental Technician 0.36


Meter Readers 0.75


Subtotal 2.42


124



WATER



Water Quality: 2012 2013 2014 2015 2016 Average

1) Customer initiated work orders 66 157 153 53 97 105

2) Safe drinking water standards met? Yes Yes Yes Yes Yes

Water Use:

3) Number of days on elevated water restrictions 0 0 0 0 0 0

4) Residential per capita water usage, gallons per day 107 96 83 83 78 89

5) Number of gallons pumped (millions) 3,029 2,755 2,398 2,420 2,461 2,613

% Change from Prior Fiscal Year (9%) (13%) 0.9% 1.7%

Water Infrastructure:

6) Number of watermain breaks / leaks 15 30 29 16 42 26

7) Average length of time per service disruption (hours) 2.8 4.1 3.6 1.2 3.0 2.9

8) Number of water connections affected by service 324 268 120 68 146 185

disruptions due to repairs

9) Total average cost of operations, maintenance $6,026 $6,731 $5,881 $5,600 $5,793 $6,006

and, repair per mile of water main


10) Number of water storage sites 6 6 6 6 6 6

11) Number of wells 17 17 18 18 18 18

12) Number of miles of water main 289 293 298 300 304 297

Meter Reading:

13) Percentage of months all residential meters were 100% 100% 100% 100% 100% 100%

read per cycle by the 25th of the month

14) Average cost per 100 meters read (residential) $70.59 $80.11 $79.51 $66.42 $68.39 $73.00

15) Average cost per 100 meters read (commercial) $72.19 $83.00 $57.17 $47.02 $35.48 $58.97

125



WATER

OPERATING BUDGET – FUND NUMBER 501-075:

2017






5141 F.I.C.A. 42,497 42,927 43,454 50,356 55,700

5142 P.E.R.A. 41,348 42,555 42,996 46,332 52,000





5159 Change in Compensated Absences 8,704 (8,958) (5,794) 5,950 11,500

5165 Labor Reimbursement 3,550 7,180 2,337 - - Subtotal 813,898 804,349 814,404 892,152 978,200

5201 Office Supplies 1,888 540 773 1,000 1,000

5203 Office Supplies-Printed Forms 300 74 219 1,000 1,000





5222 Cost of Goods Sold - Water Meters 84,156 76,616 96,022 77,200 90,900


5303 Professional Services-Engineer 6,677 38,386 2,600 10,000 8,000

5305 Professional Services-Legal - - 1,831 1,500 1,500

5306 Professional Services-Hiring 589 2,350 1,453 1,000 1,000


5308 Professional Services-Studies 207,304 211,509 169,990 250,180 238,200

5311 Telephone 8,936 8,967 9,304 11,843 13,800

5313 Postage 22,162 22,867 21,685 28,000 26,300



5353 Insurance 29,775 36,518 37,054 33,948 34,800


5362 Utilities-Gas - 240 251 600 900


5366 Electric Interim Rate Refund (10,993) (11,722) (3,044) - -

5367 Water/Sewer Utilties-Other Government Agency - 1,543 4,237 2,314 5,800



5372 Repair & Maintenance-Water Meters 13,479 13,742 11,716 13,900 13,900

5374 Repair & Maintenance-Office Equipment 5,907 4,413 1,253 7,000 3,500

5375 Repair & Maintenance-Vehicle & Equipment 2,907 528 637 2,800 2,300



5392 Rental 184 - - 1,000 1,000



5405 Travel & Training 8,420 4,618 9,653 10,850 11,800


5433 Small Balance Write Off -<$10 (100) (265) (318) - -

5434-35 Late Fees /Early Discounts Taken (17) (12) 59 - - Subtotal 1,652,735 1,644,122 1,803,565 1,743,623 1,839,600

Personal Services:

Operating Expenses:


126



WATER


2017



5500 Capital Improvements - Replacement Schedule - - 4,164 - -

5501 Water Meter Replacement Program 49,888 72,180 17,236 224,000 205,000

5510 Buildings & Structures 191,020 1,422,923 142,015 140,000 1,760,000

5512 Furniture & Office Equipment - 18,415 - - -

5514 Machinery & Equipment 13,873 72,889 29,703 858,400 192,500 Subtotal 254,781 1,586,407 193,118 1,222,400 2,157,500

5701 Transfer to General Fund 505,523 520,689 536,310 552,399 570,600

5701 Transfer to 2010C CIP Bonds (Fund 953) 45,318 45,299 45,169 45,404 45,000

5701 Transfer to Street Reconst/Maint. Fund Projects 122,854 35,923 50,297 37,969 288,500

2016 Project Encumbrances - - 222,500 - - Subtotal 673,695 601,911 854,276 635,772 904,100


Transfers:

Meter Replacement Program and Capital Outlay:


Object 2018

No. Item Budget

5501 Water Meter Replacement ProgramWater Meter Replacements 205,000$

Subtotal 205,000

5510 Buildings & Structures

Water Tower Rehabilitation - Commonwealth 1,503,000

Well #11 Rehabilitation 154,000

Standpipe Pit Project 103,000

Subtotal 1,760,000


Two Replacement Generators 99,500

Three Replacement 3/4 Ton Truck w/Ext. Cab 63,500

Replacement Sedan 10,500

New 1/2 Ton Truck Crew Cab 19,000

Subtotal 192,500

Total Capital Outlay 2,157,500$

127



SEWER


DIVISION/BUDGET GROUP: Sanitary Sewer Utility


The mission of the Utility Division is: to provide safe, reliable sanitary sewer and potable water systems to the

community. This is accomplished through the pride and dedication of trained, licensed, professional personnel.

The Sanitary Sewer Division is funded through charges to Woodbury property owners connected to the City’s sanitary sewer

collection system. These funds are used for the maintenance, operation and management of the City’s sanitary sewer

collection and lift station systems. The sanitary sewer system includes collection mains, force mains, lift stations and

manholes. This budget finances maintenance activities necessary to ensure a safe and efficient collection system. Sanitary

sewer treatment is done by the Metropolitan Council Environmental Services (MCES). These costs are also financed from

this budget.


Operate, inspect, maintain and repair sanitary sewer system

Provide great customer service


Complete scheduled cleaning, inspection, maintenance and repairs to the sanitary sewer system to minimize the risk

of blockages and back-ups

Continue implementation of the greater than 12-inch sanitary inspection and maintenance program

Complete rehabilitation of lift stations 1, 4, 8, and 10

Implement and complete rehabilitation of the Tamarack Trunk Sanitary Sewer Line

Complete SCADA system replacement

Complete lift station rehabilitation project to ensure improved reliability and safety


Complete the Supervisory Control and Data Acquisition (SCADA) system design and replacement project to

improve reliability and functionality. Scheduled completion 2018.

Continue the implementation of the sanitary inspection and maintenance program to assess and maintain aging

infrastructure in pipes greater than 12-inch.

Increase footage of televised and assessed sanitary infrastructure to maintain adequate assessment of system

condition and to minimize backup and other operational concerns.

BUDGET HIGHLIGHTS:

5510 Building and Structures: Tamarack Trunk Sanitary Sewer rehabilitation (1,386,500) - As part of the greater

than 12-inch sanitary sewer inspection and maintenance program, the 40 plus year old Tamarack Trunk Sanitary

Sewer Line was identified as up to 70 percent blocked. Following emergency cleaning and subsequent additional

assessment, substantial structural and other failures have been identified in the line resulting in tens of millions of

gallons of inflow and infiltration. Without timely intervention, these failures can and will result in catastrophic line

failure. This project was included in the City’s 2018 – 2022 Capital Improvement Plan.

128



SEWER

5514 Machinery and Equipment: Televising Truck ($260,000) – An additional televising truck is required due to

aging infrastructure and continued increasing sanitary pipe miles. The Utility Division has a goal to inspect ten

percent of the sanitary pipe annually in the City. This goal at times has not been consistently meet and is becoming

increasingly difficult due to the additional miles of pipe, age of pipe, and repairs identified during inspection. This

request was included in the City’s 2018 – 2022 Capital Improvement Plan.

2018 water and sewer rates are discussed in detail in the budget transmittal letter.


2018

Position Budget

Salaries - Regular:

Utilities Division Manager 0.50

Assistant Utilities Supervisor 0.50

IT Technician 0.50




Subtotal 9.50


Environmental Technician 0.36


Meter Readers 0.75


Subtotal 2.42




Sanitary Sewer Infrastructure: 2012 2013 2014 2015 2016 Average

1) Number of blockages 0 2 2 4 0 2

2) Actual operating cost per capita served $66 $56 $73 $71 $76 $68

Workload:

3) Number of feet of sewer line jetted 433,374 391,819 241,700 244,662 438,492 350,009

4) Number of feet televised 73,383 74,102 104,866 133,200 90,723 95,255

5) Number of miles of sewer main 241 245 248 249 252 247

6) Number of sewer connections 20,672 21,105 24,405 21,723 21,958 21,973

129



SEWER


2017






5141 F.I.C.A. 42,497 42,927 43,448 50,356 55,700

5142 P.E.R.A. 41,348 42,555 42,996 46,332 52,000





5159 Change in Compensated Absences 8,704 (8,958) (5,794) 5,950 11,500 Subtotal 810,348 797,170 812,061 892,152 978,200

5201 Office Supplies 585 511 869 1,000 1,000

5203 Office Supplies-Printed Forms - 74 219 500 500



5216 Operating Supplies-Motor Fuels & Lubricants 610 585 807 - -

5217 Operating Supplies-Hand Tools 409 730 1,210 3,000 2,000



5303 Professional Services-Engineer 2,107 10,260 76 15,000 20,000

5305 Professional Services-Legal - - - 1,000 1,000

5306 Professional Services-Hiring 589 2,350 1,503 1,000 1,000


5311 Telephone 8,935 8,680 9,244 11,843 13,900

5313 Postage 22,406 22,884 21,635 26,250 26,300



5353 Insurance 29,775 36,518 37,054 33,948 34,800


5362 Utilities-Gas - - - 300 1,200



5367 Water/Sewer Utilties-Other Government Agency - 2,668 16,442 13,501 19,600


5374 Repair & Maintenance-Office Equipment 3,703 1,715 108 7,000 3,500



5392 Rental 876 - - 1,000 1,000



5405 Travel & Training 7,031 8,340 11,657 12,700 10,700


5427 Contractual Services-MCES 3,606,150 3,470,219 3,981,555 4,209,990 4,280,500

5434-35 Late Fees /Early Discounts Taken (16) (10) (9) - -

Subtotal 3,940,437 3,817,969 4,289,920 4,714,627 4,803,900

Personal Services:

Operating Expenses:


130



SEWER


2017



5510 Buildings & Structures - - 317,737 934,100 1,386,500

5512 Furniture & Office Equipment - 18,415 - - -

5514 Machinery & Equipment 54,501 72,888 29,413 1,233,398 452,500 Subtotal 54,501 91,303 347,150 2,167,498 1,839,000

5701 Transfer to General Fund 477,931 492,270 507,038 522,249 539,400

5701 Transfer to 2010C CIP Bonds (Fund 953) 45,318 45,299 45,169 45,404 45,000

5701 Transfer to Street Reconst/Maint. Fund Projects 122,854 35,923 50,297 37,969 288,500

2016 Project Encumbrances - - 1,391,600 - - Subtotal 646,103 573,492 1,994,104 605,622 872,900


Capital Outlay:

Transfers:


Object 2018

No. Item Budget

5510 Buildings & Structures

Tamarack Sanitary Sewer Main Rehabilitation 1,386,500$

Subtotal 1,386,500


Two Replacement Generators 99,500

Three Replacement 3/4 Ton Truck w/Ext. Cab 63,500

Replacement Sedan 10,500

New Televising Truck 260,000

New 1/2 Ton Truck Crew Cab 19,000

Subtotal 452,500

Total Capital Outlay 1,839,000$

131



RATES FOR 2018

2017 2018 2017 2018

RESIDENTIAL RATE STRUCTURE - BILLED QUARTERLY

WATER

Administrative Charge $4.00 $4.00

Tier 1 1,000 to 30,000 gallons 1,000 to 25,000 gallons $0.88 $1.25




Tier 5 over 150,000 gallons over 100,000 gallons $4.88 $5.25

SANITARY SEWER

Sanitary Sewer (City) Flat Charge $21.74 $26.00

MCES Sewer - Minimum Charge 0-8,000 gallons $22.55 $22.92

MCES Sewer - Tier 1 per 1,000 gallons over 8,000 $3.00 $3.05

OTHER

Minnesota Test Fee per quarter $1.59 $1.59

COMMERCIAL RATE STRUCTURE - BILLED MONTHLY

WATER


Tier 1 per 1,000 gallons $0.88 $1.25

SANITARY SEWER

Sanitary Sewer (City) Flat Charge $8.12 $9.75

MCES Sewer - Minimum Charge 0-3,000 gallons $8.50 $8.64

MCES Sewer - Tier 1 per 1,000 gallons over 3,000 $3.00 $3.05

OTHER

Minnesota Test Fee per quarter $0.53 $0.53

IRRIGATION

Residential- Billed July and December


Tier 1 per 1,000 gallons $2.32 $2.53

Commercial-Billed Monthly

Administrative Charge per 1,000 gallons $4.00 $4.00

Tier 1 $2.32 $2.53

132

STORM WATER UTILITY FUND


DEPARTMENT: Community Development / Engineering and Public Works

DIVISION/BUDGET GROUP: Storm Water Utility


The Storm Water Utility Division represents funds received through storm water utility charges to Woodbury property

owners. These funds are used for the maintenance, operation and management of the City’s surface water system. The surface

water system includes storm sewers and related structures, ditches, ponds, wetlands, lakes and lift stations. Activities required

under the City’s National Pollution Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4)

permit are also funded from this budget. These activities include studies, ordinance and policy development and review,

education and outreach activities, documentation of permit activities, compiling inspection and maintenance records, and

completing an annual report for submission to the Minnesota Pollution Control Agency (MPCA).


The storm water utility budget is utilized to manage the City’s surface water system. Mission Critical/High Impact

Deliverables related to storm water include:

Public Works—Storm Water System Objective

To protect property and the natural environment from flood damage by proper maintenance of the City’s storm water

system.

Public Works—Storm Water MC/HI Tasks

Perform visual inspections and conduct required maintenance of one-fifth (1/5) of the storm sewer pipe, catch basin,

manhole and pond system annually.

Inspect all historic problem areas following major run-off events.

Inspect all sump manholes annually and clean as needed.

Sweep all City streets semiannually with spot cleaning conducted on an as needed basis.

Engineering—Storm Water System Objective

To design and implement a storm water system that protects property and the natural environment.

To provide a surface water system that serves current and future residents by promoting healthy and sustainable

natural and built environments.

Engineering—Storm Water MC/HI Tasks

Minimize the number of structures affected by direct entry of storm water.

Maintain high quality water resources.

Development and implementation of a Surface Water Management Plan.

Development of special plans, including lake management plans, and implementation of projects as a result of those

plans.

Development and enforcement of an Environmental Management Ordinance that reflects the City’s objectives

related to sustainability and protection of water resources.

Ensure compliance with NPDES permit requirements.

Provide development review to ensure surface water protection.

Provide environmental education.

133




Lake management plans for all Woodbury lakes are being completed and/or updated in cooperation with South

Washington Watershed District. Future activities and projects resulting from the lake management plans may

include barley straw treatments in select ponds, monitoring of key ponds in the watershed, in-lake treatments to

control phosphorus and Eurasian Watermilfoil harvesting.

A major maintenance objective to meet NPDES MS4 permit requirements is sediment removal from storm water

ponds. Using the City’s Storm Water Asset Management Program database, all ponds are being prioritized for

assessment, inspection and maintenance activities on an annual basis.

Compliance with the City’s NPDES MS4 permit requirements is a major objective for the City’s surface water

management system. To help meet this objective, street rehabilitation projects include storm water retrofits.

Vegetation maintenance within infiltration basins and around ponds and wetlands is being explored as a long-term

management option.


To maintain the City’s surface water management system in such a way to protect against loss of life and property.

To meet and fulfill all requirements of the Clean Water Act and state and local storm water programs.

To improve the water quality of lakes and wetlands in the community and protect groundwater resources.

BUDGET HIGHLIGHTS:

5303 Professional Services - Engineering: Increase of $10,000 to address the budgeting shortfall for this operating

expense for several of the previous years.

5404 Technology Support & Services: Increase of $7,000 for the annual subscription fee for asset management

software.

A rate increase was approved for 2018 as an inflationary adjustment to the contribution for renewal and replacement

capital projects. The single family home rate increase is $0.45 per quarter or $18.30 to $18.75 per quarter.

134




5 Year


1) Percentage of residents rating street sweeping 86% 83% 85% 76% 77% 81%

as excellent or good (community survey)*


Stormwater: 2012 2013 2014 2015 2016 Average

2) Number of homes or businesses flooded by 0 0 0 0 0 0

storm water

3) Where NPDES MS4 standards met? Yes Yes Yes Yes Yes NA

4) Average water quality rating of Woodbury lakes 1.8 2.4 2.3 2.3 2.2 2.2

according to the Metropolitan Council's CAMP system

(max score is 4, low score is 0)

5) Annual cost of street sweeping per lane mile swept $188 $216 $224 $222 $181 $206

Workload

6) Miles of pipe 195 195 202 208 212 202

7) Number of publicly maintained ponds 470 497 497 579 584 525

8) Lane miles of curbed streets for sweeping 557 536 602 622 648 593


135



BUDGET SUMMARY:

2017



2,433,361$ 2,480,087$ 2,458,528$ 3,776,247$ 3,188,022$

Revenues:

4358 Local Grants & Aids 100,000 60,598 133,770 100,000 100,000



4407 Payments from Utility Customers 1,790,501 1,850,399 1,951,946 1,979,200 2,063,000

4420 Transfer In - Central Trunk Storm - - 1,710,000 - -

Total Revenue 1,944,990 1,941,374 3,822,370 2,121,700 2,222,600

Expenses:

5211 - 5425 Operating Expenses 709,103 489,564 962,786 925,461 869,500

Project Contributions - - 10,185 255,000 -

5701 Transfer Out 1,189,161 1,473,369 1,488,680 1,529,464 1,132,000


Total Expenses 1,898,264 1,962,933 2,504,651 2,709,925 2,001,500

2,480,087$ 2,458,528$ 3,776,247$ 3,188,022$ 3,409,122$

Beginning Current Financial Resources

Ending Current Financial Resources

136




2017



5211 Operating Supplies 391 810 1,276 2,125 2,200

5217 Operating Supplies-Hand Tools 626 1,841 2,039 1,800 2,000

5301 Professional Services - General 49,197 68,014 105,874 90,000 100,000


5305 Professional Services-Legal 930 321 370 500 500

5307 Professional Services-Auditing 500 500 500 500 500

5311 Telephone 2,960 3,043 3,992 5,050 5,100

5321 Use of Personal Auto 979 913 671 900 1,100

5353 Insurance 2,813 3,033 2,897 2,631 2,800 5361 Utilities-Electric 47,711 37,304 49,569 24,000 30,000

5362 Utilities-Gas 2,053 948 1,207 1,515 1,500

5366 Electric Interim Rate Refund (1,961) (793) (497) - -

5371 Repair and Maintenance-Buildings & Structures - 106 - - -

5379 Repair and Maintenance-Storm Sewers 557,953 328,634 702,722 755,790 665,000

5379 Repair and Maintenance-EOF Projects - 12,850 - 25,500 25,500

5402 Dues and Subscriptions - - 45 - -


5405 Travel & Training 1,090 1,820 1,672 2,750 3,600

5435 Discounts Taken - (3) - - -

Subtotal 709,103 489,564 962,786 925,461 869,500

5514 SCADA System Replacement - - 10,185 255,000

Subtotal - - 10,185 255,000 -

5701 Transfer Out - General Fund 412,377 477,197 602,326 606,544 600,000

5701 Transfer Out - General Fund-Park Pavement Maint. 11,400 6,900 15,800 - -

5701 Transfer Out - Infrastructure Improvements 765,384 989,272 870,554 922,920 532,000


Subtotal 1,189,161 1,473,369 1,531,680 1,529,464 1,132,000


Transfers:

Operating Expenses:

Project Contributions:

RATES FOR 2018

2017 2018

RESIDENTIAL RATE STRUCTURE - BILLED QUARTERLY

STORM WATER

Single Family/Duplex/Twinhome per quarter $18.30 $18.75

Townhome (more than 2 units) per quarter $14.64 $15.00

COMMERCIAL RATE STRUCTURE - BILLED MONTHLY

STORM WATER

Storm Water per Residential Equivalent Unit $6.10 $6.25

137

STREET LIGHTING UTILITY FUND


DEPARTMENT: Engineering/Public Works

DIVISION/BUDGET GROUP: Street Light Utility


The Street Lighting Utility Fund is an enterprise fund used to account for revenues collected from residents who reside in an

area where street lights are installed and the operational expenditures for those service areas.

The Street Lighting Utility Fund provides residential street lighting in the majority of the City. The function of the Street

Light Utility is to account for the charges paid to Xcel Energy and allocate to residents where the lights are located. Residents

receive quarterly bills for street lighting with the Water and Sewer Utility bills.

BUDGET HIGHLIGHTS:

There is no increase in rates for 2018.


Object 2014 2015 2016 2017 2018


Beginning Current Financial Resources 643,904$ 721,502$ 815,513$ 887,978$ 957,657$

Revenues:



4406 Payments from Utility Customers 552,514 561,106 567,063 575,500 583,600

Total Revenue 565,969 569,288 574,489 584,250 598,300

Expenses:


5353 Insurance 362 323 356 371 400

5361 Payments to Xcel Energy 490,617 485,686 501,115 513,000 513,000

5366 Electric Interim Rate Refund (3,783) (11,907) (622) - -

5404 Technology Support & Services 675 675 675 700 700

Total Expenses 488,371 475,277 502,024 514,571 514,600

721,502$ 815,513$ 887,978$ 957,657$ 1,041,357$ Ending Current Financial Resources

138

HEALTHEAST SPORTS CENTER ICE ARENA / FIELD HOUSE FUND


DEPARTMENT: Parks and Recreation

DIVISION/BUDGET GROUP: HealthEast Sports Center Division


The HealthEast Sports Center Ice Arena and Field House is a recreational facility primarily used by local youth, sports

organizations and other community-based user groups. The mission is to: provide a well-maintained facility, high quality

playing surfaces and excellent customer service. The facility staff is responsible for the operation and maintenance of two

indoor full service ice arenas, a full-sized indoor field house and an outdoor refrigerated recreational skating rink. Services

in the commons area include general customer service, skate rental/sharpening and café operations.

The indoor ice rinks are utilized by the WAHC, WHS Hockey, WFSC and ERHS Girls Hockey, as their primary indoor

facility. The ice rinks are also utilized by other groups, mainly from the East Metro area, and for recreational skating and

skating lessons. The field house is utilized by the WAA, ERAA, WULAX, ERHS and WHS. It also is used for rental by

other groups, programs and special events.

There are also a variety of meeting spaces available for use and a community-based retail store for high school sportswear.

Summit Orthopedics leases space in the building for a clinic and wellness activities. HealthEast holds the naming rights

agreement, which includes the right to do a variety of community-based health care programs at the facility.


Provide equitable use time between the local youth sports organizations, based on user agreements and needs of

each group balanced with program offerings and use by non-Woodbury organizations

Provide a welcoming and inclusive environment through a variety of group and open programs

Provide a well-maintained facility and set aside the necessary funds for routine maintenance and capital replacement

as the facility ages

Operate the facility as an enterprise while recognizing the role as a community gathering place

Develop operational efficiencies to control expenses in all areas


Expand the café options to include a variety of healthy foods

Increase revenue through utilization of off-peak times for rentals and programing

Expand marketing and promotions through the strategic use of social media

Work with Summit Orthopedics to expand wellness offerings to the community

Work with HealthEast to offer health care programs to the community

Complete the major capital improvement projects including replacement of the original 1995 dasher boards/glass in

the west rink and miscellaneous rink mechanical equipment


Meet the 30 percent operating income target

Maximize and promote flexible use of the upper level lobby

Expand non-athletic uses to promote increased community use

Balance fees and revenues to build sufficient reserves to fund the capital replacement plan

BUDGET HIGHLIGHTS:

4460 Ice Arena Programs: The increase is reflective of more participants in the skating lesson program.

139



4461 Ice Arena Rentals: The change is due to a rate increase of $5 per hour for prime time starting in September,

however rentals are projected to be flat.

4462 Ice Arena Miscellaneous: The decrease is due to reduced attendance at high school games.

4463 Field House Rentals: The change is due to a rate increase of $5 per hour for prime time starting in October

and more rentals by the high schools.

4465 Recreation Programs: The increase is reflective of more teams participating in adult leagues.

4468 Skate Services: The skate rental fee is increasing by $1 and the number of skates being sharpened is going up.

5102 to 5154 Personal Services: A regular, full-time evening maintenance position replaces a regular, part-time

position, which will increase skill level and decrease turnover.

5361 Utilities-Electric: This is reflective of actual usage and a projected rate increase.

5362 Utilities-Gas: This is reflective of actual usage and lower projected rates.

5368 Community Solar Garden Program: This is the net savings projected for a full year of participation.

5371 Repair and Maintenance: This is decreasing as a result of more repairs completed by staff as opposed to hiring

contractors, however, unforeseen repairs can cause this line item to fluctuate.

5404 Technology Support & Services: The increase is for taking on a greater share of the cost of the department

software package used for scheduling, point of sales and registrations.

5423 Contractual Services-Recreational Programing: This is increasing due to more teams participating in adult

leagues, which is offset by revenue.

5424 Contractual Services-Revenue: This is increasing due to more participants projected in skating lessons, which

is offset by revenue.

140




2018

Position Budget

Salaries - Regular:

HealthEast Sports Center Manager 1.00

HealthEast Sports Center Specialist 1.00

Building Maintenance Technician 1.00


Subtotal 4.00


Shift/Customer Service/Concession Lead 2.00

Various part-time positions 6.14

Subtotal 8.14


141




5 Year


1) Percentage of respondents rating the HealthEast 100% 90% 91% 93% 95% 94%

Sports Center programs and facilities as

excellent or good on the community survey*


Enterprise Efficiency: 2012 2013 2014 2015 2016 Average

2) Operating income as a percentage of revenues 36% 25% 20% 33% 34% 29%

(excludes debt service, investment income, and

capital)

Ice Arena Operations:

3) Percentage of available ice arena hours rented or 77% 81% 78% 74% 73% 77%

programmed ("vacancy rate")

4) Number of ice arena hours sold 3,611 3,669 3,867 3,819 3,788 3,751

5) Number of participants in ice arena programs 13,375 14,703 24,798 34,192 27,812 22,976

Field House Operations:

6) Percentage of available field house hours rented or 57% 93% 68% 64% 65% 69%

programmed ("vacancy rate")

7) Number of field house hours sold 1,335 904 609 1,574 1,754 1,235

8) Number of participants in field house programs 7,374 3,478 7,057 21,143 25,645 12,939


142



BUDGET SUMMARY:

Current Financial Resources - January 1, 2018 440,000$

Projected Revenue:

Ice Arena 924,500$

Field House 553,400

Other Income 309,300

Total Operational Revenue 1,787,200

Cell Tower Rental 22,639

Lease Revenue 134,614

Investment Income 2,900

Tenant Reimbursements 118,900


Projected Expenses: (less contributions to reserves)

Salary & Benefits 573,300

Operating Expenses 638,500


Tenant Expenses 118,900

Internal Loan Payments 375,480


Current Financial Resources - December 31, 2018 610,573$

143



OPERATING REVENUES:

Object 2014 2015 2016 2017 2018


4460 Ice Arena Programs 143,924$ 145,879$ 159,259$ 154,568$ 161,500$

4461 Ice Arena Rentals 680,513 699,852 698,925 724,650 730,000

4462 Ice Arena Miscellaneous 37,719 39,501 28,587 39,250 33,000

Total Ice Arena Revenue 862,156 885,232 886,771 918,468 924,500

4463 Field House Programs 20,179 51,686 49,994 53,436 56,300

4464 Field House Rentals 135,566 427,462 472,646 487,275 497,100

Total Field House Revenue 155,745 479,148 522,640 540,711 553,400

4368 Facility Rental 1,767 7,203 8,892 9,100 9,400

4373 Lease Revenue - Store Space 400 1,200 1,200 1,200 1,200

4395 Other Revenue - Operational Rebates 438 7,142 10,594 - -

4431 Late Payment Fees 187 666 9 - -

4465 Recreation Programs - 19,418 46,843 36,800 44,100

4466 Group Rental - 1,190 303 2,200 1,000

4467 Concession Sales 63,512 106,488 89,577 154,000 156,500

4468 Skate Services 16,217 34,565 39,985 37,625 47,100

4469 Advertising Sales 25,450 25,000 25,000 25,000 50,000


Total Operation Revenue 1,125,872$ 1,567,252$ 1,631,814$ 1,725,104$ 1,787,200$

144




2017






5141 F.I.C.A. 24,280 30,046 30,540 32,912 35,100

5142 P.E.R.A. 17,338 21,880 22,522 25,214 25,400




5159 Change in Compensated Absences 3,435 2,302 3,557 4,000 4,000 Subtotal 402,890 488,766 509,323 540,611 573,300

5201 Office Supplies 2,392 4,149 2,105 3,175 3,800

5209 Operating Supplies-Recreational Programing - 240 1,271 1,200 1,200

5210 Operating Supplies-Revenue - - - 11,000 11,000


5215 Operating Supplies-Uniform All 4,378 2,837 505 2,400 3,000


5235 Cost of Goods Sold-Accessories 1,497 527 683 2,050 1,500

5240 Cost of Goods Sold-Food 21,500 30,881 31,023 38,600 38,600

5241 Cost of Goods Sold-Beverages 20,575 27,098 19,765 26,900 26,900

5301 Professional Services-General - 30 742 1,300 1,300

5305 Professional Services - Legal 600 - - - -



5311 Telephone 613 900 900 1,080 1,600

5313 Postage 253 36 26 200 200

5317 Advertising & Promotion 13,963 92 - 800 800



5353 Insurance 9,650 6,510 14,196 21,878 18,400


5362 Utilities-Gas 13,074 12,662 6,226 12,360 7,000

5366 Electric Interim Rate Refund (211) (3,725) - - -


5371 Repair & Maintenance-Building & Structures 27,555 22,231 13,752 30,000 27,900


5385 Fleet Services Reimbursement 201 249 - - -

5392 Rental 1,195 6,423 520 1,500 1,600



5405 Travel & Training 1,144 1,497 4,808 2,900 3,200

5423 Contractual Services-Recreational Programing - 1,812 8,259 6,890 10,400

5424 Contractual Services-Revenue 62,363 59,124 74,371 63,335 80,000


5431 Over-Short (16) 30 25 - -

5434-35 Late Fees /Early Discounts Taken 19 64 (79) - -

Subtotal 500,872 555,488 578,067 611,268 638,500

903,762 1,044,254 1,087,390 1,151,879 1,211,800

Personal Services:

Operating Expenses:

Total Operating Expenses


145




2017



Operating Income 222,110$ 522,998$ 544,424$ 573,225$ 575,400$

Operating Income as a % of Revenues 19.7% 33.4% 33.4% 33.2% 32.2%

Operating Income as a % of Revenues - Minimum Target 30% 30% 30% 30% 30%

5500 Capital Improvement - Replacement Schedule - 15,402 7,500 45,000 74,500

5510 Buildings and Structures - 2,562 49,732 - 115,000

5514 Machinery & Equipment 17,846 151,166 - - -

Subtotal 17,846 169,130 57,232 45,000 189,500

4370 Cell Tower Rental - - - (22,415) (22,639)

4373 Lease Revenue - Summit Orthopedics - - (95,095) (132,625) (134,614)

4379 Unrealized Gains/Losses on Investments (503) 73 220 - -

4381 Investment Income (472) (1,069) (878) (1,050) (2,900)

4395 Miscellaneous Revenue - Non-Operating (815) (30) - - -

4470 Tenant Reimbursements - - (10,560) (52,500) (118,900)

5301 Professional Services - Real Estate Broker Fees - 83,734 - - -

5361 Utilities-Electric - Tenant Reimbursement - - - 18,000 18,000

5384 Property Taxes - Tenant Reimbursement - - - 34,500 100,900

5601 Debt Service Principal - 2005C Bonds (Called) 125,000 675,000 - - -

5611 Debt Service Interest - 2005C Bonds (Called) 28,864 13,307 - - -

5601 Debt Service Principal - 2009C Certificates 180,000 185,000 190,000 610,000 -

5611 Debt Service Interest - 2009C Certificates 29,765 25,427 20,503 8,945 -

5621 Paying Agent Fees 775 350 850 350 -

Internal Loan Principal Payment - Second Floor - 25,000 25,000 25,000 25,000

Internal Loan Principal Payment - 2005C Bonds - - 135,455 136,810 138,177

Internal Loan Interest Payment - 2005C Bonds - - 5,500 4,145 2,777

Internal Loan Principal Payment - 2009C Certificates - - - - 206,828

Internal Loan Interest Payment - 2009C Certificates - - - - 2,698


Subtotal 362,614 1,006,792 338,995 629,160 215,327

Total Net Expenses 1,284,222$ 2,220,176$ 1,483,617$ 1,826,039$ 1,616,627$

Net Change in Current Financial Resources: (158,350)$ (652,924)$ 148,197$ (100,935)$ 170,573$

Capital Outlay:

Other Uses(Resources):

146




Object 2018

No. Item Budget

5500 Capital Improvement - Replacement Schedule

Replacement East Arena Interior/Exterior Doors 25,800$

Replacement East Arena Locker Room Air Handling Unit 25,700

Replacement Boiler Backup 15,500

Replacement Zamboni Batteries 7,500

Subtotal 74,500

5510 Buildings and Structures

Replacement West Arena Rink Boards and Glass 115,000

Subtotal 115,000


147



RATES FOR 2018

2017 2018

All items are per hour unless indicated otherwise

ICE RINK RENTALS

Prime Hours: January 1 - March 19 $220.00 $220.00

September 16 - December 31 $220.00 $225.00

High School Hours:

January 1 - March 19 $235.00 $235.00

October 24 - December 31 $235.00 $240.00

Non-Prime: After 10 pm / Before 4 pm weekdays for 1 1/2 hrs $160.00 $160.00

Summer Hours: June 1 - August 31 $160.00 $160.00

Over 30 hrs $150.00 $150.00

Over 100 hrs $145.00 $145.00

Over 200 hrs $140.00 $140.00

Spring/Fall Hours: March 20 - May 31 & September 1-15 $180.00 $180.00

Over 30 hrs $160.00 $160.00

Outdoor Rink

With Ice $75.00 $75.00

Without Ice $55.00 $75.00

Summer Camp Use with ice or field house rental $25.00 $25.00

FIELD HOUSE RENTALS

Prime Hours: 5:30 pm - 9:30 pm weekdays & 6:00 am - 9:00 pm weekends

Full Field Prime: January 1 - April 30 $360.00 $360.00

Full Field Prime: October 23 - December 31 $360.00 $365.00

Half Field Prime: October 23 - April 30 $200.00 $200.00

Full Field Non-Prime $275.00 $275.00

Half Field Non-Prime $150.00 $150.00

Off Peak May 1 - October 22

Full Field any time $150.00 $150.00

Batting Cage with field rental $25.00 $25.00

Events, Shows & Sales (daily rates)

January 1 - April 30 & October 23 - December 31

Weekdays $2,100.00 $2,300.00

Weekends $4,900.00 $5,000.00

May 1 - October 22

Weekdays $800.00 $800.00

Weekends $1,500.00 $1,500.00

Half Field Weekdays $600.00 $600.00

Half Field Weekends $1,000.00 $1,000.00

Multi-Purpose Room

Resident $25 $25

Non-Resident $30 $30

Summer Camp Use with ice or field house rental $15 $15

Conference Room

Resident $40 $40

Non-Resident $50 $50

Summer Camp Use with ice or field house rental $25 $25

Non-Prime Hours: Starting at 9:30 pm weekdays & 9:00 pm weekends & before 5:30

pm weekdays for 1 1/2 hrs and all day per hour November 23-26 and December 23-30

148

EAGLE VALLEY GOLF COURSE FUND



DIVISION/BUDGET GROUP: Eagle Valley Golf Course Division


The Eagle Valley Golf Course is responsible for the complete operation and maintenance of the 18-hole golf course,

clubhouse and other associated facilities.

The golf course provides products and services including an 18-hole golf course, 60-station practice facility, retail golf shop,

banquet/meeting facility and deli style food and beverage service. The golf course maintenance operation consists of

maintaining 225 acres of property including tee, green, fairway, and rough style turf as well as natural prairie and wetland

areas. The course offers facilities for residents and guests to play practice and learn the game of golf.


Provide a great golf course, conditioned to the highest standards every day.

Provide a level of service that ensures our guests enjoy themselves, continue to patronize and promote Eagle Valley

Golf Course.


Complete irrigation replacement project as budgeted in 2017 and 2018.

Clubhouse network upgrades (estimated $77,000 cost per Capital Outlays 5510 and 5512).


Continue to meet the 20 percent operating income target.

Long-term objectives as it relates to the budget will include maintaining reserves for the renewal and replacement

of equipment or capital items.

BUDGET HIGHLIGHTS:

5514 Machinery and Equipment: replacement seven pieces of aging equipment will sum to estimated $149,000.


2018

Position Budget

Salaries - Regular:

Golf Course Superintendent 1.0

Assistant Golf Course Superintendent 1.0

Golf Course Operations Supervisor 1.0

Golf Operations Specialist 0.75

Subtotal 3.75


Various part-time positions 11.57

Subtotal 11.57


149




Effectiveness Measure: 5 Year

Effectiveness: 2009 2011 2013 2015 2017 Average

1) Percentage or respondents rating golf course 98% 96% 93% 94% 91% 94%

programs and facilities as excellent or good on

the community survey *


Enterprise Efficiency: 2012 2013 2014 2015 2016 Average

2) Number of total rounds played 33,755 30,459 30,866 33,559 36,187 32,965


3) Average rounds per day 157 180 175 175 177 173

4) Operating income as a percentage of revenues 26% 22% 25% 27% 27% 25%

(excludes debt service, investment income, and

capital)


BUDGET SUMMARY:


Projected Revenue:

Golf Operation 940,600$

Golf Cart Rentals 221,600

Golf Shop 69,900

Practice Center 108,000

Food and Beverage 176,200

Banquet Room 26,300

Total Operational Revenue 1,542,600

Investment Income 3,400


Projected Expenses: (less contributions to reserves)

Salary & Benefits 709,700

Operating Expenses 508,600




150



OPERATING REVENUES:

2017



4480 Patron Cards 111,472$ 100,893$ 159,939$ 131,750$ 131,400$

4481 Green Fees 724,796 788,364 797,000 788,380 800,000

4482 Handicap Services 7,465 6,740 8,325 7,700 8,000

4483 Other Revenues 1,356 1,169 1,162 1,249 1,200

Total Golf Operation Revenue 845,089 897,166 966,426 929,079 940,600

4484 Golf Cart Rentals 187,047 200,518 203,156 201,861 221,600

Total Golf Car Revenue 187,047 200,518 203,156 201,861 221,600

4485 Golf Apparel Sales 27,394 25,997 28,791 26,400 28,800

4485 Golf Equipment 4,638 4,940 4,733 5,300 4,500

4485 Golf Balls 17,236 17,323 16,974 16,800 16,800

4485 Gloves 6,411 6,448 6,641 6,800 6,800

4485 Golf Bags 1,014 658 626 1,040 800

4485 Accessories 5,568 5,475 6,443 4,990 6,200

4485 Shoes 4,136 5,989 5,874 5,950 6,000

Total Golf Shop Revenue 66,397 66,830 70,082 67,280 69,900

4486 Range Ball Sales 67,835 73,216 78,456 75,297 80,000

4487 Other Revenues 17,081 25,959 28,596 24,200 28,000

Total Practice Center Revenue 84,916 99,175 107,052 99,497 108,000

4488 Food Sales - Clubhouse 42,704 45,127 43,132 43,144 43,600

4489 Beer Sales - Clubhouse 50,121 57,563 66,103 54,449 62,700

4491 Beverage Sales - Clubhouse 24,998 28,974 30,003 27,462 28,100

4492 Beverage Sales - Beverage Cart 8,266 6,492 6,700 8,537 7,500

4493 Beer Sales- Beverage Cart 21,627 18,840 24,984 22,238 21,200

4494 Liquor Sales- Clubhouse 5,376 6,177 8,067 6,028 8,200

4495 Liquor Sales- Beverage Cart 3,814 3,420 4,872 3,836 4,900

Total Food and Beverage Revenue 156,906 166,593 183,861 165,694 176,200

4368 Banquet Room Rental 27,411 26,930 20,140 29,000 25,300

4490 Catering 1,618 1,007 1,079 1,000 1,000

Total Banquet Room Revenue 29,029 27,937 21,219 30,000 26,300

4395 Other Revenue - Operational Rebates 3,060 5,105 7,251 - -

Total Other Revenues 3,060 5,105 7,251 - -

Total Operation Revenue 1,372,444$ 1,463,324$ 1,559,047$ 1,493,411$ 1,542,600$

151




2017




5111 Salaries-Overtime 1,104 492 1,561 - 1,100


5141 F.I.C.A. 36,297 38,175 41,504 42,116 43,500

5142 P.E.R.A. 27,959 25,546 27,066 29,525 28,800




5156 Unemployment Compensation 3,854 2,821 4,740 7,000 7,000

5159 Change in Compensated Absences 3,613 4,478 3,070 17,600 6,000 Subtotal 582,116 608,431 676,483 701,381 709,700

5201 Office Supplies 2,343 4,938 3,621 2,965 5,600

5203 Office Supplies-Printing 3,260 2,769 1,125 3,710 4,800

5210 Operating Supplies-Revenue 12,340 11,661 7,663 11,450 10,300


5213 Operating Supplies-Shop 995 474 792 1,280 1,300

5214 Operating Supplies-Safety 339 523 2,359 1,525 1,500

5215 Operating Supplies-Uniform All 657 2,049 1,169 2,364 2,000

5216 Operating Supplies-Motor Fuels & Lubricants 18,365 18,003 18,082 22,401 20,700

5217 Operating Supplies-Hand Tools 67 2,530 144 1,000 1,000

5218 Operating Supplies-Fertilizer 47,912 35,064 27,110 42,100 42,100

5219 Operating Supplies-Pesticides 31,435 29,693 33,263 31,800 34,800

5220 Operating Supplies-Small Equipment 569 8,232 3,413 2,500 2,200

5230 Cost of Goods Sold-Apparel 23,416 22,176 20,859 22,892 23,400

5231 Cost of Goods Sold-Clubs 2,795 4,932 5,056 4,730 4,000

5232 Cost of Goods Sold-Balls 13,274 13,126 13,089 13,604 13,600

5233 Cost of Goods Sold-Gloves 3,354 4,574 1,963 4,118 4,100

5234 Cost of Goods Sold-Bags 1,281 512 763 874 700

5235 Cost of Goods Sold-Accessories 2,549 4,463 6,051 4,466 4,500

5236 Cost of Goods Sold-Shoes 3,446 5,847 7,325 4,165 4,200

5240 Cost of Goods Sold-Food 26,268 24,574 24,036 24,545 26,000

5241 Cost of Goods Sold-Beverages 14,742 16,250 14,833 16,202 15,400

5242 Cost of Goods Sold-Beer 21,436 22,238 30,257 19,677 27,500

5243 Cost of Goods Sold-Catering - - - 500 500

5244 Cost of Goods Sold-Liquor 3,451 3,665 4,093 3,420 4,500


5305 Professional Services-Legal - - - 200 200



5309 Professional Services-Laundry 18,212 17,872 19,983 21,375 21,400

5310 Professional Services-Alarm/Security 1,950 1,201 1,292 1,400 1,400

5311 Telephone 2,941 3,215 5,105 4,440 5,000

5312 SWWD Storm Water Utility Fee 3,242 3,241 3,211 3,400 3,400

5313 Postage 210 333 114 416 300


5321 Use of Personal Auto 884 389 205 1,000 500


5341 Printing - 351 704 510 500

5353 Insurance 7,932 8,816 8,911 8,551 8,200


5362 Utilities-Gas 3,293 2,005 1,557 3,420 2,400

5364 Utilities-Water & Sewer 811 1,278 1,003 1,350 1,400




Personal Services:

Operating Expenses:


152



OPERATING BUDGET – CONTINUED:

2017



5374 Repair & Maintenance-Office Equipment -$ -$ -$ 500$ 500$



5381 Repair & Maintenance-Irrigation 18,256 9,945 2,614 11,000 4,000

5382 Repair & Maint.-Golf Course Accessories 3,883 5,681 9,012 5,280 5,300

5385 Fleet Services Reimbursement 7,481 9,233 3,187 2,510 2,500

5392 Rental 2,735 2,997 6,137 4,300 4,500



5405 Travel & Training 393 656 745 2,950 3,000

5424 Contractual Services-Revenue - 9,865 10,750 10,000 11,300


5431 Over-Short (6) (225) (251) 200 200

5432 Bad Check Returns - 1,406 - 100 100

5434-5435Late Fees/Early Discounts Taken (164) (826) (653) (800) (800)

Subtotal 442,140 465,465 466,086 490,591 508,600

1,024,256 1,073,896 1,142,569 1,191,972 1,218,300

Operating Income 348,188 389,428 416,478 301,439 324,300

Operating Income as a % of Revenues 25.4% 26.6% 26.7% 20.2% 21.0%

Operating Income as a % of Revenues - Minimum Target 20% 20% 20% 20% 20%

5500 Capital Improvements - Replacement Schedule 32,842 94,301 14,378 - 13,000

5504 Land Improvements - - 4,000 1,385,590 -

5510 Buildings & Structures - - 26,853 - 52,000

5512 Office Equipment - - - - 25,000

5514 Machinery & Equipment 74,462 107,928 98,983 111,230 150,000

Subtotal 107,304 202,229 144,214 1,496,820 240,000

4379 Unrealized Gains/Losses on Investments - 308 1,867 - -

4381 Investment Income (15,030) (12,034) (7,452) (4,450) (3,400)

4382 Sale of Property - - (2,000) - -

4395 Miscellaneous Revenue (208) 30 (2,114) - -

4420 Transfer In - Community Investment Fund (1,201,370) - - (687,695) -

4420 Transfer In - Capital Improvement Fund (2,501,000) - - - -

5601 2005D Debt Service Principal (called) 185,000 3,030,000 - - -

5611 2005D Debt Service Interest (called) 141,343 68,648 - - -

5621 Paying Agent Fees 2,250 - - - -


Subtotal (3,389,015) 3,086,952 5,301 (692,145) (3,400)

Total Net Expenses (2,257,455)$ 4,363,077$ 1,292,084$ 1,996,647$ 1,454,900$

Net Change in Current Financial Resources: 3,629,899$ (2,899,753)$ 266,963$ (503,236)$ 87,700$

Operating Expenses: (cont.)

Capital Outlay:

Other Uses(Resources):

Total Operating Expenses

153




Object 2018

No. Item Budget

5500 Capital Improvement - Replacement Schedule

Clubhouse Lower Level Exhaust System 13,000$

Subtotal 13,000

5510 Buildings and Structures

Clubhouse Network Upgrades 52,000

Subtotal 52,000

5512 Office Equipment

Fiber Network Hardware 25,000

25,000

5514 Machinery & Equipment (Replacements):

Two Greens Mowers / Tee Mowers 56,600

Rotary Rough Mower 34,200

Heavy Duty Utility Cart 24,600

Bunker Rake with Blade 21,500

Turbine Blower 8,900

Skidsteer Loader 4,200

Subtotal 150,000


154



RATES FOR 2018

2017 2018 2017 2018

Golf Fees: Lessons:

18-hole Regular Weekday $39.00 $39.00 Adult Private $60.00 $60.00

18-hole Royal Club Weekday $31.00 $31.00 Adult Private Series $220.00 $220.00

(Monday - Friday and after 12pm Sat, Sun, and holidays) Junior Private $40.00 $40.00

Junior Private Series $140.00 $140.00

18-hole Regular Weekend $44.00 $44.00 Adult Group $100.00 $100.00

18-hole Royal Club Weekend $35.00 $35.00 Junior Group $60.00 $60.00

(Saturday, Sunday and holidays prior to 12pm)

9-hole Regular $25.00 $25.00

9-hole Royal Club $21.00 $21.00

18-hole Senior Walking $27.00 $27.00

9-hole Senior Walking $19.00 $19.00

(M-F prior to 12pm and after 3pm Sat, Sun, and holidays)

(Valid for players 50+ years of age)

Twilight Walking $31.00 $31.00

Twilight Riding $41.00 $41.00

(Valid 4 hours prior to sunset)

Cart Fees:

18-hole Peak Fee $30.00 $30.00

(Saturday, Sunday and holidays prior to 12pm)

18-hole Off Peak Fee $24.00 $24.00

18-hole Weekday Royal Club Fee $16.00 $16.00

(Monday - Friday and after 12pm Sat, Sun, and holidays)

9-hole $14.00 $14.00

Pull Cart $4.00 $4.00

Patron Cards:

Royal Club - Resident $101.77 $101.77

Royal Club - Non Resident $123.19 $123.19

Royal Club - Spouse Add-on $37.49 $37.49

Practice Range:

Range Bucket $4.00 $4.00

All prices include tax where applicable. Pre tax - actual rates included in Fee Ordinance.

Banquet Room: (applicable tax applied at time of rental)

General Public:

Sunday - 4pm Friday/hr $80.00 $80.00

Friday 4pm to midnight, additional hours $75/hr $595.00 $595.00

Saturday - 4pm to midnight, additional hours $75/hr $695.00 $695.00

Woodbury Non-Profit Organizations:

Sunday - 4pm Friday/hr $70.00 $70.00

Friday 4pm - Saturday/day $550.00 $550.00

$1.00 per person catering fee for events Sunday through 4pm Friday

CITY OF WOODBURY

OTHER FUNDS


Internal Service Fund:

- Risk Management Fund

Debt Service Funds:

- Debt Service Fund Summary

156

RISK MANAGEMENT FUND


The Risk Management Internal Service Fund accounts for the City’s worker’s compensation, general liability, casualty

insurances and the self-insured dental program for employees. The worker’s compensation portion is funded by charges

assessed all funds with personnel costs based on payroll classifications and the rates assigned to them by the League of MN

Cities Insurance Trust (LMCIT), the City’s insurance provider. The property and casualty insurance costs are billed to

operating funds based on loss exposures and LMCIT rating factors. The reserve is used to fund operating shortfalls due to

unexpected losses from deductible losses in excess of the budget estimate, workers compensation insurance premiums above the

1.0 experience modification factor, large increases in the property/casualty aggregate deductible charge and worker’s

compensation retrospective rating plan claim losses.

The general liability insurance is provided through LMCIT. LMCIT is a cooperative, member-owned organization founded

during 1980 that provides property, liability, workers' compensation and employee benefit needs to Minnesota cities. Members

contribute premiums to a jointly-owned fund rather than paying premiums to buy insurance from a private insurance company.

The funds are used to pay for members' claims, losses and expenses. The City retains exposures to losses for liability claims up

to $100,000 per occurrence, with a $200,000 yearly claims payment maximum. The City’s retains a lower loss exposure for

employee dishonesty ($10,000) and equipment breakdown ($1,000). The EDA and HRA also retain a lower loss exposure with

a $500 deductible. The Library Park Association, administered with Washington County, retains a loss exposure with a $10,000

deductible. LMCIT also provides the City with various lines of insurance coverage which are detailed in the operating budget.

The City has selected a premium option plan for workers compensation insurance starting March 1, 2016. This option

calculates the City’s premium based on payroll position classifications. The premium is then adjusted by an experience

modification factor that reflects the City’s past loss experience. For 2017 and 2018, the City selected the $10,000 per

occurrence deductible option for medical benefits based on past claim history. The deductible cost is projected to be funded by

applying the LMCIT 11 percent deductible credit to the total premium.

The Finance Department analyzes each insurance coverage category to determine the actual premium costs and allocate the

actual cost to the user of the insurance coverage. Actual risk management charges will vary between funds/departments

based on the exposure and class rate changes.

RISK MANAGEMENT FUND RESERVE POLICY:

The City shall maintain a minimum reserve balance of 25 percent of the following year’s Risk Management Fund expense

budget. The reserves may be used for insurance cash flow purposes, deductible costs in excess of the budget, workers

compensation retrospective adjustments, or to meet unexpected increases in insurance premium costs. The reserves shall also

be considered when evaluating deductible programs and/or self-insuring part of the City’s insurance coverage.

If reserves reach $1.0 million per the audited financial statements, 50 percent of the dividends, workers compensation

retrospective adjustments and investment earnings will be redirected to the General Fund. If losses or expenses in excess of

budget reduce the reserves below the minimum requirement, the 50 percent redirection requirement will be rescinded until the

reserve amount again reaches $1.0 million and, if necessary, shortages from this requirement of the policy shall be built up

through the budget process. Funds shall be budgeted as emergency reserves and not spent in the ensuing year. Establishment of

such reserves shall not be construed to waive the limits of the City liability as established by Minnesota Statutes Chapter 466.

BUDGET HIGHLIGHTS:

For the 2018 budget, the worker’s compensation expenses charged to departments are estimated to increase $78,100 or 10

percent. The primary driver of the revenue increase is the payroll growth of 7 percent (COLA, step and performance pay

adjustments, new employee positions in the budget and changes to part-time/seasonal budgeted hours) and anticipated

manual rate increases of 3 percent.

157



The worker’s compensation insurance claim costs and the corresponding experience modifier continues to be a challenge.

For the 2017 renewal, the experience modifier increased from 1.19 to 1.31 when compared to 2016. As a result, the 2017

worker’s compensation actual premium cost will be $90,000 over budget requiring the use of reserves to fund the budget

variance. The 2018 budget assumes the continuation of the 1.31 experience modifier and the 2018 estimated budget is

increased accordingly. As a result of the budgetary philosophy to charge worker’s compensation costs at the 1.0 modifier

rate and the cost pressures noted above, the 2018 estimated worker’s compensation premium is estimated to increase 10.5

percent over the 2017 renewal premium. A use of reserves is needed to fund the experience modifier at the 1.0 rate with the

impact for 2018 estimated at $177,000. For comparison to budget year 2017, net use of reserves is estimated at $155,000.

The general liability and property/casualty insurance expenses charged to departments are estimated to increase 5 percent or

$20,000. The 5 percent increase is a budgetary estimate of the anticipated costs increases for the property/casualty

insurance lines. Primary drivers of the increase include: a larger budget in 2018 than 2017, new employee positions,

additional sewer connections and additional households in Woodbury.

As with worker’s compensation insurance, the property and liability claim costs have also affected the liability experience

modifier and the aggregate deductible charge. For the 2017 renewal, the liability experience modifier deteriorated from

0.95 to 0.99 when compared to 2016. For the 2017 renewal, the aggregate deductible charge also increased from .134 to

.351 when compared to 2016. The combined effect of the annual cost increases as noted above, the change to experience

modifier and the change to the annual deductible charge, property/casualty premiums increased 18% for the 2017 renewal

when compared to 2016. As a result of the budgetary philosophy to charge property/casualty costs at the typical

modifier/deductible charge rates, the use of reserves needed for 2018 is estimated at $112,000. However, this use of

reserves is anticipated to be offset by LMCIT dividends of $100,000 and investment income of $12,000.

The self-insured dental program continues for 2018 where operating funds will be charged a premium amount each month

with the revenue recorded in the Risk Management Fund. Conversely, the dental claims and administrative costs will be

accounted for as well in the Risk Management Fund. It is anticipated this continued concept will result in premium savings

to the City as well as the employees. A reserve has been created within the Risk Management Fund to account for unspent

revenues over expenses. The 2018 projected $30,000 addition to the reserve will be carried over from year-to-year to

address possible funding deficiencies.



2012 2013 2014 2015 2016 Average

1) Total number of injuries reported (OSHA recordable

and non-recordable injuries) 54 56 61 66 58 59

2) Number of lost work days due to an at-work

OSHA recordable injury 288 250 360 286 212 279

3) Number of lost work days due to an at-work

OSHA recordable injury per FTE 1.31 1.14 1.25 1.22 0.87 1.16

4) Workers Compensation Insurance Premium

Experience Modification Factor 1.33 0.95 0.83 0.84 1.19 1.03

5) Number of Workers Compensation Claims 58 61 55 70 54 60

6) Dollar Amount of Workers Compensation

Claims 369,357$ 429,374$ 862,705$ 358,393$ 483,271$ 500,620$

7) Auto/Municipal Liability Experience Rating 0.71 0.71 0.86 0.93 0.95 0.83

8) Dollar Amount of Total Property/Casualty

Insurance Claims 1,037,192$ 887,958$ 112,852$ 362,693$ 437,159$ 567,571$

158



BUDGET SUMMARY:


Projected Revenues:

Interfund Charges for Property & Liability Insurance 402,100$

Interfund Charges for Workers Compensation Insurance 853,400

Interfund Charges for Self-Insured Dental Program 270,000


Other Revenues 154,700


Projected Expenses:

Professional Services 15,500

Claim Losses - Deductibles 200,000

Property & Liability Insurance 366,950

Workers Compensation Insurance 1,017,000

Self-Insured Dental Program 240,000



159



OPERATING REVENUES:

Object 2014 2015 2016 2017 2018


Charges for Property & Liability Insurance:

4640 General Fund 240,544$ 290,034$ 291,380$ 273,778$ 293,300$

4641 Water and Sewer Utility Fund 59,550 73,036 74,108 67,895 69,600

4642 Storm Water Utility Fund 2,813 3,033 2,897 2,631 2,800

4643 Street Light Utility Fund 362 323 356 371 400

4644 Emergency Medical Services Fund 5,277 5,266 5,806 5,156 7,600

4645 Bielenberg Sports Center Fund 9,650 6,510 14,196 21,878 18,400

4646 Eagle Valley Golf Course Fund 7,932 8,816 8,911 8,551 8,200

4647 Economic Development Authority Fund 912 878 875 876 900

4648 Housing and Redevelopment Authority Fund 912 878 875 876 900

Total Property & Liability Revenue 327,952 388,774 399,404 382,012 402,100

Charges for Workers Compensation Insurance:

4660 General Fund 455,627 528,044 604,961 629,100 675,900

4661 Water and Sewer Utility Fund 39,649 43,990 41,594 42,872 49,000

4663 Emergency Medical Services Fund 53,828 63,130 81,772 84,891 108,700

4664 Bielenberg Sports Center Fund 6,842 9,212 9,281 9,291 10,100

4665 Eagle Valley Golf Course Fund 10,348 11,995 9,805 9,137 9,700

Total Workers Compensation Revenue 566,294 656,371 747,413 775,291 853,400

Charges for Self-Insured Dental Program:

4675 Charges to Operating Funds - 255,366 267,675 260,000 270,000

Total Claim Losses Revenue - 255,366 267,675 260,000 270,000



4386 LMCIT Dividends - City 47,811 83,224 123,133 68,000 100,000

4386 LMCIT Dividends - Library Park Association 862 2,169 3,408 1,200 1,750

4585 Insurance Recoveries 40,791 4,633 157,766 12,000 12,000

4667 Workers Compensation Refund from Prior Year Audit 3,216 15,916 8,294 17,500 17,500

4668 Workers Compensation Restrospective Rating Adjustment - - 96,007 - -

4669 Workers Compensation Commission Refund (2%) 10,284 11,159 15,897 14,613 17,700

4670 Library Park Association Charges - Washington County 6,549 5,978 5,402 6,280 5,750


Subtotal 1,030,466 1,437,624 1,834,242 1,546,396 1,692,600

4420 Transfer-In from General Fund 400,436 - - - -

Total Transfer Revenue 400,436 - - - -


160



OPERATING BUDGET - FUND NUMBER 720:

Object 2014 2015 2016 2017 2018


5301 Professional Servs.-Required Insurance Agent Fees 15,500$ 15,500$ 15,500$ 15,500$ 15,500$

5355 Claim Losses - Property and Casualty Deductibles 251,590 156,869 116,571 160,000 150,000

5484 Claim Losses - Workers Compensation Deductibles - - 25,270 77,150 50,000

Insurance Plans:

5470 Property 41,430 43,128 41,717 43,017 51,500

5471 Inland Marine 8,814 9,162 8,552 8,809 4,900

5472 Equipment Breakdown 18,140 16,969 20,219 20,826 19,300

5473 Municipal Liability 164,716 180,124 168,869 173,935 221,600

5474 Automobile 40,768 40,824 38,487 39,619 51,100

5475 Employee Dishonesty 2,486 2,632 2,391 2,463 2,500

5477 Library Park Association 12,474 11,956 10,804 12,561 11,500

5478 Liquor Liability 2,088 2,249 2,395 2,316 2,850

5479 Volunteer Accident Plan 1,233 1,088 - - -

5480 EDA Property & Liability 833 833 833 833 850

5481 HRA Property & Liability 833 833 833 833 850

5482 Workers Compensation 515,945 572,783 803,132 825,962 1,017,000

5483 Workers Compensation Restrospective Rating 466,417 216,582 - - -

5495 Self-Insured Dental Program - 211,494 232,303 216,000 225,000

5496 Self-Insured Dental Program - Administrative Fee - 13,564 14,460 14,000 15,000

Total Operating Budget 1,543,267 1,496,590 1,502,336 1,613,824 1,839,450

5514 Machinery & Equipment 34,473 - - - -

Subtotal 34,473 - - - -

Transfers:

5701 Transfer-Out to General Fund - 24,109 116,196 - -

5701 Transfer-Out to Capital Improvement Fund - - 151,600 88,300 -

Subtotal - 24,109 267,796 88,300 -

Total Fund Expenses 1,577,740$ 1,520,699$ 1,770,132$ 1,702,124$ 1,839,450$

Operating Expenses:

Capital Outlay:

161

DEBT SERVICE FUND SUMMARY

OPERATING FUND BUDGET – 2018

Debt Service Funds are used to account for the payment of debt service on all debt obligations of the City with the

exception of debt associated with the City's enterprise funds. The enterprise fund's debt service is accounted in their

respective enterprise funds and is supported by user fees.

For 2018, the proposed budget declines 6.8% due to the retirement of the retirement of the 2006C improvement bonds in

2017. There are no refundings planned for 2018.

The City's bond rating is evidence of its financial strength. In July 2017, Standard and Poor’s affirmed the City’s AAA

bond rating. The credit rating report cited the City’s very strong economy with access to the broad and diverse

metropolitan statistical area, strong management conditions with good financial policies, strong budgetary performance,

very strong budgetary flexibility, very strong liquidity and a strong institutional framework score.

BUDGET SUMMARY:

2017

Adjusted 2018

Budget Budget

Beginning Fund Balance 8,221,482$ 7,723,451$

Revenues:

General Property Taxes - Tax Capacity/Abatements 2,241,623$ 2,239,102$

General Property Taxes - Market Value Referendums 952,900 959,650

Special Assessments 2,163,370 1,994,000

Tax Increments 111,524 108,500

Rent from ISD 833 93,700 86,600

Transfers from:

Street Reconstruction/ Maintenance Fund - 57,000

Water and Sewer Utility Fund 90,808 90,000

Investment Earnings 58,000 56,700

Total Revenue 5,711,925$ 5,591,552$

Expenditures:

326 Public Safety Buildings Capital Improvement Bonds of 2009A 574,925 574,000

438 Tax Increment Note of 2001 34,241 29,000

939 Central Park Tax Increment Refunding Bonds of 2009B 152,637 145,000

947 Parks & Open Space Refunding Bonds 2013B 599,325 598,000

949 Special Assessment Improvement Bonds of 2006C 557,529 -

949 Special Assessment Improvement Bonds of 2006C - Transfer to Community Investment Fund 75,707 -

951 Capital Improvement Plan Bonds of 2010A 506,061 511,000

952 Special Assessment Improvement Bonds of 2010B 59,170 59,000

953 Refunding Bonds of 2010C 537,108 533,000

954 Special Assessment Improvement Bonds of 2011A 101,948 107,000

955 Improvement & Refunding Bonds of 2012A 1,093,558 1,055,000

956 Tax Abatement Bonds/Internal Loan of 2013A 601,153 605,000

957 Improvement & Refunding Bonds of 2014A 830,600 833,000

958 Improvement Bonds of 2015A 386,448 384,000

959 Improvement Bonds of 2016A 99,546 286,000

949 Improvement Bonds of 2017A - 54,000

Total Expenditures 6,209,956$ 5,773,000$

Ending Fund Balance 7,723,451$ 7,542,003$

162

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1

2

3

4

5

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Debt

Levy (i

n m

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on

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Year

Debt Levy 2009 - 2018

Market Value Referenda - Debt Levy Tax Capacity - Debt Levy

-

1

2

3

4

2018 2019 2020 2021 2022

Debt

Levy (i

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on

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Year

Future Debt Levy 2018-2022

Tax Capacity - Debt Levy Market Value Referenda - Debt Levy

CITY OF WOODBURY

2018 BUDGET


- Capital Improvement Plan 2018 – 2022

164

2017 2018 2019 2020 2021 2022

REVENUES

Property Tax Levy (1) 2,126,000$ 2,179,000$ 2,234,000$ 2,290,000$ 2,347,000$ 2,406,000$

South Washington County Telecommunications

Commission Rebate 250,000 230,000 230,000 230,000 230,000 230,000

Washington County Project Participation 184,000

Other Revenues 104,000 32,000 38,000 42,000 93,000 49,000

Transfer In - General Fund 500,000 500,000 500,000 500,000 500,000 500,000

Interest on Investments 110,000 192,000 137,000 98,000 118,000 114,000

TOTAL REVENUES 3,090,000$ 3,133,000$ 3,323,000$ 3,160,000$ 3,288,000$ 3,299,000$

EXPENDITURES

MUNICIPAL BUILDINGS

Impound Lot Construction 357,000$

City Hall/Public Safety Security and Entry Areas 50,000$ 1,000,000$

Public Safety Training Center 3,000,000

Miscellaneous Building Components 90,000 211,000 326,000 210,000$ 57,000$

VEHICLES AND MACHINERY

Replacement 2,133,000 1,427,000 1,823,000 807,000 2,724,000$ 1,152,000

New (Additions) 158,000 365,000 624,000 154,000 67,000 301,000

EQUIPMENT

Replacement 542,000 785,000 554,000 560,000 795,000 508,000

New (Additions) 263,000 259,000 122,000 48,000

CITY IMPROVEMENTS

HSC and Ojibway Dugout Covers 47,000 52,000

Park Monument and Trail Signage 26,000 52,000 53,000 54,000

Public Safety, City Hall and Carver Lake Park

Parking Lots 894,000

TRANSFERS

Transfer to the Park Dedication Fund (Ojibway Park) 600,000 600,000

TOTAL EXPENDITURES 3,616,000$ 6,801,000$ 5,996,000$ 1,785,000$ 3,586,000$ 2,066,000$

SURPLUS (DEFICIENCY) OF REVENUES

OVER EXPENDITURES (526,000)$ (3,668,000)$ (2,673,000)$ 1,375,000$ (298,000)$ 1,233,000$

ESTIMATED BEGINNING FUND BALANCE 13,277,000 12,751,000 9,083,000 6,410,000 7,785,000 7,487,000

ESTIMATED ENDING FUND BALANCE 12,751,000$ 9,083,000$ 6,410,000$ 7,785,000$ 7,487,000$ 8,720,000$

Notes:

(1) The plan assumes a 2.5% funding increase each year.

CAPITAL IMPROVEMENT PLAN

2018 - 2022


REVENUE AND EXPENDITURE PROJECTIONS

165

2017 2018 2019 2020 2021 2022

REVENUES

Property Tax Levy (1) 3,111,000$ 3,282,000$ 3,463,000$ 3,653,000$ 3,854,000$ 4,066,000$

Prepaid Special Assessments - New Projects 1,367,000 2,033,000 2,233,000 1,602,000 1,100,000 2,541,000

Proceeds from a Debt Issuance - Supported by

New Project Special Assessments 2,525,000 3,800,000 4,150,000 3,000,000 2,100,000 4,750,000

Certified Special Assessments from Prior Projects 46,000 42,000 40,000 40,000 37,000 35,000

Transfer In - Water and Sanitary Sewer Utility Fund 76,000 443,000 1,191,000 376,000 214,000 1,302,000

Transfer In - Storm Water Utility Fund 923,000 532,000 579,000 459,000 250,000 2,113,000

Transfer In - General Fund Parks Division 76,000

Intergovernmental - S.W.W.D. 446,000


TOTAL REVENUES 8,720,000$ 10,273,000$ 11,785,000$ 9,215,000$ 7,639,000$ 14,912,000$

EXPENDITURES

Roadway Maintenance Projects 9,419,000$ 11,153,000$ 15,392,000$ 9,209,000$ 5,859,000$ 18,145,000$

Transfer to Debt Service Funds for Capitalized

Interest 38,000 57,000 62,000 45,000 32,000 71,000

Transfer to General Fund - Project Administration 29,000 30,000 31,000 32,000 33,000 34,000



OVER EXPENDITURES (766,000)$ (967,000)$ (3,700,000)$ (71,000)$ 1,715,000$ (3,338,000)$

ESTIMATED BEGINNING FUND

BALANCE 12,471,000 11,705,000 10,738,000 7,038,000 6,967,000 8,682,000


Notes:

(1) The plan assumes a 5.5% funding increase each year as recommended by the citizen street rehabilitation task force.


2018 - 2022

STREET RECONSTRUCTION / MAINTENANCE FUND


166

2017 2018 2019 2020 2021 2022

REVENUES

Municipal State Aid 3,028,000$ 3,060,000$ 3,137,000$ 3,215,000$ 3,296,000$ 3,378,000$

Special Assessments 80,000 32,000 324,000 23,000

Transfer In - Major Roadway Special

Assessment Fund 4,505,000

State Grant - SRTS 200,000


TOTAL REVENUES 3,179,000$ 3,341,000$ 3,272,000$ 8,160,000$ 3,414,000$ 3,476,000$

EXPENDITURES

145,000$

Pave Existing Gravel 1,200,000

Pave Existing Gravel 600,000

45,000

Waters Parkway 523,000$

589,000

Lake Road Improvements 2,485,000$

Woodlane Drive - Bailey Elementary to Copper

Cliff Trail Pavement Rehabilitation 332,000

342,000$

Woodwinds Drive Pavement Rehabilitation 274,000

Tamarack Rd. - Tamberwood Trail to Radio Drive

Pavement Rehabilitation 631,000

Woodlane Drive - Bailey Road to Military Road


5,110,000$

Wynstone Drive 2,020,000

Rivertown Drive - Commerce Drive to Hudson Road


Commerce Drive - Tamarack Road to Woodbury Drive


West of Woodbury Drive 1,077,000

Pioneer Drive - Lake Road to Bailey Road

Pavement Rehabilitation 906,000$

Bielenberg Drive - Gold Line Bridge over I-94 2,829,000

Tamarack Road - Weir Drive to Bielenberg Drive


375,000 385,000 394,000 404,000 414,000 425,000



OVER EXPENDITURES 814,000$ 1,844,000$ 1,026,000$ (1,690,000)$ 183,000$ (1,363,000)$




2018 - 2022

MUNICIPAL STATE AID ROADWAY CONSTRUCTION FUND


MSA Annual Maintenance Transfer to the General Fund

Tamarack Road from Woodbury Dr to Preserve Tr

2040 Comprehensive Plan Update

Tamarack Interchange Bridge Lighting

Dale Road - Cottage Grove Dr. to Manning Ave. -

Cottage Grove Drive - Bailey Rd. to Dale Rd. -

Valley Creek Rd Trail - Colby Lake underpass to Dancing

Lake Road Trail Improvements

Traffic Signal - Valley Creek Road / City Hall Entrance

Woodbury Dr (CSAH 19) Capacity Imp from I94 to

Bailey Rd (CSAH 18) Mgmt. and Safety Improvements

167

2017 2018 2019 2020 2021 2022

REVENUES

Major Roadway Special Assessments 555,000$ 1,247,000$ 1,959,000$ 2,126,000$ 2,179,000$ 2,234,000$

Certified Special Assessments 280,000 195,000 166,000 162,000 162,000 162,000


TOTAL REVENUES 1,065,000$ 1,625,000$ 2,285,000$ 2,450,000$ 2,514,000$ 2,600,000$

EXPENDITURES (1)

Dale Road / Pioneer Drive Roundabout and

Roadway Improvements 5,000,000$

Future Phase Two Roadway Improvements 3,100,000$ 4,200,000$

TOTAL EXPENDITURES 5,000,000$ 3,100,000$ 4,200,000$ -$ -$ -$


OVER EXPENDITURES (3,935,000)$ (1,475,000)$ (1,915,000)$ 2,450,000$ 2,514,000$ 2,600,000$



Notes:

(1) Future Capital Improvement Plans will be modified based on plans submitted by developers.


2018 - 2022

PHASE ONE AND TWO - MAJOR ROADWAY SPECIAL ASSESSMENT FUND


168

2017 2018 2019 2020 2021 2022

REVENUES

Park Dedication Fees 613,000$ 555,000$ 555,000$ 635,000$ 670,000$ 670,000$

Grant 250,000

Rent 24,000 24,000 18,000

Transfer from Capital Improvement Fund 600,000 600,000


TOTAL REVENUES 680,000$ 1,229,000$ 1,214,000$ 672,000$ 966,000$ 708,000$

EXPENDITURES (1)

Property Taxes - Open Space Parcels 3,000$ 3,000$ 3,000$ 3,000$ 3,000$ 3,000$

HSC Snap Court 48,000

Dancing Waters Trail Connection to the School 77,000

Ojibway Park Building and Park Improvements 100,000 1,200,000 1,200,000

Phase 2 Area Park and Trail 600,000

Washington County Greenway Corridor Trail

and Building 300,000

Valley Creek Community Park 65,000 900,000

Turnberry Neighborhood Park 600,000

NW Area Park and Trail Development 600,000

TOTAL EXPENDITURES 228,000$ 1,803,000$ 1,503,000$ 68,000$ 1,503,000$ 603,000$


OVER EXPENDITURES 452,000$ (574,000)$ (289,000)$ 604,000$ (537,000)$ 105,000$



Notes:



2018 - 2022

PARK DEDICATION FUND


169

2017 2018 2019 2020 2021 2022

REVENUES

Water and Sewer Area Charges 334,000$ 717,000$ 1,110,000$ 1,174,000$ 1,203,000$ 1,234,000$

Water and Sewer Connection Charges 196,000 409,000 628,000 663,000 679,000 696,000

Special Assessments 100,000 85,000 60,000 52,000 18,000 17,000


TOTAL REVENUES 764,000$ 1,329,000$ 1,913,000$ 2,022,000$ 2,051,000$ 2,111,000$

EXPENDITURES (1)

2,042,000$ 550,000$ 436,000$ 502,000$ 626,000$ 164,000$

386,000

Water and Sanitary Sewer Comprehensive Plan Update 63,000

1,008,000

Well No. 20 332,000 1,811,000

Water Tower 5,544,000

679,000

TOTAL EXPENDITURES 2,105,000$ 1,558,000$ 436,000$ 502,000$ 958,000$ 8,584,000$


OVER EXPENDITURES (1,341,000)$ (229,000)$ 1,477,000$ 1,520,000$ 1,093,000$ (6,473,000)$



Notes:



2018 - 2022

TRUNK WATER AND SANITARY SEWER FUND


NE Trunk Sanitary Sewer Interceptor Right of Way

Phase Two Sewer Infrastructure Improvements

NE Trunk Sanitary Sewer Lift Station

Phase Two Water Infrastructure Improvements

170

2017 2018 2019 2020 2021 2022

REVENUES

Storm Water Area Charges 368,000$ 826,000$ 1,298,000$ 1,408,000$ 1,444,000$ 1,480,000$

Special Assessments 265,000 237,000 168,000 165,000 26,000 25,000


TOTAL REVENUES 883,000$ 1,279,000$ 1,666,000$ 1,781,000$ 1,661,000$ 1,699,000$

EXPENDITURES (1)

Surface Water Management Plan 72,000$

Bailey Lake Lift Station Upgrades 1,051,000$

Trunk Storm Sewer and Regional Ponding - Phase Two 3,652,000 2,543,000$ 3,200,000$ 1,385,000$ 642,000$

TOTAL EXPENDITURES 3,724,000$ 2,543,000$ 1,051,000$ 3,200,000$ 1,385,000$ 642,000$


OVER EXPENDITURES (2,841,000)$ (1,264,000)$ 615,000$ (1,419,000)$ 276,000$ 1,057,000$



Notes:



2018 - 2022

CENTRAL DISTRICT TRUNK STORM SEWER FUND


171

2017 2018 2019 2020 2021 2022

REVENUES

Special Assessments 6,000$ 4,000$ 4,000$ 4,000$ 4,000$ 4,000$


TOTAL REVENUES 19,000$ 17,000$ 9,000$ 9,000$ 9,000$ 9,000$

EXPENDITURES (1)

Edgewood Avenue - Battle Creek Lake Outlet

Improvements 164,000$

Weir Drive/Battle Creek Area Parcel Acquisition 42,000$

Weir Drive Flood Mitigation Study and

Improvements 25,000 359,000

TOTAL EXPENDITURES 67,000$ 523,000$ -$ -$ -$ -$


OVER EXPENDITURES (48,000)$ (506,000)$ 9,000$ 9,000$ 9,000$ 9,000$

ESTIMATED BEGINNING FUND BALANCE 859,000 811,000 305,000 314,000 323,000 332,000

ESTIMATED ENDING FUND BALANCE 811,000$ 305,000$ 314,000$ 323,000$ 332,000$ 341,000$

Notes:



2018 - 2022

RAMSEY-WASHINGTON METRO TRUNK STORM SEWER FUND


172

2017 2018 2019 2020 2021 2022

REVENUES

Special Assessments 6,000$ 2,000$

Interest on Investments 4,000 4,000 4,000$ 4,000$ 4,000$ 4,000$

TOTAL REVENUES 10,000$ 6,000$ 4,000$ 4,000$ 4,000$ 4,000$

EXPENDITURES (1)

No projects planned.

TOTAL EXPENDITURES -$ -$ -$ -$ -$ -$


OVER EXPENDITURES 10,000$ 6,000$ 4,000$ 4,000$ 4,000$ 4,000$



Notes:



2018 - 2022

WEST DRAW TRUNK STORM SEWER FUND


173

2017 2018 2019 2020 2021 2022

REVENUES

Interest on Investments 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 6,000$

TOTAL REVENUES 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 6,000$

EXPENDITURES (1)

No projects planned.

TOTAL EXPENDITURES -$ -$ -$ -$ -$ -$


OVER EXPENDITURES 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 6,000$



Notes:



2018 - 2022

VALLEY BRANCH TRUNK STORM SEWER FUND


174

2017 2018 2019 2020 2021 2022

REVENUES

Operating Revenues from the EMS Fund 206,000$ 211,000$ 216,000$ 222,000$ 227,000$ 233,000$

TOTAL REVENUES 206,000$ 211,000$ 216,000$ 222,000$ 227,000$ 233,000$

EXPENDITURES

Ambulances 404,000$ 213,000$ 223,000$

Mobile Computers 23,000 34,000$

Lucas Devices 62,000

Cardiac Monitor / Defibrillators AED's 203,000$

Scheduling Software 8,000

EMS Fleet Vehicles 64,000

EMS Supply Dispenser 17,000

Mobile Ambulance Cameras 26,000

TOTAL EXPENDITURES 489,000$ 211,000$ 277,000$ 51,000$ 249,000$ -$


OVER EXPENDITURES (283,000)$ -$ (61,000)$ 171,000$ (22,000)$ 233,000$




2018 - 2022



175

2017 2018 2019 2020 2021 2022

REVENUES

Operating Revenues from the

Water/Sewer Utility Fund 1,854,000$ 1,570,000$ 1,575,000$ 1,556,000$ 1,534,000$ 1,509,000$

TOTAL REVENUES 1,854,000$ 1,570,000$ 1,575,000$ 1,556,000$ 1,534,000$ 1,509,000$

EXPENSES

Water Meter Replacement Program 205,000$ 316,000$ 539,000$ 773,000$ 453,000$

Well Rehabilitations 140,000$ 154,000 316,000 324,000 332,000 425,000

Water and Sewer Fleet Vehicles 612,000 469,000 69,000 277,000 121,000

Scada System Replacement 1,450,000

Sanitary Sewer Lift Station Maintenance Program 783,000 316,000

Water and Sewer Equipment 203,000 169,000 20,000

Water Storage Facility Maintenance Program 1,353,000 8,000 87,000 726,000 6,000

Tamarack Sanitary Sewer Main Rehabilitation 1,538,000

Standpipe Valve Pit Project 103,000

Sewer Lining and Repairs 263,000 270,000 114,000

Water and Sewer Main Piling Project 221,000 340,000

Booster Station Interior Rehabilitation 114,000

Water and Sewer Main Replacement Projects 76,000 443,000 1,191,000 376,000 214,000 1,302,000

TOTAL EXPENSES 3,061,000$ 4,468,000$ 2,479,000$ 1,765,000$ 2,563,000$ 2,875,000$


OVER EXPENSES (1,207,000)$ (2,898,000)$ (904,000)$ (209,000)$ (1,029,000)$ (1,366,000)$

ESTIMATED BEGINNING RESERVE BALANCE 12,851,000 11,644,000 8,746,000 7,842,000 7,633,000 6,604,000

ESTIMATED ENDING RESERVE BALANCE 11,644,000$ 8,746,000$ 7,842,000$ 7,633,000$ 6,604,000$ 5,238,000$


2018 - 2022

EQUIPMENT REPLACEMENT AND MAJOR PROJECT RESERVE - WATER AND SEWER UTILITY FUND

REVENUE AND EXPENSE PROJECTIONS

176

2017 2018 2019 2020 2021 2022

REVENUES

Operating Revenues from the Utility Fund 725,000$ 783,000$ 829,000$ 875,000$ 923,000$ 974,000$

TOTAL REVENUES 725,000$ 783,000$ 829,000$ 875,000$ 923,000$ 974,000$

EXPENSES

Scada System Replacement 255,000$

Non - Degradation Retrofit Projects 385,000$ 394,000$ 404,000$ 414,000$ 425,000$

Storm Water System Replacements 923,000 532,000 579,000 459,000 250,000 2,113,000

TOTAL EXPENSES 1,178,000$ 917,000$ 973,000$ 863,000$ 664,000$ 2,538,000$


OVER EXPENSES (453,000)$ (134,000)$ (144,000)$ 12,000$ 259,000$ (1,564,000)$

ESTIMATED BEGINNING RESERVE BALANCE 3,820,000 3,367,000 3,233,000 3,089,000 3,101,000 3,360,000

ESTIMATED ENDING RESERVE BALANCE 3,367,000$ 3,233,000$ 3,089,000$ 3,101,000$ 3,360,000$ 1,796,000$


2018 - 2022

MAJOR PROJECT RESERVE - STORM WATER UTILITY FUND


177

2017 2018 2019 2020 2021 2022

REVENUES (1)

Operating Margin from the EVGC Fund 306,000$ 314,000$ 322,000$ 330,000$ 338,000$ 347,000$

Transfer In - Community Investment Fund 563,000

TOTAL REVENUES 869,000$ 314,000$ 322,000$ 330,000$ 338,000$ 347,000$

EXPENSES

Maintenance Equipment 93,000$ 149,000$ 93,000$ 58,000$ 43,000$ 72,000$

Golf Cart Fleet 11,000 203,000 12,000

Practice Range Equipment 9,000 9,000 6,000

Clubhouse 77,000 76,000 9,000

Irrigation System Replacement 275,000 850,000

Miscellaneous Building Components 11,000 13,000 34,000

TOTAL EXPENSES 399,000$ 1,089,000$ 296,000$ 143,000$ 98,000$ 78,000$


OVER EXPENSES 470,000$ (775,000)$ 26,000$ 187,000$ 240,000$ 269,000$

ESTIMATED BEGINNING RESERVE BALANCE 580,000 1,050,000 275,000 301,000 488,000 728,000

ESTIMATED ENDING RESERVE BALANCE 1,050,000$ 275,000$ 301,000$ 488,000$ 728,000$ 997,000$

Notes:

(1) The EVGCTF long-term annual operating margin goal is 20% of revenues or $298,700 for 2017. Operating margin is budgeted at 20.2%

of total operating revenues in the 2017 Budget.


2018 - 2022

EQUIPMENT REPLACEMENT AND MAJOR PROJECT RESERVE - EAGLE VALLEY GOLF COURSE FUND


178

2017 2018 2019 2020 2021 2022

REVENUES

Operating Margin less Debt Service

from the HSC Fund (1) 186,000$ 200,000$ 203,000$ 271,000$ 272,000$ 284,000$

Lease Revenues 155,000 158,000 160,000 162,000 165,000 167,000

TOTAL REVENUES 341,000$ 358,000$ 363,000$ 433,000$ 437,000$ 451,000$

EXPENSES

Ice Arena 15,000$ 67,000$ 32,000$ 173,000$

Lobby Link 68,000 16,000

Furniture/Fixtures/Equipment 30,000 14,000 6,000 8,000$

Ice Arena Equipment 111,000 189,000 56,000

TOTAL EXPENSES 113,000$ 178,000$ 62,000$ 368,000$ 64,000$ -$


OVER EXPENSES 228,000$ 180,000$ 301,000$ 65,000$ 373,000$ 451,000$

ESTIMATED BEGINNING RESERVE BALANCE 216,000 444,000 624,000 925,000 990,000 1,363,000

ESTIMATED ENDING RESERVE BALANCE 444,000$ 624,000$ 925,000$ 990,000$ 1,363,000$ 1,814,000$

Notes:

(1) The long-term annual operating margin goal is 30% to 35% of operating revenues. The 2017 budget operating margin is 32.2% of operating

revenues.


2018 - 2022

EQUIPMENT REPLACEMENT AND MAJOR PROJECT RESERVE -


HEALTHEAST SPORTS CENTER FUND

179

2017 2018 2019 2020 2021 2022

REVENUES

Special Assessments 82,000$ 74,000$ 74,000$ 74,000$ 24,000$

Transfer In - Debt Service Funds 76,000 325,000

Internal Loan Repayment from the HSC Fund 166,000 376,000 376,000 25,000 25,000 25,000$


TOTAL REVENUES 393,000$ 509,000$ 478,000$ 462,000$ 89,000$ 66,000$

EXPENDITURES

Central Park Improvements 210,000$ 3,000,000$

Transfer to the Eagle Valley Golf Course Fund 563,000

2009C Certificates Called (1) 415,000

TOTAL EXPENDITURES 1,188,000$ 3,000,000$ -$ -$ -$ -$


OVER EXPENDITURES (795,000)$ (2,491,000)$ 478,000$ 462,000$ 89,000$ 66,000$



Notes:

(1) Called the 2009C Equipment Certificates and internally financed the remaining two years. Net interest savings of $14,300.


2018 - 2022

COMMUNITY INVESTMENT FUND


180

2017 2018 2019 2020 2021 2022

G.O. Capital Improvement Bonds:

Public Works Building Expansion To be Determined

G.O. Improvement Bonds:

Roadway Maintenance Projects 2,525,000$ 3,800,000$ 4,150,000 3,000,000$ 2,100,000$ 4,750,000$

2,525,000$ 3,800,000$ 4,150,000$ 3,000,000$ 2,100,000$ 4,750,000$


2018 - 2022

SUMMARY OF PROPOSED DEBT ISSUANCES IN THE CAPITAL IMPROVEMENT PLAN

181

Property Tax Supported Tax Capacity Based Debt Levy Projections:

2017 2018 2019 2020 2021 2022 2023 2024

Current Debt Levies:

2000A/2009A Capital Improvement

Bonds - PS Building 582,200$ 584,975$ 587,100$

2010A Capital Improvement

Bonds - PS Building 513,574 511,972 514,930 511,954$ 508,242$ 513,780$ 513,287$ 511,981$

2003C/2010C Refunding

Bonds - PW Bldg 363,230 360,096

2013A Tax Abatement

Bonds - HSC 635,574 633,264 1,014,204 1,014,159 1,014,259 1,013,609 1,012,209 1,014,109

2015A Improvement Bonds -

2015 St. Reconst. Project 147,045 148,795 148,745 150,445 150,445 150,545 152,045 152,485

Subtotal 2,241,623 2,239,102 2,264,979 1,676,558 1,672,946 1,677,934 1,677,541 1,678,575

Proposed Future Debt Levies:

2018A Capital Improvement

Bonds - PW Bldg To be Determined

Subtotal - - - - - - - -

Total 2,241,623$ 2,239,102$ 2,264,979$ 1,676,558$ 1,672,946$ 1,677,934$ 1,677,541$ 1,678,575$

Net Change Compared to Prior Year (2,521)$ 25,877$ (588,421)$ (3,612)$ 4,988$ (393)$ 1,034$

Property Tax Supported Market Value Referenda Based Debt Levy Projections:

2017 2018 2019 2020 2021 2022 2023 2024

Current Debt Levies:

1998E/2005B Refunded Open Space

Ref. Bonds-Open Space 350,100$ 350,200$

2006B/2013B Parks and Open Space

Ref. Bonds Parks/Open Space 602,800 609,450 615,500$ 615,950$ 615,950$ 615,500$ 619,600$ 623,100$

Total 952,900$ 959,650$ 615,500$ 615,950$ 615,950$ 615,500$ 619,600$ 623,100$

Net Change Compared to Prior Year 6,750$ (344,150)$ 450$ -$ (450)$ 4,100$ 3,500$

Total Debt 3,194,523$ 3,198,752$ 2,880,479$ 2,292,508$ 2,288,896$ 2,293,434$ 2,297,141$ 2,301,675$

Total Debt Net Change Compared to

Prior Year 4,229$ (318,273)$ (587,971)$ (3,612)$ 4,538$ 3,707$ 4,534$


2018 - 2022

DEBT SERVICE PROJECTIONS FOR DEBT ISSUANCES SUPPORTED BY PROPERTY TAX LEVIES

182

YEAR PROJECTCIP

FUND

ESTIMATED

COST

(INFLATED)

2017 Dale Road - Cottage Grove Drive to Manning Avenue MSA $1,200,000

2017 Cottage Grove Drive - Bailey Road to Dale Road MSA $600,000

2017 Tamarack Interchange Bridge Lighting MSA $45,000

2018 Valley Creek Road Trail - Colby Lake underpass to Dancing Waters Parkway MSA $523,000

2018 Lake Road Trail Improvements MSA $339,000

2018 Future Phase Two Roadway Improvements Phase One and Two $3,100,000

2019 Traffic Signal - Valley Creek Road / City Hall Entrance MSA $342,000

2019 Woodwinds Drive Pavement Rehabilitation MSA $274,000

2019 Tamarack Road - Tamberwood Trail to Radio Drive Pavement Rehabilitation MSA $631,000

2019 Woodlane Drive - Glen Road to Military Road Pavement Rehabilitation MSA $605,000

2019 Future Phase Two Roadway Improvements Phase One and Two $4,200,000

2020 Tamarack Road from Woodbury Drive to Preserve Trail MSA $5,110,000

2020 Woodbury Drive Capacity Improvements from I94 to Wynstone Drive MSA $2,020,000

2020 Rivertown Drive - Commerce Drive to Hudson Road Pavement Rehabilitation MSA $431,000

2020 Commerce Drive - Tamarack Road to Woodbury Drive Pavement Rehabilitation MSA $808,000

2020 Bailey Road Management and Safety Improvements West of Radio Drive MSA $1,077,000


2018 - 2022

SUMMARY OF MAJOR ROADWAY PROJECTS

183

YEAR PROJECTCIP

FUND

ESTIMATED

COST

(INFLATED)

2021 Lake Road Improvements MSA $2,485,000

2021 Woodlane Drive - Bailey Elementary to Copper Cliff Trail Pavement Rehab MSA $332,000

2022 Pioneer Drive - Lake Road to Bailey Road Pavement Rehabilitation MSA $906,000

2022 Bielenberg Drive - Gold Line Bridge over I-94 MSA $2,829,000

2022 Tamarack Road - Weir Drive to Bielenberg Drive Pavement Rehabilitation MSA $679,000


2018 - 2022

SUMMARY OF MAJOR ROADWAY PROJECTS (Cont'd.)

184

2018 – 2021 Capital Improvement Plan

Street Reconstruction and Major Roadway

Project Descriptions Street Reconstruction and Maintenance

2017-2021 Street Reconstruction and Maintenance Projects – Each year streets are chosen in accordance with the

criteria set forth by the Street Major Maintenance Citizen Task Force, the City’s pavement management

program and recommendations by the City’s street division. Projects are chosen on an annual basis based on

projected needs as well as funding availability. Streets to be included in the Future projects have only been

preliminarily chosen at this time. The scope of each project may include sanitary sewer, water and storm

water system repairs or replacement in addition to several different pavement rehabilitation and reconstruction

techniques depending on the pavement condition.

Municipal State Aid Roadway Construction Fund

2017 Dale Road from Cottage Grove Drive to Manning Avenue – This project is proposed to pave an existing

section of gravel road. The gravel section is in need of constant maintenance, therefore it has been determined

to be more cost effective to upgrade to a paved section.

2017 Cottage Grove Drive from Bailey Road to Dale Road – This project is proposed to pave an existing section

of gravel road. The gravel section is in need of constant maintenance, therefore it has been determined to be

more cost effective to upgrade to a paved section.

2017 Tamarack Interchange Bridge Lighting – The existing lighting on the interchange is failing due to its age

and is the ideal time to replace with more efficient LED lighting technology.

2018 Valley Creek Road Trial from Colby Lake Underpass to Dancing Waters Parkway – This project will

consist of adding a trail along the north side of Valley Creek Road to fill in an identified trail system gap.

2018 Lake Road Trail Improvements – This project consists of adding trail segments along Lake Road to fill in

identified trail gaps along with several trail crossing improvements.

2019 Traffic Signal at Valley Creek Road and City Hall Entrance – The improvements will consist of the

installation of a permanent signal at this intersection. In recent history, this intersection has relatively high rate

of accidents. An increased level of intersection control should reduce the rate of accidents for vehicles turning

onto Valley Creek Road from the City Hall Entrance.

2019 Pavement Rehabilitation – Woodwinds Drive, Tamarack Road (Tamberwood Trail to Radio Drive) and

Woodlane Drive (Glen Road to Military Road) – This project will address deteriorated pavement

conditions along with other minor repairs to curb, pedestrian facilities and utilities.

2020 Tamarack Road from Woodbury Drive to Preserve Trail – This project will be constructed to serve the

increased traffic generated from the development of the adjacent properties. The improvements will include

the reconstruction of Tamarack Road to a 4-lane divided roadway with necessary turn lanes. It will also

include turn lane improvements on Woodbury Drive (CR 19) to Tamarack Road.

2020 Woodbury Drive Capacity Improvements from I94 to Wynstone Drive – This project will be constructed

to serve the increased traffic generated from the development of the adjacent properties. The improvements

will include the reconstruction of Woodbury Drive to a 6-lane section along with necessary turn lanes and

intersection improvements. This project would be led by Washington County.

2020 Pavement Rehabilitation – Rivertown Drive (Commerce Drive to Hudson Road) and Commerce Drive

(Tamarack Road to Woodbury Drive) – This project will address deteriorated pavement conditions along

with other minor repairs to curb, pedestrian facilities and utilities.

Street Reconstruction and Major Roadway

Project Descriptions

185

2020 Bailey Road Management and Safety Improvements West of Radio Drive – This project will include the

construction of turn lanes, channelization and intersection control from Radio Drive west thru Newport. This

project would be led by Washington County.

2021 Lake Road Intersection Capacity Improvements, Pavement Rehab and Striping Project – This project is

proposed to add intersection control to the Lake Road / Pioneer Drive intersection including channelization

and turn lane construction as the existing 4-way stop is beginning to fail and upgrades are necessary to carry

projected traffic volume increases. The project will also address pavement condition and pedestrian safety.

2021 Pavement Rehabilitation – Woodlane Drive (Bailey Elementary to Copper Cliff Trail) – This project will

address deteriorated pavement conditions along with other minor repairs to curb, pedestrian facilities and

utilities.

2022 Bielenberg Drive – Gold Line Bridge over I94 – This will be the City’s contribution to the project that will

address the local traffic and pedestrian movement along the bus rapid transit way.

2022 Pavement Rehabilitation – Pioneer Drive (Lake Road to Bailey Road) and Tamarack Road (Weir Drive

to Bielenberg Drive) – This project will address deteriorated pavement conditions along with other minor

repairs to curb, pedestrian facilities and utilities.

Phase 1 & 2 Major Roadway Special Assessment Fund

2017 Dale Road / Pioneer Drive Roundabout and Roadway Improvements – These improvements include

upgrading the Dale Road / Pioneer Drive intersection and adjacent roadway segments to accommodate the

increased traffic from the surrounding development areas. The improvements consist of the construction of a

roundabout and required channelization on adjacent roadway.

2018-19 Phase 2 Roadway Improvements – Based on the current development submittals and concepts, it is

anticipated that additional improvement will be necessary to accommodate the additional traffic on adjacent

major roadways. Exact projects will be evaluated as development plans are approved.

CITY OF WOODBURY

APPENDIX


- Fund Balance Estimate – General Fund

- Overview of Valuations and Tax Capacity Rates

- Estimated Taxes Payable Comparisons – Residential Property

- Estimated Taxes Payable for 2018 compared to 2017 – Residential Property

- Estimated Taxes Payable for 2018 compared to 2017 – Specific Properties

- Housing and Redevelopment Authority Levy

- Per Capita and per Household Spending/Tax Levy Comparison

- Staffing Summary – Five Year History

- Total Staffing and Staffing Per 1,000 Residents

- Personnel Changes in 2018 Budget – All Funds

- Long-term Staffing Plan 2018-2022

- Property Tax Levy Allocation

- Glossary of Budget Terms

- Acronyms

187

CITY OF WOODBURY

FUND BALANCE ESTIMATE – GENERAL FUND

GENERAL FUND:

Projected Fund Balance - December 31, 2017 12,609,022$

Proposed 2018 Revenues 34,092,500$

Proposed 2018 Expenditures (33,592,500)

Operating Surplus / (Deficit) 500,000

Transfer to Capital Improvement Fund (500,000)

Projected Fund Balance - December 31, 2018 12,609,022$

Fund Balance Analysis - General Fund: 2017 2018 Change

Nonspendable: Prepaid Items 52,059$ 53,000$ 941$

Committed:

Stabilization - (Emergencies - 2.5% of Following Year's Budget) 852,313 886,000 33,687

Compensated Absences (50% of Amount Earned) 1,476,900 1,625,000 148,100

Unassigned: (Utilized for cash flow timing needs) 10,227,750 10,045,022 (182,728)

Total Fund Balance 12,609,022$ 12,609,022$ -$

Fund Balance as a Percentage of Following Year's Budget

Including Risk Management Fund Reserves 39.7% 37.8%

Fund Balance Target Level including Risk Management Fund Reserves: 35% to 50%

188

CITY OF WOODBURY

FINANCIAL AND STATISTICAL DATA

OVERVIEW OF VALUATIONS AND TAX CAPACITY RATES

2014 2015 2016 2017 2018

1 Taxable Market Value 6,292,668,500$ 7,358,820,300$ 7,609,333,100$ 7,868,553,600$ 8,502,689,600$

2 Taxable Market Value Percent Change 5.3% 16.9% 3.4% 3.4% 8.1%

3 Real Estate Tax Capacity 72,379,571 83,539,572 86,475,330 90,013,104 97,363,424

4 Personal Property Tax Capacity 967,122 992,424 1,032,608 1,087,429 1,152,983 5 Total Tax Capacity 73,346,693 84,531,996 87,507,938 91,100,533 98,516,407

6 Fiscal Disparities Tax Capacity Contribution (6,981,506) (7,153,086) (7,446,630) (7,944,059) (8,689,210)

7 Less Tax Capacity dedicated to Tax Increment Districts (174,802) (83,228) (103,375) (103,375) (109,858) 8 Net Tax Capacity 66,190,385 77,295,682 79,957,933 83,053,099 89,717,339

9 Net Tax Capacity Percent Change 6.1% 16.8% 3.4% 3.9% 8.0%

10 General Fund Operations Tax Levy 21,015,006 21,690,420 22,415,450 23,146,194 24,143,795

11 EMS Fund Tax Levy - - 466,859 665,909 665,909

12 Capital Improvement Fund Tax Levy 1,983,631 2,023,304 2,084,003 2,125,683 2,178,825

13 Street Reconstruction/Maintenance Fund Tax Levy 2,649,190 2,794,896 2,948,615 3,110,789 3,281,882

14 Frontage Road / I-94 On-Ramp Tax Abatement Plan Tax Levy - 30,395 316,722 389,849 410,480 15 City Tax Levy Certified to the County 25,647,827 26,539,015 28,231,649 29,438,424 30,680,891

16 Less Fiscal Disparities Distribution Received (2,508,707) (2,466,111) (2,256,311) (2,510,227) (2,699,528) 17 Net General Fund Tax Levy for the Tax Capacity Rate Calculation 23,139,120$ 24,072,904$ 25,975,338$ 26,928,197$ 27,981,363$

18 City Tax Capacity Rate for Operations 34.958% 31.144% 32.486% 32.423% 31.188%

19 General Obligation Tax Capacity Debt Levies:

20 2004 Street Reconstruction Bonds 314,000 314,800 - - -

21 2008 Frontage Road / I-94 On-Ramp Tax Internal Loan 293,843 315,135 - - -

22 2009 Capital Improvement Bonds 579,775 582,650 582,650 582,200 584,975

23 2010 Capital Improvement Bonds 513,157 505,794 512,639 513,574 511,972

24 2010 Refunding Bonds 362,541 362,390 361,350 363,230 360,096

25 2013 Abatement Bonds - 634,734 632,529 635,574 633,264

26 2015 Improvement Bonds - - 150,145 147,045 148,795 27 Total City G.O. Debt Levy Certified to the County 2,063,316$ 2,715,503$ 2,239,313$ 2,241,623$ 2,239,102$

28 Tax Capacity Rate for Tax Capacity Debt Levies 3.117% 3.513% 2.801% 2.699% 2.496%

29 General Obligation Market Value Debt Levies from Referendums:

30 1994/1998/2007 Parks and Athletic Complex Bonds 639,600$ -$ -$ -$ -$

31 1998/2005/2014 Open Space Bonds 383,000 380,400 339,400 350,100 350,200

32 2006/2013 Parks and Open Space Bonds 665,550 603,450 605,850 602,800 609,450

33 Total G.O. Market Value Based Debt Levy Certified to the County 1,688,150$ 983,850$ 945,250$ 952,900$ 959,650$

34 Market Value Tax Rate for Referendum Debt Levy 0.02592% 0.01308% 0.01216% 0.01187% 0.11110%

35 Total City Tax Levy for the Tax Capacity Rate Calculation 26,890,586$ 27,772,257$ 29,159,901$ 30,122,720$ 31,180,115$

36 Total City Tax Rate (not including the market value tax rates) 38.076% 34.657% 35.287% 35.122% 33.684%

37 Percent Change in Tax Rate -3.5% -9.0% 1.8% -0.5% -4.1%

38 Total City Tax Levy Certified to Washington County 29,399,293$ 30,238,368$ 31,416,212$ 32,632,947$ 33,879,643$

(Line 15 + line 27 + line 33)

39 Change in City Tax Levy Certified to Washington County 796,064$ 839,075$ 1,177,844$ 1,216,735$ 1,246,696$

40 Percent Change in City Tax Levy 2.8% 2.9% 3.9% 3.9% 3.8%

41 Total HRA Tax Levy Certified to Washington County 250,000$ 250,000$ 250,000$ 250,000$ 250,000$

42 Percent Change in HRA Tax Levy 0.0% 0.0% 0.0% 0.0% 0.0%

43 Total City and HRA Tax Levy Certified to Washington County 29,649,293$ 30,488,368$ 31,666,212$ 32,882,947$ 34,129,643$

(Line 38 + line 41)

44 Percent Change in Total Tax Levy 2.76% 2.83% 3.86% 3.84% 3.79%

189

CITY OF WOODBURY

ESTIMATED TAXES PAYABLE COMPARISONS –

RESIDENTIAL PROPERTY

ACTUAL TAXES PAYABLE 2017 Combined Single Family Multi-Family

Median Median Median

Residential Residential ResidentialValue Value Value

Estimated Market Value 277,800$ 322,400$ 163,800$

Less Homestead Value Exclusion 12,200 8,200 22,500

Taxable Market Value 265,600 314,200 141,300

Tax Capacity Calculation:

Homestead -

1st $500,000 @ 1.00% 2,656 3,142 1,413

Over $500,000 @ 1.25% - - -

Total: 2,656$ 3,142$ 1,413$

Tax capacity increase/(decrease):

City Tax Calculation:

Tax Capacity x Tax Capacity Rate = Tax

Tax Capacity Rate 35.122% 933$ 1,104$ 496$

HRA Tax Capacity Rate 0.2768% 7 9 4

Market Value Referendum 0.01187% 33 38 20

Tax 973$ 1,151$ 520$

ESTIMATED TAXES PAYABLE 2018 Combined Single Family Multi-Family

Median Median Median

Residential Residential ResidentialValue Value Value

Estimated Market Value 296,700$ 339,900$ 179,000$

Less Homestead Value Exclusion 10,500 6,600 21,100

Taxable Market Value 286,200 333,300 157,900


Homestead -

1st $500,000 @ 1.00% 2,862 3,333 1,579

Over $500,000 @ 1.25% - - -

Total: 2,862$ 3,333$ 1,579$

Tax capacity increase/(decrease): 7.8% 6.1% 11.7%



Tax Capacity Rate 33.684% 964$ 1,122$ 532$

HRA Tax Capacity Rate 0.2550% 7 9 4

Market Value Referendum 0.01111% 33 38 20

Tax 1,004$ 1,169$ 556$

Taxes Percent Change 17/18 3.19% 1.56% 6.92%

Taxable Value Percent Change 17/18 7.8% 6.1% 11.7%

Estimated Market Value Percent Change 17/18 6.8% 5.4% 9.3%

Dollar Change 17/18 31$ 18$ 36$

Note: Median residential value per the 2017 Washington County Assessment Report.

190

CITY OF WOODBURY

ESTIMATED TAXES PAYABLE FOR 2018 COMPARED TO 2017 -

RESIDENTIAL PROPERTY

ACTUAL TAXES PAYABLE 2017 $234,100 Median $327,700 $421,400

Residential Residential Residential ResidentialValue Value Value Value

Estimated Market Value 234,100$ 277,800$ 327,700$ 421,400$

Less Homestead Value Exclusion 16,200 12,200 7,700 -

Taxable Market Value 217,900 265,600 320,000 421,400


Homestead -

1st $500,000 @ 1.00% 2,179 2,656 3,200 4,214

Over $500,000 @ 1.25% - - - -

Total: 2,179$ 2,656$ 3,200$ 4,214$

Tax capacity increase/(decrease):



Tax Capacity Rate 35.122% 765$ 933$ 1,124$ 1,480$

HRA Tax Capacity Rate 0.2768% 6 7 9 12

Market Value Referendum 0.01187% 28 33 39 50

Tax 799$ 973$ 1,172$ 1,542$

ESTIMATED TAXES PAYABLE 2018 $250,000 Median $350,000 $450,000

Residential Residential Residential ResidentialValue Value Value Value

Estimated Market Value 250,000$ 296,700$ 350,000$ 450,000$

Less Homestead Value Exclusion 14,700 10,500 5,700 -

Taxable Market Value 235,300 286,200 344,300 450,000


Homestead -

1st $500,000 @ 1.00% 2,353 2,862 3,443 4,500

Over $500,000 @ 1.25% - - - -

Total: 2,353$ 2,862$ 3,443$ 4,500$

Tax capacity increase/(decrease): 8.0% 7.8% 7.6% 6.8%



Tax Capacity Rate 33.684% 792$ 964$ 1,160$ 1,516$

HRA Tax Capacity Rate 0.2550% 6 7 9 11

Market Value Referendum 0.01111% 28 33 39 50

Tax 826$ 1,004$ 1,208$ 1,577$

Taxes Percent Change 17/18 3.38% 3.19% 3.07% 2.27%

Taxable Value Percent Change 17/18 8.0% 7.8% 7.6% 6.8%

Estimated Market Value Percent Change 17/18 6.8% 6.8% 6.8% 6.8%

Dollar Change 17/18 27$ 31$ 36$ 35$

Note: Median residential value per the 2017 Washington County Assessment Report for single family

and multi-family residential parcels.

191

CITY OF WOODBURY

ESTIMATED TAXES PAYABLE FOR 2018 COMPARED TO 2017 -

SPECIFIC PROPERTIES

ACTUAL TAXES PAYABLE 2017 Ridgegate Wild Stonemill Ashton Rural

Patio Canyon Evergreen Farms Ridge Homestead

Parcel Number 1702821110074 3002821320007 0902821320011 1302821340021 2702821310008 1202821440006

Estimated Market Value 183,700$ 376,700$ 345,300$ 367,500$ 559,300$ 320,500$

Less Homestead Value Exclusion 20,700 3,300 6,200 4,200 - 8,400

Taxable Market Value 163,000 373,400 339,100 363,300 559,300 312,100


Homestead -

1st $500,000 @ 1.00% 1,630 3,734 3,391 3,633 5,000 3,121

Over $500,000 @ 1.25% - - - - 741 -

Total: 1,630$ 3,734$ 3,391$ 3,633$ 5,741$ 3,121$



Tax Capacity Rate 35.122% 572$ 1,311$ 1,191$ 1,276$ 2,016$ 1,096$

HRA Tax Capacity Rate 0.2768% 5 10 9 10 16 9

Market Value Referendum 0.01187% 22 45 41 44 66 38

Tax 599$ 1,366$ 1,241$ 1,330$ 2,098$ 1,143$

ESTIMATED TAXES PAYABLE 2018 Ridgegate Wild Stonemill Ashton Rural

Patio Canyon Evergreen Farms Ridge Homestead

Parcel Number 1702821110074 3002821320007 0902821320011 1302821340021 2702821310008 1202821440006

Estimated Market Value 195,900$ 350,800$ 342,600$ 410,400$ 586,000$ 315,600$

Less Homestead Value Exclusion 19,600 5,700 6,400 300 - 8,800

Taxable Market Value 176,300 345,100 336,200 410,100 586,000 306,800


Homestead -

1st $500,000 @ 1.00% 1,763 3,451 3,362 4,101 5,000 3,068

Over $500,000 @ 1.25% - - - - 1,075 -

Total: 1,763$ 3,451$ 3,362$ 4,101$ 6,075$ 3,068$

Tax capacity increase/(decrease): 8.2% -7.6% -0.9% 12.9% 5.8% -1.7%


Tax Capacity x Tax Capacity Rate = Taxes (Gross)

Tax Capacity Rate 33.684% 594$ 1,162$ 1,132$ 1,381$ 2,046$ 1,033$

HRA Tax Capacity Rate 0.2550% 4 9 9 10 15 8

Market Value Referendum 0.01111% 22 39 38 46 65 35

Tax 620$ 1,210$ 1,179$ 1,437$ 2,126$ 1,076$

Taxes Percent Change 17/18 3.51% -11.42% -5.00% 8.05% 1.33% -5.86%

Taxable Value Percent Change 17/18 8.2% -7.6% -0.9% 12.9% 4.8% -1.7%

Estimated Market Value Percent Change 17/18 6.6% -6.9% -0.8% 11.7% 4.8% -1.5%

Dollar Change 17/18 21$ (156)$ (62)$ 107$ 28$ (67)$

192

CITY OF WOODBURY

HOUSING AND REDEVELOPMENT AUTHORITY

LEVY AT $250,000

ACTUAL TAXES PAYABLE 2017 Median

ResidentialValue

Estimated Market Value 277,800$

Less Homestead Value Exclusion 12,200

Taxable Market Value 265,600


Homestead -

1st $500,000 @ 1.00% 2,656

Over $500,000 @ 1.25% -

Total: 2,656$



HRA Tax Capacity Rate 0.2768% 7.35$

Tax 7.35$

ESTIMATED TAXES PAYABLE 2018 Median

ResidentialValue

Estimated Market Value 296,700$

Less Homestead Value Exclusion 10,500

Taxable Market Value 286,200


Homestead -

1st $500,000 @ 1.00% 2,862

Over $500,000 @ 1.25% -

Total: 2,862$

Tax capacity increase/(decrease): 7.8%



HRA Tax Capacity Rate 0.2550% 7.30$

Tax 7.30$

Taxes Percent Change 17/18 -0.68%

Taxable Value Percent Change 17/18 7.8%

Estimated Market Value Percent Change 17/18 6.8%

Dollar Change 17/18 (0.05)$

193

CITY OF WOODBURY

PER CAPITA AND PER HOUSEHOLD SPENDING/TAX LEVY COMPARISON

Percent

Change

2014 2015 2016 2017 2018 17/18

GENERAL FUND OPERATIONS EXPENDITURES:

Population 66,807 67,875 68,725 69,240 70,559 1.90%

Households 25,137 25,517 25,934 26,327 26,727 1.52%

General Fund Expenditures 28,552,348$ 29,240,305$ 30,859,061$ 32,733,168$ 34,092,500$ 4.15%

Per Household Expenditures 1,135.87$ 1,145.91$ 1,189.91$ 1,243.33$ 1,275.58$ 2.59%

Adjust for Inflation Per Household 1,200.73$ 1,201.73$ 1,239.19$ 1,268.20$ 1,275.58$ 0.58%

Per Capita Expenditures 427.39$ 430.80$ 449.02$ 472.75$ 483.18$ 2.21%

Adjust for Inflation Per Capita 451.79$ 451.78$ 467.62$ 482.20$ 483.18$ 0.20%

Inflation Factor 0.8% 0.7% 2.1% 2.0%

GENERAL FUND OPERATIONS PROPERTY TAX LEVY:

Population 66,807 67,875 68,725 69,240 70,559 1.90%

Households 25,137 25,517 25,934 26,327 26,727 1.52%

General Fund Operations Tax Levy 21,015,006$ 21,690,420$ 22,415,450$ 23,146,194$ 24,143,795$ 4.31%

Per Household Tax Levy 836.02$ 850.04$ 864.33$ 879.18$ 903.35$ 2.75%

Adjust for Inflation Per Household 883.76$ 891.44$ 900.13$ 896.76$ 903.35$ 0.73%

Per Capita Tax Levy 314.56$ 319.56$ 326.16$ 334.29$ 342.18$ 2.36%

Adjust for Inflation Per Capita 332.52$ 335.13$ 339.67$ 340.98$ 342.18$ 0.35%


TOTAL PROPERTY TAX LEVY:

Population 66,807 67,875 68,725 69,240 70,559 1.90%

Households 25,137 25,517 25,934 26,327 26,727 1.52%

Total Tax Levy 29,649,293$ 30,488,368$ 31,666,212$ 32,882,947$ 34,129,643$ 3.79%

Per Household Tax Levy 1,179.51$ 1,194.83$ 1,221.03$ 1,249.02$ 1,276.97$ 2.24%

Adjust for Inflation Per Household 1,246.86$ 1,253.03$ 1,271.61$ 1,274.00$ 1,276.97$ 0.23%

Per Capita Tax Levy 443.81$ 449.18$ 460.77$ 474.91$ 483.70$ 1.85%

Adjust for Inflation Per Capita 469.15$ 471.06$ 479.85$ 484.41$ 483.70$ -0.15%


194

CITY OF WOODBURY

STAFFING SUMMARY – FIVE YEAR HISTORY Full-time and Part-time Positions

(Excludes paid-on-call firefighter positions)

Dept Restated Restated

No. Department 2014 2015 2016 2017 2018

General Fund:

General Government:

015 Administration 8.59 8.83 8.83 8.83 8.83

016 Finance 7.50 7.50 7.50 7.50 7.50

017 Assessor 1.00 1.00 1.00 1.00 1.00

018 Information Technology 5.00 6.00 6.00 6.00 6.00

020 Communications 2.00 2.00 3.00 3.00 3.00

Subtotal 24.09 25.33 26.33 26.33 26.33


021 Planning & Code Enforcement 6.00 8.00 7.00 7.00 7.00

005 Economic Development 2.74 3.23 3.08 2.73 2.73

023 Inspections 11.48 10.48 10.74 10.76 11.19

Subtotal 20.22 21.71 20.82 20.49 20.92

Public Safety:

025 Police 82.00 82.27 82.69 83.21 85.01

031 Fire Department 10.70 10.69 10.69 10.69 10.69

034 Emergency Preparedness 1.00 1.03 1.03 1.05 1.05

Subtotal 93.70 93.99 94.41 94.95 96.75

Public Works:

039 Engineering 12.42 13.30 12.95 13.00 13.00

038 Administration 3.45 3.45 3.49 3.49 3.49

036 Streets 22.15 23.15 24.15 24.15 24.15

037 Fleet Services 8.00 8.00 8.00 8.00 8.00

Subtotal 46.02 47.90 48.59 48.64 48.64

Parks & Recreation:

019 Municipal Buildings 3.00 4.00 4.00 4.00 4.00

022 Recreation 17.01 17.07 15.64 17.38 17.71

051 Parks & Forestry 28.12 29.12 28.56 28.56 29.56

Subtotal 48.13 50.19 48.20 49.94 51.27

Total General Fund 232.16 239.12 238.35 240.35 243.91

Emergency Medical Services Fund:

026 Emergency Medical Services 9.45 10.20 15.67 16.93 17.69


075 Water 10.97 10.97 10.97 10.97 11.92

085 Sewer 10.97 10.97 10.97 10.97 11.92

Total Water and Sewer Utility Fund 21.94 21.94 21.94 21.94 23.84

HealthEast Sports Center Fund:

052 Ice Arena / Fieldhouse Operations 8.65 12.53 12.21 12.45 12.14

Eagle Valley Golf Course Fund:

053 Golf Course Operations 14.84 15.24 15.15 15.22 15.32

Grand Total 287.04 299.03 303.32 306.89 312.90

195

CITY OF WOODBURY

TOTAL STAFFING AND STAFFING PER 1,000 RESIDENTS

Full-Time Part-time*/ Employees

FTE Seasonal/Temp. Total FTE Per 1,000

Year Population Employees FTE Employees Employees Residents

2005 54,147 191.00 58.43 249.43 4.61

2006 56,606 205.00 56.43 261.43 4.62

2007 58,107 215.00 57.33 272.33 4.69

2008 59,048 222.00 58.81 280.81 4.76 Highpoint

2009 59,518 221.00 57.25 278.25 4.68

2010 61,961 219.00 56.91 275.91 4.45

2011 63,490 213.00 64.02 277.02 4.36

2012 64,481 214.00 63.43 277.43 4.30

2013 65,659 217.00 63.30 280.30 4.27 Lowpoint

2014 66,807 225.00 62.04 287.04 4.30

2015 67,875 232.00 67.03 299.03 4.41

2016 68,725 240.75 62.57 303.32 4.41

2017 69,240 243.75 63.14 306.89 4.43

2018 70,559 249.75 63.15 312.90 4.43

*excludes paid-on-call firefighters

Average Employees

per 1,000 residents:

4.48

4.00

4.20

4.40

4.60

4.80

5.00

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

FT

E

Em

plo

yees

per 1

,00

0 R

esid

en

ts

Year

FTE Employees per 1,000 Residents

196

CITY OF WOODBURY

PERSONNEL CHANGES IN 2018 BUDGET – ALL FUNDS

Division FTE

Salary/

Benefits

FUNDED POSITIONS:

Assistant City Administrator Administration 1.00 159,900

Administrative Assistant Police 1.00 68,400

PSW - Parks & Forestry Parks & Forestry 1.00 75,700

Paramedic EMS 2.00 182,500

Evening Shift Leader HSC 1.00 68,800

PSW - Water & Sewer Utilities Utilities 1.00 78,600

Subtotal Full-time Positions 7.00 633,900$

Central Park - Café Positions Recreation 1.75 49,600

Administrative Assistant Inspections 0.69 40,000

Community Service Officer / Clerical Support Police 0.35 54,700

Environmental Technician Utilities 0.73 42,700

Utility Billing Technician Utilities 0.50 26,500

Seasonal Positions EVGC 0.10 5,100

Subtotal Part-time Positions 4.12 218,600$

TOTAL FUNDED POSITIONS 11.12 852,500$

ELIMINATED EXISTING POSITIONS:

Assistant to the City Administrator Administration 1.00 88,300

Recreation Intern Recreation 1.00 37,300

Seasonal Positions Recreation 0.42 1,700

On-Call Clerical Support Inspections 0.26 20,900

Part-Time Paramedics EMS 0.79 48,200

Shift Leader HSC 0.70 25,700

Seasonal Positions HSC 0.61 24,400

Water Conservation Officer Utilities 0.33 13,600

TOTAL ELIMINATED POSITIONS 5.11 260,100$

NET CHANGE 6.01 592,400$

197

CITY OF WOODBURY

LONG-TERM STAFFING PLAN 2018-2022 Full-time and Part-time Positions

(Excludes seasonal and paid-on-call positions)

Requested Adopted

Position Department 2018 FTE 2018 FTE 2019 FTE 2020 FTE 2021 FTE 2022 FTE

General Fund:

Assistant to the City Administrator Administration -1.00 -1.00

Assistant City Administrator Administration 1.00 1.00

Assistant to the City Administrator PW Administration -1.00

Community Liaison Administration 1.00 1.00

Human Resources Specialist Administration 1.00

Administrative Assistant Administration 0.43



ICMA Fellow Administration 1.00

Help Desk Technician or Intern IT 0.50

Recreation Specialist Recreation 1.00

Recreation Intern Recreation 1.00 1.00

Administrative Assistant - Central Park Recreation 0.48

Plumbing Inspector Inspections 1.00

Administrative Assistant Police 1.00 1.00

Police Officer Police 1.00 1.00 1.00 1.00

Public Service Worker Streets 1.00

Public Service Worker Parks & Forestry 1.00 1.00 1.00

Subtotal 4.00 2.00 3.75 3.48 2.86 3.00

Emergency Medical Services Fund:

Paramedic 2.00 2.00 1.00 1.00


Subtotal 2.00 2.00 1.00 0.27 1.00 0.00


Public Service Worker 1.00 1.00 1.00

Utility Billing Technician 0.50 0.50

Subtotal 1.50 1.50 0.00 0.00 0.00 1.00

HealthEast Sports Center Fund:

Evening Shift Leader 0.30 0.30

Subtotal 0.30 0.30 0.00 0.00 0.00 0.00

Total FTE 7.80 5.80 4.75 3.75 3.86 4.00

Future Requests

CITY OF WOODBURY

PROPERTY TAX LEVY ALLOCATION

General Street Tax

Fund EMS Capital Reconstruction/ Tax Capacity Referendum

Operations Fund Improvement Maintenance Abatement Debt Debt HRA

Tax Levy Tax Levy Tax Levy Tax Levy Tax Levies Tax Levies Subtotal Tax Levies Tax Levy Totals

2017 Actual Property Tax Levy 23,146,194$ 665,909$ 2,125,683$ 3,110,789$ 389,849$ 2,241,623$ 31,680,047$ 952,900$ 250,000$ 32,882,947$

Changes to General Fund Tax Levy 997,601 997,601 997,601

Changes to Capital Improvement

Tax Levy 53,142 53,142 53,142

Changes to Street Reconstruction/

Maintenance Tax Levy 171,093 171,093 171,093

Changes to Tax Abatement Levies 20,631 20,631 20,631

Changes to Debt Tax Levies (2,521) (2,521) 6,750 4,229

2018 Property Tax Levy 24,143,795$ 665,909$ 2,178,825$ 3,281,882$ 410,480$ 2,239,102$ 32,919,993$ 959,650$ 250,000$ 34,129,643$

Dollar Change 997,601$ -$ 53,142$ 171,093$ 20,631$ (2,521)$ 1,239,946$ 6,750$ -$ 1,246,696$

Percent Change 4.31% 0.00% 2.50% 5.50% 5.29% -0.11% 3.91% 0.71% 0.00% 3.79%

1

98

199

CITY OF WOODBURY

2018 BUDGET

GLOSSARY OF BUDGET TERMS

Accrual Accounting – A system of accounting in which revenues are recorded when earned and outlays are recorded when

goods are received or services performed, even though the actual receipt of revenues and payment for goods or services may

occur, in whole or in part, at a different time.

Adopted Budget – The financial plan of revenues and expenditures for a fiscal year as adopted by the City Council.

Appropriations – A specific amount of money authorized by the City Council, generally during the adoption of the annual

budget, used to make expenditures for specific purposes.

Balanced Budget – Occurs when current expenditures are equal to receipts.

Bonds – A form of borrowing (debt financing) which reflects a written promise from the City to repay a specified sum of money

at a specified future due date along with periodic interest paid at a specified percentage of the principal. Bonds are typically

used for long-term debt to pay for specific capital expenditures. The difference between a note and a bond is that the latter is

issued for a longer period (over ten years) and requires greater legal formality.

Budget – A financial plan for a specified period of time that matches projected revenues and planned expenditures to municipal

services, goals and objects.

Budget Transmittal Letter – The opening section of the budget document which provides the City Council and the public with

a general summary of the principal aspects of the budget and significant changes from the current and previous fiscal years as

well as the views and recommendations of the City Administrator.

Capital Improvement Plan – A 5-year plan that identifies priorities and a timeframe for undertaking capital projects and

provides a financing plan for those projects.

Capital Outlay – Expenditures made to acquire, reconstruct, or construct major fixed or capital assets. Capital assets also are

called fixed assets. A fixed asset is a tangible object of a long-term character which will continue to be held or used, such as

land, buildings, machinery, furniture and other equipment. A capital asset usually exceeds $5,000 in cost and has an estimated

useful life of at least one year following the date of acquisition.

Capital Project Funds – The funds that account for construction, improvement, replacement or renovation of land, structures

and equipment.

Certified Property Tax Levy – Total tax levy of a jurisdiction which is certified to the County.

Debt Service – The payment of interest and principal on borrowed funds such as bonds.

Department – An organizational unit of the City that manages an operation of related operations within a functional area.

Encumbrance – The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set

aside or commit funds for a future expenditure.

Enterprise Funds – A proprietary fund type used to report an activity in which the services provided are financed and operated

similarly to those of a private business enterprise, i.e., through user charges.

Estimated Market Value – The estimate from Washington County of the full value of property.

Estimated Revenue – The amount of projected revenues to be collected during the fiscal year.

Expenditures – The cost of goods received or services rendered whether payment for such goods and services has been made or

not.

CITY OF WOODBURY

2018 BUDGET

200

Fees, Licenses, and Permits – Revenues derived from the issuance of local licenses and permits including liquor and

occupational licenses, building permits, and other miscellaneous permits.

Fiscal Disparities – Cities in the seven-county metropolitan area and in the Taconite Area (portions of St. Louis, Itasca, Crow

Wing, and Aitkin counties, and all of Lake and Cook counties) participate in a program to share property tax base known as the

“fiscal disparities program.” The metropolitan-area program began in 1975 while the program for the Taconite Area began in

1998. Each year, 40 percent of the growth in commercial, industrial, and public-utility tax capacity in each city since the base

year of 1971 for the metro and 1995 for the Taconite Area is contributed to a shared pool. Participating cities receive a tax

capacity distribution from this pool that is determined by comparing each city’s market value per capita to the average market

value per capita. Each city’s distribution levy is generated by applying the local tax rate to the distribution tax capacity.

Fiscal Disparities Tax Capacity Contribution – The tax capacity contributed to the metropolitan and Iron Range fiscal

disparities programs. Cities in Anoka, Carver, Dakota, Hennepin, Ramsey, Scott, Washington, Lake, and Cook counties and

portions of St. Louis, Itasca, Crow Wing, Aitkin, and Koochiching counties are affected by these programs.

Fiscal Disparity Distribution – The tax capacity received from the fiscal disparities programs. Only cities located within the

Twin Cities metropolitan area and the Taconite Relief Area are affected by these programs.

Full-Time Equivalent (FTE) – A unit for measuring staffing levels equal to one position working 40 hours per week for an

entire year.

Fund – An independent fiscal accounting entity with a self-balancing set of accounts recording cash and for other financial

resources, together with all related liabilities and residual or equities, which are segregated for the purpose of carrying on

specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations.

Fund Balance – The cumulative excess of revenues over expenditures in a fund at the end of a fiscal year. The term “current

financial resources” is used in enterprise funds.

General Fund – A governmental fund type that serves as the chief operating fund used to account for revenues and expenditures

for regular day-to-day operations of the City.

Governmental Accounting Standards Board (GASB) – A Board which establishes and improves standards for state and local

governmental accounting and finances reporting resulting in useful information for users of financial reports and guide and

educate the public, including issuers, auditors and users of those financial reports.

Grant – A contribution by a government or other organization to support a particular function.

Homestead Market Value Exclusion (HMVE) – A State run program designed to provide state-paid property tax relief. The

taxable value will be reduced by the homestead exclusion amount that the property qualifies for.

Infrastructure – Physical assets including roads, bridges, curbs and gutters, sidewalks, drainage systems, water and sewer

systems and lighting systems installed for the common good.

Intergovernmental Revenues – Revenues from another government (State, Federal and Local) which can be in the form of

grants or shared revenues.

Internal Service Funds – A proprietary fund type used to report any activity that provides of goods or services to other funds,

departments, or agencies of the City on a cost-reimbursement basis.

League of Minnesota Cities Insurance Trust (LMCIT) – An insurance pool provided by an association of Minnesota cities to

primarily provide liability insurance and risk services on a more cost-effective basis compared to traditional insurance.

Levy – To impose taxes, special assessments, or service charges for the support of City activities.

CITY OF WOODBURY

2018 BUDGET

201

Levy Limitation – The maximum amount which is permitted to be levied by a taxing jurisdiction as established by Minnesota

Statutes.

Local Government Aid (LGA) – An intergovernmental revenue from the State based on a formula that was originally designed

to provide tax relief and equalization among cities.

Mission Statement – A broad statement which directs the activities that improve the quality of life of City of Woodbury

residents.

Municipal State Aid (MSA) – An intergovernmental revenue from the State distributed to cities with a population over 5,000

for the purpose of construction, improvement and repair of key city streets.

Objective – Specific targets for achievement which represent an interim step or progress toward a goal within a specified time

span.

Operating Budget – A financial plan that presents estimated expenditures for a fiscal year and estimates of revenue to finance

those expenditures.

Performance Measurements – The measuring of practices and processes against pre-determined goals.

Property Taxes – Used to describe all revenues received in a period from current taxes, delinquent taxes, penalties and interest

on delinquent taxes. Property taxes are levied on both real and personal property according to the property's valuation and tax

rate.

Special Assessment – A levy made against certain properties to defray part or all of the cost of a specific improvement or

service which is presumed to be of general benefit to the public and of special benefit to such properties.

Special Revenue Fund – A governmental fund type used to account for the proceeds of specific revenue sources that are legally

restricted to expenditures for specific purposes.

Tax Capacity – A calculation of your share of property taxes based on the market value and class rates. Properties are

multiplied by a Statutory rate which converts into the tax base.

Tax Capacity Rate – This rate is applied to the tax capacity to calculate property tax. The rate is obtained by dividing the

property tax levy by the available tax capacity.

Tax Increment District – A district created by local governments under State of Minnesota Statutes whereby public

improvement expenditures within the district are financed by the tax levy on the incremental increase in property values.

Tax Levy – The total dollar amount of taxes, special assessments, or service charges imposed by a governmental unit.

Taxable Market Value – A valuation established for real estate and certain personal property as a basis for levying property

taxes.

Tax Rate – The rate, usually expressed in terms of dollars per one thousand dollars of assessed valuation, at which taxes are

levied against the total assessed valuation of the City. Due to changes in the total assessed valuation of the City from year to

year, the tax levy change and the tax rate change will not be the same. The tax rate change reflects what impact the property

owner will see in their total taxes.

CITY OF WOODBURY

2018 BUDGET

202

ACRONYMS

CAFR Comprehensive Annual Financial Report

COLA Cost of Living Adjustment

COOP Continuity of Operations Plan

FEMA Federal Emergency Management Agency

FICA Federal Insurance Contributions Act

FOG Fats, Oils and/or Greases

GAAP Generally Accepted Accounting Principles

GARE Government Alliance on Race and Equity

GASB Governmental Accounting Standards Board

HERO Health and Emergency Response Occupations

HUD Housing and Urban Development

HVAC Heating, Ventilating and Air Conditioning

LAN Local Area Network

OPEB Other Post Employee Benefits

OSHA Occupational Safety and Health Administration

PERA Public Employee Retirement Association

SCADA Supervisory Control and Data Acquisition

WAN Wide Area Network

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2018 Adopted City Budget - Woodbury Adopt… · On the front cover: In 2017, Woodbury celebrated...

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