Document Middleton_doc_4064dba8a3

DEPARTMENT BUDGET REQUESTS Fiscal Year 2018 January 1, 2018 – December 31, 2018 COMMON COUNCIL: Mayor Gurdip Brar District 1 Alder Kathy Olson District 2 Alder Robert Burck District 3 Alder JoAnna Richard District 4 Alder Elizabeth Hetrick District 5 Alder Howard Teal District 6 Alder Susan West District 7 Alder Dan Ramsey II District 8 Alder Mark Sullivan 1 ---PAGE BREAK--- C C www City of M 7426 Mid (608 (60 Mike City Adm w.cityof Middlet 6 Hubba dleton, ) 821-8 08) 827- e Davis ministra fmiddle on, Wis ard Ave , WI 535 350 Ph -1057 F ator eton.us sconsin enue 562 hone Fax n 2 ---PAGE BREAK--- 2018 City of Middleton Budget TABLE OF CONTENTS Introduction Letter of Transmittal 7 Tax Rate Comparison 9 Community Profile 10 Boards, Committees & Commissions 14 City Organization Chart 17 Staffing Summary 18 Policies & Financial Plans Budget Policy 19 Budget Process 22 Budget Calendar 23 Basis of Budgeting 24 Basis of Accounting 25 Fund Structure 26 Revenue & Expenditure Summary Budget Summary: All Funds 30 General Fund & Property Tax Summary 31 General Fund Revenues 32 General Fund Expenditures 34 Personnel Decision Items 36 Operating Budgets & Performance Plans General Government Common Council 60 Commissions & Committees 62 Municipal Court 68 Information Technology 71 City Administrator 74 Finance & Elections 78 Building and Grounds 86 Video Production 88 3 ---PAGE BREAK--- 2018 City of Middleton Budget Public Safety Police Department: 90 Police Administration Field Services Communications Center Emergency Preparedness School Crossing Guards Emergency Medical Services (EMS) 104 Building Inspection 110 Community Services 118 Fire District & Public Fire Protection 121 Public Works Public Works Department 129 Engineering & Administration Street Crew Fleet Maintenance City Garage Street Cleaning Snow & Ice Removal Traffic Signals, Signs, & Markings Street Lighting Tree & Brush Removal Sidewalk Maintenance Storm Sewers Water Resources Refuse & Recycling Collection Leisure / Culture, Recreation & Education Senior Center 147 Recreation 152 Recreation Administration Summer Recreation Fall-Winter-Spring Recreation Aquatic Center Hubbard Activity Center Transit 160 4 ---PAGE BREAK--- 2018 City of Middleton Budget Conservation & Development Planning 162 Public Lands 167 Parks Forestry Land Conservancy Other General Fund Budgets Other General Fund Budgets 177 Legal Counsel General Personnel Benefits Non-Departmental Miscellaneous Expenses Transfers and Contingency 179 Special Revenue Funds, Internal Service Funds, & Component Unit Tourism 181 Library 187 Youth Center 190 Risk Management Fund 193 Community Development Authority 194 Capital Budgets 2018 Capital Budget Requests & Funding Sources 197 2018 – 2022 Capital Improvement Plan 200 2018 Vehicle & Equipment Replacement Priorities 207 Vehicle Equipment Replacement Plan 208 Tax Increment District #3 216 Tax Increment District #5 218 Summary of Debt Outstanding Debt & Legal Debt Limit 219 General Debt Service Budget Summary 220 Debt Service Payments by Issue & Category 221 Existing Debt Service by Category & Year 222 Future Debt Service Projection 223 5 ---PAGE BREAK--- 2018 City of Middleton Budget Enterprise Funds Water & Sewer Utilities 224 Storm Water Utility 240 Middleton Utility District 241 Pleasant View Golf Course 242 Middleton Airport 250 Appendices Appendix A – Glossary 253 Appendix B – Acronyms & Abbreviations 258 Appendix C – 2017 Citizen Satisfaction Survey 259 6 ---PAGE BREAK--- OFFICE OF THE CITY ADMINISTRATOR 2018 BUDGET TRANSMITTAL LETTER To: Mayor Gurdip Brar & Common Council Members From: Mike Davis, Bill Burns & Melissa Bohse Date: September 8, 2017 Subject: FY 2017 Department Budget Requests On behalf of City staff, we are forwarding to you the 2018 department budget requests. Capital Budget request summaries are included in this document. Additional detail on capital project requests is available on the City’s website. As in prior years, the 2018 budget requests are shown as base amounts plus decision items. For wages and personnel benefits accounts, the base amount includes the projected cost of authorized positions and staffing levels. New positions or changes in positions are listed as decision items. For operating accounts, the base amount is the 2017 approved budget level. Adjustments to the base budget amounts are listed as decision items. Information on decision items is included with each department budget. Additional information on the base budget amounts and a listing of all personnel decision items are included in the Revenue and Expenditure Summary section of the budget book. By qualifying for the State of Wisconsin Expenditure Restraint Program with the 2017 budget, the City will receive an aid payment in 2018. The amount of the 2018 aid payment and the limit for qualifying for the program with the 2019 budget will be released later this fall. One of the goals for the 2018 budget process is to again qualify for the Expenditure Restraint Program to remain eligible to receive an aid payment in 2019. The requested revenue budget anticipates the City maximizing the operating property tax levy under the Wisconsin Levy Limit. While the City’s net new construction increased by 3.09%, due to changes in the amount of the adjustment claimed for debt service, the amount of the City’s total property tax levy would increase by $425,263 or 2.6% over the 2017 budget level. At this tax level, the City’s equalized tax rate (based on equalized value) would decrease by 1.2%. While the City’s total assessed value will not be determined until November, the projected assessed mill rate is an increase of 3.0% from the prior year. Since the City did not conduct a revaluation of property for the 2017 tax year, it is anticipated that the assessed mill rate will be higher than the equalized mill rate which takes into account increases in the fair market value of property within the City. As directed by the Finance Committee, the 2018 department budget requests do not include an annual wage adjustment (cost‐of‐living adjustment). Funds for potential cost‐of‐living adjustments are included in personnel contingency accounts at an estimated rate of 1.5%, which is the same in the Police collective bargaining agreement. The General Fund personnel contingency also includes $40,000 for compensation/classification plan adjustments as recommended by the Personnel Committee. Health insurance costs have been budgeted based 7 ---PAGE BREAK--- on a premium increase of 2.0%. No changes in health care plan design are recommended for 2018. There is no change in premiums for the City’s dental insurance plans for 2018. For 2018, the General Fund base expenditure budget is $20,439,254. In addition, there are decision items totaling $1,032,383 for a total requested General Fund budget of $21,471,637. Included in the decision items are $530,655 in new personnel requests, $129,589 for the General Fund personnel contingency and a $73,000 increase in the City’s General Contingency. General Fund revenues are projected at $20,959,055 assuming that the City utilizes the full capacity under the state property tax levy limit. This level of revenues would allow for the funding for approximately half of the decision items, projected at $519,801 out of the $1,032,383 requested. Included in the Capital Projects section of the budget book are the 2018 capital requests along with the City’s five‐year Capital Improvement Plan. As part of the City’s multi‐year financial planning, the Capital Improvement Plan seeks to identify future capital needs and to establish a target level of capital borrowing and other funding sources to meet those needs. One part of the Capital Improvement Plan is the City’s Equipment Replacement Plan. This plan includes an inventory of the City’s vehicles and other rolling stock with life cycles and projected replacement costs and schedules. Staff is requesting $899,100 for replacement equipment in 2018. This is proposed to be financed by $500,000 of capital borrowing plus the use of $399,100 General Fund Assigned Fund Balance for equipment replacement. While there is potentially more flexibility in the 2018 budget than in recent years to address decision item requests, it will not be possible to fund all personnel requests. In preparing budget scenarios for 2018, we also recommend developing a city‐wide multi‐year staffing plan similar to the Capital Improvement Plan that would be reviewed each year as part of the budget process. This would help to establish a plan for how to address staffing needs over time that cannot be accomplished in a single year. It would also help to ensure that current year staffing decisions are incorporated into the base budget and that the needed funding levels are sustainable in the future. As City Administrator, I wish to thank all department directors and budget staff, particularly Bill Burns and Melissa Bohse, for their devoted time, dedication and diligence in developing their 2018 budget requests. Due to state imposed property tax levy limits, the City continues to face tight operating budgets. However, due to an increase in net new construction and anticipated growth in several revenues, we anticipate having the ability to address some staffing needs in the 2018 budget. Since it will not be possible to address all staffing issues, it will be important to look for creative solutions and to continue updating multi‐year budget forecasting and staffing plans to address the highest priorities for the City. As in the past, the 2018 department requests are also cognizant of feedback and comments provided by the Middleton community through the 2017 Citizens’ Survey. Also included in the budget document is information on the structure of City government, a community profile, and comparisons with other comparable municipalities in Dane County including property tax rates. The City of Middleton continues to provide an excellent value of City services to community. 8 ---PAGE BREAK--- 2018 City of Middleton Budget Dane County Peer Municipality Comparisons 2012 Tax Year 2013 Tax Year 2014 Tax Year 2015 Tax Year 2016 Tax Year Village of Waunakee Mill Rate 6.86 6.75 6.51 6.30 6.12 Tax Levy $8,532,700 $8,576,300 $8,825,300 $9,061,712 $9,305,606 Full Value (millions) $1,286 $1,307 $1,400 $1,495 $1,596 City of Verona Mill Rate 6.53 6.73 6.65 6.57 5.70 Tax Levy $8,153,300 $8,504,200 $10,135,400 $10,713,827 $13,085,916 Full Value (millions) $1,580 $1,685 $1,967 $2,094 $2,374 City of Middleton Mill Rate 5.87 6.26 6.59 6.61 6.01 Tax Levy $13,581,400 $15,046,600 $16,002,800 $16,386,140 $16,592,200 Full Value (millions) $2,712 $2,763 $2,837 $2,907 $3,144 City of Fitchburg Mill Rate 7.57 7.87 7.85 8.13 8.35 Tax Levy $17,473,300 $18,273,800 $19,377,300 $19,769,244 $21,501,215 Full Value (millions) $2,447 $2,504 $2,624 $2,711 $2,831 City of Sun Prairie Mill Rate 8.42 8.42 8.49 8.28 8.01 Tax Levy $19,074,900 $19,067,800 $19,582,000 $20,195,113 $20,930,527 Full Value (millions) $2,354 $2,369 $2,413 $2,566 $2,772 City of Stoughton Mill Rate 8.02 8.47 8.54 8.57 8.42 Tax Levy $7,136,400 $7,316,500 $7,570,500 $7,914,654 $8,098,255 Full Value (millions) $918 $894 $913 $954 $1,001 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 Waunakee Verona Middleton Fitchburg Sun Prairie Stoughton Peer Municipality Equalized Mill Rates Tax Years 2012 ‐ 2016 2012 2013 2014 2015 2016 9 ---PAGE BREAK--- 2018 City of Middleton Budget Community Profile BACKGROUND The City of Middleton is situated just west of the state capitol, Madison. Although the area was first platted in 1836, Middleton did not become a City until 1963. In the 1980s, the grain elevators and other blighted remnants of the old railroad days were replaced with a downtown renovation project. Residential developments in Fox Ridge, Stonefield, Orchid Heights, and other areas of the city added thousands of new citizens. In the 1990s, residential development continued with the addition of North Lake and Middleton Hills, which features Frank Lloyd Wright inspired architecture. The City of Middleton has utilized the development strategy known as tax increment financing as an incentive to promote non-residential development in specifically selected areas of the City. In the new millennium, by using the tax increment financing tool Middleton has sustained its well-planned growth with continued downtown renovations and the addition of the Greenway Station retail center and commercial offices just east of the city- owned Pleasant View Golf Course. Tax Increment Financing District #3 (TID was created in 1993 with a base value of $63,401,800. According to the Wisconsin Department of Revenue, as of 2017 TID #3’s value increment totals $453,591,400. In addition, an additional $340,000,000 in value has been subtracted from TID #3 providing additional tax base for all taxing jurisdictions. The city also has maintained green space and recreational areas. Approximately 25 percent of the land within the city limits is open space, which includes 27 parks and 25 conservancy areas encompassing 1,100 acres. The quality of life in Middleton, often called the Good Neighbor City, was nationally recognized in 2007 when Money® magazine named it “The Best Place to Live” in the U.S.A. The City of Middleton is located at the intersection of Highways 12 and 14 in Dane County, Wisconsin, and encompasses 8.1 square miles. One can reach Middleton from Interstate 39/90 and then traveling 15 miles west on Wisconsin Highway 12/18. HIGHWAY MILES TO MAJOR CITIES Milwaukee, Chicago, Minneapolis, Des Moines, Indianapolis, St. Louis, Omaha, Cleveland, ---PAGE BREAK--- 2018 City of Middleton Budget Community Profile Dane County Municipalities: Population (2010‐2017) Municipality 2010 Pop. 2016 Pop. Growth Rate Cottage Grove 6,192 6,650 7.4% Mount Horeb 7,009 7,121 1.6% Windsor 6,345 7,430 17.1% Monona 7,553 7,827 3.6% McFarland 7,808 8,200 5.0% Oregon 9,231 9,917 7.4% De Forest 8,936 9,920 11.0% Verona 10,619 12,303 15.9% Stoughton 12,611 12,834 1.8% Waunakee 12,097 13,535 11.9% Middleton 17,442 20,151 15.5% Fitchburg 25,260 27,936 10.6% Sun Prairie 29,364 32,933 12.2% 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 Dane County Municipalities: Population (2010‐2017) 2010 Pop. 2017 Pop. ---PAGE BREAK--- 2018 City of Middleton Budget Community Profile CITY OF MIDDLETON DEMOGRAPHIC STATISTICS TEN YEAR HISTORY YEAR POPULATION * UNEMPLOYMENT RATE (Madison Statistical Area) 2007 16,838 3.6% 2008 16,979 3.6% 2009 17,281 6.2% 2010 17,442 6.0% 2011 17,484 5.3% 2012 17,903 4.4% 2013 18,146 4.9% 2014 18,323 4.9% 2015 18,810 3.3% 2016 19,317 3.4% 2017 20,151 2.5% * US Census Bureau, Population and Housing Unit Estimates; WI Dept. of Administration (8/10/17) # US Department of Labor, Bureau of Labor Statistics (8/30/17) [Madison Metropolitan Statistical Area] ---PAGE BREAK--- 2018 City of Middleton Budget Community Profile GOVERNMENT The government of the City of Middleton is organized and constituted under Wisconsin Statute Chapter 62 providing for a Mayor and Aldermanic Plan with a Common Council composed of the Mayor and eight Alderpersons, one from each district. The mayor is elected to a three-year term. Alders are elected to staggered two-year terms. The City Administrator is appointed by the Mayor subject to confirmation by the Common Council for a definite term, subject to removal by three- fourths (3/4) vote of all members of the Common Council for cause. The Common Council sets the City’s policy and direction, and the City Administrator is tasked with the responsibility for carrying out Council policies and administering day-to-day operations. Department directors are appointed by the Common Council. COMMUNITY FACILITIES Middleton offers a broad range of community facilities including an airport, aquatic center, regional parks, numerous bike trails, library, senior center, performing arts center, and historical museum. The City is proud to be home to the National Mustard Museum as well as Greenway Station, an upscale, outdoor shopping experience with 35 national retailers and locally owned stores. The crown jewel of our community is the Pheasant Branch Conservancy. This wetland is located on the City’s eastern boundary on the northwest side of Lake Mendota. The conservancy features natural springs and seeps which flow into Pheasant Branch Creek and Lake Mendota at a rate of 1,800 gallons of water per minute. The northern portion of the conservancy is owned and maintained by Dane County Parks, while the remaining southern portion is owned and maintained by the City of Middleton. The oak savannas, prairies, and wetlands of the conservancy are home to an abundance of native vegetation and wildlife species including the endangered Blanding’s turtle. In 1996, the Northern Lake Mendota Regional Plan was developed to serve as a master plan for managing the Pheasant Branch Conservancy. This plan will be used to develop nature-based recreational opportunities for residents and provide restoration guidance. A self-guided interpretive trail system is being developed which will allow visitors to enjoy the area and will link the conservancy to a county- wide greenway corridor. This natural setting offers a quiet refuge for wildlife viewers, hikers, and bird watchers. EDUCATION The City of Middleton belongs to the Middleton- Cross Plains Area School District. There are six elementary schools, two middle schools, one senior high school, and one alternative senior high school in the district. The District has a projected enrollment of 7,100 students for the 2017-2018 school year. The University of Wisconsin-Madison (UW) is located less than six miles east of Middleton and the main campus of Madison Area Technical College (MATC) is located just thirteen miles east of the City. MEDICAL The City of Middleton is the home to the University of Wisconsin Medical Foundation, as well as Meriter Health Services. LARGEST EMPLOYERS (2017 Estimates) PPD (Bio-Pharmaceutical) (950) UW Medical Foundation (650) Electronic Theatre Controls (620) Springs Window Fashions (605) Spectrum Brands (581) American Girl (546 FT; 300 Seasonal) Veterans Health Administration (350) West Corporation (340) Humana (306) Capitol Indemnity Corporation (250) CLIMATE The City of Middleton is located on the western shore of Lake Mendota in southern Wisconsin. It is part of the Madison metropolitan area, which is best known for the presence of the four successive lakes of the Yahara River. The Yahara River eventually flows to the Rock River—a tributary of the Mississippi River. Average temperatures range from the 20s in the winter to the 80s in the summer. ---PAGE BREAK--- 2018 City of Middleton Budget Boards, Committees, & Commissions Public Works Committee Robert Pofahl Charles Nahn Hans Anderson Don Knorr Bob Lyons JoAnna Richard (Alder) Howard Teal (Alder) Shawn Stauske (Staff) Finance Committee Susan West (Alder) Howard Teal (Alder) Mark Sullivan (Alder) JoAnna Richard (Alder) Bill Burns (Staff) Personnel/Negotiating Committee Robert Burck JoAnna Richard (Alder) Susan West (Alder) Mike Davis (Staff) License & Ordinance Committee Elizabeth Hetrick (Alder) Susan West (Alder) Dan Ramsey II (Alder) Charles Foulke (Staff) Commission on Aging Bonnie Verberkmoes Michael Lester Sarah Larkin Andrea Debs Richard Brye Stacy Austin‐Li Doris Schroeder Gladys Simon Elizabeth Hetrick (Alder) Jill Kranz (Staff) Airport Commission Rob Conhaim Ray Fey Tyler Noel Chris Priebe Christopher Dan Geocaris Dan Ramsey II (Alder) Howard Teal (Alder) Mike Davis (Staff) Mark Opitz (Staff) Arts Committee Rob Conhaim Meghan McCombs Megan Thumm Mackey Phil Nelson Katherine Richards Karisa Johnson Annette Knapstein Christopher Laurent Elizabeth Hetrick (Alder) Abby Attoun‐Tucker (Staff) Board of Review Doug Zwank Ronald Braem Wayne Pferdehirt Curt Fuszard Ron Grosse Lorie Burns (Staff) Building Committee Gurdip Brar (Mayor) Susan West (Alder) Mike Davis (Staff) Community Development Authority Hank Simon Jon DiPiazza Carol Jensen Luke Fuszard Duane Barmore Gurdip Brar (Mayor) Kathy Olson (Alder) Abby Attoun‐Tucker (Staff) Conservancy Lands Committee Kelly Hilyard Ken Markart Stephanie Brouwer Matt Richards Leif Hubbard Howard Teal (Alder) Susan West (Alder) Mark Wegner (Staff) 14 ---PAGE BREAK--- 2018 City of Middleton Budget Boards, Committees, & Commissions Emergency Medical Services Commission Joel Fait Michael Lohmeier, M.D. Paul Connell Art Meinholz Kim Jack Susan West (Alder) Steve Wunsch (Staff) Emergency Preparedness Committee Gurdip Brar (Mayor) Susan West (Alder) Mike Davis (Staff) Charles Foulke (Staff) Shawn Stauske (Staff) Steve Wunsch (Staff) Fire Commission Julie Brunette Howard Teal (Alder) Landmarks Commission Brian Strassburg Jeff Martin John Bechtol Marilyn Burke Keith Johnson Kathy Olson Eric Baker Abby Attoun‐Tucker (Staff) Library Board Jeremiah Tucker Robert Seltzer David Reed Cindy Zellers Roshelle Ritzenthaler Courtney Ward‐Reichard Marybeth Paulisse Thomas Yost Robert Burck (Alder) Jocelyne Sansing (Staff) Parks, Recreation & Forestry Commission Leif Hubbard Dave Baltes John Shaffer Kimberly Marshall Chuck Nahn Kitty Tyson Mark Sullivan (Alder) Matt Amundson (Staff) Pedestrian, Bicycle & Transit Committee Jesse Boyett Anderson Jim Peters Chuck Nahn Doris Schroeder James Blodgett Dan Ramsey II (Alder) Mark Opitz (Staff) Plan Commission Dennis Dorn Kurt Paulsen David Reed Zellers Leif Hubbard Gurdip Brar Mayor) Kathy Olson (Alder) Eileen Kelley (Staff) P.V. Golf Course Advisory Committee Terry Turner Janet Lord Jeff Dunn Tom Scott Lou Reilly Dennis Sherraden Mark Sullivan (Alder) Jeremy Cabalka (Staff) Police Commission Patrick Finnerty Moses Altsech Brian Kobinsky Paul Kinne Patrick Sheehan Charles Foulke (Staff) Public Safety Committee William Byers Robert Stipicevich Dennis Kozich Norm Arendt Jon DiPiazza Elizabeth Hetrick (Alder) Charles Foulke (Staff) 15 ---PAGE BREAK--- 2018 City of Middleton Budget Boards, Committees, & Commissions Storm Water Utility Board Jim Bachhuber Dave Blates Kimberly Marshall Warren Gebert Chuck Nahn Susan West Mark Sullivan Sustainability Committee Spencer Schumacher Deb Saeger Angela Carey Kristine Koenig Kathy Olson David Clutter Lee Schwartz Bradley Harris Jessica Kim JoAnna Richard (Alder) Abby Attoun‐Tucker (Staff) TID #5 Joint Review Board Gurdip Brar(Mayor) Mike Davis (Staff) Tourism Commission Van Nutt Mike Hinesh Cindy Foley Zoe Schuler Cory Mace Kathy Olson (Alder) Julie Peterman (Staff) Stephanie Goth (Staff) Water Resources Management Commission Matthew Richards Warren Gebert Kenneth Potter James Robertson David Baltes Jim Bachhuber Dan Ramsey (Alder) Gary Huth (Staff) Workforce Housing Committee Kurt Paulsen Emily Kuhn Rob Bergenthal Randy Bruce Elizabeth Klatt Steve Hansen Michael Slavish JoAnna Richard (Alder) Mike Davis, Abby Attoun (Staff) Commission on Youth William Byers Ron Biendseil Rainey Brigs Nelson Rosales Danielle Boarini Robin Alcorta Annie Pugliese Sophia Grande Robert Burck (Alder) Rebecca Price (Staff) Zoning Board of Appeals John D. Wegenke Martin Burkholder Steve Olson Mark Wohlferd Paul Raisleger Timothy Samuelson (Alternate) David Romero (Alternate) Mark Opitz (Staff) 16 ---PAGE BREAK--- Finance Assistant Revised: 8/29/17 Lorie Burns Administrative Librarian Alder Dist. 6 Alder Dist. 7 Page II (14) Subs/Seasonal Outreach Librarian Public Lands Jessica Ripp Seasonal (15) Seasonal Community Food & Beverage Manager (20) Seasonal Park Crew Leader Park Crew Seasonal Bldg. Facilities/ Pkg. Enforcement PT Records Clerk Troy Hellenbrand Asst. Dir. PLRF CL Crew Leader Captain Crew Members PT 911 Dispatcher Mechanic Street Ann Ziltner Foreman Foreman Children's Librarian LA II LA I (17) Page I Library Board Head of Circulation Head of Adult Serv. Head of Youth Services Head of Info. Tech Head of Technical Services LA III (11) LTE's Communication Chief of EMS Coordinator Center Supervisor Wendy McKnight Court Officer Sergeant Youth Center Asst. Asst. Utility Mgr./ Manager Manager (10) Police Officer I Deputy City Clerk/ Voulnteer Coord. Utility Utility Billing Services Dir. Gabrielle Hinahara Caseworkers Inspector Plumbing/Building Golf Professional Crew Members Records Clerk Member ADMIN SERVICES Mark Wegner Investigator Comm. Awarness FT Golf Crew Lead Crew Member School Liason Office Manager Greens Superintendent Asst. Greens Recycling Center Mechanic Operations Mgr. Jocelyne Sansing Library Director Office Manager Lead Mechanic 911 Dispatcher Lead Crew Superintendent Brad Hopwood Steve Wunsch LTE (Americorps) Utility Foreman Investigation PT Clerk (14) Paramedics Inspector Inspector Electrical/Building Shift Sergeant Acct. Mgr./Treas. Abby Attoun Recreation Coord. Assoc. Op. Mgr. (26) Seasonal Assistant Dining Serv. Coord. Director of Mobile Visitors Eng. Tech. III Public Works Asst. Youth Center Dir. Secretary Police Officer II Captain Planning & Zoning PLRF Admin. Assistant Event Liaison Asst. Engineer Melissa Bohse IT Technician Police Officer III City Assessor Dave Sarbacker Community Dev. (100) Seasonal Marilyn Mosigin Building Inspector Dir. of PLRF Sen. Center Dir. Tourism Director PW Dir./Engineer Asst. Director of Asst. PW Director/ Office Manager Electrical Rebecca Price Program Coord. Tourism Info. Mgr. Gary Huth Chief of Police Finance Director Dir. Info. Technology Golf General Mgr. Dir. Planning/Zoning Steve Britt City Clerk/HR Asst. Assistant Director Operations Mgr. Asst. Director of FIELD SERVICES Lorie Burns Drew Montour Clubhouse Mark Opitz Court Clerk Michael Davis Lawrence Bechler City Administrator City Attorney Charles Foulke Bill Burns Todd Forman Jeremy Calbaka Eileen Kelley Bill Neitzel PT Court Clerk Fire Chief Alder Dist. 1 Alder Dist. 2 Alder Dist.3 Alder Dist. 4 Alder Dist. 5 Matt Amundson Jill Kranz Julie Peterman Shawn Stauske Alder Dist. 8 City of Middleton Organizational Chart Voters Marjorie Schuett Middleton Fire Dist./ Municipal Judge Fire Commission Gurdip Brar Mayor Aaron Harris Kathy Olson Robert Burck JoAnna Richard Elizabeth Hetrick Howard Teal Susan West Dan Ramsey II Mark Sullivan 17 ---PAGE BREAK--- 2018 City of Middleton Budget Department Full‐Time Positions Part‐Time Positions Full‐Time Equivalent Full‐Time Positions Part‐Time Positions Full‐Time Equivalent General Government Muncipal Court 1 1 1.50 1 1 1.50 Information Technology 3 0 3.00 3 1 3.50 Administration 1 1 1.50 1 1 1.50 Finance 5 1 5.50 5 1 5.50 Total 10 3 11.50 10 4 12.00 Public Safety Police Department 47 5 48.00 47 5 48.25 EMS 15 11 16.00 15 11 16.00 Building Inspection 4 0 4.00 3 1 3.50 Community Service 1 0 1.00 1 0 1.00 Total 67 16 69.00 66 17 68.75 Public Works Public Works/Engineering 17 5 18.75 18 6 20.13 Utilities 9 0 9.00 9 0 9.00 Total 26 5 27.75 27 6 29.13 Leisure/Recreation Senior Center 2 5 5.45 2 6 5.60 Recreation 1 132 17.50 2 131 17.75 Youth Center 0 2 1.30 0 2 1.30 Library 12 51 24.30 12 51 24.30 Golf Course 8 60 17.00 8 60 17.00 Total 23 250 65.55 24 250 65.95 Conservation / Development Planning 3 1 3.25 3 1 3.39 Forestry 1 0 1.00 1 0 1.00 Public Lands/Conservancy 7 8 9.35 7 10 9.95 Tourism 2 2 3.00 2 2 3.00 Total 13 11 16.60 13 13 17.34 TOTAL ALL DEPARTMENTS 139 285 190.40 140 290 193.17 2016 Authorized 2017 Authorized 18 ---PAGE BREAK--- 2018 City of Middleton Budget Budget Policy-Common Council Approved 8/6/13 INTRODUCTION The City of Middleton’s Financial Policies‐Budgets are developed based on input from a variety of sources; paramount among these is material from the Governmental Accounting Standards Board (GASB). GASB defines three groups of funds for which financial and budgetary statements are to be prepared— governmental, proprietary and fiduciary. Proprietary funds are employed to report on activities financed primarily by revenues generated by the activities themselves, such as a municipal utility or a golf course. These later two examples are classified as Enterprise Funds. Fiduciary funds contain resources held by a government but belonging to individuals or entities other than the government. A prime example is a trust fund for a public employee pension plan. Governmental funds account for everything else. This is where the bread‐and‐butter services can be found—police, fire, public works, general administration, and so on. The following are the specific types of governmental funds:  The general fund is a government's basic operating fund and accounts for everything not accounted for in another fund.  Special revenue funds are intended to be used to report specific revenue sources that are limited to being used for a particular purpose, such as transportation aid. In practice, governments also use them to report; all of the financial activities associated with a single function (such as road maintenance); classes of revenues (for example, all federal grants); and "rainy day" resources.  Debt service funds account for the repayment of debt. If a government is accumulating resources for the purpose of making debt service payments, it should report them in a debt service fund. In reality, some resources intended to finance debt service payments can be found in other governmental funds. Furthermore, debt transactions associated with proprietary and fiduciary activities are accounted for in those funds.  Capital projects funds account for the construction, rehabilitation, and acquisition of capital assets, such as buildings, equipment, and roads. Regarding basic budget definitions, GASB Pronouncement No. 34, Basic Financial Statements‐and Management’s Discussion and Analysis‐For State and Local Governments, states: 19 ---PAGE BREAK--- Budget CITY OF M Appropria Common an annua Council. Budget – is also a p essentially 1) 2) 3) Ordinance City of M including Policy-Co MIDDLETON B ation – An ap Council to in l timeframe. The summat plan for receiv y perform thr ) A tool for the City of ) Providing Council to ) Providing t e Chapter 3 F iddleton. Ch time frames mmon Cou BUDGET POLI ppropriation ncur financial This legal a ion of approp ving and spen ree functions planning, prio f Middleton the municip spend mone the citizens o Finance – Thi apter 3, Sect and public he uncil Appr ICY DEFINITIO is defined as obligations a authorization priations with nding money : oritizing and pal governme y of the City of M is ordinance e ion 3.01 Ann earings. Chap roved 8/6/1 ONS s a legal auth and make ex is contained hin governme during a set directing the ent the lega Middleton a m establishes th ual Budget p pter 3 also de 2018 C 3 horization gra penditures fo d in a resolut ental and prop period of tim operations o l authority a method of fis he regulation rovides budg efines change City of Mid anted by the or specific pu tion approved prietary fund me, typically o of the munici as approved scal accounta s governing t get developm s in the final dleton Bu City of Midd urposes and w d by the Com groups. A b one year. Bu pal governme by the Com bility the finances o ment requirem budget: dget dleton within mmon udget udgets ent of mmon of the ments, 20 ---PAGE BREAK--- 2018 City of Middleton Budget Budget Policy-Common Council Approved 8/6/13 Changes in Final Budget. Upon recommendation of the Finance Committee the Common Council may by a two thirds (2/3) vote of the entire membership change or alter an appropriation in the final budget or transfer any portion of an unencumbered balance of an appropriation to any other purpose or object. Notice of such transfer shall be published as a Class 1 notice under Wis. Stat. Chapter 985, in the City within eight days thereafter. Original Budgets – A series of appropriations approved by a majority vote of the members of the Common Council and contained in a specific resolution. This constitutes the final budget for the ensuing year. Such approval annually occurs in the fall for the budget year beginning January 1 through December 31. In the City’s accounting system, in the General Ledger, original budgets are recorded separately and from amended budgets. Amended Budgets – Upon the recommendation of the Finance Committee the Common Council may by two thirds (2/3) vote of the entire membership change or alter an appropriation in the final budget. (City Ordinance 3.01 The action of Common Council is contained in a specific resolution. This resolution shows the current approved budget, the proposed revised budget and the difference between the revised and the current budgets. In the City’s accounting system, in the General Ledger, such amendments are recorded separately and from original budgets. An amendment(s) increasing the total of all original budgets within a fund must identify a new or additional source for funding the amendment. Contingency Account – A separately appropriated General fund budget used to supplement General Fund operating budgets upon the recommendation of the Finance Committee to the Common Council which then must approve the recommendation by two thirds (2/3) vote of the entire membership. Common Council’s approval is contained in a specific resolution authorizing the use of the Contingency Account. Such supplement is a transfer of appropriation from the Contingency Account to an operating budget account. Thus the total of all appropriations in the General Fund remain unchanged by such approved action. Operating Budget Transfer within a Department – This is a movement between two or more operating budget line items within the same department resulting in no change to the total department appropriation. Such transfers are restricted to operating line items. All compensation line items are excluded. Operating Budget Transfer from One Department to Another – Within only one fund, this is a movement between two or more operating budget line items involving two or more departments resulting in no change to the total appropriations in the fund. Such transfers are only allowed upon the recommendation of the Finance Committee to the Common Council approving the recommendation by two thirds (2/3) vote of the entire membership and is contained in a separate resolution. 21 ---PAGE BREAK--- 2018 City of Middleton Budget Budget Process City Ordinance Chapter 3 governs the annual budget development process as seen below: 3.01 ANNUAL BUDGET. Departmental Estimates. On or before the first day of October in each year, each officer or department shall file with the City Clerk an itemized statement of disbursements made to carry out the powers and duties of such officer or department during the preceding fiscal year, and a detailed statement of the receipts and disbursements on account of any special fund under the supervision of such officer or department during such year, and of the condition and management of such funds; also detailed estimates of the same matters for the current fiscal year and for the ensuing year. Such statements shall be presented in the form prescribed by the City Clerk and shall be designated as the "departmental estimates" and shall be as nearly uniform as possible for the main divisions of all departments. Consultation with Department Head. The Mayor and Finance Committee shall consider such departmental estimates in consultation with the department head, and shall then determine the total amount to be recommended in the budget for such department or activity. Mayor and Finance Committee to Prepare Budget. On or before the twentieth day of October in each year, the Mayor and Finance Committee shall prepare and submit to the Common Council a proposed budget presenting a financial plan for conducting the affairs of the City for the ensuing calendar year. The budget shall include the following information: The expense of conducting each department and activity of the city for the ensuing fiscal year and corresponding items for the current and last preceding fiscal years, with reasons for any proposed increase or decrease as compared with actual and estimated expenditures for the current year. An itemization of all anticipated income of the City from sources other than general property taxes and bond issues, with a comparative statement of the amounts received by the City from each of the same or similar sources for the current and last preceding fiscal years. An estimate of the amount of money to be raised from general property taxes which, with income from other sources, will be necessary to meet the proposed expenditures. All existing indebtedness of the City, including the amount of interest payable and principal to be redeemed on any outstanding general obligation bonds of the City and any estimated deficiency in the sinking fund of any such bonds due during the ensuing fiscal year. All anticipated unexpended or unappropriated balances and surpluses, if any. Such other information as may be required by the Common Council. Notice of Public Hearing. A summary of such budget and notice of the place where such budget in detail is available for public inspection and the time and place for holding a public hearing thereon shall be published as a Class 1 notice, under Wis. Stat. Chapter 985, in a newspaper of general circulation in the City at least fifteen (15) days prior to the time of such public hearing. Hearing on Budget; Appropriation. Not less than fifteen (15) days after the publication of the proposed budget and the notice on the hearing thereon a public hearing shall be held at the time and place stipulated at which time any resident or taxpayer of the City shall have an opportunity to be heard on the proposed budget. The budget hearing may be adjourned from time to time. The amount of the tax to be levied or certified, the amounts of the appropriations and the purposes for such appropriations stated in the budget, after any alterations made pursuant to the hearing, shall be adopted by a majority vote of the members of the Common Council and such vote shall constitute an appropriation of the items therein stated and the final budget for the ensuing year. 22 ---PAGE BREAK--- 2018 City of Middleton Budget Budget Development Calendar Operational Development Calendar – Major Events Month Event May Preliminary discussions between Mayor, Common Council’s Finance Committee and the Administration regarding parameters for the development of the next year’s budget. May‐June Finance Department prepares department budget request forms and instructions. July Budget Kick‐Off Meeting with Finance Committee. City Administrator and Finance Department meet with department directors to distribute request forms and instructions. August Department directors submit completed request materials. Aug.‐Sept. Finance Department prepared budget request and other materials into budget document. Sept. – Oct. The Mayor and Finance Committee meet with department directors who present and discuss their requests. The Mayor and Finance Committee deliberate and develop budget recommendations to present to the entire Common Council. Oct. – Nov. Common Council deliberate on Mayor and Finance Committee recommendations. Meetings held with department directors. Mid‐Late October Common Council authorizes public hearing and publication of proposed budget in local newspaper. November Common Council holds public hearing on proposed budget and approves proposed budget. Jan. 1 New Fiscal Year Begins 2018 Budget Process Calendar July 18, 2017 Finance Committee: Budget Kick‐Off Meeting July 19, 2017 Department Manager Meeting: Budget Kick‐off July 28, 2017 Capital Improvement Plan Requests Due August 11, 2017 Department Operating Budget Requests Due August 29, 2017 Finance Committee: Review Capital Improvement Plan September 13, 2017 Finance Committee: Department Budget Reviews September 27, 2016 Finance Committee: Department Budget Reviews October 4, 2017 Joint Finance/Personnel Cmtes: Personnel Decision Items & Scenarios October 11, 2017 Finance Committee: Budget Scenarios, Authorize Public Hearing Notice November 8, 2017 Special Council Meeting: Budget Public Hearing & Deliberations November 15, 2017 Special Council Meeting: Approval of Budget and Property Tax Levy 23 ---PAGE BREAK--- 2018 City of Middleton Budget Budget Amendments During the year it may become necessary to adjust annual budget line items. The Finance Department can adjust budgets among individual line items only when the total amount budgeted for the requesting department remains unchanged. Departments are encouraged to continually review their budgets and request line item modifications where necessary. If a department’s total budget is insufficient then the department director is required to justify the need for an increase. Such requests are then presented to the Finance Committee for review and consideration of a recommendation to Common Council for approval. Wisconsin State Statutes Section 65.06 stipulates that an increase to a department’s budget requires approval of two thirds of the Common Council members. Basis of Budgeting The City adopts an annual budget for the general, special revenue, debt service and capital project funds that are prepared on the modified accrual basis of accounting and the proprietary funds budgets are prepared on the accrual basis of accounting, which are the same methods as the basis of accounting. The adopted budget indicates the amount that can be expended by each fund based on detailed budget estimates for individual expenditure accounts. Management may make budget modifications within the department level. All budget revisions at the function level must be authorized by the Common Council at the request of the City Administrator. The Council, under Wisconsin Statutes, Chapter 65.06, can modify or amend the budget if unappropriated funds are available. All supplemental appropriations are financed either by transfers from the contingency section of the general fund budget or by revenues received in excess of the budgeted amounts. All budget amounts lapse at the end of the year to the extent they have not been expended. The level which expenditures may not legally exceed appropriations is at the function level. The basis of budgeting for the City’s funds is the same as the basis used for the fund statements in the City’s Form C. Long Range Planning ‐ Capital Improvement Plan (CIP) Overview As part of the annual budget and the long range planning process, the City has a 5‐year Capital Improvement Plan (CIP). Departments include major construction, infrastructure rehabilitations, major equipment replacements and acquisitions in the CIP. The 2018 CIP projects were listed in the 2017‐2021 CIP. For the 2018 budget development process, the 2018 CIP projects and their respective dollar amounts are refined and the overall CIP is updated as well as 2022 is added. This process is repeated annually. 24 ---PAGE BREAK--- 2018 City of Middleton Budget Basis of Accounting The books and records of the City are maintained in conformance with generally acceptable accounting principles (GAAP). The accounting records of the City are maintained on the modified accrual basis of accounting for the General Fund, Special Revenue Funds, Debt Service Funds and Capital Project Funds. The accrual basis of accounting is used for the Enterprise Funds. In general, under the modified basis of accounting, revenues are recognized when they become measurable and available as new current assets. Expenditures are generally recognized when the related fund liability is incurred. Under the accrual basis of accounting, revenues are recognized when earned and expenses are recognized when liabilities are incurred without regard to receipt or disbursement of each. Property taxes are recorded in the year levied as receivables and deferred revenues. They are recognized as revenues in the succeeding year when services financed by the levy are being provided. In addition to property taxes for the City, taxes are collected for and remitted to the state and county governments as well as the local school district and technical college district. Taxes for all state and local governmental units billed in the current year for the succeeding year are reflected as deferred revenues and due to other taxing units on the accompanying balance sheet. Taxes are levied in December on the assessed value as of the prior January 1. Intergovernmental aids and grants are recognized as revenues in the period the related expenditures are incurred, if applicable, or when the City is entitled to the aids. Special assessments are recorded as revenues when collected. Annual installments due in future years are reflected as receivables and deferred revenues. Revenues susceptible to accrual include property taxes, miscellaneous taxes, public charges for services and interest. Other general revenues such as fines and forfeitures, fees for services, and miscellaneous revenues are recognized when received in cash or when measurable and available under the criteria described above. The City reports deferred revenues on its combined balance sheet. Deferred revenues arise when potential revenue does not meet both the "measurable" and "available" criteria for recognition in the current period. Deferred revenues also arise when resources are received before the City has a legal claim to them, as when grant monies are received prior to the incurrence of qualifying expenditures. In subsequent periods, when both revenue recognition criteria are met, or when the City has a legal claim to the resources, the liability for deferred revenue is removed from the combined balance sheet and revenue is recognized. The preparation of the financial statements is in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenditures/expenses during the reporting period. Actual results could differ from those estimates. 25 ---PAGE BREAK--- 2018 City of Middleton Budget Fund Structure The City of Middleton funds are divided into two types: Governmental Fund Types and Proprietary Fund Types. Governmental Funds Most City functions are accounted for in the governmental fund group. The City has four types of governmental funds; the General Fund, Special Revenue Funds, Debt Service Fund, and Capital Projects Funds. General Fund (100): The General Fund accounts for all financial activities funded by non‐specially designated and defined revenues, such as property and room taxes, permits and fees, non‐designated intergovernmental revenue, parking fees and fines and forfeitures. The General Fund accounts for expenses such as general government, public safety including police and emergency medical services, public works, parks, recreation and conservancy. Special Revenue Funds: This group of funds accounts for revenues and related disbursement activities having specific purposes, regulations and designations. The funds in this group include:  Tourism Fund (201): Primarily financed by room tax collections. 70% of room taxes are credited to Fund 201 with the remaining 30% credited to the General Fund.  Community Development Authority Fund (203): The Community Development Authority (CDA) is a component unit of the City of Middleton. The CDA is a legally separate organization from the rest of the government.  Library Trust Fund (204): Gifts and other library restricted donations are accounted for in this fund. In addition a library endowment and related transactions are recorded in Fund 204. Uses of Fund 204 proceeds are governed by the Library Board.  Subdividers Fund (206): Revenues and resulting expenses emanating from agreements between the City and developers are accounted for in this fund. Examples include street light deposits, engineering fees, street and traffic sign deposits, materials and compacting testing and development monitoring activities.  OPEB (Other Post‐Employment Benefits) Fund (207): Upon retirement an employee’s sick leave balance is converted to a monetary equivalent and accounted for in OPEB Special Revenue Fund 207. The retired employee may then use their retired balance to offset health related costs, such as health insurance premiums, until the balance is depleted. Activity for this fund is shown combined with the City’s General Fund for financial reporting purposes.  Police Special Revenue and Activities Fund (208): Revenues and related expenses from specially designated sources are accounted for in this fund. For example, Police grants, such as Shop with a Cop, Drug Training, and Bulletproof Vests are recorded in Fund 208. 26 ---PAGE BREAK--- 2018 City of Middleton Budget  EMS (Emergency Medical Service) Special Revenue and Activities Fund (209): Revenues and related expenses from specially designated sources restricted to EMS activities are recorded in this fund. One example is a patient tracking scanner grant.  Public Lands Special Revenue and Activities Fund (210): Revenues and related expenses from specially designated sources restricted to Public Lands activities are recorded in this fund. Examples include Arbor Day donations, memorial bench and tree donations, community garden revenue and dog park donations.  Senior Center Special Revenue and Activities Fund (211): Revenues and related expenses from specially designated sources restricted to Senior Center activities are recorded in this fund. Examples include Senior Center donations and the Dane County nutrition revenue.  Library Operations Fund (212): Revenues and related expenses from specially designated sources restricted to Library Operations activities are recorded in this fund. Major sources include an annual transfer from the General Fund to Fund 212 as well as Dane County facility and operational reimbursements.  Youth Center (214): Revenues and related expenses related to the operation of the Middleton Youth Center are recorded in this fund. Major sources of funding include an annual transfer from the City’s General Fund and contributions from the Middleton Cross Plains Area School District and Dane County. Debt Service Fund (300): Financial transactions related to the City’s general obligation bonds and notes are recorded in Fund 300. Specifically these include principal and interest payments as well as paying agent service fees. Capital Project Funds  Tax Increment Financing (District) #3 Fund (401): Tax Increment District #3 was initially established in 1993. The property tax increments resulting from development activities are recorded in Fund 401. Tax increment is defined as the amount of new taxes above the property taxes generated prior to development. The property taxes generated prior to development is referred to as the base property tax amount. Expenditures in Fund 401 generally include payments to developers as incentives for new development activity in the Tax Increment District or TID and other related disbursements. The Greenway Center area development, the Discovery Springs development and the Downtown rehabilitation are major projects occurring in this District.  Public Works Capital Construction Fund (412): The Department of Public Works is responsible for major capital construction in the City. This activity is segregated in Fund 412. Revenues have been from the annual sale of general obligation notes. Projects include road reconstruction and rejuvenation, sidewalk rehabilitation, traffic studies and other infrastructure activities. The proposed construction of a new Municipal Operation Center to replace the Public Works garage will be recorded in Fund 412. 27 ---PAGE BREAK--- 2018 City of Middleton Budget  Public Lands Capital Construction and Acquisition Fund (414): The Department of Public Lands is responsible for major capital park, conservancy, recreation and forestry activities. Specific projects include Pheasant Branch stream bank stabilization and boardwalk construction, Pheasant Branch Conservancy South Fork Trail construction, Graber Pond restoration, Wetland Mitigation sites, Lakeview Park improvements, emerald ash tree removal and replacement, aquatic center improvements and boat launch improvements. Revenues have been from the annual sale of general obligation notes.  Other Capital Projects and Acquisition Fund (416): This fund records capital financial transactions for other City departments. These include the Police Department vehicle replacements, the Emergency Medical Service defibrillator and monitor replacements, the Library radio frequency identification project, the Library self‐checkout project and bike and pedestrian facility improvements. Revenues have been from the annual sale of general obligation notes.  Tax Increment Financing (District) #5 Fund (501): Tax Increment Financing District #5 was created in 2009. Development activity is just beginning in this District. Similar to Fund 401, property tax increment resulting from development activities will be recorded in Fund 501. Tax increment is defined as the amount of new taxes above the property taxes generated prior to development. The property taxes generated prior to development is referred to as the base property tax amount. Expenditures in Fund 501 generally include payments to developers as incentives for new development activity in the Tax Increment District and other related disbursements. Proprietary Funds Proprietary Funds are used to account for a government's ongoing organizations and activities that are similar to those often found in the private sector (enterprise funds). All assets, liabilities, equities, revenues, expenses and transfers relating to the government's business and quasi‐business activities ‐ where net income and capital maintenance are measured ‐ are accounted for through proprietary funds. Enterprise Funds: Enterprise funds are governmental accounting funds in which the services provided are financed and operated similar to those of a private business. User fees are established and revised to ensure that revenues are adequate to meet all necessary expenditures. Revenues in Enterprise Funds are restricted to the funds within which they reside.  Water Utility Fund (610): The City operates a water utility with seven deep wells with a total delivering capacity of 5,840 gallons per minute. All financial activities related to the water utility are recorded in Fund 610. The rates charges to utility customers are regulated and approved by the Public Service Commission of Wisconsin.  Sewer Utility Fund (620): The City contracts with the Madison Metropolitan Sewerage District, which was created in 1930. In 2012 the District served 340,000 Dane County customers in five cities, seven villages and 28 town/sanitary districts. The City bills Middleton customers and in turn pays the District for treatment costs. The City is responsible for transmission lines and related pump stations within the City limits. 28 ---PAGE BREAK--- 2018 City of Middleton Budget  Storm Water Utility Fund 630: The City operates a storm water utility, which was approved by Referendum in 2014 and implemented in 2015. Storm water utility fees are based on the total impervious surface on a property. Revenue is used to support the safe and healthy management of storm water. All financial activities related to the storm water utility are recorded in Fund 630.  Middleton Utility District (MUD) (640): The Middleton Utility District was created in 2015 to facilitate extension of water and sanitary sewer utility to the Community of Bishops Bay. The extension of these utilities facilitates long‐term growth for the northern growth area. The property owners in the Utility District pay a special tax to cover the City’s borrowing costs for construction of the water and sewer utility extensions.  Golf Course Fund (650): The City operates a 305 acre golf course, Pleasant View Golf Course overlooking the City, the City of Madison and Lake Mendota to the east. All revenues, such as greens fees, league and membership fees as well as related course expenses, such as food and beverage concessions and greens maintenance activities are recorded in Fund 650.  Airport Fund (660): The City of Middleton owns an airport located in the northwest section of the City. The operations of the Airport are performed by a private operator under the terms of a lease arrangement with the City. Revenues in Fund 660 include land lease rent, fuel fees, hangar fees and building lease. In 2016 former special Revenue Fund 205 Airport was reclassified to Airport Fund 660. Internal Service Funds Internal Service Funds are used to report activity that provides services or goods to other funds on a cost‐reimbursement basis. Risk Management Fund (710): The City of Middleton established an internal service fund for insurance and risk management beginning in 2017. This fund is used to record expenditures for the purchase of liability, workers compensation, property and related insurance as well as to report claims activity. Costs will be charged to other City funds based on an allocation of insurance premiums and claims costs. Trust and Agency Funds The City of Middleton is the fiscal agent for the Middleton Fire District. Fire District Fund (800): The Middleton Fire District provides comprehensive fire related services to the City of Middleton, the Town of Middleton, the Town of Westport and the Town of Springfield. Each entity contributes a pro rata population based contribution to the District. Over 100 volunteers provide the primary staffing resources to the District along with six full‐time, paid staff. All financial transactions for the District are recorded in Fund 800. 29 ---PAGE BREAK--- 2018 City of Middleton Budget GENERAL FUND 12,108,840 $ 20,959,055 $ 21,471,637 $ 11,596,258 $ 12,525,513 $ SPECIAL REVENUE FUNDS Tourism Fund 1,848,325 1,400,000 1,340,946 1,907,379 ‐ Library Operations Fund 70,270 2,142,177 2,142,177 70,270 ‐ Library Trust & Special Activities 312,093 30,000 50,000 292,093 ‐ Subdividers Fund 1,876,165 150,000 150,000 1,876,165 ‐ Impact Fees 883,970 200,000 150,000 933,970 ‐ Revolving Loan Fund 278,163 500 ‐ 278,663 ‐ Police Special Activities ‐ 5,000 5,000 ‐ ‐ EMS Special Activities 31,032 5,000 5,000 31,032 ‐ Public Lands Special Activities 1,004,861 300,000 300,000 1,004,861 ‐ Senior Center Special Activities 164,769 25,000 25,000 164,769 ‐ Youth Center ‐ 133,781 133,781 ‐ ‐ TOTAL 6,469,648 4,391,458 4,301,904 6,559,202 INT. SERVICE FUND: RISK MANAGEMENT 71,586 453,457 441,923 83,120 ‐ COMPONENT UNIT: CDA 3,077,056 19,400 79,500 3,016,956 ‐ CAPITAL PROJECT FUNDS Public Works Capital Projects 333,335 3,109,390 3,109,390 333,335 ‐ Public Lands Capital Projects 24,438 2,624,583 2,624,583 24,438 ‐ Other Capital Projects 661,160 1,306,095 1,306,095 661,160 ‐ TIF District #3 4,592,261 9,989,206 13,404,849 1,176,618 ‐ TIF District #5 (570,966) 1,047,250 1,270,478 (794,194) ‐ TOTAL 5,040,228 18,076,524 21,715,395 1,401,357 DEBT SERVICE FUND 50,578 4,766,948 4,793,336 24,190 4,491,953 ENTERPRISE FUNDS Water Utility 3,670,045 2,966,277 2,846,672 3,789,650 ‐ Sewer Utility 3,499,839 2,833,184 2,984,300 3,348,723 ‐ Storm Water Utility 684,626 280,000 985,000 (20,374) ‐ Middleton Utility District (442,039) ‐ ‐ (442,039) ‐ Golf Course (4,781,930) 2,451,684 2,406,858 (4,737,104) ‐ Airport 177,357 125,174 136,456 166,075 ‐ TOTAL 2,807,898 8,656,319 9,359,286 2,104,931 ‐ TOTAL ALL FUNDS 29,625,834 $ 57,323,161 $ 62,162,981 $ 24,786,014 $ 17,017,466 $ 2018 REQUESTED BUDGET SUMMARY: ALL FUNDS 2018 REQUESTED REVENUES 2018 REQUESTED EXPENDITURES 2018 PROJECTED BALANCE 2017/2018 TAX LEVY 2017 PROJECTED BALANCE 30 ---PAGE BREAK--- 2018 City of Middleton Budget Budget Summary General Fund Revenues $ 20,959,055 $ 20,959,055 $ 20,959,055 General Fund Expenditures 20,439,254 20,969,909 21,471,637 Net Suplus (Deficit) 519,801 (10,854) (512,582) Expenditure Restraint Program City ERP Budget 20,439,254 20,969,909 21,471,637 Projected ERP Limit 21,373,953 21,373,953 21,373,953 Amount Over (Under) Limit (934,699) (404,044) 97,684 Levy Limit Program General Fund Levy 12,525,513 12,525,513 12,525,513 Debt Service Levy 4,491,953 4,491,953 4,491,953 Allowable Property Tax Levy 17,017,604 17,017,604 17,017,604 Amount Over (Under) Limit (138) (138) (138) Property Tax Levy Property Tax Levy (non‐TIF) 17,017,466 17,017,466 17,017,466 Change in Property Tax Levy (non‐TIF) 425,263 425,263 425,263 Percent Change 2.6% 2.6% 2.6% Equalized City Tax Rate Impact Equalized Mill Rate 5.9368 5.9368 5.9368 Equalized Mill Rate Change (0.0729) (0.0729) (0.0729) Estimated Percent Change ‐1.2% ‐1.2% ‐1.2% Estimated City Mill Rate Impact Estimated City Assessed Mill Rate 6.5380 6.5380 6.5380 Estimated City Assessed Mill Rate Change 0.1910 0.1910 0.1910 Estimated Percent Change 3.0% 3.0% 3.0% Taxpayer Impact Estimated City Tax per $100,000 Value 653.80 653.80 653.80 Prior Year City Tax per $100,000 Value 634.70 634.70 634.70 Change From Prior Year 19.10 19.10 19.10 NOTE: Each scenario assumes that the City maxmizes its property tax levy under the levy limit program. The City Mill Rate calculation is based on estimated total assessed value. The final assessed value figures will not be available until November. Base Budget Base Budget Plus Non‐Personnel Decision Items Total Requested Budget 2018 General Fund Budget and Property Tax Summary 31 ---PAGE BREAK--- 2018 City of Middleton Budget General Fund Revenue Summary REQUESTED BUDGET ACTUAL BUDGET PROJECTED BUDGET TAXES General Property Tax 100‐4111‐00 16,386,134 $ 16,386,134 $ 12,154,704 $ 12,154,704 $ 12,525,513 $ Omitted Property 100‐4112‐00 10,000 ‐ ‐ 816 ‐ Fees In Lieu Of Taxes 100‐4113‐00 44,100 44,100 44,100 44,100 44,100 Ag Conversion Charges 100‐4114‐00 ‐ ‐ ‐ 3,091 ‐ Room Tax 100‐4121‐00 577,000 586,922 630,000 600,000 630,000 Municipally Owned Utility 100‐4131‐00 400,000 488,046 525,000 515,000 525,000 Interest On Delinquent Taxes 100‐4180‐00 2,000 10,480 2,000 2,000 2,000 Total Taxes 17,419,234 $ 17,515,682 $ 13,355,804 $ 13,319,711 $ 13,726,613 $ SPECIAL ASSESSMENTS SA ‐ Street Improvements 100‐4230‐00 29,000 3,600 ‐ ‐ ‐ SA ‐ Sidewalk & Curb 100‐4231‐00 75,000 209,215 75,000 75,000 50,000 SA ‐ Interest 100‐4235‐00 ‐ ‐ ‐ ‐ ‐ Total Special Assessment 104,000 $ 212,815 $ 75,000 $ 75,000 $ 50,000 $ INTERNGOVERNMENTAL REVENUE State Aids‐Shared Taxes 100‐4341‐00 571,923 274,721 272,894 272,894 272,894 Expenditure Restraint Program 100‐4341‐01 ‐ 305,312 ‐ ‐ 300,000 State & Federal Aid ‐ Fire 100‐4342‐00 98,491 107,919 100,000 100,000 120,000 Mcp School District ‐ Police 100‐4343‐00 80,000 78,043 78,042 78,042 82,202 State Aid ‐ Computer Pmt 100‐4344‐00 210,000 346,413 250,000 250,000 330,000 State Aids‐Roads 100‐4353‐00 1,083,506 1,082,975 1,065,811 1,065,811 1,063,506 State & Federal Aid ‐ Recycling 100‐4354‐00 55,250 52,345 52,345 52,345 55,145 County Aid ‐ Signals 100‐4371‐00 9,500 20,072 10,000 10,097 8,000 County Aid ‐ Senior Citizens 100‐4373‐00 49,219 50,977 51,000 51,000 51,000 Total Intergovernmental 2,157,889 $ 2,318,777 $ 1,880,092 $ 1,880,189 $ 2,282,747 $ LICENSES AND PERMITS Licenses ‐ Liquor 100‐4411‐00 34,000 39,440 38,000 40,000 40,000 Licenses ‐ Operator 100‐4412‐00 12,000 21,890 18,000 20,000 20,000 Licenses ‐ Cigarettes 100‐4416‐00 500 630 600 660 600 Licenses ‐ Alarms 100‐4420‐00 9,000 8,580 9,000 9,600 9,000 Licenses ‐ Dogs 100‐4422‐00 4,000 3,162 3,500 3,500 3,500 Permits ‐ Special Events 100‐4423‐00 1,200 2,360 1,200 2,995 2,000 Permit ‐ Sidewalk & Solicitors 100‐4424‐00 ‐ 3,500 1,000 4,200 2,500 Amplified Sound Permits 100‐4425‐00 ‐ 1,310 800 1,820 1,500 Permits ‐ Building 100‐4431‐00 264,222 441,998 295,000 295,000 295,000 Permits ‐ Electrical 100‐4432‐00 67,343 111,959 70,000 70,000 70,000 Permits ‐ Plumbing 100‐4433‐00 64,839 114,976 70,000 70,000 70,000 Erosion Control Permit 100‐4434‐00 7,320 9,840 10,000 10,000 10,000 License ‐ Second Hand Dealer 100‐4436‐00 100 350 350 450 350 Zoning 100‐4440‐00 2,000 3,300 2,000 3,000 2,000 Permits ‐ Park Reservation 100‐4472‐00 35,000 41,239 33,000 33,000 33,000 Cable Franchise Fee Revenue 100‐4491‐00 175,000 258,069 272,500 265,000 272,500 Total Licenses & Permits 676,524 $ 1,062,603 $ 824,950 $ 829,225 $ 831,950 $ FINES & FOREFEITURES Fines & Forfeitures 100‐4511‐00 200,000 143,823 150,000 150,000 150,000 Court Costs 100‐4512‐00 75,000 81,081 85,000 85,000 85,000 Parking Fines 100‐4513‐00 40,000 37,260 40,000 40,000 40,000 Total Fines & Forefeitures 315,000 $ 262,164 $ 275,000 $ 275,000 $ 275,000 $ PUBLIC CHARGES FOR SERVICES Clerk‐Treasurer Fee 100‐4611‐00 13,000 20,275 15,000 15,000 15,000 Vehicle Registration Fees 100‐4620‐00 2,250 741 500 500 500 Police Special Services 100‐4621‐00 ‐ 40 ‐ ‐ ‐ Police Department Fees 100‐4622‐00 9,000 12,622 9,000 9,000 9,000 Ems Bad Debt Expense 100‐4624‐00 ‐ (1,323) ‐ ‐ ‐ Ambulance Billing Revenue 100‐4624‐01 920,749 889,979 932,329 864,813 931,970 Senior Citizen Program Revenue 100‐4661‐00 2,000 2,017 2,000 2,000 2,000 Sr Center Trip Revenue 100‐4662‐00 13,000 17,374 3,000 15,000 15,000 Sr. Center Classes Revenue 100‐4663‐00 7,500 8,268 10,700 10,700 10,700 2016 2017 2018 32 ---PAGE BREAK--- 2018 City of Middleton Budget General Fund Revenue Summary REQUESTED BUDGET ACTUAL BUDGET PROJECTED BUDGET 2016 2017 2018 PUBLIC CHARGES FOR SERVICES Senior Center Misc Revenue 100‐4664‐00 4,000 4,783 4,000 4,000 4,000 Aquatic Program Revenue 100‐4673‐03 60,000 59,892 58,000 58,000 58,000 Daily Aquatic Admissions 100‐4673‐05 75,000 95,896 75,000 90,000 75,000 Aquatic Concession Revenue 100‐4673‐06 31,248 33,133 31,248 33,000 31,248 Aquatic Memberships 100‐4673‐08 38,000 38,254 38,000 38,000 38,000 Summer Recreation 100‐4674‐01 50,836 42,362 47,500 41,500 47,500 Fall‐Winter‐Spring Recreation 100‐4674‐02 10,000 40,420 47,000 40,000 47,000 Sponsorship & Fundraisers 100‐4674‐03 ‐ 2,720 1,200 2,720 1,200 Hubbard Art Center Program Rev 100‐4674‐05 24,854 66,738 47,982 55,000 47,982 Administrative Review Fee 100‐4681‐00 ‐ 2,858 ‐ 2,858 ‐ Engineering Review Fee 100‐4682‐00 ‐ 7,144 ‐ 7,144 ‐ Plan Commission Charges 100‐4684‐00 17,000 15,000 17,000 14,500 12,000 Public Works Charges 100‐4685‐00 ‐ 1,712 ‐ (400) ‐ GIS Fees from Developers 100‐4687‐00 3,500 3,500 ‐ 3,500 ‐ Interlocking Ignition Device 100‐4689‐00 500 498 500 500 ‐ Recycling Center Revenue 100‐4690‐00 10,000 12,672 10,000 10,000 10,000 Total Public Charges 1,292,437 $ 1,377,575 $ 1,349,959 $ 1,317,335 $ 1,356,100 $ SPECIAL FUND ACTIVITY Administration‐Landfill 100‐4734‐00 5,000 5,000 5,000 5,000 5,000 Service Contract Cost Sharing 100‐4735‐00 202,193 202,193 205,226 202,193 208,304 Administration‐Utilities 100‐4740‐00 133,500 135,000 135,000 135,000 135,000 Administration‐Tif 3 District 100‐4742‐00 1,576,530 1,576,530 1,476,530 1,576,530 1,376,530 Administraton‐Fire District 100‐4745‐00 2,600 2,600 2,600 2,600 2,600 Total Special Activity 1,919,823 $ 1,921,323 $ 1,824,356 $ 1,921,323 $ 1,727,434 $ MISCELLANEOUS REVENUES Interest On Investments 100‐4811‐00 40,000 139,909 100,000 100,000 150,000 Interest Deliquent Spec 100‐4811‐01 500 245 500 500 500 Interest On Court Collections 100‐4811‐02 417 288 300 300 300 Credit Card Rebate Program 100‐4811‐03 25,945 42,226 40,000 40,000 40,000 Rent Of City Property 100‐4820‐00 20,000 ‐ ‐ ‐ ‐ Misc Sales And Reimbursement 100‐4825‐00 ‐ 890 ‐ ‐ ‐ Metro Contrib. Reimbursement 100‐4825‐01 ‐ 25,648 ‐ ‐ ‐ Erosion Contr. & Sw Reimburs 100‐4827‐00 8,000 24,087 10,000 15,000 10,000 Pw Material Sales 100‐4831‐00 2,000 833 1,500 1,000 1,500 Misc Revenue 100‐4833‐00 7,000 335 1,000 1,000 1,000 Insurance Claim Settlement 100‐4833‐02 ‐ 9,474 ‐ ‐ ‐ Polar Express Track Lease 100‐4833‐04 20,000 20,000 20,000 ‐ ‐ MADC Payment 100‐4834‐00 15,000 15,000 15,000 15,000 15,000 Compensation For Loss/Damage 100‐4840‐00 ‐ (2,373) ‐ ‐ ‐ Add'L Revenue For Prior Years 100‐4842‐00 ‐ 18,418 ‐ ‐ ‐ Annual Environmental Impact Fee 100‐4843‐00 32,624 23,661 32,624 23,661 23,661 Zoning Permit Fees 100‐4845‐00 18,000 26,548 25,000 26,000 18,000 Zoning Letter 100‐4845‐01 ‐ 1,960 600 3,000 600 Sales Tax Remit Discount 100‐4850‐00 ‐ 61 ‐ ‐ ‐ Other Misc Revenue 100‐4899‐99 ‐ 21,817 ‐ 13,786 ‐ Total Miscellaneous 189,486 $ 369,028 $ 246,524 $ 239,247 $ 260,561 $ OTHER FINANCING SOURCES Prior Years Surplus Applied 100‐4930‐00 ‐ ‐ 48,000 ‐ 48,000 Fund Balance Applied 100‐4935‐00 ‐ ‐ 800,650 190,650 400,650 ‐ $ ‐ $ 848,650 $ 190,650 $ 448,650 $ GENERAL FUND REVENUE TOTAL 24,074,393 $ 25,039,968 $ 20,680,335 $ 20,047,680 $ 20,959,055 $ 33 ---PAGE BREAK--- 2018 City of Middleton Budget General Fund Expenditure Summary BASE DECISION REQUESTED BUDGET ACTUAL BUDGET PROJECTED AMOUNT ITEMS BUDGET GENERAL GOVERNMENT Common Council 67,038 $ 66,167 $ 66,386 $ 66,386 $ 66,372 $ 1,850 $ 68,222 Commissons & Committees 23,600 19,150 23,600 20,150 23,600 ‐ 23,600 Municipal Court 111,235 85,646 110,608 98,615 100,035 (101) 99,934 Information Technology 685,855 691,107 721,768 721,768 747,689 ‐ 747,689 City Administrator 180,230 173,490 181,919 181,919 181,915 ‐ 181,915 Finance Department 689,088 704,027 687,729 685,995 692,273 67,224 759,497 Elections 118,285 72,320 45,000 32,693 45,000 46,000 91,000 Building & Grounds 149,850 150,399 60,600 62,688 60,600 2,500 63,100 Video Production 4,165 3,850 4,665 6,000 4,665 1,335 6,000 Total General Government 2,029,346 $ 1,966,155 $ 1,902,275 $ 1,876,214 $ 1,922,149 $ 118,808 $ 2,040,957 $ PUBLIC SAFETY Police Administration 744,864 739,251 780,795 786,572 783,445 13,127 796,572 Police Field Services 3,881,597 3,827,965 4,042,409 4,056,006 4,193,613 93,538 4,287,151 Communications Center 513,622 508,554 522,962 522,962 525,463 2,000 527,463 Emergency Preparedness 45,938 48,958 99,240 77,500 99,240 (36,740) 62,500 School Crossing Guards 14,062 14,217 14,062 14,062 14,062 611 14,673 Emergency Medical Service 1,636,472 1,630,816 1,793,808 1,808,260 1,863,758 4,200 1,867,958 Building Inspection 313,311 329,360 405,073 405,223 366,297 2,100 368,397 Community Services 84,759 88,304 89,026 89,026 89,283 ‐ 89,283 Fire District Contribution 829,423 829,692 837,685 837,685 837,685 95,482 933,167 Public Fire Projection Charge 485,000 437,391 485,000 485,000 438,000 ‐ 438,000 Total Public Safety 8,549,048 $ 8,454,506 $ 9,070,060 $ 9,082,296 $ 9,210,846 $ 174,318 $ 9,385,164 $ PUBLIC WORKS Engineering & Administration 781,166 749,577 871,010 835,350 869,983 1,950 871,933 Street Dept Labor & Supplies 685,954 695,312 733,261 733,261 739,325 148,949 888,274 Steet Cleaning 9,720 11,855 8,600 9,700 8,600 500 9,100 Fleet Maintenance/Machinery 317,278 327,840 345,682 332,587 345,965 40,688 386,653 City Garage 76,720 66,636 96,020 98,820 96,020 1,650 97,670 Snow & Ice Removal 89,000 92,271 82,500 79,543 82,500 ‐ 82,500 Traffic Signals, Signs, & Markings 69,000 55,055 66,500 93,000 66,500 6,000 72,500 Street Lighting 131,700 135,213 135,700 137,500 135,700 5,300 141,000 Tree & Brush Removal 1,500 1,188 1,500 1,800 1,500 ‐ 1,500 Sidewalk Maintenance 140,000 122,239 140,000 140,000 140,000 ‐ 140,000 Storm Sewers 52,000 40,307 54,000 54,000 54,000 61,000 115,000 Water Resources 35,624 20,882 21,159 21,153 21,159 280 21,439 Landfill 80,000 79,630 116,330 115,830 116,330 (22,330) 94,000 Refuse Collection 510,000 497,132 522,000 520,000 522,000 13,000 535,000 Recycling 266,581 264,906 277,689 279,839 277,645 18,000 295,645 Total Public Works 3,246,243 $ 3,160,043 $ 3,471,951 $ 3,452,383 $ 3,477,227 $ 274,987 $ 3,752,214 $ CULTURE, RECREATION & EDUCATION Senior Center 452,723 473,469 475,485 487,545 463,342 15,500 478,842 Recreation Administration 208,658 227,697 222,956 220,162 234,149 79,606 313,755 Summer Recreation 53,188 30,832 51,188 34,159 87,645 (14,702) 72,943 Fall‐Winter‐Spring Recreation 93,269 19,463 36,457 31,530 ‐ ‐ ‐ Hubbard Activity Center 33,461 65,302 40,862 52,089 39,988 13,177 53,165 Aquatic Center 287,544 274,230 290,486 274,383 290,216 (5,840) 284,376 Transit 410,551 410,554 435,784 427,683 435,784 ‐ 435,784 Total Culture, Recreation & Education 1,539,394 $ 1,501,545 $ 1,553,218 $ 1,527,551 $ 1,551,124 $ 87,741 $ 1,638,865 $ 2016 2017 2018 34 ---PAGE BREAK--- 2018 City of Middleton Budget General Fund Expenditure Summary BASE DECISION REQUESTED BUDGET ACTUAL BUDGET PROJECTED AMOUNT ITEMS BUDGET 2016 2017 2018 CONSERVATION & DEVELOPMENT Planning Department 338,083 336,386 363,463 353,713 365,361 34,114 399,475 Land Conservancy 168,719 145,073 144,584 136,156 144,584 ‐ 144,584 Forestry 231,292 230,392 242,274 242,274 242,460 ‐ 242,460 Public Lands 977,166 850,466 1,042,136 994,502 1,035,129 (11,611) 1,023,518 Total Conservation & Development 1,715,260 $ 1,562,317 $ 1,792,457 $ 1,726,645 $ 1,787,534 $ 22,503 $ 1,810,037 $ OTHER GENERAL FUND BUDGETS Legal Counsel 227,000 269,745 226,000 226,000 226,000 ‐ 226,000 Risk Management & Insurance 355,000 312,657 355,000 355,000 355,000 20,000 375,000 General Personnel Benefits 49,300 19,461 25,000 25,000 25,000 ‐ 25,000 Non‐Departmental 74,193 88,657 266,450 266,450 266,450 5,000 271,450 Compensated Absences ‐ 186,529 ‐ ‐ ‐ ‐ ‐ Miscellaneous 14,480 4,400 14,480 14,480 14,480 5,000 19,480 Total Other General Fund Budgets 719,973 $ 881,448 $ 886,930 $ 886,930 $ 886,930 $ 30,000 $ 916,930 $ TRANSFERS To Library Fund 212 1,249,999 1,249,999 1,225,670 1,225,670 1,225,670 67,915 1,293,585 To Debt Service Fund 300 3,566,319 3,566,319 ‐ ‐ ‐ ‐ ‐ To Youth Center Fund 214 20,108 38,608 47,124 47,124 47,124 53,522 100,646 To Fund 412 PW Capital 751,107 751,107 ‐ ‐ ‐ ‐ ‐ To Fund 416 Other Capital 100,000 572,548 ‐ ‐ ‐ ‐ ‐ To Fund 207 OPEB ‐ ‐ ‐ ‐ ‐ ‐ ‐ To Other Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Transfers 5,687,533 $ 6,178,581 $ 1,272,794 $ 1,272,794 $ 1,272,794 $ 121,437 $ 1,394,231 $ CONTINGENCY Police Vehicle Damage 5,000 1,998 ‐ ‐ ‐ ‐ ‐ Public Works Vehicle Damage 5,000 6,169 ‐ ‐ ‐ ‐ ‐ City Liability Claims 25,000 11,642 ‐ ‐ ‐ ‐ ‐ Fire Equipment Capital Reserve ‐ ‐ 190,650 190,650 190,650 ‐ 190,650 Personnel Contingency ‐ ‐ ‐ ‐ ‐ 129,589 129,589 Emergency Contingency ‐ ‐ 400,000 ‐ ‐ ‐ ‐ General Contingency 255,832 ‐ 140,000 ‐ 140,000 73,000 213,000 Total Contingency 290,832 $ 19,809 $ 730,650 $ 190,650 $ 330,650 $ 202,589 $ 533,239 $ TOTAL EXPENDITURES 23,777,629 $ 23,724,405 $ 20,680,335 $ 20,015,463 $ 20,439,254 $ 1,032,383 $ 21,471,637 $ 35 ---PAGE BREAK--- 2018 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PERSONNEL CHANGE REQUESTS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift Finance Fiscal Impact 100‐5141‐110 SALARIES‐FULL‐TIME 5,207 100‐5141‐135 LONGEVITY 52 100‐5141‐192 RETIREMENT 352 100‐5141‐193 FICA 402 100‐5141‐194 HEALTH INSURANCE ‐ 100‐5141‐195 DENTAL INSURANCE ‐ Total 6,014 $ Finance Fiscal Impact 100‐5141‐112 PART‐TIME‐NON‐PERM. 17,428 100‐5141‐135 LONGEVITY (107) 100‐5141‐192 RETIREMENT 1,160 100‐5141‐193 FICA 1,325 100‐5141‐194 HEALTH INSURANCE ‐ 100‐5141‐195 DENTAL INSURANCE ‐ Total 19,806 $ Total Request 25,820 $ Police Fiscal Impact 100‐5212‐110 SALARIES‐FULL‐TIME 57,474 100‐5212‐135 LONGEVITY ‐ 100‐5212‐192 RETIREMENT 6,282 100‐5212‐193 FICA 4,397 100‐5212‐194 HEALTH INSURANCE 14,410 100‐5212‐195 DENTAL INSURANCE 2,322 Total 84,885 $ Public Works Fiscal Impact 100‐5311‐110 SALARIES‐FULL‐TIME 29,761 $ 100‐5311‐111 LTE (10,800) $ 100‐5311‐135 LONGEVITY ‐ $ 100‐5311‐192 RETIREMENT 2,718 $ 100‐5311‐193 FICA 2,277 $ 100‐5311‐194 HEALTH INSURANCE 14,410 $ 100‐5311‐195 DENTAL INSURANCE 2,322 $ Total 40,688 $ Public Works Fiscal Impact 100‐5359‐110 SALARIES‐FULL‐TIME 48,310 100‐5359‐135 LONGEVITY ‐ 100‐5359‐192 RETIREMENT 3,237 100‐5359‐193 FICA 3,696 100‐5359‐194 HEALTH INSURANCE 14,410 100‐5359‐195 DENTAL INSURANCE 2,322 Total 71,974 $ Assistant Finance Director/HR Manager Request to make a change to an existing position in the Finance Department. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Finance Department and City Administrator. Accounting Assistant Request for an additional part‐time administrative support position in the Finance Department. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Finance Department and City Administrator. Police Officer Request for an additional Police Officer. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Police Department. Service Technician Request for a Service Technician in the garage. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Public Works Department. Street Crew Member #1 Request 1 of 2 for an additional Street Crew Member. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Public Works Department. 36 ---PAGE BREAK--- 2018 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PERSONNEL CHANGE REQUESTS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift Public Works Fiscal Impact 100‐5359‐110 SALARIES‐FULL‐TIME 48,310 100‐5359‐135 LONGEVITY ‐ 100‐5359‐192 RETIREMENT 3,237 100‐5359‐193 FICA 3,696 100‐5359‐194 HEALTH INSURANCE 14,410 100‐5359‐195 DENTAL INSURANCE 2,322 Total 71,974 $ PLRF Fiscal Impact 100‐5530‐110 SALARIES‐FULL‐TIME 36,099 $ 100‐5530‐135 LONGEVITY ‐ $ 100‐5530‐192 RETIREMENT 2,419 $ 100‐5530‐193 FICA 2,762 $ 100‐5530‐194 HEALTH INSURANCE 14,410 $ 100‐5530‐195 DENTAL INSURANCE 2,322 $ Total 58,012 $ PLRF Fiscal Impact 100‐5530‐110 SALARIES‐FULL‐TIME 5,640 $ 100‐5530‐135 LONGEVITY ‐ $ 100‐5530‐192 RETIREMENT 378 $ 100‐5530‐193 FICA 431 $ 100‐5530‐194 HEALTH INSURANCE ‐ $ 100‐5530‐195 DENTAL INSURANCE ‐ $ Total 6,450 $ Planning Fiscal Impact 100‐5631‐110 SALARIES‐FULL‐TIME 28,769 100‐5631‐135 LONGEVITY ‐ 100‐5631‐192 RETIREMENT 3,144 100‐5631‐193 FICA 2,201 100‐5631‐194 HEALTH INSURANCE ‐ 100‐5631‐195 DENTAL INSURANCE ‐ Total 34,114 Library Fiscal Impact 212‐5511‐110 SALARIES‐FULL‐TIME 54,280 $ 212‐5511‐135 LONGEVITY ‐ $ 212‐5511‐192 RETIREMENT 3,637 $ 212‐5511‐193 FICA 4,152 $ 212‐5511‐194 HEALTH INSURANCE 14,410 $ 212‐5511‐195 DENTAL INSURANCE 2,322 $ 212‐5511‐490 PROGRAMMING (10,000) $ Total 68,801 $ Librarian Request for a Librarian with an offsetting reduction from programming dollars/ Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Library. Street Crew Member #2 Request 2 of 2 for an additional Street Crew Member. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Public Works Department. Recreation Assistant Request for a Recreation Assistant. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by PLRF. Recreation Coordinator Request for a grade increase for the Recreation Coordinator. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by PLRF. Sustainability Coordinator Request for a Sustainability Coordinator. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Planning Department. 37 ---PAGE BREAK--- 2018 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PERSONNEL CHANGE REQUESTS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift PLRF Fiscal Impact 214‐5100‐110 SALARIES‐FULL‐TIME 10,625 $ 214‐5100‐135 LONGEVITY 106 $ 214‐5100‐192 RETIREMENT 719 $ 214‐5100‐193 FICA 821 $ 214‐5100‐194 HEALTH INSURANCE 14,410 $ 214‐5100‐195 DENTAL INSURANCE 1,732 $ Total 28,414 $ PLRF Fiscal Impact 214‐5100‐110 SALARIES‐FULL‐TIME 12,432 $ 214‐5100‐135 LONGEVITY 124 $ 214‐5100‐192 RETIREMENT 841 $ 214‐5100‐193 FICA 961 $ 214‐5100‐194 HEALTH INSURANCE 9,078 $ 214‐5100‐195 DENTAL INSURANCE 1,463 $ Total 24,900 $ 100‐5530‐110 SALARIES‐FULL‐TIME 7,301 $ 100‐5530‐135 LONGEVITY 73 $ 100‐5530‐192 RETIREMENT 494 $ 100‐5530‐193 FICA 564 $ 100‐5530‐194 HEALTH INSURANCE 5,332 $ 100‐5530‐195 DENTAL INSURANCE 859 $ Total 14,624 $ Total Request 39,523 $ 530,655 $ Total General Fund Funding for all requests is in the General Fund or supported by a General Fund Transfer Youth Center Director Request for additional paid weeks, increase in position grade, and increase in hours. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the PLRF Department. Youth Center Assistant Director Request for additional paid weeks, increase in position grade, and increase in hours. This increase is proposed to be split between the Youth Center (63%) and PLRF Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the PLRF Department. Please note that a portion of this request is listed in the Youth Center and a portion listed in the Recreation Department. 38 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department Department Finance Department Requester Mike Davis and Bill Burns Primary Account # 100‐5141‐110 New Position Request Department Finance Department New Position Title Accounting Assistant New Position FTE .5 New Positon Category (Check One) Full‐Time  Part‐Time Hourly Seasonal/Temporary Proposed Position Grade 6 New Position Benefits (Check Eligible Benefits)  Wisconsin Retirement System (WRS) Eligible Health Insurance Dental Insurance Supervisor Melissa Bohse Description (Attach additional pages if needed): See Attached Change to Existing Position Department Finance Department Current Position Title Accounting Manager/Treasurer Current Position FTE 1.0 Current Position Grade 12 Current Position Category (Check One)  Full‐Time Part‐Time Hourly Seasonal/Temporary Requested Position Title Assistant Finance Director/HR Manager Requested Position FTE 1.0 Requested Position Grade 15 Requested Position Category (Check One)  Full‐Time Part‐Time Hourly Seasonal/Temporary Requested Position Benefits (If Change in Benefits) Wisconsin Retirement System (WRS) Eligible Health Insurance Dental Insurance Supervisor Bill Burns, Finance Director Description (Attach additional pages if needed): See Attached Position Category Definitions Full‐Time: Regularly scheduled full‐ time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part‐Time: Employees who work a regularly scheduled, part‐time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 39 ---PAGE BREAK--- OFFICE OF THE CITY ADMINISTRATOR CITY OF MIDDLETON PH [PHONE REDACTED] 7426 HUBBARD AVENUE E-MAIL: [EMAIL REDACTED] MIDDLETON, WI 53562-3118 WEB: www.CityofMiddleton.us To: Mayor and Common Council From: Mike Davis and Bill Burns Re: 2018 Finance Department Personnel Recommendations Date: September 8, 2017 Bill Burns and I are recommending Council consideration of a new position in the Finance Department for a part‐time Accounting Assistant. The reason for the addition of that position is to enable an expansion of Human Resources functions within the City by promoting Melissa Bohse to a position with the title of Assistant Director of Finance/ Human Resources Manager. My title as Personnel Officer would change to Human Resources Director. Melissa is well prepared to take on the human resources function to a greater degree, given her master’s degree and past experiences as Human Resources Director in Mequon and Village Manager in Fox Point; however, to enable her to focus on more policy level functions for both finance and human resources, we would need to hire a 20‐hour/week (part‐time position) to handle some of the more basic accounting functions such as bank reconciliations and routine journal entries. This is a cost‐effective way to address the City’s human resources needs by making use of existing talent and avoiding the need to hire a new full‐time position. As I see it, Melissa’s additional functions in human resources will fill the gap we currently have in many of the needs of the City. I will continue to handle major policy issues, collective bargaining, the evaluation/classification analysis, grievances, overall employee training through CVMIC and department head selection processes. Lorie Burns will continue to handle payroll and benefits management and reporting. However, Melissa will also provide more in‐depth assistance to departments in hiring processes/protocols, as well as policy development and problem resolution, recruitment and selection, compliance with HR laws, personnel file management and HR data management. Moreover, we feel it is important to have an HR representative of both male and female genders to make some of those tricky situations more comfortable for employees (meaning they can talk to someone of the same gender). Importantly, Melissa’s promotion gives us a succession plan for human resources in the coming years as I will retire perhaps in seven years. She has the right temperament and a strong education, experience, and knowledge base, and she is a quick learner. I can foresee that much of my current role will over time be absorbed by her. 40 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department: 7/26/2017 Department Police Requester Chief Charles Foulke Primary Account # 100-5212-110 New Position Request Department Police New Position Title Police Officer New Position FTE New Positon Category (Check One) X Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade PO I-Hire New Position Benefits (Check Eligible Benefits) X Wisconsin Retirement System (WRS) Eligible X Health Insurance X Dental Insurance Supervisor Chief Charles Foulke Description (Attach additional pages if needed): Please see attachment for the justification for this additional position. Change to Existing Position Department Current Position Title Current Position FTE Current Position Grade Current Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Title Requested Position FTE Requested Position Grade Requested Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Description (Attach additional pages if needed): Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 41 ---PAGE BREAK--- MIDDLETON POLICE DEPARTMENT 7341 Donna Drive Middleton, WI 53562 Charles Foulke - Chief of Police www.middletonpd.com Call or Text: (608) 824-7300 [EMAIL REDACTED] Fax: (608) 833-9990 July 26, 2017 From: Chief Charles Foulke Re: 2018 Request for a New Police Officer The Police Department is requesting one new officer position in the 2018 Operating Budget. This request has been endorsed by the Public Safety Committee. The sworn staff of the Middleton Police Department is currently 37 officers. This includes the Chief, two Captains, seven Sergeants, four Detectives, two School Resource Officers, one Community Awareness Officer and 20 Patrol Officers. Since 2010, one Officer has been added to the force, which occurred in 2015. In 2013, a Five-Year Strategic Staffing Plan was conducted for the Police Department by Dr. Eric Fritsch of the University of North Texas. The strategic staffing plan took into account factors such as: Calls for Service and Service Time Variables, Self-Initiated and Administrative Time Variables, Response Time Variables, Immediate Availability Variables, Visibility Variables, Weights for Performance Objectives and Leave Percentage for the Field Services Division. The strategic staffing study recommended adding one additional Police Officer per year from 2014 through 2018, for a total of five by 2018. While I feel the five-year strategic staffing study is still relevant as we plan for the 2018 budget session, there are factors that were not considered in 2013 which are very important now: -The population estimate of 1% per year remains basically accurate, but the growth is not necessarily in the manner that was projected. Middleton has seen an increase in high density urban infill apartments, resulting in increased calls for service. The Meadow Ridge Apartments for example saw 31 calls for service between June 1 and July 20, 2017, even though it was not fully occupied. A new sprawling traditional housing development is located on the periphery of the City, resulting in increased response time and less police visibility. -According to the Planning Department, the Wisconsin Department of Administration population for Middleton was 19,317 for 2016. Using the same percentage growth that the state has been using, the population estimate for the City for 2018 could be as much as 20,000, or more. Current and future residential plans include: Community of Bishops Bay (200 apartments and 171 single family homes), Oak Ridge Senior Apartments (83 apartments), Market West Apartments-Greenway Station (240 apartments), The Foundry- 42 ---PAGE BREAK--- Aspen Commons, Middleton Center Phase 1 (61 apartments), Cardinal Row (16 apartments), Middleton Center Phase 2, Tribeca Village Phase 3, Treysta (250 plus apartments) and Steve Brown Apartments. -Due to the strong business climate in Middleton, it is estimated that over 16,000 workers come to Middleton daily while approximately 8,000 leave to work elsewhere. Middleton has seen major companies such as Spectrum Brands, UW Health and Fiskars relocate here and other major employers such as PPD significantly expand their workforce. With increased business growth comes the increased need for police services. A recent example is a $500,000.00 fraud case against a major employer that Middleton Detectives have been working on for six plus months, which is currently being presented to a Federal Grand Jury. Another example is the overdose investigation last spring, at a Middleton employer where it was discovered the employee overdosed on Carfentanil, the first such case in Dane County. Current commercial projects include: Electronic Theatre Control, Laser Express, Saco Foods, Parmenter Center Office Building, Spectrum expansion, Frank Liquor expansion, Gammex addition and Latitude Graphics addition. -The recognition of the level of excellence of the Middleton Cross Plains Area School District has contributed to a steady increase in enrollment, including nearly 2,000 students at Middleton High School. -Middleton is now a destination, known for its numerous restaurants and unique shopping opportunities. -Due in part to urban sprawl and the overall growth of Dane County, the volume of traffic on Middleton roads continues to increase. The strategic staffing plan, without these additional factors, called for the addition of five officers by 2018. Above and beyond the statistical analysis and justification for additional officers, I can tell you that I feel the need in my gut. We are getting to the point where we are running from call to call. One of the things that make this City and Police Department successful is our relationship with our community. We interact and work with our community and have a wonderful relationship with them. This is what makes us effective in suppressing crime and providing a safe living and working environment. We are routinely recognized for our community engagement; in law enforcement circles, by our business community, by our residents and visitors and by the minority and immigrant/refugee communities. Yet, as our workload continues to increase, with our staffing remaining static, we are losing the ability to be involved with our community. Each year, we have less and less unallocated time (time that officers are not answering calls or writing reports). While it is tempting to ask for the four officers recommended in the strategic staffing plan, I know that is not feasible, reasonable or fair to other City of Middleton 43 ---PAGE BREAK--- MIDDLETON POLICE DEPARTMENT 7341 Donna Drive Middleton, WI 53562 Charles Foulke - Chief of Police www.middletonpd.com Call or Text: (608) 824-7300 [EMAIL REDACTED] Fax: (608) 833-9990 Departments which are equally in need of staffing increases. I would hope that you will give serious consideration to approving an additional police officer for 2018. Year 2014 2015 2016 2017 Sworn Officers 36 37 37 37 Calls for Service 17,038 20,998 22,184 Officer Initiated CFS 5,582 8.964 9,738 Incidents 7,063 11,607 12,206 911 Calls 3,028 3,085 3,269 Warnings 936 3,817 4,467 Domestic Incidents 72 103 126 Reports Processed 7,115 11,638 12,187 Criminal Arrests Processed 210 241 366 44 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department 8/8/17 Department Mechanics shop Requester Brad Hopwood Primary Account # 100-5311-110 New Position Request Department New Position Title New Position FTE New Positon Category (Check One) Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade New Position Benefits (Check Eligible Benefits) Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Brian Gebhard Description (Attach additional pages if needed): Change to Existing Position Department Mechanics shop Current Position Title Part time mechanic (LTE) Current Position FTE N/A Current Position Grade N/A Current Position Category (Check One)  Full-Time  Part-Time  Hourly X Seasonal/Temporary Requested Position Title Service Technician Requested Position FTE 1 Requested Position Grade 4 Requested Position Category (Check One) X Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits) X Wisconsin Retirement System (WRS) Eligible X Health Insurance X Dental Insurance Supervisor Brian Gebhard Description (Attach additional pages if needed): Please see attached Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 45 ---PAGE BREAK--- Currently, the Vehicle Maintenance division of the Public Works Department consists of one full time Lead Mechanic and one full time Mechanic. In 2017, funding was allocated for a part time LTE to assist with the heavy workload of the mechanics. See below a summary listing of City equipment and vehicles. As the City grows, so does the amount of equipment needed for maintenance. With growth of the fleet, the need to expand the vehicle maintenance staff also grows. The additional LTE support has helped with the heavy workload for the division, however, the limits of the LTE salary and seasonal employment don’t attract applicants who are certified technicians. This means that the LTE approach has not allowed the additional staff time and funding to help eliminate the backlog of vehicle and equipment maintenance needs. As of now mechanics are behind on transmission flushing, brake fluid exchanging, anti-freeze recycling, and other routine maintenance. Ideally, these kinds of routine maintenance projects could be completed by a certified technician, leaving the more complex repairs to the two existing mechanics. In addition, if some of the mechanic time could be freed up by a certified technician, the mechanics could perform some of the vehicle maintenance tasks that have been contracted out to repair shops or been completed by non- mechanic staff members in other departments. For example, currently the Public Lands, Recreation and Forestry staff have been performing some maintenance on mowers and other smaller pieces of equipment due to a lack of mechanic’s time. This extra time has been helpful, however, Vehicle Maintenance is better trained on the proper preventative maintenance and could free up some time for PLRF staff. Additionally, a number of projects have required 3rd party assistance due to a lack of internal staff. The labor cost on one such hired-out project alone is approximately $1,500. Public Works feels that this money is better spent internally on tools or additional staff to support the growing fleet. Public Works is proposing one additional full-time position in the Vehicle Maintenance division. The proposed grade of the position would be Grade 4. Other assistant level positions are classified as Grade 4 such as the Municipal Court Clerk, Tourism Event Coordinator, and Records Clerk. The 2017 salary range for Grade 4 starts at $39,962. There is currently $10,800 budgeted for the LTE assistance in Vehicle Maintenance that could be allocated to offset the costs of this request. Equipment Type Pieces of Equip. Off Road Equipment 15 Large Truck 10 Medium Truck 11 Small Truck 26 Car/SUV 27 Trailer 18 Trailers w/Power Unit 9 Ride On Mowers 11 Push Mowers and Stripers 14 1 Snowmobile 1 Small Handheld Equip. w/motor 41 Sign board and Radar trailers 12 Attachments/Implements 27 Misc. Equipment 10 Total 233 46 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department Department Streets Requester Brad Hopwood Primary Account # 100‐5359‐110 New Position Request Department Streets New Position Title Crew Member New Position FTE 2 Street Crew Members requested New Positon Category (Check One) X Full‐Time Part‐Time Hourly Seasonal/Temporary Proposed Position Grade 7 New Position Benefits (Check Eligible Benefits) X Wisconsin Retirement System (WRS) Eligible X Health Insurance X Dental Insurance Supervisor Dean Dahmen Description (Attach additional pages if needed): Please see attached Change to Existing Position Department Current Position Title Current Position FTE Current Position Grade Current Position Category (Check One) Full‐Time Part‐Time Hourly Seasonal/Temporary Requested Position Title Requested Position FTE Requested Position Grade Requested Position Category (Check One) Full‐Time Part‐Time Hourly Seasonal/Temporary Requested Position Benefits (If Change in Benefits) Wisconsin Retirement System (WRS) Eligible Health Insurance Dental Insurance Supervisor Description (Attach additional pages if needed): Position Category Definitions Full‐Time: Regularly scheduled full‐ time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part‐Time: Employees who work a regularly scheduled, part‐time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 47 ---PAGE BREAK--- As in the past few years, the Public Works department would like to request consideration for an additional Street Crew Member to be hired at the low end of the 2018 broadband pay range, with assumed family insurance coverages. The crew is short staffed for many tasks, but notably for plowing which has had the effect of increased time required to plow all streets. In addition, the City has added several subdivisions (Hidden Oaks, Misty Valley, and Bishops Bay) since the last street crew member addition in 2008, and beginning this November, the City will maintain about a mile of University Ave. Taking the job as the Operations Manager, I had certain expectations of the street crew as far as staffing goes. With my past experience in operations, everything that needs to get done needs sufficient resources or the quality of service starts to deteriorate. With Middleton at around 18,000 residents and approximately 72 road miles, the streets crew should consist of at least 10 personnel with the foreman and lead crew member included. Right now the crew has only 8 personnel. Right now with the personnel allotted, they are averaging 9 road miles per crew member. In the past, when the streets crew averaged 8 miles per crew member the work flow was more fluid. Half a mile makes a huge difference in road maintenance because with each mile comes more trees, more leaves, more storm sewer, more road to plow, etc. As of now the street crew doesn’t have time to check on street signs to ensure durability and repair before they are completely broken. They have to rely on complaints from residents as notification for repair. If they had time to do proper inspections on signs after storms, it would mitigate the risk of someone driving through an intersection and not stopping and causing an accident. For sign repair it takes between 1‐2 hours with 1‐2 personnel. If the street crew had extra personnel, they could allocate time for proper inspections of signs not only increasing the safety of the City, but also making the City more aesthetically pleasing. Another issue is that the storm sewers are being overlooked, which the City always goes over budget fixing them when they have total failure in them. If they had additional people they could dedicate someone to do proper inspections annually and fix issues before total failure. It would save the city around $1,700 per storm sewer inlet. The cost to replace a storm drain is around $2,000 each, and 3 days with 2‐3 personnel dedicated to this. The cost to repair one is at most $300 with 1‐2 personnel taking up to 2 hours. The crew is falling desperately behind on cleaning waterway grates. This is causing more and more ditches and residential properties to have standing water which increases the risk of greater issues such as excessive mosquitoes, contamination, etc. Over the last 3 years the street crew has taken over mowing duties on the landfill which takes a crew member 9 days (6 with help from the Public Lands department). Each year more and more mowing duties are becoming street crew responsibilities. With that need growing the need for more personnel is also growing. Each year, personnel have to spend less time sweeping and painting because they only have one person trained to do both things. If we could get more personnel they would have time to be able to train someone to do one or the other project which would greatly increase sweeping and painting operations making the City more aesthetically pleasing. If the City were able to bring on new personnel for the streets department, we would be able to hold onto plow truck #14 for an additional year, as equipment for them to use. There is also a tractor that is open for plowing which would answer the question as to what they would use for plowing. No new equipment funds would be needed in the 2018 budget for them to have a plow truck as one is already available. The street crew has fallen behind on tree trimming, and training on all aspects of the job including street sweeping, painting, brush routes, salt and plowing operations, sign inspections, storm sewer inspections, pot hole filling operations, etc. With the crew being short‐staffed, the cross training, like a lot of the work, is being pushed aside. All of these jobs, going unfulfilled, will eventually result in overall department failure. 48 ---PAGE BREAK--- These are the main tasks assigned to the streets crew, as well as how many people it takes to complete each task: Equipment maintenance ‐ 10‐12 people. Pavement maintenance ‐ 3‐4 people. Street sweeping ‐ 1 person. Snow & ice control ‐ 10‐12 people. Bus stop snow removal ‐ 4 people. Removing piles of snow during extreme winter weather conditions ‐ 10‐12 people. Electrical sign maintenance ‐ 1‐2 people. Street sign maintenance ‐ 1‐2 people. Road paint maintenance‐ 1 person. Street light maintenance ‐ 1‐2 people. Parking lot, park and trail lights ‐ 1‐2 people. Tree removal ‐ 4‐5 people. Tree trimming ‐ 2‐3 people. Brush collection ‐ 2 people. Christmas tree collection ‐ 2‐4 people. Leaf collection ‐ 6‐8 people. Ditch mowing ‐ 1‐2 people. Storm sewer maintenance ‐ 3‐4 people. Catch basin/manhole maintenance ‐ 2‐3 people. Culvert maintenance ‐ 1‐2 people. Preventive maintenance inspections ‐ 3‐4 people. Voting booth set up ‐ 1‐2 people. Waste oil removal ‐ 1‐2 people. Christmas light collection (2 times a week) ‐ 1‐2 people. Winter pothole patching ‐ 2‐4 people. A lot of these tasks are not being performed as well as they should be due to lack of personnel. Adding more personnel to the streets crew will ensure the roads will be better maintained as well as tasks not being overlooked. This is an example of a storm drainage ditch that is overgrown. You can see where the pipe grate (circled in red) is in desperate need of being cleaned. 49 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department 7/28 Department Public Lands, Recreation & Forestry Requester Matt Amundson Primary Account # 100-5530-110 New Position Request Department Public Lands, Recreation & Forestry New Position Title Recreation Assistant New Position FTE 0.75 FTE New Positon Category (Check One) X Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade 2 New Position Benefits (Check Eligible Benefits) X Wisconsin Retirement System (WRS) Eligible x Health Insurance xDental Insurance Supervisor Rebecca Price, Assistant Director for Recreation Description (Attach additional pages if needed): The Recreation Assistant would be responsible for additional recreation programming that generates revenue to assist in supporting this new position. As staffing has increase, the revenue has increased as well. As the demand for programming continues, an increase in staff should subsequently result in an increase in department revenue. The Recreation Assistant would also serve as a back-up to the Office Assistant and allow the department to maintain office hours from 8:00 am – 4:30 pm year round as requested by the public. An increase in programming would also increase the amount of patrons utilizing office services. Change to Existing Position Department Current Position Title Current Position FTE Current Position Grade Current Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Title Requested Position FTE Requested Position Grade Requested Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Description (Attach additional pages if needed): Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 50 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department 7/28 Department Public Lands, Recreation & Forestry Requester Matt Amundson Primary Account # 100-5530-110 New Position Request Department New Position Title New Position FTE New Positon Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade New Position Benefits (Check Eligible Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Description (Attach additional pages if needed): Change to Existing Position Department Public Lands, Recreation & Forestry Current Position Title Recreation Coordinator Current Position FTE 1.0 FTE Current Position Grade 6 Current Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Title Recreation Coordinator Requested Position FTE 1.0 FTE Requested Position Grade 8 Requested Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Rebecca Price, Assistant Director for Recreation Description (Attach additional pages if needed): The Recreation Coordinator is currently Grade 6, and should be moved to Grade 8 due to considerable supervision of employees, independence and budgetary decision-making. The position also facilitates contracts for facility rentals and officials. This position also takes the lead in social media for the Department. Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 51 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department Department Planning Requester Middleton Sustainability Committee Primary Account # 100-5631-110 New Position Request Department Planning New Position Title Sustainability Coordinator New Position FTE .5 New Positon Category (Check One)  Full-Time XPart-Time  Hourly  Seasonal/Temporary Proposed Position Grade 9 New Position Benefits (Check Eligible Benefits) XWisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Abby Attoun-Tucker Description (Attach additional pages if needed): Please see attached. Change to Existing Position – N/A Department Current Position Title Current Position FTE Current Position Grade Current Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Title Requested Position FTE Requested Position Grade Requested Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Description (Attach additional pages if needed): Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 52 ---PAGE BREAK--- 2018 Personnel Change Request Form Sustainability Coordinator Position Background: The Middleton Sustainability Committee is recommending approval for a .5 FTE Sustainability Coordinator position. The Sustainability Committee considered three options (full- time position, half-time position, additional consulting hours) prior to making their recommendation. Position Summary: In the fall of 2016 referendum, Middleton residents overwhelmingly (81%) supported the City of Middleton reducing the risks of global warming through its policy decisions and actions. The City of Middleton sustainability programs have continued to expand, and in many ways have outpaced similarly-sized cities, and the current staffing level cannot support the demand for sustainability programs. The City of Middleton has completed many of the initial projects included in the Sustainable City Plan. In order to complete larger scale sustainability initiatives, we need a dedicated staff member to work on these projects. Some of the projects which the Sustainability Committee would like to complete include:  Coordination of a large-scale solar initiative, which could include solar projects on City buildings, school district buildings, and non-profit buildings in Middleton  Establishment of a curbside compost collection program, possibly in conjunction with a biodigester to take materials collected  Training for City staff on energy benchmarking software, including Energy Star Portfolio, which will better allow our staff to track reductions in energy usage, and prioritize future projects  Secure additional grant funding to support sustainability projects  Actively serve on the Dane County Climate Council, which is being convened to develop a Climate Action Plan In the past 10 years, the City has undertaken the following sustainability initiatives, among others:  Adopted a Sustainable City Plan, which is in the process of being updated  Established the Middleton Recycling Center  Established water conservation programs, with an annual budget of $40,000  Participation in 500 kW MGE Shared Solar project  Development of a 100 kW solar program on the Middleton Police Station  Established the MedDrop collection site  Establishment of two community gardens  Joined the Green Tier Legacy Communities (GTLC) Charter, sustainability and water components  Undertaken sustainability education initiatives, including free sustainability seminars (7 years)  Adopted a sustainable purchasing policy  Adopted a construction and demolition ordinance  Adopted a plastic bag recycling ordinance  Adopted a beekeeping ordinance 53 ---PAGE BREAK---  Placed two advisory climate change referendums on the fall 2016 ballot  Created a quarterly Sustainable Middleton newsletter In the past 10 years, the City has received the following grants/awards for sustainability initiatives: Grants  2009-Energy Efficiency Conservation Block Grant (EECBG) funding for energy efficiency improvements: $157,800  2010-Fruit Tree Planting Foundation / Edy’s funding for fruit tree orchard and irrigation system: ~$2,000  2011-Department of Agriculture, Trade, and Consumer Protection (DATCP) Prescription Drug Grant for MedDrop location: $4,000  2012-Safe Routes to School Grant for Air Quality Study at Northside Elementary: $8,318  2017-Office of Energy Innovation grant for energy efficiency improvements: $25,000  Sustainability grants total $197,118 Awards  2010-Finalist for All America City Award, in large part due to sustainability initiatives  2010-InBusiness Magazine Sustainable Community of the Year  2010-Water Star Wisconsin Gold Star Status  2012-Wisconsin Governor’s Tourism Award for Sustainability  2012-National Chamber of Commerce finalist for Sustainable Community of the Year  2015-DNR Recycling Excellent Award for Overall Program  2015-Wisconsin Water Association Water Efficiency Award Essential Job Functions:  Implement the Sustainable City Plan prepared by the Middleton Sustainability Committee and approved by the Middleton Common Council  Coordinate and facilitate community involvement in established sustainability and climate protection initiatives.  Provide staff recommendations to the Common Council on various water, waste, energy, transportation, food, and land use issues.  Design and implement education and outreach programs for employees, businesses and residents on best sustainability practices  Assist staff with energy benchmarking of existing municipal buildings and energy efficiency design  Conceptualize and execute new sustainability programs as well as conduct research and prepare reports on sustainability related topics.  Prepare and conduct presentations to government organizations, residents and businesses. Minimum Requirements:  Educational background in engineering, urban planning and/or environmental sciences with an emphasis/interest in sustainability.  3-5 years of related academic and/or professional natural resource, environmental or sustainability experience and project coordination. 54 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department 07/28/2017 Department Library Requester Jocelyne Sansing Primary Account # 212-5511-110 New Position Request Department Library New Position Title Librarian New Position FTE 1 New Positon Category (Check One) X Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade 9 New Position Benefits (Check Eligible Benefits) X Wisconsin Retirement System (WRS) Eligible X Health Insurance X Dental Insurance Supervisor Library Director Description (Attach additional pages if needed): This is a request for a new full time, professional level librarian. -We are currently budgeting $10,000 for Programming 490 account. This is to support the Media Maker Lab and extended programs offered for mostly youth. This innovation started through a grant, and was then budgeted for in 2015. The costs go to fund two contracted MCPASD teachers. These teachers have grown and developed this program. Through their hard work Middleton Public Library is a leader in this area. It is now time to evolve this responsibility into a staff position, and integrated in to the rest of the organization and maintains the relationship with the school district. This grant (originally from Monsanto) is a good example of why it is important to plan long-term for grant expenditures and align them with a strategic plan. -In 2015 and 2016 personnel requests were made to support the Outreach Librarian (70%) and Youth Services (30%) position. I would like to take the $10,000 from 490 and put it towards one full-time professional position to support Librarian, Outreach at (100% Outreach) and sustain the Media Maker service, as well as, work the public desks. -So, in short this new FTE would: - Replace an unsustainable staffing gap in the Media Maker service while maintain and expand partnership with MCPASD - Backfill the Youth Services work currently done by Outreach Librarian, thus allowing for 100% dedicated outreach services. Fulfilling the 2015 and 2016 continued request for Outreach support - Support public library service delivery on the public desks, lessening our reliance on substitutes Change to Existing Position Department Current Position Title Current Position FTE Current Position Grade Requested Position Title Requested Position FTE Requested Position Grade Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 55 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department 7/28 Department Public Lands, Recreation & Forestry Requester Matt Amundson Primary Account # 214-5100-110 New Position Request Department New Position Title New Position FTE New Positon Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade New Position Benefits (Check Eligible Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Description (Attach additional pages if needed): Change to Existing Position Department Public Lands, Recreation & Forestry Current Position Title Youth Center Director Current Position FTE 0.67 FTE Current Position Grade 5 Current Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Title Youth Center Director Requested Position FTE 0.70 FTE Requested Position Grade 8 Requested Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Rebecca Price, Assistant Director for Recreation Description (Attach additional pages if needed): The Youth Center Director is currently funded at 28 hours per week for 48 weeks. We have a number of proposed changes to the position, which are ranked in priority below: 1) Increase from 48 paid weeks a year to 52 paid weeks a year. This allows for increased training opportunities and planning. 2) Increase position grade from 5 to 8. 3) Increase from 28 hours to 30 hours per week. Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 56 ---PAGE BREAK--- Assistant Youth Center Director There are 3 potential scenarios, which also affects Longevity, FICA, Retirement, Health and Dental. 1) Increase from 48 paid weeks a year to 52 paid weeks a year. Salary Increase $1,710 FICA Increase $131 Retirement Increase $116 2) Increase Grade from 2 to 5 (25 hours per week) Salary Increase (48 wks/52 wks) $3924/$5961 FICA Increase $300/$457 Retirement Increase $267/$406 3) Full Time (40 hours @ Grade 2) Salary Increase $15,048 FICA Increase $1,151 Retirement Increase $1,023 Health $6,290.61 Dental $590 Youth Center Director 1) Increase from 48 paid weeks a year to 52 paid weeks a year. Salary Increase $2,118 FICA Increase $162 Retirement Increase $144 2) Increase Grade from 5 to 8 (28 hours per week) Salary Increase (48 wks/52 wks) $5065/$7783 FICA Increase $387/$595 Retirement Increase $344/$529 3) Increase to 30 hours a week (Grade 5) Salary Increase (48 wks/52 wks) $1793/$4236 FICA Increase $137/$324 Retirement Increase $122/$288 Health $15,353.44 Dental $2,322 Longevity bonuses will be paid to both, amount will vary based on salary ‐ 1% for each. 57 ---PAGE BREAK--- 2018 Personnel Change Request Form Date Submitted to Finance Department 7/28 Department Public Lands, Recreation & Forestry Requester Matt Amundson Primary Account # 214-5100-110 New Position Request Department New Position Title New Position FTE New Positon Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Proposed Position Grade New Position Benefits (Check Eligible Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Description (Attach additional pages if needed): Change to Existing Position Department Public Lands, Recreation & Forestry Current Position Title Youth Center Assistant Director Current Position FTE 0.60 FTE Current Position Grade 2 Current Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Title Youth Center Assistant Director Requested Position FTE 1.00 FTE Requested Position Grade 5 Requested Position Category (Check One)  Full-Time  Part-Time  Hourly  Seasonal/Temporary Requested Position Benefits (If Change in Benefits)  Wisconsin Retirement System (WRS) Eligible  Health Insurance  Dental Insurance Supervisor Rebecca Price, Assistant Director for Recreation Description (Attach additional pages if needed): The Assistant Youth Center Director is currently funded at 25 hours per week for 48 weeks. We have a number of proposed changes to the position, which are ranked in priority below: 1) Increase from 48 paid weeks a year to 52 paid weeks a year. This allows for increased training opportunities and planning. 2) Increase position grade from 2 to 5. 3) Increase from 25 hours to 40 hours per week. The additional 15 hours would be hours spent working in traditional recreation programming. Position Category Definitions Full-Time: Regularly scheduled full- time employees. Hourly: Employees who work a varied schedule, and are paid for that varied schedule with a set amount per hour Part-Time: Employees who work a regularly scheduled, part-time schedule. For example, an employee who works 32 hours per week every week. Seasonal or Temporary: Employees who only work for a portion of the year such as summer help or an employee who is employed temporarily such as an intern. 58 ---PAGE BREAK--- Assistant Youth Center Director There are 3 potential scenarios, which also affects Longevity, FICA, Retirement, Health and Dental. 1) Increase from 48 paid weeks a year to 52 paid weeks a year. Salary Increase $1,710 FICA Increase $131 Retirement Increase $116 2) Increase Grade from 2 to 5 (25 hours per week) Salary Increase (48 wks/52 wks) $3924/$5961 FICA Increase $300/$457 Retirement Increase $267/$406 3) Full Time (40 hours @ Grade 2) Salary Increase $15,048 FICA Increase $1,151 Retirement Increase $1,023 Health $6,290.61 Dental $590 Youth Center Director 1) Increase from 48 paid weeks a year to 52 paid weeks a year. Salary Increase $2,118 FICA Increase $162 Retirement Increase $144 2) Increase Grade from 5 to 8 (28 hours per week) Salary Increase (48 wks/52 wks) $5065/$7783 FICA Increase $387/$595 Retirement Increase $344/$529 3) Increase to 30 hours a week (Grade 5) Salary Increase (48 wks/52 wks) $1793/$4236 FICA Increase $137/$324 Retirement Increase $122/$288 Health $15,353.44 Dental $2,322 Longevity bonuses will be paid to both, amount will vary based on salary ‐ 1% for each. 59 ---PAGE BREAK--- 2018 City of Middleton Budget COMMON COUNCIL BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5111‐110 SALARIES‐FULL‐TIME 60,960 60,480 60,480 40,088 60,480 ‐ 60,480 100‐5111‐115 ELECTED OFFICIALS WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5111‐180 COMMON COUNCIL ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 60,960 60,480 60,480 40,088 60,480 ‐ 60,480 PERSONNEL BENEFITS 100‐5111‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5111‐192 RETIREMENT 1,116 950 979 653 965 ‐ 965 100‐5111‐193 FICA 4,662 4,627 4,627 3,067 4,627 ‐ 4,627 TOTAL 5,778 5,577 5,606 3,720 5,592 ‐ 5,592 OPERATING EXPENSES 100‐5111‐210 OFFICE SUPPLIES ‐ ‐ ‐ 3 ‐ 500 500 100‐5111‐440 TRAINING & DEVELOPMENT 150 ‐ 150 75 150 350 500 100‐5111‐490 OTHER OPERATING EXPENSES 150 110 150 ‐ 150 1,000 1,150 TOTAL 300 110 300 78 300 1,850 2,150 TOTAL COMMON COUNCIL 67,038 66,167 66,386 43,885 66,372 1,850 68,222 2016 2017 2018 60 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT COUNCIL Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5111‐210 OFFICE SUPPLIES Additional funding to support the extension of office hours for the Mayor. 500 $ 100‐5111‐440 TRAINING & DEVELOPMENT Additional funding to support the various new Elected Officials and training opportunities. 350 $ 100‐5111‐490 OTHER OPERATING EXPENSES Establish funding for the Mayor to conduct a volunteer appreciation brunch. 1,000 $ TOTAL BY AREA ‐ $ 1,850 $ ‐ $ COMBINED TOTAL 1,850 $ 61 ---PAGE BREAK--- 2018 City of Middleton Budget COMMISSIONS/COMMITTEES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATING EXPENSES 100‐5112‐990 POLICE COMMISSION 5,000 4,253 5,000 2,175 5,000 ‐ 5,000 100‐5113‐990 LANDMARKS COMMISSION 350 8 350 ‐ 350 ‐ 350 100‐5113‐991 HISTORICAL SOCIETY GRANT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5113‐992 ART COMMITTEE EXPENSES 5,000 4,998 5,000 96 5,000 ‐ 5,000 100‐5115‐990 BOARD OF REVIEW ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5116‐990 SUSTAINABILITY COMMITTEE 13,250 9,891 13,250 4,068 13,250 ‐ 13,250 TOTAL 23,600 19,150 23,600 6,339 23,600 ‐ 23,600 TOTAL COMMISSIONS/COMMITTEES 23,600 19,150 23,600 6,339 23,600 ‐ 23,600 2016 2017 2018 62 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Police Commission DEPARTMENT: Police Commission City Staff: Police Chief Charles Foulke MISSION: Commission is responsible for hiring, promotions and disciplinary matters within the Middleton Police Department. MAJOR RESPONSIBILITIES: 1. Approve recruit hiring process and appointments. 2. Approve promotions. 3. Appointment of Chief of Police. 4. The Commission is responsible for hearing disciplinary matters that come before the Commission. 2018 GOALS: 1. Provide Police Commission training for new members. 63 ---PAGE BREAK--- DEPARTMENT: Planning DIRECTOR: Eileen Kelley DIVISION: Landmarks Commission DIVISION MANAGER: Abby Attoun‐Tucker MISSION: To protect, enhance, and perpetrate improvements of a special character or special historical interest or value, which is a public necessity, and is required in the interest of health, prosperity, safety, and welfare of people. MAJOR RESPONSIBILITIES: 1. Maintain the Landmarks Commission website. 2. Meet to discuss and make recommendations on requests for modifications to landmarks buildings and sites. 3. Maintain historically accurate informational plaques on landmarks properties. 2018 GOALS: 4. Update website. SIGNIFICANT ISSUES IN 2018: 5. Staffing/funding. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 12 Mo. Est. 2017 As of 6/30 2018 Projected Landmarks Commission meetings 0 5 4 1 4 64 ---PAGE BREAK--- DEPARTMENT: Planning DIRECTOR: Eileen Kelley DIVISION: Public Arts Committee DIVISION MANAGER: Abby Attoun MISSION: Public works of art are an important component of community development. Public art creates an aesthetically pleasing and interesting environment, builds community, marks history, expresses local culture, and establishes local identity. The City has a legitimate government interest in furthering these objectives. MAJOR RESPONSIBILITIES: 1. Creating recommendations for the Common Council regarding plans and policies to further the City of Middleton’s commitment to the promotion, creation and maintenance of public art. 2. Recommend maintenance of existing pieces of art when necessary. 3. Oversee the implementation of the Public Arts Master Plan. 2018 GOALS: 1. Oversee the installation of “Out of the Shell” at the Parmenter roundabout (if fundraising is completed). 2. Oversee the selection and installation of a piece of artwork at the MOC salt storage shed (if funded). 3. Complete the Artists in Middleton (AIM) project to bring more awareness to the public about local artists. 4. Work on proposals for temporary art installations in downtown Middleton in conjunction with the Community Development Authority and the Middleton Public Library. SIGNIFICANT ISSUES IN 2018: 1. Funding and fundraising. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 12 Mo. Est. 2017 As of 6/30 2018 Projected Number of permanent public art pieces in the City of Middleton. 3* 5 4 Public Arts Committee meetings 9 10 12 4 10 *Stained glass at Police/Court building, WARNING: Signs, Self‐Made Man **add Quadrants sculpture. ***add Out of the Shell 65 ---PAGE BREAK--- DEPARTMENT: Planning DIRECTOR: Eileen Kelley DIVISION: Sustainability Committee DIVISION MANAGER: Abby Attoun‐Tucker MISSION: To make Middleton a more sustainable community. Sustainability is defined as the use and development of the resources of the City of Middleton to meet community needs and aspirations and best optimize the unique nature of the community without compromising the well‐being of future generations. AUTHORIZED POSITION LIST 2014 2015 2016 2017 2018 Sustainability Coordinator .5 requested Total 0.5 MAJOR RESPONSIBILITIES: 1. Implementation of the adopted Sustainable City Plan. 2. Researching and developing recommendations, guidelines, and policies for consideration and approval of the Common Council to take advantage of sustainability opportunities for the City of Middleton. 3. Identify and/or offer educational opportunities and community events which further residents’ knowledge and practice of sustainable actions. 2018 GOALS: 1. Oversee the implementation of goals of the adopted Sustainable City Plan, including: a. Continue to update the web version of the A‐Z Guide on an on‐going basis. b. Continue to research current construction waste recycling efforts to determine how to improve recycling rates. An interim C & D ordinance was adopted in 2012. c. Examine how to incentivize measures which encourage reduced water usage and increased water infiltration (possibly including rain barrels, rain gardens, low‐flow fixtures, etc.). d. Research water use on residential and commercial lawns, identify and install water saving fixtures where appropriate. e. Research how the City Golf Course utilizes water, determine if additional policies or technologies can improve water efficiency. f. Explore current pesticide and herbicide use on City property with Public Lands. g. Work with the high school to encourage alternative forms of transportation. h. Determine whether part‐time telecommuting for certain city staff functions is feasible and develop policies. (City Administration). i. Evaluate City vehicle idling policies and make recommendations. j. Determine whether set back thermometers are being used (and properly programmed) in all municipal buildings, and install where appropriate. (Planning Intern). k. Review where motion sensor lighting is and is not currently being used in municipal buildings, and install where appropriate. (Planning Intern). l. Research possible incentives to encourage residential building beyond minimum energy efficiency code. (Building Inspection Department). m. Revise zoning standards to reflect parking maximums in commercial areas. (Plan Commission). n. Review zoning and building codes to identify impediments to green and sustainable building practices such as green roofs, grey water systems, etc. 66 ---PAGE BREAK--- o. Develop sustainability guidelines for City purchasing including office supplies, building and remodeling supplies (paint, carpet), to encourage local, environmentally‐friendly products and/or fair trade purchases. p. Research and institute green cleaning practices in municipal buildings. q. Provide information on the City’s website on renewable energy and available incentives. 2. Continue to oversee the Bock Community Garden and the Middleton Station Community Garden. 3. Continue to oversee policies for the Middleton Recycling Center 4. Continue to oversee the permanent MedDrop collection box at the Police Department. 5. Continue to oversee policies and reporting for the City’s Water Conservation programs. 6. Continue to seek grants and awards for the City. SIGNIFICANT ISSUES IN 2018: 1. Staffing. 2. Continued implementation of the Sustainable City Plan and the Green Tier Legacy Communities Charter. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 12 Mo. Est. 2017 As of 6/30 2018 Projected Number of Community Garden Plots 87 plots 87 plots 87 plots 87 plots 87 plots Sustainability Committee Meetings 13 12 12 5 12 67 ---PAGE BREAK--- 2018 City of Middleton Budget MUNICIPAL COURT REVENUE BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET FINES & FOREFEITURES 100‐4511‐00 FINES & FORFEITURES 200,000 143,823 150,000 68,654 150,000 ‐ 150,000 100‐4512‐00 COURT COSTS 75,000 81,081 85,000 42,309 85,000 ‐ 85,000 100‐4513‐00 PARKING FINES 40,000 37,260 40,000 23,621 40,000 ‐ 40,000 TOTAL 315,000 262,164 275,000 134,584 275,000 ‐ 275,000 TOTAL MUNICIPAL COURT REVENUE 315,000 262,164 275,000 134,584 275,000 ‐ 275,000 2016 2017 2018 68 ---PAGE BREAK--- 2018 City of Middleton Budget MUNICIPAL COURT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5121‐110 SALARIES‐FULL‐TIME 44,510 44,793 45,177 31,380 45,177 ‐ 45,177 100‐5121‐111 PART‐TIME PERM. 21,103 781 21,302 52 11,700 ‐ 11,700 100‐5121‐115 ELECTED OFFICIALS WAGES 14,400 14,400 14,400 9,600 14,400 ‐ 14,400 100‐5121‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5121‐122 SHIFT DIFFERENTIAL WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5121‐128 FLSA WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5121‐135 LONGEVITY 1,500 1,335 1,355 ‐ 1,355 ‐ 1,355 TOTAL 81,513 61,309 82,234 41,031 72,632 ‐ 72,632 PERSONNEL BENEFITS 100‐5121‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5121‐192 RETIREMENT 5,177 3,853 5,057 2,660 4,866 ‐ 4,866 100‐5121‐193 FICA 6,000 4,393 5,690 2,950 5,556 ‐ 5,556 100‐5121‐194 HEALTH INSURANCE 5,912 5,532 5,798 3,475 5,902 ‐ 5,902 100‐5121‐195 DENTAL INSURANCE 589 589 590 393 590 ‐ 590 100‐5121‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 17,678 14,367 17,135 9,478 16,914 ‐ 16,914 OPERATING EXPENSES 100‐5121‐200 WITNESS FEES & INTERPRETOR FEE 1,000 234 1,000 239 1,000 (500) 500 100‐5121‐250 POSTAGE 3,000 2,183 3,000 2,816 3,000 ‐ 3,000 100‐5121‐317 COURTROOM SECURITY PAYMT 1,000 1,575 1,000 ‐ 1,000 ‐ 1,000 100‐5121‐440 TRAINING & DEVELOPMENT 1,851 2,091 2,101 1,300 2,101 399 2,500 100‐5121‐460 IID CHARGE REIMBURSEMENT 750 498 750 750 ‐ ‐ ‐ 100‐5121‐480 PEER COURT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5121‐490 OTHER OPERATING EXPENSES 4,443 3,388 3,388 4,400 3,388 ‐ 3,388 100‐5121‐495 RETURN OF DEPOSITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 12,044 9,970 11,239 9,506 10,489 (101) 10,388 TOTAL MUNICIPAL COURT 111,235 85,646 110,608 60,015 100,035 (101) 99,934 2016 2017 2018 69 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT COURT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5121‐200 WITNESS FEES & INTERPRETOR FEE Fewer defendants have requested an interpreter. (500) $ 100‐5121‐440 TRAINING & DEVELOPMENT Training fees are increasing. 399 $ TOTAL BY AREA ‐ $ ‐ $ (101) $ COMBINED TOTAL (101) $ 70 ---PAGE BREAK--- 2018 City of Middleton Budget INFORMATION TECHNOLOGY BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5151‐110 SALARIES‐FULL‐TIME 206,877 207,383 210,382 133,849 210,382 ‐ 210,382 100‐5151‐111 SALARIES‐PART‐TIME ‐ ‐ ‐ ‐ 23,795 ‐ 23,795 100‐5151‐117 OVERTIME 2,860 969 2,720 ‐ 2,720 ‐ 2,720 100‐5151‐130 ON CALL PAY ‐ 293 23,400 14,835 23,400 ‐ 23,400 100‐5151‐135 LONGEVITY 6,862 6,861 7,526 ‐ 7,527 ‐ 7,527 TOTAL 216,599 215,506 244,028 148,683 267,824 ‐ 267,824 PERSONNEL BENEFITS 100‐5151‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5151‐192 RETIREMENT 14,107 13,692 16,612 10,378 16,350 ‐ 16,350 100‐5151‐193 FICA 16,352 15,954 18,669 10,990 20,280 ‐ 20,280 100‐5151‐194 HEALTH INSURANCE 41,830 40,751 42,453 25,973 43,230 ‐ 43,230 100‐5151‐195 DENTAL INSURANCE 6,307 5,822 5,824 3,881 5,823 ‐ 5,823 100‐5151‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 78,596 76,219 83,558 51,223 85,683 ‐ 85,683 OPERATING EXPENSES 100‐5151‐210 OFFICE SUPPLIES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5151‐220 EQUIPMENT 181,865 179,492 180,620 128,963 180,620 ‐ 180,620 100‐5151‐260 INTERNET 33,555 37,781 38,000 32,511 38,000 ‐ 38,000 100‐5151‐270 MPSI EXPENDITURES 149,240 161,026 161,562 150,998 161,562 ‐ 161,562 100‐5151‐280 COMMUNICATION ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5151‐320 CONTRACT EMPLOYEE 25,000 20,210 13,000 2,640 13,000 ‐ 13,000 100‐5151‐440 TRAINING 1,000 872 1,000 280 1,000 ‐ 1,000 TOTAL 390,660 399,381 394,182 315,391 394,182 ‐ 394,182 TOTAL INFORMATION TECHNOLOGY 685,855 691,107 721,768 515,297 747,689 ‐ 747,689 2016 2017 2018 71 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 INFORMATION TECHNOLOGY (IT) DEPARTMENT: Information Technology DIRECTOR: Todd Forman DIVISION: Administration DIVISION MANAGER: Mike Davis MISSION: DEPARTMENT: Provide network connectivity, functionality and security for both public and staff purposes. DIVISION: To fund the needs of the Information Technology Department and provide policy direction. City of Middleton Administrator I. T. Director 1 FTE I.T. Technician 1.5 FTE Information Technology Department 8/8/2017 Asst. I.T. Director 1 FTE AUTHORIZED POSITION LIST 2014 2015 2016 2017 2018 I.T. Director 1 1 1 1 1 Asst. I. T. Director 1 1 1 1 1 I.T. Technician 1 1 1 1.5 1.5 Total 3 3 3 3.5 3.5 72 ---PAGE BREAK--- MAJOR RESPONSIBILITIES: 1. LAN, WAN and Wireless Network Administration (Cisco) 2. Desktop/Help Desk Administration 3. Install & Maintain Hardware/Software (Servers, Workstations, Network Equipment, Copiers, Phones 4. Cell Phones, HVAC systems, Internet) 5. Web Site, Email, GIS Administration (Autodesk, Arcmap, Adobe, Exchange) 6. Research & Coordinate Purchasing/Budgeting (Clarity, Sire, Naviant) 7. Administrative & Project Management Duties (Cisco, Solarwinds, Microsoft, Trackit, SQL) 8. Department Specific (Global CAD & Records, MySeniorCenter, IBS Link Time 9. Phone & Voice Mail Service Administration (Cisco Call Manager & Unity Voice Mail, Positron Viper 911) 10. Training 2018 GOALS: 1. Further Develop the GIS Site 2. Educate users to maximize current available resources 3. Support all Departments with new initiatives 4. Develop a Cyber Security policy for the City of Middleton 5. Maintain 2017 Budget Levels at a minimum 6. Increase Operating Equipment Budget for EMS & Building Inspection services SIGNIFICANT ISSUES: As the use computers continue to grow and the technology changes, security continues to become a greater issue. A cyber security policy will be developed to address and mitigate potential exposure to security breaches. Items within the policy will be instituted where funds are available. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 Projected 2017 As of 6/30 2018 Projected Number of Personnel 3 3 3.5 3 3.5 Workstations/Notebooks 200 200 200 Users 160 160 160 Buildings 7 7 7 7 7 Phones 150 150 160 160 160 Tablets 5 20 73 ---PAGE BREAK--- 2018 City of Middleton Budget CITY ADMINISTRATOR BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5120‐110 SALARIES‐FULL‐TIME 120,892 121,680 122,705 77,167 122,605 ‐ 122,605 100‐5120‐111 INTERN 10,000 5,457 10,000 4,256 10,000 500 10,500 100‐5120‐118 WAGE REIMBURSEMENTS (1,850) ‐ ‐ ‐ ‐ ‐ ‐ 100‐5120‐135 LONGEVITY 4,836 4,836 6,136 ‐ 6,130 ‐ 6,130 TOTAL 133,878 131,973 138,841 81,422 138,735 500 139,235 PERSONNEL BENEFITS 100‐5120‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5120‐192 RETIREMENT 9,153 7,975 8,761 5,400 8,625 ‐ 8,625 100‐5120‐193 FICA 10,384 9,571 10,633 6,041 10,613 ‐ 10,613 100‐5120‐194 HEALTH INSURANCE 13,943 13,584 14,151 8,658 14,410 ‐ 14,410 100‐5120‐195 DENTAL INSURANCE 2,322 2,322 2,323 1,548 2,322 ‐ 2,322 100‐5120‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 35,802 33,451 35,868 21,646 35,970 ‐ 35,970 OPERATING EXPENSES 100‐5120‐280 COMMUNICATION 550 375 550 674 550 500 1,050 100‐5120‐440 TRAINING & DEVELOPMENT 2,000 2,038 2,000 1,307 2,000 ‐ 2,000 100‐5120‐450 EMPLOYEE PROGRAMS 1,000 1,202 1,000 (926) 1,000 ‐ 1,000 100‐5120‐490 OTHER OPERATING EXPENSES 7,000 4,450 3,660 785 3,660 (1,000) 2,660 TOTAL 10,550 8,065 7,210 1,840 7,210 (500) 6,710 TOTAL CITY ADMINISTRATOR 180,230 173,490 181,919 104,909 181,915 ‐ 181,915 2016 2017 2018 74 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT ADMINISTRATION Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5120‐111 INTERN My intern currently is paid $12/hour, and I think that's pretty low for graduate students. I'd like to pay $13/hour. An additional $500 would enable that. 500 $ 100‐5120‐280 COMMUNICATION This line is running higher than budget, so it needs to reflect actual costs for my cell phone package. $500 more would do that. 500 $ 100‐5120‐490 OTHER OPERATING EXPENSES I believe both can be funded through a cut of $1000 from this account. Traditionally, my budget covered many such inter‐departmental expenses, but now those are covered through the non‐departmental account. (1,000) $ TOTAL BY AREA ‐ $ ‐ $ ‐ $ COMBINED TOTAL ‐ $ 75 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Administration MISSION: Provide the residents of Middleton with the most responsive, transparent, effective and efficient city government possible using the resources available. Authorized Position List 2013 2014 2015 2016 2017 City Administrator/Dir. of CD 1 1 1 1 1 Administrative Intern 0.5 0.5 0.5 0.5 0.5 Total 1.5 1.5 1.5 1.5 1.5 MAJOR RESPONSIBILITIES: 1. Provide staff support for the Mayor and Council while serving as the liaison with the City’s departments. 2. Supervise/Coordinate 12 Department Heads. 3. Serve as Personnel Officer for the City, staffing the Personnel Committee. 76 ---PAGE BREAK--- 4. Act as Public Information Officer for the City. 5. Manage the City’s Personnel Classification Plan. 6. Maintain a support role and assistance to the Director of Community Development, including staffing for the Community Development Authority and Workforce Housing Committees. 7. Coordinate and prioritize use of City Attorney’s office for legal services. 8. Oversee work of the City’s online video program for Council and Plan Commission meetings. 9. Organize major supervisory training programs through CVMIC. 10. Bargain collectively as the negotiator with the City’s two bargaining units (Police & EMS). 2018 GOALS: 1. With the Finance Director, recommend a long‐term financial strategy in order to ensure fiscal health. 2. Spur more major economic development projects to fruition within TIDs #3 and 3. Implement Urban Greenway Study and its goals. 4. Integrate the Sustainability program further into administrative processes. 5. Improve the development review/coordination process. 6. Broaden customer relations training for employees. 7. Expand shared solar partnership with MG&E. 8. Increase reach of Workforce Housing initiatives. 9. Keep the web site fresh and interactive. 10. Make the City’s annual report more comprehensive. 11. Invigorate the health and wellness program. 12. Continue budget allocation for the Classification Plan with support from the Council for annual adjustments SIGNIFICANT ISSUES IN 2018: 1. Long‐term financial strategy to ensure fiscal health – capital, operating and TIF. 2. Economic incentives for appropriate development and jobs in TIDs #3 and 3. Sustainability front and center in all City processes. 4. Planning for Pleasant View Road, University Avenue and storm water maintenance projects. 5. Urban Greenway Study plan and goals implementation. 6. Comprehensive Plan Implementation & Zoning Ordinance revisions accordingly. 7. Advance the City’s focus on renewable energy for hopeful 100% coverage of City facilities. 8. Continued succession planning for future of City Administration and departments. 9. Civic Campus planning. 77 ---PAGE BREAK--- 2018 City of Middleton Budget FINANCE DEPARTMENT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5141‐110 SALARIES‐FULL‐TIME 381,598 383,457 374,812 239,057 374,496 30,207 404,703 100‐5141‐112 PART‐TIME‐NON‐PERM. 44,176 44,287 33,463 18,266 33,859 17,428 51,287 100‐5141‐120 WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐135 LONGEVITY 8,815 7,830 7,876 ‐ 9,235 (55) 9,180 100‐5141‐145 UNEMPLOYMENT PAYMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐198 VACANT POSITION(S) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐197 FURLOUGH ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 434,589 435,574 416,151 257,322 417,590 47,580 465,170 PERSONNEL BENEFITS 100‐5141‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐192 RETIREMENT 26,309 26,073 25,980 18,059 27,834 5,387 33,221 100‐5141‐193 FICA 30,133 31,936 31,835 18,410 31,946 3,640 35,586 100‐5141‐194 HEALTH INSURANCE 60,009 56,298 62,402 38,106 63,542 ‐ 63,542 100‐5141‐195 DENTAL INSURANCE 7,556 9,296 9,878 6,584 9,878 ‐ 9,878 100‐5141‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 124,007 123,603 130,095 81,158 133,200 9,027 142,227 OPERATING EXPENSES 100‐5141‐210 OFFICE SUPPLIES 2,659 2,566 2,500 869 2,500 ‐ 2,500 100‐5141‐250 POSTAGE 6,000 6,954 6,000 1,938 6,000 4,000 10,000 100‐5141‐260 ADVERTISING & PRINTING 4,000 7,430 4,000 2,487 4,000 ‐ 4,000 100‐5141‐280 COMMUNICATIONS 8,833 11,029 10,333 5,549 10,333 767 11,100 100‐5141‐310 OUTSIDE SERVICES 7,000 4,008 750 ‐ 750 3,850 4,600 100‐5141‐410 EQUIPMENT MAINTENANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐440 TRAINING & DEVELOPMENT 6,000 4,628 6,000 4,415 6,000 500 6,500 100‐5141‐480 DATA PROCESSING 40,000 50,279 52,000 16,429 52,000 ‐ 52,000 100‐5141‐490 OTHER OPERATING EXPENSES 5,000 3,055 7,500 714 7,500 (1,500) 6,000 100‐5141‐704 SALES TAX ‐ PD. ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐800 OFFICE EQUIPMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5141‐810 OTHER EQUIPMENT 1,000 ‐ ‐ 3 ‐ ‐ ‐ 100‐5157‐990 AUDIT 50,000 54,900 52,400 47,250 52,400 3,000 55,400 TOTAL 130,492 144,850 141,483 79,654 141,483 10,617 152,100 TOTAL FINANCE DEPARTMENT 689,088 704,027 687,729 418,135 692,273 67,224 759,497 2016 2017 2018 78 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT FINANCE Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5141‐110 SALARIES‐FULL‐TIME 5,207 100‐5141‐135 LONGEVITY 52 100‐5141‐192 RETIREMENT 352 100‐5141‐193 FICA 402 100‐5141‐194 HEALTH INSURANCE ‐ 100‐5141‐195 DENTAL INSURANCE ‐ Total 6,014 $ 100‐5141‐112 PART‐TIME‐NON‐PERM. 17,428 100‐5141‐135 LONGEVITY (107) 100‐5141‐192 RETIREMENT 3,359 100‐5141‐193 FICA 1,325 100‐5141‐194 HEALTH INSURANCE ‐ 100‐5141‐195 DENTAL INSURANCE ‐ Total 22,005 $ 100‐5141‐110 SALARIES‐FULL TIME 25,000 100‐5141‐135 LONGEVITY ‐ 100‐5141‐192 RETIREMENT 1,675 100‐5141‐193 FICA 1,913 28,588 $ 100‐5141‐250 POSTAGE There was an increase in postage rates since the last time this account was adjusted and an increase in the number of tax bills mailed. This increase also covers the mailing costs for the proposed 2018 revaluation. 3,000 $ 1,000 $ 100‐5141‐280 COMMUNICATIONS Based on actual City Hall phone system costs in 2016. 767 $ 100‐5141‐310 OUTSIDE SERVICES Cost of actuarial study of post employment health benefits required biannually. 3,850 $ 100‐5141‐440 TRAINING & DEVELOPMENT Additional costs for the City to add an Alternate CVMIC Representative. 500 $ 100‐5141‐490 OTHER OPERATING EXPENSES Proposed shift to offset the additional costs requested for postage and training. (1,500) $ 100‐5157‐990 AUDIT 2% Increase in base audit services and inclusion of a Comprehensive Annual Financial Report (CAFR). This cost is $3,250 lower than the amount originally quoted for 2017 due to additional pre‐audit work being done by Finance Staff. 3,000 $ TOTAL BY AREA 3,850 $ 63,374 $ ‐ $ COMBINED TOTAL 67,224 $ Assistant Finance Director/HR Manager Request to make a change to an existing position in the Finance Department. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Finance Department and City Administrator. Accounting Assistant Request for an additional part‐time administrative support position in the Finance Department. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Finance Department and City Administrator. Assessor: Revaluation Additional cost for 2018 revaluation project as approved by the City Council on August 15, 2017. Please note that this approved increase has been added to the base. 79 ---PAGE BREAK--- 2018 City of Middleton Budget ELECTIONS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5143‐116 ELECTION WORKERS 80,000 47,633 23,000 10,693 23,000 32,000 55,000 TOTAL 80,000 47,633 23,000 10,693 23,000 32,000 55,000 OPERATING EXPENSES 100‐5143‐220 SUPPLIES & MATERIALS 13,047 3,631 6,000 1,450 6,000 1,000 7,000 100‐5143‐250 POSTAGE 9,300 1,988 3,000 561 3,000 3,000 6,000 100‐5143‐260 ADVERTISING & PRINTING 2,910 4,371 2,200 211 2,200 300 2,500 100‐5143‐440 TRAINING & DEVELOPMENT 5,264 2,506 3,800 1,258 3,800 200 4,000 100‐5143‐490 OTHER OPERATING EXPENSES 7,764 12,192 7,000 3,426 7,000 9,500 16,500 TOTAL 38,285 24,688 22,000 6,906 22,000 14,000 36,000 TOTAL ELECTIONS 118,285 72,320 45,000 17,599 45,000 46,000 91,000 2016 2017 2018 80 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT ELECTIONS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5143‐116 ELECTION WORKERS Worker's received increase in pay in 2017. $ 32,000 100‐5143‐220 SUPPLIES & MATERIALS Based absentees on November 2016 absentee turnout. $ 1,000 100‐5143‐250 POSTAGE Postage coded incorrectly in 2016 so the actual postage numbers are not accurate, mailed absentees based on November 2016. $ 3,000 100‐5143‐260 ADVERTISING & PRINTING Projected cost based on required 2018 elections. $ 300 100‐5143‐440 TRAINING & DEVELOPMENT Projected cost based on required 2018 elections. $ 200 100‐5143‐490 OTHER OPERATING EXPENSES Includes machine rental for absentee processing in November. $ 9,500 TOTAL BY AREA ‐ $ 46,000 $ ‐ $ COMBINED TOTAL 46,000 $ 81 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Finance Department DEPARTMENT: Finance DIRECTOR: Bill Burns MISSION: To be accountable to the citizens of the City of Middleton and others for the proper accounting of their tax and other remittances to the City government and through the Common Council to assist in maximizing the value and impact of each expenditure dollar entrusted to the City government. To provide responsive financial management support services to the Common Council, the City Administrator and all City departments and related organizations. These services include generating special financial reports, processing accounts payable and receivable transactions, payroll processing, official governmental recording keeping and election administration and processing. In addition providing property valuations for tax assessment purposes. ORGANIZATIONAL CHART 82 ---PAGE BREAK--- AUTHORIZED POSITION LIST 2013 2014 2015 2016 2017 Finance Director 1 1 1 1 1 City Clerk/Human Resources Specialist 1 1 1 1 1 City Assessor 1 1 1 1 1 Accounting Manager/Treasurer 1 1 1 1 1 Secretary 1 0 0 0 0 Finance Assistant 0 1 1 0 0 Deputy City Clerk/Finance Assistant 0 0 0 1 1 Clerk / Finance Assistant (Part‐Time) 1 1 1 1 1 TOTAL 6 6 6 6 6 Proposed Changes for 2018: Requested in 2018 is the reclassification of the Accounting Manager / Treasurer position to Assistant Director of Finance / Human Resources Manager. With this change, approximately 50% of the time for this position would be responsible for expanding the City’s HR activities in the areas of recruitment and selection, policy development and problem resolution, compliance with HR laws, personnel file management and HR data management. A new part‐time Accounting Assistant position is proposed to assist with bank reconciliations, journal entries, and other basic accounting duties to provide time for the Assistant Finance Director / HR Manager to take on the additional human resources responsibilities. For more information, see the Personnel Decision Items in Section 4 of the Budget Book. MAJOR RESPONSIBILITIES: General Accounting and Financial Processing  Maintain the City’s general ledger and overseeing annual audits and financial statement preparation in accordance with Generally Accepted Accounting Principles (GAAP)  Collect and properly credit all City revenues  Administer general billing and accounts receivable processes for the City  Manage the City’s payroll and fringe benefit programs  Process all City invoices and other obligations with Common Council approval  Maintain records of all City fixed assets Budget Preparation and Management Coordinate the annual budget development process in collaboration with the City Administrator and department directors, including developing financial projections and scenarios. Cash Management and Investments Manage City cash flow requirements and invest idle City funds in the most prudent manner with security as the primary goal, followed by liquidity and then yield. Debt Issuance and Management Manage all City current and future debt obligation requirements, including prompt debt service payments, prepare and present information to national rating agencies, and work with bond counsels, financial advisors, and others to coordinate debt issuance and reporting requirements. Tax Increment Financing Serve as part of the City’s Tax Increment Financing (TIF) team including reviewing projects, analyzing valuation estimates and project preforms, preparing and maintaining TIF models, and administering financial components of TIF agreements. 83 ---PAGE BREAK--- Risk Management Coordinate the City’s insurance and risk management functions including insurance selection and renewal, claims administration, and loss control activities. Serve as the City’s member representation to the Cities and Villages Mutual Insurance Company (CVMIC). Human Resources Management  Provide human resources support services to all facets of the City government  Perform new employee orientations and other related employee functions  Manage sick leave escrow records including funding current and projected obligations City Clerk Functions  Provide City Clerk services to all facets of the City government including serving as the official record keeper for the City and serving as the official recorder of Common Council meetings  Manage and administer City election processes  Perform all required filing requirements with Federal, State and local agencies  Perform licensing and permitting functions including for alcohol beverages and dog licenses  Manage and staff the Board of Review processes Property Assessment Annually value all locally assessable real and personal property within the City. Perform statutory assessment functions and prepare required reports. Conduct the open book and Board of Review processes. 2018 GOALS: 1. With budgetary approval, implement the proposed change in the Accounting Manager/Treasurer position to the Assistant Director of Finance / Human Resources Manager to take on additional human resources responsibilities and hire a part‐time Accounting Assistant to help with bank reconciliations, journal entries, and other accounting functions. 2. Continue to update multi‐year budget planning and forecasting for future capital, borrowing, equipment replacement funds, and staffing into long‐term budget projections. 3. Implement changes in polling locations and administer spring and fall (gubernatorial) elections. 4. Prepare a Comprehensive Annual Financing Report (CAFR) for the City’s 2017 financial statements. 5. Update and maintain the Tax Increment Financing District (TID) #3 and #5 financial models. 6. Implement a conversion from the Sire agenda preparation and document management system to the OnBase system including an interface with the City’s financial software accounts payable system. 7. Obtain an updated actuarial study of the City’s Other Post Employment Benefits liability. Research options for administration of the City’s compensated absences (sick accrual) benefit and provide a recommendation on the potential use of a third party administrator. 8. Conduct a market update revaluation of all properties within the City for the 2018 assessment year including an update to the property assessment model in the Market Drive software. 9. Review and/or develop financial policies including: a. Budget development and monitoring b. Debt issuance and management c. Purchasing 84 ---PAGE BREAK--- SIGNIFICANT ISSUES IN 2018: 1. Monitor economic trends and evaluate investment opportunities to obtain appropriate yields consistent with the City’s investment policy and the need to maintain safety and liquidity. 2. Review options and long‐term funding strategies for health insurance, accrued sick leave, and other employee benefits. 3. Continue to explore new revenue options and evaluate strategies to maintain qualification for the Expenditure Restraint Program and to meet operating budget needs given the constraints of state imposed property tax levy limits. 4. Evaluate the City’s long‐term financial software needs considering a potential update to the City’s chart of accounts structure and the inclusion of encumbrance and/or project accounting. 85 ---PAGE BREAK--- 2018 City of Middleton Budget BUILDING & GROUNDS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5160‐110 SALARIES‐FULL‐TIME 62,570 61,540 ‐ ‐ ‐ ‐ ‐ 100‐5160‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐135 LONGEVITY 3,755 2,454 ‐ ‐ ‐ ‐ ‐ TOTAL 66,325 63,994 ‐ ‐ ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5160‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐192 RETIREMENT 4,378 3,956 ‐ ‐ ‐ ‐ ‐ 100‐5160‐193 FICA 5,074 4,771 ‐ ‐ ‐ ‐ ‐ 100‐5160‐194 HEALTH INSURANCE 13,943 12,556 ‐ ‐ ‐ ‐ ‐ 100‐5160‐195 DENTAL INSURANCE 1,180 1,443 ‐ ‐ ‐ ‐ ‐ 100‐5160‐197 FURLOUGH ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 24,575 22,726 ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 100‐5160‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐280 COMMUNICATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐310 OUTSIDE SERVICES ‐ (569) ‐ ‐ ‐ ‐ ‐ 100‐5160‐410 EQUIPMENT MAINTENANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐440 TRAINING & DEVELOPMENT 250 ‐ ‐ 40 ‐ ‐ ‐ 100‐5160‐490 OTHER OPERATING EXPENSES 100 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5160‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5310‐220 SUPPLIES & MATERIALS 3,100 3,431 3,100 1,680 3,100 ‐ 3,100 100‐5310‐310 OUTSIDE SERVICES 12,500 16,979 13,500 10,919 13,500 4,500 18,000 100‐5310‐410 EQUIPMENT MAINTENANCE 7,000 8,935 7,000 4,460 7,000 ‐ 7,000 100‐5310‐440 TRAINING & DEVELOPMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5310‐470 UTILITIES 36,000 34,903 37,000 21,138 37,000 (2,000) 35,000 100‐5310‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 58,950 63,679 60,600 38,237 60,600 2,500 63,100 TOTAL BUILDING & GROUNDS 149,850 150,399 60,600 38,237 60,600 2,500 63,100 2016 2017 2018 86 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT BUILDING & GROUNDS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5310‐310 OUTSIDE SERVICES The cost of these services has gone up each of the last 3 years. Budgeting has not kept up with these increases. Increasing this amount by the $4,500 as requested would get us more in line with what we will actually be spending. 2017's budget amount was $4,000 less than what the expense will be. 4,500 $ 100‐5310‐470 UTILITIES Reduction in cost of utilities due to sustainability efforts. (2,000) $ TOTAL BY AREA ‐ $ 2,500 $ ‐ $ COMBINED TOTAL 2,500 $ 87 ---PAGE BREAK--- 2018 City of Middleton Budget VIDEO PRODUCTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATING EXPENSES 100‐5537‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5537‐310 OUTSIDE SERVICES 4,165 3,850 4,665 1,360 4,665 1,335 6,000 100‐5537‐990 CATV EQUIPMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 4,165 3,850 4,665 1,360 4,665 1,335 6,000 TOTAL VIDEO PRODUCTION 4,165 3,850 4,665 1,360 4,665 1,335 6,000 2016 2017 2018 88 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT VIDEO Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5537‐310 OUTSIDE SERVICES Increase in the cost of meeting recording services. 1,335 $ TOTAL BY AREA ‐ $ 1,335 $ ‐ $ COMBINED TOTAL 1,335 $ 89 ---PAGE BREAK--- 2018 City of Middleton Budget POLICE DEPARTMENT REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET INTERGOVERNMENTAL REVENUE 100‐4343‐00 MCP SCHOOL DISTRICT ‐ POLICE 80,000 78,043 78,042 82,955 78,042 4,160 82,202 TOTAL 80,000 78,043 78,042 82,955 78,042 4,160 82,202 PUBLIC CHARGES FOR SERVICES 100‐4620‐00 VEHICLE REGISTRATION FEES 2,250 741 500 420 500 ‐ 500 100‐4621‐00 POLICE SPECIAL SERVICES ‐ 40 ‐ ‐ ‐ ‐ ‐ 100‐4622‐00 POLICE DEPARTMENT FEES 9,000 12,622 9,000 15,865 9,000 ‐ 9,000 TOTAL 11,250 13,403 9,500 16,285 9,500 ‐ 9,500 TOTAL POLICE DEPARTMENT REVENUES 91,250 91,446 87,542 99,240 87,542 4,160 91,702 2016 2017 2018 90 ---PAGE BREAK--- 2018 City of Middleton Budget POLICE DEPARTMENT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET POLICE ADMINISTRATION WAGES 100‐5211‐110 SALARIES‐FULL‐TIME 414,365 408,100 413,600 258,193 413,909 ‐ 413,909 100‐5211‐112 PART‐TIME‐NON‐PERM. 20,161 18,603 30,593 13,975 30,467 ‐ 30,467 100‐5211‐117 OVERTIME 500 158 508 ‐ 508 ‐ 508 100‐5211‐120 WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5211‐122 SHIFT DIFFERENTIAL WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5211‐128 FLSA WAGES 63 35 63 31 63 ‐ 63 100‐5211‐135 LONGEVITY 18,010 17,000 19,289 ‐ 21,120 ‐ 21,120 TOTAL 453,099 443,897 464,053 272,199 466,067 ‐ 466,067 PERSONNEL BENEFITS 100‐5211‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5211‐192 RETIREMENT 23,326 23,269 26,068 16,223 26,279 ‐ 26,279 100‐5211‐193 FICA 34,619 33,350 35,476 20,146 35,649 ‐ 35,649 100‐5211‐194 HEALTH INSURANCE 57,344 65,251 76,553 46,763 77,952 ‐ 77,952 100‐5211‐195 DENTAL INSURANCE 11,510 9,091 9,192 4,981 8,045 ‐ 8,045 100‐5211‐197 FURLOUGH ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5211‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 126,799 130,960 147,289 88,113 147,925 ‐ 147,925 OPERATING EXPENSES 100‐5211‐210 OFFICE SUPPLIES 16,300 17,689 16,300 14,665 16,300 1,700 18,000 100‐5211‐240 COMPUTER SOFTWARE & SUPPORT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5211‐270 TELEPHONE ‐ 172 ‐ ‐ ‐ ‐ ‐ 100‐5211‐290 UNIFORMS & EQUIPMENT 1,300 1,753 1,300 399 1,300 ‐ 1,300 100‐5211‐340 BUILDINGS & GROUNDS MAINT 76,476 78,226 77,623 46,033 77,623 11,427 89,050 100‐5211‐345 SPECIAL BLDG MAINTENANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5211‐470 UTILITIES 65,920 62,419 69,270 37,845 69,270 ‐ 69,270 100‐5211‐480 PARKING TICKETS REDLINES 570 460 570 435 570 ‐ 570 100‐5211‐490 OTHER OPERATING EXPENSES 4,400 3,675 4,390 3,274 4,390 ‐ 4,390 100‐5211‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 164,966 164,394 169,453 102,651 169,453 13,127 182,580 TOTAL POLICE ADMINISTRATION 744,864 739,251 780,795 462,963 783,445 13,127 796,572 2016 2017 2018 91 ---PAGE BREAK--- 2018 City of Middleton Budget POLICE DEPARTMENT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 POLICE FIELD SERVICES WAGES 100‐5212‐110 SALARIES‐FULL‐TIME 2,471,345 2,450,511 2,577,153 1,554,329 2,640,912 57,474 2,698,386 100‐5212‐117 OVERTIME 236,066 245,563 236,066 200,835 243,200 ‐ 243,200 100‐5212‐118 WAGE REIMBURSEMENTS (22,836) (40,430) (22,836) (30,599) (25,000) ‐ (25,000) 100‐5212‐122 SHIFT DIFFERENTIAL WAGES 47,994 28,392 47,994 19,280 48,225 ‐ 48,225 100‐5212‐124 ASST SHIFT COMMANDER WAGES 345 362 345 96 350 ‐ 350 100‐5212‐126 FIELD TRAINING WAGES 625 428 326 841 350 ‐ 350 100‐5212‐128 FLSA WAGES 727 85 727 287 350 ‐ 350 100‐5212‐135 LONGEVITY 64,929 66,976 70,619 4,226 68,688 ‐ 68,688 100‐5212‐145 UNEMPLOYMENT WAGES ‐ 2,191 ‐ ‐ ‐ ‐ ‐ TOTAL 2,799,195 2,754,076 2,910,394 1,749,295 2,977,075 57,474 3,034,549 PERSONNEL BENEFITS 100‐5212‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5212‐192 RETIREMENT 262,311 255,879 311,455 200,503 328,127 6,282 334,409 100‐5212‐193 FICA 211,452 207,900 220,614 131,988 229,659 4,397 234,056 100‐5212‐194 HEALTH INSURANCE 365,434 362,337 354,463 231,518 404,170 14,410 418,580 100‐5212‐195 DENTAL INSURANCE 52,073 54,871 49,351 36,806 58,450 2,322 60,772 100‐5212‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 891,270 880,987 935,883 600,815 1,020,406 27,411 1,047,817 OPERATING EXPENSES 100‐5212‐220 FIELD SUPPLIES 16,847 19,996 16,847 14,542 16,847 3,153 20,000 100‐5212‐240 COMPUTER SOFTWARE & SUPPORT 1,650 1,650 1,650 ‐ 1,650 ‐ 1,650 100‐5212‐290 UNIFORMS & EQUIPMENT 21,500 19,716 21,500 12,031 21,500 3,500 25,000 100‐5212‐340 BUILDINGS & GROUNDS MAINT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5212‐410 VEHICLE OPERATION 103,187 103,986 103,187 39,285 103,187 ‐ 103,187 100‐5212‐440 TUITION REIMBURSEMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5212‐450 OTHER TRAINING 33,000 34,880 38,000 31,171 38,000 2,000 40,000 100‐5212‐470 UTILITIES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5212‐490 OTHER OPERATING EXPENSES 14,948 12,459 14,948 7,632 14,948 ‐ 14,948 100‐5212‐510 GARAGE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5215‐450 OTHER TRAINING ‐ 212 ‐ (21) ‐ ‐ ‐ 100‐5216‐990 SPECIAL PROJECTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5212‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 191,132 192,901 196,132 104,641 196,132 8,653 204,785 TOTAL POLICE FIELD SERVICES 3,881,597 3,827,965 4,042,409 2,454,751 4,193,613 93,538 4,287,151 92 ---PAGE BREAK--- 2018 City of Middleton Budget POLICE DEPARTMENT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 COMMUNICATIONS CENTER WAGES 100‐5256‐110 SALARIES‐FULL‐TIME 297,733 299,654 303,215 191,564 303,217 ‐ 303,217 100‐5256‐112 PART‐TIME‐NON‐PERM. 10,820 12,854 10,820 8,450 11,447 ‐ 11,447 100‐5256‐117 OVERTIME 34,381 36,826 34,897 15,123 34,897 ‐ 34,897 100‐5256‐118 WAGE REIMBURSEMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5256‐120 WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5256‐122 SHIFT DIFFERENTIAL WAGES 4,039 3,676 4,039 2,570 4,000 ‐ 4,000 100‐5256‐126 FIELD TRAINING WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5256‐128 FLSA WAGES 545 700 545 289 500 ‐ 500 100‐5256‐135 LONGEVITY 9,139 9,139 9,766 ‐ 10,257 ‐ 10,257 TOTAL 356,657 362,849 363,282 217,996 364,318 ‐ 364,318 PERSONNEL BENEFITS 100‐5256‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5256‐192 RETIREMENT 22,901 21,367 24,391 14,842 24,376 ‐ 24,376 100‐5256‐193 FICA 26,545 26,412 27,441 15,962 27,832 ‐ 27,832 100‐5256‐194 HEALTH INSURANCE 60,861 52,100 59,847 36,397 60,936 ‐ 60,936 100‐5256‐195 DENTAL INSURANCE 8,735 8,733 8,736 5,822 8,736 ‐ 8,736 100‐5256‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 119,042 108,611 120,415 73,023 121,880 ‐ 121,880 OPERATING EXPENSES 100‐5256‐210 SUPPLIES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5256‐270 TELEPHONE 25,500 26,931 25,500 13,510 25,500 2,000 27,500 100‐5256‐290 UNIFORMS & EQUIPMENT 1,265 1,264 1,265 684 1,265 ‐ 1,265 100‐5256‐310 COMPUTER SERVICES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5256‐410 EQUIPMENT MAINTENANCE 8,679 8,560 10,000 1,509 10,000 ‐ 10,000 100‐5256‐440 TRAINING & DEVELOPMENT 2,479 339 2,500 1,697 2,500 ‐ 2,500 100‐5256‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 37,923 37,094 39,265 17,400 39,265 2,000 41,265 TOTAL COMMUNICATIONS CENTER 513,622 508,554 522,962 308,419 525,463 2,000 527,463 93 ---PAGE BREAK--- 2018 City of Middleton Budget POLICE DEPARTMENT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 EMERGENCY PREPAREDNESS OPERATING EXPENSES 100‐5250‐410 EQUIPMENT MAINTENANCE 12,500 15,268 12,500 10,044 12,500 ‐ 12,500 100‐5250‐850 EMERG. PREP DANE COMMUN FEE 33,438 33,690 86,740 37,153 86,740 (36,740) 50,000 100‐5250‐990 EMERGENCY PREPAREDNESS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 45,938 48,958 99,240 47,197 99,240 (36,740) 62,500 TOTAL EMERGENCY PREPAREDNESS 45,938 48,958 99,240 47,197 99,240 (36,740) 62,500 SCHOOL CROSSING GUARDS WAGES 100‐5218‐120 WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5218‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 100‐5218‐220 EQUIPMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5218‐475 SCHOOL PATROL REIMBURSEMT 14,062 14,217 14,062 14,673 14,062 611 14,673 100‐5218‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 14,062 14,217 14,062 14,673 14,062 611 14,673 TOTAL SCHOOL CROSSING GUARDS 14,062 14,217 14,062 14,673 14,062 611 14,673 TOTAL POLICE DEPARTMENT 5,200,083 5,138,944 5,459,468 3,288,003 5,615,823 72,536 5,688,359 94 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT POLICE Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5211‐210 OFFICE SUPPLIES Increases in supply costs and mailing machine. 1,700 $ 100‐5211‐340 BUILDINGS & GROUNDS MAINT Contract increases: Facility Cleaning, HVAC Maintenance, Elevator Maintenance and Evidence Room Equipment Filters. 11,427 $ 100‐5212‐110 SALARIES‐FULL‐TIME 57,474 100‐5212‐135 LONGEVITY ‐ 100‐5212‐192 RETIREMENT 6,282 100‐5212‐193 FICA 4,397 100‐5212‐194 HEALTH INSURANCE 14,410 100‐5212‐195 DENTAL INSURANCE 2,322 TOTAL 84,885 $ 100‐5212‐220 FIELD SUPPLIES Price increases. 3,153 $ 100‐5212‐290 UNIFORMS & EQUIPMENT Price increases and external vest carriers. 3,500 $ 100‐5212‐450 OTHER TRAINING Greater emphasis on training. 2,000 $ 100‐5256‐270 TELEPHONE Increase in cell bills. 2,000 $ 100‐5250‐550 EMERG. PREP DANE CO Adler radio improvement project completed. (36,740) $ 100‐5218‐475 CROSSING GUARDS Wage Increases for Crossing Guards. 611 $ TOTAL BY AREA ‐ $ 72,536 $ ‐ $ COMBINED TOTAL Request for an additional Police Officer. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Police Department." 72,536 $ 95 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Police Department MISSION: The mission of the Middleton Police Department is to “make a positive difference in the quality of life in our community.” To make a positive difference in the quality of life in our community by partnering to identify and solve problems, protect rights, maintain order, facilitate the safe movement of persons and vehicles, resolve conflicts, aid those in need, promote a sense of security, enforce laws, investigate crimes, apprehend and assist in the prosecution of offenders, reduce victimization and opportunities for crime, provide emergency services, and evaluate effectiveness. DEPARTMENT: Police DIRECTOR: Police Chief Charles Foulke DIVISION: Administration DIVISION MANAGER: Captain Steve Britt DIVISION MISSION: To provide quality support services, enable the Field Service Units and other entities to focus on the Department’s core missions. POLICE ADMINISTRATION ORGANIZATION CHART 96 ---PAGE BREAK--- Authorized Position List 2013 2014 2015 2016 2017 Police Chief 1 1 1 1 1 Captain 1 1 1 1 1 Office Manager 1 1 1 1 1 Court Officer 1 1 1 1 1 Full Time Clerical 2 2 2 2 2 Part Time Clerical 2 2 2 2 2* Total 8 8 8 8 8 *Hours increased from 20 to 30 MAJOR RESPONSIBILITIES: 1. Process and properly disseminate call, incident, accident, arrest, citation and parking documents. 2. Prepare, intake and manage criminal cases with the District Attorney’s Office. 3. Manage evidence, property and digital media collected by sworn personnel and systems. 4. Perform public records, payroll, procurement, personnel, liaison, research, planning, licensing, and internal affairs functions. 2018 GOALS: 1. Manage and coordinate the State Accreditation process. 2. Continue to cross train civilian staff. 3. Manage digital recordings. 4. Become well versed with redaction software and reproduce digital recordings for prosecution and public record request purposes. SIGNIFICANT ISSUES IN 2018: 1. Workload volume issues require cross training of civilian staff to relieve sworn officers of clerical/office chores and manage the increasing burden of duplication of squad and body worn camera digital recordings. As the number of videos produced, and public awareness of their existence, increases it is expected that the number of records requests for video will increase exponentially each year. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 as of 06/30 2017 Projected 2018 Projected Reports Processed 11,638 12,187 5,699 12,200 12,300 Evidence Intake 1,614 1,640 1,191 1,900 1,700 DA Case Intake 307 283 151 302 300 Criminal Arrests Processed 241 366 182 310 315 Citations Processed 3,971 3,591 1,530 3,060 3,000 Warning Processed 3,820 4,468 1,989 3,978 3,900 Citizen Complaint Investigations 11 17 4 10 10 Vehicle Registration/Titles Processed 80 82 37 75 75 97 ---PAGE BREAK--- DEPARTMENT: Police DIRECTOR: Chief Charles Foulke DIVISION: Field Services DIVISION MANAGER: Captain Troy Hellenbrand DIVISION MISSION: Partner proactively, identify and solve problems, protect Constitutional Rights and personal freedoms of all citizens, maintain order, facilitate the safe movement of persons and vehicles, mediate and resolve conflicts, aid those in need, promote a sense of security, enforce laws and ordinances, investigate crimes, apprehend and assist in the prosecution of offenders, reduce victimization and opportunities for crime, provide emergency services and constantly evaluate our effectiveness in carrying out the mission of the Middleton Police Department. POLICE FIELD SERVICES ORGANIZATION CHART AUTHORIZED POSITION LIST 2013 2014 2015 2016 2017 Captain 1 1 1 1 1 Patrol Sergeant 6 6 6 6 6 Patrol Officer 19 19 20 20 20 Investigative Services Sergeant 1 1 1 1 1 Investigators 4 4 4 4 4 School Resource Officers 2 2 2 2 2 Community Awareness Officer 1 1 1 1 1 Total 34 34 35 35 35 98 ---PAGE BREAK--- MAJOR RESPONSIBILITIES: 1. Enforce the law. 2. Protect property. 3. Reduce civil disorder. 4. Work proactively with the community to prevent crime and improve the quality of life. 5. Provide in‐service and specialized training to keep officers and supervisors up to date on the latest police and management trends. 2018 GOALS: 1. Identify policing strategies to effectively deal with school safety, drugs, alcohol, people in mental illness crisis, gang‐related issues and the crimes associated with those concerns. 2. Maintain a high level of effectiveness as the community becomes more diverse across ethnicity, race, age and/or socio‐economic strata. 3. Develop strategies to lessen the impact of policing on people of poverty and the working poor. 4. Develop strategies and training to address racial disparities. 5. Ensure the safe movement of traffic within and throughout the community. 6. Identify strategies to address the continued plague of domestic abuse crimes in our community. 7. Maintain the level of quality service to our customers in the form of emergency response and proactive work that is equitable, consistent, and dependable in all parts of the city, and at all times of day. 8. Deployment of personnel resources to both match the workload and to enhance the officers’ sense of ownership over the geographic areas that they serve and the services that they provide. 9. Provide opportunities for proactive work while officers are not responding to calls for service that are targeted, measured, and enhances the Department’s ability to achieve its mission and accomplish specific public safety outcomes. 10. Improve the analysis of data, using automated methods when possible, aimed at anticipating or rapidly identifying trends, patterns, sequences, and relationships. 11. Engage in proactive information‐based directed patrol (using intelligence‐based strategies to pre‐empt the dangerous people, alcohol and drug use, criminogenic situations, and frustrating relationships that precipitate calls to the police). 12. Continue implementation of five year plan to increase sworn, dispatch and civilian staffing and succession planning. SIGNIFICANT ISSUES IN 2018: 1. Maintain Police Department Accreditation. 2. Staffing: 2013 Staffing Study recommended having 24 patrol officers on staff by the end of fiscal year 2018, four above the current level. Recommendation was one per year for the next five years. This will increase self‐initiated time to the national best practices level of 33% of shift from the current 25% (15 minutes to 20 minutes per shift). Allows officers time to be more effective problem solvers and meets the needs of the community. This will mitigate need for additional overtime increases. Meets national best practices level for response on Priority I, II, and III calls. 3. Deal with persistent crime issues: heroin use, alcohol offenses, mental illness and domestic abuse. 4. Identify community crimes, traffic concerns, areas of disorder and use methods to address those issues. 5. Continue community outreach. 6. School safety. 7. Succession planning and training. 8. Racial disparity issues. 99 ---PAGE BREAK--- WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 as of 6/30 2017 Projected 2018 Projected Crime 304 289 148 300 300 Homicide 0 0 1 1 ~ Robbery 4 4 2 4 4 Assaults 28 27 15 30 30 Burglary 34 28 23 46 50 Larceny 231 224 103 206 220 Domestic Incidents 103 126 57 114 115 Calls for Service 20,998 22,184 10,116 21,000 22,000 Accidents 658 741 382 764 770 Citations 3,971 3,583 1,523 3,046 3,500 100 ---PAGE BREAK--- DEPARTMENT: Police DIRECTOR: Police Chief Charles Foulke DIVISION: Communications Center DIVISION MANAGER: Captain Steve Britt DIVISION MISSION: The Communications Center is the first of the first responders. We contribute to the safety and quality of life in our community by linking the citizens of our community, our neighboring communities and our officers and associated public safety agencies with efficient, reliable, responsive and professional public safety communications services. POLICE COMMUNICATIONS CENTER ORGANIZATION CHART AUTHORIZED POSITION LIST 2013 2014 2015 2016 2017 Director/ Captain 1 1 1 1 1 Assistant Director/Supervisor 1 1 1 1 1 Full Time Communicators 5 5 5 5 5 Part Time Communicators 2 2 2 2 2 Total 9 9 9 9 9 MAJOR RESPONSIBILITIES: 1. Receive requests for emergency services, and initiate and coordinate public safety responses. 2. Harmonize, monitor, support, and document officer activity in the field and at the station. 3. Act in response to requests for service and information from citizens, officers, and others. 4. Enter, access, and properly disseminate information from multiple confidential criminal justice databases. 101 ---PAGE BREAK--- 2018 GOALS: 1. Complete the integration of the Police Department radio system into the County‐Wide DaneCom Radio System. 2. Prepare for the advancements in Next‐Gen technology including text to 9‐1‐1 and picture/video messaging. 3. Prepare for and implement TriTech CAD. SIGNIFICANT ISSUES IN 2018: 1. Collaboration and coordination between communication centers using TriTech CAD, 9‐1‐1 phone transfers, non‐emergency phone transfers and messaging. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 as of 6/30 2017 Projected 2018 Projected Telephone Calls 32,921 32,045 16,028 32,500 32,750 911 Calls 3,085 3,269 1,596 3,300 3,500 Citizen Service Requests 12,039 12,525 6,044 12,600 12,650 Officer Service Requests 8,964 9,738 4,118 9,740 9,740 Total Service Calls 21,003 22,263 10,162 22,340 22,390 Total Incidents 11,638 12,207 5,665 12,250 12,300 Crime Notices Sent 10 12 7 15 20 Traffic Alerts Sent 24 22 18 30 40 Bike Registrations Processed 50 54 19 50 50 Vehicle Registration/Renewals 80 82 37 75 75 Website Hits 23,203 27,851 13,801 30,000 32,000 Face Book Followers 2,947 3,892 4,616 5,000 6,000 Twitter Messages Sent 2,000 2,473 3,088 3,500 4,000 Vacation Notices 125 132 56 135 140 Traffic Complaints submitted online 22 42 22 40 50 102 ---PAGE BREAK--- DEPARTMENT: Emergency Preparedness DIRECTOR: Police Chief Charles Foulke DIVISION MISSION: Coordinate City‐Wide Emergency Preparedness Efforts DEPARTMENT ORGANIZATION CHART MAJOR RESPONSIBILITIES: 1. Maintain and update Emergency Preparedness Plan. 2. Maintain Emergency Operations Center. 3. Coordinate Emergency Operations efforts with various County, State and Federal Agencies. 4. Assist City Departments with Emergency Preparedness efforts. 5. Coordinate the upkeep and maintenance of the Emergency Warning System with Dane County Emergency Management. 2018 GOALS: 1. Continue to secure Operating Funds for the DaneCom Annual Maintenance Fees. 2. Create PD radio network that does not rely on Middleton IT. 3. Work with the School District and various Public Safety Sector entities to facilitate and coordinate critical incident exercises. 4. Provide training to the new Mayor and Alders on the Emergency Management system and their roles and responsibilities. 5. Update and maintain the City Emergency Management Plan. Mayor Emergency Preparedness Coordinator Fire Chief EMS Director Public Works Director 103 ---PAGE BREAK--- 2018 City of Middleton Budget EMS REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET PUBLIC CHARGES FOR SERVICES 100‐4623‐00 AMBULANCE SERVICE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐4624‐01 AMBULANCE BILLING REVENUE 920,749 889,979 932,329 352,114 932,329 (359) 931,970 TOTAL 920,749 889,979 932,329 352,114 932,329 (359) 931,970 SPECIAL FUND ACTIVITY 100‐4735‐00 SERVICE CONTRACT COST SHARING 202,193 202,193 205,226 ‐ 205,226 3,078 208,304 TOTAL 202,193 202,193 205,226 ‐ 205,226 3,078 208,304 TOTAL EMS REVENUES 1,122,942 1,092,172 1,137,555 352,114 1,137,555 2,719 1,140,274 2016 2017 2018 104 ---PAGE BREAK--- 2018 City of Middleton Budget EMERGENCY MEDICAL SERVICE BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5230‐110 SALARIES‐FULL‐TIME 82,793 83,354 86,041 53,739 86,064 ‐ 86,064 100‐5230‐117 OVERTIME 99,846 78,379 110,400 83,187 129,628 ‐ 129,628 100‐5230‐118 WAGE REIMBURSEMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5230‐130 EMT WAGES 835,857 820,971 883,724 544,541 914,978 ‐ 914,978 100‐5230‐131 EMT WAGES‐LTE 37,632 56,648 44,198 20,095 33,174 ‐ 33,174 100‐5230‐135 LONGEVITY 23,488 23,203 24,421 ‐ 24,637 ‐ 24,637 100‐5230‐140 TRAINING STIPENDS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5230‐145 UNEMPLOYMENT WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 1,079,616 1,062,556 1,148,784 701,561 1,188,481 ‐ 1,188,481 PERSONNEL BENEFITS 100‐5230‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5230‐192 RETIREMENT 98,884 97,746 116,618 74,199 123,618 ‐ 123,618 100‐5230‐193 FICA 82,591 80,035 86,060 50,483 90,919 ‐ 90,919 100‐5230‐194 HEALTH INSURANCE 147,772 139,185 156,349 85,604 173,605 ‐ 173,605 100‐5230‐195 DENTAL INSURANCE 20,873 21,357 23,197 14,286 24,335 ‐ 24,335 100‐5230‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 350,120 338,322 382,224 224,572 412,477 ‐ 412,477 OPERATING EXPENSES 100‐5230‐210 OFFICE SUPPLIES 1,500 1,904 1,200 91 1,200 ‐ 1,200 100‐5230‐220 MEDICAL SUPPLIES 30,000 38,229 30,000 25,588 30,000 3,000 33,000 100‐5230‐240 COMPUTER SOFTWARE & SUPPORT 7,200 7,194 8,400 2,894 8,400 ‐ 8,400 100‐5230‐290 UNIFORMS 4,500 7,039 4,500 270 4,500 ‐ 4,500 100‐5230‐310 OUTSIDE SERVICES 61,336 69,729 63,500 40,970 63,500 2,500 66,000 100‐5230‐340 BUILDINGS & GROUNDS MAINT 12,000 10,555 12,000 6,909 12,000 ‐ 12,000 100‐5230‐410 VEHICLE & EQUIPMENT MAINTENANC 18,000 25,102 21,000 16,949 21,000 3,000 24,000 100‐5230‐420 MOTOR FUEL & LUBE 10,800 6,018 10,200 3,731 10,200 (3,000) 7,200 100‐5230‐440 TRAINING & DEVELOPMENT 33,000 33,766 33,000 16,621 33,000 ‐ 33,000 100‐5230‐470 UTILITIES 26,000 27,988 28,600 15,753 28,600 (1,300) 27,300 100‐5230‐490 OTHER OPERATING EXPENSES 2,400 2,414 2,400 1,318 2,400 ‐ 2,400 100‐5230‐500 EMS APPRECIATION DINNER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5230‐800 TO RES FOR AMBULANCE REPLACEMT ‐ ‐ 48,000 ‐ 48,000 ‐ 48,000 TOTAL 206,736 229,938 262,800 131,093 262,800 4,200 267,000 TOTAL EMERGENCY MEDICAL SERVICE 1,636,472 1,630,816 1,793,808 1,057,226 1,863,758 4,200 1,867,958 2016 2017 2018 105 ---PAGE BREAK--- 2017 CITY OF Middleton Budget DEPARTMENT/COST CENTER: EMS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5320‐220 MEDICAL SUPPLIES Continued increases in pharmaceutical costs and growth in annual call volumes have caused significant overruns in this line item four out of the past five years. 3,000 $ 100‐5230‐310 OUTSIDE SERVICES Based on 2017 actual, this increase is tied directly to increased EMS Revenue projections (as revenues go up, so do the commissions paid to the billing service) 2,500 $ 100‐5230‐410 VEHICLE & EQUIPMENT MAINTENANCE 3,000 $ 100‐5230‐420 MOTOR FUEL & LUBE Based on 2017 actuals and a continued projection of lower fuel costs. LINE ITEM DECREASE/SHIFT TO VEHICLE & EQUIPMENT MAINTENANCE (3,000) $ 100‐5230‐470 UTILITIES Based upon 2017 actuals and an anticipated decreased cost of electricity if the changeover to LED lamps is done in 2018 (see Capital project), this account can be reduced LINE ITEM DECREASE (1,300) $ TOTAL BY AREA 2,500 $ 1,700 $ ‐ $ COMBINED TOTAL 2018 EMS DECISION ITEMS DETAIL AMOUNT Based upon 2016 and 2017 actuals, the cost of maintaining our aging ambulance fleet has continued to skyrocket. This account is still underfunded. LINE ITEM INCREASE/SHIFT FROM MOTOR FUEL & LUBE 4,200 $ 106 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 EMS DEPARTMENT: EMS DEPARTMENT HEAD: STEVEN WUNSCH DIVISION: PUBLIC SAFETY DIVISION MANAGER: MIKE DAVIS OVERALL DEPARTMENT MISSION: The City of Middleton EMS will strive to enhance the quality of life in the communities it serves by providing the highest level of out‐of‐hospital emergency care possible, thereby reducing premature death and disability by improving the outcome of catastrophic illness and significant injury events. As public servants, our sense of purpose will be demonstrated through our medically sound, respectful, and compassionate delivery of emergency medical services by our staff of well trained, professional, and experienced paramedics. This mission will be accomplished by ensuring prompt, effective, and unimpeded service to all residents and visitors of the greater Middleton area through an integrated and cooperative network of Advanced Life Support providers within Dane County. ORGANIZATIONAL CHART Chief of EMS (1 FTE) Permanent Part‐Time Paramedics Full Time Paramedics (14 FTE) Part‐Time Paramedics (11 LTE ≅ 1 FTE) 107 ---PAGE BREAK--- AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 2017 2018 EMS Chief 1 1 1 1 1 1 1 Full‐Time Paramedics 12 12 12 12 14 + 14 14 Part‐Time Paramedics 0 0 0 2 # 0 0 0 LTE Paramedics 9 10 10 8 11 11 11 EMS Billing Specialist 1 * 0 0 0 0 0 0 Total 23 23 23 23 26 26 26 * The EMS Billing Specialist position was eliminated in July, 2012 after contracting with an outside billing service # 2 Permanent Part‐Time Paramedics were added in July, 2015 as part of the transition to a 52‐hour work week + The 2 Permanent Part‐Time Paramedics from 2015 were converted to Full‐Time status in July, 2016 as part of the final transition to a 48‐hour work week MAJOR RESPONSIBILITIES: 1. Respond to requests for service received from 911 callers and support other public safety responders 2. Prepare for and mitigate disaster and mass casualty type incidents. 3. Provide standby coverage and public information and education at various community events. 4. Ensure compliance with all local, state, and federal laws and regulations related to EMS operations 5. Maintain all equipment, facilities, and vehicles in a constant state of readiness. 6. Document all care provided and maintains the appropriate medical records in accordance with HIPAA. 7. Conduct ongoing Quality Assurance programs in order to meet or exceed industry standards of care. 8. Work with all EMS agencies within Dane County to develop a high performance regional EMS system 9. Obtain financial reimbursement for services rendered in concert with an outside billing vendor that is responsible for issuing invoices, filing insurance claims, and processing payments. 10. Complete regular training and continuing education programs to maintain professional competency. 11. Work closely with the Medical Director on issues regarding patient care, paramedic performance, and medical policy and protocol. 12. Participate on various county committees and subcommittees that involve public safety in order to develop important policies and procedures that affect the delivery of emergency services on a daily basis. 2018 GOALS: 1. Per the terms of the "Side Letter" that was included in the recently signed labor agreement, work collaboratively with the Local 311 to develop strategies for implementing future promotional opportunities for full‐time paramedics, including but not limited to creation of additional position classifications or ranks within the organization; establish pathways for current employees to acquire the knowledge, skills and abilities to assume higher level administrative responsibilities in order to position themselves for future leadership positions with the City of Middleton EMS; and create a succession plan for eventual retirement of the EMS Chief within the next 10 years, as well as developing a contingency plan that could be utilized in response to any unforeseen vacancy that could occur in the EMS Chief position. 2. Investigate the feasibility and economic benefit of implementing a comprehensive inventory management system via a COTS software program called "Operative IQ". This program has the potential to reduce waste attributed to the ongoing challenges of managing medication expiration dates, eliminate supply shortages through better vendor purchasing processes, improve revenues for billable supplies and medications, support required documentation and tracking of controlled substance use, and enhance record keeping related to maintenance of fleet vehicles. 108 ---PAGE BREAK--- 3. Complete the hiring process for six replacement LTE paramedics. In order to accomplish this, we will be using the City of Middleton online employment application tool through the NeoGov program for paramedic recruitment (for the first time). We have about 95% of the tool configured right now, and have a few remaining complex scoring and qualification factors that still need to be configured in order to match the technical aspects of the paramedic hiring process. 4. Complete the process of evaluating products and vendors and developing purchasing specifications for two replacement ambulance vehicles (for projected delivery in late 2018 or early 2019). 5. Once again, explore the possibility of securing some form of clerical help through the State of Wisconsin Division of Vocational Rehabilitation (DVR) using Internships/temporary work assignments. This could offer some desperately needed support for the EMS Chief in order to address some of the inefficiencies and time‐ consuming routine tasks that he must deal with in his daily job responsibilities. 6. Complete full implementation of the "Ninth Brain" Learning Management System (LMS) which is a new shared initiative among the Dane County ALS Consortium and the UW Emergency Education Center. This program is designed to achieve better tracking and documentation of all continuing education hours and certifications for all paramedics functioning within the Dane County ALS system in order to support National Registry and State of Wisconsin credentialing and licensing regulations. 7. Complete a comprehensive update of the Middleton EMS Operational Plan that is on file with the State of Wisconsin Department of Health Service (DHS) EMS Office (per Administrative Code requirements) by June 30, 2018. 8. Continue working with the Middleton Fire Department to improve inter‐agency relationships through integrated training, development of SOGs, establishment of MABAS response matrices, and definition of common goals and incident management objectives. 9. Continue to monitor the performance of our contracted EMS Billing vendor in order to achieve the intended objectives of more timely billings and improved fee for service revenues. SIGNIFICANT ISSUES IN 2018: 1. The threat of a high profile incident involving mass violence and the ensuing multiple casualties in our community is becoming more likely every day. We must improve our preparedness for such an event by investing considerable time and effort to train our personnel to respond to and manage such “Active Killer” incidents. 2. We must continue to strengthen our relationships with the Town of Middleton and Town of Springfield. 3. In 2018 we will reach the ten year mark since we took occupancy of our new EMS station. We must begin to prepare a plan to fund the costs for ongoing maintenance of this facility, particularly for things such as painting, carpeting, and AV system replacements. 4. We must begin discussions with and inform our elected officials concerning the future need for improved EMS service delivery in the northeast quadrant of the City by demonstrating the value of co‐locating one of our current staffed paramedic ambulances within the (proposed) satellite fire station facility that is likely to be built in the same geographic sector. This will likely require an in‐depth data analysis of demographic and response data along with projected development trends in order to provide a sound basis for strategic planning. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 as of 06/30 2017 Projected 2018 Projected ANNUAL NUMBER OF EMS RESPONSES 1,680 1,776 839 1,692 1,825 109 ---PAGE BREAK--- 2018 City of Middleton Budget BUILDING INSPECTION REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET LICENSES & PERMITS 100‐4431‐00 PERMITS ‐ BUILDING 264,222 441,998 295,000 240,830 295,000 ‐ 295,000 100‐4432‐00 PERMITS ‐ ELECTRICAL 67,343 111,959 70,000 38,491 70,000 ‐ 70,000 100‐4433‐00 PERMITS ‐ PLUMBING 64,839 114,976 70,000 36,864 70,000 ‐ 70,000 100‐4434‐00 EROSION CONTROL PERMIT 7,320 9,840 10,000 7,150 10,000 ‐ 10,000 TOTAL 403,724 678,773 445,000 323,335 445,000 ‐ 445,000 TOTAL BUILDING INSPECTION REVENUES 403,724 678,773 445,000 323,335 445,000 ‐ 445,000 2016 2017 2018 110 ---PAGE BREAK--- 2018 City of Middleton Budget BUILDING INSPECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET BUILDING INSPECTION WAGES 100‐5241‐110 SALARIES‐FULL‐TIIME 80,396 80,920 263,077 173,573 244,038 ‐ 244,038 100‐5241‐117 OVERTIME ‐ ‐ 1,000 ‐ 1,000 ‐ 1,000 100‐5241‐135 LONGEVITY 4,824 4,824 1,109 5,633 ‐ ‐ ‐ TOTAL 85,220 85,744 265,186 179,206 245,038 ‐ 245,038 PERSONNEL BENEFITS 100‐5241‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5241‐192 RETIREMENT 5,676 5,460 16,401 11,998 15,011 ‐ 15,011 100‐5241‐193 FICA 6,520 6,474 20,286 13,202 18,745 ‐ 18,745 100‐5241‐194 HEALTH INSURANCE 13,964 13,584 56,604 30,134 43,230 ‐ 43,230 100‐5241‐195 DENTAL INSURANCE 1,179 1,178 9,289 3,814 6,966 ‐ 6,966 100‐5241‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 27,339 26,697 102,580 59,149 83,952 ‐ 83,952 OPERATING EXPENSES 100‐5241‐210 OFFICE SUPPLIES 300 325 300 186 300 ‐ 300 100‐5241‐220 SUPPLIES & MATERIALS 2,500 2,662 2,256 364 2,256 ‐ 2,256 100‐5241‐230 CREDIT CARD FEES 1,163 3,213 1,163 1,290 1,163 ‐ 1,163 100‐5241‐260 ADVERTISING & PRINTING 1,000 1,066 1,000 376 1,000 ‐ 1,000 100‐5241‐280 COMMUNICATIONS 2,000 2,696 2,000 1,237 2,000 ‐ 2,000 100‐5241‐410 VEHICLE OPERATION & MAINT. ‐ 8,265 ‐ 752 ‐ ‐ ‐ 100‐5241‐420 MOTOR FUEL & LUBE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5241‐440 TRAINING & DEVELOPMENT 750 624 310 541 310 915 1,225 100‐5241‐450 MILEAGE 3,000 3,461 3,000 1,081 3,000 ‐ 3,000 100‐5241‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ 8,275 ‐ ‐ ‐ TOTAL 10,713 22,311 10,029 14,100 10,029 915 10,944 TOTAL BUILDING INSPECTION 123,272 134,751 377,795 252,456 339,019 915 339,934 2016 2017 2018 111 ---PAGE BREAK--- 2018 City of Middleton Budget BUILDING INSPECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 ELECTRICAL INSPECTION WAGES 100‐5242‐110 SALARIES‐FULL‐TIME 70,000 61,496 ‐ ‐ ‐ ‐ ‐ 100‐5242‐135 LONGEVITY ‐ 502 ‐ ‐ ‐ ‐ ‐ TOTAL 70,000 61,998 ‐ ‐ ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5242‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5242‐192 RETIREMENT 5,092 3,920 ‐ ‐ ‐ ‐ ‐ 100‐5242‐193 FICA 6,165 4,570 ‐ ‐ ‐ ‐ ‐ 100‐5242‐194 HEALTH INSURANCE 13,964 10,455 ‐ ‐ ‐ ‐ ‐ 100‐5242‐195 DENTAL INSURANCE 1,179 982 ‐ ‐ ‐ ‐ ‐ TOTAL 26,400 19,927 ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 100‐5242‐220 SUPPLIES & MATERIALS 200 53 188 ‐ 188 ‐ 188 100‐5242‐280 COMMUNICATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5242‐310 OUTSIDE SERVICES 2,500 8,820 2,500 160 2,500 (1,300) 1,200 100‐5242‐440 TRAINING & DEVELOPMENT 537 805 950 1,075 950 275 1,225 100‐5242‐450 MILEAGE 3,000 1,094 3,000 1,384 3,000 ‐ 3,000 100‐5242‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 6,237 10,772 6,638 2,619 6,638 (1,025) 5,613 TOTAL ELECTRICAL INSPECTION 102,637 92,697 6,638 2,619 6,638 (1,025) 5,613 112 ---PAGE BREAK--- 2018 City of Middleton Budget BUILDING INSPECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 PLUMBING INSPECTION WAGES 100‐5243‐110 SALARIES‐FULL‐TIME 54,008 56,396 ‐ ‐ ‐ ‐ ‐ 100‐5243‐135 LONGEVITY 3,240 4,312 ‐ ‐ ‐ ‐ ‐ TOTAL 57,248 60,708 ‐ ‐ ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5243‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5243‐192 RETIREMENT 3,808 3,010 ‐ ‐ ‐ ‐ ‐ 100‐5243‐193 FICA 4,380 4,320 ‐ ‐ ‐ ‐ ‐ 100‐5243‐194 HEALTH INSURANCE ‐ 2,426 ‐ ‐ ‐ ‐ ‐ 100‐5243‐195 DENTAL INSURANCE 1,179 1,074 ‐ ‐ ‐ ‐ ‐ TOTAL 9,367 10,831 ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 100‐5243‐220 SUPPLIES & MATERIALS 150 24 150 148 150 ‐ 150 100‐5243‐280 COMMUNICATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5243‐310 OUTSIDE SERVICES 800 2,280 800 ‐ 800 (150) 650 100‐5243‐440 TRAINING & DEVELOPMENT 870 603 723 190 723 327 1,050 100‐5243‐450 MILEAGE 2,967 2,045 2,967 1,519 2,967 33 3,000 100‐5243‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 4,787 4,952 4,640 1,857 4,640 210 4,850 TOTAL PLUMBING INSPECTION 71,402 76,491 4,640 1,857 4,640 210 4,850 113 ---PAGE BREAK--- 2018 City of Middleton Budget BUILDING INSPECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 EROSION CONTROL OPERATING EXPENSES 100‐5244‐990 OUTSIDE SERVICES ‐ DANE COUNTY 16,000 25,421 16,000 14,111 16,000 2,000 18,000 TOTAL 16,000 25,421 16,000 14,111 16,000 2,000 18,000 TOTAL EROSION CONTROL 16,000 25,421 16,000 14,111 16,000 2,000 18,000 TOTAL BUILDING INSPECTION 313,311 329,360 405,073 271,042 366,297 2,100 368,397 114 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT INSPECTION Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5241‐440 TRAINING & DEVELOPMENT The number of credentials held by this position have increased from 3 to 7. The cost of renewal and mandated training for each credential is estimated to be $175. Due to the credentials held by staff, there is less need for outside services. The majority of the increased cost will be offset by the decrease in the cost of outside services for inspections 100‐ 5242‐310 & 100‐5243‐310. 915 $ 100‐5242‐310 OUTSIDE SERVICES Reduction due to increased coverage by staff as noted above. More credentials by staff requires less outside services. (1,300) $ 100‐5242‐440 TRAINING & DEVELOPMENT Similar number of credentials previously held by this position, but increased costs for maintaining credentials. 275 $ 100‐5243‐310 OUTSIDE SERVICES See above notes. (150) $ 100‐5243‐440 TRAINING & DEVELOPMENT See above notes. 327 $ 100‐5243‐450 MILEAGE Added amount creates consistency with similar positions in department. 33 $ 100‐5244‐990 OUTSIDE SERVICES ‐ DANE COUNTY This item is for services hired by Dane County for Erosion Control on Commercial and large Residential Sites. The increase is more consistent with actual costs. 2016 actual was over $9,000 more than projected. 2018 services should be closer to 2017 services. 2,000 $ TOTAL BY AREA ‐ $ 2,100 $ ‐ $ COMBINED TOTAL 2,100 $ 115 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Inspections DIVISION: Inspections DEPARTMENT MANAGER: Bill Neitzel MISSION: Provide Middleton residents and business owners with quality plan review, permitting services, and inspections for new and existing construction projects. Facilitate an effective, user friendly system of permitting, inspections, and property maintenance enforcement. Help residents with problems, questions or concerns about building issues. Assist in negotiating conflict resolution between owners, tenants, builders, and the public and assist City of Middleton Departments, County agencies and State agencies with support when needed. ORGANIZATIONAL CHART AUTHORIZED POSITION LIST 2014 2015 2016 2017 2018 Building Inspection Manager 1 1 1 1 1 Electrical Inspector 1 1 1 1 1 Plumbing Inspector .75 .75 .75 1 1 Compliance Manager 1 1 1 1 1 Building Manager 1 1 1 .5 .5 Total 4.75 4.75 4.75 4.5 4.5 Building Inspection Manager Plumbing/ Building/HVAC Inspector Building/HVAC/ Electrical/ Plumbing Inspector Building and Grounds Compliance Manager City Administrator 116 ---PAGE BREAK--- Cross Staffing Results 2014 2015 2016 2017 2018 Building/HVAC Inspections 2 2 2 2.5 3 Electrical Inspector 1 1 1 2 2 Plumbing Inspector .75 .75 .75 1.5 1.5 Compliance Manager 1 1 1 1 1 Building Manager 1 1 1 .5 .5 Total 5.75 5.75 5.75 7.5 8 MAJOR RESPONSIBILITIES: 1. Issue Building permits including plan review and verification of code and ordinance compliance. 2. Inspect permitted projects for code compliance. 3. Work with contractors to educate, and verify compliance after corrective orders have been issued. 4. Respond to public concerns about property maintenance, building health issues, code question and other building related issues 5. Help with Buildings and Grounds issues. 6. Mediate solutions for resolution during building, community and governmental conflicts. 2018 GOALS: 1. Expand the online permitting process to provide customers with options for obtaining permits and reviewing the status of their projects as it relates to Building Inspection. 2. Coordinate the permitting process to comply with State Mandated Regulations. 3. Keep current with all code changes. Maximize training opportunities for best cost to education ratio. 4. Continue to follow up on projects that have not been closed out. 5. Manage the permitting system to maximize permit revenues. 6. Install LED lighting in the Senior Center and EMS if approved. SIGNIFICANT ISSUES IN 2017: 1. Implement electronic permitting software for staff and customer benefit, and prepare for State Mandated Regulations. 2. Monitor community for work being done without necessary permits. 3. Provide cross staffing to help reduce the cost of outside services for inspections. 4. Install LED lighting in City Hall and Library using mostly staff man‐hours. WORKLOAD ACTIVITIES 2014 Actual 2015 Actual 2016 Actual 2017 As of 6/30 2017 Projected Building Permits Issued 639 668 761 527 850 Electrical Permits Issued 351 409 445 213 400 Plumbing Permits Issued 376 492 480 218 375 HVAC Permits Issued 310 324 303 165 300 Start Permits Issued 38 50 39 27 45 Other Permits Issued 49 67 84 39 80 Building Inspections 1026 1187 1244 639 1200 Plumbing Inspections 870 864 834 358 700 Electrical Inspection [PHONE REDACTED] 489 1000 HVAC Inspections 281 335 360 230 400 Note: Permit numbers for 2016 and 2017 reflect increased permits obtained due to hail damage. 117 ---PAGE BREAK--- 2018 City of Middleton Budget COMMUNITY SERVICES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5245‐110 SALARIES‐FULL‐TIME 52,556 52,916 56,143 35,448 56,143 ‐ 56,143 100‐5245‐135 LONGEVITY 1,143 1,051 1,685 ‐ 1,684 ‐ 1,684 TOTAL 53,699 53,967 57,828 35,448 57,827 ‐ 57,827 PERSONNEL BENEFITS 100‐5245‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5245‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5245‐193 FICA 4,102 3,963 4,424 2,548 4,424 ‐ 4,424 100‐5245‐194 HEALTH INSURANCE 14,336 17,752 14,151 8,658 14,410 ‐ 14,410 100‐5245‐195 DENTAL INSURANCE 2,322 2,322 2,323 1,548 2,322 ‐ 2,322 100‐5245‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 20,760 24,037 20,898 12,753 21,156 ‐ 21,156 OPERATING EXPENSES 100‐5245‐220 SUPPLIES & MATERIALS 6,300 6,214 6,300 434 6,300 ‐ 6,300 100‐5245‐280 COMMUNICATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5245‐420 MOTOR FUEL & LUBE 3,800 3,885 3,800 1,471 3,800 ‐ 3,800 100‐5245‐440 TRAINING & DEVELOPMENT 200 200 200 125 200 ‐ 200 100‐5245‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 10,300 10,299 10,300 2,030 10,300 ‐ 10,300 TOTAL COMMUNITY SERVICES 84,759 88,304 89,026 50,232 89,283 ‐ 89,283 2016 2017 2018 118 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Community Services DEPARTMENT: Inspections DEPARTMENT MANAGER: Bill Neitzel DIVISION: Community Services DIVISION DIRECTOR: Mark Walther MISSION: DEPARTMENT: Provide Middleton residents and business owners with quality plan review, permitting services, and inspections for new and existing construction projects. Facilitate an effective, user friendly system of permitting, inspections, and property maintenance enforcement. Help residents with problems, questions or concerns about building issues. Assist in negotiating conflict resolution between owners, tenants, builders, and the public and assist City of Middleton departments, County agencies and state agencies with support when needed. DIVISION: To provide a wide variety of services to the public directly and on behalf of and/or in support of other city departments, primarily the Police, Building Inspections and Planning & Zoning Departments, freeing those departments’ personnel from providing these services and allowing them to perform their specialized functions more efficiently. These services include a wide variety of community services (public fingerprinting, lockouts, animal issues, deployment of radar and message signs); the enforcement of ordinances related to parking, garbage, property maintenance, snow removal, zoning, signage and nuisances; and emergency support by providing additional personnel and additional and/or specialized equipment. ORGINIZATIONAL CHART NOTE: Approximately one third of the full‐time equivalency (2,080 hours) is spent in support of the Police Department, one third in support of the Building Inspections Department and one third in support of the Planning Department. Director Community Services Building Inspection Manager 119 ---PAGE BREAK--- AUTHORIZED POSITION LIST 2014 2015 2016 2017 2018 Division Director 1 1 1 1 1 Total 1 1 1 1 1 MAJOR RESPONSIBILITIES: 1. Community Services (School Crossing Liaison and Relief, Vehicle Lockout, Public Fingerprinting, Radar and Changeable Message Sign Deployment, Speed Data Reporting, Support of Public Events). 2. Code Enforcement (Animal Control, Parking, Garbage, Snow Removal, Property Maintenance, Project Verification, Erosion Control, Zoning, Lighting and Signs). 3. Emergency Support of city departments (Administration, Police, Fire, EMS, Lands, Streets and Utilities) as required and especially traffic control at emergency scenes. 4. Support of Building Inspection, Planning & Zoning and Police Departments’ activities as assigned. 2018 GOALS: 1. Provide the community with a friendly face of municipal government able to respond quickly to their requests for information and assistance. 2. Obtain and maintain compliance with local ordinances by notice, education and enforcement when necessary. 3. Provide other city departments with professional assistance and material resources to help them do their jobs more safely and effectively and thereby better to serve the public. 4. Remain flexible to respond to changes in requests for service. SIGNIFICANT ISSUES IN 2017: 1. Maintain current operating budget levels to allow response to requests, needs for supplies, equipment and the increasing maintenance of current equipment. 2. Provide additional electronic sign equipment for increasing requests for their use by Public Works by capital budget requests. 3. Deal with continuing property maintenance issues of foreclosed properties and properties owned by persons with reduced means to care for them. 4. Deal with increasing residential mowing and weed complaints. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 12 Mo. Est. 2017 As of 6/30 2018 Projected Erosion check Locations/Inspections/Hours 82/1027/56 74/1038/52 75/1000/50 55/700/25 75/1000/50 Property Maintenance Complaints/Hours 12/95 34/49 35/50 28/33 35/50 Snow Removal Incidents/Hours 76/51 40/51 20/50 19/49 20/50 Zoning Incidents/Hours 9/58 8/66 15/25 12/19 15/25 Signage Incidents/Hours 5/3 2/18 5/20 3/13 5/20 Parking Incidents/Hours 260/232 214/171 220/205 108/95 220/205 Fingerprinting Hours 45 44 44 21 44 Crossing Guard Relief Incidents/Hours 4/8 40est/56 30/20 24est/14 20/15 Emergency Traffic Control Incidents 47 47 75 43 75 Assist Citizen/Motorist – Lockout, Jumpstart, Flat Tire Assistance Incidents/Hours 164/26 136/30 150/30 71/16 150/30 Deployment of Radar + CMS signs Incidents/Hours 10+23/6+35 6+11/3+11 6+25/3+25 2+10/1+10 10+30/5+30 Animal Control Incidents 24 34 40 19 40 120 ---PAGE BREAK--- 2018 City of Middleton Budget MIDDLETON FIRE DISTRICT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATING EXPENSES 100‐5220‐990 FIRE DISTRICT (CITY SHARE) 829,423 829,423 837,685 ‐ 837,685 95,482 933,167 100‐5220‐991 FIRE DISTRICT CAPITAL CONTRIBU ‐ 269 190,650 ‐ 190,650 ‐ 190,650 TOTAL 829,423 829,692 1,028,335 ‐ 1,028,335 95,482 1,123,817 TOTAL MIDDLETON FIRE DISTRICT 829,423 829,692 1,028,335 ‐ 1,028,335 95,482 1,123,817 2016 2017 2018 121 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC FIRE PROTECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATING EXPENSES 100‐5221‐990 HYDRANT RENTAL 485,000 437,391 485,000 ‐ 438,000 ‐ 438,000 TOTAL 485,000 437,391 485,000 ‐ 438,000 ‐ 438,000 TOTAL PUBLIC FIRE PROTECTION 485,000 437,391 485,000 ‐ 438,000 ‐ 438,000 2016 2017 2018 122 ---PAGE BREAK--- DRAFT Middleton Fire District 2018 MIFD Budget Overview V 08102017 Town of Town of Town of City of Town of Town of Town of City of Operating Budget 2017 Westport Springfield Middleton Middleton 2018 Westport Springfield Middleton Middleton 110 Wages $334,069.45 $19,242.40 $18,173.38 $83,784.62 $212,869.05 $411,336.52 $22,746.91 $22,253.31 $97,651.29 $268,685.01 111 PT Wages $31,416.00 $1,809.56 $1,709.03 $7,879.13 $20,018.28 $25,736.00 $1,423.20 $1,392.32 $6,109.73 $16,810.76 122 Quarterly Stipend $197,676.00 $11,386.14 $10,753.57 $49,577.14 $125,959.15 $186,974.00 $10,339.66 $10,115.29 $44,387.63 $122,131.42 135 Longevity $10,470.50 $603.10 $569.60 $2,626.00 $6,671.80 $13,390.39 $740.49 $724.42 $3,178.88 $8,746.60 145 Unemployment Wages $350.00 $20.16 $19.04 $87.78 $223.02 $350.00 $19.36 $18.94 $83.09 $228.62 190 Fringe Benefits-Other $3,635.00 $209.38 $197.74 $911.66 $2,316.22 $3,635.00 $201.02 $196.65 $862.95 $2,374.38 191 Volunteer Fire Retention Program $107,000.00 $6,163.20 $5,820.80 $26,835.60 $68,180.40 $107,000.00 $5,917.10 $5,788.70 $25,401.80 $69,892.40 192 Retirement $42,595.58 $2,453.51 $2,317.20 $10,682.97 $27,141.90 $53,711.11 $2,970.22 $2,905.77 $12,751.02 $35,084.09 193 FICA $27,865.94 $1,605.08 $1,515.91 $6,988.78 $17,756.17 $32,067.17 $1,773.31 $1,734.83 $7,612.75 $20,946.27 194 Health insurance $79,081.68 $4,555.10 $4,302.04 $19,833.69 $50,390.85 $97,028.40 $5,365.67 $5,249.24 $23,034.54 $63,378.95 195 Dental Insurance $10,371.90 $597.42 $564.23 $2,601.27 $6,608.97 $12,810.00 $708.39 $693.02 $3,041.09 $8,367.49 210 Office Supplies $4,000.00 $230.40 $217.60 $1,003.20 $2,548.80 $4,000.00 $221.20 $216.40 $949.60 $2,612.80 220 Sup. & Mat. $56,250.00 $3,240.00 $3,060.00 $14,107.50 $35,842.50 $56,250.00 $3,110.63 $3,043.13 $13,353.75 $36,742.50 240 Computer Software & Support $5,000.00 $288.00 $272.00 $1,254.00 $3,186.00 $6,500.00 $359.45 $351.65 $1,543.10 $4,245.80 280 Communications $5,000.00 $288.00 $272.00 $1,254.00 $3,186.00 $5,000.00 $276.50 $270.50 $1,187.00 $3,266.00 290 Uniform & Equipment $4,500.00 $259.20 $244.80 $1,128.60 $2,867.40 $4,500.00 $248.85 $243.45 $1,068.30 $2,939.40 300 Legal Services $5,000.00 $288.00 $272.00 $1,254.00 $3,186.00 $5,000.00 $276.50 $270.50 $1,187.00 $3,266.00 340 Building Materials $18,000.00 $1,036.80 $979.20 $4,514.40 $11,469.60 $22,000.00 $1,216.60 $1,190.20 $5,222.80 $14,370.40 350 Station 2 Rent $142,400.00 $8,202.24 $7,746.56 $35,713.92 $90,737.28 $142,400.00 $7,874.72 $7,703.84 $33,805.76 $93,015.68 410 Equip. Maintenance $44,875.00 $2,584.80 $2,441.20 $11,254.65 $28,594.35 $44,875.00 $2,481.59 $2,427.74 $10,653.33 $29,312.35 420 Motor Fuel & Lube $17,000.00 $979.20 $924.80 $4,263.60 $10,832.40 $17,000.00 $940.10 $919.70 $4,035.80 $11,104.40 440 Training $15,250.00 $878.40 $829.60 $3,824.70 $9,717.30 $15,250.00 $843.33 $825.03 $3,620.35 $9,961.30 441 Health Maintenance $21,000.00 $1,209.60 $1,142.40 $5,266.80 $13,381.20 $21,000.00 $1,161.30 $1,136.10 $4,985.40 $13,717.20 445 Memberships $4,250.00 $244.80 $231.20 $1,065.90 $2,708.10 $4,250.00 $235.03 $229.93 $1,008.95 $2,776.10 460 Insurance $56,775.00 $3,270.24 $3,088.56 $14,239.17 $36,177.03 $59,615.00 $3,296.71 $3,225.17 $14,152.60 $38,940.52 470 Utilities $77,100.00 $4,440.96 $4,194.24 $19,336.68 $49,128.12 $84,100.00 $4,650.73 $4,549.81 $19,965.34 $54,934.12 480 Data Processing $7,000.00 $403.20 $380.80 $1,755.60 $4,460.40 $7,000.00 $387.10 $378.70 $1,661.80 $4,572.40 485 Meals $5,500.00 $316.80 $299.20 $1,379.40 $3,504.60 $5,500.00 $304.15 $297.55 $1,305.70 $3,592.60 490 Other Expenses $11,220.00 $646.27 $610.37 $2,813.98 $7,149.38 $11,220.00 $620.47 $607.00 $2,663.63 $7,328.90 $1,344,652.04 $77,451.96 $73,149.07 $337,238.73 $856,812.28 $1,459,498.58 $80,710.27 $78,958.87 $346,484.96 $953,344.47 Capital Budget 2017 2018 (Page 5) $295,000.00 $16,992.00 $16,048.00 $73,986.00 $187,974.00 $295,000.00 $16,313.50 $15,959.50 $70,033.00 $192,694.00 Income 2017 2018 State of Wisconsin 2% Income $(154,183.00) $(11,400.00) $(5,549.00) $(38,743.00) $(98,491.00) $(188,048.00) $(13,476.00) $(6,764.00) $(47,095.00) $(120,713.00) 800-462-00 Petroleum Tank Program $(13,370.00) $(770.11) $(727.33) $(3,353.20) $(8,519.36) $(13,370.00) $(739.36) $(723.32) $(3,174.04) $(8,733.28) Fitness Program Income $(16,400.00) $(944.64) $(892.16) $(4,113.12) $(10,450.08) $(17,520.00) $(968.86) $(947.83) $(4,159.25) $(11,444.06) $(183,953.00) $(13,114.75) $(7,168.49) $(46,209.32) $(117,460.44) $(218,938.00) $(15,184.22) $(8,435.15) $(54,428.29) $(140,890.35) Total 2017 2018 Operating + Capital - Income $1,455,699.04 $81,329.21 $82,028.58 $365,015.42 $927,325.84 $1,535,560.58 $81,839.55 $86,483.22 $362,089.68 $1,005,148.12 MFD Budget Overview 123 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT FIRE DISTRICT CONTRIBUTION Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5220‐992 FIRE DISTRICT (CITY SHARE) The City's contribution to the proposed Fire Distric Budget based on the funding formula in the Fire District shared services agreement. 95,482 $ TOTAL BY AREA ‐ $ 95,482 $ ‐ $ COMBINED TOTAL 95,482 $ 124 ---PAGE BREAK--- 2018 Middleton Fire District Decision Items *All line item values reflect the direct increase or decrease over the 2017 budget and they do not take into account the annual fluctuation related to the equalized property value (EPV) calculation. The “Fire District Contract: Equalized Property Value” reflects the net increase related to the EPV calculation (2018 - Fire District Contract: Equalized Property Value (1.6% Increase) – $27,577.73 CM Share This item reflects the City of Middleton’s 1.6% equalized property value increase in comparison to the Town of Westport, Town of Springfield and the Town of Middleton. 800-5220-110 Wages - $77,267.07 ($49,234.58 CM Share) This decision item reflects a $49,234.58 increase over the 2017 budget and includes the addition of a full-time Battalion Chief position, salary increases for full-time staff positions and volunteer stipend increases for all firefighters, fire officers, REHAB technicians and fire corps personnel. 800-5220-111 PT Wages – (-$5,680) (-$3,619.30 CM Share) This decision item reflects a (-$3,619) decrease over the 2017 budget and is directly related to the addition of a full-time Battalion Chief position and the reduction of part-time stipend pay. 800-5220-122 Quarterly Stipend – (-$10,702.00) (-$6,819.31 CM Share) This decision item reflects a (-$6,819.31) decrease over the 2017 budget and is directly related to the addition of a full-time Battalion Chief position and the reduction of part-time stipend pay. 800-5220-135 Longevity - $2,919.89 ($1,860.55 CM Share) This decision item reflects a $1,860.55 increase over the 2017 budget and is related to three full-time staff members benefit increases due to their length of service. 800-5220-192 Retirement - $11,115.53 ($7,082.81 CM Share) This decision item reflects a $7,082.81 increase over the 2017 budget and is related to the addition of a full-time Battalion Chief position. 125 ---PAGE BREAK--- 800-5220-193 FICA - $4,201.23 ($2,677.02 CM Share) This decision item reflects a $2,677.02 increase over the 2017 budget. 800-5220-194 Health Insurance - $17,946.72 ($11,435.65 CM Share) This decision item reflects an $11,435.65 increase over the 2017 budget and is related to the addition of a full-time Battalion Chief position. 800-5220-195 Dental Insurance - $2,438.10 ($1,553.56 CM Share) This decision item reflects a $1,553.56 increase over the 2017 budget and is related to the addition of a full-time Battalion Chief position. 800-5220-240 Computer Software & Support - $1,500 ($956 CM Share) This decision item reflects a $956 increase over the 2017 budget and it reflects the projected 2018 expenditures. With the conversion to new software and the headquarter facility server support, additional technical assistance has proven necessary. 800-5220-340 Building Materials - $4,000 ($2,548 CM Share) This decision item reflects a $2,548 increase over the 2017 budget and reflects the projected 2018 expenditures. This increase is a direct result of operating a third fire station at the corner of Highway Q & M in 2017. 800-5220-460 Insurance - $ 2,840 ($1,810 CM Share) This decision item reflects a $1,810 increase over the 2017 budget and reflects the projected 2017 expenditures. Any line item increases are unknown due to the timing of the insurance renewal date and budget deadlines. It is anticipated that this amount will increase in 2018 due to the addition of a third fire station. 800-5220-470 Utilities - $ 7,000 ($4,460 CM Share) This decision item reflects a $4,460 increase over the 2017 budget and reflects the projected 2018 expenditure. This increase is a reflection of anticipated utility expenses related to operation of MIFD Station 3. 126 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Fire Department MISSION: The primary mission of the Middleton Fire District is to remain proactive versus reactive through its fire prevention and outreach services. When called upon to respond, the MIFD's sole mission is to protect lives, property and the environment within the 54 square mile District boundary. The MIFD's financial mission is to provide the highest level of care at a substantial cost savings to the nearly 30,000 constituents the department is entrusted to protect. The Middleton Fire District proudly carries out its mission through an intergovernmental agreement between the City of Middleton, Town of Middleton, Town of Springfield and Town of Westport. ORGANIZATIONAL CHART 127 ---PAGE BREAK--- MAJOR RESPONSIBILITIES: 1. Fire Prevention and Community Education Services 2. Fire Suppression and Related Emergency Responses 3. Technical Rescue: a. Vehicle Extrication b. High & Low Angle Rescue c. Swift Water/Lake Rescue d. Confined Space Rescue 4. Hazardous Materials Responses (Awareness/Operational/Technician) 5. Fleet/Grounds Maintenance 6. Fiscal Responsibility through Volunteer Staffing 7. Disaster Preparedness 8. Active Shooter/Mass Casualty Responses 2018 GOALS: 1. Continue to implement MIFD 24/7/365 Core Based Proficiency Training 2. Implement Station 3 Strategic Staffing Plan with Rapid Response Vehicle (RRV) placement on the Northeast side of the City of Middleton. 3. Continue to implement practices to allow the MIFD to maintain an ISO Level 3 rating for all City of Middleton residents. SIGNIFICANT ISSUES IN 2018: 1. Further implement Rapid Response Vehicle deployment and strategic staffing plan on the Northeast side of the City of Middleton, Town of Westport and Town of Springfield. 2. Further refine Core Based Proficiency Training for the 130 Associates of the MIFD. 3. Implement “Dual‐Responder” response plan throughout the Middleton Fire District with the placement of MIFD Station 3. 4. Continue to grow volunteer associates to 140 personnel to sustain response plan. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 Projected 2017 As of 8/1 2018 Projected Building Inspections 2511 2418 2003 2431 Petroleum Inspections 144 137 137 137 137 Emergency Responses 532 652 640 405 640 Plan Reviews (Estimate) 165 100 100 75 100 Community Education Children & Adults 6203 6300 6400 3532 6400 Strategic Staffing 27474 28000 29000 11308 45000 128 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS REVENUE BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REVENUE REFUSE & RECYCLING REVENUE 100‐4354‐00 STATE & FEDERAL AID ‐ RECYCLIN 55,250 52,345 52,345 55,145 52,345 2,800 55,145 TOTAL 55,250 52,345 52,345 55,145 52,345 2,800 55,145 STREET LIGHTING REVENUE 100‐4371‐00 COUNTY AID ‐ SIGNALS 9,500 20,072 10,000 10,097 10,000 (2,000) 8,000 TOTAL 9,500 20,072 10,000 10,097 10,000 (2,000) 8,000 LANDFILL REVENUE 100‐4734‐00 ADMINISTRATION‐LANDFILL 5,000 5,000 5,000 ‐ 5,000 ‐ 5,000 TOTAL 5,000 5,000 5,000 ‐ 5,000 ‐ 5,000 OTHER PUBLIC WORKS REVENUE 100‐4353‐00 STATE AIDS‐ROADS 1,083,506 1,082,975 1,065,811 797,629 1,065,811 (2,305) 1,063,506 100‐4230‐00 SA ‐ STREET IMPROVEMENTS 29,000 3,600 ‐ 1,235 ‐ ‐ ‐ 100‐4231‐00 SA ‐ SIDEWALK & CURB 75,000 209,215 75,000 414 75,000 (25,000) 50,000 100‐4235‐00 SA ‐ INTEREST ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐4685‐00 PUBLIC WORKS CHARGES ‐ 1,712 ‐ 309 ‐ ‐ ‐ 100‐4690‐00 RECYCLING CENTER REVENUE 10,000 12,672 10,000 10,129 10,000 ‐ 10,000 100‐4831‐00 PW MATERIAL SALES 2,000 833 1,500 492 1,500 ‐ 1,500 100‐4833‐04 POLAR EXPRESS TRACK LEASE 20,000 20,000 20,000 ‐ 20,000 (20,000) ‐ TOTAL 1,199,506 1,311,008 1,152,311 810,208 1,152,311 (27,305) 1,125,006 TOTAL PUBLIC WORKS REVENUE 1,269,256 1,388,425 1,219,656 875,449 1,219,656 (26,505) 1,193,151 2016 2017 2018 129 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET ENGINEERING & ADMINISTRATION WAGES 100‐5329‐110 SALARIES‐FULL‐TIME 504,168 506,023 589,462 334,323 586,613 ‐ 586,613 100‐5329‐117 OVERTIME 2,000 ‐ 2,030 ‐ 2,030 ‐ 2,030 100‐5329‐118 COMPENSATION COST OF RECOVERY ‐ (50) ‐ ‐ ‐ ‐ ‐ 100‐5329‐135 LONGEVITY 21,525 21,504 23,415 ‐ 24,062 ‐ 24,062 TOTAL 527,693 527,477 614,907 334,323 612,705 ‐ 612,705 PERSONNEL BENEFITS 100‐5329‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5329‐192 RETIREMENT 34,695 33,663 41,814 23,545 41,051 ‐ 41,051 100‐5329‐193 FICA 40,214 39,252 47,040 24,626 46,872 ‐ 46,872 100‐5329‐194 HEALTH INSURANCE 91,288 102,556 119,006 66,422 121,182 ‐ 121,182 100‐5329‐195 DENTAL INSURANCE 13,276 15,008 18,093 10,595 18,023 ‐ 18,023 100‐5329‐197 WAGE RESERVE 37,500 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5329‐198 VACANT POSITION(S) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5329‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 216,973 190,479 225,953 125,188 227,128 ‐ 227,128 OPERATING EXPENSES 100‐5329‐210 OFFICE SUPPLIES 1,000 924 1,000 173 1,000 ‐ 1,000 100‐5329‐220 SUPPLIES & MATERIALS 2,000 1,857 2,000 1,198 2,000 ‐ 2,000 100‐5329‐230 BOOKS & PERIODICALS ‐ 1,638 ‐ 82 ‐ ‐ ‐ 100‐5329‐250 POSTAGE 1,000 847 1,000 691 1,000 ‐ 1,000 100‐5329‐260 ADVERTISING & PRINTING 2,800 3,687 2,800 2,312 2,800 ‐ 2,800 100‐5329‐280 COMMUNICATIONS 7,000 7,626 6,000 2,847 6,000 ‐ 6,000 100‐5329‐310 OUTSIDE SERVICES 2,000 2,502 2,000 ‐ 2,000 ‐ 2,000 100‐5329‐410 EQUIPMENT MAINTENANCE 13,500 7,792 7,500 612 7,500 ‐ 7,500 100‐5329‐420 MOTOR FUEL & LUBE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5329‐422 FUEL 1,500 701 1,250 316 1,250 950 2,200 100‐5329‐440 TRAINING & DEVELOPMENT 2,000 535 1,500 1,660 1,500 1,000 2,500 100‐5329‐450 MILEAGE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5329‐490 OTHER OPERATING EXPENSES 200 30 200 ‐ 200 ‐ 200 100‐5329‐704 SALES TAX ‐ PD. ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5329‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5314‐220 SUPPLIES & MATERIALS: PPE 3,500 3,481 4,900 4,107 4,900 ‐ 4,900 TOTAL 36,500 31,620 30,150 13,998 30,150 1,950 32,100 TOTAL ENGINEERING & ADMINISTRATION 781,166 749,577 871,010 473,509 869,983 1,950 871,933 2016 2017 2018 130 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 STREET CREW WAGES 100‐5359‐110 SALARIES‐FULL‐TIME 428,751 422,840 434,673 273,542 434,671 96,620 531,291 100‐5359‐111 LTE's ‐ 8,256 12,000 9,469 12,000 ‐ 12,000 100‐5359‐117 OVERTME 17,000 19,919 34,255 4,527 34,255 ‐ 34,255 100‐5359‐118 REIMBURSEABLE WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5359‐135 LONGEVITY 12,419 12,418 13,557 ‐ 14,657 ‐ 14,657 TOTAL 458,170 463,434 494,485 287,538 495,583 96,620 592,203 PERSONNEL BENEFITS 100‐5359‐192 RETIREMENT 29,172 37,116 31,653 28,015 32,400 6,474 38,874 100‐5359‐193 FICA 33,813 34,598 35,609 21,372 37,912 7,391 45,303 100‐5359‐194 HEALTH INSURANCE 91,288 97,573 104,855 64,079 106,772 28,820 135,592 100‐5359‐195 DENTAL INSURANCE 13,411 13,540 14,559 8,862 14,558 4,644 19,202 100‐5359‐197 FURLOUGH ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5359‐199 FURLOUGH ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 167,684 182,827 186,676 122,327 191,642 47,329 238,971 OPERATING EXPENSES 100‐5331‐220 SUPPLIES & MATERIALS 50,000 43,506 50,000 32,271 50,000 ‐ 50,000 100‐5331‐280 COMMUNICATIONS 500 436 500 286 500 ‐ 500 100‐5331‐310 OUTSIDE SERVICES 7,350 4,122 ‐ ‐ ‐ 5,000 5,000 100‐5331‐325 REIMBURSEABLE DAMAGE CLAIMS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5359‐280 COMMUNICATIONS 1,000 153 300 230 300 ‐ 300 100‐5359‐440 TRAINING & DEVELOPMENT 500 300 500 ‐ 500 ‐ 500 100‐5359‐490 OTHER OPERATING EXPEN. 750 535 800 241 800 ‐ 800 100‐5359‐990 PW FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5359‐991 PW PAYROLL ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 60,100 49,051 52,100 33,028 52,100 5,000 57,100 TOTAL STREET CREW 685,954 695,312 733,261 442,893 739,325 148,949 888,274 131 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 FLEET MAINTENANCE WAGES 100‐5311‐110 SALARIES‐FULL‐TIME 121,303 121,773 122,806 77,511 122,806 29,761 152,567 100‐5311‐111 LTE ‐ ‐ 10,800 2,954 10,800 (10,800) ‐ 100‐5311‐117 OVERTIME 3,000 480 3,045 173 3,045 ‐ 3,045 100‐5311‐118 COMPENSATION COST RECOVERY (10,000) (11,243) (10,000) (8,526) (10,000) ‐ (10,000) 100‐5311‐135 LONGEVITY 2,622 2,621 3,224 ‐ 3,889 ‐ 3,889 100‐5313‐110 SALARIES‐FULL‐TIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 116,925 113,631 129,875 72,112 130,540 18,961 149,501 PERSONNEL BENEFITS 100‐5311‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5311‐192 RETIREMENT 8,159 (173) 8,777 (2,891) 8,693 2,718 11,411 100‐5311‐193 FICA 9,457 9,285 10,534 6,020 9,718 2,277 11,995 100‐5311‐194 HEALTH INSURANCE 20,287 27,168 28,302 17,315 28,820 14,410 43,230 100‐5311‐195 DENTAL INSURANCE 3,500 4,644 4,644 3,096 4,644 2,322 6,966 100‐5311‐197 FURLOUGH ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5311‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5313‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 41,403 40,924 52,257 23,540 51,875 21,727 73,602 OPERATING EXPENSES 100‐5311‐220 SUPPLIES & MATERIALS 2,000 637 1,500 939 1,500 ‐ 1,500 100‐5311‐280 COMMUNICATIONS 500 364 1,000 215 1,000 ‐ 1,000 100‐5311‐410 EQUIPMENT MAINTENANCE 108,000 141,744 110,000 72,772 110,000 ‐ 110,000 100‐5311‐420 MOTOR FUEL & LUBE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5311‐422 FUEL 48,000 28,833 47,000 19,416 47,000 ‐ 47,000 100‐5311‐440 TRAINING & DEVELOPMENT 250 100 3,750 ‐ 3,750 ‐ 3,750 100‐5311‐490 OTHER OPERATING EXPEN. 200 50 300 ‐ 300 ‐ 300 100‐5311‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5313‐210 OFFICE SUPPLIES ‐ 1,557 ‐ ‐ ‐ ‐ ‐ 100‐5313‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ 31,174 ‐ ‐ ‐ 100‐5313‐320 OUTSIDE SERVICES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5313‐325 REIMBURSEABLE DAMAGE CLAIMS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5313‐410 PARTS ‐ ‐ ‐ 13,168 ‐ ‐ ‐ 100‐5313‐420 LUBRICANTS ‐ ‐ ‐ 683 ‐ ‐ ‐ 100‐5313‐422 FUEL ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 158,950 173,285 163,550 138,367 163,550 ‐ 163,550 TOTAL FLEET MAINTENANCE 317,278 327,840 345,682 234,019 345,965 40,688 386,653 132 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 CITY GARAGE OPERATING EXPENSES 100‐5312‐220 SUPPLIES & MATERIALS 14,000 15,236 14,000 12,776 14,000 ‐ 14,000 100‐5312‐250 POSTAGE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5312‐270 TELEPHONE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5312‐280 COMMUNICATIONS ‐ ‐ ‐ 52 ‐ ‐ ‐ 100‐5312‐310 OUTSIDE SERVICES 5,000 4,091 5,300 3,400 5,300 800 6,100 100‐5312‐410 EQUIPMENT REPAIR & MAINT 2,500 3,600 5,500 3,651 5,500 850 6,350 100‐5312‐440 TRAINING ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5312‐470 UTILITIES 50,000 38,489 66,000 34,300 66,000 ‐ 66,000 100‐5312‐490 OTHER OPERATING EXPENSES 5,220 5,220 5,220 ‐ 5,220 ‐ 5,220 TOTAL 76,720 66,636 96,020 54,179 96,020 1,650 97,670 TOTAL CITY GARAGE 76,720 66,636 96,020 54,179 96,020 1,650 97,670 STREET CLEANING OPERATING EXPENSES 100‐5334‐220 SUPPLIES & MATERIALS 5,600 8,784 5,000 1,735 5,000 ‐ 5,000 100‐5334‐310 OUTSIDE SERVICES 4,000 3,012 3,500 3,569 3,500 500 4,000 100‐5334‐470 UTILITIES 120 59 100 ‐ 100 ‐ 100 TOTAL 9,720 11,855 8,600 5,304 8,600 500 9,100 TOTAL STREET CLEANING 9,720 11,855 8,600 5,304 8,600 500 9,100 SNOW & ICE REMOVAL OPERATING EXPENSES 100‐5335‐220 SUPPLIES & MATERIALS 98,000 99,390 90,000 92,759 90,000 ‐ 90,000 100‐5335‐325 REIMBURSEMENTS (10,000) (7,119) (7,500) (13,457) (7,500) ‐ (7,500) 100‐5335‐410 EQUIPMENT MAINTENANCE 1,000 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5335‐490 OTHER OPERATING EXPEN. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 89,000 92,271 82,500 79,302 82,500 ‐ 82,500 TOTAL SNOW & ICE REMOVAL 89,000 92,271 82,500 79,302 82,500 ‐ 82,500 133 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 TRAFFIC SIGNALS, SIGNS & MARKINGS OPERATING EXPENSES 100‐5333‐310 OUTSIDE SERVICES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5333‐410 EQUIPMENT MAINTENANCE 15,000 13,150 ‐ ‐ ‐ ‐ ‐ 100‐5340‐220 SUPPLIES & MATERIALS 1,500 2,466 2,500 802 2,500 ‐ 2,500 100‐5340‐310 OUTSIDE SERVICES 3,000 492 3,000 16,255 3,000 ‐ 3,000 100‐5340‐325 REIMBURSEABLE DAMAGE CLAIMS (25,000) (59,467) (25,000) (27,298) (25,000) (5,000) (30,000) 100‐5340‐410 EQUIPMENT MAINTENANCE 25,000 28,873 25,000 21,665 25,000 5,000 30,000 100‐5340‐470 UTILITIES 19,500 16,528 19,000 8,556 19,000 1,000 20,000 100‐5340‐800 CAPITAL OUTLAY 2,000 19,636 2,000 ‐ 2,000 ‐ 2,000 100‐5341‐220 SUPPLIES & MATERIALS 28,000 33,345 35,000 25,692 35,000 5,000 40,000 100‐5341‐280 COMMUNICATIONS ‐ ‐ ‐ 525 ‐ ‐ ‐ 100‐5341‐310 OUTSIDE SERVICES ‐ ‐ 5,000 ‐ 5,000 ‐ 5,000 100‐5341‐325 REIMBURSEABLE DAMAGE CLAIMS ‐ 33 ‐ ‐ ‐ ‐ ‐ TOTAL 69,000 55,055 66,500 46,196 66,500 6,000 72,500 TOTAL TRAFFIC SIGNALS, SIGNS & MARKINGS 69,000 55,055 66,500 46,196 66,500 6,000 72,500 STREET LIGHTING OPERATING EXPENSES 100‐5342‐220 SUPPLIES & MATERIALS 1,200 6,444 1,200 2,167 1,200 800 2,000 100‐5342‐310 OUTSIDE SERVICES 8,000 6,448 8,000 1,376 8,000 ‐ 8,000 100‐5342‐325 REIMBURSEABLE DAMAGE CLAIMS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5342‐470 UTILITIES 119,000 120,134 123,000 71,181 123,000 ‐ 123,000 100‐5342‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5342‐800 CAPITAL OUTLAY 3,500 2,187 3,500 4,742 3,500 4,500 8,000 TOTAL 131,700 135,213 135,700 79,467 135,700 5,300 141,000 TOTAL STREET LIGHTING 131,700 135,213 135,700 79,467 135,700 5,300 141,000 134 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC WORKS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 TREE & BRUSH REMOVAL OPERATING EXPENSES 100‐5343‐220 SUPPLIES & MATERIALS 1,500 1,188 1,500 1,236 1,500 ‐ 1,500 100‐5343‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 1,500 1,188 1,500 1,236 1,500 ‐ 1,500 TOTAL TREE & BRUSH REMOVAL 1,500 1,188 1,500 1,236 1,500 ‐ 1,500 SIDEWALK MAINTENANCE OPERATING EXPENSES 100‐5344‐310 OUTSIDE SERVICES 140,000 122,239 140,000 25,948 140,000 ‐ 140,000 TOTAL 140,000 122,239 140,000 25,948 140,000 ‐ 140,000 TOTAL SIDEWALK MAINTENANCE 140,000 122,239 140,000 25,948 140,000 ‐ 140,000 STORM SEWERS OPERATING EXPENSES 100‐5345‐220 SUPPLIES & MATERIALS 12,000 14,791 14,000 6,774 14,000 1,000 15,000 100‐5345‐310 OUTSIDE SERVICES 40,000 25,515 40,000 8,891 40,000 60,000 100,000 TOTAL 52,000 40,307 54,000 15,665 54,000 61,000 115,000 TOTAL STORM SEWERS 52,000 40,307 54,000 15,665 54,000 61,000 115,000 WATER RESROUCES OPERATING EXPENSES 100‐5618‐310 OUTSIDE SERVICES 35,624 20,882 21,159 21,153 21,159 280 21,439 100‐5618‐490 STORM WATER MANAGEMENT PLAN ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5618‐500 OTHER STORM WATER EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 35,624 20,882 21,159 21,153 21,159 280 21,439 TOTAL WATER RESROUCES 35,624 20,882 21,159 21,153 21,159 280 21,439 TOTAL PUBLIC WORKS DEPARTMENT 2,389,662 2,318,375 2,555,932 1,478,872 2,561,252 266,317 2,827,569 135 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PUBLIC WORKS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift ENGINEERING & ADMINISTRATION 100‐5329‐422 FUEL Addition to fleet of vehicle for Operations Manager is estimated to include need for about 350 gallons of gasoline at budget price of $2.75. 950 $ 100‐5329‐440 TRAINING & DEVELOPMENT Increase would allow engineering technicians to attend pertinent professional development classes offered through UW extension. 1,000 $ STREET CREW 100‐5359‐110 SALARIES‐FULL‐TIME 48,310 100‐5359‐135 LONGEVITY ‐ 100‐5359‐192 RETIREMENT 3,237 100‐5359‐193 FICA 3,696 100‐5359‐194 HEALTH INSURANCE 14,410 100‐5359‐195 DENTAL INSURANCE 2,322 Total 71,974 $ 100‐5359‐110 SALARIES‐FULL‐TIME 48,310 100‐5359‐135 LONGEVITY ‐ 100‐5359‐192 RETIREMENT 3,237 100‐5359‐193 FICA 3,696 100‐5359‐194 HEALTH INSURANCE 14,410 100‐5359‐195 DENTAL INSURANCE 2,322 Total 71,974 $ 100‐5331‐310 OUTSIDE SERVICES Inspection of the City's 21 bridges is contracted through the County in even‐numbered years. Information is entered into the State's bridge structure database for long‐term access. 5,000 $ FLEET MAINTENANCE 100‐5311‐110 SALARIES‐FULL‐TIME 29,761 $ 100‐5311‐111 LTE (10,800) $ 100‐5311‐135 LONGEVITY ‐ $ 100‐5311‐192 RETIREMENT 2,718 $ 100‐5311‐193 FICA 2,277 $ 100‐5311‐194 HEALTH INSURANCE 14,410 $ 100‐5311‐195 DENTAL INSURANCE 2,322 $ Total 40,688 $ Street Crew Member #1 Request 1 of 2 for an additional Street Crew Member. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Public Works Department. Street Crew Member #2 Request 2 of 2 for an additional Street Crew Member. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Public Works Department. Service Technician Request for a Service Technician in the garage. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Public Works Department. 136 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PUBLIC WORKS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift CITY GARAGE 100‐5312‐310 OUTSIDE SERVICES Sprinkler inspection service contract (new in 2017, but not included in that budget). 800 $ 100‐5312‐410 EQUIPMENT REPAIR & MAINT Annual maintenance contract for generator (new in 2018). 850 $ STREET CLEANING 100‐5334‐310 OUTSIDE SERVICES Dane County landfill fee for disposal of materials swept from City streets. 500 $ TRAFFIC SIGNALS, SIGNS & MARKINGS 100‐5340‐325 REIMBURSEABLE DAMAGE CLAIMS Recent trend has shown higher cost recovery of our insurance claims for repairs to traffic signal damage, typically from vehicle collisions. (5,000) $ 100‐5340‐410 EQUIPMENT MAINTENANCE Recent trend has shown higher costs of repairs to traffic signal damage, typically from vehicle collisions. 5,000 $ 100‐5340‐470 UTILITIES New traffic signal at Allen/Maywood will require electric power. 1,000 $ 100‐5341‐220 SUPPLIES & MATERIALS Expansion of city street network, and installation of more electronic signs requires more funding for maintenance/replacement of pavement markings, street signs, wayfinding signs, RRFB beacons, and speed display signs. 5,000 $ STREET LIGHTING 100‐5342‐220 SUPPLIES & MATERIALS Costs of materials to repair street lights has varied over the years, but recent trend has been at least $2,000 per year. 800 $ 100‐5342‐800 CAPITAL OUTLAY Cost of poles to replace knock‐downs not covered by insurance. With more types of special poles and fixtures approved, replacement costs have increased significantly. 4,500 $ 137 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PUBLIC WORKS Line item Account Number Account Title Description / Justification Mandate Increase Line Shift STORM SEWERS 100‐5345‐220 SUPPLIES & MATERIALS Storm sewer repair needs aren't entirely predictable, and can't safely be deferred. Requested increase would meet actual expenses in 2016, but fall well short of actual expenses in 2015. 1,000 $ 100‐5345‐310 OUTSIDE SERVICES Annual maintenance expenses moved from capital to operating budget in 2014. Engineering Technician Shawn Ulsrud has managed the maintenance needs of ditches and ponds, and in 2017 began preparing a multi‐year plan. The plan is not yet complete, but is expected soon. 60,000 $ WATER RESROUCES 100‐5618‐310 OUTSIDE SERVICES This requested increase was recommended by WRMC to cover only the annual costs of WPDES requirements and our share of the County's monitoring of Pheasant Branch. 280 $ TOTAL BY AREA 7,300 $ 259,017 $ ‐ $ COMBINED TOTAL 266,317 $ 138 ---PAGE BREAK--- 2018 City of Middleton Budget REFUSE & RECYCLING COLLECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET LANDFILL OPERATING EXPENSES 100‐5363‐310 OUTSIDE SERVICES 80,000 79,630 116,330 115,830 116,330 (22,330) 94,000 100‐5363‐990 LANDFILL ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 80,000 79,630 116,330 115,830 116,330 (22,330) 94,000 TOTAL LANDFILL 80,000 79,630 116,330 115,830 116,330 (22,330) 94,000 REFUSE COLLECTION WAGES 100‐5562‐110 SALARIES‐FULL‐TIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5562‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 100‐5562‐310 OUTSIDE SERVICES 510,000 497,132 522,000 254,947 522,000 13,000 535,000 100‐5562‐490 OTHER OPERATING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 510,000 497,132 522,000 254,947 522,000 13,000 535,000 TOTAL REFUSE COLLECTION 510,000 497,132 522,000 254,947 522,000 13,000 535,000 2016 2017 2018 139 ---PAGE BREAK--- 2018 City of Middleton Budget REFUSE & RECYCLING COLLECTION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 RECYCLING COLLECTION WAGES 100‐5365‐110 SALARIES‐FULL‐TIME 6,113 6,965 9,000 4,118 8,960 ‐ 8,960 TOTAL 6,113 6,965 9,000 4,118 8,960 ‐ 8,960 PERSONNEL BENEFITS 100‐5365‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5365‐193 FICA 468 517 689 305 685 ‐ 685 TOTAL 468 517 689 305 685 ‐ 685 OPERATING EXPENSES 100‐5365‐210 SUPPLIES ‐ ‐ ‐ 36 ‐ ‐ ‐ 100‐5365‐260 ADVERTISING, PRINTING, PUBLISH ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5365‐280 COMMUNICATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5365‐310 OUTSIDE SERVICES 248,000 239,128 256,000 123,430 256,000 12,000 268,000 100‐5365‐325 REIMBURSEMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5365‐440 TRAINING & DEVELOPMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5365‐490 OTHER OPERATING EXPENSES 12,000 18,296 12,000 8,981 12,000 6,000 18,000 TOTAL 260,000 257,424 268,000 132,447 268,000 18,000 286,000 TOTAL RECYCLING COLLECTION 266,581 264,906 277,689 136,870 277,645 18,000 295,645 TOTAL REFUSE & RECYCLING COLLECTION 856,581 841,668 916,019 507,648 915,975 8,670 924,645 140 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT REFUSE Line item Account Number Account Title Description / Justification Mandate Increase Line Shift LANDFILL 100‐5363‐310 OUTSIDE SERVICES 2018 MRD budget will be set at annual meeting in October. 2017 MRD budget included costs of several projects required by DNR, but not needed again in 2018. (22,330) $ REFUSE COLLECTION 100‐5562‐310 OUTSIDE SERVICES Requested increase is based on historical trend of adding 60 customers per year, and accounts for contract cart service price for 2018. 13,000 $ RECYCLING COLLECTION 100‐5365‐310 OUTSIDE SERVICES Requested increase is based on historical trend of adding 60 customers per year, and accounts for contract cart service price for 2018. 12,000 $ 100‐5365‐490 OTHER OPERATING EXPENSES Cost of vendor services to recycle electronics, motor oil, paint, etc. collected at the recycling center. There is not yet sufficient history to project a reliable estimate, and costs are dependent on volume of materials dropped off. 6,000 $ TOTAL BY AREA 25,000 $ (16,330) $ ‐ $ COMBINED TOTAL 8,670 $ 141 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Public Works DEPARTMENT: Public Works DIRECTOR: Shawn Stauske DIVISION: Engineering/Operations DIVISION MANAGER: Shawn Stauske MISSIONS: DEPARTMENT: Provide basic public transportation, storm water management and utility infrastructure and services consistent with citizen expectations in an urban environment. DIVISION: Provide engineering, secretarial, custodial, street crew and mechanics support for public works activities, as well as support of several other departments. ORGINAZATIONAL CHART 142 ---PAGE BREAK--- AUTHORIZED POSITION LIST 2014 2015 2016 2017 2018 Public Works Director / City Engineer 1 1 1 1 1 Asst. PW Director / Asst. City Engineer 1 1 1 1 1 Engineering Technician 3 3 3 3 3 Operations Manager 1 1 Lead Mechanic 1 1 1 1 1 Mechanic 1 1 1 1 1 Street Foreman 1 1 1 1 1 Street Crewman 7 7 7 7 7 Utility Manager 1 1 1 1 1 Asst. Utility Manager / Utility Foreman 1 1 1 1 1 Utility Crewman 5 5 6 6 6 Office Manager / Assoc. Operations Mgr. 1 1 1 1 1 Utility Billing Manager 1 1 1 1 1 Public Works Assistant 1 1 1 1 Secretary (40 hour / 30 hour) 2 1 1 1 1 Recycling Center Coordinator (PT) 1 1 1 1 Total 26 27 28 29 29 MAJOR RESPONSIBILITIES: 1. Provide engineering support for infrastructure projects and citizen inquiries related to public works. 2. Patch, resurface, paint, sign, sweep, control snow/ice, etc. on City streets. 3. Maintain traffic signals and street lights. 4. Study and implement improvements for traffic control and calming. 5. Manage storm sewer and ditch system. 6. Collect brush, leaves, refuse and recyclable materials. 7. Maintain fleet vehicles for Public Works, Public Lands, Police and EMS departments. 8. Provide secretarial support for Public Works, Planning and Building Inspection depts. 9. Maintain the City Hall building. 10. Provide emergency response support as needed. 2018 GOALS: 1. Install additional pedestrian countdown timers at signalized crosswalks, as funding allows and consistent with the MUTCD. 2. Work on development of a street sign and pavement marking policy manual to guide installations and removals to best use available funding to maintain required retroreflectivity of signs and reduce visual clutter. 3. Review opportunities to provide additional on‐street parking in consistent with street width standards approved by the Council in late 2006. As noted in those standards, they're intended to apply to both new and existing streets, which could provide additional parking spaces and traffic calming, and minimize alternate side parking exemptions during winter. 4. Continue to pursue CVMIC risk management and training opportunities. 143 ---PAGE BREAK--- SIGNIFICANT ISSUES IN 2018: 1. Impending jurisdictional transfers of County roads (part of University Ave. transferred in late 2017) will add significant maintenance demands, especially for plowing and pavement maintenance. 2. Citizen desire for flat or decreased spending, coupled with growing population and expanding City, makes it difficult to meet citizen expectations of historic service levels. 3. Weather conditions affect heating/cooling costs and snow/ice removal efforts, but are unknowable and difficult to accurately budget for. 4. Costs of natural gas, electricity, vehicle fuels and construction materials are subject to market fluctuations and are difficult to predict for accurate budgeting. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 As of 6/30 2017 Year‐end est. 2018 Projected Roadway miles under City jurisdiction (pavement maintenance, signs, snow removal, utility mains, street lights, sidewalk). 72.1 72.32 72.77 72.77 73.85 Number of homes in City (leaves, brush, refuse, etc.) Number shown is occupied addresses that are not multi‐ family. 4,935 4,985 5,006 5,020 5,050 Number of traffic signals under City jurisdiction. 16 16 16 17 17 Average pavement surface evaluation rating (Scale 1‐10). 6.52 6.78 7.05 7.11 7.25 Note: PASER ratings are recorded only in odd‐numbered years, generally in the fall. Other figures shown are estimated based on planned improvements and will be updated when information is available. 144 ---PAGE BREAK--- DEPARTMENT: Public Works DIRECTOR: Shawn Stauske DIVISION: Water Resources Management DIVISION MANAGER: Gary Huth MISSIONS: DEPARTMENT: Provide basic public transportation, storm water management and utility infrastructure and services consistent with citizen expectations in an urban environment. DIVISION: The mission of the Water Resources Management Commission is to develop, guide, interpret and administer policy, technical standards and ordinances to protect, manage and enhance the water resources in the City of Middleton for the benefit of its citizens and communities within its watersheds. MAJOR RESPONSIBILITIES: 1. Staff the WRMC and coordinate with outside agencies to perform monitoring, conduct studies and implement area‐wide Adaptive Management Program, including attending Yahara WINS meetings. 2. Participate as member of Yahara WINS Executive Committee, which oversees activities and budget of the Adaptive Management program. 3. Manage contracts with consultants to develop plans and implement projects and best management practices to control storm water runoff and improve the quality of surface and ground water. 4. Implement procedures to inform the Common Council, City committees and outside agencies. 5. Develop and maintain maps and databases of public storm water management features. 6. Respond to inquiries from the public regarding developments in water resources management. 7. Develop and recommend plans to bring City into compliance with applicable storm water standards. 8. Develop ordinances to allow enforcement of and compliance with applicable storm water standards. 9. Review development and storm water management plans submitted by developers in the City. 10. Participate in WPDES permit group (MAMSWaP) and submit biannual reports. 11. Coordinate tracking of compliance with maintenance requirements for private storm water management facilities per recorded maintenance agreements. 2018 GOALS: 1. Continue the stream data collection as baseline for pollutant loadings originating outside the City. 2. Participate in Yahara WINS as part of the Adaptive Management approach to meeting the DNR mandated TMDL standards. 3. Fine tune Storm Water Runoff Control ordinance, as may be needed, to match changes in state and county laws and to eliminate minor inconsistencies. 4. Develop and implement a five‐year maintenance program for major City‐owned storm water facilities and drainage ways. 5. Continue maintenance program of minor City‐owned storm water repair facilities. 6. Continue to improve City’s database of private storm water controls to facilitate monitoring of required maintenance and recording of biannual certification reports from property owners. 145 ---PAGE BREAK--- SIGNIFICANT ISSUES FOR DIVISION IN 2018: 1. Restoring major storm water controls to design configurations to ensure performance. 2. Keep Common Council apprised of impacts to the budget for maintenance of storm water controls – particularly those required to comply with TMDL standards. 3. Identify suitable locations in the North Fork Basin for land acquisition for infiltration features. 4. Participate in Adaptive Management Program. 5. Coordinate with Public Lands Department on maintenance of shared facilities and lands. 2015 2016 2017 2017 2018 WORKLOAD ACTIVITIES Actual Actual As of 6/30 Projected Projected Erosion Control Plan Reviews /Permits 38 / 25 64 / 32 12 / 7 25 / 14 30 / 15 Storm Water Plan Reviews / Permits 25 / 13 50 / 16 7 / 1 15 / 6 20 / 8 WRMC Meetings 5 8 5 10 10 SWUB Meetings 5 2 2 4 4 MAMSWaP Meetings 4 4 2 4 4 Yahara WINS Meetings 0 3 3 7 8 SWTAC Meetings N/A 4 4 4 N/A 146 ---PAGE BREAK--- 2018 City of Middleton Budget SENIOR CENTER REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET INTERGOVERNMENTAL REVENUE 100‐4373‐00 COUNTY AID ‐ SENIOR CITIZENS 49,219 50,977 51,000 37,908 51,000 ‐ 51,000 TOTAL 49,219 50,977 51,000 37,908 51,000 ‐ 51,000 PUBLIC CHARGES FOR SERVICES 100‐4661‐00 SENIOR CITIZEN PROGRAM REVENU 2,000 2,017 2,000 1,082 2,000 ‐ 2,000 100‐4662‐00 SR CENTER TRIP REVENUE 13,000 17,374 3,000 13,945 3,000 12,000 15,000 100‐4663‐00 SR. CENTER CLASSES REVENUE 7,500 8,268 10,700 8,603 10,700 ‐ 10,700 100‐4664‐00 SENIOR CENTER MISC REVENUE 4,000 4,783 4,000 3,024 4,000 ‐ 4,000 TOTAL 26,500 32,442 19,700 26,653 19,700 12,000 31,700 TOTAL SENIOR CENTER REVENUES 75,719 83,419 70,700 64,561 70,700 12,000 82,700 2016 2017 2018 147 ---PAGE BREAK--- 2018 City of Middleton Budget SENIOR CENTER BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5516‐110 SALARIES‐FULL‐TIME 204,177 205,515 209,452 132,314 209,452 ‐ 209,452 100‐5516‐111 PART‐TIME PERM. 70,913 77,833 83,368 56,600 72,479 ‐ 72,479 100‐5516‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5516‐118 WAGE REIMBURSEMENT (7,280) (7,280) (7,280) ‐ (7,280) ‐ (7,280) 100‐5516‐120 WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5516‐135 LONGEVITY 9,164 9,163 10,033 ‐ 10,696 ‐ 10,696 TOTAL 276,974 285,231 295,573 188,914 285,347 ‐ 285,347 PERSONNEL BENEFITS 100‐5516‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5516‐192 RETIREMENT 18,761 18,611 20,390 12,609 19,606 ‐ 19,606 100‐5516‐193 FICA 21,746 21,534 23,169 13,745 22,386 ‐ 22,386 100‐5516‐194 HEALTH INSURANCE 47,742 41,401 45,696 26,040 46,526 ‐ 46,526 100‐5516‐195 DENTAL INSURANCE 6,709 7,197 7,594 4,180 6,414 ‐ 6,414 100‐5516‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 94,958 88,743 96,849 56,574 94,932 ‐ 94,932 OPERATING EXPENSES 100‐5516‐210 OFFICE SUPPLIES 4,500 3,613 3,849 2,320 3,849 ‐ 3,849 100‐5516‐250 POSTAGE 5,126 5,288 5,732 450 5,732 ‐ 5,732 100‐5516‐260 ADVERTISING, PRINTING, PUBLISH 5,200 7,827 5,200 5,755 5,200 ‐ 5,200 100‐5516‐280 COMMUNICATIONS 1,450 1,228 1,450 719 1,450 ‐ 1,450 100‐5516‐310 TRIPS 3,000 12,183 3,000 12,471 3,000 12,000 15,000 100‐5516‐320 PROGRAMS 1,855 5,058 1,855 1,193 1,855 ‐ 1,855 100‐5516‐330 CLASSES 6,500 4,173 6,500 5,887 6,500 ‐ 6,500 100‐5516‐335 VOLUNTEER EXPENSES 1,815 1,810 1,815 336 1,815 ‐ 1,815 100‐5516‐340 BUILDINGS & GROUNDS MAINT 18,670 20,526 18,670 11,683 18,670 ‐ 18,670 100‐5516‐410 EQUIPMENT MAINTENANCE 1,797 4,793 2,500 6,573 2,500 3,500 6,000 100‐5516‐440 TRAINING & DEVELOPMENT 1,986 2,251 1,986 1,615 1,986 ‐ 1,986 100‐5516‐450 MILEAGE 942 1,018 942 600 942 ‐ 942 100‐5516‐470 UTILITIES 22,250 23,843 24,900 14,216 24,900 ‐ 24,900 100‐5516‐480 DINING CENTER EXPENSES 3,200 4,200 3,200 2,926 3,200 ‐ 3,200 100‐5516‐490 OTHER OPERATING EXPENSES 2,500 1,684 1,464 928 1,464 ‐ 1,464 TOTAL 80,791 99,495 83,063 67,671 83,063 15,500 98,563 TOTAL SENIOR CENTER 452,723 473,469 475,485 313,159 463,342 15,500 478,842 2016 2017 2018 148 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT SENIOR CENTER Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5516‐310 TRIPS The Senior Center charges the cost of trips to participants. Staff is recommending increasing both the revenue and expense of trips to match the earning and spending trends. While this is showing as an increase cost, there is an offsetting revenue for the program. The Senior Center passes through the cost of trips to the participants. 12,000 $ 100‐5516‐410 EQUIPMENT MAINTENANCE Increased costs to maintain aging infrastructure. 3,500 $ TOTAL BY AREA ‐ $ 3,500 $ 12,000 $ COMBINED TOTAL 15,500 $ 149 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Senior Center DEPARTMENT: Senior Center DIRECTOR: Jill Kranz MISSION: The Middleton Senior Center enriches the lives of older adults. ORGANIZATIONAL CHART AUTHORIZED POSITION LIST 2013 2014 2015 2016 2017 2018 Director 1 1 1 1 1 1 Program Coordinator 1 1 1 1 1 1 Volunteer Coordinator .5 .5 .5 .5 .5 .5 Dining Center Coordinator .88 .88 .88 .88 .88 .88 Case Manager 1.3 1.3 1.3 1.3 1.3 1.3 Administrative Assistant .5 .5 .5 .75 .75 .58 Front Desk Receptionist & Building Attendant .2 .2 .2 .2 .2 .63 Total 5.38 5.38 5.38 5.63 5.63 5.89 Senior Services Director (1 FTE) ! Program Coordinator (1 FTE) Volunteer Coordinator FTE) Dining Center Coordinator (.88 FTE) Case Managers (1.3 FTE, 2 staff persons) Administrative Assistant (.58 FTE) 360 Volunteers Front Desk Receptionist & Building Attendant (.63 FTE – 2 staff persons) Commission on Aging 150 ---PAGE BREAK--- MAJOR RESPONSIBILITIES: 1. Provide and coordinate programs and services for older adults, to maintain their independence and uphold their dignity. 2. Provide opportunities for volunteer service at the senior center and serving older adults throughout our community. 3. Provide information and referrals to older adults and their families. 4. Provide opportunities for older adults to influence policies, procedures and programs at the Middleton Senior Center. 5. Work cooperatively with other city departments to enhance the lives of older adults and all Middleton citizens. 6. Develop and maintain community ties that also enhance the lives of older adults. 2018 GOALS: 1. Begin the process to update of the Senior Center Action Plan, looking toward the 2020 national re‐accreditation, using the national standards and working with the Commission on Aging. 2. Continue to enhance and increase volunteer involvement in the senior center and provide additional leadership positions for older adults. Develop further corporate sponsorships for group volunteering opportunities. 3. Participate in grant opportunities that will open new avenues to serving the need of older adults in Middleton. 4. Monitor the budget of programs and activities, looking for ways to economize. 5. Strive every day, in every interaction with our participants, to enrich the lives of older adults in Middleton. SIGNIFICANT ISSUES IN 2018: 1. Maintaining our ability to serve the diverse need of older adults using the Senior Center. 2. The Senior Center is starting to see major equipment, such as HVAC, need repairs. As The Senior Center is 16 years old a number of items have begun to fail. The building has 10 HVAC units in the Senior Center and 2 additional units in the rental space. 3. Working in partnership with the Police and IT departments, installation of a new video monitoring security system (the original system has failed and is no longer usable) and to update and tighten security procedures throughout the senior center operations – both physical facilities and programmatically. WORKLOAD ACTIVITIES 2014 Actual 2015 Actual 2016 Actual 2017 As of 6/30 2018 Projected Daily participation average 183 192 191 191 220 Case Management contacts 5,520 4,965 6,426 2,500 5,000 Meal on Wheels delivered 5,311 5,061 4,906 2,525 5,000 Dining Center Meals served 5,823 5,465 4,910 2,139 5,000 Volunteers on staff 337 345 345 360 380 Newsletter distributed 1,331 1,416 1,558 1,650 1,650 Medical equipment loaned ‐ ‐ 431 342 700 Wheelchairs loaned ‐ ‐ 81 83 160 151 ---PAGE BREAK--- 2018 City of Middleton Budget RECREATION REVENUE BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET AQUATIC CENTER REVENUE 100‐4673‐03 AQUATIC PROGRAM REVENUE 60,000 59,892 58,000 59,237 58,000 ‐ 58,000 100‐4673‐04 SWIMPOOL ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐4673‐05 DAILY AQUATIC ADMISSIONS 75,000 95,896 75,000 106,608 75,000 ‐ 75,000 100‐4673‐06 AQUATIC CONCESSION REVENUE 31,248 33,133 31,248 29,617 31,248 ‐ 31,248 100‐4673‐07 POOL RESERVATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐4673‐08 AQUATIC MEMBERSHIPS 38,000 38,254 38,000 42,220 38,000 ‐ 38,000 TOTAL 204,248 227,175 202,248 237,681 202,248 ‐ 202,248 SUMMER RECREATION REVENUE 100‐4674‐01 SUMMER RECREATION 50,836 42,362 47,500 46,876 47,500 ‐ 47,500 TOTAL 50,836 42,362 47,500 46,876 47,500 ‐ 47,500 FALL‐WINTER‐SPRING RECREATION REVENUE 100‐4674‐02 FALL‐WINTER‐SPRING RECREATION 10,000 40,420 47,000 23,490 47,000 ‐ 47,000 100‐4674‐03 SPONSORSHIP & FUNDRAISERS ‐ 2,720 1,200 1,125 1,200 ‐ 1,200 100‐4674‐04 EVENT/TRIP REVENUE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 10,000 43,140 48,200 24,615 48,200 ‐ 48,200 HUBBARD ACTIVITY CENTER 100‐4674‐05 HUBBARD ART CENTER PROGRAM R 24,854 66,738 47,982 37,491 47,982 ‐ 47,982 TOTAL 24,854 66,738 47,982 37,491 47,982 ‐ 47,982 TOTAL RECREATION REVENUE 289,938 379,415 345,930 346,664 345,930 ‐ 345,930 2016 2017 2018 152 ---PAGE BREAK--- 2018 City of Middleton Budget RECREATION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET RECREATION ADMINISTRATION WAGES 100‐5530‐110 SALARIES‐FULL‐TIME 130,858 148,773 148,672 93,848 148,671 49,041 197,712 100‐5530‐120 LTE'S ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5530‐135 LONGEVITY 769 769 1,170 ‐ 1,818 73 1,891 TOTAL 131,627 149,542 149,842 93,848 150,489 49,114 199,603 PERSONNEL BENEFITS 100‐5530‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5530‐192 RETIREMENT 8,688 8,845 10,189 6,602 10,083 3,291 13,374 100‐5530‐193 FICA 10,070 11,703 11,463 7,057 11,512 3,757 15,269 100‐5530‐194 HEALTH INSURANCE 36,961 20,590 19,949 12,132 28,820 19,742 48,562 100‐5530‐195 DENTAL INSURANCE 6,112 5,233 5,234 3,488 6,966 3,181 10,147 100‐5530‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 61,831 46,371 46,835 29,279 57,381 29,971 87,352 OPERATING EXPENSES 100‐5530‐210 OFFICE SUPPLIES 3,350 1,990 3,115 116 3,115 ‐ 3,115 100‐5530‐220 SUPPLIES/MATERIALS (REC DESK) ‐ 336 2,900 2,900 2,900 ‐ 2,900 100‐5530‐260 ADVERTISING & PRINTING 8,800 25,547 16,800 10,558 16,800 ‐ 16,800 100‐5530‐280 COMMUNICATIONS 550 1,462 964 246 964 21 985 100‐5530‐440 TRAINING & DEVELOPMENT 2,500 2,448 2,500 636 2,500 500 3,000 100‐5530‐470 UTILITIES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 15,200 31,784 26,279 14,456 26,279 521 26,800 TOTAL RECREATION ADMINISTRATION 208,658 227,697 222,956 137,583 234,149 79,606 313,755 2018 2016 2017 153 ---PAGE BREAK--- 2018 City of Middleton Budget RECREATION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2018 2016 2017 SUMMER RECREATION WAGES 100‐5531‐114 SEASONAL 35,000 21,222 35,000 26,188 60,000 (15,000) 45,000 100‐5531‐120 WAGES ‐ ‐ ‐ 10 ‐ ‐ ‐ TOTAL 35,000 21,222 35,000 26,198 60,000 (15,000) 45,000 PERSONNEL BENEFITS 100‐5531‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5531‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5531‐193 FICA 2,700 1,538 2,700 2,004 4,625 (1,182) 3,443 TOTAL 2,700 1,538 2,700 2,004 4,625 (1,182) 3,443 OPERATING EXPENSES 100‐5531‐220 SUPPLIES & MATERIALS 7,000 7,681 7,000 3,957 12,532 (1,532) 11,000 100‐5531‐310 OUTSIDE SERVICES 4,988 ‐ 4,988 2,844 5,988 3,012 9,000 100‐5531‐480 SCHOOL FACILITY RENTALS 3,500 391 1,500 82 4,500 ‐ 4,500 100‐5531‐500 EVENT/TRIP EXPENDITURES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 15,488 8,072 13,488 6,883 23,020 1,480 24,500 TOTAL SUMMER RECREATION 53,188 30,832 51,188 35,085 87,645 (14,702) 72,943 154 ---PAGE BREAK--- 2018 City of Middleton Budget RECREATION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2018 2016 2017 FALL‐WINTER‐SPRING RECREATION WAGES 100‐5532‐114 SEASONAL 25,000 10,946 25,000 14,968 ‐ ‐ ‐ 100‐5532‐120 WAGES 53,000 ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 78,000 10,946 25,000 14,968 ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5532‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5532‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5532‐193 FICA 1,925 1,155 1,925 1,073 ‐ ‐ ‐ TOTAL 1,925 1,155 1,925 1,073 ‐ ‐ ‐ OPERATING EXPENSES 100‐5532‐220 SUPPLIES & MATERIALS 6,344 3,865 5,532 1,227 ‐ ‐ ‐ 100‐5532‐310 OUTSIDE SERVICES 1,000 125 1,000 4,302 ‐ ‐ ‐ 100‐5532‐480 SCHOOL FACILITY RENTALS 6,000 3,372 3,000 ‐ ‐ ‐ ‐ 100‐5532‐500 EVENT/TRIP EXPENDITURES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5532‐704 SALES TAX ‐ PD. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 13,344 7,362 9,532 5,529 ‐ ‐ ‐ TOTAL FALL‐WINTER‐SPRING RECREATION 93,269 19,463 36,457 21,570 ‐ ‐ ‐ 155 ---PAGE BREAK--- 2018 City of Middleton Budget RECREATION BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2018 2016 2017 AQUATIC CENTER WAGES 100‐5542‐114 SEASONAL 145,200 138,957 135,690 110,309 135,690 ‐ 135,690 100‐5542‐120 WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5543‐114 SEASONAL: CONCESSIONS 18,630 26,370 24,630 19,275 24,630 ‐ 24,630 100‐5544‐114 SEASONAL: SWIM INSTRUCTORS ‐ 1,238 ‐ 1,204 ‐ 1,000 1,000 TOTAL 163,830 166,565 160,320 130,787 160,320 1,000 161,320 PERSONNEL BENEFITS 100‐5542‐189 WORK PERM. REIMBURSEMENTS 400 120 400 260 400 ‐ 400 100‐5542‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5542‐192 RETIREMENT ‐ 19 ‐ 4 ‐ ‐ ‐ 100‐5542‐193 FICA 11,109 10,619 11,109 8,430 10,380 ‐ 10,380 100‐5543‐193 FICA: CONCESSIONS 1,425 2,017 1,425 1,475 1,884 ‐ 1,884 100‐5544‐193 FICA: SWIM INSTRUCTORS ‐ 95 ‐ 92 ‐ ‐ ‐ TOTAL 12,934 12,870 12,934 10,261 12,664 ‐ 12,664 OPERATING EXPENSES 100‐5542‐200 FEES ‐ ‐ 1,296 1,296 1,296 ‐ 1,296 100‐5542‐210 OFFICE SUPPLIES 3,500 311 2,946 ‐ 2,946 ‐ 2,946 100‐5542‐220 SUPPLIES & MATERIALS 12,000 11,642 9,810 8,829 9,810 ‐ 9,810 100‐5542‐221 CONCESSION MERCHANDISE 16,500 18,615 16,500 13,331 16,500 ‐ 16,500 100‐5542‐310 OUTSIDE SERVICES 30,000 22,899 32,340 15,567 32,340 ‐ 32,340 100‐5542‐410 REPAIR & MAINTENANCE 10,000 5,598 10,000 5,949 10,000 ‐ 10,000 100‐5542‐440 TRAINING & DEVELOPMENT 3,000 1,695 1,839 1,190 1,839 161 2,000 100‐5542‐470 UTILITIES 35,280 33,995 42,001 20,523 42,001 (7,001) 35,000 100‐5542‐480 CHEMICALS ‐ ‐ ‐ 25 ‐ ‐ ‐ 100‐5542‐500 EVENT/TRIP EXPENDITURES 500 40 500 ‐ 500 ‐ 500 TOTAL 110,780 94,795 117,232 66,709 117,232 (6,840) 110,392 TOTAL AQUATIC CENTER 287,544 274,230 290,486 207,758 290,216 (5,840) 284,376 TOTAL RECREATION DEPARTMENT 642,659 552,221 601,087 401,996 612,010 59,064 671,074 156 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT RECREATION Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5530‐110 SALARIES‐FULL‐TIME 36,099 $ 100‐5530‐135 LONGEVITY ‐ $ 100‐5530‐192 RETIREMENT 2,419 $ 100‐5530‐193 FICA 2,762 $ 100‐5530‐194 HEALTH INSURANCE 14,410 $ 100‐5530‐195 DENTAL INSURANCE 2,322 $ Total 58,012 $ 100‐5530‐110 SALARIES‐FULL‐TIME 5,640 $ 100‐5530‐135 LONGEVITY ‐ $ 100‐5530‐192 RETIREMENT 378 $ 100‐5530‐193 FICA 431 $ 100‐5530‐194 HEALTH INSURANCE ‐ $ 100‐5530‐195 DENTAL INSURANCE ‐ $ Total 6,450 $ 100‐5530‐110 SALARIES‐FULL‐TIME 7,301 $ 100‐5530‐135 LONGEVITY 73 $ 100‐5530‐192 RETIREMENT 494 $ 100‐5530‐193 FICA 564 $ 100‐5530‐194 HEALTH INSURANCE 5,332 $ 100‐5530‐195 DENTAL INSURANCE 859 $ Total 14,624 $ 100‐5530‐280 COMMUNICATIONS True cost of service. 21 $ 100‐5530‐440 TRAINING & DEVELOPMENT Additional cost for training desired for Office Manager. 500 $ 100‐5531‐114 SEASONAL Less money needed for summer staff due to increased efficiencies. (15,000) $ 100‐5531‐193 FICA Less due to less staffing. (1,182) $ 100‐5532‐220 SUPPLIES & MATERIALS Less due to increased efficiencies. (1,532) $ 100‐5531‐310 OUTSIDE SERVICES Less due to increased efficiencies. 3,012 $ 100‐5544‐114 SEASONAL (SWIM INSTRUCTORS) Hired additional swim instructors that only taught lessons to be able to provide better service. 1,000 $ 100‐5542‐440 TRAINING & DEVELOPMENT ARC Lifeguard Updates for 2018 ‐ need to update staff. 161 $ 100‐5542‐470 UTILITIES Less due to increased efficiencies. (7,001) $ TOTAL BY AREA ‐ 59,064 $ ‐ COMBINED TOTAL Recreation Assistant Request for a Recreation Assistant. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by PLRF. Recreation Coordinator Request for a grade increase for the Recreation Coordinator. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by PLRF. Youth Center Assistant Director Request for additional paid weeks, increase in position grade, and increase in hours. This increase is proposed to be split between the Youth Center (63%) and PLRF Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the PLRF Department. Please note that a portion of this request is listed in the Youth Center and a portion listed in the Recreation Department. 59,064 157 ---PAGE BREAK--- 2018 City of Middleton Budget HUBBARD ACTIVITY CENTER BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5533‐120 WAGES 4,000 9,420 10,000 8,147 10,000 ‐ 10,000 TOTAL 4,000 9,420 10,000 8,147 10,000 ‐ 10,000 PERSONNEL BENEFITS 100‐5533‐193 FICA 315 483 765 623 765 ‐ 765 TOTAL 315 483 765 623 765 ‐ 765 OPERATING EXPENSES 100‐5533‐220 SUPPLIES & MATERIALS 3,000 2,077 2,951 3,035 2,077 1,123 3,200 100‐5533‐310 OUTSIDE SERVICES 9,946 44,516 17,946 31,127 17,946 12,054 30,000 100‐5533‐480 RENT PAYMT TO CDA 15,000 8,433 8,000 5,248 8,000 ‐ 8,000 100‐5533‐491 JANITORIAL SERVICES 1,200 373 1,200 850 1,200 ‐ 1,200 TOTAL 29,146 55,399 30,097 40,260 29,223 13,177 42,400 TOTAL HUBBARD ACTIVITY CENTER 33,461 65,302 40,862 49,030 39,988 13,177 53,165 2016 2017 2018 158 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT HUBBARD ACTIVITY CENTER Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5533‐220 SUPPLIES & MATERIALS Increase reflective of increase in program offerings. 1,123 $ 100‐5533‐310 OUTSIDE SERVICES Utilizing more contracted services at HAC. 12,054 $ TOTAL BY AREA ‐ $ 13,177 $ ‐ $ COMBINED TOTAL 13,177 $ 159 ---PAGE BREAK--- 2018 City of Middleton Budget TRANSIT BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATING EXPENSES 100‐5355‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5355‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5355‐990 TRANSIT 404,868 404,871 430,101 312,391 430,101 ‐ 430,101 100‐5355‐992 PAYMENT TO MPO 5,683 5,683 5,683 5,683 5,683 ‐ 5,683 TOTAL 410,551 410,554 435,784 318,074 435,784 ‐ 435,784 TOTAL TRANSIT 410,551 410,554 435,784 318,074 435,784 ‐ 435,784 2016 2017 2018 160 ---PAGE BREAK--- Madison Metro Transit Calculation of Partner's Annual Investment in Metro Service Partner: City of Middleton 2015 2016 2017 2018 Actual Actual Budget Budget Partner's Annual Vehicle Hours 10,683.0 10,502.5 10,683.0 10,760.0 Total Annual System Costs per Total Annual System Vehicle Hours 135.36 $ 139.76 $ 141.84 $ 134.94 $ Partner's Share of Total Annual System Costs 1,446,039 $ 1,467,824 $ 1,515,305 $ 1,452,000 $ Less Partner's Share of Annual Operating Revenues Fixed Route Passenger Revenue 267,827 $ 259,353 $ 272,281 $ 265,783 $ Paratransit Service Revenue 108,851 $ 115,313 $ 110,313 $ 31,947 $ Miscellaneous Revenue 13,699 $ 22,940 $ 20,473 $ 25,435 $ Total Operating Revenue 390,377 $ 397,606 $ 403,067 $ 323,165 $ Partner's Annual Gross Deficit 1,055,662 $ 1,070,218 $ 1,112,238 $ 1,128,835 $ Less Partner's Share of Capital, Federal & State Aid Capital Aid 125,169 $ 118,140 $ 128,356 $ 121,586 $ Federal Aid 153,573 $ 153,753 $ 152,523 $ 159,003 $ State Aid 416,934 $ 413,406 $ 414,843 $ 423,355 $ Total Aid 695,676 $ 685,299 $ 695,722 $ 703,944 $ Partner's Annual Investment in Metro Service 359,986 $ 384,919 $ 416,516 $ 424,891 $ Quarterly payment 104,129 $ 106,223 $ 161 ---PAGE BREAK--- 2018 City of Middleton Budget PLANNING REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET LICENSES & PERMITS 100‐4440‐00 ZONING 2,000 3,300 2,000 2,725 2,000 ‐ 2,000 TOTAL 2,000 3,300 2,000 2,725 2,000 ‐ 2,000 PUBLIC CHARGES FOR SERVICES 100‐4684‐00 PLAN COMMISION CHARGES 17,000 15,000 17,000 9,700 17,000 (5,000) 12,000 TOTAL 17,000 15,000 17,000 9,700 17,000 (5,000) 12,000 MISCELLANEOUS REVENUES 100‐4845‐00 ZONING PERMIT FEES 18,000 26,548 25,000 10,199 25,000 (7,000) 18,000 100‐4845‐01 ZONING LETTER ‐ 1,960 600 480 600 ‐ 600 TOTAL 18,000 28,508 25,600 10,679 25,600 (7,000) 18,600 TOTAL PLANNING REVENUES 37,000 46,808 44,600 23,104 44,600 (12,000) 32,600 2016 2017 2018 162 ---PAGE BREAK--- 2018 City of Middleton Budget PLANNING BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5631‐110 SALARIES‐FULL‐TIME 226,751 234,554 241,424 152,517 241,423 28,769 270,192 100‐5631‐111 INTERN 6,000 5,553 12,000 7,237 12,480 ‐ 12,480 100‐5631‐118 WAGE REIMBURSEMENTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 232,751 240,107 253,424 159,753 253,903 28,769 282,672 PERSONNEL BENEFITS 100‐5631‐135 LONGEVITY 9,597 9,596 10,030 ‐ 11,496 ‐ 11,496 100‐5631‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5631‐192 RETIREMENT 15,943 15,737 17,915 11,690 16,946 3,144 20,090 100‐5631‐193 FICA 18,479 18,223 20,155 11,991 20,303 2,201 22,504 100‐5631‐194 HEALTH INSURANCE 41,830 40,751 42,453 25,973 43,230 ‐ 43,230 100‐5631‐195 DENTAL INSURANCE 5,133 5,132 5,136 3,421 5,133 ‐ 5,133 100‐5631‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 90,982 89,440 95,689 53,075 97,108 5,345 102,453 OPERATING EXPENSES 100‐5631‐210 OFFICE SUPPLIES 2,300 1,833 2,300 502 2,300 ‐ 2,300 100‐5631‐260 ADVERTISING & PRINTING 3,950 2,252 3,950 1,545 3,950 ‐ 3,950 100‐5631‐280 COMMUNICATIONS 1,100 931 1,100 586 1,100 ‐ 1,100 100‐5631‐310 OUTSIDE SERVICES 3,000 30 3,000 ‐ 3,000 ‐ 3,000 100‐5631‐320 PROFESSIONAL SERVICES 500 ‐ 500 ‐ 500 ‐ 500 100‐5631‐440 TRAINING 3,000 1,781 3,000 2,348 3,000 ‐ 3,000 100‐5631‐490 OTHER OPERATING EXPENSES 500 12 500 269 500 ‐ 500 TOTAL 14,350 6,840 14,350 5,250 14,350 ‐ 14,350 TOTAL PLANNING 338,083 336,386 363,463 218,079 365,361 34,114 399,475 2016 2017 2018 163 ---PAGE BREAK--- 2018 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT PLANNING Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5631‐110 SALARIES‐FULL‐TIME $ 28,769 100‐5631‐192 RETIREMENT $ 3,144 100‐5631‐193 FICA $ 2,201 TOTAL $ 34,114 TOTAL BY AREA ‐ $ $ 34,114 ‐ $ COMBINED TOTAL Request for a Sustainability Coordinator. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Planning Department. 34,114 $ 164 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Planning DEPARTMENT: Planning DIRECTOR: Eileen M. Kelley, AICP MISSION: To ensure that the City of Middleton community thrives in a measured and balanced manner while protecting its natural resources and the needs of all current and future citizens. AUTHORIZED POSITION LIST * 2014 2015 2016 2017 2018 Planning Director / Zoning Administrator 1 1 1 1 1 Assistant Planning Director / Zoning Administrator 1 1 1 1 1 Assistant Director of Community Development / Zoning Administrator 1 1 0 0 0 Director of Community Development / Zoning Administrator 0 0 1 1 1 Totals 3 3 3 3 3 Mayor City Administrator Planning Director / Zoning Administrator Assistant Planning Director / Zoning Administrator Director of Community Development / Zoning Administrator 165 ---PAGE BREAK--- MAJOR RESPONSIBILITIES: 1. Staffing of Committees: Plan Commission; Community Development Authority; Zoning Board of Appeals; Airport Commission; Ped, Bike, Transit Committee; Sustainability Committee; Arts Committee; Landmarks Commission; Middleton/Westport Joint Zoning Committee; Work Force Housing Committee; Middleton Area Development Corporation (MADC). 2. Preparation of City Plans, including the Comprehensive Plan, BUILD, and Bicycle Pedestrian Plan. 3. Administration of Ordinances, including: Zoning; Subdivision; Wetland; Floodplain; Outdoor Lighting; Sign; Off‐Street Parking and Landscape Specifications; Public Arts; and Landmarks Commission. 4. Oversight of TID #3 and TID #5 and Redevelopment District 5. Oversight of economic and community development issues. 6. Research and reports on issues affecting the City such as: transportation; housing; environmental; floodplain; parking; and housing. 2018 GOALS: 1. Complete an update to the Zoning Ordinance and Subdivision Ordinance. 2. Implementation of additional TIF projects. SIGNIFICANT ISSUES IN 2018: 1. Tax Incremental Financing districts #3 and #5 administration. 2. Project coordination for The Community of Bishops Bay, Middleton Center, Tribeca, Parmenter corridor redevelopment projects, and other private development prospects. 3. Continue providing support to the 11 Committees and Commissions that the Planning Department staffs. WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 12 Mo. Est. 2017 As of 6/30 2018 Projected Design Review 35 24 38 10 35 Ordinance Amendments 17 2 8 2 6 SIP’s and Modifications 60 94 50 21 50 Misc. (TIF, plans, agreements, etc.) 60 65 52 40 52 Cond. Use Permits 6 7 3 1 3 Subdivisions and CSM’s 15 5 3 3 3 Zoning Permits 164 174 136 67 136 166 ---PAGE BREAK--- 2018 City of Middleton Budget PUBLIC LANDS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5520‐110 SALARIES‐FULL‐TIME 437,173 389,145 442,849 271,271 427,336 ‐ 427,336 100‐5520‐114 WAGE RESERVE 15,000 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5520‐117 OVERTIME 3,000 4,199 3,045 ‐ 3,045 ‐ 3,045 100‐5520‐120 LTE'S 74,400 69,596 108,514 47,295 108,514 ‐ 108,514 TOTAL 529,573 462,940 554,408 318,566 538,895 ‐ 538,895 PERSONNEL BENEFITS 100‐5520‐135 LONGEVITY 14,294 14,499 12,444 ‐ 14,171 ‐ 14,171 100‐5520‐145 UNEMPLOYMENT WAGES ‐ 25 ‐ ‐ ‐ ‐ ‐ 100‐5520‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5520‐192 RETIREMENT 32,629 26,666 31,167 18,992 29,785 ‐ 29,785 100‐5520‐193 FICA 36,754 34,844 35,958 23,238 42,310 ‐ 42,310 100‐5520‐194 HEALTH INSURANCE 98,249 76,364 99,057 51,946 100,870 ‐ 100,870 100‐5520‐195 DENTAL INSURANCE 17,101 8,254 10,996 6,933 10,992 ‐ 10,992 100‐5520‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 199,027 160,652 189,622 101,110 198,128 ‐ 198,128 OPERATING EXPENSES 100‐5520‐220 SUPPLIES & MATERIALS 43,880 36,499 43,880 19,982 43,880 ‐ 43,880 100‐5520‐221 SUPPLIES & MATERIALS (PPE) ‐ ‐ 1,880 ‐ 1,880 ‐ 1,880 100‐5520‐222 SUPPLIES & MATERIALS (FALL Z) ‐ ‐ 20,000 11,557 20,000 ‐ 20,000 100‐5520‐224 GRANT MATCH ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5520‐280 COMMUNICATIONS 6,500 1,664 7,000 1,790 7,000 ‐ 7,000 100‐5520‐310 OUTSIDE SERVICES ‐ ‐ ‐ 225 ‐ 1,000 1,000 100‐5520‐410 EQUIPMENT MAINTENANCE 59,759 63,151 59,759 21,108 59,759 ‐ 59,759 100‐5520‐420 MOTOR FUEL & LUBE 25,608 20,001 25,608 13,204 25,608 ‐ 25,608 100‐5520‐440 TRAINING 2,600 2,611 2,600 1,038 2,600 900 3,500 100‐5520‐470 UTILITIES 27,199 26,653 27,395 19,051 27,395 ‐ 27,395 100‐5520‐480 TREE PLANTING & REMOVAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5520‐490 OTHER OPERATING EXPENSES 41,000 37,231 51,680 29,979 51,680 ‐ 51,680 100‐5520‐491 JANITORIAL SERVICES 13,900 10,384 16,787 4,240 16,787 (3,787) 13,000 100‐5520‐492 WATER SERVICES 26,831 27,391 39,724 4,438 39,724 (9,724) 30,000 100‐5520‐800 CAPITAL OUTLAY 1,289 1,289 1,793 ‐ 1,793 ‐ 1,793 TOTAL 248,566 226,875 298,106 126,612 298,106 (11,611) 286,495 TOTAL PUBLIC LANDS 977,166 850,466 1,042,136 546,287 1,035,129 (11,611) 1,023,518 2016 2017 2018 167 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5520‐310 OUTSIDE SERVICES Request to add chemical treatment by outside contractor of boulevards on Allen Blvd, Parmenter, Airport, and Century. 1,000 $ 100‐5520‐440 TRAINING Past training has focused on opportunities for office staff, need to expand opportunities for field staff. Current plan would provide opportunity for each staff member to attend a workshop/seminar, 4 staff to attend WPRA and 2 staff to attend NRPA on rotational basis. 900 $ 100‐5520‐491 JANITORIAL SERVICES Expecting expenses to be similar to 2016 (3,787) $ 100‐5520‐492 WATER SERVICES Usage at splash pad has been 1 million gallons less than 2016 on same dates (9,724) $ TOTAL BY AREA ‐ $ (11,611) $ ‐ $ COMBINED TOTAL PUBLIC LANDS & PARKS (11,611) $ 168 ---PAGE BREAK--- 2018 City of Middleton Budget FORESTRY BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5611‐110 SALARIES‐FULL‐TIME 65,546 70,060 71,697 45,256 71,697 ‐ 71,697 100‐5611‐120 LTE'S ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5611‐135 LONGEVITY 656 655 1,434 ‐ 1,434 ‐ 1,434 TOTAL 66,202 70,715 73,131 45,256 73,131 ‐ 73,131 PERSONNEL BENEFITS 100‐5611‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5611‐192 RETIREMENT 4,370 4,501 4,973 3,180 4,900 ‐ 4,900 100‐5611‐193 FICA 5,065 6,702 5,594 4,943 5,595 ‐ 5,595 100‐5611‐194 HEALTH INSURANCE 12,334 13,584 14,151 8,658 14,410 ‐ 14,410 100‐5611‐195 DENTAL INSURANCE 1,219 2,322 2,323 1,548 2,322 ‐ 2,322 100‐5611‐199 EMPLOYEE HEALTH CONTRIB.(1%) ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 22,988 27,109 27,041 18,328 27,227 ‐ 27,227 OPERATING EXPENSES 100‐5611‐220 SUPPLIES & MATERIALS 12,375 10,571 12,375 7,025 12,375 ‐ 12,375 100‐5611‐310 OUTSIDE SERVICES 27,000 27,273 27,000 8,348 27,000 ‐ 27,000 100‐5611‐320 OUTSIDE PRUNING SERVICES 95,000 86,979 95,000 1,435 95,000 ‐ 95,000 100‐5611‐490 OTHER OPERATING EXPENSES 7,727 7,745 7,727 ‐ 7,727 ‐ 7,727 TOTAL 142,102 132,568 142,102 16,807 142,102 ‐ 142,102 TOTAL FORESTRY 231,292 230,392 242,274 80,391 242,460 ‐ 242,460 2016 2017 2018 169 ---PAGE BREAK--- 2018 City of Middleton Budget LAND CONSERVANCY OPERATIONS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 100‐5620‐120 LTE'S 22,420 19,622 ‐ 4,766 ‐ ‐ ‐ TOTAL 22,420 19,622 ‐ 4,766 ‐ ‐ ‐ PERSONNEL BENEFITS 100‐5620‐193 FICA 1,715 1,410 ‐ 365 ‐ ‐ ‐ TOTAL 1,715 1,410 ‐ 365 ‐ ‐ ‐ OPERATING EXPENSES 100‐5620‐220 POND RESTORATION EXPENSES 9,540 5,299 9,540 456 9,540 ‐ 9,540 100‐5620‐221 CREEK MAINTENANCE 10,500 7,056 10,500 ‐ 10,500 ‐ 10,500 100‐5620‐222 STREAM BANK STABILIZATION EXP ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5620‐223 TRAIL MAINTENANCE EXPENSES 21,144 22,152 21,144 18,161 21,144 ‐ 21,144 100‐5620‐224 GRANT MATCH 5,000 3,385 5,000 ‐ 5,000 ‐ 5,000 100‐5620‐225 DEER MANAGEMENT GRANT 5,000 2,784 5,000 1,572 5,000 ‐ 5,000 100‐5620‐280 COMMUNICATIONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5620‐480 INVASIVE SPECIES CONTROL 65,000 63,701 65,000 14,293 65,000 ‐ 65,000 100‐5620‐490 OTHER OPERATING EXPENSES 28,400 19,664 28,400 9,064 28,400 ‐ 28,400 100‐5620‐550 WCC EXPENSE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5620‐990 CONSERVANCY LAND COMMISSION ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 144,584 124,042 144,584 43,546 144,584 ‐ 144,584 TOTAL LAND CONSERVANCY OPERATIONS 168,719 145,073 144,584 48,676 144,584 ‐ 144,584 2016 2017 2018 170 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT NARRATIVE – FISCAL 2018 Public Lands, Recreation & Forestry DEPARTMENT: Public Lands, Recreation & Forestry DIRECTOR: Matt Amundson OVERALL DEPARTMENT MISSION: The City of Middleton seeks to provide a park and recreation system that will meet the needs of our current residents and future generations and provide a park and recreation program that is designed to enhance the City’s quality of life. 171 ---PAGE BREAK--- AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 2017 2018 Director of Public Lands, Recreation & Forestry 1 1 1 1 1 1 1 Assistant Director ‐ Conservancy/Forester ‐ ‐ ‐ ‐ ‐ 1 1 Assistant Director ‐ Recreation ‐ ‐ ‐ 1 1 1 1 Parks Foreman 1 1 1 1 1 1 1 Conservancy Lands Lead Crewperson 1 1 1 1 1 1 1 Parks Lead Crewperson/Assistant Foreman 1 1 1 1 1 1 1 Parks Crewperson 3 3 3 3 3 3 3 Recreation Supervisor 1 1 1 ‐ ‐ ‐ ‐ Forester/Horticulturist 1 1 1 1 1 ‐ ‐ Assistant Director ‐ Recreation ‐ ‐ ‐ 1 1 1 1 Recreation Coordinator ‐ ‐ ‐ ‐ 1 1 1 Administrative Assistant 1 1 1 ‐ ‐ ‐ ‐ Office Manager ‐ ‐ ‐ 1 1 1 1 Aquatic Director 1 1 1 1 1 1 1 Aquatic Assistant Managers 2 2 2 3 2 3 3 Lifeguards/WSI Instructors 40 40 40 43 50 50 50 Concessions Assistant Managers 2 2 2 2 2 2 2 Concessions Workers 14 14 14 10 10 10 10 Parks LTE 5.5 8 8 11 12.5 14 14 Program Instructors 40 40 40 42 50 50 50 Referees 6 6 6 8 8 15 15 Youth Center Director 1 1 1 1 1 1 1 Youth Center Assistant Director 1 1 1 1 1 1 1 AmeriCorps PASS ‐ ‐ ‐ ‐ 1 1 1 TOTAL 122.5 125 125 133 150.5 160 160 MAJOR RESPONSIBILITIES: Parks: 1. Maintain 27 active parks with over 558 acres for active & passive outdoor recreation and park facilities to meet current & future demands. 2. Ensure that parks, recreation lands, facilities & programs are barrier free and designed to meet the special needs of all residents, especially the elderly and disabled. 3. Coordinate subdivision review with all departments responsible for providing or maintaining adequate park lands & facilities and ensure that only land that is suitable for outdoor recreation is dedicated as parkland. 4. Coordinate development efforts, routine use & maintenance of recreational lands & facilities with the City of Middleton, MCPASD and other appropriate public outdoor recreation agencies. Recreation: 1. Operate the Walter R. Bauman Aquatic Center, Hubbard Activity Center and Youth Center. 2. Provide sports programming and leisure activities for City residents of all ages. 3. Supervise administrative and seasonal employees of the department. 4. Assist in all aspects of administrative duties as needed. 5. Work with the School District and other organizations in an effort to make the best use of all existing facilities. 172 ---PAGE BREAK--- Conservancy: 1. Protect, Restore & Enhance the water quality of all lakes, creeks, & kettle ponds within Middleton’s Conservancy Lands System by ecological restoration of shore land buffer zones, aquatic & emergent zones, stabilizing stream banks, wetlands & ponds. 2. Protect, Restore & enhance the native flora & fauna within Conservancy Lands Areas. 3. Protect, Restore & Enhance wildlife habitat & corridors that connect fragmented habitat parcels. 4. Control exotic & invasive species. 5. Consult with similar agencies from neighboring cities, towns, and counties to develop a regional response to issues concerning land conservation & management. 2018 GOALS (from Strategic Plan): 1. Adequately maintain facilities and provide quality recreation opportunities for the community.  Complete staffing assessment to address short and long term needs  Development of a succession plan  Identify inefficiencies in equipment, tools, service delivery  Greater input from public related to community needs  Increase inter department communication on projects & planning  Highlight staff abilities and talents 2. Promote social equity as outlined by the three pillars of the NRPA.  Identify population  Identify barriers to participation including but not limited to financial assistance, outreach, and transportation  Determine funding sources for scholarship program  Education on program(s) / Social Equity (3 pillars) 3. Develop plans, policies, and procedures for the department.  Develop vision statement, review mission, update as needed  Create strategic plan  Create recreation plan  Create marketing plan  Review current policies and procedures to make updates and in absence, create new 4. Implementation of ADA Transition plan  Identify minimum levels of compliance within the system  Set aside capital funds annually in budget process  Involve staff in implementation and explore contract work when appropriate  Identify compliance projects beyond minimum requirements and seek private funding to support those improvements. 5. Continue development of public lands system while taking into account overall maintenance  Create history and projection of acres developed by year  Develop cost of maintaining current system an establish baseline budget for maintenance  Develop new parks and facilities with a focus on sustainability and develop consistent design standards for amenities (shelters, restrooms, etc)  As development occurs identify additional staffing needed for maintenance  Develop volunteer program to support maintenance efforts 6. Improve use of technology to increase efficiency and effectiveness of services.  Provide training to staff utilizing technology 173 ---PAGE BREAK---  Review current technology used and explore emerging technologies  Ensure allocation of funds to support technology needs  Create digital documentation for improved data collection and distribution 7. Create more equitable agreements.  Review existing agreements  Determine what is equitable  Develop time table for review  Create template for future agreements that are mutually beneficial  Improve educational efforts regarding disparities in existing agreements with PRFC & Council 8. Development of professional development program for all staff.  Improved access and use of CVMIC  Ensure allocation of funds to support training  Improved use of PARR3 & WPRA training  Development of individual professional development plans and support from PRFC & Council  Succession plan – improved education SIGNIFICANT ISSUES IN 2018: 1. Decreased PRFC Capital & Operating Budgets have created user conflicts and/or complaints from residents that have high expectations for highly maintained park & open space areas, play equipment, park paths, and parking lots. 2. Stagnant staffing levels are not in line w/ increased park use, increased maintenance demands from public use and the additional sports facility maintenance requirements. Full time staff continues to perform required routine maintenance duties without the needed LTE staff for seasonal assistance. Full time staff are expected to perform routine work and with added parks, sports fields and new program areas with same standards. 3. The PRFC Open Space Plan was revised in 2014 and provides documentation of the back logged park maintenance needs, ADA deficits, sports field needs, and other recreational program needs. The report also documents the staffing issues and needs for adequate personnel to carry out the required maintenance standards for all park areas. PRFC Capital & Operating Budgets must be increased to comply with the mandated requirements and provide safe park facilities for all to enjoy. 4. Deferred ecological maintenance for conservancy lands areas with approved management plans on file and/or in progress, result in higher capital & operational costs over the long term to complete the desired results. Impact includes reduced bio diversity of species, increased invasive species, increased public complaints, and less cooperation or lost partnership opportunities w/ Friends Groups, neighborhood associations or residents ready to help with these managed areas. 5. Emergence of new invasive species like Impatiens glandulifera & Purple Loosestrife create additional drain on reduced operating funds for weed eradication. Lack of funding for proper weed control measures & staffing continue to have negative impact on these sensitive areas. 6. Reduced capital budgets continue to impact the future regional trail development planning & construction projects and deters needed progress for all trail users. 7. The Walter Bauman Aquatic Center is an aging facility in need of a significant future renovation to ensure its useful life. 8. An update of the Park & Open Space Plan will be completed in 2018. 9. Additional administrative staff is needed to assist with Office Manager during high‐traffic seasons and to fully staff the department during City Hall operating hours. These cannot be LTE positions, as consistency is required. 10. Have funding available to adequately maintain the Aquatic Center, so a safe and healthy environment can be provided. 174 ---PAGE BREAK--- 11. Have the ability to expand enrollment in popular programs, so the demand can be met and adjust programming to coincide with demand trends. 12. Have funding available to adequately maintain the City park shelters and fields. 13. Having adequate funding for the Youth Center to allow for continued expansion, adequate staffing and adequate space for current offerings. WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 Projected 2018 Projected Total System Acreage 1317 1317 1317 1344 1344 1344 Park Acreage 499 499 499 516 516 516 Conservancy Acreage 818 818 818 828 828 828 Miles of maintained trails 22.5 28 30 30 30 30 Playgrounds 23 23 24 24 25 25 Tennis Courts 18 18 18 18 18 18 Basketball Courts 9 9 9 9 9 10 Volleyball Courts 8 8 8 8 Football Fields 0 0 0 0 0 3 Soccer Fields 14 14 14 14 14 14 Baseball/Softball Fields 12 12 12 12 12 12 Drinking Fountains 10 10 10 10 10 10 Park Shelters 17 17 17 17 17 19 Dog Parks 2 2 2 2 2 2 Outdoor Ice Rinks 6 4 4 2 4 4 175 ---PAGE BREAK--- WORKLOAD ACTIVITIES 2014 Actual 2015 Actual 2016 2017 as of 7/31 2017 Estimate 2018 Projected Actual WBAC Daily Attendance (estimated) 30000 34,247 34,169 24,000 28,000 35,000 WBAC Swim Lessons 1,213 1,167 1161 1099 1110 1170 WBAC Family Passes No info 209 226 231 231 232 WBAC Youth Passes No info 11 26 15 15 20 WBAC Adult Passes No info 4 9 11 11 12 Summer Recreation 1,120 1,078 1070 1047 1075 1100 Fall, Winter, Spring Recreation 549 322 140 108 200* Not including VB or BB 200* Not including VB or BB Adult Volleyball Teams Players ‐ 47 (fall) 348 68 460 37 259 80 550 80 550 Youth Basketball Teams Players ‐ ‐ ‐ 17 21 22 144 189 200 Hubbard Activity Center 429 685 982 628 750 800 Youth Center 153 212 225 (unduplicated participants) Lakeview East Rentals 96 72 81 71 75 75 Lakeview West Rentals 79 52 59 56 60 60 Lakeview Kitchen Rentals 52 33 41 32 35 35 Lakeview Meeting Room Rentals 97 51 66 54 60 60 Lakeview Hall Gazebo Rentals 21 18 28 17 20 28 Lakeview Small Rentals 2 10 12 7 10 10 Bounce House/Tent 0 2 4 0 5 5 Firemen’s Park North Rentals 46 31 57 40 50 50 Firemen’s Park South Rentals 29 20 has been merged with North 0* has been merged with North 0* has been merged with North Firemen’s Park Small Rentals 18 12 29 23 25 25 Orchid Heights Park Rentals 28 17 17 11 15 15 Parisi Park Rentals 47 8 5 3 5 5 176 ---PAGE BREAK--- 2018 City of Middleton Budget OTHER GENERAL FUND OPERATING BUDGETS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET LEGAL COUNSEL OPERATING EXPENSES 100‐5130‐990 CITY ATTORNEY 220,000 255,535 220,000 96,661 220,000 ‐ 220,000 100‐5131‐990 LEGAL COUNSEL ‐ PERSONNEL 5,000 14,210 5,000 12,828 5,000 ‐ 5,000 100‐5131‐991 LEGAL COUNSEL ‐ STORMWATER 2,000 ‐ 1,000 ‐ 1,000 ‐ 1,000 TOTAL 227,000 269,745 226,000 109,489 226,000 ‐ 226,000 TOTAL LEGAL COUNSEL 227,000 269,745 226,000 109,489 226,000 ‐ 226,000 GENERAL PERSONNEL BENEFITS OPERATING EXPENSES 100‐5190‐991 INCOME CONTINUATION INSURANCE 15,000 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5190‐992 VISION CARE 800 194 ‐ 26 ‐ ‐ ‐ 100‐5190‐993 HRA REIMBURSEMENT ADMIN 5,500 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5190‐994 FLEXIBLE SPENDING ADMIN 3,000 ‐ ‐ ‐ ‐ ‐ ‐ 100‐5190‐995 HEALTH FRINGE BENEFITS ‐ 24 ‐ 189 ‐ ‐ ‐ 100‐5196‐990 GROUP LIFE INSURANCE 25,000 19,243 25,000 13,290 25,000 ‐ 25,000 TOTAL 49,300 19,461 25,000 13,504 25,000 ‐ 25,000 TOTAL GENERAL PERSONNEL BENEFITS 49,300 19,461 25,000 13,504 25,000 ‐ 25,000 RISK MANAGEMENT OPERATING EXPENSES 100‐5194‐990 PROPERTY & LIABILITY INSURANCE 355,000 312,657 355,000 351,901 355,000 20,000 375,000 TOTAL 355,000 312,657 355,000 351,901 355,000 20,000 375,000 TOTAL RISK MANAGEMENT 355,000 312,657 355,000 351,901 355,000 20,000 375,000 NON‐DEPARTMENTAL OPERATING EXPENSES 100‐5810‐220 SUPPLIES & MATERIALS ‐ (121) ‐ 99 ‐ ‐ ‐ 100‐5810‐260 GENERAL ADVERTISING & PRINTING ‐ ‐ ‐ 257 ‐ ‐ ‐ 100‐5810‐320 PROFESSIONAL SERVICES 17,743 16,636 ‐ 71 ‐ ‐ ‐ 100‐5810‐422 FUEL ‐ 385 ‐ 228 ‐ ‐ ‐ 100‐5810‐890 MANUFACTURING ASSMT FEE 9,000 16,483 9,000 ‐ 9,000 ‐ 9,000 100‐5810‐990 MISC. EXPENSES 47,450 55,078 47,450 21,989 47,450 5,000 52,450 100‐5810‐991 DOG LICENSE PROCEEDS DANE CO ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5810‐992 BANK FEES ‐ 197 ‐ 1,942 ‐ ‐ ‐ 100‐5810‐998 SICK ACCRUAL ACTIVITY ‐ ‐ 210,000 ‐ 210,000 ‐ 210,000 TOTAL 74,193 88,657 266,450 24,586 266,450 5,000 271,450 TOTAL NON‐DEPARTMENTAL 74,193 88,657 266,450 24,586 266,450 5,000 271,450 MISCELLANEOUS EXPENSES OPERATING EXPENSES 100‐5191‐990 TAX WRITE OFFS 10,080 ‐ 10,080 (30,423) 10,080 5,000 15,080 100‐5246‐990 WEIGHTS & MEASURES 4,400 4,400 4,400 4,400 4,400 ‐ 4,400 TOTAL 14,480 4,400 14,480 (26,023) 14,480 5,000 19,480 TOTAL MISCELLANEOUS EXPENSES 14,480 4,400 14,480 (26,023) 14,480 5,000 19,480 TOTAL OTHER OPERATING BUDGETS 719,973 694,919 886,930 473,457 886,930 30,000 916,930 2016 2017 2018 177 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5194‐990 PROPERTY & LIABILITY INSURANCE Insurance costs are projected based on expected policy costs and are split between the City's funds based on an allocation of staff and insured property. 20,000 $ 100‐5810‐990 MISC. EXPENSES The City Wellness Committee requested funding for wellness program activites in 2018. 5,000 $ 100‐5191‐990 TAX WRITE OFFS The City looked at historical trends in tax write offs and adjusted the amount to more closely match the expected write offs. 5,000 $ TOTAL BY AREA ‐ $ 30,000 $ ‐ $ COMBINED TOTAL OTHER 30,000 $ 178 ---PAGE BREAK--- 2018 City of Middleton Budget TRANSFERS AND CONTINGENCY BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET TRANSFERS OPERATING EXPENSES 100‐5923‐990 TRANSFER TO OPEB ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100‐5923‐992 TRANS TO LIBRARY OPS FD 212 1,249,999 1,249,999 1,225,670 1,225,670 1,225,670 67,915 1,293,585 100‐5923‐993 TRANS TO YOUTH CTR FD 214 20,108 38,608 47,124 47,124 47,124 53,522 100,646 100‐5923‐996 TRANS TO FD 412 PW CAPITAL 751,107 751,107 ‐ ‐ ‐ ‐ ‐ 100‐5923‐997 TRANS TO FD 416 OTHER CAPITAL 100,000 572,548 ‐ ‐ ‐ ‐ ‐ 100‐5923‐999 TRANSFER TO DEBT SVC FD 300 3,566,319 3,566,319 ‐ ‐ ‐ ‐ ‐ 100‐5925‐999 TRANSFER TO OPEB FUND ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 5,687,533 6,178,581 1,272,794 1,272,794 1,272,794 121,437 1,394,231 TOTAL TRANSFERS 5,687,533 6,178,581 1,272,794 1,272,794 1,272,794 121,437 1,394,231 CONTINGENCY OPERATING EXPENSES 100‐7050‐990 POLICE VEHICLE DAMAGE 5,000 1,998 ‐ ‐ ‐ ‐ ‐ 100‐7050‐991 PUBLIC WORKS VEHICLE DAMAGE 5,000 6,169 ‐ ‐ ‐ ‐ ‐ 100‐7050‐992 CITY LIABILITY CLAIMS 25,000 11,642 ‐ 80 ‐ ‐ ‐ 100‐7050‐997 EMERGENCY CONTINGENCY ‐ ‐ 400,000 ‐ 400,000 ‐ 400,000 100‐7050‐998 PERSONNEL CONTINGENCY ‐ ‐ ‐ ‐ ‐ 129,589 129,589 100‐7050‐999 RESERVE FOR CONTINGENCIES 255,832 ‐ 140,000 ‐ 140,000 73,000 213,000 TOTAL 290,832 19,809 540,000 80 540,000 202,589 742,589 TOTAL CONTINGENCY 290,832 19,809 540,000 80 540,000 202,589 742,589 TOTAL TRANSFERS AND CONTINGENCY 5,978,365 6,198,390 1,812,794 1,272,874 1,812,794 324,026 2,136,820 2016 2017 2018 179 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100‐5923‐992 Transfer to Library Operations Fund 212 This decision item is the required general fund transfer to suport the budget request for the Library. 67,915 $ 100‐5923‐993 Transfer to Youth Center Fund 214 This decision item is the required general fund transfer to suport the budget request for the Youth Center. 53,522 $ 100‐7050‐998 Personnel Contigency The Personnel Contingency is based on a proposed 1.5% Cost of Living increase that mirrors the salary increase in the Police Contract. Additionally, this decision item includes $40,000 as recommended by the Personnel Committee for any merit adjustments made through the Classification and Compensation plan. 129,589 $ 100‐7050‐999 Reserve for Contigencies Increase in the City's General Contingency from approximately 2/3 of 1% to 1% of the General Fund Budget. 73,000 $ TOTAL BY AREA ‐ $ 324,026 $ ‐ $ COMBINED TOTAL TRANSFERS 324,026 $ 180 ---PAGE BREAK--- 2018 City of Middleton Budget TOURISM REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET TAXES 201‐4121‐00 ROOM TAX 1,346,333 1,369,480 1,400,000 616,974 1,400,000 ‐ 1,400,000 TOTAL 1,346,333 1,369,480 1,400,000 616,974 1,400,000 ‐ 1,400,000 GRANTS 201‐4357‐00 GRANTS ‐ 28,598 ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 28,598 ‐ ‐ ‐ ‐ ‐ PUBLIC CHARGES FOR SERVICES 201‐4674‐00 FOOD FESTIVAL REVENUES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐4674‐01 TRAIN COUPONS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐4674‐02 POPS CONCERT TICKETS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐4690‐00 MISCELLANEOUS REVENUES ‐ ‐ ‐ 40 ‐ ‐ ‐ TOTAL ‐ ‐ ‐ 40 ‐ ‐ ‐ MISCELLANEOUS REVENUES 201‐4811‐03 CREDIT CARD REBATE PROGRAM ‐ 748 ‐ ‐ ‐ ‐ ‐ 201‐4811‐05 ADVERTISING SALES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐4811‐07 COUPON SALES 1,500 600 ‐ ‐ ‐ ‐ ‐ TOTAL 1,500 1,348 ‐ ‐ ‐ ‐ ‐ TOTAL TOURISM REVENUES 1,347,833 1,399,426 1,400,000 617,014 1,400,000 ‐ 1,400,000 2016 2017 2018 181 ---PAGE BREAK--- 2018 City of Middleton Budget TOURISM EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET TOURISM ADMINISTRATION WAGES 201‐5545‐110 SALARIES‐FULL‐TIME 150,847 136,971 157,378 96,734 153,109 ‐ 153,109 201‐5545‐111 INTERN ‐ ‐ ‐ 5,111 ‐ ‐ ‐ 201‐5545‐135 LONGEVITY 3,340 953 1,327 ‐ 1,327 ‐ 1,327 TOTAL 154,187 137,923 158,705 101,845 154,436 ‐ 154,436 PERSONNEL BENEFITS 201‐5545‐190 FRINGE BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5545‐192 RETIREMENT 10,177 7,689 10,792 6,805 10,347 ‐ 10,347 201‐5545‐193 FICA 11,796 9,650 12,141 6,910 11,814 ‐ 11,814 201‐5545‐194 HEALTH INSURANCE 27,928 21,866 28,302 8,168 28,820 ‐ 28,820 201‐5545‐195 DENTAL INSURANCE 2,822 4,739 6,279 3,029 6,276 ‐ 6,276 201‐5545‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 52,723 43,944 57,514 24,911 57,257 ‐ 57,257 OPERATING EXPENSES 201‐5545‐205 MEALS 2,000 624 2,000 674 2,000 ‐ 2,000 201‐5545‐220 SUPPLIES & MATERIALS 2,500 1,157 2,500 558 2,500 (500) 2,000 201‐5545‐225 PROMOTION EXPENSES 4,000 ‐ ‐ ‐ ‐ ‐ ‐ 201‐5545‐250 POSTAGE 15,000 2,129 15,000 902 15,000 (12,500) 2,500 201‐5545‐260 PRINTING 850 475 850 ‐ 850 1,150 2,000 201‐5545‐270 INTERNET & WEB SITE 35,000 35,000 15,000 222 15,000 (7,000) 8,000 201‐5545‐280 COMMUNICATION 20,000 4,744 8,000 2,925 8,000 (3,000) 5,000 201‐5545‐340 BUILDINGS & GROUNDS MAINT 10,000 6,676 10,000 3,019 10,000 ‐ 10,000 201‐5545‐410 MOVING EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5545‐440 TRAINING 5,000 1,880 10,000 4,340 10,000 2,000 12,000 201‐5545‐441 TRAVEL ‐ ‐ 30,000 1,487 30,000 (5,000) 25,000 201‐5545‐445 MILEAGE 200 ‐ 200 ‐ 200 ‐ 200 201‐5545‐460 INSURANCE ‐ ‐ ‐ ‐ ‐ 1,850 1,850 201‐5545‐470 UTILITIES 4,000 3,157 4,000 1,784 4,000 1,000 5,000 201‐5545‐480 RESEARCH ‐ ‐ ‐ ‐ ‐ 12,000 12,000 201‐5545‐481 SOFTWARE ‐ ‐ ‐ ‐ ‐ 9,000 9,000 201‐5545‐490 OTHER EXPENSES 6,000 3,052 3,000 822 3,000 (3,000) ‐ TOTAL 104,550 58,894 100,550 16,734 100,550 (4,000) 96,550 TOTAL TOURISM ADMINISTRATION 311,460 240,762 316,769 143,490 312,243 (4,000) 308,243 2016 2017 2018 182 ---PAGE BREAK--- 2018 City of Middleton Budget TOURISM EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 MOBILE VISITORS CENTER WAGES 201‐5543‐112 PART TIME WAGES 11,700 7,669 15,264 ‐ 15,038 ‐ 15,038 TOTAL 11,700 7,669 15,264 ‐ 15,038 ‐ 15,038 PERSONNEL BENEFITS 201‐5543‐192 RETIREMENT ‐ 506 ‐ ‐ ‐ ‐ ‐ 201‐5543‐193 FICA 896 587 1,167 ‐ 1,150 ‐ 1,150 TOTAL 896 1,093 1,167 ‐ 1,150 ‐ 1,150 OPERATING EXPENSES 201‐5543‐220 SUPPLIES & MATERIALS 2,000 50 115 ‐ 115 ‐ 115 201‐5543‐290 UNIFORMS (CLOTHING) 250 ‐ 250 ‐ 250 ‐ 250 201‐5543‐420 MOTOR FUEL & LUBE 500 209 500 203 500 5,000 5,500 201‐5543‐460 INSURANCE 500 ‐ 500 ‐ ‐ ‐ ‐ 201‐5543‐490 OTHER EXPENSES ‐ 46 100 ‐ 100 ‐ 100 201‐5543‐800 CAPITAL OUTLAY ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 3,250 305 1,465 203 965 5,000 5,965 TOTAL MOBILE VISITORS CENTER 15,846 9,067 17,896 203 17,153 5,000 22,153 183 ---PAGE BREAK--- 2018 City of Middleton Budget TOURISM EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 OTHER TOURISM EXPENDITURES OPERATING EXPENSES 201‐5195‐990 REDUCTION OF PRIOR YEARS REVEN ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5196‐990 WORKS OF WONDER CAMPAIGN ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5198‐990 BIG EVENT EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5531‐990 TOURISM GRANTS 30,000 13,658 30,000 28,000 30,000 10,000 40,000 201‐5531‐991 MASC (SPORTS COMMISION) GRANTS 30,000 30,000 30,000 6,500 30,000 ‐ 30,000 201‐5531‐993 TRADE SHOW GRANTS 70,710 67,531 76,515 70,501 76,515 705 77,220 201‐5531‐994 CENTURION RACE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5531‐995 DESTINATION PARTNERSHIP 20,000 7,500 25,000 24,227 25,000 ‐ 25,000 201‐5538‐980 CITY BRANDING 9,000 ‐ 12,500 450 12,500 10,000 22,500 201‐5538‐985 TRAILS WAYFINDING ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5538‐990 STREET BANNERS 10,000 8,798 1,000 ‐ 1,000 23,000 24,000 201‐5539‐260 ADVERTISING 300,000 313,997 300,000 105,780 300,000 (32,292) 267,708 201‐5539‐265 BROCHURE EXPENSES 30,000 29,551 30,000 27,115 30,000 ‐ 30,000 201‐5540‐490 OTHER EXPENSES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5540‐990 PROMOTIONS 15,000 15,108 15,000 1,536 15,000 (5,000) 10,000 201‐5541‐990 GMCB PAYMENTS 145,000 136,948 145,000 26,762 145,000 (5,000) 140,000 201‐5542‐990 MARKETING EXPENSE ‐ PILCH 19,000 18,000 19,000 9,000 19,000 (1,000) 18,000 201‐5544‐350 BUILDING MAINT. PROJECTS 40,000 32,785 7,000 ‐ 7,000 ‐ 7,000 201‐5547‐230 ENTERTAINMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐220 DRUMS ON PARADE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐230 BOCKFEST ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐240 GOLD WING ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐250 GALLERY EVENTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐260 MUSTARD DAYS 10,000 10,000 10,000 ‐ 10,000 ‐ 10,000 201‐5548‐265 POPS CONCERT 28,500 28,500 28,500 ‐ 28,500 (28,500) ‐ 201‐5548‐285 CENTURION BIKE RACE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐290 50TH ANNIVERSARY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5548‐295 GOOD NEIGHBOR ADVERTISING 20,000 20,000 20,000 ‐ 20,000 ‐ 20,000 201‐5549‐990 SPORTS COMMISSION 100,000 95,864 100,000 18,734 100,000 (2,000) 98,000 201‐5550‐990 PUBLIC RELATIONS 15,000 2,945 15,000 ‐ 15,000 7,000 22,000 201‐5551‐290 GOOD NEIGHBOR ADVERTISING ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5552‐490 OTHER (TROLLEY EXPENSES) 140,000 136,383 140,624 70,782 140,624 5,606 146,230 201‐5553‐990 HOLIDAY LIGHTING ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5554‐990 RESERVE FOR CONTINGENCY 20,000 ‐ 20,000 ‐ 20,000 ‐ 20,000 201‐5554‐998 PERSONNEL CONTINGENCY ‐ ‐ 73 ‐ ‐ 2,892 2,892 TOTAL 1,052,210 967,568 1,025,212 389,387 1,025,139 (14,589) 1,010,550 TOTAL OTHER TOURISM EXPENDITURES 1,052,210 967,568 1,025,212 389,387 1,025,139 (14,589) 1,010,550 TRANSFERS OPERATING EXPENSES 201‐5923‐998 TRANSFER TO DEBT FD 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 201‐5923‐999 TRANSFER TO GENERAL FUND ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL TOURISM EXPENDITURES 1,379,516 1,217,397 1,359,877 533,080 1,354,535 (13,589) 1,340,946 184 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT TOURISM Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 201‐5545‐220 SUPPLIES & MATERIALS Creating electronic files; using less paper. (500) $ 201‐5545‐250 POSTAGE More electronic communication. (12,500) $ 201‐5545‐260 PRINTING Refreshing meetings and motor coach brochures. 1,150 $ 201‐5545‐260 INTERNET & WEB SITE No refresh; maintenance and hosting. (7,000) $ 201‐5545‐280 COMMUNICATION No increases in fees anticipated. (3,000) $ 201‐5545‐440 TRAINING Add DI membership and conference registration. 2,000 $ 201‐5545‐441 TRAVEL Anticipate less sales travel. (5,000) $ 201‐5545‐460 INSURANCE City’s 2018 insurance costs (allocated by Finance). 1,850 $ 201‐5545‐470 UTILITIES Adjusted for anticipated increases. 1,000 $ 201‐5545‐480 RESEARCH Add a research account in order to conduct market research to assist in the growth of tourism revenue. 12,000 $ 201‐5545‐481 SOFTWARE Purchase and maintain tourism based software to aid in the tourism efforts. 9,000 $ 201‐5545‐490 OTHER Funds were reallocated to accounts that better describe the anticipated expenditures. (3,000) $ 201‐5543‐420 MOTOR FUEL & LUBE Rebranding the know‐and‐go vehicle to allow for vehicle sharing for other community events. 5,000 $ 201‐5531‐990 TOURISM GRANTS Anticipate increase in grant requests. 10,000 $ 201‐5531‐993 TRADE SHOW GRANTS Increase in travel expenses. 705 $ 201‐5538‐980 CITY BRANDING Move landmark plaques from 2017‐12.5k; move park signs from 2017‐10k. 10,000 $ 201‐5538‐990 STREET BANNERS Replace street banners and hardware. 23,000 $ 201‐5539‐260 ADVERTISING Moved contests to PR; moved research to proposed new research account. (32,292) $ 201‐5540‐990 PROMOTIONS Depleting inventory prior to reordering. (5,000) $ 185 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT TOURISM Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 201‐5541‐990 PAYMENTS Estimate room tax collection to be lower. (5,000) $ 201‐5542‐990 MARKETING EXPENSE ‐ PILCH No increase in retainer. (1,000) $ 201‐5548‐265 POPS CONCERT No grant requested. (28,500) $ 201‐5549‐990 SPORTS COMMISSION Estimate room tax collection to be lower. (2,000) $ 201‐5550‐990 PUBLIC RELATIONS Moved contests to PR from advertising. 7,000 $ 201‐5552‐490 OTHER (TROLLEY EXPENSE) Increase in hourly rate; trolley sign replacement. 5,606 $ 201‐5554‐998 PERSONNEL CONTINGENCY The Personnel Contingency is based on a proposed 1.5% Cost of Living increase that mirrors the salary increase in the Police Contract. 2,892 $ TOTAL BY AREA ‐ $ (13,589) $ ‐ $ COMBINED TOTAL (13,589) $ 186 ---PAGE BREAK--- 2018 City of Middleton Budget LIBRARY REVENUE BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET INTERGOVERNMENTAL REVENUE 212‐4342‐00 CROSS COUNTY BORDER REIMB. 13,471 13,496 13,217 13,220 13,217 ‐ 13,217 212‐4343‐00 CO. AID FIXED COST‐FACL. REIM ‐ ‐ ‐ ‐ ‐ ‐ ‐ 212‐4344‐00 CO. AID FIXED COST‐OPER. REIM 777,909 778,509 798,350 798,350 798,350 22,025 820,375 TOTAL 791,380 792,005 811,567 811,570 811,567 22,025 833,592 PUBLIC CHARGES FOR SERVICES 212‐4611‐00 COPIES AND FAX 12,000 15,959 14,000 12,512 14,000 1,000 15,000 TOTAL 12,000 15,959 14,000 12,512 14,000 1,000 15,000 MISCELLANEOUS REVENUES 212‐4811‐00 TRANSFER IN ‐ GEN. FUND 1,249,999 1,249,999 1,225,670 1,225,670 1,225,670 67,915 1,293,585 212‐4811‐02 LIBRARY ENDOWMENT DISTRIBUTION ‐ ‐ ‐ ‐ ‐ ‐ ‐ 212‐4811‐03 CREDIT CARD REBATE PROGRAM ‐ ‐ ‐ ‐ ‐ ‐ ‐ 212‐4813‐00 FEES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 212‐4815‐00 LOST, DAMAGED BOOK FEE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 212‐4820‐00 SALES TAX REMIT DISCOUNT ‐ 9 ‐ 4 ‐ ‐ ‐ 212‐4880‐00 MISC. REVENUE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 1,249,999 1,250,008 1,225,670 1,225,674 1,225,670 67,915 1,293,585 TOTAL LIBRARY REVENUE 2,053,379 2,057,972 2,051,237 2,049,756 2,051,237 90,940 2,142,177 2016 2017 2018 187 ---PAGE BREAK--- 2018 City of Middleton Budget LIBRARY OPERATIONS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 212‐5511‐110 SALARIES‐FULL‐TIME 649,143 633,837 689,904 435,865 689,910 54,280 744,190 212‐5511‐111 PART‐TIME PERM. 282,650 278,958 262,010 158,147 249,107 ‐ 249,107 212‐5511‐112 PART‐TIME‐NON‐PERM. 164,889 164,474 162,416 111,759 164,118 ‐ 164,118 212‐5511‐135 LONGEVITY 24,248 17,778 18,596 900 20,608 ‐ 20,608 TOTAL 1,120,930 1,095,047 1,132,926 706,671 1,123,743 54,280 1,178,023 PERSONNEL BENEFITS 212‐5511‐145 UNEMPLOYMENT PAYMENT ‐ 6,777 ‐ ‐ ‐ ‐ ‐ 212‐5511‐192 RETIREMENT 50,680 53,042 60,052 40,561 59,099 3,637 62,736 212‐5511‐193 FICA 85,559 81,193 86,669 52,826 85,966 4,152 90,118 212‐5511‐194 HEALTH INSURANCE 159,997 125,515 130,602 77,766 132,986 14,410 147,396 212‐5511‐195 DENTAL INSURANCE 25,180 18,799 19,901 12,189 18,133 2,322 20,455 TOTAL 321,416 285,327 297,224 183,342 296,184 24,521 320,705 OPERATING EXPENSES 212‐5511‐210 OFFICE SUPPLIES 24,820 25,642 24,820 14,360 24,820 1,200 26,020 212‐5511‐230 BOOKS 158,306 156,024 158,306 76,819 158,306 ‐ 158,306 212‐5511‐232 PERIODICALS 16,000 15,577 16,000 16,147 16,000 ‐ 16,000 212‐5511‐233 AUDIO 81,200 71,047 81,200 34,470 81,200 ‐ 81,200 212‐5511‐250 POSTAGE 198 1,614 198 554 198 1,402 1,600 212‐5511‐260 ADVERTISING & PRINTING 2,165 2,299 2,000 1,073 2,000 ‐ 2,000 212‐5511‐270 TELEPHONE 9,293 11,573 9,293 5,562 9,293 2,300 11,593 212‐5511‐280 COMMUNICATIONS ‐ 122 ‐ ‐ ‐ 1,200 1,200 212‐5511‐310 LINK SERVICES 73,904 73,853 77,130 77,130 77,130 1,916 79,046 212‐5511‐330 ELECTRONIC RESOURCES 38,793 56,750 41,073 39,407 41,073 6,743 47,816 212‐5511‐340 BUILDINGS & GKROUNDS MAINT 69,537 72,449 60,982 41,375 60,982 ‐ 60,982 212‐5511‐410 EQUIPMENT MAINTENANCE 46,000 46,172 48,376 39,343 48,376 10,500 58,876 212‐5511‐420 COPIER LEASE/MAINTENANCE 9,266 14,239 11,266 8,157 11,266 ‐ 11,266 212‐5511‐440 TRAINING & DEVELOPMENT 10,000 6,023 10,000 9,143 10,000 ‐ 10,000 212‐5511‐450 MILEAGE 1,720 2,420 1,720 1,688 1,720 300 2,020 212‐5511‐470 UTILITIES 52,358 49,002 52,358 28,551 52,358 ‐ 52,358 212‐5511‐490 PROGRAMMING 10,000 10,600 10,000 4,397 10,000 (10,000) ‐ 212‐5511‐800 CAPITAL OUTLAY 6,923 4,758 5,984 ‐ 5,984 ‐ 5,984 212‐5511‐998 PERSONNEL CONTINGENCY ‐ ‐ ‐ ‐ ‐ 17,182 17,182 TOTAL 610,483 620,164 610,706 398,175 610,706 32,743 643,449 TOTAL LIBRARY OPERATIONS 2,052,829 2,000,538 2,040,856 1,288,189 2,030,633 111,544 2,142,177 2016 2017 2018 188 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT LIBRARY Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 212‐5511‐110 SALARIES‐FULL‐TIME 54,280 $ 212‐5511‐135 LONGEVITY ‐ $ 212‐5511‐192 RETIREMENT 3,637 $ 212‐5511‐193 FICA 4,152 $ 212‐5511‐194 HEALTH INSURANCE 14,410 $ 212‐5511‐195 DENTAL INSURANCE 2,322 $ 212‐5511‐490 PROGRAMMING (10,000) $ Total 68,801 $ 212‐5511‐210 OFFICE SUPPLIES Due to increase of costs and implementation of Sustainable Purchasing Policy. $ 1,200 212‐5511‐250 POSTAGE Increase of ILL service costs and quarterly newsletter mailing. $ 1,402 212‐5511‐270 TELEPHONE Increase costs of service. $ 2,300 212‐5511‐280 COMMUNICATIONS Cell phone reimbursement for Library Director as City Dept. Head. 1,200 $ 212‐5511‐310 LINK SERVICES ILS Member services for SCLS, increases annually. 1,916 $ 212‐5511‐330 ELECTRONIC RESOURCES SCLS Member fees based on collective purchasing and weighted voting. 6,743 $ 212‐5511‐410 EQUIPMENT MAINTENANCE The library currently pays for a share of the City managed fiber connection. We pay $1,200 per year for 100MB (one tenth of the 1,000MB full fiber connection). As we are getting more walk‐in devices, steady use of lab PCs, and as more services, apps and data are now “cloud” based; more bandwidth is sought to meet the needs of both patrons and staff. The City I.T Dept. has offered to split the 1,000MB connection for $850/month. (The additional overhead cost is due to us needing to be more financially responsible for the line and ISP charges, if we take half the bandwidth.) The shared fiber plan would amount to an additional $9,000 per year ($10,200 total). There would be one‐time hardware cost to handle the incoming feed into our network, $3,000‐5,000 (this is budgeted for in the library's existing 2017 budget). If we were to take on our own 1,000MB MUFN connection, it would be around $19,000/year. This includes the MUFN line charges and ISP charges. 10,500 $ 212‐5511‐450 MILEAGE Increased costs of mileage reimbursement for staff. Many serve on SCLS and City. Teams, Outreach, etc. 300 $ 212‐5511‐998 PERSONNEL CONTINGENCY The Personnel Contingency is based on a proposed 1.5% Cost of Living increase that mirrors the salary increase in the Police Contract. 17,182 $ TOTAL BY AREA ‐ $ 111,544 $ ‐ $ COMBINED TOTAL Request for a Librarian with an offsetting reduction from programming dollars/ Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the Library. 111,544 $ 189 ---PAGE BREAK--- 2018 City of Middleton Budget YOUTH CENTER REVENUE BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET CONTRIBUTIONS 214‐4500‐01 MCPASD CONTRIBUTION 18,500 ‐ 18,500 18,500 18,500 ‐ 18,500 214‐4500‐03 DANE COUNTY CONTRIBUTION 8,700 7,969 8,700 6,666 8,700 185 8,885 TOTAL 27,200 7,969 27,200 25,166 27,200 185 27,385 DONATIONS 214‐4700‐01 GENERAL DONATIONS TO YC 10,000 1,328 1,000 770 1,000 ‐ 1,000 214‐4700‐03 PASS PROGRAM DONATIONS ‐ ‐ 4,750 4,500 4,750 ‐ 4,750 TOTAL 10,000 1,328 5,750 5,270 5,750 ‐ 5,750 GRANTS 214‐4600‐03 MCPASD ED. FOUNDATION GT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 214‐4600‐05 MADISON AREA SPORTS COM GT ‐ 750 ‐ ‐ ‐ ‐ ‐ 214‐4600‐07 MIDDLETON COMM. FOUND. GT ‐ 500 ‐ ‐ ‐ ‐ ‐ 214‐4600‐09 KIWANIS DISTRICT FOUND. GT ‐ ‐ ‐ 500 ‐ ‐ ‐ TOTAL ‐ 1,250 ‐ 500 ‐ ‐ ‐ MISCELLANEOUS REVENUES 214‐4800‐01 TRANSFER IN FR GEN. FUND 20,108 44,718 47,124 47,124 47,124 53,522 100,646 TOTAL 20,108 44,718 47,124 47,124 47,124 53,522 100,646 TOTAL YOUTH CENTER REVENUE 57,308 55,264 80,074 78,060 80,074 53,707 133,781 2016 2017 2018 190 ---PAGE BREAK--- 2018 City of Middleton Budget YOUTH CENTER OPERATIONS BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WAGES 214‐5100‐110 SALARIES‐FULL‐TIME 40,750 36,795 49,918 32,685 47,897 23,058 70,955 214‐5100‐135 LONGEVITY ‐ ‐ ‐ ‐ 479 231 710 TOTAL 40,750 36,795 49,918 32,685 48,376 23,289 71,665 PERSONNEL BENEFITS 214‐5100‐192 RETIREMENT 2,690 2,362 3,494 1,023 3,241 1,560 4,801 214‐5100‐193 FICA 3,118 2,791 3,987 2,553 3,701 1,782 5,483 214‐5100‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ 23,488 23,488 214‐5100‐195 DENTAL INSURANCE 295 295 591 196 590 3,195 3,785 TOTAL 6,103 5,448 8,072 3,772 7,532 30,025 37,557 OPERATING EXPENSES 214‐5100‐220 SUPPLIES & MATERIALS 4,375 4,279 4,375 1,280 4,375 ‐ 4,375 214‐5100‐280 COMMUNICATION 480 404 480 400 480 ‐ 480 214‐5100‐310 TRIPS 1,500 1,459 1,500 1,406 1,500 ‐ 1,500 214‐5100‐440 TRAINING & DEVELOPMENT 500 261 500 59 500 (300) 200 214‐5100‐480 NUTRITIONAL SUPPLIES & MATS 3,600 2,552 5,729 2,615 5,729 (729) 5,000 214‐5201‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 214‐5210‐220 SUPPLIES & MATERIALS ‐ 829 ‐ ‐ ‐ ‐ ‐ 214‐5210‐310 TRIPS ‐ 632 ‐ ‐ ‐ ‐ ‐ 214‐5215‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ 500 ‐ ‐ ‐ 214‐5220‐220 SUPPLIES & MATERIALS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 214‐5301‐996 CASH MATCH ‐ 8,655 9,500 2,013 9,500 ‐ 9,500 214‐5301‐998 PERSONNEL CONTINGENCY ‐ ‐ ‐ ‐ ‐ 3,504 3,504 TOTAL 10,455 19,072 22,084 8,273 22,084 2,475 24,559 TOTAL YOUTH CENTER OPERATIONS 57,308 61,314 80,074 44,731 77,992 55,789 133,781 2016 2017 2018 191 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT YOUTH CENTER Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 214‐5100‐110 SALARIES‐FULL‐TIME 10,625 $ 214‐5100‐135 LONGEVITY 106 $ 214‐5100‐192 RETIREMENT 719 $ 214‐5100‐193 FICA 821 $ 214‐5100‐194 HEALTH INSURANCE 14,410 $ 214‐5100‐195 DENTAL INSURANCE 1,732 $ Total 28,414 $ 214‐5100‐110 SALARIES‐FULL‐TIME 12,432 $ 214‐5100‐135 LONGEVITY 124 $ 214‐5100‐192 RETIREMENT 841 $ 214‐5100‐193 FICA 961 $ 214‐5100‐194 HEALTH INSURANCE 9,078 $ 214‐5100‐195 DENTAL INSURANCE 1,463 $ Total 24,900 $ 214‐5100‐440 TRAINING & DEVELOPMENT The limited hours of the two Youth Center position do not allow for many training opportunities, therefore this line can be reduced. (300) $ 214‐5100‐480 NUTRITIONAL SUPPLIES & MATERIALS Due to the summer lunch program, the Youth Center has been able to obtain snacks at no charge, allowing for a decrease in this account. (729) $ 214‐5301‐998 PERSONNEL CONTINGENCY The Personnel Contingency is based on a proposed 1.5% Cost of Living increase that mirrors the salary increase in the Police Contract. 3,504 $ TOTAL BY AREA ‐ $ 55,789 $ ‐ $ COMBINED TOTAL Youth Center Director Request for additional paid weeks, increase in position grade, and increase in hours. Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the PLRF Department. Youth Center Assistant Director Request for additional paid weeks, increase in position grade, and increase in hours. This increase is proposed to be split between the Youth Center (63%) and PLRF Additional request materials are attached to the 2018 Personnel Change Request Form submitted by the PLRF Department. Please note that a portion of this request is listed in the Youth Center and a portion listed in the Recreation Department. 55,789 $ 192 ---PAGE BREAK--- 2018 City of Middleton Budget 2017 2017 2018 Budget Projected Requested REVENUES Insurance Cost Allocations General Fund 355,000 $ 355,000 $ 375,000 $ Tourism Fund 2,500 2,500 2,000 Water Utility 25,000 25,000 30,000 Sewer Utility 10,000 10,000 8,500 Golf Course 27,208 27,208 30,000 Other Revenues & Sources Insurance Dividends 8,000 7,531 7,957 Insurance Recoveries ‐ 381 ‐ Miscellaneous Revenues ‐ 42,344 ‐ Total Revenues 427,708 $ 469,964 $ 453,457 $ EXPENDITURES Insurance Coverage Liability Insurance 63,533 63,533 65,121 Excess Liability Insurance 2,592 2,277 2,391 Employment Practices Liability 8,614 7,491 8,615 Cyber Liability ‐ ‐ ‐ Crime Policy 874 968 1,036 Volunteer Accident Policy 1,861 1,165 1,861 Workers Compensation 198,063 198,064 222,897 Workers Compensation Audit ‐ 16,323 ‐ Auto Physical Damage 16,791 13,775 15,536 Boiler & Machinery 1,514 1,477 1,628 Property Insurance 88,806 73,865 77,838 Subtotal: Insurance Coverage 382,648 378,938 396,923 Claims Costs Liability Claims 25,000 15,000 25,000 Police Vehicle Damage 5,000 2,000 5,000 Public Works Vehicle Damage 5,000 2,000 5,000 Other Claim Costs 10,000 500 10,000 Subtotal: Claims Costs 45,000 19,500 45,000 Total Expenditures 427,648 $ 398,438 $ 441,923 $ CHANGE IN NET POSITION 60 $ 71,526 $ 11,534 $ NET POSITION Beginning Net Position ‐ $ 60 $ 71,586 $ Ending Net Position 60 $ 71,586 83,120 $ Risk Management Fund (Fund 710) 193 ---PAGE BREAK--- 2018 City of Middleton Budget CDA REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET MISCELLANEOUS REVENUES 203‐4811‐00 INTEREST ON INVESTMENTS ‐ 646 ‐ 44 ‐ ‐ ‐ 203‐4811‐01 HOLLEY LOAN PAYMENTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4811‐03 CREDIT CARD REBATE PROGRAM ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4812‐00 TRANSFER IN ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4815‐00 INTEREST ON CAPITAL LEASES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4820‐00 RENT ‐ JONES ‐ 9,687 10,000 3,310 10,000 300 10,300 203‐4820‐01 RENT ‐ BIG IDEAS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4820‐02 CARE WISCONSIN RENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4820‐03 GREENWAY CTR PKING RAMP LEASE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4820‐04 RENT MIDDLETON STATION PARKING ‐ 3,600 3,600 1,800 3,600 ‐ 3,600 203‐4830‐00 PROPERTY SALES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4870‐00 PUBLIC ART ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4875‐00 HUBBARD ARTS CENTER ‐ 8,334 5,500 5,248 5,500 ‐ 5,500 203‐4880‐00 AIRPORT LAND RENTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4890‐00 MISCELLANEIOUS REVENUES ‐ ‐ ‐ 4,287 ‐ ‐ ‐ 203‐4912‐00 CAPITAL BORROWING TAX EXEMPT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4913‐00 CAPITAL BORROWING TAXABLE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐4914‐00 PREMIUM ON ISSUANCE OF BONDS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 22,268 19,100 14,689 19,100 300 19,400 TOTAL CDA REVENUES ‐ 22,268 19,100 14,689 19,100 300 19,400 2018 2016 2017 194 ---PAGE BREAK--- 2018 City of Middleton Budget COMMUNITY DEVELOPMENT AUTHORITY BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATING EXPENSES 203‐5531‐001 ECONOMIC ASSISTANCE PMTS ‐ 3,250 ‐ ‐ ‐ ‐ ‐ 203‐5531‐003 OTHER ‐ 12,210 ‐ ‐ ‐ ‐ ‐ 203‐5540‐001 DOWNTOWN SNOW REMOVAL ‐ ‐ 25,000 9,650 25,000 ‐ 25,000 203‐5540‐002 SENIOR CENTER BUILDING MAINT ‐ ‐ 5,000 379 5,000 ‐ 5,000 203‐5540‐003 DOWNTOWN MARKETING ASSIST ‐ ‐ 5,000 500 5,000 1,000 6,000 203‐5540‐004 CDA EVENT SPONSORSHIP ‐ ‐ 5,000 2,500 5,000 ‐ 5,000 203‐5540‐005 BANNER/HOLIDAY LIGHTS ‐ ‐ 10,000 7,610 10,000 ‐ 10,000 203‐5540‐006 LTES DOWNTOWN MAINTENANCE ‐ ‐ 10,000 ‐ 10,000 ‐ 10,000 203‐5540‐007 DOWNTOWN LANDSCAPE/MAINT ‐ ‐ 18,500 8,089 18,500 ‐ 18,500 203‐5599‐000 DEPRECIATION EXPENSE ‐ 65,433 ‐ ‐ ‐ ‐ ‐ 203‐5714‐001 TENANT IMPROVEMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐5720‐112 PART‐TIME‐NON PERM. ‐ 10,867 ‐ 9,337 ‐ ‐ ‐ 203‐5720‐210 MISCELLANEOUS EXPENSES 70,000 22,796 ‐ 2,546 ‐ ‐ ‐ 203‐5720‐230 CITY HALL COMMUNITY GARDEN ‐ 200 ‐ ‐ ‐ ‐ ‐ 203‐5722‐310 PROFESSIONAL SERVICES ‐ 26,785 ‐ 3,016 ‐ ‐ ‐ 203‐5820‐705 LOAN WRITEOFFS ‐ 47,000 ‐ 9,607 ‐ ‐ ‐ 203‐5923‐990 TRANSFER TO TIF FUND ‐ ‐ ‐ ‐ ‐ ‐ ‐ 203‐5923‐995 TRANSFER TO FUND 416 169,050 ‐ ‐ ‐ ‐ ‐ ‐ 203‐5923‐999 TRANSFER TO DEBT SERVICE FUND ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 239,050 188,540 78,500 53,234 78,500 1,000 79,500 TOTAL COMMUNITY DEVELOPMENT AUTHORITY 239,050 188,540 78,500 53,234 78,500 1,000 79,500 2018 2016 2017 195 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT CDA Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 203‐5540‐003 DOWNTOWN MARKETING ASSISTANCE The CDA approved an additional $1,000 to provide assistance for downtown marketing, due to an increase in demand. 1,000 $ TOTAL BY AREA ‐ $ 1,000 $ ‐ $ COMBINED TOTAL 1,000 $ 196 ---PAGE BREAK--- 2018 City of Middleton Budget Type of Project 2018 Proposed Capital Budget Tax Increment Financing User Fees & Dept. Revenues Fund Balance & Repl. Fund Grants, Donations, & Other Capital Projects Funds & TIF 11,635,068 4,910,615 4,422,750 190,000 1,833,600 278,103 Airport (Non‐TIF) 25,000 ‐ ‐ 25,000 ‐ ‐ Golf Course 356,435 ‐ ‐ 356,435 ‐ ‐ Sewer Utility 192,500 ‐ ‐ 192,500 ‐ ‐ Storm Water Utility 915,000 ‐ ‐ 915,000 ‐ ‐ Water Utility 520,000 ‐ ‐ 520,000 ‐ ‐ Fire District 190,650 ‐ ‐ ‐ 190,650 ‐ Total 13,834,653 4,910,615 4,422,750 2,198,935 2,024,250 278,103 Department and Project Project # Y / N 2018 Request Capital Budget Tax Increment Financing User Fees & Dept. Revenues Fund Balance & Repl. Fund Grants, Donations, & Other AIRPORT 1 Sealing ramp and taxiways (Local Match) AI‐18‐01 Y 25,000 ‐ ‐ 25,000 ‐ ‐ 2 Airport Master Plan and Airport Layout Plan (ALP) AI‐18‐02 Y 50,000 ‐ 50,000 ‐ ‐ ‐ TOTAL 75,000 ‐ 50,000 25,000 ‐ ‐ BUILDING INSPECTION 1 Scanning/Display Service for Plan Archive BI‐18‐01 Y 15,000 15,000 ‐ ‐ ‐ ‐ 2 LED Lighting Retrofit ‐ Senior Center & EMS BI‐18‐02 Y 22,000 22,000 ‐ ‐ ‐ ‐ 3 City Hall: SE Door; W Railing, Stairway & Hill Repairs BI‐18‐03 Y 22,000 22,000 ‐ ‐ ‐ ‐ TOTAL 59,000 59,000 ‐ ‐ ‐ ‐ COMMUNITY SERVICES 1 Solar Trailers for Electronic Signs CS‐18‐01 Y 12,000 12,000 ‐ ‐ ‐ ‐ TOTAL 12,000 12,000 ‐ ‐ ‐ ‐ CONSERVANCY LANDS 1 Middleton Hills Boardwalk Replacement CL‐18‐01 Y 135,000 135,000 ‐ ‐ ‐ ‐ 2 Compact Track Loader & Attachments CL‐18‐02 Y 63,000 63,000 ‐ ‐ ‐ ‐ 3 Trail Rehabilitation CL‐18‐03 Y 170,183 127,330 ‐ ‐ ‐ 42,853 4 Bock Community Forest CL‐18‐04 Y 30,000 15,000 ‐ ‐ ‐ 15,000 5 Middleton Hills Restorations CL‐18‐05 Y 50,000 50,000 ‐ ‐ ‐ ‐ 6 Pheasant Branch Conservancy Signage CL‐18‐06 Y 10,000 10,000 ‐ ‐ ‐ ‐ 7 Trail Marking & Deliniation CL‐18‐07 Y 15,000 15,000 ‐ ‐ ‐ ‐ TOTAL 473,183 415,330 ‐ ‐ ‐ 57,853 EMS 1 Primary Ambulance Replacements EM‐18‐01 Y 480,000 96,000 ‐ ‐ 384,000 ‐ 2 Auto‐Pulse Systems EM‐18‐02 Y 60,000 60,000 ‐ ‐ ‐ ‐ 3 Ambulance Stretcher Replacements EM‐18‐03 Y 52,000 45,000 ‐ ‐ ‐ 7,000 TOTAL 592,000 201,000 ‐ ‐ 384,000 7,000 FIRE DISTRICT 1 Capital Replacement Fund FI‐18‐01 Y 190,650 ‐ ‐ ‐ 190,650 ‐ TOTAL 190,650 ‐ ‐ ‐ 190,650 ‐ GOLF COURSE 1 Irrigation Pump and Pump House (Phase 2) GC‐18‐01 Y 120,000 ‐ ‐ 120,000 ‐ ‐ 2 Parking Lot Expansion GC‐18‐02 Y 176,435 ‐ ‐ 176,435 ‐ ‐ 3 Fence GC‐18‐03 Y 30,000 ‐ ‐ 30,000 ‐ ‐ 4 Ice Machine GC‐18‐04 Y 5,000 ‐ ‐ 5,000 ‐ ‐ 5 Verticut Units GC‐18‐05 Y 10,000 ‐ ‐ 10,000 ‐ ‐ 6 Rough Mower GC‐18‐06 Y 15,000 ‐ ‐ 15,000 ‐ ‐ TOTAL 356,435 ‐ ‐ 356,435 ‐ ‐ 2018 Capital Budget Requests Decision Matrix 197 ---PAGE BREAK--- 2018 City of Middleton Budget Department and Project Project # Y / N 2018 Request Capital Budget Tax Increment Financing User Fees & Dept. Revenues Fund Balance & Repl. Fund Grants, Donations, & Other INFORMATION TECHNOLOGY 1 City Wide Fiber Network IT‐18‐01 Y 75,000 75,000 ‐ ‐ ‐ ‐ 2 Facility Management Software ‐ Akitabox IT‐18‐02 Y 17,500 17,500 ‐ ‐ ‐ ‐ 3 Video and Security Systems (Senior Center) IT‐18‐03 Y 20,000 20,000 ‐ ‐ ‐ ‐ TOTAL 112,500 112,500 ‐ ‐ ‐ ‐ LIBRARY Dumpster/ Mechanical Enclosure/Rear Entrance LIB‐18‐01 Y 25,000 25,000 ‐ ‐ ‐ ‐ Shelving LIB‐18‐02 Y 52,000 ‐ ‐ ‐ 43,000 9,000 Furniture Upgrades LIB‐18‐03 Y 50,000 37,000 ‐ ‐ 13,000 ‐ Meeting Room Chairs LIB‐18‐04 Y 32,000 31,000 ‐ ‐ ‐ 1,000 Painting LIB‐18‐05 Y 16,500 15,500 ‐ ‐ ‐ 1,000 TOTAL 175,500 108,500 ‐ ‐ 56,000 11,000 PARKS, RECREATION, & FORESTRY 1 ADA & Playground Equipment Upgrades PR‐18‐01 Y 35,000 35,000 ‐ ‐ ‐ ‐ 2 Walter Bauman Aquatic Center PR‐18‐02 Y 50,000 50,000 ‐ ‐ ‐ ‐ 3 Emerald Ash Borer (EAB) Program PR‐18‐03 Y 243,900 243,900 ‐ ‐ ‐ ‐ 4 Tennis Court Replacement & Maintenance PR‐18‐04 Y 173,000 76,500 ‐ ‐ 76,500 20,000 6 Basketball Courts PR‐18‐06 Y 25,000 10,000 ‐ ‐ 15,000 ‐ 7 Path Development & Maintenance PR‐18‐07 Y 68,000 ‐ ‐ ‐ 68,000 ‐ 8 Park Shelter Construction PR‐18‐08 Y 700,000 ‐ ‐ ‐ 690,000 10,000 9 Planning & Design PR‐18‐09 Y 70,000 ‐ ‐ ‐ 70,000 ‐ 10 Athletic Field Improvements PR‐18‐10 Y 75,000 ‐ ‐ ‐ 75,000 ‐ 11 Bike Park Trail Head, Parking, & Access Drive PR‐18‐11 Y 376,000 188,000 ‐ 188,000 ‐ ‐ TOTAL 1,815,900 603,400 ‐ 188,000 994,500 30,000 PLANNING 1 Pleasant View Road Expansion PL‐18‐01 Y 220,000 ‐ 220,000 ‐ ‐ ‐ 2 University & Parmenter Intersection PL‐18‐02 Y 3,650,000 ‐ 3,650,000 ‐ ‐ ‐ 3 Pheasant Branch Conservancy Trailhead Acquisition PL‐18‐03 Y 475,000 ‐ 302,750 ‐ ‐ 172,250 4 Legal Fees Associated with Zoning Ordinance Rewrite PL‐18‐04 Y 10,000 10,000 ‐ ‐ ‐ ‐ 5 South Pond Improvements PL‐18‐05 Y 125,000 ‐ 125,000 ‐ ‐ ‐ 8 NE Middleton Trail Connector PL‐18‐08 Y 75,000 ‐ 75,000 ‐ ‐ ‐ 10 Downtown Plaza PL‐18‐10 Y ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 4,555,000 10,000 4,372,750 ‐ ‐ 172,250 POLICE DEPARTMENT 1 Integrated Security System PD‐18‐01 Y 47,995 47,995 ‐ ‐ ‐ ‐ 2 Camera and Recording System Replacement PD‐18‐02 Y 107,600 107,600 ‐ ‐ ‐ ‐ 3 Simulcast Radio Transmit Installation PD‐18‐03 Y 81,000 81,000 ‐ ‐ ‐ ‐ TOTAL 236,595 236,595 ‐ ‐ ‐ ‐ PUBLIC WORKS (STREETS) 1 N High Point Rd Mill & Overlay (South of Terrace) PW‐18‐01 Y 522,778 522,778 ‐ ‐ ‐ ‐ 2 Cedar Ridge Neighborhood Mill & Overlay PW‐18‐02 Y 297,556 297,556 ‐ ‐ ‐ ‐ 3 Crack Filling, Chip Sealing PW‐18‐03 Y 300,000 300,000 ‐ ‐ ‐ ‐ 4 Maywood Ave Reconstruction (Park ‐ Branch) PW‐18‐04 Y 45,000 45,000 ‐ ‐ ‐ ‐ 5 Bristol St, North Ave Reconstruction PW‐18‐05 Y 60,000 60,000 ‐ ‐ ‐ ‐ 6 Park St. Reconstruction (RR Tracks ‐ South Ave.) PW‐18‐18 Y 120,320 120,320 ‐ ‐ ‐ ‐ 7 Park/N Gammon Mill & Overlay (Univ. ‐ City Lim.) PW‐18‐19 Y 382,044 382,044 ‐ ‐ ‐ ‐ 8 Foxridge Subdivision Mill & Overlay PW‐18‐20 Y 321,222 321,222 ‐ ‐ ‐ ‐ TOTAL 2,048,920 2,048,920 ‐ ‐ ‐ ‐ PUBLIC WORKS (OTHER) Survey Services: Underground Electrical PW‐18‐06 Y 10,000 10,000 ‐ ‐ ‐ ‐ Orchid Heights Park: Replace Storm Sewer PW‐18‐07 Y 40,000 40,000 ‐ ‐ ‐ ‐ Pheasant Branch Creek: Line Rusted Pipes PW‐18‐08 Y 20,000 20,000 ‐ ‐ ‐ ‐ Rail Spur Rehabilitation PW‐18‐09 Y 35,000 35,000 ‐ ‐ ‐ ‐ Pleasant View Rd: Rebuild Retaining Walls PW‐18‐10 Y 15,000 15,000 ‐ ‐ ‐ ‐ Survey Services: Miscellaneous PW‐18‐11 Y 20,000 20,000 ‐ ‐ ‐ ‐ Pheasant Ln: New Street Light PW‐18‐12 Y 9,000 9,000 ‐ ‐ ‐ ‐ Discovery Dr: New Street Light PW‐18‐13 Y 7,000 7,000 ‐ ‐ ‐ ‐ Maywood Ave: RRFB at Lakeview Park Crosswalk PW‐18‐14 Y 10,000 10,000 ‐ ‐ ‐ ‐ Mary St: Rebuild Pillars at Middleton Station Park PW‐18‐15 Y 20,000 20,000 ‐ ‐ ‐ ‐ Century & Hedden: Signal & Turn Lane Improve PW‐18‐16 Y 85,000 85,000 ‐ ‐ ‐ ‐ City‐wide Transportation Plan Update PW‐18‐17 Y 85,000 85,000 ‐ ‐ ‐ ‐ TOTAL 356,000 356,000 ‐ ‐ ‐ ‐ 198 ---PAGE BREAK--- 2018 City of Middleton Budget Department and Project Project # Y / N 2018 Request Capital Budget Tax Increment Financing User Fees & Dept. Revenues Fund Balance & Repl. Fund Grants, Donations, & Other PUBLIC WORKS (FLEET ADDITIONS) 1 Streets Skid Steer PV‐18‐01 Y 85,000 85,000 ‐ ‐ ‐ ‐ 2 Operations Manager ‐ SUV PV‐18‐02 Y ‐ ‐ ‐ ‐ ‐ ‐ 3 Closed Loop Conversions PV‐18‐03 Y 46,000 46,000 ‐ ‐ ‐ ‐ 131,000 131,000 ‐ ‐ ‐ ‐ SEWER UTILITY 1 Sewer Main Replacement SU‐18‐01 Y 192,500 ‐ ‐ 192,500 ‐ ‐ TOTAL 192,500 ‐ ‐ 192,500 ‐ ‐ STORM WATER UTILITY 1 South Pond Dredging SW‐18‐01 Y 900,000 ‐ ‐ 900,000 ‐ ‐ 2 Pond Assessment & Survey Update SW‐18‐02 Y 15,000 ‐ ‐ 15,000 ‐ ‐ TOTAL 915,000 ‐ ‐ 915,000 ‐ ‐ VEHICLE & EQUIPMENT REPLACEMENT PLAN 1 Vehicle & Equipment Replacement Plan VE‐18‐01 Y 899,100 500,000 ‐ ‐ 399,100 ‐ TOTAL 899,100 500,000 ‐ ‐ 399,100 ‐ WATER RESOURCES COMMISSION 1 Adaptive Management / TMDL Compliance WR‐18‐01 Y 65,370 65,370 ‐ ‐ ‐ ‐ 2 S Fork Pheasant Branch ‐ Dredging WR‐18‐02 Y 35,000 35,000 ‐ ‐ ‐ ‐ 3 Tiedeman Pond Forebay ‐ Dredging WR‐18‐03 Y 16,000 16,000 ‐ ‐ ‐ ‐ 4 DNR Leaf Management Program ‐ MS4 Communities WR‐18‐06 Y 2,000 ‐ ‐ 2,000 ‐ ‐ TOTAL 118,370 116,370 ‐ 2,000 ‐ ‐ WATER UTILITY 1 Water Meter Replacement WU‐18‐01 Y 100,000 ‐ ‐ 100,000 ‐ ‐ 2 Water Main Replacement WU‐18‐02 Y 192,500 ‐ ‐ 192,500 ‐ ‐ 3 Water Utility Pickup Truck Replacement WU‐18‐03 Y 50,000 ‐ ‐ 50,000 ‐ ‐ 4 Water Utility Skid Steer Trailer Replacement WU‐18‐04 Y 12,500 ‐ ‐ 12,500 ‐ ‐ 5 Quarry Reservoir Roof Repair WU‐18‐05 Y 100,000 ‐ ‐ 100,000 ‐ ‐ 6 Water Utility 1 Ton Truck Replacement WU‐18‐06 Y 65,000 ‐ ‐ 65,000 ‐ ‐ TOTAL 520,000 ‐ ‐ 520,000 ‐ ‐ TOTAL ALL DEPARTMENTS 13,834,653 4,910,615 4,422,750 2,198,935 2,024,250 278,103 199 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total AIRPORT 2018 2019 2020 2021 2022 Total Sealing ramp and taxiways (Local Match) AI‐18‐01 1 Very imp. 25,000 ‐ ‐ ‐ ‐ 25,000 Airport Master Plan and Airport Layout Plan (ALP) AI‐18‐02 2 Important 50,000 ‐ ‐ ‐ ‐ 50,000 TOTAL 75,000 ‐ ‐ ‐ ‐ 75,000 BUILDING INSPECTION 2018 2019 2020 2021 2022 Total Scanning/Display Service for Plan Archive BI‐18‐01 1 Important 15,000 10,000 ‐ ‐ ‐ 25,000 LED Lighting Retrofit ‐ Senior Center & EMS BI‐18‐02 2 Important 22,000 ‐ ‐ ‐ ‐ 22,000 City Hall: SE Door; W Railing, Stairway & Hill Repairs BI‐18‐03 3 Important 22,000 ‐ ‐ ‐ ‐ 22,000 TOTAL 59,000 10,000 ‐ ‐ ‐ 69,000 COMMUNITY SERVICES 2018 2019 2020 2021 2022 Total Solar Trailers for Electronic Signs CS‐18‐01 1 Very Imp. 12,000 12,000 ‐ ‐ ‐ 24,000 TOTAL 12,000 12,000 ‐ ‐ ‐ 24,000 CONSERVANCY LANDS 2018 2019 2020 2021 2022 Total Middleton Hills Boardwalk Replacement CL‐18‐01 1 Critical 135,000 ‐ ‐ ‐ ‐ 135,000 Compact Track Loader & Attachments CL‐18‐02 2 Very Imp. 63,000 ‐ ‐ ‐ ‐ 63,000 Trail Rehabilitation CL‐18‐03 3 Very Imp. 170,183 134,241 227,192 228,255 231,231 991,102 Bock Community Forest CL‐18‐04 4 Very Imp. 30,000 30,000 30,000 30,000 30,000 150,000 Middleton Hills Restorations CL‐18‐05 5 Very Imp. 50,000 50,000 50,000 50,000 50,000 250,000 Pheasant Branch Conservancy Signage CL‐18‐06 6 Important 10,000 30,000 ‐ ‐ ‐ 40,000 Trail Marking & Deliniation CL‐18‐07 7 Important 15,000 ‐ ‐ ‐ ‐ 15,000 PBC SE Trail Safety Improvements CL‐18‐08 8 Very Imp. ‐ 54,000 ‐ ‐ ‐ 54,000 Middleton Beach Road Trails Project CL‐18‐09 9 Important ‐ 71,775 ‐ ‐ ‐ 71,775 TOTAL 473,183 370,016 307,192 308,255 311,231 1,769,877 PROJECTS AND FUNDING SOURCES BY DEPARTMENT 200 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total PROJECTS AND FUNDING SOURCES BY DEPARTMENT EMS 2018 2019 2020 2021 2022 Total Primary Ambulance Replacements EM‐18‐01 1 Critical 480,000 ‐ ‐ ‐ ‐ 480,000 Auto‐Pulse Systems EM‐18‐02 2 Very Imp. 60,000 ‐ ‐ ‐ ‐ 60,000 Ambulance Stretcher Replacements EM‐18‐03 3 Very Imp. 52,000 ‐ ‐ ‐ ‐ 52,000 Mobile Data Computer Replacement EM‐18‐04 4 Critical ‐ 16,000 ‐ ‐ ‐ 16,000 EMS Building Carpeting & Painting EM‐18‐05 5 Very Imp. ‐ 12,000 ‐ ‐ ‐ 12,000 Zoll AED Replacement EM‐18‐06 6 Important ‐ 21,000 ‐ ‐ 21,000 42,000 Mobile and Portable Radio Replacements EM‐18‐07 7 Very Imp. ‐ 24,000 36,000 ‐ ‐ 60,000 Cardiac Monitor/Defib/Pacemakers EM‐18‐08 8 Important ‐ ‐ ‐ 60,000 ‐ 60,000 TOTAL 592,000 73,000 36,000 60,000 21,000 782,000 FIRE DISTRICT 2018 2019 2020 2021 2022 Total Capital Replacement Fund FI‐18‐01 1 Critical 190,650 190,650 190,650 190,650 190,650 953,250 TOTAL TOTAL 190,650 190,650 190,650 190,650 190,650 953,250 GOLF COURSE 2018 2019 2020 2021 2022 Total Irrigation Pump and Pump House (Phase 2) GC‐18‐01 1 Critical 120,000 ‐ ‐ ‐ ‐ 120,000 Parking Lot Expansion GC‐18‐02 2 Important 176,435 ‐ ‐ ‐ ‐ 176,435 Fence GC‐18‐03 3 Important 30,000 ‐ ‐ ‐ ‐ 30,000 Ice Machine GC‐18‐04 4 Important 5,000 ‐ ‐ ‐ ‐ 5,000 Verticut Units GC‐18‐05 5 Important 10,000 ‐ ‐ ‐ ‐ 10,000 Rough Mower GC‐18‐06 6 Important 15,000 ‐ ‐ ‐ ‐ 15,000 TOTAL 356,435 ‐ ‐ ‐ ‐ 356,435 INFORMATION TECHNOLOGY 2018 2019 2020 2021 2022 Total City Wide Fiber Network IT‐18‐01 1 Less Imp. 75,000 ‐ ‐ ‐ ‐ 75,000 Facility Management Software ‐ Akitabox IT‐18‐02 2 Less Imp. 17,500 ‐ ‐ ‐ ‐ 17,500 Video and Security Systems (Senior Center) IT‐18‐03 3 Very Imp. 20,000 ‐ ‐ ‐ ‐ 20,000 Pictometry IT‐18‐04 4 Important ‐ 30,000 ‐ ‐ ‐ 30,000 Phone System Replacement IT‐18‐05 5 Important ‐ ‐ ‐ 35,000 ‐ 35,000 Financial Software Replacement IT‐18‐06 6 Important ‐ ‐ 225,000 ‐ ‐ 225,000 TOTAL 112,500 30,000 225,000 35,000 ‐ 402,500 201 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total PROJECTS AND FUNDING SOURCES BY DEPARTMENT LIBRARY 2018 2019 2020 2021 2022 Total Dumpster/ Mechanical Enclosure/Rear Entrance LIB‐18‐01 1 Mandated 25,000 ‐ ‐ ‐ ‐ 25,000 Shelving LIB‐18‐02 2 Critical 52,000 ‐ ‐ ‐ ‐ 52,000 Furniture Upgrades LIB‐18‐03 3 Very Imp. 50,000 ‐ ‐ ‐ ‐ 50,000 Meeting Room Chairs LIB‐18‐04 4 Important 32,000 ‐ ‐ ‐ ‐ 32,000 Painting LIB‐18‐05 5 Important 16,500 ‐ ‐ ‐ ‐ 16,500 Vehicle LIB‐18‐06 6 Future ‐ 30,000 ‐ ‐ ‐ 30,000 Service Desks LIB‐18‐07 7 Future ‐ 80,000 ‐ ‐ ‐ 80,000 Mechanical Equipment LIB‐18‐08 8 Future ‐ ‐ 15,000 ‐ ‐ 15,000 TOTAL 175,500 110,000 15,000 ‐ ‐ 300,500 PARKS, RECREATION & FORESTRY 2018 2019 2020 2021 2022 Total ADA & Playground Equipment Upgrades PR‐18‐01 1 Mandated 35,000 35,000 35,000 35,000 35,000 175,000 Walter Bauman Aquatic Center PR‐18‐02 2 Critical 50,000 40,000 40,000 40,000 40,000 210,000 Emerald Ash Borer (EAB) Program PR‐18‐03 3 Critical 243,900 145,900 ‐ ‐ ‐ 389,800 Tennis Court Replacement & Maintenance PR‐18‐04 4 Important 173,000 106,000 45,000 ‐ 358,000 682,000 Playground Replacement Program PR‐18‐05 5 Important ‐ 199,681 ‐ ‐ ‐ 199,681 Basketball Courts PR‐18‐06 6 Important 25,000 20,000 ‐ ‐ ‐ 45,000 Path Development & Maintenance PR‐18‐07 7 Important 68,000 ‐ 147,000 60,000 ‐ 275,000 Park Shelter Construction PR‐18‐08 8 Important 700,000 500,000 ‐ 250,000 ‐ 1,450,000 Planning & Design PR‐18‐09 9 Important 70,000 ‐ ‐ ‐ ‐ 70,000 Athletic Field Improvements PR‐18‐10 10 Important 75,000 ‐ 175,000 ‐ ‐ 250,000 Bike Park Trail Head, Parking, & Access Drive PR‐18‐11 11 Important 376,000 357,800 ‐ ‐ ‐ 733,800 TOTAL 1,815,900 1,404,381 442,000 385,000 433,000 4,480,281 202 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total PROJECTS AND FUNDING SOURCES BY DEPARTMENT PLANNING 2018 2019 2020 2021 2022 Total Pleasant View Road Expansion PL‐18‐01 1 Critical 220,000 514,000 707,800 7,476,100 337,900 9,255,800 University & Parmenter Intersection PL‐18‐02 2 Very Imp. 3,650,000 ‐ ‐ ‐ ‐ 3,650,000 Pheasant Branch Conservancy Trailhead Acquisition PL‐18‐03 3 Important 475,000 ‐ ‐ ‐ ‐ 475,000 Legal Fees Associated with Zoning Ordinance Rewrite PL‐18‐04 4 Important 10,000 ‐ ‐ ‐ ‐ 10,000 South Pond Improvements PL‐18‐05 5 Very Imp. 125,000 ‐ ‐ ‐ ‐ 125,000 University Ave Reconstruction (Cayuga ‐ Park) PL‐18‐06 6 Very Imp. ‐ 1,000,000 ‐ ‐ ‐ 1,000,000 Parmenter St Reconstruction (Terrace ‐ University) PL‐18‐07 7 Very Imp. ‐ 35,000 184,680 ‐ ‐ 219,680 NE Middleton Trail Connector PL‐18‐08 8 Very Imp. 75,000 600,000 ‐ ‐ ‐ 675,000 Utility Undergrounding on Century Avenue PL‐18‐09 9 Less Imp. ‐ ‐ ‐ 450,000 ‐ 450,000 Downtown Plaza PL‐18‐10 10 Important ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 4,555,000 2,149,000 892,480 7,926,100 337,900 15,860,480 POLICE DEPARTMENT 2018 2019 2020 2021 2022 Total Integrated Security System PD‐18‐01 1 Critical 47,995 ‐ ‐ ‐ ‐ 47,995 Camera and Recording System Replacement PD‐18‐02 2 Critical 107,600 ‐ ‐ ‐ ‐ 107,600 Simulcast Radio Transmit Installation PD‐18‐03 3 Very Imp. 81,000 ‐ ‐ ‐ ‐ 81,000 Police Record System Replacement PD‐18‐04 4 Important ‐ 50,000 50,000 ‐ ‐ 100,000 Squad Radio Replacement PD‐18‐05 5 Important ‐ 220,492 ‐ ‐ ‐ 220,492 Portable Radio Replacement PD‐18‐06 6 Important ‐ ‐ 239,733 ‐ ‐ 239,733 Next Gen 911 System PD‐18‐07 7 Important ‐ ‐ 164,600 ‐ ‐ 164,600 UPS Battery & Capacitor Replacement PD‐18‐08 8 Critical ‐ ‐ 11,000 ‐ ‐ 11,000 TOTAL 236,595 270,492 465,333 ‐ ‐ 972,420 203 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total PROJECTS AND FUNDING SOURCES BY DEPARTMENT PUBLIC WORKS 2018 2019 2020 2021 2022 Total N High Point Rd Mill & Overlay (South of Terrace) PW‐18‐01 1 Very Imp. 522,778 ‐ ‐ ‐ ‐ 522,778 Cedar Ridge Neighborhood Mill & Overlay PW‐18‐02 2 Important 297,556 ‐ ‐ ‐ ‐ 297,556 Crack Filling, Chip Sealing PW‐18‐03 3 Very Imp. 300,000 300,000 300,000 300,000 300,000 1,500,000 Maywood Ave Reconstruction (Park ‐ Branch) PW‐18‐04 4 Very Imp. 45,000 425,790 ‐ ‐ ‐ 470,790 Bristol St, North Ave Reconstruction PW‐18‐05 5 Very Imp. 60,000 631,332 ‐ ‐ ‐ 691,332 Survey Services: Underground Electrical PW‐18‐06 6 Critical 10,000 ‐ ‐ ‐ ‐ 10,000 Orchid Heights Park: Replace Storm Sewer PW‐18‐07 7 Very Imp. 40,000 ‐ ‐ ‐ ‐ 40,000 Pheasant Branch Creek: Line Rusted Pipes PW‐18‐08 8 Very Imp. 20,000 ‐ ‐ ‐ ‐ 20,000 Rail Spur Rehabilitation PW‐18‐09 9 Very Imp. 35,000 ‐ ‐ ‐ ‐ 35,000 Pleasant View Rd: Rebuild Retaining Walls PW‐18‐10 10 Important 15,000 ‐ ‐ ‐ ‐ 15,000 Survey Services: Miscellaneous PW‐18‐11 11 Less Imp. 20,000 ‐ ‐ ‐ ‐ 20,000 Pheasant Ln: New Street Light PW‐18‐12 12 Less Imp. 9,000 ‐ ‐ ‐ ‐ 9,000 Discovery Dr: New Street Light PW‐18‐13 13 Less Imp. 7,000 ‐ ‐ ‐ ‐ 7,000 Maywood Ave: RRFB at Lakeview Park Crosswalk PW‐18‐14 14 Less Imp. 10,000 ‐ ‐ ‐ ‐ 10,000 Mary St: Rebuild Pillars at Middleton Station Park PW‐18‐15 15 Less Imp. 20,000 ‐ ‐ ‐ ‐ 20,000 Century & Hedden: Signal & Turn Lane Improve PW‐18‐16 16 Future 85,000 ‐ ‐ ‐ ‐ 85,000 City‐wide Transportation Plan Update PW‐18‐17 17 Less Imp. 85,000 ‐ ‐ ‐ ‐ 85,000 Park St. Reconstruction (RR Tracks ‐ South Ave.) PW‐18‐18 18 Future 120,320 ‐ ‐ ‐ ‐ 120,320 Park/N Gammon Mill & Overlay (Univ. ‐ City Lim.) PW‐18‐19 19 Future 382,044 ‐ ‐ ‐ ‐ 382,044 Foxridge Subdivision Mill & Overlay PW‐18‐20 20 Future 321,222 ‐ ‐ ‐ ‐ 321,222 Maywood Ave Mill & Overlay (Branch ‐ Allen) PW‐18‐21 21 Future ‐ 188,500 ‐ ‐ ‐ 188,500 Pheasant Ln & Adler Cir Mill & Overlay PW‐18‐22 22 Future ‐ 123,000 ‐ ‐ ‐ 123,000 Parkside Heights Neighborhood Reconstruction PW‐18‐23 23 Future ‐ 85,000 875,862 ‐ ‐ 960,862 Wood Rd Reconstruction (incl. Wood Cir E & W) PW‐18‐24 24 Future ‐ 30,000 222,642 ‐ ‐ 252,642 CTH Q Mill & Overlay (County led proj.) PW‐18‐25 25 Future ‐ ‐ 250,000 ‐ ‐ 250,000 Hubbard Ave & Mayflower Dr Reconstruction PW‐18‐26 26 Future ‐ ‐ 100,000 1,128,600 ‐ 1,228,600 Foxridge Cul‐de‐sacs Mill & Overlay PW‐18‐27 27 Future ‐ ‐ ‐ 124,833 ‐ 124,833 Terrace Ave & Middleton St Mill & Overlay PW‐18‐28 28 Future ‐ ‐ ‐ 75,580 ‐ 75,580 Middleton Beach Rd Reconstruction PW‐18‐29 29 Future ‐ ‐ ‐ 100,000 479,712 579,712 Elm Ln & Sunrise Ct Reconstruction PW‐18‐30 30 Future ‐ ‐ ‐ 40,000 198,018 238,018 Aurora St Reconstruction PW‐18‐31 31 Future ‐ ‐ ‐ 40,000 76,950 116,950 204 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total PROJECTS AND FUNDING SOURCES BY DEPARTMENT Clark St & Lee St Reconstruction PW‐18‐32 32 Future ‐ ‐ ‐ 60,000 171,456 231,456 Kenyon Dr Mill & Overlay PW‐18‐33 33 Future ‐ ‐ ‐ ‐ 260,000 260,000 Shorecrest Neighborhood Mill & Overlay PW‐18‐34 34 Future ‐ ‐ ‐ ‐ 479,278 479,278 TOTAL 2,404,920 1,783,622 1,748,504 1,869,013 1,965,415 9,771,474 PUBLIC WORKS NEW VEHICLES 2018 2019 2020 2021 2022 Total Streets Skid Steer PV‐18‐01 1 Critical 85,000 ‐ ‐ ‐ ‐ 85,000 Operations Manager ‐ SUV PV‐18‐02 2 Important ‐ ‐ ‐ ‐ ‐ ‐ Closed Loop Conversions PV‐18‐03 3 Very Imp. 46,000 ‐ ‐ ‐ ‐ 46,000 1 Ton truck PV‐18‐04 4 Future ‐ ‐ ‐ ‐ ‐ ‐ Mini Excavator PV‐18‐05 5 Future ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 131,000 ‐ ‐ ‐ ‐ 131,000 SEWER UTILITY 2018 2019 2020 2021 2022 Total Sewer Main Replacement SU‐18‐01 1 Critical 192,500 467,500 400,000 400,000 250,000 1,710,000 Sewer Force Main Replacement SU‐18‐02 2 Critical ‐ 125,000 ‐ ‐ 230,000 355,000 Sewer Lift Station Rehab SU‐18‐03 3 Critical ‐ 125,000 ‐ ‐ 200,000 325,000 TOTAL 192,500 717,500 400,000 400,000 680,000 2,390,000 STORMWATER UTILITY 2018 2019 2020 2021 2022 Total South Pond Dredging SW‐18‐01 1 Very Imp. 900,000 ‐ ‐ ‐ ‐ 900,000 Pond Assessment & Survey Update SW‐18‐02 2 Very Imp. 15,000 ‐ ‐ ‐ ‐ 15,000 Pheasant Branch ‐ Channel Bank Assessment SW‐18‐03 3 Very Imp. ‐ 20,000 ‐ ‐ ‐ 20,000 Springhill Pond ‐ Sediment Removal SW‐18‐04 4 Very Imp. ‐ 35,000 ‐ ‐ ‐ 35,000 Middleton Hills ‐ Concentric Pond SW‐18‐05 5 Very Imp. ‐ 60,000 ‐ ‐ ‐ 60,000 Pheasant Branch ‐ Gabion Wall Replacement SW‐18‐06 6 Very Imp. ‐ ‐ 200,000 ‐ ‐ 200,000 Middleton Hills ‐ SE Pond SW‐18‐07 7 Very Imp. ‐ ‐ 80,000 ‐ ‐ 80,000 Misty Valley ‐ Sedimentation Pond SW‐18‐08 8 Very Imp. ‐ ‐ 40,000 ‐ ‐ 40,000 Pheasant Branch ‐ Sheet Pile Replacement SW‐18‐09 9 Very Imp. ‐ ‐ ‐ 130,000 ‐ 130,000 Confluence Pond ‐ Upper Reach SW‐18‐10 10 Very Imp. ‐ ‐ ‐ 300,000 ‐ 300,000 Pheasant Branch ‐ Bank Stabilization SW‐18‐11 11 Very Imp. ‐ ‐ ‐ ‐ 125,000 125,000 TOTAL 915,000 115,000 320,000 430,000 125,000 1,905,000 205 ---PAGE BREAK--- City of Middleton Capital Improvement Plan 2018 to 2022 Department / Project / Funding Source Project # Priority Severity 2018 2019 2020 2021 2022 Total PROJECTS AND FUNDING SOURCES BY DEPARTMENT VEHICLE & EQUIPMENT REPLACEMENT 2018 2019 2020 2021 2022 Total Vehicle & Equipment Replacement Plan VE‐18‐01 1 Very Imp. 899,100 680,402 360,231 415,734 566,408 2,921,875 TOTAL 899,100 680,402 360,231 415,734 566,408 2,921,875 WATER RESOURCES 2018 2019 2020 2021 2022 Total Adaptive Management / TMDL Compliance WR‐18‐01 1 Mandated 65,370 65,370 65,370 65,370 65,370 326,850 S Fork Pheasant Branch ‐ Dredging WR‐18‐02 2 Important 35,000 ‐ ‐ ‐ ‐ 35,000 Tiedeman Pond Forebay ‐ Dredging WR‐18‐03 3 Important 16,000 50,000 ‐ ‐ ‐ 66,000 Springhill Pond ‐ Outfall Reconfiguration WR‐18‐04 4 Less Imp. ‐ ‐ 18,000 ‐ ‐ 18,000 Pheasant Branch Ridge, West Pond ‐ Reconfig. WR‐18‐05 5 Less Imp. ‐ ‐ ‐ 85,000 ‐ 85,000 DNR Leaf Management Program ‐ MS4 Communities WR‐18‐06 6 Important 2,000 2,000 2,000 ‐ ‐ 6,000 TOTAL 118,370 117,370 85,370 150,370 65,370 536,850 WATER UTILITY 2018 2019 2020 2021 2022 Total Water Meter Replacement WU‐18‐01 1 Mandated 100,000 100,000 100,000 100,000 100,000 500,000 Water Main Replacement WU‐18‐02 2 Critical 192,500 855,000 725,000 700,000 800,000 3,272,500 Water Utility Pickup Truck Replacement WU‐18‐03 3 Very Imp. 50,000 50,000 ‐ 50,000 ‐ 150,000 Water Utility Skid Steer Trailer Replacement WU‐18‐04 4 Very Imp. 12,500 ‐ ‐ ‐ ‐ 12,500 Quarry Reservoir Roof Repair WU‐18‐05 5 Critical 100,000 ‐ ‐ ‐ ‐ 100,000 Water Utility 1 Ton Truck Replacement WU‐18‐06 6 Very Imp. 65,000 ‐ ‐ ‐ ‐ 65,000 TOTAL 520,000 1,005,000 825,000 850,000 900,000 4,100,000 TOTAL ALL PROJECTS CAPITAL BUDGET 4,910,615 4,046,981 3,492,630 3,083,372 3,327,424 18,861,022 TAX INCREMENT FINANCING 4,422,750 2,149,000 892,480 7,926,100 337,900 15,728,230 DEPARTMENT REVENUES & USER FEES 2,198,935 2,018,400 1,547,000 1,680,000 1,705,000 9,149,335 FUND BALANCE & REPLACEMENT FUNDS 2,024,250 539,052 365,650 190,650 190,650 3,310,252 GRANTS, DONATIONS, & OTHER FUNDS 278,103 285,000 15,000 140,000 35,000 753,103 TOTAL ALL FUNDING SOURCES 13,834,653 9,038,433 6,312,760 13,020,122 5,595,974 47,801,942 206 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget 2018 CAPITAL ITEMS AND VEHICLES SCHEDULED TO BE REPLACED GENERAL CAPITAL ITEMS Mechanic's Priority Vehicle # Vehicle Year Department Description Calculated Replacement Cost Mechanic's Replacement Cost Notes 0 68 2007 Administration Ford Expedition SUV 35,639 $ - $ Replace with Police #554 1 554 2014 Police Ford Utility AWD Interceptor 33,187 39,500 Replace 2 585 2007 Police Ford Explorer XLT 33,914 34,500 Retain for PW Ops Mgr 3 848 2008 Police Chevrolet Impala 23,372 34,500 Replace 4 17 2003 Public Works Sterling LT8500 Plow Truck 235,000 241,000 Replace 5 48 1989 Public Lands Chevrolet 3500 Pick Up 32,745 33,500 Replace 6 35 2009 Public Works Ford F-250 Pick-Up 30,499 35,000 Replace 7 41 2009 Public Lands Ford F-250 Pick-Up 32,287 37,000 Replace 8 81 2006 Public Works Graco Line Striper 16,795 8,500 Replace 9 T-23 Public Works Small Utility Trailer 4,000 5,100 Replace 10 43 2008 Public Works GMC 2500 Pick-Up 41,345 45,500 Replace 11 19 2008 Public Works GMC C5500 Brush Truck 79,980 145,000 Replace w/Plow Truck 12 M-5 2009 Public Lands John Deere 1600 Turbo Mower 53,700 53,000 Replace 13 45 2009 Public Works Vermeer 1800XL Brush Chipper 76,147 71,000 Replace 14 71 2008 Public Lands Smithco Ball Diamond Groomer 22,309 18,000 Replace 15 1 2006 Public Works Ford E-350 Cargo Van 28,928 35,000 Replace 16 61 2013 Public Lands Cat 236 Skid Steer - Leased - 63,000 Replace/Upgrade w/Purchased TOTAL 779,847 $ 899,100 $ 2018 CAPITAL ITEMS AND VEHICLES SCHEDULED TO BE REPLACED TOURISM & UTILITIES Mechanic's Priority Vehicle # Vehicle Year Department Description Calculated Replacement Cost Mechanic's Replacement Cost Notes 1 26 2008 Utilities Ford F-550 Dump Truck 63,446 65,000 $ Replace 2 10 2009 Utilities Ford F-250 Pick-Up 45,688 $ 50,000 $ Replace 3 T-30 2006 Utilities Olympic 14,000 lb Trailer 11,367 12,000 Replace * T-32 1993 Utilities K&K 12,000 lb Trailer 12,530 - Dispose not replace TOTAL 133,031 $ 127,000 $ 207 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget GENERAL FUND VEHICLE REPLACEMENT PLAN SUMMARY: 2018-2027 Department Total Current Replacement Value Average Annual Cost 2018 2019 2020 2021 2022 2023 to 2027 Administration 55,955 $ 5,596 $ - $ - $ - $ - $ - $ 30,867 $ Inspection 96,929 9,693 - - - - - 133,301 Police 535,418 104,506 108,500 101,072 181,517 136,809 69,510 694,374 Public Works 2,721,847 228,916 586,100 357,172 170,949 11,928 252,295 1,759,500 Public Lands 1,223,978 133,564 204,500 222,157 7,765 266,997 244,603 768,991 TOTAL 4,634,127 $ 482,275 $ 899,100 $ 680,402 $ 360,231 $ 415,734 $ 566,408 $ 3,387,033 $ Beginning Balance 600,000 200,900 20,498 160,267 244,533 178,125 Plus Budget Allocation 500,000 500,000 500,000 500,000 500,000 3,208,908 Less Vehicle Replacements (899,100) (680,402) (360,231) (415,734) (566,408) (3,387,033) Less Other Equipment Replacements - - - - - - Less New Vehicle & Equipment Requests - - - - - - Ending Balance 200,900 20,498 160,267 244,533 178,125 - NON-GENERAL FUNDS VEHICLE REPLACEMENT PLAN SUMMARY: 2018-2027 Department Total Current Replacement Value Average Annual Cost 2018 2019 2020 2021 2022 2023 to 2027 Utilities 979,838 $ 97,955 $ 127,000 $ 55,427 $ - $ 49,098 $ 465,062 $ 505,160 $ Tourism 37,057 3,706 - - - 43,351 - - TOTAL 1,016,895 $ 101,660 $ 127,000 $ 55,427 $ - $ 92,449 $ 465,062 $ 505,160 $ 208 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget ADMINISTRATION REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 68 City Hall 2007 Ford Expedition SUV 22,900 250 23,150 34,268 10 3,427 2018 - - - - - - 69 City Hall 2016 Ford Fusion 20,703 150 20,853 21,687 10 2,169 2026 - - - - - 30,867 TOTAL 43,603 400 44,003 55,955 5,596 - - - - - 30,867 209 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget BUILDING INSPECTION REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 2 Inspections 2014 Ford Taurus 10,000 572 10,572 11,892 10 1,189 2024 - - - - - 15,649 12 Inspections 2004 Ford Crown Victoria 20,862 150 21,012 34,987 10 3,499 2017 - - - - - 51,789 66 Community Svcs. 2014 Ford F-350 Pick-Up 41,944 2,550 44,494 50,050 10 5,005 2024 - - - - - 65,862 TOTAL 72,806 3,272 76,078 96,929 9,693 - - - - - 133,301 210 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget POLICE DEPARTMENT REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 177 Police Admin 2009 Chevrolet Malibu 20,721 1,500 22,221 28,358 11 2,578 2020 - - 31,899 - - - 471 Police Admin 2013 Ford Taurus 20,875 9,700 30,575 24,421 8 3,053 2021 - - - 28,569 - - 550 Police Patrol 2015 Ford Utility AWD Interceptor 28,000 37,271 65,271 30,285 4 7,571 2019 - 32,756 - - - 83,149 551 Police Patrol 2017 Ford Utility AWD Interceptor 28,912 34,771 63,683 31,867 4 7,967 2021 - - - 37,280 - 43,612 552 Police Patrol 2015 Ford Utility AWD Interceptor 28,001 34,771 62,772 30,286 4 7,572 2019 - 32,757 - - - 83,152 553 Police Patrol 2016 Ford Utility AWD Interceptor 29,000 54,971 83,971 30,160 4 7,540 2020 - - 33,926 - - 39,689 554 Police Patrol 2014 Ford Utility AWD Interceptor 28,369 34,771 63,140 31,911 4 7,978 2018 39,500 - - - 38,825 45,419 555 Police Patrol 2017 Ford Utility AWD Interceptor 28,912 34,771 63,683 28,912 4 7,228 2021 - - - 33,823 - 39,568 556 Police Patrol 2015 Ford Utility AWD Interceptor 28,001 34,771 62,772 32,876 4 8,219 2019 - 35,559 - - - 90,263 557 Police Patrol 2017 Ford Utility AWD Interceptor 28,912 34,771 63,683 31,745 4 7,936 2021 - - - 37,137 - 43,445 558 Police Patrol 2016 Ford Utility AWD Interceptor 29,000 54,971 83,971 30,160 4 7,540 2020 - - 33,926 - - 39,689 559 Police Patrol 2016 Ford Utility AWD Interceptor 29,000 34,771 63,771 30,160 4 7,540 2020 - - 33,926 - - 39,689 585 Police Admin 2007 Ford Explorer XLT 22,030 10,200 32,230 32,610 8 4,076 2018 34,500 - - - - 46,414 848 Police Admin 2008 Chevrolet Impala 15,789 9,700 25,489 22,473 8 2,809 2018 34,500 - - - - 31,986 888 Police Admin 2012 Ford Fusion 15,819 9,700 25,519 19,246 8 2,406 2020 - - 21,649 - - - 889 Police Admin 2012 Ford Escape 19,138 10,200 29,338 23,284 8 2,911 2020 - - 26,191 - - - 1354 Police Admin 2014 Ford Taurus 22,421 9,700 32,121 25,221 8 3,153 2022 - - - - 30,685 - 3658 Police Chief 2015 Ford Taurus 18,844 9,700 28,544 20,382 8 2,548 2023 - - - - - 25,790 6655 Police Admin 2017 Ford Explorer 29,080 11,681 40,761 31,061 8 3,883 2025 - - - - - 42,509 Cycle Police Patrol 2016 HARLEY Electra Glide - - 3 - 2019 - - - - - - TOTAL 470,824 472,691 943,515 535,418 104,506 108,500 101,072 181,517 136,809 69,510 694,374 211 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget PUBLIC LANDS REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description VIN / SERIAL NUMBER License Plate Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 4 Public Lands Vehicle 2016 Ford F-150 Pick-Up 1FTNF1EGXGKE49670 93205 29,000 4,600 33,600 34,944 9 3,883 2025 - - - - - 47,823 6 Public Lands Vehicle 2013 Ford F-150 Pick-Up 1FTPF1ET1DKF11216 61188 29,000 5,200 34,200 40,009 9 4,445 2022 - - - - 48,677 - 9 Public Lands Vehicle 2017 Ford F-150 4x4 Pick-Up w/Plow 1GCEK14Z26E252438 70696 35,037 3,074 38,111 38,111 9 4,235 2026 - - - - - 54,244 13 Public Lands Vehicle 2013 GMC K2500 Pick-Up 1GT02ZCG0DZ139036 37772 24,155 2,200 26,355 30,832 9 3,426 2022 - - - - 37,512 - 28 Public Lands Vehicle 2006 Vermeer BC 1000XL Brush Chipper 1VRY1119961006997 58907 32,000 775 32,775 50,456 15 3,364 2021 - - - 59,026 - - 32 Public Lands Vehicle 2011 John Deere 4520 Tractor LV4520H440747 N/A 28,000 4,500 32,500 41,123 20 2,056 2031 - - - - - - 38 Public Lands Vehicle 2012 Ford F-250 Pick-Up 1FTBF2B6XCEA41196 53486 22,461 1,870 24,331 29,602 9 3,289 2021 - - - 34,630 - - 40 Public Lands Vehicle 2007 Chevrolet 3500 Dump Box 1GBJK34KX7E573193 73435 32,193 16,300 48,493 71,781 12 5,982 2019 - 77,638 - - - - 41 Forestry Vehicle 2009 Ford F-250 Pick-Up 1FTNF21569EA99918 51462 21,809 875 22,684 31,045 9 3,449 2018 37,000 - - - - 45,954 47 Public Lands Vehicle 2016 Ford F-150 Pick-Up 1FTNF1EG1GKE49671 93204 29,000 2,900 31,900 33,176 9 3,686 2025 - - - - - 45,404 48 Public Lands Vehicle 1989 Chevrolet 3500 Pick Up 1GBHV33K2KF304261 57919 10,000 500 10,500 31,486 12 2,624 2018 33,500 - - - - - 49 Public Lands Vehicle 2014 Ford F-550 Dump Box 1FDUF5HT0EEA17544 63705 43,000 4,200 47,200 53,094 12 4,425 2026 - - - - - 75,569 50 Public Lands Vehicle 2017 John Deere Gator XUV 625I N/A 16,912 415 17,327 17,327 5 3,465 2022 - - - - 21,081 25,648 51 Public Lands Vehicle 2017 Ford F-550 Dump Box 1FDUF5HT4HED13347 68222 50,591 10,274 60,865 60,865 12 5,072 2029 - - - - - - 52 Public Lands Vehicle 2017 John Deere Gator XUV 625I N/A 17,208 1,585 18,793 18,793 5 3,759 2022 - - - - 22,865 27,818 53 Public Lands Vehicle 2007 Chevrolet 1500 Pick-Up 1GCEK14J37Z624972 73119 21,500 1,250 22,750 33,676 12 2,806 2019 - 36,424 - - - - 56 Public Lands Vehicle 2017 Ford F-150 4x4 Pick-Up 1FTNF1EG4HKD03301 96172 30,552 4,777 35,329 35,329 9 3,925 2026 - - - - - 50,284 57 Public Lands Vehicle 2008 Chevrolet 2500 Pick-Up 1GCHK24K18E215017 75803 22,316 2,100 24,416 34,752 11 3,159 2019 - 37,588 - - - - 59 Forestry Vehicle 2006 Ford F-550 Bucket Truck 1FDAF56P66ED52107 78709 50,000 7,700 57,700 88,826 15 5,922 2021 - - - 103,914 - - 61 Forestry Vehicle 2013 Ski Steer Loader - LEASED CAT0236BLA9HO2895 N/A - - 5 - 2018 63,000 - - - - - 63 Public Lands Vehicle 2017 John Deere Gator XUV 825i 1M0825GECHM130762 N/A 23,080 1,331 24,411 24,411 5 4,882 2022 - - - - 29,700 36,134 72 Public Lands Vehicle 2012 Artic Cat Bearcat Snowmobile 4UF12SNW1CT103964 N/A 13,000 2,600 15,600 18,980 7 2,711 2019 - 20,529 - - - 27,014 T1 Public Lands Trailer 2016 K&K 6,000 lb Flat Bed Trailer KK836FAQJ92001341 91749 2,612 350 2,962 3,080 12 257 2028 - - - - - - T2 Public Lands Trailer 2016 K&K 6,000 lb Flat Bed Trailer KK836FAQJ92001339 91750 2,612 350 2,962 3,080 12 257 2028 - - - - - - T3 Public Lands Trailer 2016 K&K 7,000 lb Flat Bed Trailer KK836FAQJ92001363 93334 3,725 350 4,075 4,238 12 353 2028 - - - - - - T4 Public Lands Trailer 2016 K&K 7,000 lb Flat Bed Trailer KK836FAQJ92001361 93335 3,725 950 4,675 4,862 12 405 2028 - - - - - - T5 Public Lands Trailer 2008 Oympic 7,000 lb Trailer 1Z9BA18168V146043 76614 4,500 350 4,850 6,903 12 575 2020 - - 7,765 - - - T6 Public Lands Trailer 2002 Oympic 6,000 lb Trailer (Water Wagon) 1Z9BC16112V146021 61053 4,500 570 5,070 9,131 21 435 2023 - - - - - 11,554 T7 Public Lands Trailer 2003 Oympic 7,000 lb Trailer (Snowmobile) 1Z9BA26213V146011 63503 4,500 900 5,400 9,351 16 584 2019 - 10,114 - - - - T8 Public Lands Trailer 2012 K&K 7,000 lb Flat Bed Trailer KK836FAQJ92001258 83739 4,500 350 4,850 5,901 12 492 2024 - - - - - 7,765 T9 Public Lands Trailer 2013 K&K 7,000 lb Flat Bed Trailer KK836FAQJ92001268 84587 4,500 350 4,850 5,674 12 473 2025 - - - - - 7,765 T10 Public Lands Trailer 2014 K&K 12,000 lb Flat Bed Trailer (Skidsteer) KK647VHZ000221270 87027 6,500 845 7,345 8,262 10 826 2024 - - - - - 10,872 T11 Public Lands Trailer 2016 K&K 7,000 lb Flat Bed Trailer (Ball Diamon KK836FAQJ92001362 93333 3,725 1,750 5,475 5,694 10 569 2026 - - - - - 8,104 M1 Public Lands Mower 2016 John Deere 1575 Mower 1TC1575VKGS02090 N/A 32,747 750 33,497 34,837 6 5,806 2022 - - - - 42,385 - M2 Public Lands Mower 2013 John Deere 1445 Mower TC1445DHDT130371 N/A 30,855 650 31,505 36,857 6 6,143 2019 - 39,865 - - - 50,441 M3 Public Lands Mower 2016 John Deere 1575 Mower 1TC1575VVGS020059 N/A 32,747 750 33,497 34,837 6 5,806 2022 - - - - 42,385 - M4 Public Lands Mower 2016 John Deere 1600 Turbo Mower 1TC1600TJGF400132 N/A 52,995 250 53,245 55,375 8 6,922 2024 - - - - - 72,870 M5 Public Lands Mower 2009 John Deere 1600 Turbo Mower TC1600T070255 N/A 48,956 250 49,206 67,342 8 8,418 2018 53,000 - - - - 95,849 M6 Public Lands Mower 2013 John Deere 1600 Turbo Mower TC1600TJCT100148 N/A 50,479 250 50,729 59,346 8 7,418 2021 - - - 69,426 - - M7 Public Lands Mower 2017 Ferris IS2100Z Mower [PHONE REDACTED] N/A 8,600 2,950 11,550 11,550 6 1,925 2023 - - - - - 14,614 71 Public Lands Equip. 2008 Smithco Ball Diamond Groomer 13275 N/A 14,746 325 15,071 21,451 6 3,575 2018 18,000 - - - - 28,228 75 Public Lands Equip. 2016 Smithco Ball Diamond Groomer 13974 N/A 13,216 3,697 16,913 17,589 10 1,759 2026 - - - - - 25,035 TOTAL 911,555 96,013 1,007,567 1,223,978 133,564 204,500 222,157 7,765 266,997 244,603 768,991 212 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget PUBLIC WORKS REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 1 Engineering 2006 Ford E-350 Cargo Van 7,500 150 7,650 27,815 9 3,091 2018 35,000 - - - - 41,173 5 Engineering 2013 Ford Taurus 10,000 849 10,849 12,692 9 1,410 2022 - - - - 15,442 - 7 Streets Vehicle 2017 International 7400 Plow Truck 101,878 69,890 171,768 171,768 13 13,213 2030 - - - - - - 8 Mechanics 2016 Ford F-150 Super Crew 31,815 3,800 35,615 37,040 9 4,116 2025 - - - - - 50,692 11 Streets Vehicle 2012 International 7400 Plow Truck 83,189 59,163 142,352 173,193 13 13,323 2025 - - - - - 237,027 14 Streets Vehicle 1998 Plow Truck, Ford L8501 4X2 47,700 11,370 59,070 124,452 13 9,573 2017 - - - - - - 15 Streets Vehicle 2017 International 4400 Brush Truck 94,330 46,512 140,842 140,842 12 11,737 2029 - - - - - - 16 Streets Vehicle 2013 Ford F-550 Dump Truck 39,094 21,800 60,894 71,237 12 5,936 2025 - - - - - 97,493 17 Streets Vehicle 2003 Sterling LT8500 Plow Truck 62,406 41,944 104,350 180,700 12 15,058 2017 241,000 - - - - - 19 Streets Vehicle 2008 GMC C5500 Brush Truck 29,987 24,045 54,032 76,904 10 7,690 2018 145,000 - - - - - 20 Streets Vehicle 2007 John Deere 544J End Loader 121,500 9,700 131,200 194,208 12 16,184 2019 - 210,055 - - - - 22 Streets Vehicle 2017 Elgin Pelican Street Sweeper 234,261 - 234,261 234,261 10 23,426 2017 - - - - - 346,764 24 Streets Vehicle 2004 TARCO Windy 400 Leaf Vac 28,983 6,500 35,483 59,082 16 3,693 2020 - - 66,459 - - - 25 Streets Vehicle 1992 John Deere 2755 Tractor 38,987 1,468 40,455 107,846 30 3,595 2022 - - - - 131,211 - 27 Streets Vehicle 2016 Tarco Windy 400 Leaf Loader 49,822 10,400 60,222 62,631 8 7,829 2024 - - - - - 82,418 33 Streets Vehicle 2012 International 7400 Plow Truck 83,189 59,163 142,352 173,193 13 13,323 2025 - - - - - 237,027 34 Streets Vehicle 2001 John Deere 6310 Tractor 44,600 1,759 46,359 86,830 21 4,135 2022 - - - - 105,642 - 35 Streets Vehicle 2009 Ford F-250 Pick-Up 21,428 - 21,428 29,326 9 3,258 2018 35,000 - - - - 43,410 36 Streets Vehicle 2016 Ford F-150 Pick-Up 28,644 9,210 37,854 39,368 9 4,374 2025 - - - - - 53,878 37 Streets Vehicle 2007 Sterling LT9513 Plow Truck 58,354 33,535 91,889 136,018 12 11,335 2019 - 147,117 - - - - 65 Mechanics 2012 Mitsubishi Fork Lift 34,330 300 34,630 42,133 25 1,685 2037 - - - - - - 70 Mechanics 2015 Sky Jack Scissor Lift 18,900 500 19,400 20,983 25 839 2040 - - - - - - 43 Streets Vehicle 2008 GMC 2500 Pick-Up 22,431 5,500 27,931 39,755 9 4,417 2018 45,500 - - - - 58,847 45 Streets Vehicle 2009 Vermeer 1800XL Brush Chipper 50,000 3,500 53,500 73,218 8 9,152 2018 71,000 - - - - 104,212 46 Streets Vehicle 2017 Vermeer 1800XL Brush Chipper 70,967 1,425 72,392 72,392 8 9,049 2025 - - - - - 99,073 60 Streets Vehicle 2007 Leeboy 1000T Paver 52,000 850 52,850 78,231 13 6,018 2020 - - 87,999 - - - 64 Streets Vehicle 2014 International 7400 Plow Truck 88,492 60,746 149,238 167,872 13 12,913 2027 - - - - - 248,492 73 Streets Vehicle 2015 Bomag 900-50 Vibratory Roller 16,886 850 17,736 19,183 10 1,918 2025 - - - - - 26,253 81 Streets Equip. 2006 Graco Line Striper 9,890 600 10,490 16,149 12 1,346 2018 8,500 - - - - - M10 Streets Equip. 2016 Woods 3pt Mower Deck 5,345 500 5,845 6,079 8 760 2024 - - - - - 8,000 M11 Streets Equip. 2017 Rhino 3pt Ditch Bank Mower 10,590 1,000 11,590 11,590 8 1,449 2025 - - - - - 15,862 T20 Streets Trailer 2008 Olympic 20,000 lb Paving 8,500 1,800 10,300 14,660 12 1,222 2020 - - 16,491 - - - T21 Streets Trailer 2009 Olympic 4,000 lb Paving 5,600 1,850 7,450 10,196 12 850 2021 - - - 11,928 - - T22 Streets Trailer Roller Trailer 6,000 10 600 2017 - - - - - 8,881 T23 Streets Trailer Small Utility Trailer 4,000 10 400 2018 5,100 - - - - - TOTAL 1,611,598 490,679 2,102,277 2,721,847 228,916 586,100 357,172 170,949 11,928 252,295 1,759,500 213 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget UTILITIES REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description VIN License Plate Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 3 Utility Vehicle 2012 International 7400 Vactor HTWCAZR5CJ617128 82460 86,950 227,229 314,179 382,247 10 38,225 2022 - - - - 465,062 - 10 Utility Vehicle 2009 Ford F-250 Pick-Up 1FDNF21549EA64743 61189 23,000 9,100 32,100 43,931 8 5,491 2018 50,000 - - - - 62,528 23 Utility Equip. 2015 Sullair SU-185 Compressor 201509230038 N/A 20,404 1,300 21,704 23,475 20 1,174 2035 - - - - - - 26 Utility Vehicle 2008 Ford F-550 Dump Truck 1FDAF57Y98EE40255 53447 29,737 13,125 42,862 61,006 10 6,101 2018 65,000 - - - - - 29 Utility Vehicle 2016 Ford F-350 Pick-Up 1FDRF3B6XGEC85582 51464 28,000 17,000 45,000 46,800 8 5,850 2024 - - - - - 61,586 30 Utility Vehicle 2016 Cat 262D XPS Skid Loader N/A 48,500 500 49,000 50,960 8 6,370 2024 - - - - - 67,060 31 Utility Vehicle 2013 Ford F-250 Pick-Up 1FDBF2B69DEB52836 15008 22,113 13,762 35,875 41,969 8 5,246 2021 - - - 49,098 - - 42 Utility Vehicle 2015 Ford F-350 Pick-Up 1FDRF3B65FEB06976 89385 37,061 7,563 44,624 48,265 8 6,033 2023 - - - - - 61,071 44 Utility Vehicle 2016 Ford F-350 Pick-Up 1FDRF3B67GEB32982 65811 26,171 16,250 42,421 44,118 8 5,515 2024 - - - - - 58,056 54 Utility Equip. 2008 Baldor TS80 Generator 4TCSV10687H611366 N/A 28,000 900 28,900 41,134 25 1,645 2033 - - - - - - 55 Utility Equip. 1998 Power Guard TS75 Generator 1T9A11320WW309195 N/A 23,000 1,200 24,200 50,986 25 2,039 2023 - - - - - 64,514 58 Utility Vehicle 2011 Ford F-250 Pick-Up 1FDBF2B67BEA22891 79790 25,000 15,500 40,500 51,245 8 6,406 2019 - 55,427 - - - 75,855 62 Utility Vehicle 2013 Ford Escape SUV 1FMCU9GX5DUB16474 84658 23,320 900 24,220 28,334 10 2,833 2023 - - - - - 35,852 74 Utility Vehicle 2015 Lincoln Water Thawing Machine 5DLBU101010FH007410 93336 25,000 1,500 26,500 28,662 25 1,146 2040 - - - - - - SB11 Utility Equip. 2016 CAT Snow Blower 85" SR321 SWX00704 N/A 7,850 200 8,050 8,372 8 1,047 2024 - - - - - 11,017 T30 Utility Trailer 2006 Olympic 14,000 lb Trailer 1Z9BA24296V146037 70962 6,500 600 7,100 10,930 10 1,093 2018 12,000 - - - - - T31 Utility Trailer 2016 K&K K-140 6,000 lb Trailer KK836FAQJ92001375 44237 4,525 625 5,150 5,356 10 536 2026 - - - - - 7,623 T32 Utility Trailer 1993 K&K 12,000 lb Trailer K1201763SP 77377 4,500 200 4,700 12,048 10 1,205 2018 - - - - - - TOTAL 469,631 327,454 797,085 979,838 97,955 127,000 55,427 - 49,098 465,062 505,160 214 ---PAGE BREAK--- Vehicle Replacement Plan 2018 City of Middleton Budget TOURISM REPLACEMENT SCHEDULE Unit # Division / Use Model Year Vehicle Description Vehicle Purchase Price Additional Equipment Cost Total Acquisition Cost Current Replacement Cost Life Cycle Average Annual Cost Target Replacement Year 2018 2019 2020 2021 2022 2023 to 2027 67 Tourism 2011 Ford Flex Sel 26,787 2,500 29,287 37,057 10 3,706 2021 - - - 43,351 - - TOTAL 26,787 2,500 29,287 37,057 3,706 - - - 43,351 - - 215 ---PAGE BREAK--- 2018 City of Middleton Budget 2016 2017 2017 2018 Actual Approved Projected Requested REVENUES Tax Increment 9,126,294 $ 7,076,276 $ 7,076,276 $ 9,400,000 $ Greenway Assessments 254,823 177,030 177,030 177,030 Special Assessment Interest 63,117 37,176 49,568 37,176 Exempt Computer Aid 259,263 260,000 337,352 350,000 Other Revenues 175,712 - - - Investment and Interest Income 43 25,000 25,000 25,000 Total Revenues 9,879,252 $ 7,575,482 $ 7,665,226 $ 9,989,206 $ EXPENDITURES General Administration 4,539 - - - Planning 292,411 200,000 200,000 200,000 Engineering 16,790 25,000 75,000 50,000 GIS 30,481 60,000 60,000 60,000 Legal 52,218 75,000 50,000 75,000 TID Cost Recovery 1,576,530 1,476,530 1,476,530 1,476,530 Debt Service Principal - 1,880,000 1,880,000 1,920,000 Interest - 224,576 224,576 178,319 Debt Issuance Costs - - - - Capital Outlay & Incentives Capital Projects 859,488 5,926,850 2,000,000 7,045,000 Developer Payments 1,166,961 1,485,431 1,596,215 2,400,000 Total Expenditures 3,999,418 $ 11,353,387 $ 7,562,321 $ 13,404,849 $ OTHER FINANCING SOURCES (USES) Long-term debt issues - - - - Premium on debt issued - - - - Transfer to Debt Service Fund (2,108,833) - - - Donation to TID 5 - - - - Sale of Property 1,023,000 - - - Other Transfers In (Out) - - - - Total Other Sources (Uses) (1,085,833) - - - NET CHANGE IN FUND BALANCE 4,794,001 (3,777,905) 102,905 (3,415,643) FUND BALANCE Beginning Fund Balance 4,349,260 $ 9,143,261 $ 9,143,261 $ 9,246,166 $ Ending Fund Balance 9,143,261 5,365,356 9,246,166 5,830,523 Less Advances to Other Funds (4,653,545) (4,653,545) (4,653,545) (4,653,545) NET AVAILABLE FUND BALANCE 4,489,716 $ 711,811 $ 4,592,621 $ 1,176,978 $ Tax Increment Financing District #3 Budget Summary (Fund 401) 216 ---PAGE BREAK--- 2018 City of Middleton Budget Project ID# Project Category/Description Estimated Cost 1. Capital Costs A. Downtown parking structure(s) 6,000,000 $ B. Additional parking structures to enable densification outside of downtown 10,300,000 $ C. Transit improvements, including: a. Metro bus infrastructure (shelters, transfer points)* 2,000,000 $ b. Rail corridor improvements* 1,000,000 $ D. Alternative transportation improvements* 1,000,000 $ E. Airport improvements* 1,000,000 $ F. Urban greenway/stormwater management improvements* 1,000,000 $ Subtotal 22,300,000 $ 2. Infrastructure A. Bicycle/pedestrian improvements 1,000,000 $ B. Public street improvements including public utilities replacement a. Pleasant View Road reconstruction* 10,500,000 $ b. University Avenue reconstruction (including Parmenter intersection)* 5,000,000 $ c. Terrace Avenue Phase 2 (High Point Road/Terrace Avenue intersection) 1,500,000 $ d. High Point Road reconstruction 1,500,000 $ e. Capacity Improvements on Airport Road and Century Avenue 2,500,000 $ f. Capacity Improvements for Deming Way/Highway 14 corridor* 2,500,000 $ D. Sustainable features/renewable energy systems for public infrastructure* 1,500,000 $ Subtotal 26,000,000 $ 3. Real Estate Acquisition and Relocation 500,000 $ 4 Discretionary Payments* 10,000,000 $ 5. Administrative and Professional Services 17,315,300 $ 6. Finance Charges and Interest 900,000 $ 7. Donations to other TIF Districts 8,664,726 $ 85,680,026 $ 2018 TIF #3 POTENTIAL CAPITAL PROJECTS Airport Master Plan 50,000 $ Pleasant View Road Expansion 220,000 University & Parmenter Intersection 3,650,000 South Pond Improvements 125,000 Other Capital Projects 3,000,000 TOTAL 7,045,000 $ TOTAL TIF DISTRICT #3 AMENDMENT 9 PRIORITY PROJECTS AND ESTIMATED COSTS 217 ---PAGE BREAK--- 2018 City of Middleton Budget 2016 2017 2017 2018 Actual Approved Projected Requested REVENUES Tax Increment 448,154 $ 857,583 $ 857,583 $ 830,000 $ Exempt Computer Aid 24,018 25,000 19,922 20,000 Grant Revenues - - - 172,250 Other Revenues 24,730 - 28,315 25,000 Investment and Interest Income 43 - - - Total Revenues 496,945 $ 882,583 $ 905,820 $ 1,047,250 $ EXPENDITURES General Administration 150 - - - Planning 9,400 25,000 30,000 30,000 Engineering 10,483 10,000 15,000 15,000 Legal 7,748 20,000 5,000 10,000 Debt Service Principal - 353,611 353,611 361,963 Interest - 218,701 218,701 212,515 Issuance Costs 3,500 - - - Capital Outlay & Incentives Capital Projects - 280,000 260,000 550,000 Developer Payments 2,127,387 88,000 88,026 91,000 Total Expenditures 2,158,668 $ 995,312 $ 970,338 $ 1,270,478 $ OTHER FINANCING SOURCES (USES) Long-term debt issues 2,100,000 - - - Premium on debt issued - - - - Transfer to Debt Service Fund (139,735) - - - Other Transfers In (Out) (357,659) - - - Total Other Sources (Uses) 1,602,606 - - - NET CHANGE IN FUND BALANCE (59,117) (112,729) (64,518) (223,228) FUND BALANCE Beginning Fund Balance (667,019) $ (726,136) $ (506,448) $ (570,966) $ Ending Fund Balance (726,136) (838,865) (570,966) (794,194) Less Advances to Other Funds - - - - NET AVAILABLE FUND BALANCE (726,136) $ (838,865) $ (570,966) $ (794,194) $ 2018 TIF #5 POTENTIAL CAPITAL PROJECTS Pheasant Branch Trailhead Land Acquisition 475,000 $ Northeast Middleton Trail Connector Design 75,000 TOTAL 550,000 $ Tax Increment Financing District #5 Budget Summary (Fund 501) 218 ---PAGE BREAK--- 2018 City of Middleton Budget The Debt Service Fund is used to account for the account for the payment of general long‐term debt principal, interest, and related costs. Debt service for enterprise funds (Pleasant View Golf Course) are budgeted and paid from those funds. Prior to 2017, this budget also contained the City's Tax Increment Financing (TIF) debt and transfers from TIF Districts #3 and #5 to pay for the principal and interest on the TIF‐related debt. Beginning in 2017, debt service payments for TIF‐related debt are budgted directly in each TIF fund. Outstanding Debt Issues Issue Purpose Maturity Year Callable Original Amount Balance at 12/31/17 2008 A GO Refunding Bonds Fire & EMS 2021 3/1/2018 6,530,000 340,000 2008 C GO Refunding Bonds Golf Course 2021 3/1/2018 1,700,000 1,400,000 2010 Taxable GO Ref Bds (BAB) Police Station 2029 9/1/2020 10,110,000 7,350,000 2010 GO Refunding Bonds TID #3 2020 9/1/2018 4,625,000 1,820,000 2010 Taxable GO Ref Bonds TID #3 2020 9/1/2018 6,580,000 2,475,000 2011 GO Promissory Notes Capital 2019 9/1/2017 2,500,000 1,265,000 2012 Taxable GO Notes TID #3 2019 No 2,540,000 750,000 2012 GO Promissory Notes Capital 2020 No 2,015,000 795,000 2012 GO Promissory Notes Capital/TID #3 2022 9/1/2020 4,500,000 2,520,000 2012 Taxable GO Notes TID #5 2032 9/1/2022 5,110,000 4,840,000 2013 GO Promissory Notes Capital/MOC 2023 2/1/2021 4,000,000 3,010,000 2014 GO Promissory Notes Capital 2022 2/1/2020 2,000,000 1,265,000 2015 GO Refunding Bonds MOC 2032 9/1/2025 6,500,000 6,500,000 2015 GO Promissory Notes Capital 2023 2/1/2021 3,000,000 2,565,000 2016 State Trust Fund Loan TID #5 2034 Yes 2,100,000 2,016,389 2016 GO Refunding Bonds Fire & EMS 2027 2/1/2024 3,900,000 3,865,000 2016 GO Notes Capital 2027 3/1/2025 4,000,000 4,000,000 TOTAL 71,710,000 46,776,389 Legal Debt Limit 2017 Total Equalized Valuation as Certified by WI Dept. of Revenue 3,360,068,100 $ Legal Debt Limit as Percentage of Equalized Valuation 5% Allowable Debt Limit as of 12/31/2017 168,003,405 $ General Obligation Debt Outstansing as of 12/31/2017 46,776,389 $ Available Debt Capacity Under Legal Limit 121,227,016 $ Percent of Legal Debt Limit Incurred 27.8% 2018 Debt Service Budget 219 ---PAGE BREAK--- 2018 City of Middleton Budget 2016 2017 2017 2018 Actual Budget Projected Requested REVENUES Property Taxes - $ 4,437,499 $ 4,437,499 $ 4,491,953 $ BAB Interest Subsidy 142,891 133,167 133,167 124,995 Interest - - - - Total Revenues 142,891 $ 4,570,666 $ 4,570,666 $ 4,616,948 $ EXPENDITURES Principal - General 3,835,000 3,720,000 3,720,000 3,780,000 Principal - Refunding - - - - Principal - TID 3 1,845,000 - - - Principal - TID 5 - - - - Interest - General 1,025,649 1,000,666 1,039,983 1,003,336 Interest - TID 3 265,516 - - - Interest - TID 5 139,735 - - - Issuance Costs & Fiscal Charges 87,161 - 72,191 10,000 Total Expenditures 7,198,060 $ 4,720,666 $ 4,832,174 $ 4,793,336 $ Excess (deficiency) of revenues over expenditures (7,055,169) $ (150,000) $ (261,508) $ (176,388) OTHER FINANCING SOURCES (USES) Long-term debt issues 3,900,000 - 70 - Premium on debt issued 133,867 - 137,896 - Refunding payment to escrow (4,009,933) - - - Transfer from General Fund 3,566,319 - - - Transfer from TID 3 2,108,833 - - - Transfer from TID 5 139,735 - - - Transfer from Capital Project Funds 955,620 - - - Transfer from Impact Fee Funds 257,170 150,000 150,000 150,000 Discount and Issuance Costs - - - - Operating transfers in/(out) - - - - Total Other Financing Sources (Uses) 7,051,611 150,000 287,966 150,000 Excess (Deficit) of Sources vs. Uses of Funds (3,558) - 26,457 (26,388) FUND BALANCE Beginning of Year 27,678 $ 24,120 $ 24,120 $ 50,578 $ End of Year 24,120 $ 24,120 $ 50,578 $ 24,190 $ General Debt Service Budget Summary (Fund 300) 220 ---PAGE BREAK--- 2018 City of Middleton Budget 2018 DEBT SERVICE PAYMENTS BY ISSUE AND CATEGORY Issue Principal Interest Total Principal Interest Total Principal Interest Total Principal Interest Total 2008 A GO Refunding Bonds 340,000 13,600 353,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2008 C GO Refunding Bonds ‐ ‐ ‐ 300,000 54,125 354,125 ‐ ‐ ‐ ‐ ‐ ‐ 2010 Taxable GO Ref Bds (BAB) 515,000 383,598 898,598 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2010 GO Refunding Bonds ‐ ‐ ‐ ‐ ‐ ‐ 585,000 66,950 651,950 ‐ ‐ ‐ 2010 Taxable GO Ref Bonds ‐ ‐ ‐ ‐ ‐ ‐ 800,000 84,763 884,763 ‐ ‐ ‐ 2011 GO Promissory Notes 800,000 37,950 837,950 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2012 Taxable GO Notes ‐ ‐ ‐ ‐ ‐ ‐ 375,000 9,806 384,806 ‐ ‐ ‐ 2012 GO Promissory Notes 260,000 17,238 277,238 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2012 GO Promissory Notes 325,000 33,600 358,600 ‐ ‐ ‐ 160,000 16,800 176,800 ‐ ‐ ‐ 2012 Taxable GO Notes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 275,000 136,900 411,900 2013 GO Promissory Notes 465,000 81,000 546,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2014 GO Promissory Notes 245,000 28,100 273,100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2015 GO Refunding Bonds ‐ 186,850 186,850 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2015 GO Promissory Notes 405,000 47,250 452,250 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2016 State Trust Fund Loan ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 86,963 75,615 162,578 2016 GO Refunding Bonds 35,000 76,950 111,950 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2017 GO Notes 390,000 97,200 487,200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 3,780,000 $ 1,003,336 $ 4,783,336 $ 300,000 $ 54,125 $ 354,125 $ 1,920,000 $ 178,319 $ 2,098,319 $ 361,963 $ 212,515 $ 574,478 $ General Debt Golf Course TID #3 TID #5 221 ---PAGE BREAK--- 2018 City of Middleton Budget EXISTING DEBT SERVICE (PRINCIPAL AND INTEREST) BY CATEGORY AND YEAR GENERAL POLICE FIRE & EMS TOTAL LEVY GOLF TIF DISTRICT TIF DISTRICT TOTAL CAPITAL STATION STATIONS SUPPOTED COURSE #3 #5 DEBT SERVICE 2018 2,951,838 467,350 898,598 465,550 4,783,336 354,125 2,098,319 574,477 7,810,257 2019 2,559,338 535,600 891,710 462,700 4,449,348 439,250 2,092,232 575,902 7,556,732 2020 2,074,550 726,600 883,390 464,800 4,149,340 422,050 1,722,563 571,422 6,865,375 2021 1,806,525 697,925 873,320 466,700 3,844,470 306,675 176,900 571,242 4,899,287 2022 1,526,425 675,225 866,160 468,400 3,536,210 - 178,500 575,400 4,290,110 2023 906,875 1,014,575 852,160 464,950 3,238,560 - - 573,615 3,812,175 2024 455,300 995,550 841,518 466,350 2,758,718 - - 571,115 3,329,833 2025 452,850 1,035,800 828,923 462,600 2,780,173 - - 572,880 3,353,053 2026 455,025 744,100 819,315 463,700 2,482,140 - - 573,902 3,056,042 2027 456,750 745,350 802,355 464,600 2,469,055 - - 574,152 3,043,207 2028 - 651,000 788,595 - 1,439,595 - - 573,600 2,013,195 2029 - 648,900 772,705 - 1,421,605 - - 572,215 1,993,820 2030 - 651,350 - - 651,350 - - 574,967 1,226,317 2031 - 653,200 - - 653,200 - - 571,647 1,224,847 2032 - 324,450 - - 324,450 - - 572,587 897,037 2033 - - - - - - - 162,577 162,577 2034 - - - - - - - 162,577 162,577 TOTAL 13,645,476 $ 10,566,975 $ 10,118,749 $ 4,650,350 $ 38,981,550 $ 1,522,100 $ 6,268,513 $ 8,924,280 $ 55,696,443 $ MOC CALENDAR YEAR 222 ---PAGE BREAK--- Budget Year 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Debt Service Levy $4.44 M $4.49 M $4.68 M $4.89 M $5.09 M $5.29 M $5.5 M $5.73 M $5.97 M $6.19 M $5.97 M Debt Service Mill Rate 1.61 $ 1.57 $ 1.61 $ 1.65 $ 1.70 $ 1.74 $ 1.78 $ 1.83 $ 1.88 $ 1.92 $ 1.90 $ * Assumes $4,000,000 capital borrowing in 2017 and additional annual capital borrowing of $3,500,000 per year with an annual 1.5% increase in non-TID equalized value. $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Equalized Mill Rate Debt Service Levy Projected Debt Service Levy & Equalized Mill Rate: $3.5 Million Average Annual Capital Borrowing Capital MOC Police Fire & EMS Future Capital Future Library 223 ---PAGE BREAK--- 2018 City of Middleton Budget WATER UTILITY REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET WATER SALES REVENUE 610‐4601‐00 UNMETERED SALES‐GEN CUSTOMERS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐4610‐00 METERED SALES‐GEN CUSTOMERS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐4611‐00 METERED SALES‐RESIDENTIAL 1,044,094 970,898 1,059,755 220,982 1,059,755 ‐ 1,059,755 610‐4612‐00 METERED SALES‐COMMERCIAL 713,663 537,114 724,368 113,292 724,368 ‐ 724,368 610‐4613‐00 METERED SALES‐INDUSTRIAL 157,006 159,657 159,361 35,143 159,361 ‐ 159,361 610‐4614‐00 METERED SALES ‐ MULTI FAMILY 285,465 286,303 289,747 70,957 289,747 ‐ 289,747 610‐4620‐00 PRIVATE FIRE PROTECTION 107,049 87,058 108,655 22,365 108,655 ‐ 108,655 610‐4630‐00 PUBLIC FIRE PROTECTION 471,110 437,391 478,177 ‐ 478,177 (40,786) 437,391 610‐4640‐00 OTHER SALES TO PUBLIC AUTHORIT 64,230 54,663 65,193 7,373 65,193 (10,193) 55,000 TOTAL 2,842,617 2,533,084 2,885,256 470,111 2,885,256 (50,979) 2,834,277 MISCELLANEOUS REVENUES 610‐4701‐00 FORFEITED DISCOUNTS 4,000 6,443 4,000 1,722 4,000 ‐ 4,000 610‐4710‐00 MISC SERVICE REVENUE 5,000 9,904 5,000 4,808 5,000 ‐ 5,000 610‐4720‐00 RENT FROM WATER PROPERTY 115,000 129,906 105,000 50,979 105,000 ‐ 105,000 610‐4740‐00 OTHER OPERATING REVENUE 5,000 (60) 5,000 60 5,000 ‐ 5,000 TOTAL 129,000 146,193 119,000 57,569 119,000 ‐ 119,000 INTEREST & OTHER FINANCING SOURCES 610‐4210‐00 CONTRIBUTIONS IN AID OF CONSTU ‐ 270,314 ‐ ‐ ‐ ‐ ‐ 610‐4210‐01 CAPITAL CONTRIBUTED BY MUNI ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐4250‐00 AMORTIZATION OF PSC LIABILITY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐4290‐00 INTEREST & DIVIDEND INCOME 1,300 3,508 2,500 ‐ 2,500 2,500 5,000 610‐4290‐03 CREDIT CARD REBATE PROGRAM 5,077 3,073 5,000 ‐ 5,000 ‐ 5,000 610‐4291‐00 MISCELLANEOUS INCOME 3,000 2,427 3,000 16,111 3,000 ‐ 3,000 TOTAL 9,377 279,322 10,500 16,111 10,500 2,500 13,000 TOTAL WATER UTILITY REVENUES 2,980,994 2,958,599 3,014,756 543,792 3,014,756 (48,479) 2,966,277 2016 2017 2018 224 ---PAGE BREAK--- 2017 City of Middleton Budget WATER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET SOURCE OF SUPPLY WAGES 610‐6160‐110 SALARIES‐FULL‐TIME (601) 43,766 27,275 77,319 16,476 38,110 ‐ 38,110 610‐6160‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6160‐135 LONGEVITY 6,169 5,813 6,140 ‐ 8,159 ‐ 8,159 TOTAL 49,935 33,088 83,459 16,476 46,269 ‐ 46,269 PERSONNEL BENEFITS 610‐6160‐192 RETIREMENT ‐ (384) ‐ ‐ ‐ ‐ ‐ 610‐6160‐193 FICA ‐ 445 597 ‐ 600 ‐ 600 610‐6160‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6160‐195 DENTAL INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 61 597 ‐ 600 ‐ 600 OPERATING EXPENSES 610‐6160‐220 SUPPLIES & EXPENSES (603) 11,180 5,505 11,180 13,199 11,180 (4,180) 7,000 610‐6160‐410 MAINTENANCE (617): PPE 1,000 689 1,000 1,381 1,000 ‐ 1,000 TOTAL 12,180 6,194 12,180 14,580 12,180 (4,180) 8,000 TOTAL SOURCE OF SUPPLY 62,115 39,343 96,236 31,056 59,049 (4,180) 54,869 PUMPING WAGES 610‐6162‐110 SALARIES‐FULL‐TIME (624) ‐ 4,632 4,098 7,726 6,472 ‐ 6,472 610‐6162‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 4,632 4,098 7,726 6,472 ‐ 6,472 PERSONNEL BENEFITS 610‐6162‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6162‐193 FICA ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6162‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6162‐195 DENTAL INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 610‐6162‐210 PURCHASED POWER (623) 220,000 241,460 240,000 133,582 240,000 5,000 245,000 610‐6162‐220 SUPPLIES & EXPENSES (626) 1,045 22,310 1,500 3,325 1,500 ‐ 1,500 610‐6162‐410 MAINTENANCE (633) 4,800 10,967 4,800 ‐ 4,800 200 5,000 TOTAL 225,845 274,737 246,300 136,908 246,300 5,200 251,500 TOTAL PUMPING 225,845 279,370 250,398 144,633 252,772 5,200 257,972 2016 2017 2018 225 ---PAGE BREAK--- 2017 City of Middleton Budget WATER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 WATER TREATMENT WAGES 610‐6163‐110 SALARIES‐FULL‐TIME (642) 639 19,175 22,698 7,255 26,792 ‐ 26,792 610‐6163‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 639 19,175 22,698 7,255 26,792 ‐ 26,792 PERSONNEL BENEFITS 610‐6163‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6163‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6163‐193 FICA ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6163‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6163‐195 DENTAL INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 610‐6163‐220 SUPPLIES & EXPENSES (643) 15,000 19,765 15,000 10,285 15,000 5,000 20,000 610‐6163‐230 CHEMICALS (641) 25,000 25,528 30,000 17,380 30,000 ‐ 30,000 610‐6163‐410 MAINTENANCE (652) 7,500 4,028 7,500 365 7,500 ‐ 7,500 TOTAL 47,500 49,320 52,500 28,030 52,500 5,000 57,500 TOTAL WATER TREATMENT 48,139 68,495 75,198 35,285 79,292 5,000 84,292 226 ---PAGE BREAK--- 2017 City of Middleton Budget WATER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 TRANSMISSION & DISTRIBUTION WAGES 610‐6164‐110 SALARIES‐FULL‐TIME (660) 244,828 (15,731) 182,221 ‐ ‐ ‐ ‐ 610‐6164‐111 LABOR RES. & STANDPIPE (661) ‐ 15,676 ‐ 5,403 21,903 ‐ 21,903 610‐6164‐112 LABOR ‐ MAINS (662) ‐ 40,344 ‐ 37,805 56,371 ‐ 56,371 610‐6164‐113 LABOR ‐ SERVICES (662) ‐ 16,477 ‐ 13,413 23,023 ‐ 23,023 610‐6164‐114 LABOR ‐ METERS (663) ‐ 11,578 ‐ ‐ 16,177 ‐ 16,177 610‐6164‐115 LABOR ‐ HYDRANTS (662) ‐ 11,190 ‐ 3,692 15,635 ‐ 15,635 610‐6164‐117 OVERTIME ‐ 27,286 10,000 6,525 10,000 ‐ 10,000 TOTAL 244,828 106,820 192,221 66,838 143,109 ‐ 143,109 PERSONNEL BENEFITS 610‐6164‐190 FRINGE BENEFITS‐OTHER ‐ 16,088 ‐ 11,336 ‐ ‐ ‐ 610‐6164‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6164‐193 FICA ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6164‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6164‐195 DENTAL INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 16,088 ‐ 11,336 ‐ ‐ ‐ OPERATING EXPENSES 610‐6164‐220 SUPPLIES & EXPENSES (665) 20,000 52,826 30,000 21,912 30,000 10,000 40,000 610‐6164‐410 MAINT (DO NOT USE) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6164‐411 MAINT RES. & STANDPIPE (672) 5,000 5,260 5,000 2,040 5,000 ‐ 5,000 610‐6164‐412 MAINT ‐ MAINS (673) 75,000 37,339 75,000 41,501 75,000 (10,000) 65,000 610‐6164‐413 MAINT ‐ SERVICES (675) 10,000 15,611 10,000 13,270 10,000 5,000 15,000 610‐6164‐414 MAINT ‐ METERS (676) 6,000 15,263 10,000 22,420 10,000 5,000 15,000 610‐6164‐415 MAINT ‐ HYDRANTS (677) 15,000 29,114 15,000 15,145 15,000 15,000 30,000 TOTAL 131,000 155,413 145,000 116,289 145,000 25,000 170,000 TOTAL TRANSMISSION & DISTRIBUTION 375,828 278,321 337,221 194,463 288,109 25,000 313,109 227 ---PAGE BREAK--- 2017 City of Middleton Budget WATER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 CUSTOMER ACCOUNT EXPENSE WAGES 610‐6190‐110 SALARIES‐FULL‐TIME (901) 32,671 ‐ 25,646 ‐ ‐ ‐ ‐ 610‐6190‐111 SALARIES‐FULL‐TIME CREW (902) ‐ 11,403 ‐ 16,347 ‐ ‐ ‐ 610‐6190‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6190‐130 ACCTG & CLTG LABOR (903) 727 26,846 ‐ 18,036 ‐ ‐ ‐ TOTAL 33,398 38,249 25,646 34,383 ‐ ‐ ‐ PERSONNEL BENEFITS 610‐6190‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6190‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6190‐193 FICA ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6190‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6190‐195 DENTAL INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 610‐6190‐220 SUPPLIES & EXPENSES (905) 9,000 16,494 10,000 7,892 10,000 2,500 12,500 610‐6190‐221 UNCOLLECTIBLE ACCOUNTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 9,000 16,494 10,000 7,892 10,000 2,500 12,500 TOTAL CUSTOMER ACCOUNT EXPENSE 42,398 54,742 35,646 42,274 10,000 2,500 12,500 228 ---PAGE BREAK--- 2017 City of Middleton Budget WATER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 ADMINISTRATIVE & GENERAL WAGES 610‐6192‐110 SALARIES‐FULL‐TIME (920) 28,178 67,529 85,087 56,229 163,664 ‐ 163,664 610‐6192‐111 SALARIES‐SEASONAL ‐ ‐ 6,000 ‐ 6,000 ‐ 6,000 610‐6192‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6192‐135 LONGEVITY ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 28,178 67,529 91,087 56,229 169,664 ‐ 169,664 PERSONNEL BENEFITS 610‐6192‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6192‐192 RETIREMENT (926) 27,196 35,260 27,618 24,081 25,212 ‐ 25,212 610‐6192‐193 FICA 27,372 20,910 30,473 14,865 28,647 ‐ 28,647 610‐6192‐194 HEALTH INSURANCE (926) 58,223 71,414 59,412 48,548 73,047 ‐ 73,047 610‐6192‐195 DENTAL INSURANCE (926) 9,171 10,524 6,660 6,134 7,905 ‐ 7,905 610‐6192‐199 EMPLOYEE HEALTH CONTRIB.(1%) ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 121,962 138,109 124,163 93,628 134,811 ‐ 134,811 OPERATING EXPENSES 610‐6192‐210 OFFICE SUPPLIES (921) 5,000 7,714 6,500 4,997 6,500 ‐ 6,500 610‐6192‐222 INSURANCE ‐ ‐ 25,000 25,000 25,000 5,000 30,000 610‐6192‐223 INJURIES & DAMAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6192‐224 REGULATORY COMM. EXP (928) 3,000 2,562 3,000 ‐ 3,000 ‐ 3,000 610‐6192‐310 OUTSIDE SERVICES (923) 40,000 61,751 40,000 33,530 40,000 ‐ 40,000 610‐6192‐320 TRANSPORTATION EXPENSES (930) 40,000 43,355 40,000 20,369 40,000 ‐ 40,000 610‐6192‐410 MAINT ‐ GENERAL PLANT (932) 3,000 375 3,000 342 3,000 ‐ 3,000 610‐6192‐490 MISC GENERAL EXPENSES (930) 5,500 6,889 5,500 4,209 5,500 1,500 7,000 610‐6192‐990 GEN FUND COST RECOVERY 67,500 67,518 67,500 67,500 67,500 ‐ 67,500 610‐6192‐991 RESIDENT TOILET REBATE (906) 20,000 5,905 20,000 1,598 20,000 ‐ 20,000 610‐6192‐992 COMM WATER AUDIT REBATE (906) 20,000 187 20,000 98 20,000 ‐ 20,000 610‐6192‐998 PERSONNEL CONTINGENCY ‐ ‐ 6,960 ‐ ‐ 6,455 6,455 TOTAL 204,000 196,255 237,460 157,643 230,500 12,955 243,455 TOTAL ADMINISTRATIVE & GENERAL 354,140 401,893 452,710 307,500 534,975 12,955 547,930 229 ---PAGE BREAK--- 2017 City of Middleton Budget WATER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 OTHER EXPENSES DEPRECIATION & TAXES 610‐4020‐990 DEPRECIATION 433,300 398,559 433,300 ‐ 433,300 (23,300) 410,000 610‐4020‐992 DEPREC ON CONTRIBUTED PLANT 154,389 161,621 154,389 ‐ 154,389 7,611 162,000 610‐4080‐990 TAXES 449,917 488,046 525,000 ‐ 525,000 40,000 565,000 TOTAL 1,037,606 1,048,226 1,112,689 ‐ 1,112,689 24,311 1,137,000 INTEREST & DEBT EXPENSE 610‐6193‐990 INTEREST ON DEBT TO MUNICIPALI ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6194‐990 AMORTIZATION OF BOND DISCOUNT ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OTHER EXPENSES & TRANSFERS 610‐6195‐998 TRANSFER TO DEBT FD 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6195‐999 TRANSFER OUT ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ WATER CAPITAL EXPENSES 610‐6197‐810 WELL REHAB & CONST (3140) 216,000 ‐ ‐ 75,778 ‐ ‐ ‐ 610‐6197‐812 WATER TREATMENT EQUIP. (3320) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6197‐815 TRANSPORTATION EQUIP (3920) 78,924 ‐ 50,000 29,273 46,500 ‐ 46,500 610‐6197‐820 WATER MAIN REPL (3430) 440,000 ‐ 192,500 20,201 192,500 ‐ 192,500 610‐6197‐825 OTHER TRANSM & DIST (3490) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6197‐830 DIST RESERV & STANDPIPE (3420) ‐ ‐ 453,500 8,023 100,000 ‐ 100,000 610‐6197‐835 SCADA EQUIP (3971) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6197‐840 NEW METERS (3460‐01) 100,000 ‐ 160,000 126,102 100,000 ‐ 100,000 610‐6197‐845 HYDRANTS (3480) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 610‐6197‐850 GARAGE & EQUIP (3710) ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 834,924 ‐ 856,000 259,377 439,000 ‐ 439,000 TOTAL OTHER EXPENSES 1,872,530 1,048,226 1,968,689 259,377 1,551,689 24,311 1,576,000 TOTAL WATER UTILITY EXPENDITURES 2,980,995 2,170,390 3,216,098 1,014,589 2,775,886 70,786 2,846,672 230 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT WATER Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 610‐6160‐220 SUPPLIES & EXPENSES (603) The cost of providing service related to the source of supply have reduced due to more efficient equipment. (4,180) $ 610‐6162‐210 PURCHASED POWER (623) The Water Utility is seeing a trend that is higher than budget for the purchased power related to water pumping. 5,000 $ 610‐6162‐410 MAINTENANCE (633) Pump maintenance costs have increased resulting in a requested increase. 200 $ 610‐6163‐220 SUPPLIES & EXPENSES The supplies related to treating water have increased in cost. 5,000 $ 610‐6164‐220 SUPPLIES & EXPENSES (665) The Water Utility is seeing lower costs in maintenance of mains and higher costs in supplies and expenses, resulting in the requested line shift. 10,000 $ 610‐6164‐412 MAINT‐MAINS (673) The Water Utility is seeing lower costs in maintenance of mains and higher costs in supplies and expenses, resulting in the requested line shift. (10,000) $ 610‐6164‐413 MAINT‐SERVICES (675) The Water Utility is seeing an increase in costs related to the services related to the maintenance of mains. 5,000 $ 610‐6164‐414 MAINT‐METERS (676) The Water Utility is seeing an increase in costs related to maintaining meters. 5,000 $ 610‐6164‐415 MAINT‐HYDRANTS (677) The Water Utility is seeing an increase in costs related to maintaining hydrants. 15,000 $ 610‐6190‐220 SUPPLIES & EXPENSES (905) The cost of printing customer bills has increased. 2,500 $ 610‐6192‐222 INSURANCE Insurance costs are projected based on expected policy costs and are split between the City's funds based on allocation of staff and equipment. 5,000 $ 610‐6192‐490 MISC GENERAL EXPENSES (930) The Water Utility is seeing an increase in miscellaneous costs in the area of administration and general expenses. These costs are related to the cost of administering the customer accounts. 1,500 $ 231 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT WATER Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 610‐6192‐998 PERSONNEL CONTINGENCY The Personnel Contingency is based on a proposed 1.5% Cost of Living increase that mirrors the salary increase in the Police Contract. 6,455 $ 610‐4020‐990 DEPRECIATION The Water Utility budgets for depreciation expenses based on a straight depreciation schedule that looks at the useful life of assets. (23,300) $ 610‐4020‐992 DEPREC ON CONTRIBUTED PLANT The Water Utility budgets for depreciation expenses based on a straight depreciation schedule that looks at the useful life of assets. 7,611 $ 610‐4080‐990 TAXES The Water Utility makes a Payment In Lieu of Taxes (PILOT) based on the value of the land assets and the tax rate, both of the base amounts in the formula adjust from year to year. 40,000 $ TOTAL BY AREA ‐ $ 70,786 $ ‐ $ COMBINED TOTAL 70,786 $ 232 ---PAGE BREAK--- 2018 City of Middleton Budget SEWER UTILITY REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET SEWER SALES REVENUE 620‐4610‐00 SEWERAGE SERVICE‐RESIDENTIAL 1,239,527 1,142,914 1,251,922 289,877 1,251,922 137,711 1,389,633 620‐4620‐00 SEWERAGE SERVICE‐COMMERCIAL 1,012,915 911,061 1,023,044 222,964 1,023,044 112,535 1,135,579 620‐4630‐00 SEWERAGE SERVICE‐INDUSTRIAL 216,883 235,091 219,052 58,522 219,052 24,096 243,148 620‐4640‐00 REVENUES FROM PUBLIC AUTHORITI 48,010 44,403 48,490 9,401 48,490 5,334 53,824 TOTAL 2,517,335 2,333,470 2,542,508 580,764 2,542,508 279,676 2,822,184 INTEREST & MISCELLANEOUS REVENUE 620‐4210‐00 CONTRIBUTIONS IN AID CONSTRUCT ‐ 162,748 ‐ ‐ ‐ ‐ ‐ 620‐4290‐00 INTEREST & DIVIDEND INCOME 10,670 7,879 11,000 582 11,000 ‐ 11,000 620‐4290‐03 CREDIT CARD REBATE PROGRAM ‐ 3,073 ‐ ‐ ‐ ‐ ‐ 620‐4820‐00 FORFEITED DISCOUNTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐4850‐00 MISCELLANEOUS OPERATING REVENU ‐ 7,443 ‐ ‐ ‐ ‐ ‐ TOTAL 10,670 181,143 11,000 582 11,000 ‐ 11,000 TOTAL SEWER UTILITY REVENUES 2,528,005 2,514,613 2,553,508 581,347 2,553,508 279,676 2,833,184 2016 2017 2018 233 ---PAGE BREAK--- 2018 City of Middleton Budget SEWER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATION EXPENSES WAGES 620‐6282‐110 SALARIES‐FULL‐TIME 41,574 64,449 28,099 39,877 22,661 ‐ 22,661 620‐6282‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6282‐135 LONGEVITY 6,619 5,813 6,140 ‐ 4,752 ‐ 4,752 TOTAL 48,193 70,262 34,239 39,877 27,413 ‐ 27,413 PERSONNEL BENEFITS 620‐6282‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6282‐192 RETIREMENT ‐ (384) ‐ ‐ ‐ ‐ ‐ 620‐6282‐193 FICA ‐ 445 310 ‐ 293 ‐ 293 620‐6282‐194 HEALTH INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6282‐195 DENTAL INSURANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 61 310 ‐ 293 ‐ 293 OPERATING EXPENSES 620‐6282‐220 SUPPLIES & EXPENSES 50,000 57,260 50,000 8,108 50,000 ‐ 50,000 620‐6282‐230 OTHER CHEMICALS FOR SEWERAGE 2,500 ‐ 2,500 2,432 2,500 ‐ 2,500 620‐6282‐320 TRANSPORTATION EXPENSES 30,000 40,336 30,000 42,195 30,000 5,000 35,000 620‐6282‐330 MMSD FEES 1,550,000 1,735,136 1,705,000 895,490 1,705,000 170,500 1,875,500 620‐6282‐420 POWER & FUEL ‐ PUMPING: PPE 25,000 24,147 25,000 15,151 25,000 ‐ 25,000 TOTAL 1,657,500 1,856,879 1,812,500 963,375 1,812,500 175,500 1,988,000 TOTAL OPERATION EXPENSES 1,705,693 1,927,203 1,847,049 1,003,253 1,840,206 175,500 2,015,706 MAINTENANCE EXPENSES WAGES 620‐6283‐110 SALARIES‐ FULL TIME 26,577 66,545 25,067 31,310 23,398 ‐ 23,398 620‐6283‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 26,577 66,545 25,067 31,310 23,398 ‐ 23,398 PERSONNEL BENEFITS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ OPERATING EXPENSES 620‐6283‐414 MAINT ‐ METERS 3,690 16,498 5,000 22,231 5,000 ‐ 5,000 620‐6283‐415 MAINT ‐ SEWAGE COLLECTION SYST 25,000 30,354 25,000 30,197 25,000 10,000 35,000 620‐6283‐416 MAINT ‐ COLLECTION SYS PUMP EQ 16,000 64,287 16,000 11,533 16,000 10,000 26,000 620‐6283‐417 MAINT ‐ GEN PLANT STRUCT & EQU 3,000 6,783 5,000 2,967 5,000 ‐ 5,000 TOTAL 47,690 117,922 51,000 66,928 51,000 20,000 71,000 TOTAL MAINTENANCE EXPENSES 74,267 184,467 76,067 98,238 74,398 20,000 94,398 2016 2017 2018 234 ---PAGE BREAK--- 2018 City of Middleton Budget SEWER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 CUSTOMER ACCOUNT EXPENSES WAGES 620‐6284‐110 METER READING LABOR 31,900 49,653 22,595 37,190 17,459 ‐ 17,459 620‐6284‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6284‐130 BILLING, COLLECT, ACCTG EXP 8,000 13,134 ‐ 7,485 ‐ ‐ ‐ TOTAL 39,900 62,787 22,595 44,675 17,459 ‐ 17,459 PERSONNEL BENEFITS 620‐6284‐192 RETIREMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6284‐193 FICA ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL CUSTOMER ACCOUNT EXPENSES 39,900 62,787 22,595 44,675 17,459 ‐ 17,459 ADMINISTRATIVE & GENERAL WAGES 620‐6285‐110 SALARIES‐FULL‐TIME 71,442 102,657 56,596 48,307 105,404 ‐ 105,404 620‐6285‐111 SALARIES‐SEASONAL ‐ ‐ 6,000 ‐ 6,000 ‐ 6,000 620‐6285‐117 OVERTIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 71,442 102,657 62,596 48,307 111,404 ‐ 111,404 PERSONNEL BENEFITS 620‐6285‐190 FRINGE BENEFITS‐OTHER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6285‐192 RETIREMENT 8,777 878 9,206 1,230 11,636 ‐ 11,636 620‐6285‐193 FICA 13,531 19,701 10,047 12,054 12,993 ‐ 12,993 620‐6285‐194 HEALTH INSURANCE 18,719 23,001 59,412 13,823 31,120 ‐ 31,120 620‐6285‐195 DENTAL INSURANCE 3,677 3,573 6,660 2,045 3,225 ‐ 3,225 620‐6285‐199 EMPLOYEE HEALTH CONTRIB.(1%) ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 44,704 47,153 85,325 29,151 58,974 ‐ 58,974 OPERATING EXPENSES 620‐6285‐210 OFFICE SUPPLIES 7,000 11,961 8,000 5,416 8,000 4,000 12,000 620‐6285‐222 INSURANCE ‐ ‐ 10,000 10,000 10,000 (1,500) 8,500 620‐6285‐310 OUTSIDE SERVICES 20,000 31,259 25,000 3,840 25,000 5,000 30,000 620‐6285‐490 MISC GENERAL EXPENSES 30,000 23,873 30,000 5,597 30,000 ‐ 30,000 620‐6285‐491 RENTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6285‐990 GEN FUND COST RECOVERY 67,500 67,500 67,500 67,500 67,500 ‐ 67,500 620‐6285‐998 PERSONNEL CONTINGENCY ‐ ‐ 2,380 ‐ 2,380 2,979 5,359 TOTAL 124,500 134,593 142,880 92,354 142,880 10,479 153,359 TOTAL ADMINISTRATIVE & GENERAL 240,646 284,403 290,801 169,812 313,258 10,479 323,737 235 ---PAGE BREAK--- 2018 City of Middleton Budget SEWER UTILITY EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET 2016 2017 2018 OTHER EXPENSES DEPRECIATION 620‐4020‐990 DEPRECIATION 275,000 328,262 300,000 ‐ 300,000 25,000 325,000 620‐4080‐990 TAXES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 275,000 328,262 300,000 ‐ 300,000 25,000 325,000 TRANSFERS 620‐6286‐998 TRANSFER TO DEBT FD 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6286‐999 TRANSFER OUT ‐ 21,581 ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 21,581 ‐ ‐ ‐ ‐ ‐ SEWER CAPITAL EXPENSES 620‐6297‐810 FORCE MAINS (3150) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 620‐6297‐815 MAIN REPL (3130) 192,500 ‐ 192,500 6,763 192,500 ‐ 192,500 620‐6297‐820 PUMP STATION EQUIP (3230) 45,000 ‐ ‐ ‐ ‐ ‐ ‐ 620‐6297‐825 GARAGE & EQUIP (3710) ‐ ‐ 45,000 46,775 15,500 ‐ 15,500 TOTAL 237,500 ‐ 237,500 53,538 208,000 ‐ 208,000 TOTAL OTHER EXPENSES 512,500 349,843 537,500 53,538 508,000 25,000 533,000 TOTAL SEWER UTILITY 2,573,006 2,808,702 2,774,012 1,369,516 2,753,321 230,979 2,984,300 236 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT SEWER Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 620‐6282‐320 TRANSPORTATION EXPENSES The Sewer Utility is see an increase in the amount of necessary transportation (fuel), resulting in an increase. 5,000 $ 620‐6282‐330 MMSD FEES This request is based on the anticipated increase in MMSD fees. 170,500 $ 620‐6283‐415 MAINT‐SEWAGE COLLECTION SYSTEM The Sewer Utility is seeing an increase in costs related to the maintenance of the sewage collection system. 10,000 $ 620‐6283‐416 MAINT‐GEN PLANT STRUCT & EQUIPMENT The Sewer Utility is seeing an increase in costs related to the maintenance of the plant. 10,000 $ 620‐6285‐210 OFFICE SUPPLIES The cost of office supplies have increased. 4,000 $ 620‐6285‐222 INSURANCE Insurance costs are projected based on expected policy costs and are split between the City's funds based on allocation of staff and equipment. (1,500) $ 620‐6285‐310 OUTSIDE SERVICES 5,000 $ 620‐6285‐998 PERSONNEL CONTINGENCY The Personnel Contingency is based on a proposed 1.5% Cost of Living increase that mirrors the salary increase in the Police Contract. 2,979 $ 620‐4020‐992 DEPRECIATION The Water Utility budgets for depreciation expenses based on a straight depreciation schedule that looks at the useful life of assets. 25,000 $ TOTAL BY AREA 170,500 $ 60,479 $ ‐ $ COMBINED TOTAL 230,979 $ 237 ---PAGE BREAK--- CITY OF MIDDLETON DEPARTMENT OPERATING BUDGET REQUESTS – FISCAL 2018 (JAN. – DEC.) MIKE DAVIS, CITY ADMINISTRATOR DEPARTMENT: Public Works DIRECTOR: Shawn Stauske DIVISION: Water and Sewer Utilities DIVISION MANAGER: Dave Sarbacker MISSIONS: DEPARTMENT: Provide basic public transportation, storm water management and utility infrastructure and services consistent with citizen expectations in an urban environment. DIVISION: Provide Quality Water and Wastewater service to the residents of the City. Utilities Division Organization Chart 238 ---PAGE BREAK--- AUTHORIZED POSITION LIST 2014 2015 2016 2017 2018 Utility Manager 1 1 1 1 1 Asst. Utility Manager / Utility Foreman 1 1 1 1 1 Utility Crewman 5 5 6 6 6 Utility Billing Manager 1 1 1 1 1 Total 8 8 9 9 9 Note: Salaries for the utilities division are split 75% water and 25% sewer. The Public Service Commission (PSC) requires that the salaries for water are charged to the actual area in the budget where the work was performed. This tracking is done through the Utility Division timecards. For budgeting purposes, the City looks at the prior year and determines a percentage allocation to each budget area. The total salary and benefit costs are spread based on that percentage allocation. This process is mirrored in the Sewer budget. MAJOR RESPONSIBILITIES: 1. Provide Operation and Maintenance of Pumping Stations 2. Provide Operation and Maintenance of Transmission and Distribution System 3. Provide Maintenance and Reading of Meters 4. Provide Operation and Maintenance of Sewer collection and pumping facilities 5. Provide emergency response as needed 2018 GOALS: 1. Replace roof membrane on Quarry Reservoir 2. Increase Sanitary Sewer video inspections SIGNIFICANT ISSUES IN 2018: 1. Upgraded Sewer Video Equipment 2. Submit a Simplified Water Rate Case to the PSC MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2015 Actual 2016 Actual 2017 As of 6/30 2017 Year‐end est. 2018 Projected Water pumping stations to maintain 8 8 8 8 8 Wastewater pumping stations to maintain 9 9 9 9 9 Miles of Water Mains to maintain 89.2 90 90 90 90 Miles of Sewer Main to maintain 80.93 81.5 81.5 81.5 81.5 Number of Water Meters 6246 6350 6370 6395 6440 239 ---PAGE BREAK--- 2018 City of Middleton Budget 2016 2017 2017 2018 Actual Approved Projected Requested REVENUES Public Charges for Services 271,170 270,000 275,000 280,000 Late Fees 1,876 - - - Total Revenues 273,046 $ 270,000 $ 275,000 $ 280,000 $ EXPENDITURES Operation and maintenance - Depreciation 66,952 40,000 67,500 70,000 Capital Outlay - 185,000 - 915,000 Total Expenditures 66,952 $ 225,000 $ 67,500 $ 985,000 $ CAPITAL CONTRIBUTIONS Capital Contributed by Municipality 709,062 - - - Total Capital Contributions 709,062 $ - $ - $ - $ CHANGE IN NET POSITION 915,156 $ 45,000 $ 207,500 $ (705,000) $ NET POSITION Beginning Net Position 3,219,557 $ 4,134,713 $ 4,134,713 $ 4,342,213 $ Ending Net Position 4,134,713 4,179,713 4,342,213 3,637,213 Less Net Investment in Capital Assets 3,725,087 3,685,087 3,657,587 3,615,087 UNRESTRICTED FUND BALANCE 409,626 $ 494,626 $ 684,626 $ 22,126 $ Storm Water Utility Budget (Fund 630) 240 ---PAGE BREAK--- 2018 City of Middleton Budget 2016 2017 2017 2018 Actual Approved Projected Requested REVENUES Public Charges for Services - - - - Miscellaneous 18,217 - - - Total Revenues 18,217 $ - $ - $ - $ EXPENDITURES Operation and maintenance 237,284 Depreciation - - - - Capital Outlay - - - - Total Expenditures 237,284 $ - $ - $ - $ CAPITAL CONTRIBUTIONS Capital Contributed by Developer - - - - Total Capital Contributions - $ - $ - $ - $ CHANGE IN NET POSITION (219,067) $ - $ - $ - $ NET POSITION Beginning Net Position (222,972) $ (442,039) $ (442,039) $ (442,039) $ Ending Net Position (442,039) (442,039) (442,039) (442,039) Less Net Investment in Capital Assets - - - - UNRESTRICTED FUND BALANCE (442,039) $ (442,039) $ (442,039) $ (442,039) $ NOTE: Tax Increment Financing District #3 advanced $400,000 to the Middleton Utility District in 2015. These funds are intended to be repaid following the issuance of debt for the utility district. Middleton Utility District Budget (Fund 640) 241 ---PAGE BREAK--- 2018 City of Middleton Budget GOLF COURSE REVENUES BASE DECISION TOTAL BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REQUEST GOLF SHOP SALES 650‐4500‐01 HARDGOOD SALES 70,000 67,565 70,000 63,853 70,000 30,000 100,000 650‐4500‐03 SOFTGOODS SALES 40,000 45,813 40,000 23,908 40,000 10,000 50,000 650‐4500‐05 RENTAL CLUBS 6,000 6,051 6,000 4,852 6,000 ‐ 6,000 TOTAL 116,000 119,428 116,000 92,613 116,000 40,000 156,000 PUBLIC CHARGES FOR SERVICES 650‐4630‐00 GREENS FEES 983,360 1,076,287 1,020,217 634,309 1,020,217 ‐ 1,020,217 650‐4631‐00 LEAGUES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4632‐00 MEMBERSHIPS 45,000 68,003 68,311 77,494 68,311 ‐ 68,311 650‐4633‐00 CART RENTAL 316,510 359,780 346,048 237,390 346,048 23,815 369,863 650‐4634‐00 DRIVING RANGE 70,251 96,796 93,617 77,155 93,617 6,383 100,000 650‐4635‐00 OUTINGS 10,000 10,306 12,577 14,409 12,577 2,423 15,000 650‐4636‐00 PLAYERS CARDS ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4637‐00 RAIN CHECK ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4639‐00 HANDICAP FEES ‐ 1,015 470 1,190 470 530 1,000 650‐4643‐00 MISCELANEOUS REVENUE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4645‐00 SALES TAXES COLLECTED 84,762 ‐ 96,227 ‐ 96,227 (1,056) 95,172 TOTAL 1,509,883 1,612,186 1,637,467 1,041,947 1,637,467 32,096 1,669,563 FOOD & BEVERAGE SALES 650‐4736‐00 FOOD INCOME 162,310 153,095 146,307 101,870 146,307 11,877 158,184 650‐4737‐00 SNACK 15,398 11,779 13,182 7,834 13,182 ‐ 13,182 650‐4738‐00 LIQUOR 100,709 87,473 110,115 54,059 110,115 8,453 118,568 650‐4739‐00 BEER 209,562 165,383 230,133 117,198 230,133 17,537 247,670 650‐4740‐00 SODA 59,676 33,625 49,534 20,881 49,534 ‐ 49,534 650‐4741‐00 GOLF OUTING BEVERAGE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4742‐00 TOBACCO ‐ 1,099 1,000 1,323 1,000 500 1,500 650‐4743‐00 OTHER INCOME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4744‐00 FOOD CART PAYMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4745‐00 SALES TAXES COLLECTED 30,121 117,499 30,265 78,828 30,265 2,110 32,375 650‐4746‐00 GOLF OUTING FOOD ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4747‐00 FOOD AND SNACK ‐ BEVRAGE CART ‐ 694 ‐ 419 ‐ ‐ ‐ 650‐4748‐00 NA BEVERAGES ‐ BEVRAGE CART ‐ 15,362 ‐ 9,758 ‐ ‐ ‐ 650‐4749‐00 BEER SALES ‐ BEVRAGE CART ‐ 74,256 ‐ 47,692 ‐ ‐ ‐ 650‐4750‐00 LIQUOR ‐ BEVRAGE CART ‐ 27,103 ‐ 18,632 ‐ ‐ ‐ TOTAL 577,776 687,368 580,536 458,496 580,536 40,477 621,013 2016 2017 2018 242 ---PAGE BREAK--- 2018 City of Middleton Budget GOLF COURSE REVENUES BASE DECISION TOTAL BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REQUEST 2016 2017 2018 OTHER INCOME 650‐4832‐01 TRANS/ADVANCE FROM GEN FD. ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4832‐02 MERCHANDISE SALES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4832‐03 CREDIT CARD REBATE PROGRAM 2,315 3,471 3,795 ‐ 3,795 ‐ 3,795 650‐4832‐05 FOOD & OTHER REBATES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4832‐06 LAND SALE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4832‐07 MISC. INCOME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4832‐08 INSURANCE CLAIM SETTLEMENT ‐ 382 ‐ ‐ ‐ ‐ ‐ 650‐4832‐10 EARNED INTEREST INCOME ‐ 778 50 154 50 728 778 650‐4832‐11 CONTRIBUTED CAPITAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4832‐12 ROOM RENTAL ‐ 60 ‐ ‐ ‐ ‐ ‐ 650‐4840‐00 SALES TAX REMIT DISCOUNT ‐ 591 535 1,084 535 ‐ 535 TOTAL 2,315 5,282 4,380 1,238 4,380 728 5,108 REIMBURSABLE INCOME 650‐4900‐01 TOURNAMENT FEES ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4900‐03 GRATITUTY ‐ 3,708 ‐ 19,653 ‐ ‐ ‐ 650‐4900‐05 CLUB RENTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐4900‐07 LESSONS ‐ 2,670 ‐ 173 ‐ ‐ ‐ 650‐4900‐20 REIMBURSEMENT FOR SALES ‐ (221) ‐ ‐ ‐ ‐ ‐ 650‐4935‐00 TRANSFER IN ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ 6,157 ‐ 19,826 ‐ ‐ ‐ TOTAL GOLF COURSE REVENUES 2,205,974 2,430,420 2,338,383 1,614,120 2,338,383 113,301 2,451,684 243 ---PAGE BREAK--- 2018 City of Middleton Budget GOLF COURSE EXPENDITURES BASE DECISION TOTAL BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REQUEST FOOD & BEVERAGE EXPENSES OPERATING EXPENSES 650‐5541‐221 FOOD COST 53,562 49,451 48,281 36,611 48,281 3,919 52,200 650‐5541‐222 SNACK COST 7,699 7,595 6,591 4,576 6,591 ‐ 6,591 650‐5541‐223 LIQUOR COST 20,142 26,892 22,023 18,775 22,023 5,806 27,829 650‐5541‐224 BEER COST 54,310 61,764 57,533 61,763 57,533 6,301 63,834 650‐5541‐225 SODA COST 19,520 22,042 16,346 15,699 16,346 ‐ 16,346 650‐5541‐226 OTHER BEVERAGE COST ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐5541‐227 TOBACCO COST ‐ 704 ‐ 619 ‐ 975 975 650‐5541‐228 NON GOLF OUTING EXPENSE: PPE 3,000 123 3,000 5,017 3,000 3,000 6,000 TOTAL 158,233 168,572 153,774 143,061 153,774 20,001 173,775 TOTAL FOOD & BEVERAGE EXPENSES 158,233 168,572 153,774 143,061 153,774 20,001 173,775 PRO SHOP WAGES 650‐5543‐110 SALARIES ‐ FULL‐TIME 140,559 166,788 142,552 90,333 142,522 ‐ 142,522 650‐5543‐118 WAGE REIMBURSEMENT (1,107) ‐ ‐ ‐ ‐ ‐ ‐ 650‐5543‐120 PART TIME WAGES 86,560 70,785 106,093 67,947 106,093 ‐ 106,093 650‐5543‐135 LONGEVITY 2,562 716 1,479 ‐ 1,480 ‐ 1,480 650‐5543‐145 UNEMPLOYMENT WAGES ‐ 233 4,252 80 4,252 ‐ 4,252 TOTAL 228,574 238,522 254,376 158,360 254,347 ‐ 254,347 PERSONNEL BENEFITS 650‐5543‐190 FRINGE BENEFITS ‐ PRO SHOP ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐5543‐191 FRINGE BENEFITS PART TIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐5543‐192 RETIREMENT 10,144 8,724 9,794 6,651 9,648 ‐ 9,648 650‐5543‐193 FICA 18,372 16,001 19,025 12,482 19,132 ‐ 19,132 650‐5543‐194 HEALTH INSURANCE 5,829 22,285 28,302 17,315 28,820 ‐ 28,820 650‐5543‐195 DENTAL INSURANCE 589 1,571 1,769 1,178 1,769 ‐ 1,769 650‐5543‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 34,934 48,581 58,890 37,626 59,369 ‐ 59,369 OPERATING EXPENSES 650‐5543‐229 PRO SHOP SUPPLIES 6,000 7,578 6,000 975 6,000 ‐ 6,000 650‐5543‐230 DRIVING RANGE SUPPLIES 5,235 7,084 10,000 9,556 10,000 ‐ 10,000 650‐5543‐240 HARDGOODS 50,000 64,922 50,000 59,607 50,000 25,000 75,000 650‐5543‐242 SOFTGOODS 20,000 32,175 20,000 55,249 20,000 10,000 30,000 650‐5543‐244 RENTALS 10,000 5,656 10,000 11,264 10,000 ‐ 10,000 650‐5543‐290 UNIFORMS 5,000 4,929 5,000 5,146 5,000 ‐ 5,000 650‐5543‐420 GAS & OIL 11,049 8,357 11,049 3,870 11,049 ‐ 11,049 650‐5543‐441 CONFERENCES 1,500 247 1,500 209 1,500 ‐ 1,500 650‐5543‐490 MISCELLANEOUS EXPENSE ‐ ‐ ‐ 86 ‐ ‐ ‐ 650‐5543‐492 CART RENTAL 14,400 8,449 14,400 1,480 14,400 ‐ 14,400 650‐5543‐493 GOLF OUTING EXPENSES 1,000 3,000 1,000 ‐ 1,000 2,000 3,000 650‐5543‐494 CART LEASE PAYMENTS 40,436 34,816 35,640 23,211 35,640 ‐ 35,640 650‐5543‐495 CART ANNUAL MAINTENANCE 4,970 5,670 4,970 ‐ 4,970 700 5,670 650‐5543‐496 CART REPAIRS 3,000 4,228 3,000 99 3,000 1,500 4,500 650‐5543‐520 HANDICAP EXPENSE 1,136 409 136 308 136 214 350 650‐5543‐703 RESERVE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 173,726 187,519 172,695 171,057 172,695 39,414 212,109 TOTAL PRO SHOP 437,234 474,623 485,961 367,044 486,411 39,414 525,825 2016 2017 2018 244 ---PAGE BREAK--- 2018 City of Middleton Budget GOLF COURSE EXPENDITURES BASE DECISION TOTAL BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REQUEST 2016 2017 2018 CLUB HOUSE WAGES 650‐5544‐130 JANITORIAL SERVICES 1,458 3,325 1,458 ‐ 1,458 ‐ 1,458 650‐5544‐145 UNEMPLOYMENT WAGES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 1,458 3,325 1,458 ‐ 1,458 ‐ 1,458 OPERATING EXPENSES 650‐5544‐220 SUPPLIES & MATERIALS 5,000 7,497 5,000 4,622 5,000 ‐ 5,000 650‐5544‐320 PEST CONTROL 280 348 464 232 464 ‐ 464 650‐5544‐411 SHOP MAINTENANCE ‐ 522 ‐ ‐ ‐ ‐ ‐ 650‐5544‐412 CLUB HOUSE MAINTENANCE 8,000 8,280 8,000 8,184 8,000 ‐ 8,000 650‐5544‐470 UTILITIES 46,258 41,984 47,646 25,737 47,646 (4,402) 43,244 650‐5544‐472 TV SERVICES 1,752 1,682 1,752 1,012 1,752 ‐ 1,752 650‐5544‐474 PORTABLE RESTROOMS 2,380 2,799 2,380 1,123 2,380 2,620 5,000 650‐5544‐476 HEATING/COOLING SYSTEM 1,600 1,575 1,600 1,181 1,600 ‐ 1,600 650‐5544‐510 SECURITY SYSTEM 353 690 353 360 353 7 360 650‐5544‐810 OTHER EQUIPMENT ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 65,623 65,376 67,195 42,451 67,195 (1,775) 65,420 TOTAL CLUB HOUSE 67,081 68,702 68,653 42,451 68,653 (1,775) 66,878 FOOD & BEVERAGE OTHER EXPENSES WAGES 650‐5545‐110 SALARIES ‐ FOOD & BEVERAGE 32,398 32,698 32,886 28,162 32,884 ‐ 32,884 650‐5545‐111 SALARIES ‐ FOOD & BEVERAGE LTE 61,823 59,153 61,823 35,141 61,823 ‐ 61,823 650‐5545‐135 LONGEVITY 972 972 987 ‐ 1,315 ‐ 1,315 650‐5545‐145 UNEMPLOYMENT WAGES 9,363 ‐ 9,363 ‐ 9,363 ‐ 9,363 TOTAL 104,556 92,823 105,059 63,303 105,385 ‐ 105,385 PERSONNEL BENEFITS 650‐5545‐190 FRINGE BENEFITS ‐ FOOD & BEVER ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐5545‐192 RETIREMENT 3,617 3,004 3,658 1,898 2,291 ‐ 2,291 650‐5545‐193 FICA 7,285 6,946 7,320 4,618 7,346 ‐ 7,346 650‐5545‐194 HEALTH INSURANCE 13,943 13,584 14,151 8,658 14,410 ‐ 14,410 650‐5545‐195 DENTAL INSURANCE 2,134 2,322 2,323 1,548 2,322 ‐ 2,322 650‐5545‐199 EMPLOYEE HEALTH CONTRIB. ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 26,979 25,856 27,452 16,722 26,369 ‐ 26,369 OPERATING EXPENSES 650‐5545‐222 FOOD & BEVERAGE SUPPLIES 8,576 15,278 8,576 9,472 8,576 6,702 15,278 650‐5545‐223 REIMBURSED GRATUITY ‐ 40,526 ‐ 20,259 ‐ ‐ ‐ 650‐5545‐290 UNIFORMS 1,000 1,117 1,000 ‐ 1,000 ‐ 1,000 650‐5545‐310 OUTSIDE SERVICES 1,000 1,050 1,000 650 1,000 ‐ 1,000 TOTAL 10,576 57,971 10,576 30,381 10,576 6,702 17,278 TOTAL FOOD & BEVERAGE OTHER EXPENSES 142,111 176,650 143,087 110,406 142,330 6,702 149,032 245 ---PAGE BREAK--- 2018 City of Middleton Budget GOLF COURSE EXPENDITURES BASE DECISION TOTAL BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REQUEST 2016 2017 2018 GROUNDS EXPENSES WAGES 650‐5546‐111 SALARIES ‐ GOLF COURSE 216,733 213,562 216,411 137,547 216,411 ‐ 216,411 650‐5546‐120 PART TIME WAGES 85,271 110,300 85,271 76,851 85,271 14,729 100,000 650‐5546‐135 LONGEVITY 5,810 4,438 4,505 ‐ 6,669 ‐ 6,669 650‐5546‐145 UNEMPLOYMENT WAGES 832 604 2,000 ‐ 2,000 ‐ 2,000 TOTAL 308,646 328,904 308,187 214,398 310,351 14,729 325,080 PERSONNEL BENEFITS 650‐5546‐190 FRINGE BENEFITS ‐ GOLF COURSE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐5546‐191 FRINGE BENEFITS PART TIME ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650‐5546‐192 RETIREMENT 18,167 11,994 15,022 10,309 14,946 ‐ 14,946 650‐5546‐193 FICA 19,100 24,886 23,423 16,158 23,589 ‐ 23,589 650‐5546‐194 HEALTH INSURANCE 30,397 24,716 25,747 15,607 26,214 ‐ 26,214 650‐5546‐195 DENTAL INSURANCE 7,353 5,822 5,999 3,881 5,824 ‐ 5,824 TOTAL 75,017 67,418 70,191 45,955 70,573 ‐ 70,573 OPERATING EXPENSES 650‐5546‐222 PARTS & TOOLS 3,200 1,883 3,200 1,093 3,200 ‐ 3,200 650‐5546‐223 FERTILIZER & CHEMICALS 62,745 45,055 62,745 30,188 62,745 (12,745) 50,000 650‐5546‐224 DIRT 16,000 17,149 16,000 4,690 16,000 ‐ 16,000 650‐5546‐274 GREENS & TEE SUPPLIES 3,469 3,488 3,469 5,396 3,469 ‐ 3,469 650‐5546‐275 SEED 1,377 620 1,377 1,932 1,377 ‐ 1,377 650‐5546‐276 DRAINAGE SUPPLIES ‐ 960 ‐ ‐ ‐ ‐ ‐ 650‐5546‐277 IRRIGATION PARTS, EQUP, SUPL 3,145 5,987 3,145 2,945 3,145 2,855 6,000 650‐5546‐278 TREES 900 1,008 900 ‐ 900 ‐ 900 650‐5546‐279 OFFICE CLEANING SUPPLIES 1,573 1,465 1,573 1,302 1,573 ‐ 1,573 650‐5546‐372 DEEP AERIFICATION SERVICES 2,000 2,029 2,000 1,970 2,000 ‐ 2,000 650‐5546‐375 IRRIGATION CONTRACT 1,608 1,579 1,860 930 1,860 250 2,110 650‐5546‐411 GROUNDS & GREEN MAINT 800 528 800 3,024 800 4,200 5,000 650‐5546‐412 GREEN EQUIPMENT REPAIR 32,721 41,509 50,000 35,845 50,000 ‐ 50,000 650‐5546‐420 GAS & OIL 22,371 19,137 22,371 9,972 22,371 ‐ 22,371 650‐5546‐440 TRAINING & DEVELOPMENT 1,500 920 1,500 1,286 1,500 ‐ 1,500 650‐5546‐450 UNIFORMS 1,000 718 1,000 680 1,000 ‐ 1,000 650‐5546‐491 EQUIPMENT RENTAL 1,500 2,613 1,500 65 1,500 ‐ 1,500 650‐5546‐493 SECURITY SYSTEM 240 600 600 240 600 ‐ 600 650‐5546‐800 CAPITAL OUTLAY 285,790 278 ‐ ‐ ‐ ‐ ‐ TOTAL 441,939 147,525 174,040 101,558 174,040 (5,440) 168,600 TOTAL GROUNDS EXPENSES 825,602 543,847 552,418 361,911 554,964 9,289 564,253 246 ---PAGE BREAK--- 2018 City of Middleton Budget GOLF COURSE EXPENDITURES BASE DECISION TOTAL BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS REQUEST 2016 2017 2018 ADMINISTRATION OPERATING EXPENSES 650‐5547‐250 POSTAGE 18 66 50 49 50 ‐ 50 650‐5547‐260 TELEPHONE 3,200 4,691 4,350 2,349 4,350 3,000 7,350 650‐5547‐280 COMMUNICATIONS ‐ 343 ‐ ‐ ‐ ‐ ‐ 650‐5547‐320 PROFESSIONAL SERVICES ‐ 1,695 1,500 ‐ 1,500 ‐ 1,500 650‐5547‐440 TRAINING 971 1,195 971 55 971 ‐ 971 650‐5547‐442 DUES 1,338 1,301 1,338 1,078 1,338 ‐ 1,338 650‐5547‐443 TRAVEL 2,000 1,320 2,000 1,352 2,000 ‐ 2,000 650‐5547‐460 INSURANCE ‐ ‐ 27,208 27,208 27,208 2,792 30,000 650‐5547‐461 LICENSES 820 2,170 820 1,140 820 ‐ 820 650‐5547‐521 ACCOUNTING & COMPUTERS 2,000 1,245 2,000 119 2,000 ‐ 2,000 650‐5547‐522 ADVERTISING 10,500 7,127 10,500 4,529 10,500 ‐ 10,500 650‐5547‐524 POS SYSTEM 6,000 6,025 6,000 4,000 6,000 ‐ 6,000 650‐5547‐525 WEBSITE 1,668 1,668 1,668 973 1,668 ‐ 1,668 650‐5547‐990 OTHER EXPENSES 61 14,389 61 ‐ 61 ‐ 61 650‐5547‐998 PERSONNEL CONTINGENCY ‐ ‐ 6,722 ‐ 6,722 6,883 13,605 TOTAL 28,576 43,235 65,188 42,852 65,188 5,792 77,863 TOTAL ADMINISTRATION 28,576 43,235 65,188 42,852 65,188 5,792 77,863 OTHER EXPENSES DEBT EXPENSES 650‐5548‐701 PRINCIPAL 945,000 ‐ 300,000 300,000 300,000 ‐ 300,000 650‐5548‐702 INTEREST 82,700 71,787 66,875 36,625 66,875 (36,625) 30,250 650‐5548‐703 DEPRECIATION 115,000 115,729 115,000 ‐ 115,000 (115,000) ‐ 650‐5548‐704 SALES TAX ‐ PD. 114,883 117,866 126,492 79,616 126,492 1,055 127,547 650‐5548‐705 CREDIT CARD FEES 25,353 37,453 35,000 2,129 35,000 ‐ 35,000 650‐5548‐706 BANK FEES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 1,282,936 342,835 643,367 418,370 643,367 (150,570) 492,797 CAPTIAL EXPENSES 650‐5550‐005 DESIGN ‐ ‐ ‐ 14,391 ‐ ‐ ‐ 650‐5550‐800 CAPITAL OUTLAY ‐ ‐ 360,000 4,250 360,000 (3,565) 356,435 650‐5550‐801 CLUBHOUSE CAPITAL ‐ ‐ ‐ 32,617 ‐ ‐ ‐ 650‐5550‐803 GROUNDS/MAINT. CAPITAL ‐ ‐ ‐ 96,151 ‐ ‐ ‐ 650‐5550‐805 VEHICLES ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ 360,000 147,409 360,000 (3,565) 356,435 TOTAL OTHER EXPENSES 1,282,936 342,835 1,003,367 565,779 1,003,367 (154,135) 849,232 TOTAL GOLF COURSE EXPENDITURES 2,941,773 1,818,463 2,472,448 1,633,503 2,474,687 (74,712) 2,406,858 247 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT GOLF Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 650‐5541‐221 Food Cost 3,919 650‐5541‐223 Liquor Cost 5,806 650‐5541‐224 Beer Cost 6,301 650‐5541‐227 Tobacco Cost 975 650‐5541‐228 Non Golf Outing Expense 3,000 650‐5543‐240 Hardgoods 25,000 650‐5543‐242 Softgoods 10,000 650‐5543‐493 Golf Outing Expense 2,000 650‐5543‐495 Cart Annual Maintenance Increase in agreement due to number of golf cars. 700 650‐5543‐496 Cart Repairs Need to increase this number due to more golf cars. 1,500 650‐5543‐520 Handicap Expense Reflection from our projected 2018 handicap revenue. 214 650‐5544‐470 Utilities Reduction in cost based on 2016's number with a 3% increase. (4,402) 650‐5544‐474 Portable Restrooms Due to complaints from many golfers, we are upgrading our portable restrooms for 2018. 2,620 650‐5544‐510 Security System Simple adjustment in budget. 7 650‐5545‐222 F&B Supplies We have underfunded this line item in the past. 6,702 650‐5546‐120 Part Time Wages The maintenance part time staff has been underfunded and continually asked to do more with less. We need to adjust this number to properly reflect how much money we spend on an annual basis in this category. Each year will vary based on weather, length of season, etc. This is a number we feel is relatively accurate given the history over the last few seasons. 14,729 650‐5546‐223 Fertilizer After better practices and fewer applications, we feel this number will be more accurate for 2018. (12,745) 650‐5546‐277 Irrigation With the new irrigation pump system, our pipes will be constantly pressurized, which currently its not, and we feel 2018 will have more leaks and breaks in our pipes and simply want to adjust the number to prepare for more costs. 2,855 Reflection from our projected 2018 revenue. 248 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT GOLF Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 650‐5546‐375 Irrigation Contract An adjustment in cost for 2018. 250 650‐5546‐411 Ground and Green Maintenance We are looking at repairing our bridge and improving other areas throughout the course in 2018. 4,200 650‐5547‐260 Telephone We are working with the IT department to improve our internet speeds as our current solution is no longer acceptable to conduct our online bookings. 3,000 650‐5547‐460 Insurance An adjustment in cost for 2018 per Bill Burns. 2,792 650‐5548‐702 Interest Projected interest payment assuming remaining debt is called and prepaid on 3/1/18 per Bill Burns. (36,625) 650‐5548‐703 Depreciation Since we show capital expenditures on our budget, Bill recommended taking depreciation off. (115,000) 650‐5548‐704 Sales Tax Paid Reflection from our projected 2018 revenue. 1,055 650‐5550‐800 Capital Outlay Adjustment from last year's capital budget. (3,565) TOTAL BY AREA ‐ $ (74,712) $ ‐ $ COMBINED TOTAL (74,712) $ 249 ---PAGE BREAK--- 2017 City of Middleton Budget AIRPORT REVENUES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET INTERGOVERNMENTAL REVENUE 660‐4310‐00 GRANTS ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL ‐ ‐ ‐ ‐ ‐ ‐ ‐ PUBLIC CHARGES FOR SERVICE 660‐4610‐00 MADC RENT (LAND LEASE) 12,000 12,000 12,000 8,000 12,000 ‐ 12,000 660‐4615‐00 FUEL FLOWAGE FEE 5,000 6,425 5,000 4,221 5,000 ‐ 5,000 660‐4620‐00 HANGAR LAND LEASES 103,174 100,382 103,174 100,627 103,174 ‐ 103,174 660‐4625‐00 FBO FEE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 660‐4630‐00 FBO BUILDING LEASE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 120,174 118,807 120,174 112,849 120,174 ‐ 120,174 MISCELLANEOUS REVENUE 660‐4810‐00 MISC. REVENUE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 660‐4815‐00 CROP LAND RENT 5,000 5,204 5,000 5,204 5,000 ‐ 5,000 TOTAL 5,000 5,204 5,000 5,204 5,000 ‐ 5,000 TOTAL AIRPORT REVENUES 125,174 124,011 125,174 118,053 125,174 ‐ 125,174 2016 2017 2018 250 ---PAGE BREAK--- 2018 City of Middleton Budget AIRPORT EXPENDITURES BASE DECISION REQUESTED BUDGET ACTUAL BUDGET YTD 8‐31‐17 AMOUNT ITEMS BUDGET OPERATION EXPENSES 660‐5210‐220 SUPPLIES & MATERIALS ‐ 141 ‐ ‐ ‐ ‐ ‐ 660‐5210‐270 TELEPHONE 662 821 662 403 662 ‐ 662 660‐5210‐310 OUTSIDE SERVICES 2,500 8,155 3,000 7,914 3,000 3,000 6,000 660‐5210‐316 PRARIE MAINTENANCE 2,500 ‐ 2,500 ‐ 2,500 ‐ 2,500 660‐5210‐317 MANAGERS CONTRACT 33,000 30,621 33,000 16,002 33,000 ‐ 33,000 660‐5210‐410 INSURANCE 6,200 ‐ 6,200 6,199 3,100 ‐ 3,100 660‐5210‐415 GROUNDS MAINTENANCE 10,000 9,891 4,000 8,787 4,000 2,000 6,000 660‐5210‐417 LANDING LIGHTS MAINTENANCE 2,000 966 2,000 ‐ 2,000 ‐ 2,000 660‐5210‐470 UTILITIES 8,000 20,831 23,240 9,385 23,240 ‐ 23,240 660‐5210‐490 OTHER OPERATING EXPENSES 1,620 890 1,620 ‐ 1,620 ‐ 1,620 TOTAL 66,482 72,316 76,222 48,690 73,122 5,000 78,122 OTHER EXPENDITURES 660‐5315‐224 ENTITLEMENTS MATCH 8,334 ‐ 8,334 ‐ 8,334 ‐ 8,334 660‐5315‐800 CAPITAL EQUIPMENT 15,000 ‐ 15,000 ‐ 15,000 25,000 40,000 660‐5315‐875 PROJECT CASH ADVANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL 23,334 ‐ 23,334 ‐ 23,334 25,000 48,334 RESERVED FOR CONTINGENCIES 660‐7050‐001 RESERVE FOR CONTINGENCIES 10,000 ‐ 10,000 ‐ 10,000 ‐ 10,000 10,000 ‐ 10,000 ‐ 10,000 ‐ 10,000 TOTAL AIRPORT 99,816 72,316 109,556 48,690 106,456 30,000 136,456 2016 2017 2018 251 ---PAGE BREAK--- 2017 CITY OF Middleton Budget 2018 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT AIRPORT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 660‐5210‐310 OUTSIDE SERVICES Increased legal expenses associated with solar array project and airport planning. 3,000 $ 660‐5210‐415 GROUNDS MAINTENANCE Increased costs to maintain aging equipment. 2,000 $ 660‐5315‐800 CAPITAL EQUIPMENT Airport fund share of the proposed capital project in the 2018 Capital budget. 25,000 $ TOTAL BY AREA ‐ $ 30,000 $ ‐ $ COMBINED TOTAL 30,000 $ 252 ---PAGE BREAK--- 2018 City of Middleton Budget Appendix A: Glossary The following is a list of the specialized governmental budgeting and accounting terms that may be found in this budget: ACCRUAL ACCOUNTING ‐ Accounting transactions that are recognized in the period they occur. Revenues are recognized in the accounting period in which they are earned and expenses are recognized in the period incurred. AD VALOREM TAXES ‐ Commonly referred to as property taxes, are levied on both real and personal property according to the property's valuation multiplied by the mill or tax rate. ANNUAL BUDGET – A financial plan of City expenditures and estimated revenues for a one‐year period and including a plan of anticipated goals and accomplishments for that one‐year period. APPROPRIATION ‐ A fiscal authorization that is approved by the Common Council permitting monetary obligations and annual expenditures against estimated revenues. ASSESSED VALUATION ‐ A valuation set upon real estate and certain personal property by the City’s assessor for a basis for levying property taxes. ASSETS – Property owned by a government which has a monetary value. BALANCED BUDGET ‐ A calculation in which total budgeted disbursements are equal to total estimated resources. Total estimated resources are estimated revenues plus the beginning cash carried over from the prior fiscal year. BOND (Debt Instrument) ‐ A written promise to pay a specified sum of money (called the principal amount or face value) at a specified future due date (called the maturity date) along with periodic interest paid at a specified percentage of the principal (called the interest rate). Bonds are typically used for long‐term debt to finance expenditures with a useful life in excess of one year. BUDGET AMENDMENT – Common Council authorization to revise a budget appropriation. An affirmative vote of at least two thirds of Common Council members is required for approval. BUDGET CALENDAR ‐ A schedule of key dates for the preparation and adoption of the budget. CAPITAL ASSETS – Assets that have a purchase cost of at least $5,000 or more and have a useful life of greater than one year. See also Fixed Assets. CAPITAL EXPENDITURES – Expenditures for the acquisition of fixed assets. CAPITAL IMPROVEMENT PLAN (CIP) – A five year projection of all planned capital replacements and acquisitions of additional City facilities, streets, sidewalk, trails, and vehicle purchases. 253 ---PAGE BREAK--- 2018 City of Middleton Budget CAPITAL PROJECT FUND – A fund used to account for the acquisition or construction of major capital expenditures other than those financed by proprietary funds. The City of Middleton capital project funds are: Public Works Construction and Acquisition, Public Lands Construction and Acquisition and Other Capital Projects and Acquisition. COMPENSATED ABSCENCES – Absences for which employees will be paid, such as vacation and sick leave. CONTINGENCY – Funds set aside in a fund for transfer to specific budget line items as a supplemental appropriation as approved by a majority of two thirds vote of Common Council members. DEPARTMENT – A major organizational unit in the City which provides programs and services in a specific area of responsibility. Within a department there may be subordinate organizational units referred to as Cost Centers or Divisions. For example, within the Police Department, there are three major Cost Centers or Divisions; Administration, Field Services and Dispatch. DEBT ‐ An obligation resulting from the borrowing of money to be repaid with interest over a period of time. Debt instruments include bonds, notes, capital leases and land contracts. DEBT SERVICE ‐ Payment of principal and interest to lenders or creditors on outstanding debt. DEBT SERVICE FUND ‐ A fund used to account for the payment of principal and interest on various types of general obligation debt other than those payable from proprietary funds. DEPRECIATION ‐ Expiration of the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. ENTERPRISE FUND ‐ A fund used to account for operations that provide goods or services to the general public and are financed primarily through specific and unique user charges. Enterprise funds can only be credited to their respective fund and used solely for expenditures in those funds. The City of Middleton enterprise funds are: Water, Sewer and Golf Course. EQUALIZED VALUE ‐ The State’s estimate of the full value of property; used to apportion property tax levies of counties, school districts and municipalities among tax districts. EXPENDITURE RESTRAINT PROGRAM (ERP) ‐ An optional State of Wisconsin program that provides unrestricted aid to qualifying municipalities. To qualify for the program, the City must have a minimum property tax rate of five mills and must limit the increase in its general fund expenditures to an inflation factor plus a valuation factor. The inflation factor equals the average annual percentage change in the U.S. consumer price index for all urban consumers. The valuation factor equals 60% of the percentage change in net new construction value capped at Municipalities may qualify for the program annually receiving an aid payment in the following year. 254 ---PAGE BREAK--- 2018 City of Middleton Budget EXPENDITURES ‐ These are any outflow of dollars from a fund and include current operating expenses, debt service, and capital outlay payments. FISCAL YEAR (FY) ‐ The annual 12 month accounting period that begins on January 1 and ends on December 31. FIXED ASSETS – Assets of long‐term character which are intended to continue to be held or used such as buildings, land, machinery, furniture and equipment. FRINGE BENEFITS – Contributions made by the City including those related to salaries and those related to the welfare of City employees, such as health and dental benefits. Specifically these include the City’s cost of retirement, workers compensation and unemployment compensation. FTE – Full‐Time Equivalent position. One FTE equals 2,080 annual hours or 40 hours per week, with the exception of Police Officer positions. One FTE for these positions equals 1,950 annual hours. FUND ‐ An accounting entity with a self‐balancing set of accounts containing its own assets, liabilities and fund balance. A fund is established for the purpose of carrying out specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. FUND BALANCE ‐ The difference between assets and liabilities of a governmental fund. GENERAL FUND ‐ A fund used to account for general purpose revenues without specific definition or designated purpose that finance basic governmental activities such as general government, public safety, public works, health and human services, leisure and development related activities. GENERAL OBLIGATION (GO) BONDS – Bonds that are backed by the full faith and credit of the City. GO bonds constitute a pledge by the City to levy a tax if necessary to generate revenue to repay the bonds. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) ‐ Uniform minimum, standards used by state and local governments for financial accounting, recording and reporting, encompassing the conventions, rules and procedures that define accepted accounting principles; established by the Governmental Accounting Standards Board (GASB). GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) – An organization that sets accounting standards specifically for governmental entities at the state and local level. GRANTS – A financial gift, donation or award that is made from a funding source, usually a governmental unity, to the City for the acquisition of goods, services or land. The grant award agreement defines the City’s responsibilities and duties to be exchanged for the grant. Grants are usually designated for a specific purpose of program. IMPLICIT RATE SUBSIDY – An inherit subsidy of retiree health care costs by active employees healthcare costs when healthcare premiums paid by retirees and actives are the same. The true healthcare costs for retirees are, on average, greater than active employees’ healthcare costs. Thus, if both subgroups pay the same per‐capita premium for their benefits, retirees are paying less than they would if their 255 ---PAGE BREAK--- 2018 City of Middleton Budget premiums were calculated solely based on retiree‐only expected healthcare costs. With an implicit rate subsidy, the active employee premiums are subsidizing the retiree premiums, and that subsidization creates a liability that needs to be recognized. INTERGOVERNMENTAL REVENUE ‐ Revenue received from another government such as in the form of grants and shared revenues. Typically, these contributions are made to local governments from the State and Federal governments and are made for specified purposes. INTERNAL SERVICE FUND – A fund used to report activity that provides services or goods to other funds on a cost‐reimbursement basis. LEVY ‐ The total amount to be raised by general property taxes, for general purposes stated in the budget to support general City activities. LEVY LIMITS ‐ Wisconsin law places on limit on the amount of property taxes that may be levied by municipalities. A municipality is allowed to increase its levy over the amount levied in the prior year by the percentage increase in equalized value from net new construction. Several potential modifications are allowed including for increases in debt service, transfers in services, or increases approved by referendum. LINE‐ITEM BUDGET – A budget format focusing on single, individual expense items. For example, a line item would be office supplies, or fuel, or contractual services, or telephone expenses. LONG‐TERM DEBT ‐ Debt with a maturity of more than one year after the date of issuance. MILL ‐ A monetary unit used only in calculations, worth one thousandth of a dollar. Typically the tax rate is referred to as the mill rate. MODIFIED ACCRUAL BASIS OF ACCOUNTING – Under this basis of accounting, revenues are recorded when susceptible to accrual when they become both measurable and available. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the incurred period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long‐term debt are recorded as liabilities when due. OPEB – Other Post‐Employment Benefits. For the City of Middleton, the term OPEB is used to refer to both the implicit rate subsidy for the inclusion of retired employees on the City’s health plans and compensated absences for accrued sick leave. Upon termination an employee’s sick leave balance is converted to a monetary equivalent and accounted for in OPEB Special Revenue Fund 207. The retired employee may then use their retired balance to offset health related costs, such as health insurance premiums, until the balance is depleted. OPERATING TRANSFER – One‐time or recurring monetary transfer between funds. PAYMENT IN LIEU OF TAXES – A payment that a property owner not subject to taxation makes to a government to compensate it for services that the property owner receives that normally are financed through property taxes. 256 ---PAGE BREAK--- 2018 City of Middleton Budget PROPRIETARY FUND ‐ Used to account for a government's ongoing organizations and activities that are similar to those often found in the private sector (enterprise funds). All assets, liabilities, equities, revenues, expenses and transfers relating to the government's business and quasi‐business activities ‐ where net income and capital maintenance are measured ‐ are accounted for through proprietary funds. REVENUES ‐ All monetary amounts that the government receives as income or funds to finance governmental disbursements. It includes but not limited to such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest income. SHARED REVENUES ‐ Revenues levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of government. SPECIAL ASSESSMENT ‐ A charge made against certain properties to defray all or part of the cost of a specific capital improvement that benefits primarily those properties. SPECIAL REVENUE FUND ‐ A fund used to account for the revenues from specific sources with specific definitions or requirements about their use. They are usually required by statute, ordinance, or administrative action to finance specific activities of government. TAX INCREMENT FINANCING (TIF) – This is a public financing method that is used as an incentive for development in a tax increment district. Tax increment is defined as the amount of property taxes generated from a development less the amount of taxes generated prior to the development or referred to as the base tax amount. TAX INCREMENT DISTRICT (TID) – A geographical area designated for development. The City financially contributes to the cost of the development by flowing tax increment dollars to a developer. The legal test for creating the district is referred to as the BUT FOR test; the development would not have occurred but for the generation of new property taxes and the related development. TAXES ‐ Compulsory charges levied by a government for the purpose of financing services performed for a common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. 257 ---PAGE BREAK--- 2018 City of Middleton Budget Appendix B: Acronyms & Abbreviations APA – American Planning Association APWA – American Public Works Association BOCA – Building Officials & Code Association CDBG – Community Development Block Grant CIP – Capital Improvement Plan CVMIC – Cities and Villages Mutual Insurance Company DNR – Wisconsin Department of Natural Resources DOR – Wisconsin Department of Revenue ERP – Expenditure Restraint Program FEMA – Federal Emergency Management Association GASB – Governmental Accounting Standards Board GFOA – Government Finance Officers Association of the U.S. & Canada GIS – Geographic Information System IACP – International Association of Chiefs of Police ICMA – International City/County Management Association LWM – League of Wisconsin Municipalities MPIC – Municipal Property Insurance Company MUD – Municipal Utility District NLC – National League of Cities NRPA – National Recreation & Park Association PRIMA – Public Risk Insurance Management Association TID – Tax Increment District TIF – Tax Increment Financing 258 ---PAGE BREAK--- 259 ---PAGE BREAK--- 260 ---PAGE BREAK--- 261 ---PAGE BREAK--- 262 ---PAGE BREAK--- 263 ---PAGE BREAK--- 264 ---PAGE BREAK--- 265 ---PAGE BREAK--- 266 ---PAGE BREAK--- 267 ---PAGE BREAK--- 268 ---PAGE BREAK--- 269 ---PAGE BREAK--- 270