Document Middleton_doc_6a45a17d24

1 DEPARTMENT BUDGET REQUESTS Fiscal Year 2016 January 1, 2016 – December 31, 2016 COMMON COUNCIL: Mayor Kurt Sonnentag District 1 Alder Kathy Olson District 2 Alder Gurdip Brar District 3 Alder JoAnna Richard District 4 Alder Briana Giosta District 5 Alder Howard Teal District 6 Alder Susan West District 7 Alder Hans Hilbert District 8 Alder Mark Sullivan ---PAGE BREAK--- City of Middleton 2016 Budget 2 Mike Davis, City Administrator www.ci.middleton.wi.us City of Middleton, Wisconsin 7426 Hubbard Avenue Middleton, WI 53562 (608) 821-8350 Phone (608) 827-1057 Fax ---PAGE BREAK--- City of Middleton 2016 Budget 3 Introduction Letter of Transmittal 7 Mill Rate Comparison 8 Community Profile 9 Boards, Committees & Commissions 13 City Organization Chart 16 Staffing Summary 17 Estimated Mill 19 Revenue & Expense Summary 20 Department within Program Area 21 Tax Levy by Department and Program Area 23 Policies & Financial Plans Budget Policy 26 Budget Process 29 Budget Calendar 30 Basis of 30 Basis of Accounting 31 Fund Structure 33 Summary of Debt Legal Debt Limits 38 Debt Issuance Summary 39 Debt Service Summary 41 Breakdown of Future Years Debt Operating Budgets & Performance Plans General Government 45 Common Council 46 City Administrator 47 Municipal Court 50 Finance & Elections 51 Information Technology 56 Building, Grounds and City Hall 59 ---PAGE BREAK--- City of Middleton 2016 Budget 4 Public Safety Police: Field Services 61 Police: Administration 64 Police: Communications 66 Police: Emergency Preparedness 68 Police: Financial Summary 69 Emergency Medical Services (EMS) 71 Fire District (Trust & Agency Fund) 75 Building Inspection 80 Community Services 83 Public Works Engineering & 87 Water Resources 90 Public Works Financial Summary 91 Leisure Senior Center 97 Recreation 100 Hubbard Arts Center & Youth Center 107 Transit 109 Conservation & Development Planning 112 Conservancy Lands 115 Forestry 119 Parks 121 Other Fund Budgets Cable TV 129 Commissions and Committees 130 Other Operating Budgets 134 Special Revenue Funds Tourism 136 140 Library 142 ---PAGE BREAK--- City of Middleton 2016 Budget 5 Enterprise Funds Water & Sewer Utilities 150 Pleasant View Golf Course 153 Capital Budgets 2016 Capital Budget Request and Related Funding Source 160 Projects & Funding Sources by Department 163 Enterprise Group-Water, Sewer & Golf 169 Tax Increment Districts #3 & #5 171 Appendices Appendix A – Glossary 175 Appendix B – Acronyms & Abbreviations 179 Appendix C – 2016 Citizen Satisfaction Survey Results………………………………….180 ---PAGE BREAK--- City of Middleton 2016 Budget 6 INTRODUCTION ---PAGE BREAK--- City of Middleton 2016 Budget 7 ---PAGE BREAK--- City of Middleton 2016 Budget 8 Dane County Mill Rate Comparisons Municipality Budget Info. 2011 2012 2013 2014 Approved 2015 2011 - 2015 Variance Stoughton Mill Rate 7.28 7.62 8.02 8.47 8.54 17.31% Levy $6,997,500 $7,136,400 $7,136,400 $7,316,500 $7,570,500 8.19% Value (millions) $983 $964 $918 $894 $913 Sun Prairie Mill Rate 8.05 8.11 8.42 8.42 8.49 5.47% Levy $19,074,900 $19,074,900 $19,074,900 $19,067,800 $19,582,000 2.66% Value (millions) $2,475 $2,456 $2,354 $2,369 $2,413 Fitchburg Mill Rate 7.03 7.44 7.57 7.87 7.85 11.66% Levy $16,881,600 $17,586,800 $17,473,300 $18,273,800 $19,377,300 14.78% Value (millions) $2,525 $2,490 $2,447 $2,504 $2,624 Verona Mill Rate 6.38 6.45 6.53 6.73 6.65 4.23% Levy $7,801,800 $7,988,200 $8,153,300 $8,504,200 $10,135,400 29.91% Value (millions) $1,528 $1,566 $1,580 $1,685 $1,967 MIDDLETON Mill Rate 5.26 5.62 5.87 6.26 6.59 25.29% Levy $12,017,000 $13,403,500 $13,581,400 $15,046,600 $16,002,800 33.17% Value (millions) $2,700 $2,653 $2,712 $2,763 $2,837 Waunakee Mill Rate 6.38 6.49 6.86 6.75 6.51 2.04% Levy $8,068,100 $8,365,400 $8,532,700 $8,576,300 $8,825,300 9.39% Value (millions) $1,308 $1,333 $1,286 $1,307 $1,400 Updated September 4, 2015 Dane County Peer Cities Analysis: Budget / Financial History - 2015 Mill Rate Highest to Lowest 5 5.5 6 6.5 7 7.5 8 8.5 9 2011 2012 2013 2014 Approved 2015 Mill Rate Dane County Peer Cities: Mill Rates from 2011 - 2015 Stoughton Sun Prairie Fitchburg Verona MIDDLETON Waunakee ---PAGE BREAK--- City of Middleton 2016 Budget 9 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 # 3) was created in 1993 with a base value of $63,401,800. According to the Wisconsin Department of Revenue as of 2015 TID # 3 increment value totals $409,038,800. 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 22 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--- City of Middleton 2016 Budget 10 Community Profile Municipality 2010 Pop. 2015 Pop. Growth Rate Cottage Grove 6,192 6,512 5.17% Mount Horeb 7,009 7,123 1.63% Monona 7,553 7,833 3.98% McFarland 7,808 7,946 1.77% DeForest 8,936 9,466 5.90% Oregon 9,231 9,575 3.73% Verona 10,619 11,871 11.79% Waunakee 12,097 12,901 6.65% Stoughton 12,611 12,698 0.69% Middleton 17,442 18,810 7.84% Fitchburg 25,260 26,321 4.20% Sun Prairie 29,364 31,810 8.33% Dane County Municipalities: Population (2010-2015) 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 Dane County Municipalities: Population (2010-2015) 2010 Pop. 2015 Pop. ---PAGE BREAK--- City of Middleton 2014 Budget 11 Community Profile CITY OF MIDDLETON DEMOGRAPHIC STATISTICS TEN YEAR HISTORY YEAR POPULATION * Madison Statistical Area UNEMPLOYMENT RATE # 2005 16,677 3.3% 2006 16,749 3.4% 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% * US Census Bureau, Population and Housing Unit Estimates; WI Dept. of Administration (8/20/15) # US Department of Labor, Bureau of Labor Statistics (8/28/15) [Madison Metropolitan Statistical Area] ---PAGE BREAK--- City of Middleton 2016 Budget 12 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 had an enrollment of 6,732 students in 2014-2015. 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 (2016 Estimates) PPD (Bio-Pharmaceutical) (900) 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--- City of Middleton 2016 Budget 13 Boards, Committees, & Commissions Public Works Committee Robert Pofahl Charles Nahn Kerrie Schueffner Gary Rylander 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) John Lehman (Staff) Personnel/Negotiating Committee Kathy Olson (Alder) JoAnna Richard (Alder) Susan West (Alder) Mike Davis (Staff) License & Ordinance Committee JoAnna Richard (Alder) Susan West (Alder) Hans Hilbert (Alder) Charles Foulke (Staff) Commission on Aging Bonnie Verberkmoes Michael Lester Sarah Larkin Donna Parisi Richard Brye Vera Bauman Aging Commission Cont’d Doris Schroeder Gladys Simon Briana Giosta (Alder) Jill Kranz (Staff) Airport Commission Rob Conhaim Ray Fey James Hallick Chris Priebe Christopher Dan Geocaris Gurdip Brar (Alder) Howard Teal (Alder) Mike Davis (Staff) Mark Opitz (Staff) Arts Committee Susi Hassert Rob Conhaim Megan Thumm Mackey Phil Nelson Patricia Adler Karisa Johnson Annette Knapstein Christopher Laurent Briana Giosta (Alder) Abby Attoun-Tucker (Staff) Board of Review Kurt Fuszard Ronald Braem Bob Jambois Doug Zwank Ron Grosse Board of Review Cont’d Julie Brunett Lorie Burns (Staff) Building Committee Kurt Sonnentag (Mayor) Susan West (Alder) Mike Davis (Staff) Community Development Authority Hank Simon Jon DiPiazza Carol Jensen Luke Fuszard Kurt Sonnentag (Mayor) Kathy Olson (Alder) Mike Davis (Staff) Eileen Kelley (Staff) Conservancy Lands Committee Jeff Mayers Kelly Hilyard Greg Krantz Matt Richards Mark Sullivan (Alder) Howard Teal (Alder) Susan West (Alder) Penni Klein (Staff) ---PAGE BREAK--- City of Middleton 2016 Budget 14 Boards, Committees, & Commissions Emergency Medical Services Commission Dan Williams Joel Fait Michael Lohmeier, M.D. Paul Connell Art Meinholz Kim Jack Susan West (Alder) Steve Wunsch (Staff) Emergency Preparedness Committee Kurt Sonnentag (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 Jeff Martin Katie Schmitz Marilyn Burke Kathy Olson Eric Baker Abby Attoun-Tucker (Staff) Library Board Robert Seltzer Christopher Clay Jeremiah Tucker Angela Blank Deb Smith Anne Irish Lisa Helmuth Steve Soeteber Kathy Olson (Alder) Pamela Westby (Staff) Parks, Recreation & Forestry Commission Leif Hubbard Dave Baltes Anna Biermeier Kimberly Bishop Tony Rosen Kitty Tyson Mark Sullivan (Alder) Penni Klein (Staff) Pedestrian, Bicycle & Transit Committee Jesse Boyett Anderson Jim Peters Chuck Nahn Doris Schroeder Tom Wohlleber Dennis Dorn Gurdip Brar (Alder) Mark Opitz (Staff) Plan Commission Dennis Dorn Edward Elskamp Jim Wexler Zellers Leif Hubbard Kurt Sonnentag (Mayor) Hans Hilbert (Alder) Eileen Kelley (Staff) P.V. Golf Course Advisory Committee Terry Turner Janet Lord Jeff Dunn Tom Scott Lou Reilly Hans Hilbert (Alder) Mark Sullivan (Alder) Jeremy Cabalka (Staff) Police Commission Patrick Finnerty Moses Altsech Brian Kobinsky Paul Kinne Patrick Sheehan Charles Faulke (Staff) Public Safety Committee Tony Peterson William Zeinemann William Byers Robert Stipicevich Jon DiPiazza Briana Giosta (Alder) Charles Faulke (Staff) ---PAGE BREAK--- City of Middleton 2016 Budget 15 Boards, Committees, & Commissions Sustainability Committee Deb Saeger Angela Carey Kristine Koenig Kathy Olson David Clutter Spencer Schumacher Michael Byrne Lee Schwartz Megha Chalke JoAnna Richard (Alder) Abby Attoun-Tucker (Staff) TID #5 Joint Review Board Kurt Sonnentag (Mayor) Mike Davis (Staff) Tourism Commission Van Nutt Mike Hinesh Cindy Foley Zoe Schuler Cory Mace Hans Hilbert (Alder) Val Steel (Staff) Stephanie Goth (Staff) Water Resources Management Commission Matthew Richards Warren Gebert Kenneth Potter James Robertson David Baltes Jim Bachhuber Hans Hilbert (Alder) Gary Huth (Staff) Workforce Housing Committee Kelly Edwards Rob Bergenthal Mike Hershberger Kurt Paulsen Elizabeth Klatt Steve Hansen JoAnna Richard (Alder) Mike Davis (Staff) Abby Attoun-Tucker (Staff) Commission on Youth William Byers Ron Biendseil Kathy Nieber-Lathrop Bill Deno Amy Arntsen Gurdip Brar (Alder) Charles Foulke (Staff) Rebecca Price (Staff) Zoning Board of Appeals John D. Wegenke Martin Burkholder Steve Olson Mark Wohlferd Shayna W. Borakove Timothy Samuelson (Alternate) Paul Raisleger (Alternate) Mark Opitz (Staff) ---PAGE BREAK--- City of Middleton 2016 Budget 16 Voters Marjorie Schuett Judge Rebecca Weiss Court Clerk PT Court Clerk Kurt Sonnentag Mayor Kathy Olson Gurdip Brar JoAnna Richard Briana Giosta Howard Teal Susan West Hans Hilbert Mark Sullivan Alder Dist. 1 Alder Dist 2 Alder Dist 3 Alder Dist 4 Alder Dist 5 Alder Dist 6 Alder Dist 7 Alder Dist 8 Middleton Fire District/ Fire Commission Aaron Harris Chief of Fire Michael Davis City Administrator/ Dir. of Community Development Charles Foulke Chief of Police Steven Wunsch Chief of EMS Jill Kranz Senior Services Director Eileen Kelley Dir. of Planning and Zoning John Lehman Finance Dir./Asst. City Admin/ Comp Penni Klein Public Lands Mgr. Shawn Stauske PW Dir./ City Eng Jeremy Cabalka Golf Course GM Pamela Westby Library Dir. Lawrence Bechler City Attorney FIELD SERVICES Steve Britt Captain Shift Sergeant Police Officer III Police Officer II (10) Police Officer I Investigation Sergeant Investigator Comm. Awareness School Liaison Officer ADMIN SERVICES Troy Hellenbrand Captain Court Officer Comm. Center Supervisor 911 Dispatcher PT 911 Dispatcher Office Manager Records Clerk PT Records Clerk (14)FT Paramedic (11) LTEs Program Coord. Admin Asst. Dining Services Coord. Caseworker Volunteer Coord. Mark Opitz Asst. Dir. of Planning and Zoning Abby Attoun- Tucker Asst. Dir. of Community Dev. Lori Burns City Clerk/ HR Asst Accounting Mgr./ Treasurer City Assessor Finance Asst. PT Clerk Head of Circulation Head of Adult Services Head of Young Adult Services Head of IT Head of Technical Services Library Asst III PTP Lib Asst. II PTP Lib Asst I (20) PT Lib Page (14) Seasonal and Sub Library Board Head Golf Pro Greens Superintendent Asst. Greens Superintendent Golf Crew FTE Golf Crew (25 LTEs) Mechanic Food & Bev Operator (25 LTEs) F&B Mgr Asst. Golf Pro Golf Shop (25 LTEs) City of Middleton – Organizational Chart Scott Ellarson Building Inspector Electrical Inspector Plumbing Inspector Building Facilities Maintenance Manager Public Lands Foreman Park Crew Leader Park Crew Worker LTEs CLC Crew Leader DOCC Crew (1)LTE Mark Wegner Forester/ Horticulturist Megan Meyer Asst. Dir. of Public Lands for Recreation (100 LTEs) Office Manager Youth Center Dir. Asst. Youth Center Dir. PASS AmeriCorps Member Gary Huth Asst. PW Dir./ Asst. Engineer Dave Sarbacker Utility Manager Asst. Utility Mgr/ Utility Foreman Utility Billing Mgr Operations Mgr. Lead Crew Member Utility Crew Worker Streets Foreman Street Crew Leader Street Crew Office Mgr./ Assoc. Operations Mgr. PW Assistant Secretary Mechanic Lead mechanic Valerie Steel Tourism Director Tourism Visitor Information Mgr Event Coord Liaison Mobile Visitor Representative Engr. Tech III (1)Engr. Tech II Community Services Director Todd Forman Director of Info Tech Drew Montour IT Assistant Director IT Tech Outreach Services Librarian Children’s Services Librarian Youth Services Librarian Recycling Center Coordinator ---PAGE BREAK--- City of Middleton 2016 Budget 17 Positions by Program Area and Department Program Areas Positions FTE General Government 14 12.5 Public Safety 75 64.25 Public Works 27 26.75 Conservation & Development 18 13.35 Tourism 4 2.5 Library 62 15.8 Golf 68 16.8 Utilities 8 8 276 159.95 Program Areas Positions FTE General Government Administrator 2 1.5 Finance 6 5.5 Court 3 2.5 Information Services 3 3 Total 14 12.5 Public Safety Police 47 45.5 EMS 23 14 Building Inspection 5 4.75 Total 75 64.25 Public Works 27 26.75 Leisure Senior Center 7 5.38 Recreation 113 17.55 Library 62 15.8 Total 182 38.73 Conservation & Development Planning 3 3 Forestry 1 1 Parks 9 7.75 Conservancy Lands 5 1.6 Total 18 13.35 Tourism 4 2.5 Golf 68 16.8 Utilities 8 8 2016 Current Authorized 2016 Current Authorized General Government 5% Public Safety 30% Public Works 11% Leisure 47% Conservation & Development 7% General Fund Financed Positions Summary by Program Area & Department General Government 8% Public Safety 41% Public Works 17% Leisure 25% Conservation & Development 9% General Fund Financed FTE Summary by Program Area & Department ---PAGE BREAK--- City of Middleton 2016 Budget 18 $(5,000,000) $15,000,000 $35,000,000 $55,000,000 $75,000,000 $95,000,000 $115,000,000 Tax Increment District # 5 Value History TOTAL VALUE INCREMENTAL VALUE Createdin 2009 $60,000,000 $110,000,000 $160,000,000 $210,000,000 $260,000,000 $310,000,000 $360,000,000 $410,000,000 $460,000,000 $510,000,000 Tax Increment District # 3 Value History TOTAL VALUE INCREMENTAL VALUE It should be noted that the City has previously subtracted a total of $270 Million from TID # 3 in 2006, 2009 and 2011. Therefore the total incremental value without these subtractions would be approximately $679 Million in 2015. Created in 1993 ---PAGE BREAK--- City of Middleton 2016 Budget 19 Estimated Mill Rate for 2016 Based on Requests (Excludes lottery & first dollar credits) (Estimated Assessment Ratio-Exact Known Mid-November 2015) City Mill Rate CITY OF MIDDLETON - 2016 BUDGET DEVELOPMENT Budget Actual Variance Percent 2016 2015 2014 2016-2015 Change Levy Requirement Calculation Debt Service 3,557,805 $ 4,584,205 $ 4,317,190 $ (1,026,400) $ -22.39% All other operations 12,931,373 11,418,610 10,729,371 1,512,763 13.25% Total Levy Requirement 16,489,178 $ 16,002,815 $ 15,046,561 $ 486,363 $ 3.04% Mill Rate Calculation TID Out Equalized Value 2,478,210,100 $ 2,429,497,400 $ 2,403,776,600 $ 48,712,700 $ 2.01% Assesment Ratio (Estimate for 2016) 95.80% 94.65% 95.51% 1.15% Assessed Value 2,374,125,276 $ 2,299,519,289 $ 2,295,847,031 $ 74,605,987 $ 3.24% Mill Rate Use Debt Service 1.50 $ 1.99 $ 1.88 $ (0.49) $ -24.62% Other Operations 5.45 4.97 4.67 0.48 9.66% Total Mill Rate 6.95 $ 6.95 $ 6.55 $ - $ 0.00% Mill Rate Per $100,000 Assessed Value Property Debt Service 150.00 $ 199.00 $ 188.00 $ (49.00) $ -24.62% Other Operations 545.00 496.00 467.00 49.00 9.88% Total 695.00 $ 695.00 $ 655.00 $ - $ 0.00% % of City Tax Bill Debt Service 22% 29% 27% Other Operations 78% 71% 67% 7% ---PAGE BREAK--- City of Middleton 2016 Budget 20 2016 General Fund Revenue & Expense Summary 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST REVENUES Property Tax Levy 13,590,104 $ 15,046,560 $ 15,046,561 $ 16,002,815 $ 190,263 $ 15,046,561 $ 1,442,617 $ 16,489,178 $ Other Taxes 975,775 852,283 1,053,645 853,283 348,461 853,283 147,817 1,001,100 Special Assessments 125,323 90,000 26,414 90,000 15,140 26,039 48,961 75,000 Intergovernmental Revenue 2,015,429 1,845,156 1,993,974 2,003,301 1,726,915 1,858,942 50,082 1,909,024 Licenses & Permits 784,783 519,000 725,597 521,400 510,851 521,200 155,324 676,524 Fines & Forfeitures 481,296 456,208 446,264 400,959 354,906 256,208 58,792 315,000 Public Charges for Service 1,223,238 1,144,000 1,095,612 1,231,850 870,373 1,039,658 36,999 1,076,657 Special Fund Activity 2,339,598 2,130,130 2,129,391 2,016,652 - 2,015,391 (100,000) 1,915,391 Miscellaneous Revenues 222,021 197,124 229,887 172,144 171,890 160,696 1,790 162,486 Other Financing Sources - - - - - - - - TOTAL 21,757,567 $ 22,280,461 $ 22,747,345 $ 23,292,404 $ 4,188,798 $ 21,777,978 $ 1,842,382 $ 23,620,360 $ EXPENSES General Government 2,417,479 $ 2,631,332 $ 2,434,441 $ 2,543,715 $ 1,441,908 $ 2,343,767 $ 448,072 $ 2,791,838 $ Public Safety 8,282,062 8,055,819 7,992,426 8,392,564 4,367,936 7,658,300 1,166,050 8,824,350 Public Works 3,018,658 3,076,229 3,058,326 3,139,297 1,944,191 2,834,062 831,262 3,665,324 Leisure 1,337,225 1,410,982 1,441,916 1,487,026 1,045,555 1,350,576 170,225 1,520,801 Conservation & Development 1,359,923 1,409,062 1,351,555 1,565,124 832,348 1,334,415 278,296 1,612,712 Contingencies 8,651 117,244 8,844 410,363 1,321 8,844 250,684 259,527 Transfers 4,535,852 6,585,585 6,585,585 5,595,356 - 5,472,888 (527,079) 4,945,809 TOTAL 20,959,851 $ 23,286,253 $ 22,873,093 $ 23,133,445 $ 9,633,260 $ 21,002,851 $ 2,617,510 $ 23,620,360 $ REVENUES LESS EXPENSES 797,716 $ (1,005,792) $ (125,749) $ 158,959 $ (5,444,461) $ 775,127 $ (775,128) $ 0 $ ---PAGE BREAK--- City of Middleton 2016 Budget 21 2016 Department within Program Area Summary 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST REVENUES Property Tax Levy 13,590,104 15,046,560 15,046,561 16,002,815 190,263 15,046,561 1,442,617 16,489,178 Other Taxes 975,775 852,283 1,053,645 853,283 348,461 853,283 147,817 1,001,100 Special Assessments 125,323 90,000 26,414 90,000 15,140 26,039 48,961 75,000 Intergovernmental Revenue 2,015,429 1,845,156 1,993,974 2,003,301 1,726,915 1,858,942 50,082 1,909,024 Licenses & Permits 784,783 519,000 725,597 521,400 510,851 521,200 155,324 676,524 Fines & Forfeitures 481,296 456,208 446,264 400,959 354,906 256,208 58,792 315,000 Public Charges for Service 1,223,238 1,144,000 1,095,612 1,231,850 870,373 1,039,658 36,999 1,076,657 Special Fund Activity 2,339,598 2,130,130 2,129,391 2,016,652 - 2,015,391 (100,000) 1,915,391 Miscellaneous Revenues 222,021 197,124 229,887 172,144 171,890 160,696 1,790 162,486 Other Financing Sources - - - - - - - - TOTAL 21,757,567 22,280,461 22,747,345 23,292,404 4,188,798 21,777,978 1,842,382 23,620,360 GENERAL GOVERNMENT Common Council 66,835 66,873 66,366 66,936 44,251 66,359 679 67,038 City Administrator 169,441 181,078 173,501 180,711 106,086 172,477 109,949 282,426 Municipal Court 101,071 109,049 99,227 96,610 65,456 84,328 25,342 109,670 Finance Department 530,942 589,025 577,415 581,617 383,397 555,766 28,069 583,835 Elections 18,165 62,800 34,264 27,164 18,448 25,285 93,000 118,285 City Revaluation Project 1,412 - 150 - 1,305 - - - Information Technology 644,593 666,896 650,138 667,286 348,773 651,672 24,721 676,393 Buildings, Grds & City Hall Maint. 165,087 149,927 142,072 148,316 94,805 137,448 9,197 146,645 Cable TV 6,152 8,000 4,565 6,000 3,000 4,165 - 4,165 Commissions/Committees 11,105 15,498 14,895 23,600 16,465 13,365 10,235 23,600 Legal Counsel 231,687 215,000 218,557 212,060 117,301 198,688 28,312 227,000 Miscellaneous Expenses 65,197 64,420 67,952 65,860 42,855 59,500 4,980 64,480 General Personal Benefits 24,833 60,700 26,605 60,000 15,839 26,488 22,813 49,301 Property & Liability Insurance 356,613 414,966 320,670 380,000 151,114 320,670 59,330 380,000 Non-Departmental 24,345 27,100 38,063 27,555 32,812 27,555 31,445 59,000 TOTAL 2,417,479 2,631,332 2,434,441 2,543,715 1,441,908 2,343,767 448,072 2,791,838 PUBLIC SAFETY Field Services 3,660,514 3,738,201 3,558,549 3,889,852 2,422,529 3,419,911 572,197 3,992,108 Police Administration 700,208 729,470 831,100 711,901 458,056 698,787 22,733 721,520 Communications Center 476,261 488,942 482,729 517,263 310,731 471,744 32,764 504,508 Emergency Prepardness 16,476 43,109 38,197 71,520 18,253 38,197 7,741 45,938 School Crossing Guards 14,344 14,766 14,061 19,311 13,164 14,061 - 14,061 EMS 1,416,049 1,431,297 1,451,787 1,488,724 895,055 1,422,820 205,812 1,628,632 Building 119,227 116,986 119,249 119,516 75,372 113,946 5,275 119,221 Electrical 100,026 100,549 98,825 101,079 67,812 94,675 7,700 102,375 Plumbing 66,045 70,678 70,508 69,834 43,726 68,369 1,690 70,059 Erosion Control 18,292 16,000 20,951 16,000 10,015 16,000 - 16,000 Code Compliance/Community Svc 78,195 86,386 87,034 82,038 53,223 80,354 8,827 89,181 City Contribution for Fire District 1,179,035 782,044 782,044 820,526 - 782,044 253,702 1,035,746 Hydrant Rental 437,391 437,391 437,391 485,000 - 437,391 47,609 485,000 TOTAL 8,282,062 8,055,819 7,992,426 8,392,564 4,367,936 7,658,300 1,166,050 8,824,350 ---PAGE BREAK--- City of Middleton 2016 Budget 22 2016 Department within Program Area Summary (Continued) 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST PUBLIC WORKS Administration & Engineering 691,443 715,301 716,636 782,373 446,976 702,616 143,469 846,085 Fleet maintenance 325,822 333,934 355,794 341,156 250,894 317,401 301,138 618,539 Street Crew 664,254 665,441 707,767 650,667 424,581 648,030 92,010 740,039 City Garage 51,323 44,000 57,777 64,720 88,107 48,015 28,705 76,720 Street Cleaning 8,916 9,900 7,438 9,700 4,606 7,438 2,282 9,720 Snow & Ice Removal 69,113 73,950 112,266 92,000 94,459 89,552 (552) 89,000 Sidewalk Maintenance 124,259 150,000 79,912 140,000 140 79,912 60,088 140,000 Traffic Signals, Signs, Markings & Maintenance 39,225 46,538 28,925 43,500 19,244 14,104 54,896 69,000 Street Lighting 136,175 122,006 112,714 128,700 85,641 112,714 18,986 131,700 Tree & Brush Control 1,857 2,000 1,515 1,857 299 1,515 (15) 1,500 Storm Sewers 54,108 10,000 16,707 50,000 26,397 13,272 38,728 52,000 Water Resources 20,144 30,459 20,378 30,624 20,624 20,378 15,246 35,624 Landfill 51,300 55,000 49,330 55,000 55,390 49,330 30,670 80,000 Recycling 243,799 257,700 251,127 247,000 141,972 228,000 37,396 265,396 Refuse Collection 536,920 560,000 540,039 502,000 284,859 501,784 8,216 510,000 TOTAL 3,018,658 3,076,229 3,058,326 3,139,297 1,944,191 2,834,062 831,262 3,665,324 LEISURE Senior Citizens Center 437,254 441,116 467,425 445,825 283,657 437,050 2,846 439,896 Recreation Administration 129,033 144,888 143,627 156,112 98,085 143,336 61,834 205,170 Summer Recreation 64,050 63,793 49,255 62,333 40,725 43,564 9,624 53,188 Fall-Winter-Spring Recreation 22,296 29,224 31,583 42,084 30,573 31,247 9,022 40,269 Hubbard Arts Center 8,365 18,765 30,444 30,000 20,674 10,960 22,501 33,461 Aquatic Center 317,176 280,979 296,984 292,144 249,273 272,398 18,346 290,744 Youth Center 24,860 40,700 41,245 53,632 33,368 30,667 16,855 47,522 Madison Metro Transit 334,191 391,517 381,354 404,896 289,200 381,354 29,197 410,551 TOTAL 1,337,225 1,410,982 1,441,916 1,487,026 1,045,555 1,350,576 170,225 1,520,801 CONSERVATION & DEVELOPMENT Planning Department 308,891 324,947 319,965 332,290 205,651 319,019 (17,040) 301,980 Land Conservancy 117,997 123,968 134,792 165,789 64,040 128,426 40,293 168,719 Forestry 131,926 135,483 101,201 162,613 78,622 100,561 58,869 159,430 Public Lands 801,110 824,664 795,597 904,432 484,035 786,409 196,174 982,583 TOTAL 1,359,923 1,409,062 1,351,555 1,565,124 832,348 1,334,415 278,296 1,612,712 CONTINGENCIES Vehicle Damages 1,857 12,000 2,735 12,000 975 2,735 7,266 10,000 City Liability 6,794 25,000 6,109 25,000 346 6,109 18,891 25,000 General - 80,244 - 373,363 - - 224,527 224,527 TOTAL 8,651 117,244 8,844 410,363 1,321 8,844 250,684 259,527 TRANSFERS To Library Operations Fund 212 1,007,346 1,068,395 1,068,395 1,144,792 - 1,068,395 232,306 1,300,701 Cash Advance to Golf 650 - - - - - - - - Other Transfers Out 89,350 1,200,000 1,200,000 87,303 - 87,303 - 87,303 To Debt Service Fund 300 3,439,156 4,317,190 4,317,190 4,363,261 - 4,317,190 (759,385) 3,557,805 TOTAL 4,535,852 6,585,585 6,585,585 5,595,356 - 5,472,888 (527,079) 4,945,809 TOTAL GEN. FUND EXPENSES 20,959,851 23,286,253 22,873,093 23,133,445 9,633,260 21,002,851 2,617,510 23,620,360 Revenes less expenses 797,716 (1,005,792) (125,749) 158,959 (5,444,461) 775,127 (775,128) 0 ---PAGE BREAK--- City of Middleton 2016 Budget 23 2016 Tax Levy by Department and Program Area 2015 2016 % of 2014 2015 Actual thru Lower of Decision TOTAL Allocated Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Levy Tax Levy Supported Functions General Government Common Council 66,873 66,366 66,936 44,251 66,359 679 67,038 0.28% City Administrator 181,078 173,501 180,711 106,086 172,477 109,949 282,426 1.20% Municipal Court 109,049 99,227 96,610 65,456 84,328 25,342 109,670 0.46% Finance Department 589,025 577,415 581,617 383,397 555,766 28,069 583,835 2.47% Elections 62,800 34,264 27,164 18,448 25,285 93,000 118,285 0.50% City Revaluation Project - 150 - 1,305 - - - 0.00% Information Technology 666,896 650,138 667,286 348,773 651,672 24,721 676,393 2.86% Building & Grounds 149,927 142,072 148,316 94,805 137,448 9,197 146,645 0.62% Cable TV 8,000 4,565 6,000 3,000 4,165 - 4,165 0.02% Commissions/Committees 15,498 14,895 23,600 16,465 13,365 10,235 23,600 0.10% Legal Counsel 215,000 218,557 212,060 117,301 198,688 28,312 227,000 0.96% Miscellaneous Expenses 64,420 67,952 65,860 42,855 59,500 4,980 64,480 0.27% General Personnel Benefits 60,700 26,605 60,000 15,839 26,488 22,813 49,301 0.21% Property & Liability 414,966 320,670 380,000 151,114 320,670 59,330 380,000 1.61% Non-Departmental 27,100 38,063 27,555 32,812 27,555 31,445 59,000 0.25% Total 2,631,332 2,434,441 2,543,715 1,441,908 2,343,767 448,072 2,791,838 11.81% Public Safety Police Department 5,014,488 4,924,637 5,209,847 3,222,733 4,642,701 635,435 5,278,136 22.35% EMS 1,431,297 1,451,787 1,488,724 895,055 1,422,820 205,812 1,628,632 6.90% Building Inspection 116,986 119,249 119,516 75,372 113,946 5,275 119,221 0.50% Electrical Inspection 100,549 98,825 101,079 67,812 94,675 7,700 102,375 0.43% Plumbing Inspection 70,678 70,508 69,834 43,726 68,369 1,690 70,059 0.30% Erosion Control 16,000 20,951 16,000 10,015 16,000 - 16,000 0.07% Code Compliance/ Community Service 86,386 87,034 82,038 53,223 80,354 8,827 89,181 0.38% City Portion to Fire District 782,044 782,044 820,526 - 782,044 253,702 1,035,746 4.38% Hydrant Rental 437,391 437,391 485,000 - 437,391 47,609 485,000 2.05% Total 8,055,819 7,992,426 8,392,564 4,367,936 7,658,300 1,166,050 8,824,350 37.36% Public Works Refuse/Recycling 817,700 791,166 749,000 426,832 729,784 45,612 775,396 3.28% Street Lighting 122,006 112,714 128,700 85,641 112,714 18,986 131,700 0.56% Landfill 55,000 49,330 55,000 55,390 49,330 30,670 80,000 0.34% Public Works Department 2,081,523 2,105,116 2,206,597 1,376,329 1,942,233 735,994 2,678,227 11.34% Total 3,076,229 3,058,326 3,139,297 1,944,191 2,834,062 831,262 3,665,324 15.52% Leisure Senior Citizen Center 441,116 467,425 445,825 283,657 437,050 2,846 439,896 1.86% Recreation Administration 144,888 143,627 156,112 98,085 143,336 61,834 205,170 0.87% Summer Recreation 63,793 49,255 62,333 40,725 43,564 9,624 53,188 0.23% Fall/Winter/Spring Recreation 29,224 31,583 42,084 30,573 31,247 9,022 40,269 0.17% Hubbard Arts Center 18,765 30,444 30,000 20,674 10,960 22,501 33,461 0.14% Aquatic Center 280,979 296,984 292,144 249,273 272,398 18,346 290,744 1.23% Youth Center 40,700 41,245 53,632 33,368 30,667 16,855 47,522 0.20% Transit 391,517 381,354 404,896 289,200 381,354 29,197 410,551 1.74% Total 1,410,982 1,441,916 1,487,026 1,045,555 1,350,576 170,225 1,520,801 6.44% ---PAGE BREAK--- City of Middleton 2016 Budget 24 2016 Tax Levy by Department and Program Area (continued) 2015 2016 % of 2014 2015 Actual thru Lower of Decision TOTAL Allocated Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Levy Conservation & Development Planning Department 324,947 319,965 332,290 205,651 319,019 (17,040) 301,980 1.28% Land Conservancy 123,968 134,792 165,789 64,040 128,426 40,293 168,719 0.71% Forestry 135,483 101,201 162,613 78,622 100,561 58,869 159,430 0.67% Public Lands 824,664 795,597 904,432 484,035 786,409 196,174 982,583 4.16% Total 1,409,062 1,351,555 1,565,124 832,348 1,334,415 278,296 1,612,712 6.82% Contingencies 117,244 8,844 410,363 1,321 8,844 250,684 259,527 1.10% Transfers Debt Service 4,317,190 4,317,190 4,363,261 - 4,317,190 (759,385) 3,557,805 15.06% Other 2,268,395 2,268,395 1,232,095 - 1,155,698 232,306 1,388,004 5.88% Total 6,585,585 6,585,585 5,595,356 - 5,472,888 (527,079) 4,945,809 20.94% SUMMARY OF EXPENSES 23,286,253 22,873,093 23,133,445 9,633,260 21,002,851 2,617,510 23,620,360 100.00% Public Safety 40% Public Works 17% Debt Service 16% General Government 13% Contingencies & Other 7% Conservation & Development 7% 2016 Tax Levy By Department & Program Area $0.05 $0.10 $0.15 $0.20 $0.25 $0.30 $0.35 $0.40 Public Safety Debt Service Contingencies & Other Leisure ---PAGE BREAK--- City of Middleton 2016 Budget 25 POLICIES & FINANCIAL PLANS ---PAGE BREAK--- City of Middleton 2016 Budget 26 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: ---PAGE BREAK--- City of Middleton 2016 Budget 27 Budget Policy-Common Council Approved 8/6/13 CITY OF MIDDLETON BUDGET POLICY DEFINITIONS Appropriation – An appropriation is defined as a legal authorization granted by the City of Middleton Common Council to incur financial obligations and make expenditures for specific purposes and within an annual timeframe. This legal authorization is contained in a resolution approved by the Common Council. Budget – The summation of appropriations within governmental and proprietary fund groups. A budget is also a plan for receiving and spending money during a set period of time, typically one year. Budgets essentially perform three functions: 1) A tool for planning, prioritizing and directing the operations of the municipal government of the City of Middleton 2) Providing the municipal government the legal authority as approved by the Common Council to spend money 3) Providing the citizens of the City of Middleton a method of fiscal accountability Ordinance Chapter 3 Finance – This ordinance establishes the regulations governing the finances of the City of Middleton. Chapter 3, Section 3.01 Annual Budget provides budget development requirements, including time frames and public hearings. Chapter 3 also defines changes in the final budget: ---PAGE BREAK--- City of Middleton 2016 Budget 28 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. ---PAGE BREAK--- City of Middleton 2016 Budget 29 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. ---PAGE BREAK--- City of Middleton 2016 Budget 30 Budget Calendar and Basis of Budgeting 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 prepared department budget request forms and instructions. June 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. Beginning November Common Council authorizes public hearing and publication of proposed budget in local newspaper. End Nov. Common Council holds public hearing on proposed budget and approves proposed budget. Jan. 1 New Fiscal Year Begins 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. ---PAGE BREAK--- City of Middleton 2016 Budget 31 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 2014 CIP projects were listed in the 2012-2016 CIP. For the 2014 budget development process, the 2014 CIP projects and their respective dollar amounts are refined and the overall CIP is updated as well as 2018 is added. This process is repeated annually. 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. ---PAGE BREAK--- City of Middleton 2016 Budget 32 FUND STRUCTURE EXPLANATION ---PAGE BREAK--- City of Middleton 2016 Budget 33 Fund Structure The City of Middleton funds are divided into two types; 1) Governmental Fund Types and 2) 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: o 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. o 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. o 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. o 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. o 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. o 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, Bullet Proof Vests are recorded in Fund 208. o 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. ---PAGE BREAK--- City of Middleton 2016 Budget 34 o 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. o 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. o 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.  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 o Tax Increment Financing (District) # 3 Fund 401 – Tax Increment District # 3 was initially established in 1993.The property tax increment resulting from development activities is 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. o 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. o 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. o 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 ---PAGE BREAK--- City of Middleton 2016 Budget 35 self-checkout project and mike and pedestrian facility improvements. Revenues have been from the annual sale of general obligation notes. o 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. o Water 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. o Sewer 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. o Stormwater Utility Fund 630 – The City operates a stormwater utility, which was approved by Referendum in 2014 and implemented in 2015. Stormwater 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 stormwater utility are recorded in Fund 630. o 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. o 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 ---PAGE BREAK--- City of Middleton 2016 Budget 36 course expenses, such as food and beverage concessions and greens maintenance activities are recorded in Fund 650. o 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. Trust and Agency Fund 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. ---PAGE BREAK--- City of Middleton 2016 Budget 37 DEBT INFORMATION ---PAGE BREAK--- City of Middleton 2016 Budget 38 Legal Debt Limits Under Wisconsin statues, a municipality can only take out general obligation (GO) debt up to 5% of its equalized value. Below is the calculation for the City of Middleton: Equalized Valuation (2015) as certified by WI Dept of Revenue 2,907,335,100 $ Legal Debt Percentage Allowed 5% Legal Debt Limit 145,366,755 GO Debt outstanding as of December 31, 2015 * 52,350,000 Unused margin of indebtedness 93,016,755 Percent of Legal Debt incurred 36% Percentage of Legal debt available 64% * Existing and planned for Fall 2015 issuance. ---PAGE BREAK--- City of Middleton 2016 Budget 39 Outstanding Debt Issuance Summary and Early Redemption (Excludes Planned Fall 2015 Issuance) Golf December 27, 2006 Issued $1,200,000 for Golf (total issue of $3,530,000) in General Obligation Promissory Notes. December 30, 2008 Issued $1,700,000 in General Obligation Refunding Bonds for clubhouse construction. February 27, 2012 Issued $3,100,000 in General Obligation Refunding Bonds to replace May 15, 2002 issue. The original issue was for initial acquisition of the golf course. December 1, 2014 Redemption and early pay off of $1,200,000 in General Obligation Promissory Notes dated December 27, 2006. Taking advantage of the call provision saved the City approximately $96,000 in interest costs. Capital June 2, 2008 Issued $6,530,000 in General Obligation Promissory notes to fund the construction of a new fire station. Issued $2,000,000 in General Obligation Promissory notes to fund the annual capital program. December 30, 2008 Issued $2,750,000 in General Obligation Promissory notes to fund the annual capital program. April 15, 2010 Issued $2,010,000 in Taxable General Obligation Promissory Notes (Build America Bonds) to fund the annual capital program. Issued $10,110,000 in Taxable General Obligation Promissory Notes (Build America Bonds) to fund construction of a new police facility. May 9, 2011 Issued $2,500,000 in General Obligation Promissory notes to fund the annual capital program. June 5, 2012 Issued $2,015,000 in General Obligation Promissory notes to fund the annual capital program. December 28, 2012 Issued $3,000,000 General Obligation Promissory notes to fund the annual capital program for 2013 out of the $4,500,000 GO Promissory note. December 23, 2013 Issued $4,000,000 General Obligation Promissory notes to fund the annual 2014 capital program million) and $2 million for early construction costs related to the Municipal Operations Center. December 9, 2014 Issued $2,000,000 General Obligation Promissory Notes to fund the annual 2015 capital improvement program. December 9, 2014 Issued $6,500,000 Note Anticipation Notes for temporary funding for construction of Municipal Operations Center (replacement City garage). ---PAGE BREAK--- City of Middleton 2016 Budget 40 Outstanding Debt Issuance Summary and Early Redemption (continued) Source: Robert W. Baird & Co. TAX INCREMENT FINANCING DISTRICTS #3 & #5 November 23, 2010 Issued $4,625,000 in General Obligation Refunding Bonds. Issued $6,580,000 in Taxable General Obligation Refunding Bonds. June 5, 2012 Issued $2,540,000 in Taxable General Obligation Promissory notes for TID #3 that was used to - payoff State Trust Fund Loans and for payments directly to developers for future development. December 28, 2012 $1.5 million of the $4.5 million in General Obligation Promissory notes was designated for TID #3 projects. $5.11 million it Taxable General Obligation Refunding Bonds was used to pay off a Note Anticipation Note which was used for paying back interfund receivables in order to get TID #5 established. ---PAGE BREAK--- City of Middleton 2016 Budget 41 2016 Debt Service Summary CITY OF MIDDLETON - OUTSTANDING & ESTIMATED NEW DEBT & 2016 DEBT SERVICE PAYMENTS DUE Issue Original Amt Maturity Year Callable P & I in 2016 BAB Subsidy TID #5 TID #3 Golf Use of Impact Fees Net Use of Tax Levy Balance @ 12/31/16 Existing Debt As of September 1, 2015: 2008A GO Refunding Bonds (Fire/EMS Building) 6,530,000 $ 2027 12/1/2018 702,400 $ - $ - $ - $ - $ 50,000 $ 652,400 $ 4,560,000 $ 2008C GO Refunding Bonds (Capital, Golf) 5,250,000 2021 3/1/2018 73,250 - - - 73,250 - - 1,700,000 2010 Taxable GO Promissory Notes (BAB) 2,010,000 2017 No 419,280 6,289 - - - - 412,991 160,000 2010 Taxable GO Refunding Bonds (Police Building) 10,110,000 2029 9/1/2020 908,768 136,602 - - - 100,000 672,166 7,850,000 2010 GO Refunding Bonds (TID # 3) 4,625,000 2020 9/1/2018 661,000 - - 661,000 - - - 2,395,000 2010 GO Taxable Refunding Bonds (TID # 3) 6,580,000 2020 9/1/2018 887,263 - - 887,263 - - - 3,255,000 2011 GO Promissory Notes (Capital) 2,500,000 2019 9/1/2017 319,625 - - - - - 319,625 1,600,000 2012 GO Refunding Bonds (Golf) 3,100,000 2016 No 954,450 - - - 954,450 - - - 2012 Taxable GO Promissory Notes - June (TID # 3) 2,540,000 2019 No 384,254 - - 384,254 - - - 1,120,000 2012 GO Promissory Notes - June (Capital) 2,015,000 2020 No 277,238 - - - - - 277,238 1,045,000 2012 GO Promissory Notes - Dec (Capital, TID # 3) 4,500,000 2022 9/1/2020 529,000 - - 178,000 - - 351,000 2,990,000 2012 Taxable GO Refunding Bonds - Dec (TID # 5) 5,110,000 2032 9/1/2022 139,735 - 139,735 - - - - 5,110,000 2013 GO Promissory Notes (Capital & MOC) 4,000,000 2023 2/1/2021 322,650 - - - - - 322,650 3,245,000 2014 GO Promissory Notes (Capital) 2,000,000 2022 2/1/2020 272,700 - - - - - 272,700 1,505,000 Subtotal 60,870,000 $ 6,851,613 $ 142,891 $ 139,735 $ 2,110,517 $ 1,027,700 $ 150,000 $ 3,280,770 $ 36,535,000 $ Estimated New Debt Prior to December 31, 2015: 2015 GO Promissory Notes (Capital) 2,000,000 $ 2023 TBD 210,990 $ - $ - $ - $ - $ - $ 210,990 $ 1,800,000 $ 2015 GO Refunding Bonds (Municipal Operations Ctr) 6,500,000 2033 TBD 66,045 - - - - - 66,045 6,500,000 Subtotal 8,500,000 $ 277,035 $ - $ - $ - $ - $ - $ 277,035 $ 8,300,000 $ TOTAL EXISTING AND ESTIMATED DEBT 69,370,000 $ 7,128,648 $ 142,891 $ 139,735 $ 2,110,517 $ 1,027,700 $ 150,000 $ 3,557,805 $ 44,835,000 $ ---PAGE BREAK--- City of Middleton 2016 Budget 42 Breakdown of Future Year's Debt Service on Existing Debt & Estimate on Municipial Operations Center-Sept. 2015 TAX LEVY SUPPORTED DEBT SERVICE General TOTAL TOTAL Police/Court Fire/EMS Muni Oper Capital TAX LEVY ALL Golf TID #3 TID #5 Facility * Facility Ctr. Est. Program SUPPORTED DEBT SVC. 2017 366,875 2,104,576 409,765 771,271 682,400 251,550 3,008,428 4,713,649 7,594,865 2018 354,125 2,098,319 411,930 773,468 502,400 474,300 2,587,107 4,337,275 7,201,649 2019 439,250 2,092,231 413,355 773,720 498,800 542,550 2,520,941 4,336,011 7,280,847 2020 422,050 1,722,563 408,875 773,007 499,800 733,550 2,326,703 4,333,060 6,886,548 2021 306,675 176,900 408,695 771,115 500,200 704,875 2,346,203 4,322,393 5,214,663 2022 - 178,500 412,853 772,815 505,000 682,175 2,378,653 4,338,643 4,929,996 2023 - - 411,068 768,274 499,000 1,021,525 2,048,328 4,337,127 4,748,195 2024 - - 408,538 767,628 502,600 1,012,500 2,053,757 4,336,485 4,745,023 2025 - - 410,303 761,050 500,400 727,450 2,348,908 4,337,808 4,748,111 2026 - - 411,325 763,555 497,600 720,200 2,354,083 4,335,438 4,746,763 2027 - - 411,575 759,531 499,200 722,650 2,354,083 4,335,464 4,747,039 2028 - - 411,023 759,337 - 669,500 2,354,083 3,782,920 4,193,943 2029 - - 409,638 757,758 - 667,400 2,354,083 3,779,241 4,188,879 2030 - - 412,390 - - 669,850 2,354,083 3,023,933 3,436,323 2031 - - 409,070 - - 666,700 2,354,083 3,020,783 3,429,853 2032 - - 410,010 - - 665,000 2,354,083 3,019,083 3,429,093 2033 - - - - - 67,600 2,354,083 2,421,683 2,421,683 2034 - - - - - - 2,354,083 2,354,083 2,354,083 1,888,975 $ 8,373,089 $ 6,570,413 $ 9,972,529 $ 5,687,400 $ 10,999,375 $ 42,805,775 $ 69,465,079 $ 86,297,556 $ * Net of the Build America Bonds subsidy or BAB payments ---PAGE BREAK--- City of Middleton 2016 Budget 43 - $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 SUMMARY OUTSTANDING DEBT BY SOURCE GOLF TID #3 TID #5 TAX LEVY ---PAGE BREAK--- City of Middleton 2016 Budget 44 DEPARTMENTAL OPERATING BUDGETS & PERFORMANCE PLANS ---PAGE BREAK--- City of Middleton 2016 Budget 45 GENERAL GOVERNMENT ---PAGE BREAK--- City of Middleton 2016 Budget 46 Operating Budgets & Performance Plans: Common Council FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL COMMON COUNCIL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenue None - - - - - - - - - - - - - - - - Expenses Wages 60,960 60,480 60,480 60,960 40,320 60,480 480 60,960 Personnel Benefits 5,671 5,743 5,743 5,772 3,824 5,736 43 5,779 Operating Expenses 204 650 144 204 107 144 156 300 66,835 66,873 66,366 66,936 44,251 66,359 679 67,038 NET TAX RATE SUPPORT 66,835 66,873 66,366 66,936 44,251 66,359 679 67,038 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 100% 100% ---PAGE BREAK--- City of Middleton 2016 Budget 47 Operating Budgets & Performance Plans: City Administrator MISSION: Provide the residents of Middleton with the most responsive, transparent, effective and efficient city government possible using the resources available. Authorized Position List 2012 2013 2014 2015 2016 City Administrator/Dir. of CD 1 1 1 1 1 Administrative Intern ½ ½ ½ ½ ½ MAJOR RESPONSIBILITIES: 1. Provide staff support for the Mayor & 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 4. Act as Public Information Officer for the City 5. Work as Community/Economic Development Director coordinating initiatives with Planning and Tourism staff members as well as other community economic development organizations. Mayor & Common Council City Administrator & Director of Community Development Department Heads, Assistant Director of Community Development and Human Resources Assistant (portion of City Clerk’s time) Admin. Intern ---PAGE BREAK--- City of Middleton 2016 Budget 48 Operating Budgets & Performance Plans: City Administrator 6. Coordinate use of City Attorney’s office for City services. 7. Oversee the work of the City’s online video program for Council and Plan Commission meetings. 8. Bargain collectively as the negotiator with the City’s four bargaining units. 2016 GOALS: 1. Effectuate implementation of the City’s 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 a health and wellness program with the help of a City employee Wellness Committee. 4. Cultivate a smooth transition and continued strong employee relations in the aftermath of Act 10. 5. Keep the City’s web site fresh and interactive. 6. Ensure that the City’s Sustainability program becomes further integrated into administrative processes. 7. Work to improve the City’s development oversight process. SIGNIFICANT ISSUES IN 2016: 1. Long-term financial strategy to ensure fiscal health, particularly for the Golf Fund. 2. Economic incentives for appropriate development and jobs in TIDs #3 and 3. Keeping Sustainability front and center in all City processes. 4. Expanded health and wellness program for employees. 5. Necessary road improvements and storm water maintenance. 6. Community park planning for Community of Bishop’s Bay area. 7. Transition to new Municipal Operations/Recycling Center. 8. Exploration of combined City Hall/Library building. 9. Promotion of Capital Brewery’s Bier Garten and entertainment center. 10. Succession planning for future of City Administration and departments. ---PAGE BREAK--- City of Middleton 2016 Budget 49 FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL CITY ADMINISTRATOR Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenue None - - - - - - - - - - - - - - - - Expenses Wages 131,098 130,683 128,211 134,603 80,988 128,211 82,233 210,444 Personnel Benefits 33,929 35,395 35,350 36,108 21,337 35,031 26,951 61,982 Operating Expenses 4,414 15,000 9,941 10,000 3,761 9,236 764 10,000 TOTAL 169,441 181,078 173,501 180,711 106,086 172,477 109,949 282,426 NET TAX RATE SUPPORT 169,441 181,078 173,501 180,711 106,086 172,477 109,949 282,426 LEVY SUPPORT AS % OF 100% 100% 100% 100% 100% 100% 100% 100% Decision Items: City Administrator 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5120-110 ADMINISTRATOR-DIRECTOR OF CD PROMOTION OF ABBY ATTOUN-TUCKER TO ASSISTANT CITY ADMINISTRATOR/ASSISTANT DIRECTOR OF COMMUNITY DEVELOPMENT - SEE ATTACHED JUSTIFICATION 78,[PHONE REDACTED]-111 INTERN FULL PAY FOR THE YEAR (2 MONTH GAP BETWEEN INTERNS IN 2015) 1,[PHONE REDACTED]-135 LONGEVITY BENEFITS FOR RECOMMENDED PROMOTION 1,[PHONE REDACTED]-192 RETIREMENT BENEFITS FOR RECOMMENDED PROMOTION 4,[PHONE REDACTED]-193 FICA BENEFITS FOR RECOMMENDED PROMOTION 5,[PHONE REDACTED]-194 HEALTH INSURANCE BENEFITS FOR RECOMMENDED PROMOTION 14,[PHONE REDACTED]-195 DENTAL INSURANCE BENEFITS FOR RECOMMENDED PROMOTION 2,[PHONE REDACTED]-440 TRAINING & DEVELOPMENT FULL AMOUNT OF BUDGETED FUNDS INCREASE FOR 2015 764 ---PAGE BREAK--- City of Middleton 2016 Budget 50 Operating Budgets & Performance Plans: Municipal Court MISSION: Provide impartial administration of justice to all who come in contact with the court. MAJOR RESPONSIBILITIES: 1. Conduct initial appearances and contested trials for adults, juveniles and alleged truants. 2. For all citations issued, the court must: a. Maintain records b. Send hearing notices c. Collect forfeitures d. Answer citizen inquiries e. Provide information to DOT f. Disburse collected funds to city, county, state and victims 2016 GOALS: 1. Work with schools and families to develop an improved response to truancy issues. 2. Improve collection methods, including use of income assignments. 3. Increase collections by continuing expanded use of tax refund intercept rather than Collection Agency. SIGNIFICANT ISSUES IN 2016: 1. Decrease in citations in the first half of the year. 2. Increased collection efforts. 3. Problems with courtroom recording system. FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL MUNICIPAL COURT Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Court Fees 70,556 75,000 75,589 75,000 65,142 75,000 - 75,000 TOTAL 70,556 75,000 75,589 75,000 65,142 75,000 - 75,000 Expenses Wages 73,800 79,976 71,794 66,902 50,198 57,394 22,554 79,948 Personnel Benefits 15,826 18,123 15,687 16,208 10,173 15,555 2,123 17,678 Operating Expenses 11,445 10,950 11,746 13,500 5,084 11,380 665 12,045 TOTAL 101,071 109,049 99,227 96,610 65,456 84,328 25,342 109,670 NET TAX RATE SUPPORT 30,515 34,049 23,639 21,610 314 9,328 25,342 34,670 LEVY SUPPORT AS % OF EXPENSES 30% 31% 24% 22% 0% 11% 100% 32% ---PAGE BREAK--- City of Middleton 2016 Budget 51 Operating Budgets & Performance Plans: Finance 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. Finance Director Comptroller/Asst. City Administrator City Clerk / HR Specialist City Assessor Accounting Manager/Treasurer Deputy City Clerk(1) Clerk FTE) ---PAGE BREAK--- City of Middleton 2016 Budget 52 Operating Budgets & Performance Plans: Finance MAJOR RESPONSIBILITIES: 1. Managing the City’s general ledger, which includes a. Collecting and properly crediting all City revenues b. Administering the general billing process for the City, including occupancy room taxes and special assessments c. Total management of City’s payroll and fringe benefit programs, including timely preparation, disbursement and accounting activities and functions d. After Common Council approval, timely payment of all City invoices and other obligations 2. In joint collaboration with the City Administrator and department directors, annual preparation of the City’s budget development, preparation and monitoring endeavors, including developing financial projections and related projection scenarios 3. Investing idle City funds in the most prudent manner with security as the prime goal, followed by liquidity and then yield 4. Maintaining fixed records of all City fixed assets 5. Managing all City current and future debt obligation requirements, including prompt debt service payments, preparing and presenting City financial, management and other information to national rating agencies and working with bond counsels, financial advisors and others to facilitate debt issuance and reporting requirements 6. Manage all City cash flow requirements, including projecting cash flow needs 7. Work and interface with outside auditors in the preparation of the annual financial and management audit of the City’s financial records in compliance with all accounting regulations and requirements 8. Provide timely financial management information to the Common Council, the City Administrator, department directors and others on both regular and as requested bases 9. Provide staff support to Common Council Committees as assigned 10. To provide human resources support services to all facets of the City government 11. Perform new employee orientations and other related employee functions 12. Manage sick leave escrow records including funding current and projected obligations 13. To 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 14. To manage and administer City election processes 15. Perform all required filing requirements with Federal, State and local agencies 16. Perform licensing and permitting functions such as for the sales of alcohol beverages and dog licenses 17. Manage and staff Board of Review processes 2016 GOALS: 1. Working with the City Administrator and department directors to continually evaluate and modify as needed the budget development processes for consideration by the Finance Committee and Common Council 2. In collaboration with the City Administrator and department directors develop a new chart of accounts to improve the City’s financial management functionality 3. Explore further enhancements to revenue collection methods including direct debit, City website payments and credit cards 4. Decentralize the accounts payables process including development of department electronic work flow approval and submittal process 5. Working with the City Administrator and department directors to continually evaluate and modify as needed the budget development processes for consideration by the Finance Committee and Common Council ---PAGE BREAK--- City of Middleton 2016 Budget 53 Operating Budgets & Performance Plans: Finance 2016 GOALS: (continued) 6. In collaboration with the City Administrator and department directors develop a new chart of accounts to improve the City’s financial management functionality 7. Explore further enhancements to revenue collection methods including direct debit, City website payments and credit cards 8. Decentralize the accounts payables process including development of department electronic work flow approval and submittal process 9. Develop the following policies and review current ones: a. Emergency managed reserve for the General Fund b. Debt service c. Investments d. Budget development and monitoring e. Fixed assets f. Equipment replacement reserves 10. Continually update tax increment district (TID) projection models 11. To make further progress toward being ready to apply for the Certificate of Achievement for Excellence in Financial Reporting (CAFR) SIGNIFICANT ISSUES IN 2016: 1. Explore new investment opportunities while maintaining cash security 2. Continue to monitor Golf Course debt and recommend financing alternatives 3. Development of long range funding strategies for OPEB (Other Post Employee Benefits) accounts 4. Continue to explore new revenue options 5. Implement encumbrance accounting to departments on an as requested basis FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL FINANCE DEPARTMENT Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenue None - - - - - - - - TOTAL - - - - - - - - Expenses Wages 365,012 384,802 388,514 394,835 251,287 386,405 7,136 393,541 Personnel Benefits 101,247 116,868 110,406 122,479 69,903 110,406 1,396 111,802 Operating Expenses 64,683 87,355 78,494 64,303 62,207 58,955 19,537 78,492 TOTAL 530,942 589,025 577,415 581,617 383,397 555,766 28,069 583,835 NET TAX RATE SUPPORT 530,942 589,025 577,415 581,617 383,397 555,766 28,069 583,835 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 100% 100% ---PAGE BREAK--- City of Middleton 2016 Budget 54 Decision Items: Finance 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT FINANCE (5141) Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5141-110 SALARIES-FULL-TIME ADJUST ACCOUNTING MANAGER/TREASURER TO MINIMUM SALARY GRADE 12 1,[PHONE REDACTED]-110 SALARIES-FULL-TIME ADJUST SALARIES BASED ON CURRENT 2015 SALARIES-CURRENT INCUMBENTS [PHONE REDACTED]-110 SALARIES-FULL-TIME ESTABLISH DEPUTY CITY CLERK POSITION AND FREEZE FINANCE ASSISTANT POSITION 5,[PHONE REDACTED]-192 RETIREMENT [PHONE REDACTED]-193 FICA 395 5,[PHONE REDACTED]-192 RETIREMENT ADJUSTMENT BASED ON PROJECTED 2016 SALARIES 70 100-5141-193 FICA ADJUSTMENT BASED ON PROJECTED 2016 SALARIES 81 100-5141-194 HEALTH INSURANCE ADJUSTMENT BASED ON EMPLOYEE SELECTIONS [PHONE REDACTED]-195 DENTAL INSURANCE ADJUSTMENT BASED ON EMPLOYEE SELECTIONS (391) 100-5141-250 POSTAGE 2,[PHONE REDACTED]-260 ADVERTISING & PRINTING [PHONE REDACTED]-310 OUTSIDE SERVICES 7,[PHONE REDACTED]-440 TRAINING & DEVELOPMT 3,[PHONE REDACTED]-480 DATA PROCESSING 5,[PHONE REDACTED]-490 OTHER OPERATING EXPEN. [PHONE REDACTED]-810 OTHER EQUIPMENT 1,000 ADJUSTMENTS BASED ON 2016 ANTICIPATED WORKLOAD AND ACTIVITIES, SUCH AS MAILINGS, OUTSIDE PAYROLL PROCESSING, & TRAINING OBLIGATIONS There is a significant void currently in the City due to a lack of having an official backup individual trained and ready on a moment’s notice to perform city clerk duties (official public records-City ordinances, resolutions, contracts, agreements, notices, publication keeper, Common Council minutes recorder) and especially election management duties and payroll management and processing tasks. Since being appointed City Clerk in 2009 the City of Middleton has been very fortunate that our current City Clerk has been conflict free to serve as the City of Middleton election official performing all required election duties not only on Election Day but the many management hours prior and post-election. In addition, the City also lacks a position to serve as the current City Clerk substitute performing the myriad of city clerk functions. Both City of Middleton-Ordinance Chapter 2 (2.03, 2.22 & 2.23) and Wisconsin State Statute 62.09 clearly mandates City Clerk duties and functions. This is inexpensive insurance to make sure that the City has formal management continuity in the City Clerks position. When faced with a personal conflict, such as an illness or something more serious, hopefully City of Middleton employees won’t feel that they have no choice but to come to work. ---PAGE BREAK--- City of Middleton 2016 Budget 55 Operating Budgets & Performance Plans: Elections FINANCIAL INFORMATION: Decision Items: Elections ---PAGE BREAK--- City of Middleton 2016 Budget 56 Operating Budgets & Performance Plans: Information Technology MISSION: Provide network connectivity, functionality and security for both public and staff purposes. AUTHORIZED POSITION LIST * 2012 2013 2014 2015 2016 I.T. Director 1 1 1 1 1 Asst. I. T. Director - 1 1 1 1 I.T. Technician 2 1 1 1 1 MAJOR RESPONSIBILITIES: 1. LAN, WAN and Wireless Network Administration (Cisco) 2. Desktop/Help Desk Administration (Microsoft XP, Win7, MAC) 3. Install & Maintain Hardware/Software (Servers, Workstations, Network Equipment, Copiers, Phones, Cell Phones, HVAC systems, Internet 4. Web Site, Email, GIS Administration (Autodesk, Dreamweaver, Adobe, Exchange) 5. Research & Coordinate Purchasing/Budgeting (Clarity, Sire) 6. Administrative & Project Management Duties (Cisco, Solarwinds, Microsoft, Trackit, SQL) 7. Department Specific (Global CAD & Records, Tritech EMS Billing, MySeniorCenter, IBS LinkTime.) 8. Phone & Voice Mail Service Administration (Cisco Call Manager & Unity Voice Mail, Positron Viper 911) 9. Training Information Technology Director Assistant Information Technology Director Information Technology Technician ---PAGE BREAK--- City of Middleton 2016 Budget 57 2016 GOALS: 1. Expand use of Web Site for Public Information 2. Establish a Network Engineering Services Contract 3. Educating users to maximize current available resources 4. Support all Departments with new initiatives SIGNIFICANT ISSUES IN 2016: 1. Expansion of fiber network 2. Virtualize servers and desktops 3. Expansion of Web Services MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Number of Personnel 3 3 3 3 3 Workstations/Notebooks 200 200 200 200 200 Users 160 160 160 160 160 Buildings 7 7 7 8 8 Phones 150 150 160 160 160 Tablets 0 0 0 5 25 FINANCIAL INFORMATION: ---PAGE BREAK--- City of Middleton 2016 Budget 58 Decision Items: Information Technology 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift [PHONE REDACTED] EQUIPMENT Maintain 2015 budget level 8,284 [PHONE REDACTED] INTERNET Shifting cell phone expenses to appropriate departments. $0.00 net change to budget. (9,100) [PHONE REDACTED] COMMUNICATIONS Administrator Cell Phone with Data 550 [PHONE REDACTED] COMMUNICATIONS Building & Electrical Inspector both with Data; Plumbing, Maintenance & Comminity Officer 2,300 [PHONE REDACTED] COMMUNICATIONS Public Works Director & Streets Foreman 1,000 [PHONE REDACTED] COMMUNICATIONS Senior Center Laptop Data 550 [PHONE REDACTED] COMMUNICATIONS Facilities Management Director with Data; 5 Crewmen 2,500 [PHONE REDACTED] COMMUNICATIONS Recreation Manager with Data 550 [PHONE REDACTED] COMMUNICATIONS Planning and Assistant Planning Director with Data 1,100 [PHONE REDACTED] COMMUNICATIONS Library Director with Data 550 [PHONE REDACTED] CONTRACT EMPLOYEE Establish Network Engineering Services to supplement growing networking workload 25,000 [PHONE REDACTED] TRAINING Maintain 2015 budget level 537 ---PAGE BREAK--- City of Middleton 2016 Budget 59 Operating Budgets & Performance Plans: Buildings, Grounds & City Hall Maintenance Financial Information: Decision Items: Buildings, Grounds & City Hall Maintenance 2015 2016 BUILDINGS, GROUNDS & CITY HALL MAINT. 2013 2014 2015 Actual thru Lower of Decision TOTAL Revenue Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST None - - - - - - - - TOTAL - - - - - - - - Expenses Wages 61,548 62,779 63,477 64,662 39,865 63,477 - 63,477 Personnel Benefits 24,303 25,448 25,364 24,859 14,914 24,218 - 24,218 Operating Expenses 79,236 61,700 53,232 58,795 40,026 49,753 9,197 58,950 TOTAL 165,087 149,927 142,072 148,316 94,805 137,448 9,197 146,645 NET TAX RATE SUPPORT 165,087 149,927 142,072 148,316 94,805 137,448 9,197 146,645 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 100% 100% 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: General Government AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift Non-Personnel Items BUILDINGS & GROUNDS 100-5160-440 Training & Development To keep current with building technology changes, and facilities management educational opportunities. It appears this 2015 budget request was inadvertently built into account line item 100- 5160-410 instead of 100-5160-440. [PHONE REDACTED]-490 Other Expenses This includes hearing protection testing for Facilities Manager Mark Goad. 100 CITY HALL MAINTENANCE 100-5310-220 Supplies & Materials Supply costs decreased significantly following hiring outside custodial service in 2012. Rounded average cost of past two years is $3,100. 3,[PHONE REDACTED]-310 Outside Services Request is based on trend in past several years for costs of custodial service, fire alarm monitoring, and snow removal at downtown properties. Annual deep cleaning of City Hall was approved in 2015 to include cleaning of carpeting, air louvers, windows, etc. 1,[PHONE REDACTED]-410 Equipment Maintenance Request is based on costs for maintenance of boilers, air handlers, A/C components, emergency generator, etc. The 2016 preventive maintenance cost from ADS will be $1880. Replacement of lighting ballasts by licensed electrician is estimated to cost approximately $500. 2,[PHONE REDACTED]-470 Utilities It is assumed that electric and gas rates will not increase from 2015 rates, though those rates increased from 2014 rates. This request is based on extrapolation of utility costs in first five months of 2015, and compared with seasonal use trend of past years. 2,219 ---PAGE BREAK--- City of Middleton 2016 Budget 60 PUBLIC SAFETY ---PAGE BREAK--- City of Middleton 2016 Budget 61 Operating Budgets & Performance Plans: Police (Field Services) 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. CURRENT POLICE OPERATIONS ORGANIZATION CHART Chief of Police 1st Shift Patrol Sergeant Shift Commander 1st Shift Patrol Sergeant Assistant Shift Commander 1st Shift Patrol: 6 Officers 2nd Shift Patrol Sergeant Shift Commander 2nd Shift Patrol Sergeant Assistant Shift Commander 2nd Shift Patrol: 7 Officers 3rd Shift Patrol Sergeant Shift Commander 3rd Shift Patrol Sergeant Assistant Shift Commander 3rd Shift Patrol: 6 Officers Investigative Services Sergeant Investigative Services: 4 Detectives, 2 School Resource Officers and 1 Community Awareness Officer Operations Captain ---PAGE BREAK--- City of Middleton 2016 Budget 62 Operating Budgets & Performance Plans: Police (Field Services) AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Captain 1 1 1 1 1 Patrol Sergeant 6 6 6 6 6 Patrol Officer 19 19 19 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 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. 2016 GOALS: 1. Identifying 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. Maintaining 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. ---PAGE BREAK--- City of Middleton 2016 Budget 63 SIGNIFICANT ISSUES IN 2016: 1. Maintain Police Department Accreditation. 2. 2013 Staffing Study recommended having 24 patrol officers on staff by the end of fiscal year 2018, five 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. Dealing 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. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 as of 6/30 2015 Projected 2016 Projected Crime 380 319 127 254 275 Robbery 3 7 3 6 10 Assaults 31 25 12 24 30 Burglary 50 33 15 30 40 Larceny 287 240 96 200 250 Domestic Incidents 99 72 38 70 80 Calls for Service 18,803 17,038 9,900 19,800 20,500 Accidents 739 784 340 700 750 Citations 5,428 3503 1887 3,800 4,000 ---PAGE BREAK--- City of Middleton 2016 Budget 64 Operating Budgets & Performance Plans: Police Administration MISSION: To provide quality support services, enabling the Field Service Units and other entities to focus on the department’s core missions. Chief of Police Administration Captain Court Officer Office Manager FT Clerical Staff PT Clerical Staff AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 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 ---PAGE BREAK--- City of Middleton 2016 Budget 65 Operating Budgets & Performance Plans: Police Administration 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. 2016 GOALS: 1. Manage and coordinate the State Accreditation process. 2. Cross train civilian staff. 3. Manage digital recordings. SIGNIFICANT ISSUES IN 2016: 1. Workload 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 hopefully soon; body camera) digital recordings. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 as of 6/30 2015 Projected 2016 Projected Reports Processed 8,586 7,115 5,299 11,000 12,500 Evidence Intake 1,099 1,032 553 1,100 1,200 DA Case Intake 332 287 143 300 350 Criminal Arrests Processed 240 210 116 250 300 Citations Processed 5,432 3,534 2,112 4,200 5,000 Citizen Complaint Investigations 11 10 6 15 15 Vehicle Registration/Titles Processed 103 98 36 75 75 ---PAGE BREAK--- City of Middleton 2016 Budget 66 Operating Budgets & Performance Plans: Police (Communications Center) 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. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Administration Captain 1 1 1 1 1 Comm. Center Supervisor 1 1 1 1 1 Full Time Dispatchers 5 5 5 5 5 Part Time Dispatchers 2 2 2 2 2 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. ---PAGE BREAK--- City of Middleton 2016 Budget 67 Operating Budgets & Performance Plans: Police (Communications Center) 2016 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. Adopt Police Priority Dispatch procedures or move to another nationally recognized method for training Dispatchers on Best Practice methods. SIGNIFICANT ISSUES IN 2016: 1. Collaboration and coordination between communication centers regarding Cad to Cad, 911 phone transfers, non-emergency phone transfers and messaging. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 as of 6/30 2015 Projected 2016 Projected Telephone Calls 33,427 33,427 15,951 32,000 33,000 911 Calls 3,207 3,028 1,517 3,100 3,150 Citizen Service Requests 11,235 11,459 5,739 11,500 11,500 Officer Service Requests 7,568 5,579 4,161 8,300 8,400 Total Service Calls 18,803 17,038 9,900 19,000 19,000 Total Incidents 8,553 7,62 5,273 10,500 10,750 Crime Notices Sent 25 5 27 70 50 Traffic Alerts Sent 24 15 17 50 50 Bike Registrations Processed 45 21 42 100 100 Vehicle Registration/Renewals 105 45 36 150 100 Website Hits 32,776 21,194 12,698 30,000 35,000 Face Book Followers 1,000 1,680 2,543 3,000 4,000 Twitter Messages Sent 1,200 1,591 2,183 3,000 4,000 Mobile App Users/Hits 1,495/5,121 948/3,755 927/3,800 2,000/7,000 2,500/7,500 Vacation Notices 125 51 65 150 175 Traffic Complaints submitted online 22 4 15 40 50 ---PAGE BREAK--- City of Middleton 2016 Budget 68 Operating Budgets & Performance Plans: Police (Emergency Preparedness) MISSION: Coordinate City-wide Emergency Preparedness efforts. 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 2016 GOALS: 1. Continue to Secure Operating Funds for the DANECOMM annual maintenance fees. 2. Work with the School District and various Public Safety Sector entities to facilitate and coordinate critical incident exercises. Mayor Emergency Preparedness Coordinator / Chief of Police Fire Chief EMS Director Public Works Director ---PAGE BREAK--- City of Middleton 2016 Budget 69 Operating Budgets & Performance Plans: Police Admin, Field Services, & Communication Center FINANCIAL INFORMATION: ---PAGE BREAK--- City of Middleton 2016 Budget 70 Decision Items: Police Admin, Field Services, & Communication Center 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5211-112 PD Admin SALARIES FULL-TIME Slight increase for Foulke (WRS). Increase in salary for Records Clerks ($1,267: Zimmerman, $543: Zwettler) 22 1,[PHONE REDACTED]-112 PD Admin PART-TIME-NON-PERM. Expect to use the entire $15,000 that was budgeted for 2015. 5,[PHONE REDACTED]-135 PD Admin LONGEVITY Salary increases for Foulke, Zimmerman and Zwettler. 13 38 100-5211-193 PD Admin FICA Salary increases for Foulke, Zimmerman and Zwettler. 2 [PHONE REDACTED]-195 PD Admin DENTAL INSURANCE One employee opted for coverage ($2,322 over 2015 level). 6,[PHONE REDACTED]-340 PD Admin BLDG/GROUND MAINTENANCE Increase in several contracts and addition of CCTV and Security Camera Maintenance Contract ($4,800). 4,351 4,800 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5212-110 PD Field Services SALARIES-FULL-TIME Mandated step increases and removed Detective speciality pay to Shift Differiential ($10,844). 296,203 (10,844) 100-5212-122 PD Field Services SHIFT DIFFERENTIAL Additional Officers working 2nd/3rd shift ($6,068). Moved Detective speciality pay to this category from Salary. 5,707 10,[PHONE REDACTED]-135 PD Field Services LONGEVITY Longevity step increases. 3,[PHONE REDACTED]-192 PD Field Services RETIREMENT Salary step increases (decrease from 2015 budget). 6,[PHONE REDACTED]-193 PD Field Services FICA Salary step increases. 17,[PHONE REDACTED]-194 PD Field Services HEALTH INSURANCE Increase from "lowest of" formula, but an actual decrease of $47,876 from 2015 approved budget 60,[PHONE REDACTED]-197 PD Field Services NEW OFFICER 2 new Officers. PD Staffing Study. Residential and Commercial Growth. 168,[PHONE REDACTED]-240 PD Field Services SCHEDULE PROGRAM Contract for ScheduleSoft increased by $150. 1,[PHONE REDACTED]-450 PD Field Services OTHER TRAINING $33,000 approved for 2015 budget, need to keep 2015 level. 7,784 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5256-110 PD Comm Center SALARIES-FULL-TIME 5% increase for one Dispatcher off probation. $1,005 so Dispatchers receive equal pay. 13,432 1,[PHONE REDACTED]-117 PD Comm Center OVERTIME $34,381 budgeted for 2015 and needed for 2016. 6,[PHONE REDACTED]-122 PD Comm Center SHIFT DIFFERENTIAL WAGE Same amount that was budgeted for in 2015. [PHONE REDACTED]-135 PD Comm Center LONGEVITY Step increases. 1,[PHONE REDACTED]-192 PD Comm Center RETIREMENT An actual decrease from 2015. 1,[PHONE REDACTED]-193 PD Comm Center FICA Increase in salary for Dispatcher off probabtion. 2,[PHONE REDACTED]-194 PD Comm Center HEALTH INSURANCE An actual decrease from 2015. 6,608 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5250-850 DANE COMM FEE $25,582 decrease from 2015 budgeted amount. 7,741 ---PAGE BREAK--- City of Middleton 2016 Budget 71 Operating Budgets & Performance Plans: EMS 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. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 EMS CHIEF 1 1 1 1 1 FULL-TIME PARAMEDICS 12 12 12 12 14 + PERMANENT PART-TIME PARAMEDICS 0 0 0 2 # 0 LTE PARAMEDICS 9 10 10 8 11 EMS BILLING SPECIALIST 1 * 0 0 0 0 * The EMS Billing Specialist position was eliminated in July, 2012 after contracting with an outside billing service # Permanent Part-Time Paramedics will be added in July, 2015 as part of the transition to a 52-hour work week + The 2 Permanent Part-Time Paramedics will convert to Full-Time status in July, 2016 as part of the transition to a 48-hour work week Chief of EMS (1 FTE) Permanent Part-Time Paramedics (1 FTE - 7/2015 to 6/2016) Full Time Paramedics (14 FTE) Part-Time Paramedics (11 LTE ≅ 1 FTE) ---PAGE BREAK--- City of Middleton 2016 Budget 72 Operating Budgets & Performance Plans: EMS 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 maintain 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. 2016 GOALS: 1. Continue implementation of all operational aspects of the new DaneCom interoperable public safety radio system (the system is scheduled to “go live” in November 2016). 2. Work together with all Dane County EMS providers to improve the configuration and design of the Image Trend electronic patient care reporting system in order to enhance the system wide data collection and reporting. These revisions will allow for better data analysis which in turn will be used to drive the Quality improvement process as well as the paramedic continuing education curriculum. 3. Continue working with the Middleton Fire and Middleton Police Departments to improve interagency relationships through integrated training, development of SOGs, establishment of MABAS response matrices, and definition of common goals and incident management objectives. 4. 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. 5. Implement the latest revisions and updates to the Dane County ALS Medical Treatment Protocols 6. Work in conjunction with our law enforcement partners to improve our response to and management of “Active Shooter” incidents. 7. Complete negotiations and signing of a successor Collective Bargaining Agreement with IAFF Local 311. ---PAGE BREAK--- City of Middleton 2016 Budget 73 Operating Budgets & Performance Plans: EMS SIGNIFICANT ISSUES IN 2016: 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 Shooter” incidents. 2. We must work to strengthen our relationships with the Town of Middleton and Town of Springfield. 3. Our current electronic patient care reporting system will be going through a major software upgrade to the “Image Trend Elite” product in June 2016. This will require significant reconfiguration of the software data elements as well as retraining of all field personnel on the use of the new software. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 As of 6/30 2015 12 Month (Estimated) 2016 Projected ANNUAL NUMBER OF EMS RESPONSES 1,618 1,673 811 1,622 1,647 FINANCIAL INFORMATION: ---PAGE BREAK--- City of Middleton 2016 Budget 74 Decision Items: EMS 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: EMS AMOUNT Line item Account Title Account Number Description / Justification Mandate Increase Line Shift SALARIES - FULL TIME 100-5230-110 Based on the 2015 budget amount (using the 2014 actual as the "lower of" basis does not apply), 53 week payroll for 2016 1,078 OVERTIME 100-5230-117 53 week payroll for 2016, automatic adjustments per the IAFF Local 311 Collective Bargaining Agreement, $5,755 for joint training and response with Police SET program (see addendum) 30,643 5,755 WAGE REIMBURSEMENT 100-5230-118 We do not expect any activity in 2016 - this only occurs if we perform contract events, and any reimbursements would be offset by increased overtime expense (this line should always be zero). 7,216 EMT WAGES 100-5230-130 53 week payroll for 2016, automatic adjustments per the IAFF Local 311 Collective Bargaining Agreement 85,202 EMT WAGES - LTE 100-5230-131 53 week payroll for 2016 384 LONGEVITY 100-5230-135 Automatic adjustments per the IAFF Local 311 Collective Bargaining Agreement (7 employees will advance to a new longevity tier in 2016) 7,243 RETIREMENT 100-5230-192 53 week payroll for 2016, automatic adjustments per the IAFF Local 311 Collective Bargaining Agreement, $546 for joint training and response with Police SET program (see addendum) 8,178 546 FICA 100-5230-193 53 week payroll for 2016, automatic adjustments per the IAFF Local 311 Collective Bargaining Agreement, $441 for joint training and response with Police SET program (see addendum) 9,972 441 HEALTH INSURANCE 100-5230-194 Several employees added or expanded their health plan coverage since 2014 34,745 DENTAL INSURANCE 100-5230-195 Several employees added or expanded their dental plan coverage since 2014 1,733 OFFICE SUPPLIES 100-5230-210 Further reduction from "lower of" amount - applied this remainder as a shift to Buildings and Grounds Maintenance account (still a net $300 reduction from 2015) (113) MEDICAL SUPPLIES 100-5230-220 Based on average of 2013 and 2014 actuals, additional $2,200 in supplies and equipment needed for Police SET program (see addendum) and "Active Shooter" responses (no net change from 2015) 2,270 OUTSIDE SERVICES 100-5230-310 Based on 2014 actual, increase directly tied to increased EMS Revenue projections (as revenues go up, so do the commissions paid to the Billing Service) 9,988 BUILDING & GROUNDS MAINTENANCE 100-5230-340 Based on 2013 and 2014 actuals and anticipated cost increases in 2016, $113 of this is shifted from a reduction in Office Supplies account (no net change from 2015) 379 113 MOTOR FUEL & LUBE 100-5230-420 Based on 2013 and 2014 actuals (still a net $400 reduction from 2015) 39 ---PAGE BREAK--- City of Middleton 2016 Budget 75 Operating Budgets & Performance Plans: Middleton Fire District (Trust & Agency Fund) 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. 2016 MIDDLETON FIRE DISTRICT SCALAR STRUCTURE C ity o f M iddleto n T o wn o f Westpo rt T o wn o f Springfield T o wn o f M iddleto n Julie B runette Ken Sipsma D an D resen B ill Ko lar H o ward T eal Chief Aaron Harris Assistant Chief Gary Gillitzer Squad 1 Squad 2 Squad 3 Squad 4 Squad 5 Squad 6 Rehab Team Fire Corps Staff Captain Captain Captain Captain Captain Captain M ark Kampe M att Reigel John M aasch Jason Koski Willis Hofmeister Vacant Lieutenant Lieutenant Lieutenant Lieutenant Lead Tech Will Salzmann Vacant Jeremey Cushman Vacant Vacant F irefighters F irefighters F irefighters F irefighters F irefighters F irefighters R ehab T echs F ire C o rps Staff Deneen Carmichael Brandon Acker Joshua Besch John Bechtol Bill Belleveau Tony Adkins M eggie Acker Norm Arendt Ryan Faga John Arendt M atthew Cowden Paco Bonnin Enzo Ciarletta Jen Johnson Janelle Barber Ted Harris Gary Gmur Custodian Tara Franklin John Benson Kirk Denson Randy Brings Andy Garcia Patrick Johnson Roxanne Gillitzer Leah Narans Brian Henige Sidney Butler M ike Endres Jessica Holzman Nick Garcia Josh Larson Lori Grzenia Norm Arendt Plan Review Jaye Joslin Garrett Christian Gary Gmur Brandon King M ichael Grzenia Ed M cM ahan Deb Gudel Timothy Krause M ichael Flowers Jeff Nelson Jim Koch Eric Haag Al Remondini Stan Gudel Bob Weber Inspector M ax Nachreiner John Haberkorn Benny Nevarez Ryan Kundert Noel Lambert Brent Renteria-Packham Kristen Haag Ben Nevarez Jacquie Joyce Jordan Reigel Jeremiah Logemann Jonny M aasch Whitney Suddendorf Danielle Kampe M att Reigel Tank Insp Eric Porter M att Lange Zach Sielaff Noah M eter Brooks Chris M aicke Kari Woodall Paula Kampe John Rick Ed Pasold Argyle Wade Chris Ousley Paul Towne Christian Lindblom Pam Klas Patrick Stewart Todd Peterson Evan Wing Aaron Vacho Kevin Wood Aaron Nelson(*) Anne Lindblom Carl Theis Jacob Stewart Ben Zahasky Brian Ward Liam Belleveau Dawn M aasch Jordan Larson Tom Theis Jacob Gillitzer Aleksandar Bursac Lynda Nelson M arlee Henige Alec Johnson Cyndi Pisani Tracy Sanderson Jen Schildt Sarah Williamson Angela Wissink Updated 08/24/15 Office Manager Mary Roessler Fire Commission Battalion Chief Brad Subera scott lindblom Battalion Chief Battalion Chief jesse Schluter Battalion Chief Randy Acker ---PAGE BREAK--- City of Middleton 2016 Budget 76 Operating Budgets & Performance Plans: Middleton Fire District (Trust & Agency Fund) MAJOR RESPONSIBILITIES: 1. Fire Prevention and Community Education Services 2. Fire Suppression and Related Emergency Responses 3. Fleet/Grounds Maintenance 4. Fiscal Responsibility through Volunteer Staffing 5. Disaster Preparedness 2016 GOALS: 1. Implement MIFD 24/7/365 Core Based Proficiency Training 2. Implementation of Strategic Staffing Plan 3. Work to implement practices to allow the MIFD to achieve an ISO Level 2 rating for all City of Middleton residents. SIGNIFICANT ISSUES IN 2016: 1. Implement Rapid Response Vehicle Staffing Plan and Engine Company “Ready Status”. 2. Implement Core Based Proficiency Training to the 120 Associates of the MIFD MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 8/1 2016 Projected Building Inspections 2,389 2,402 2,402 2,059 2,450 Petroleum Inspections 138 144 144 144 142 Emergency Responses 611 621 635 362 645 Plan Reviews 90 82 185 97 185 Community Education 6,417 5,886 6,000 2,424 6,000 Strategic Staffing 31,712 33,457 34,000 17,170 34,000 ---PAGE BREAK--- City of Middleton 2016 Budget 77 Operating Budgets & Performance Plans: Middleton Fire District (Trust & Agency Fund) FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST FIRE DISTRICT REVENUES Municipality Operating Contributions City of Middleton Contribution 753,618 $ 782,044 $ 782,044 $ 839,425 $ - $ 782,044 $ 64,164 $ 846,208 $ Town of Middleton Contribution 288,527 296,900 296,900 306,828 - 296,900 25,120 322,020 Town of Springfield Contribution 67,555 70,883 70,883 90,221 - 70,883 2,872 73,755 Town of Westport Contribution 71,334 76,524 76,524 79,240 - 76,524 (1,452) 75,072 1,181,035 $ 1,226,351 $ 1,226,351 $ 1,315,714 $ - $ 1,226,351 $ 90,704 $ 1,317,055 $ Municipality Capital Contributions City of Middleton Contribution 425,417 $ - $ - $ 40,711 $ - $ - $ 189,537 $ 189,537 $ Town of Middleton Contribution 161,696 - - 69,679 - - 72,128 72,128 Town of Springfield Contribution 38,503 - - - - - 16,520 16,520 Town of Westport Contribution 41,445 - - 17,995 - - 16,815 16,815 667,061 $ - $ - $ 128,385 $ - $ - $ 295,000 $ 295,000 $ Miscellaneous Miscellaneous 89,930 $ 27,120 $ 35,290 $ 29,246 $ 28,705 $ 28,310 $ 1,460 $ 29,770 $ TOTAL FIRE DISTRICT REVENUES 1,938,026 $ 1,253,471 $ 1,261,641 $ 1,473,345 $ 28,705 $ 1,254,661 $ 387,164 $ 1,641,825 $ FIRE DISTRICT EXPENSES Wages 211,167 $ 301,530 $ 311,063 $ 313,518 $ 210,771 $ 311,063 $ 27,687 $ 338,750 $ Personnel Benefits 134,336 157,434 149,061 162,692 101,102 148,240 4,237 152,477 Volunteer Stipends 382,900 345,226 266,767 351,738 187,874 266,767 86,941 353,708 Operating Expenses 470,249 449,281 475,623 471,070 356,356 439,514 32,606 472,120 Capital Expenditures * 577,071 - 1,089 295,000 - - 650,000 650,000 1,775,722 $ 1,253,471 $ 1,203,603 $ 1,594,018 $ 856,103 $ 1,165,583 $ 801,472 $ 1,967,055 $ TOTAL FIRE DISTRICT EXPENSES 1,775,722 $ 1,253,471 $ 1,203,603 $ 1,594,018 $ 856,103 $ 1,165,583 $ 801,472 $ 1,967,055 $ REVENUES LESS EXPENSES 162,304 $ - $ 58,038 $ (120,673) $ (827,398) $ 89,078 $ (414,308) $ (325,230) $ INFLOW FROM CONTRIBUTED FUND BALANCES CITY OF MIDDLETON 209,455 $ TOWN OF MIDDLETON 79,707 TOWN OF SPRINGFIELD 18,256 TOWN OF WESTPORT 18,582 TOTAL 326,000 $ 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST CITY CONTRIBUTION FOR FIRE DISTRICT Revenues State & Federal Aid 89,261 $ 89,000 $ 103,343 $ 103,000 $ 98,491 $ 103,000 $ (4,509) $ 98,491 $ Administration 2,600 2,600 2,600 2,600 - 2,600 - 2,600 TOTAL 91,861 $ 91,600 $ 105,943 $ 105,600 $ 98,491 $ 105,600 $ (4,509) $ 101,091 $ TOTAL Operating 753,618 $ 782,044 $ 782,044 $ 839,425 $ - $ 782,044 $ 64,164 $ 846,208 $ Capital 425,417 - - 40,711 - - 189,537 189,537 General Fund Balance - - - - - - - 209,455 TOTAL 1,179,035 $ 782,044 $ 782,044 $ 880,136 $ - $ 782,044 $ 253,701 $ 1,245,200 $ NET TAX LEVY SUPPORT 1,087,174 $ 690,444 $ 676,101 $ 774,536 $ (98,491) $ 676,444 $ 1,144,109 $ LEVY SUPPORT AS % OF EXPENSES 92.2% 88.3% 86.5% 88.0% 0.0% 86.5% 91.9% ---PAGE BREAK--- City of Middleton 2016 Budget 78 Decision Items: Middleton Fire District 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 800-5220-110 Wages In February 2015 it was determined that the WRS contributions for the three Fire District non- represented Protected Class employees needed to be adjusted pursuant to changes made to the original drafting of Wisconsin Act 10 and the decertification of Firefighters Local 311. The MIFD Fire Commission elected to transfer the employee’s portion of the contribution, previously paid by the District, to the employee’s wages. The 2015 “Wages” line item became $319,002 and accounts for $16,786 of the $26,356 decision item. The remaining $9,570 is attributed to a 3% wage increase request for the five full-time Fire District staff. $26,[PHONE REDACTED]-145 Unemployment Wages This decision item reflects a 0% increase over the 2015 budget and is a reflection of the projected expenditures. This line fluctuates from year to year and is contingent upon the employment status of the 120 Fire District associates. The City of Middleton share of this decision item is $225. $[PHONE REDACTED]-135 Longevity This request reflects an increase of $286 ($183.75 City Share) over the 2015 adjusted budget as a result of requested wage increases. The City of Middleton share of this decision item is $632. $[PHONE REDACTED]-190 Fringe Benefits In 2014 the Fire Commission voted to include Income Continuation Insurance ($443 City Share) and Life Insurance ($350 City Share) for the five full-time employees of the Fire District. The City of Middleton share of this decision item is $793. $1,[PHONE REDACTED]-193 FICA This request reflects a $446 ($287 City Share) increase over the adjusted 2015 budget as a result of the requested wage increases for the five full-time employees, the custodial positions and the nine fire officers. $6,[PHONE REDACTED]-195 Health Insurance This decision item reflects a 0% increase over the 2015 budget and reflects the projected expenditures in 2016. $1,[PHONE REDACTED]-111 Part-time Wages This decision item reflects a $362 ($233 City Share) increase over 2015. This line item was under budget in 2014 due in part to a delay in implementing Core Based Proficiency Training. $17,[PHONE REDACTED]-122 Quarterly Stipend This decision item reflects a $1,608 increase over the 2015 budget. In 2014 this line item was under budget as a direct result of a delay in implementing the Fire Districts Core Based Proficiency Training program. As this program has been cautiously brought on-line, the proposed budget line item is a reflection of projected expenditures in 2016. $62,[PHONE REDACTED]-191 Volunteer Retention Program This decision item reflects a 0% increase over the 2015 budget. In 2013 this line item was $108,207. This budget line item can fluctuate from year to year as a result of the Districts 120 associates status. $6,[PHONE REDACTED]-441 Health Maintenance This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. The City of Middleton share of this decision item is $278. $[PHONE REDACTED]-210 Office Supplies This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. The City of Middleton share of this decision item is $576. $[PHONE REDACTED]-220 Supplies & Material This decision item reflects a $2,050 increase over the 2015 budget and reflects a contract price increase for firefighter personal protective equipment (PPE). The City of Middleton share of this decision item is $1,317. $2,[PHONE REDACTED]-290 Uniform & Equipment This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. The City of Middleton share of this decision item is $702. $1,[PHONE REDACTED]-300 Legal Services This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. The City of Middleton share of this decision item is $669. $1,[PHONE REDACTED]-340 Building Material This decision item reflects a $2,050 increase over the 2015 budget and reflects the projected 2016 expenditures. In 2013, the actual year end expenditure was $17,965 and $26,266 in 2014. The City of Middleton share of this decision item is $1,317. $2,[PHONE REDACTED]-350 Station 2 Rent This decision item reflects a 0% increase over the 2015 budget and reflects a rental contract increase for new storage space located to the rear of MIFD Station 2. The City of Middleton share of this decision item is $3,354. $5,220 ---PAGE BREAK--- City of Middleton 2016 Budget 79 Decision Items: Middleton Fire District (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 800-5220-410 Equipment Maintenance This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditure. This line item can fluctuate due to a number of variables including UL testing, pump certification testing, training frequency and emergency response call type. In 2015 it is projected that this line item will be fully utilized. The City of Middleton share of this decision item is $3,082. $4,[PHONE REDACTED]-420 Motor Fuel & Lube This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. The MIFD also plans on holding a Certified Driver Operator class in 2016 in which higher than average fuel usage can be expected. The City of Middleton share of this decision item is $320. $[PHONE REDACTED]-440 Training This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. This line item will be further utilized in 2016 with the continued implementation of Core Based Proficiency Training. The City of Middleton share of this decision item is $1,063. $1,[PHONE REDACTED]-445 Memberships This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditures. In 2014 the MIFD Chief Officers were unable to take part in the International Association of Fire Chiefs (IAFC) program due to known budget constraints. The City of Middleton share of this decision item is $725. $1,[PHONE REDACTED]-460 Insurance This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 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 2016 due to 2015 claims. The City of Middleton share of this decision item is $4,786. $7,[PHONE REDACTED]-470 Utilities This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditure. With the continued implementation of the MIFD’s Core Based Proficiency Training program it can be expected that additional round the clock facility usage will continue to increase. The City of Middleton share of this decision item is $1,558. $2,[PHONE REDACTED]-490 Other Expenses This decision item reflects a 0% increase over the 2015 budget and reflects the projected 2016 expenditure. The City of Middleton share of this decision item is $1,516. $2,360 ---PAGE BREAK--- City of Middleton 2016 Budget 80 Operating Budgets & Performance Plans: Building Inspection 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. Assist City of Middleton Departments, County agencies and State agencies with support when needed. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Building Inspector 1 1 1 1 1 Electrical Inspector 1 1 1 1 .80 Plumbing Inspector .75 .75 .75 .75 .75 Compliance Manager 1 1 1 1 1 Building Manager 0 0 0 1 1 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. Building Inspector Electrical Inspector (.80) Plumbing Inspector (.75) Building Manager Code Compliance (.33) ---PAGE BREAK--- City of Middleton 2016 Budget 81 Operating Budgets & Performance Plans: Building Inspection 2016 GOALS 1. Hire a new electrical/building inspector to replace current inspector due to retirement. 2. Keep current with all code changes. Maximize training opportunities for best cost to education ratio. 3. Continue to follow up on projects that have not been closed out. 4. Manage the permitting system to maximize permit revenues. SIGNIFICANT ISSUES IN 2016: 1. Cover required inspections and permitting with current inspector’s health issues. 2. Monitor community for work being done without necessary permits. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 Est. 2015 As of 6/30 2016 Projected Building Permits Issued 697 639 800 275 800 Electrical Permits Issued 360 351 360 166 360 Plumbing Permits Issued 384 376 375 181 375 HVAC Permits Issued 328 310 350 139 300 Start Permits Issued 37 38 25 17 25 Other Permits Issued 118 49 75 66 75 Building Inspections 1134 1026 1050 604 1050 Plumbing Inspections 917 870 900 459 900 Electrical Inspection 773 747 800 412 800 HVAC Inspections 334 281 320 179 320 ---PAGE BREAK--- City of Middleton 2016 Budget 82 Operating Budgets & Performance Plans: Building Inspection FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL INSPECTION DEPARTMENT SUMMARY Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Permits - Building 314,336 160,000 251,551 160,000 221,243 160,000 104,222 264,222 Permits - Electrical 76,157 35,000 58,584 35,000 56,370 35,000 32,343 67,343 Permits - Plumbing 81,665 35,000 63,531 35,000 54,283 35,000 29,839 64,839 Permits - Erosion Control 7,802 7,000 9,500 7,000 6,100 7,000 320 7,320 TOTAL 479,959 237,000 383,166 237,000 337,996 237,000 166,724 403,724 BUILDING INSPECTION REVENUES 479,959 237,000 383,166 237,000 337,996 237,000 166,724 403,724 Expenses Wages Building 79,533 81,123 82,025 83,557 51,514 82,025 1,532 83,557 Electrical 72,737 63,063 64,732 61,134 38,789 61,134 8,866 70,000 Plumbing 53,303 54,369 54,974 56,001 34,526 54,974 1,027 56,001 TOTAL 205,573 198,555 201,731 200,692 124,829 198,133 11,425 209,558 Personnel Benefits Building 26,871 28,013 28,083 27,589 16,688 26,937 14 26,951 Electrical 24,702 24,344 24,478 24,349 14,695 23,956 2,182 26,138 Plumbing 8,780 9,143 9,246 9,271 5,945 9,148 122 9,270 TOTAL 60,353 61,500 61,806 61,209 37,328 60,042 2,318 62,360 Operating Expenses Building 12,822 7,850 9,141 8,370 7,170 4,984 3,729 8,713 Electrical 2,587 13,142 9,616 15,596 14,328 9,585 (3,348) 6,237 Plumbing 3,963 7,166 6,288 4,562 3,256 4,247 541 4,788 Erosion Control 18,292 16,000 20,951 16,000 10,015 16,000 - 16,000 TOTAL 37,663 44,158 45,996 44,528 34,769 34,815 922 35,737 BUILDING INSPECTION EXPENSES 303,589 304,213 309,533 306,429 196,925 292,990 14,665 307,655 LEVY SUPPORT AS % OF EXPENSES -58% 22% -24% 23% -72% 19% -1037% -31% NET TAX LEVY SUPPORT Building (195,109) (43,014) (132,302) (40,484) (145,871) (46,054) (98,947) (145,001) Electrical 23,869 65,549 40,241 66,079 11,442 59,675 (24,643) 35,032 Plumbing (15,620) 35,678 6,977 34,834 (10,557) 33,369 (28,149) 5,220 Erosion Control 10,490 9,000 11,451 9,000 3,915 9,000 (320) 8,680 TOTAL (176,370) 67,213 (73,632) 69,429 (141,071) 55,990 (152,059) (96,069) LEVY SUPPORT AS % OF EXPENSES Building -164% -37% -111% -34% -194% -40% -1876% -122% Electrical 24% 65% 41% 65% 17% 63% -320% 34% Plumbing -24% 50% 10% 50% -24% 49% -1666% 7% Erosion Control 57% 56% 55% 56% 39% 56% 0% 54% ---PAGE BREAK--- City of Middleton 2016 Budget 83 Operating Budgets & Performance Plans: Community Services MISSION: 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. 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. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Community Services Director 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 2016 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 ---PAGE BREAK--- City of Middleton 2016 Budget 84 Operating Budgets & Performance Plans: Community Services SIGNIFICANT ISSUES IN 2016: 1. Maintain current 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. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 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 Police Assistance Incidents/Hours 69/483 118/476 126/466 63/233 125/500 ---PAGE BREAK--- City of Middleton 2016 Budget 85 Operating Budgets & Performance Plans: Community Services FINANCIAL INFORMATION: ---PAGE BREAK--- City of Middleton 2016 Budget 86 PUBLIC WORKS ---PAGE BREAK--- City of Middleton 2016 Budget 87 Operating Budgets & Performance Plans: Public Works (Engineering/Operations) MISSION: 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. Public Works Director / City Engineer Asst. PW Director / Asst. City Engineer Engr. Tech II Engr. Tech III Operations Manager Vacant Fleet Mechanics Street Foreman Lead Crew Member Crew Members Utility Manager Asst. Utility Manager / Utility Foreman Lead Crew Member Crew Members Office Manager / Assoc. Operations Manager Utility Billing Manager Public Works Asst. Secretary ---PAGE BREAK--- City of Middleton 2016 Budget 88 Operating Budgets & Performance Plans: Public Works (Engineering/Operations) AUTHORIZED POSITION LIST 2012 (29 pos.) 2013 (28 pos.) 2014 (27 pos.) 2015 (27 pos.) 2016 (28 pos.) Public Works Director / City Engineer 1 1 1 1 Public Works Director 1 City Engineer 1 Asst. PW Director / Asst. City Engineer 1 1 1 1 Asst. City Engineer 1 Engineering Technician 3 3 3 3 3 Operations Manager (Vacant) 1 1 1 1 1 Custodian 1 1 Mechanic 2 2 2 2 2 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 5 5 5 Office Manager / Assoc. Operations Manger 1 1 1 Office Manager 1 1 Utility Billing Manager 1 1 1 Utility Clerk 1 1 Public Works Assistant 1 1 Secretary (40 hour / 30 hour) 1 / 1 1 / 1 1 / 1 0 / 1 0 / 1 Recycling Center Coordinator (PT) 0 0 0 0 2 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 2016 GOALS: 1. Install additional pedestrian countdown timers at signalized crosswalks, as funding allows and consistent with the MUTCD. 2. Update the City’s snow and ice control policy. 3. Work on creating a street sign policy to guide installations and removals to best use available funding to maintain required retroreflectivity of signs. 4. Pursue CVMIC risk management and training opportunities. ---PAGE BREAK--- City of Middleton 2016 Budget 89 Operating Budgets & Performance Plans: Public Works (Engineering/Operations) SIGNIFICANT ISSUES IN 2016: 1. Growing population and resurgence of developments require more staff time and funding to provide historic levels of service. Continued vacancy of Operations Manager position has resulted in some delays in response to citizen calls for review of issues. 2. Citizen desire for decreased spending makes it difficult to meet citizen expectations of service levels. 3. Past deferred maintenance on roads continues to require more frequent and expensive repairs. 4. Weather conditions affect heating/cooling costs and snow/ice removal efforts, but are unknowable and difficult to accurately budget for. 5. Costs of natural gas, electricity, vehicle fuels and construction materials are subject to market fluctuations and are difficult to predict for accurate budgeting. 6. There is little forgiveness in the proposed operating budget for vehicle or other mechanical breakdowns, utility or fuel price increases, road or storm sewer failures or unfavorable weather. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 As of 6/30 2015 Year-end est. 2016 Projected Roadway miles to maintain (snow removal, utility mains, street lights, signs, sidewalk, pavement rehab.) 70.8 71.1 71.6 71.6 71.7 Number of homes in City (leaves, brush, refuse, etc.) Number shown is occupied addresses that are not multi- family. 4,795 4,858 4,898 4,930 4,990 Average pavement surface evaluation rating (Scale 1-10) 6.36 6.83 6.95 7.05 7.10 Percentage of roads with PASER of 4 or less 10.85 10.85 10.85 9.5 9.5 * Note: PASER ratings are recorded only in odd-numbered years, generally in the fall. Figures shown are estimated and will be updated when information is available. ---PAGE BREAK--- City of Middleton 2016 Budget 90 Operating Budgets & Performance Plans: Public Works (Water Resources) MISSION: 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 and conduct studies. 2. 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. 3. Implement procedures to inform the Common Council, City committees and outside agencies. 4. Respond to inquiries from the public regarding developments in water resources management. 5. Develop and recommend plans to bring City into compliance with applicable storm water standards. 6. Develop ordinances to allow enforcement of and compliance with applicable storm water standards. 7. Review development and storm water management plans submitted by developers in the City. 8. Participate in WPDES permit group (MAMSWaP) and provide (bi)annual reports. 2016 GOALS: 1. Collect additional stream data as baseline for pollutant loadings originating outside the City. 2. Prepare to meet compliance for impending 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 maintenance program on major City-owned storm water facilities. 5. Continue maintenance program of minor City-owned storm water repair facilities. 6. Replace City inspection of existing private storm water controls with ordinance to require property owners to provide biannual certification reports to ensure compliance. 7. Complete the implementation of the storm water utility, fixing any bugs. SIGNIFICANT ISSUES IN 2016: 1. Restoring major storm water controls to design configurations to ensure performance. 2. Communicating to the Common Council the budgetary impacts that likely will result from the impending TMDL standards. 3. Identify suitable locations in the North Fork Basin for land acquisition for infiltration features. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 As of 6/30 2015 Projected 2016 Projected Storm Water / Erosion Control Plan Reviews 63 88 34 50 60 WRMC Meetings 7 10 5 9 10 ---PAGE BREAK--- City of Middleton 2016 Budget 91 Operating Budgets & Performance Plans: Public Works FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST PUBLIC WORKS SUMMARY Revenues Recycling Revenue State & Federal Aid 55,379 55,250 55,325 55,250 55,316 55,250 - 55,250 55,379 55,250 55,325 55,250 55,316 55,250 - 55,250 Street Lighting Revenue County Aid - Signals 9,508 9,500 - 9,500 10,682 - 9,500 9,500 9,508 9,500 - 9,500 10,682 - 9,500 9,500 Landfill Administration 5,000 5,000 5,000 5,000 - 5,000 - 5,000 5,000 5,000 5,000 5,000 - 5,000 - 5,000 Other Public Works Revenue State Aids - Roads 1,048,272 943,444 943,444 982,692 735,593 943,444 36,556 980,000 Sidewalk Assessments 124,369 90,000 26,039 90,000 15,197 26,039 48,961 75,000 Zoning 3,010 1,500 2,100 1,500 2,100 1,500 500 2,000 Material Sales 1,913 2,000 10,686 2,000 2,008 2,000 - 2,000 Public Works Charges 93 1,000 - - 742 - - - 1,177,657 1,037,944 982,270 1,076,192 755,640 972,983 86,017 1,059,000 PUBLIC WORKS REVENUE 1,247,543 1,107,694 1,042,594 1,145,942 821,638 1,033,233 95,517 1,128,750 Expenses Wages Administration & Engineering 494,230 $ 470,808 $ 488,544 $ 551,493 $ 321,228 $ 488,031 $ 144,598 $ 632,629 $ Fleet maintenance 118,696 119,715 129,309 123,524 70,352 120,524 67,288 187,812 Street Crew 442,468 438,915 456,302 442,743 278,347 441,014 71,992 513,005 TOTAL 1,055,395 $ 1,029,438 $ 1,074,155 $ 1,117,760 $ 669,926 $ 1,049,569 $ 283,878 $ 1,333,446 $ Personnel Benefits Administration & Engineering 173,657 $ 218,693 $ 184,884 $ 196,275 $ 111,260 $ 184,884 $ (6,928) $ 177,956 $ Fleet maintenance 29,923 42,219 34,947 43,082 24,997 33,652 13,125 46,777 Street Crew 188,219 180,851 198,527 166,924 116,506 166,924 760 167,684 TOTAL 391,799 $ 441,763 $ 418,359 $ 406,281 $ 252,762 $ 385,460 $ 6,957 $ 392,417 $ Operating expenses Engineering & Administration 23,556 $ 25,800 $ 43,208 $ 34,605 $ 14,489 $ 29,701 $ 5,799 $ 35,500 $ Fleet Maintenance 177,202 172,000 191,538 174,550 155,546 163,225 220,725 383,950 Street Crew 33,567 45,675 52,938 41,000 29,729 40,092 19,258 59,350 City Garage 51,323 44,000 57,777 64,720 88,107 48,015 28,705 76,720 Street Cleaning 8,916 9,900 7,438 9,700 4,606 7,438 2,282 9,720 Snow & Ice Removal 69,113 73,950 112,266 92,000 94,459 89,552 (552) 89,000 Sidewalk Maintenance 124,259 150,000 79,912 140,000 140 79,912 60,088 140,000 Traffic Signals, Signs, Markings & Maintenance 39,225 46,538 28,925 43,500 19,244 14,104 54,896 69,000 Street Lighting 136,175 122,006 112,714 128,700 85,641 112,714 18,986 131,700 Tree & Brush Control 1,857 2,000 1,515 1,857 299 1,515 (15) 1,500 Storm Sewers 54,108 10,000 16,707 50,000 26,397 13,272 38,728 52,000 Water Resources 20,144 30,459 20,378 30,624 20,624 20,378 15,246 35,624 Landfill 51,300 55,000 49,330 55,000 55,390 49,330 30,670 80,000 Recycling 243,799 257,700 251,127 247,000 141,972 228,000 37,396 265,396 Refuse Collection 536,920 560,000 540,039 502,000 284,859 501,784 8,216 510,000 TOTAL 1,571,464 $ 1,605,028 $ 1,565,812 $ 1,615,256 $ 1,021,502 $ 1,399,033 $ 540,428 $ 1,939,460 $ PUBLIC WORKS EXPENSES 3,018,658 $ 3,076,229 $ 3,058,326 $ 3,139,297 $ 1,944,191 $ 2,834,062 $ 831,262 $ 3,665,324 $ NET TAX LEVY SUPPORT 1,771,115 $ 1,968,535 $ 2,015,732 $ 1,993,355 $ 1,122,553 $ 1,800,829 $ 735,745 $ 2,536,573 $ LEVY SUPPORT AS % OF EXPENSES 59% 64% 66% 63% 58% 64% 89% 69% ---PAGE BREAK--- City of Middleton 2016 Budget 92 Decision Items: Public Works 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: Public Works AMOUNT Line item Line Base Account Number Account Title Description / Justification Mandate Increase Shift Adjustmt Personnel Items STREET MACHINERY 100-5311-110 SALARIES-FULL-TIME Additional mechanic to help maintain vehicle fleet, which has continued to increase in both number and and age of vehicles. Newer vehicles have intensive maintenance schedules (due to emissions requirements, fluid changes, and added electronic systems). Decision item shown is for salary and benefits equal to our mechanic hired in late 2014. 75,254 (7,303) ENGINEERING & ADMINISTRATION 100-5329-110 SALARIES-FULL-TIME Fill vacant Operations Manager positon. Due to budget constraints, this position has been vacant for several years. While the duties of safety training, drug/alcohol and hearing testing, resolution of mechanic and street crew issues, and responses to numerous citizen inquiries of various operational practices have been adequately handled by several staff as time has allowed, there have been instances when staff time has simply not allowed attention to certain issues. As development has increased during the past year, it has been especially noticeable that the need to prioritize has resulted in some work not getting done in a timely manner. This position may include also the duties of the Storm Water Utility Manager. Request shown is for salary of $57,288 with family health and dental coverages. 80,100 17,[PHONE REDACTED]-197 WAGE RESERVE This was a new allocation in the 2015 budget for use in hiring additional staff or compensating for overtime hours of existing staff, primarily intended to meet need for additional hours for leaf & brush collection in the fall. 37,500 STREET CREW 100-5359-110 SALARIES-FULL-TIME Request is for pay increase (with corresponding benefit cost increase) for three existing street crew members to meet minimum of 2015 broadband range ($45,377 each). 3,750 1620 100-5359-110 SALARIES-FULL-TIME Additional street crew person to take care of streets and storm sewers in growing City. Last crew addition was in 2008. Hidden Oaks, Misty Valley and several phases of Bishops Bay subdivisions have developed since then. Decision item shown is for entry level crew person at minimum of 2015 broadband range ($45,377) with assumed family level health and dental benefits. 66,[PHONE REDACTED]-490 OTHER OPERATING EXPEN. This allocation is for mandatory CDL drug/alcohol testing and hearing testing. Since testing is random, annual expenses vary, but allocation of $750 appears adequate and appropriate based on review of past years. 122 RECYCLING 100-5365-110 SALARIES-FULL-TIME Following limited experience in 2015, it appears that the initial estimate of needed hours for recycling center coordinators may be a little higher than the actual need. Proposal is to reduce the budget for staffing of recycling center to about 350 hours annually. (1,000) 6,000 WATER RESOURCES 100-5618-310 OUTSIDE SERVICES With the recent creation of a Storm Water Utility (SWU), there will likely be customer calls for review of billing information, evaluation of applications for credit, and other issues to be directed to the attention of the Storm Water Utility Manager. To date, no Manager has been identified, though Asst. Dir. Public Works / Asst. City Engineer Gary Huth has been the principal staff person involved in getting the SWU in place, and he staffs the Storm Water Utility Board. If Gary is intended to serve as the Manager, it will be expected to affect his ability to complete other tasks currently assigned to him. If a consultant (such as MSA) is to serve as the Manager, we will need funds to pay for their services. If the Storm Water Utility Board is to consider all customer appeals, it may be unwieldy for the Board. The Board has asked that no operating budget be submitted for the SWU. This decision item is intended to provide funding for MSA to consider the majority of customer questions that can't be answered directly by Utility Billing Manager Debbie Nichols. 5,000 ALSO SEE BELOW- NON- PERSONNEL Non-Personnel Items FLEET MAINTENANCE 100-5311-220 SUPPLIES & MATERIALS Actual expenditure in 2014 budget is an extreme outlier of annual data tracked since 2006. Average from past several years is close to $2,000. 1,[PHONE REDACTED]-280 COMMUNICATIONS This is proposed as a new line item in 2016 to provide a cell phone for the Lead Mechanic. He often can't get back to the office in time to answer a ringing phone. A cell phone with camera would also be useful for sending photos of vehicle part ID tags to vendors. [PHONE REDACTED]-422 FUEL Vehicle fuel prices are projected to be lower in 2016 than in the past several years. (7,007) 100-5311-440 TRAINING & DEVELOPMENT This was a new line item in the 2014 budget and was reduced in the 2015 budget, due to a limited need. Allocation is intended to provide funding for regulatory (DSPS) compliance training, and training related to the fleet management software. [PHONE REDACTED]-800 CAPITAL OUTLAY Public Works Committee recently requested that staff include a new decision item to include annualized fleet equipment replacement costs in operating budget. 225,000 ---PAGE BREAK--- City of Middleton 2016 Budget 93 Decision Items: Public Works (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: Public Works AMOUNT Line item Line Base Account Number Account Title Description / Justification Mandate Increase Shift Adjustmt CITY GARAGE 100-5312-220 SUPPLIES & MATERIALS Average of five year's costs from 2009-13 is $13,770. Outlier data of costs in 2014 of $20,854. Request is for janitorial supplies, first aid supplies, truck wash soap, mechanic uniforms, etc. in the amount of $14,000. 2,[PHONE REDACTED]-310 OUTSIDE SERVICES This is a new request for janitorial services at the municipal operations center for the office, break room, locker rooms and mechanic areas. Until the new facility opened, janitorial services were provided by crew members. Staff proposes that crew member time could be better spent on other tasks. 5,[PHONE REDACTED]-470 UTILITIES Due to delay in completion of the new municipal operations center, we don't have any data of winter heating costs for the new building. The 2016 request is based on the architect's heating cost estimate prepared in 2012 ($48,000) with an increase to account for recent rate increases. 16,[PHONE REDACTED]-490 OTHER OPERATING EXPENSES This request is for the fleet management software annual licensing fee, which was new in the 2015 budget. Prior to that, the software license was part of the initial three year license from purchase in 2012. 5,220 ENGINEERING & ADMINISTRATION 100-5329-210 OFFICE SUPPLIES Average of past five years (2010-14) is $965, with three of those years over $1,000. Expenses in 2014 were well lower than average. [PHONE REDACTED]-220 SUPPLIES & MATERIALS Average of past five years (2010-14) is $2,085, with 2014 expenses well above average. Request is for more average allocation of $2,000. [PHONE REDACTED]-250 POSTAGE Actual 2013 cost was just over $1,000. Actual 2014 cost was just under $1,000. The request is for $1,000 just to include a round number in the right ballpark. 10 100-5329-280 COMMUNICATIONS Recent trend shows average annual cost at a little over $4,000. Added 3 cells phones ($1,500) for engineering technicians in the 2015 budget. New request to add 1 cell phone ($500) for director in 2016 as a line shift from the IT budget. 2,162 [PHONE REDACTED]-310 OUTSIDE SERVICES This line item is intended to fund miscellaneous minor survey work to support continued site development beyond the current City benchmark coverage, and to fund minor consultant expenses for help with update of standard specifications, etc. 1,[PHONE REDACTED]-422 FUEL This request assumes a slight increase in vehicle fuel use, but at a lower per gallon cost, rounded to the nearest even hundred dollars. 11 100-5314-220 SUPPLIES & MATERIALS Costs of safety equipment have shown a trend of a gradual increase over past few years. While the actual amount spent in 2014 was only $2,839, the actual amount spent in 2013 was $3,461. The trend in the past several years shows a cost generally between $3,000 and $3,500. 661 TRAFFIC SIGNALS, SIGNS, MARKINGS & MAINTENANCE 100-5333-410 EQUIPMENT MAINTENANCE This is a request for maintenance of the City's railroad spurs into the industrial park and Greenway Station. It has been several years since any maintenance work was funded, and several complaints of drainage problems, rotten ties, and broken rail have been brought to our attention. This maintenance work could otherwise be funded in the capital budget (like in past years) in response to stop orders from the railroad. 15,[PHONE REDACTED]-220 SUPPLIES & MATERIALS Average costs of past five years (2010-14) is $1,970 and is already at $1,834 through May of 2015. The need varies widely, based on traffic signal malfunctions. [PHONE REDACTED]-310 OUTSIDE SERVICES This is for locating City-owned underground conductors in response to Diggers Hotline requests. The need is based on the number of calls for location of our underground utilities. 1,[PHONE REDACTED]-325 REIMBURSEABLE DAMAGE CLAIMS Historical reimbusement for damages has varied widely over the past few years, from less than $15,000 to more than $40,000. The request is hoped to be conservative, such that the actual reimbursements will exceed this figure. 14,[PHONE REDACTED]-410 EQUIPMENT MAINTENANCE Average costs of past five years (2010-14) is $23,500 and is already over $17,500 through May of 2015. The need varies widely, based largely on traffic signal malfunctions and vehicle collisions. Most expenses are recovered from insurance companies. 13,[PHONE REDACTED]-470 UTILITIES It is assumed that electric rates will not increase from 2015 rates, though those rates increased from 2014. The new signal added at the intersection of Airport/Nursery will require power. 5,[PHONE REDACTED]-800 CAPITAL OUTLAY This is a request for the purchase of some pedestrian countdown timers to be installed by our crew. MUTCD requires countdown displays to be installed at crossings with a pedestrian change interval (flashing orange hand) of more than 7 seconds. MUTCD also requires adjustment of programmed pedestrian crossing times based on a slower walking speed. 2,[PHONE REDACTED]-220 SUPPLIES & MATERIALS This includes materials for new installations and maintenance of the City's street signs and pavement markings. MUTCD requires that retroreflectivity of sign sheeting be maintained by the City. City growth has led to increased number of signs and lineal feet of markings to be maintained, but request is only for funding equal to past several years. 3,483 ---PAGE BREAK--- City of Middleton 2016 Budget 94 Decision Items: Public Works (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: Public Works AMOUNT Line item Line Base Account Number Account Title Description / Justification Mandate Increase Shift Adjustmt STREET CLEANING 100-5334-220 SUPPLIES & MATERIALS Average costs of the past five years (2010-14) is $5,300. 2015 expenses through May are about $3,350. Expenses may be increasing due to the age of the sweeper, which is near the end of its service life. The requested amount would match the 2015 allocation of $5,600. [PHONE REDACTED]-310 OUTSIDE SERVICES Request would match the 2015 budget, and is needed for disposal of swept materials at the Dane County landfill. Requested figure is higher than the actual amount spent in 2014, but lower than the actual amount spent in 2013. 1,[PHONE REDACTED]-470 UTILITIES Typical water use for sweeper is 200 loads at 220 gal./load. New water rate is $2.53 per 1,000 gal. 120 SNOW & ICE REMOVAL 100-5335-220 SUPPLIES & MATERIALS Contractually committed to purchase 1,100 tons of rock salt at unit price of $74.16/ton. Contractually obligated to purchase additional 200 tons of early fill salt in 2015, which is not included in this request. In the past two seasons the salt prices were lower, but we needed to use our stockpile and buy more. Request also includes an estimate for 35,000 gal. of salt brine at price of $0.27/gal., and $5,000 for plow blade replacements. (3,900) 100-5335-325 REIMBURSEMENTS This line item is an estimate of rock salt sales to the School District next winter. It is difficult to predict how much salt the school will use in the upcoming winter, but this estimate is hoped to be conservative, and that reimbursement will exceed this figure. 2,[PHONE REDACTED]-410 EQUIPMENT MAINTENANCE This is intended for needed maintenance of plows, salt spreading equipment, brine tanks, etc. Fortunately, this equipment hasn't had expenses since 2013, but it's difficult to predict if maintenance costs will be needed in 2016. The history of this expense line item has fluctuated widely in past years, and this requested amount hopes for a middle ground. 1,000 SIDEWALK MAINTENANCE 100-5344-310 OUTSIDE SERVICES A comprehensive sidewalk repair program is needed in part to reduce the City's liability, and each year staff reviews approximately 1/8 of the City's sidewalks. The annual amount of sidewalk in need of replacement, mud-jacking or sawcutting is variable, and was unusually low in 2014. The project area is reviewed in spring to account for winter heaving and cracking, so an accurate estimate isn't available at time of budgeting the prior fall. Budget is used also for installation of bus stop pads and coordination of curb replacements with work by residents and at parks. 60,088 STREET LIGHTING 100-5342-220 SUPPLIES & MATERIALS Actual amount spent in 2014 was a low outlier of recent history. Actual expenditure in 2013 was just over $1,100 and in 2012 was just over $1,300. Request of $1,200 is intended to reflect average need for parts to maintain street lights. [PHONE REDACTED]-310 OUTSIDE SERVICES Expenditures from 2009-2011 were generally about $9,000. Expenditures were very low in 2012 and 2014 (less than $1,000) and were unusually high in 2013 (over $16,000). This funding is intended to cover costs from MG&E and/or hired electricians to repair or replace City street lights, including damage from vehicle collisions. 7,[PHONE REDACTED]-470 UTILITIES With growth of City subdivisions and rate increases in 2015, the projected cost is requested to exceed the 2015 allocation. 7,[PHONE REDACTED]-800 CAPITAL OUTLAY This request is for purchase of parts and for stock and for replacement of knock-downs that are not covered by insurance. Some of the special street lighting fixtures approved in subdivisions are much more expensive than City standard poles and luminaires. 3,500 TREE & BRUSH CONTROL 100-5343-220 SUPPLIES & MATERIALS This includes replacement parts for the brush chippers and chain saws. Since 2012, the annual expenditure has been fairly steady at about $1,500. (15) STORM SEWERS 100-5345-220 SUPPLIES & MATERIALS Storm sewer repair needs aren't entirely predictable, and can't safely be deferred. The requested amount is an approximate average of several years, and has been exceeded in some years. 2,[PHONE REDACTED]-310 OUTSIDE SERVICES This annual maintenance operating budget item was created in 2014 with elimination from the capital budget. Expenses in 2014 were unusually low due primarily to engineering technican staff change and need to focus available time elsewhere. 36,728 ---PAGE BREAK--- City of Middleton 2016 Budget 95 Decision Items: Public Works (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: Public Works AMOUNT Line item Line Base Account Number Account Title Description / Justification Mandate Increase Shift Adjustmt STREET CREW 100-5331-220 SUPPLIES & MATERIALS Past deferred road maintenance, recent harsh winters, and rising material costs have increased need for patching funds. This line item is typically depleted, or nearly so, each year. 2014 budget allocation was exceeded just doing minimal patching and pothole filling. 10,[PHONE REDACTED]-280 COMMUNICATIONS This line item is for wireless connection to mobile laptop computer for Street Crew use in field updates of GIS information. It appears that charges were not correctly coded in 2014, resulting in apparent lower than actual costs. [PHONE REDACTED]-310 OUTSIDE SERVICES Inspections 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. 7,[PHONE REDACTED]-280 COMMUNICATIONS This includes a request for a new cell phone for our Lead Crew Member of the Street Crew ($500). He has been using his personal cell phone for many years, and he often gets calls related to traffic signal and street light issues for which he's primarily responsible, as well as when the foreman is not available. This request also includes the cost of the existing cell phone for for foreman ($500) as a line shift from the IT budget. 500 [PHONE REDACTED]-440 TRAINING & DEVELOPMENT This is a relatively new line item, without a clear historical trend, but actual expenditure of about $300 in 2013 and YTD spending of $300 suggests a request of $500 is appropriate for the need. 500 LANDFILL 100-5363-310 OUTSIDE SERVICES An apportioned City share of the MRD operating costs has not yet been established for 2016. This request is based on a trend of the past several years, and includes a significant increase attributable to a contract amendment with Purple Cow Organics in late 2014. The 2016 budget request may be refined when the MRD budget is set by the MRD Board in October. 30,670 RECYCLING 100-5365-310 OUTSIDE SERVICES The requested increase is based on a recent historical trend of adding 60 customers, and accounts for the contract cart service price increase for 2016. 10,[PHONE REDACTED]-325 REIMBURSEMENT This account was created in the 2015 budget to account for receipts of charges for certain materials dropped off at the recycling center. It was not used because a separate revenue account was created instead. 10,[PHONE REDACTED]-00 RECYCLING CENTER REVENUE This is a revenue account newly created in 2015 to account for receipts of charges for certain materials dropped off at the recycling center. (10,000) 100-5365-490 OTHER OPERATING EXPENSES This item covers costs for vendor services to recycle televisions, motor oil, paint, etc. collected at the recycling center. There is not yet sufficient history to project a reliable estimate, so the request simply matches the 2015 allocation. 12,000 REFUSE COLLECTION 100-5562-310 OUTSIDE SERVICES The requested increase is based on a recent historical trend of adding 60 customers, and accounts for the contract cart service price increase for 2016. 8,[PHONE REDACTED]-490 OTHER OPERATING EXPENSES The 2014 credit amount of $216 was related to salvage value of materials collected at a Clean & Green event, and is not expected to reoccur. This item is expected to be $0 going forward. 216 WATER RESOURCES 100-5618-310 OUTSIDE SERVICES This request would restore funding to match the 2015 allocation as recommended by WRMC. See also separate decision item request for consultant services for the Storm Water Utility. Not all of the funding for County inspections of storm water management features or for contracted services for maintenance of best management practice features was actually spent in 2014, but allocation of this funding should be available to fund work as needed. 10,246 ---PAGE BREAK--- City of Middleton 2016 Budget 96 LEISURE ---PAGE BREAK--- City of Middleton 2016 Budget 97 Operating Budgets & Performance Plans: Senior Center MISSION: The Middleton Senior Center enriches the lives of older adults. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Director 1 1 1 1 1 Program Coordinator 1 1 1 1 1 Volunteer Coordinator .5 .5 .5 .5 .5 Dining Center Coordinator .75 .88 .88 .88 .88 Case Manager 1.3 1.3 1.3 1.3 1.3 Administrative Assistant .5 .5 .5 .57 .57 Building Attendant - Vacant .2 .2 .2 .2 .2 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. Senior Services Director Program Coordinator (1 ) Volunteer Coordinator ) 355 Volunteers Dining Center Coordinator (.88) Case Managers (1.3, 2 staff persons) Administrative Assistant (.57) Building Attendant Vacant Commission on Aging ---PAGE BREAK--- City of Middleton 2016 Budget 98 Operating Budgets & Performance Plans: Senior Center 2016 GOALS: 1. Review and update the Senior Center Action Plan for 2015 – 2017, using the national accreditation 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. 3. Participate in the planning of the joint Wisconsin Association of Senior Centers (WASC)/Greater Wisconsin Area Aging Resources (GWAAR) conference in September 2016. 4. Participate in grant opportunities that will open new avenues to serving the need of older adults in Middleton. 5. Monitor the budget of program s and activities, looking for ways to economize. 6. Strive every day, in every interaction with our participants, to enrich the lives of older adults in Middleton. SIGNIFICANT ISSUES IN 2016: 1. Maintaining our ability to serve the diverse need of older adults using the Senior Center. 2. Training staff and volunteers on issues of mental health and working with older adults with mental health issues. 3. The Senior Center is starting to see major equipment, such as HVAC, need repairs. As The Senior Center is 14 years old a number of items have begun to fail. The building has 9 HVAC units in the Senior Center and 2 additional units in the rental space. We have also recently had issues with the refrigerator, toilets, the electric heaters, roof leaks, etc. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 Projected 2015 as of 6/30 2016 Projected Daily participation average 195 183 195 109 195 Case Management contacts 4297 5520 4500 2760 4500 Meal on Wheels delivered 5585 5311 5500 2742 5500 Dining Center Meals served 5952 5823 6000 2718 6000 Volunteers on staff 342 337 375 335 350 Newsletter distributed 1200 1331 1400 1400 1500 ---PAGE BREAK--- City of Middleton 2016 Budget 99 FINANCIAL INFORMATION: Decision Items: Senior Center 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL SENIOR CITZENS CENTER Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues County Aid 45,153 44,176 44,176 44,176 31,865 44,176 5,043 49,219 Program 28,995 15,500 28,414 14,500 22,037 13,754 12,746 26,500 TOTAL 74,148 59,676 72,590 58,676 53,902 57,930 17,789 75,719 Expenses Wages 254,695 265,029 268,130 273,069 174,526 268,130 - 268,130 Personnel Benefits 95,252 96,660 95,433 93,910 56,459 91,825 - 91,825 Operating Expenses 87,307 79,427 103,861 78,846 52,672 77,094 2,846 79,940 TOTAL 437,254 441,116 467,425 445,825 283,657 437,050 2,846 439,896 NET TAX RATE SUPPORT 363,106 381,440 394,835 387,149 229,755 379,120 (14,943) 364,177 LEVY SUPPORT AS % OF EXPENSES 83% 86% 84% 87% 81% 87% -525% 83% 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5516-210 Office Supplies 2016 Base is insufficient 1,[PHONE REDACTED]-480 Dining Center Expenses 2016 Base is sufficient [PHONE REDACTED]-490 Other Operating Expenses 2016 Base is insufficient 736 ---PAGE BREAK--- City of Middleton 2016 Budget 100 Operating Budgets & Performance Plans: Recreation MISSION: The Recreation Division’s mission is to serve as a catalyst in the development, initiation, coordination, and the support for a variety of leisure time activities and facilities for residents of all ages. Public Lands Manager Asst. Dir. of Public Lands for Recreation Office Manager(.75) Aquatic Director (.25) Assistant Directors Lifeguards & Lesson Instructors (9.25) Concession Managers Concession Workers (1.6) Program Instructors (3.5) Referees Youth Center Director Youth Center Asst. Director Youth Center AmeriCorps PASS AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Asst. Dir. Of Public Lands for Recreation 0 0 0 1 1 Recreation Supervisor 1 1 1 0 0 Office Manager 0 0 0 1 1 Administrative Assistant 1 1 1 0 0 Aquatic Director 1 1 1 1 1 Aquatic Assistant Director 2 2 2 3 2 Lifeguards/WSI Instructors 40 40 40 43 50 Concessions Managers 2 2 2 2 2 Concessions Workers 14 14 14 10 10 Program Instructors 40 40 40 42 50 Referees 6 6 6 8 8 Youth Center Director 1 1 1 1 1 Youth Center Assistant 1 1 1 1 1 AmeriCorps Pass 0 0 0 0 1 ---PAGE BREAK--- City of Middleton 2016 Budget 101 Operating Budgets & Performance Plans: Recreation MAJOR RESPONSIBILITIES: 1. Operate the Walter R. Bauman Aquatic Center 2. Provide competitive sports programming and leisure activities that are considered passive and non-competitive for all ages of City residents. 3. Supervisor 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. 2016 GOALS: 1. Add the Recreation Programmer position and add administrative staffing to assist the Office Manager. 2. Continue to provide a safe environment for swimmers at the Walter R. Bauman Aquatic Center. 3. Continue to offer City residents a wide variety of leisure time activities. Recognize the importance of recreation for City residents of all ages and abilities. 4. Continue to improve the Department’s communication to the City through the new program cancellation hotline, website, social media, programs guides, emails, etc. 5. Continue to improve facility reservations, including adding new facility rental options, and streamline field reservations. 6. Continue to build programming and events at the Hubbard Activity Center. 7. Build a foundation for program sponsorships to assist in the rising costs of program supplies, and a funding source to expand the scholarship program. 8. Work with the Middleton Basketball Club to incorporate their program into the Recreation Department once the Recreation Programmer position is in place. 9. Continue to build attendance and programming at the Youth Center, which is housed at the Clark Street Community School. SIGNIFICANT ISSUES IN 2016: 1. Due to the growth of the department, a new position is needed to adequately provide recreation programming for the community. This position is needed for assisting the Assistant Director of Public Lands for Recreation. 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. 2. Have funding available to adequately maintain the Aquatic Center, so a safe and healthy environment can be provided. 3. Have the ability to expand enrollment in popular programs, so the demand can be met and adjust programming to coincide with demand trends. 4. Have funding available to adequately maintain the City park shelters and fields. 5. Work with the School District to jointly fund the Youth Center and AmeriCorps PASS position. ---PAGE BREAK--- City of Middleton 2016 Budget 102 Operating Budgets & Performance Plans: Recreation MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 As of 7/31 2015 12 Mo. Estimate 2016 Projected Aquatic Center Daily Attendance 37,000 est. 30,000 est. 23,829 27,000 32,000 Aquatic Center Program Participation 1,213 1,213 945 1,167 1,150 Summer Recreation Program Participation 1,086 1,120 988 1,078 1,200 Fall, Winter, Spring Program Participation 569 549 111 500 600 Hubbard Art Center Program Participation 300 429 339 550 600 Middleton Youth Resource Center 90 (unduplicated) 153 (unduplicated) 209 (unduplicated) 300 (unduplicated) 350 (unduplicated) Lakeview East Shelter Rentals 75 96 51 90 100 Lakeview West Shelter Rentals 68 79 36 95 100 Lakeview Kitchen Rentals 50 52 29 50 60 Lakeview Meeting Room Rentals 96 97 34 75 90 Lakeview Hall Gazebo Rentals 3 21 11 25 25 Lakeview Small Shelter N/A 2 7 15 20 Bounce House/Tent N/A 0 0 1 5 Firemen’s Park North Shelter Rentals 35 46 19 45 50 Firemen’s Park South Shelter Rentals 21 29 10 30 35 Firemen’s Park Small Shelter Rentals 19 18 5 20 25 Orchid Heights Park Shelter Rentals 16 28 14 20 25 Parisi Park Shelter Rentals 7 47 7 10 15 Notes: 1. In 2015, started including seasonal pool passes to show how many are purchased each year. ---PAGE BREAK--- City of Middleton 2016 Budget 103 Operating Budgets & Performance Plans: Recreation FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL RECREATION ADMINISTRATION Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Expenses Wages 78,305 89,212 89,451 96,729 61,986 89,451 39,301 128,752 Personnel Benefits 42,803 46,426 45,551 47,233 28,058 45,260 18,458 63,718 Operating Expenses 7,925 9,250 8,625 12,150 8,041 8,625 4,075 12,700 TOTAL 129,033 144,888 143,627 156,112 98,085 143,336 61,834 205,170 NET TAX RATE SUPPORT 129,033 144,888 143,627 156,112 98,085 143,336 61,834 205,170 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 100% 100% 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL SUMMER RECREATION Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Program 63,166 64,000 50,836 64,000 47,730 50,836 - 50,836 TOTAL 63,166 64,000 50,836 64,000 47,730 50,836 - 50,836 Expenses Wages 40,955 45,000 27,732 45,000 27,804 27,732 7,268 35,000 Personnel Benefits 3,039 3,443 1,944 3,433 1,876 1,944 756 2,700 Operating Expenses 20,056 15,350 19,579 13,900 11,045 13,888 1,600 15,488 TOTAL 64,050 63,793 49,255 62,333 40,725 43,564 9,624 53,188 NET TAX RATE SUPPORT 884 (207) (1,581) (1,667) (7,005) (7,272) 9,624 2,352 LEVY SUPPORT AS % OF EXPENSES 1% 0% -17% -17% 100% 4% 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL FALL-WINTER-SPRING REC Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Program 31,821 38,000 14,748 40,000 8,677 14,748 - 14,748 TOTAL 31,821 38,000 14,748 40,000 8,677 14,748 - 14,748 Expenses Wages 12,986 16,000 20,997 26,480 22,203 20,997 4,003 25,000 Personnel Benefits 945 1,224 1,596 1,260 1,695 1,260 665 1,925 Operating Expenses 8,365 12,000 8,990 14,344 6,676 8,990 4,354 13,344 TOTAL 22,296 29,224 31,583 42,084 30,573 31,247 9,022 40,269 NET TAX RATE SUPPORT (9,525) (8,776) 16,834 2,084 21,896 16,498 9,022 25,520 LEVY SUPPORT AS % OF EXPENSES -43% -30% 53% 5% 72% 53% 100% 63% ---PAGE BREAK--- City of Middleton 2016 Budget 104 Operating Budgets & Performance Plans: Recreation FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL AQUATIC CENTER Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Program 100,933 83,000 64,249 83,000 59,034 64,249 (4,249) 60,000 Daily Aquatic Admissions 82,184 72,000 75,113 72,000 89,555 72,000 3,000 75,000 Concession Stand 31,592 35,000 31,248 35,000 30,441 31,248 - 31,248 Pool Reservations 730 1,000 - 1,000 - - - - Memberships 41,942 44,000 40,268 44,000 36,385 40,268 (2,268) 38,000 Swimpool 384 - 188 - 24 - - - TOTAL 257,765 235,000 211,065 235,000 215,438 207,765 (3,517) 204,248 Expenses Wages 182,847 141,100 164,787 163,830 153,629 152,887 11,343 164,230 Personnel Benefits 13,836 10,779 12,575 12,534 11,712 11,695 839 12,534 Operating Expenses 120,493 129,100 119,622 115,780 83,932 107,816 6,164 113,980 TOTAL 317,176 280,979 296,984 292,144 249,273 272,398 18,346 290,744 NET TAX RATE SUPPORT 59,411 45,979 85,918 57,144 33,835 64,633 21,863 86,496 LEVY SUPPORT AS % OF EXPENSES 19% 16% 29% 20% 14% 24% 119% 30% 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL RECREATION SUMMARY Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Aquatic Center 257,765 235,000 211,065 235,000 215,438 207,765 (3,517) 204,248 Fall-Winter-Spring 31,821 38,000 14,748 40,000 8,677 14,748 - 14,748 Summer 63,166 64,000 50,836 64,000 47,730 50,836 - 50,836 TOTAL 352,752 337,000 276,650 339,000 271,845 273,349 (3,517) 269,832 Expenses Recreation Administration 129,033 144,888 143,627 156,112 98,085 143,336 61,834 205,170 Aquatic Center 317,176 280,979 296,984 292,144 249,273 272,398 18,346 290,744 Fall-Winter-Spring 22,296 29,224 31,583 42,084 30,573 31,247 9,022 40,269 Summer 64,050 63,793 49,255 62,333 40,725 43,564 9,624 53,188 TOTAL 532,555 518,884 521,449 552,673 418,656 490,545 98,826 589,371 NET TAX RATE SUPPORT 179,804 181,884 244,799 213,673 146,811 217,196 102,343 319,539 LEVY SUPPORT AS % OF EXPENSES 34% 35% 47% 39% 35% 44% 104% 54% ---PAGE BREAK--- City of Middleton 2016 Budget 105 Decision Items: Recreation 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Title Account Number Description / Justification Mandate Increase Line Shift REC ADMIN-SALARIES 100-5530-110 CONTINUTATION OF OFFICE MANAGER & ASSISTANT DIRECTOR OF PUBLIC LANDS FOR RECREATION 7,740 FULL TIME STAFF AT 2015 RATE. REC ADMIN-SALARIES- 100-5530-110 WHEN STAFFING CHANGED IN 2011, THE RECREATION PROGRAMMING, 32,000 FULL TIME FACILTIY AND FIELD RESERVATIONS, ETC. DRASTICALLY INCREASED. ALSO, THE ADDITION OF THE THE HUBBARD ACTIVITY CENTER INCREASED THE WORK LOAD FOR THE EXISTING ASSISTANT DIRECTOR. POSITION. THE RECREATION PROGRAMMER WILL ASSIST WITH PROGRAMMINDG. THIS POSITION NEEDS TO BE PERMANENT, AS CONSISTENCY IS KEY TO THE POSITVE GROWTH OF THE DEPARTMENT. THE RECREATION PROGRAMMER POSITION WILL BE FUNDED BY REVENUES (PLEASE SEE HANDOUT FOR ADDITIONAL REVENUE INFORMATION). THIS POSITION WILL BE RESPONSIBLE FOR THE TAKEOVER OF THE MIDDLETON BASKETBALL CLUB POSITION, WHICH GENERATES OVER $8,000 IN REVENUE. PROGRAMS & REVENUE WILL CONTINUE TO INCREASE WITH THE NEW POSITION. IF THIS POSITION IS NOT FUNDED, PROGRAMMING WILL NEED TO DECREASE AS STAFF DEMANDS ARE TOO GREAT TO CONTINUE AT THIS PACE. TOTAL COST FOR THE 30 HOUR PER WEEK POSITION, INCLUDING BENEFITS, IS $51,332. REC ADMIN-RETIREMENT 100-5530-192 ADDITIONAL FUNDS NEEDED FOR RETIMRENT FOR OFFICE MANAGER ($2,509), ASSISTANT DIRECTOR OF 2,292 PUBLIC LANDS FOR RECREATION ($3,807) & RECREATION PROGRAMMER ($2,112) REC ADMIN-FICA 100-5530-193 ADDITIONAL FUNDS NEEDED FOR FICA FOR OFFICE MANAGER ($2,851), ASSISTANT DIRECTOR OF 3,280 PUBLIC LANDS FOR RECREATION ($4,412) & RECREATION PROGRAMMER ($2,448) REC ADMIN-HEALTH 100-5530-194 ADDITIONAL FUNDS NEEDED FOR HEALTH INSURANCE FOR OFFICE MANAGER ($12,334), ASSISTANT 9,074 INSURANCE DIRECTOR OF PUBLIC LANDS FOR RECREATION ($12,334), & RECREATION PROGRAMMER ($12,334) REC ADMIN-DENTAL 100-5530-195 ADDITIONAL FUNDS NEEDED FOR HEALTH INSURANCE FOR OFFICE MANAGER ($2,438), ASSISTANT 2,612 INSURANCE DIRECTOR OF PUBLIC LANDS FOR RECREATION ($1,237), & RECREATION PROGRAMMER ($2,438) REC ADMIN-TRAINING & 100-5530-440 ADDITONAL FUNDS NEEDED TO TO INCREASE IN STAFF & TRAINING OPPORTUNITIES 1,200 DEVELOPMENT REC ADMIN- 100-5530-210 ADDITIONAL FUNDING FOR OFFICE SUPPLIES DUE TO INCREASE IN DEMANDS 939 OFFICE SUPPLIES REC AMIN-ADVERTISING & 100-5530-260 ADDITIONAL FUNDING FOR GUIDES DUE TO NO LONGER BEING ABLE TO DISTRIBUTE THEM THROUGH 2,586 PRINTING THE SCHOOL DISTRICT REC ADMIN-CELL PHONES 100-5530-280 TRANSFER FROM IT FUNDING FOR CELL PHONES 550 SUMMER REC-SEASONAL 100-5531-114 ADDITIONAL FUNDING FOR SUMMER STAFF WAGES 7,268 SUMMER REC-FICA 100-5531-193 ADDITIONAL FUNDS NEEDED FOR SUMMER STAFF FICA 756 SUMMER REC-SUPPLIES & 100-5531-220 ADDITIONAL FUNDS NEEDED FOR PROGRAM SUPPLIES 1600 MATERIALS FALL, WINTER, SPRING REC- 100-5532-114 ADDITIONAL FUNDS NEEDED FOR FWS STAFF WAGES-INCREASE IN PROGRAMS 4003 SEASONAL FALL, WINTER, SPRING REC- 100-5532-193 ADDITIONAL FUNDS NEEDED FOR FWS STAFF FICA 665 FICA FALL, WINTER, SPRING REC- 100-5532-220 ADDITIONAL FUNDS NEEDED FOR NEW VOLLEYBALL EQUIPMENT DUE TO NEW SPACE AT KROMREY 4802 SUPPLIES & MATERIALS & ADDITIONAL PROGRAM SUPPLIES FALL, WINTER, SPRING REC- 100-5532-310 TRANSFER FUNDS TO HUBBARD ACTIVITY CENTER DUE TO PROGRAMS CHANGING LOCATIONS -2461 OUTSIDE SERVICES ---PAGE BREAK--- City of Middleton 2016 Budget 106 Decision Items: Recreation (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Title Account Number Description / Justification Mandate Increase Line Shift FALL, WINTER, SPRING-REC 100-5532-480 ADDITIONAL FUNDS NEEDED TO NEW PROGRAM SPACE USE AT KROMREY 2,013 SCHOOL FACILITY RENTALS AQUATIC CENTER- 100-5542-114 ADDITIONAL FUNDS NEEDED FOR LIFEGUARDS & INSTRUCTORS. WE ARE REQUIRED TO STAFF A CERTAIN 10,943 SEASONAL AMOUNT OF STAFF PER STATE CODES AQUATIC CENTER- WORK PERMITS 100-5542-189 FUNDS NEEDED FOR SEASONAL STAFF WORK PERMITS. EMPLOYERS ARE REQUIRED BY THE STATE 400 TO REIMBURSE EMPLOYEES THE WORK PERMIT FEE. THIS HAD NOT BEEN REFLECTED IN THE BUDGET IN THE PAST. AQUATIC CENTER-FICA 100-5542-193 ADDITIONAL FUNDS NEEDED FOR LIFEGUARD & FICA 839 AQUATIC CENTER- 100-5542-440 ADDITIONAL FUNDS NEEDED FOR STAFF TRAINING AND REQUIRED CLOTHING PER STATE CODES 2,563 TRAINING & DEVELOPMENT AQUATIC CENTER-UTILITIES 100-5542-470 ADDITIONAL FUNDS NEEDED FOR SPLASH PAD UTILITY COSTS. THE SPLASH PAS IS PROJECTED TO 3,200 REPLACE THE EXISITNG SAND AREA IN 2016. AQUATIC CENTER- 100-5542-500 ADDITIONAL FUNDS NEEDED FOR SPECIAL EVENTS 401 EVENT ---PAGE BREAK--- City of Middleton 2016 Budget 107 Operating Budgets & Performance Plans: Hubbard Arts Center & Youth Center Financial Information: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL HUBBARD ARTS CENTER Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Program Revenue 5,896 15,000 24,854 30,000 29,763 24,854 - 24,854 TOTAL 5,896 15,000 24,854 30,000 29,763 24,854 - 24,854 Expenses Wages 618 10,000 1,921 4,000 1,288 1,921 2,079 4,000 Personnel Benefits 53 765 147 315 96 147 168 315 Operating Expenses 7,694 8,000 28,376 25,685 19,290 8,892 20,254 29,146 TOTAL 8,365 18,765 30,444 30,000 20,674 10,960 22,501 33,461 NET TAX RATE SUPPORT 2,470 3,765 5,590 - (9,089) (13,893) 22,501 8,608 LEVY SUPPORT AS % OF EXPENSES 0% 0% 18% 0% -44% -127% 100% 26% 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL YOUTH CENTER Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues County Aid 4,150 8,700 7,208 8,700 25,767 7,208 1,492 8,700 Misc. Donations 4,592 14,000 17,747 500 21,291 500 9,500 10,000 MCPASD Contribution - - - 14,000 - - 14,000 14,000 TOTAL 8,742 22,700 24,956 23,200 47,057 7,708 24,992 32,700 Expenses Wages 17,047 28,180 26,965 36,839 21,118 25,984 6,814 32,798 Personnel Benefits 2,721 3,545 3,375 4,489 3,208 3,302 967 4,269 Operating Expenses 5,092 8,975 10,905 12,304 9,042 1,381 9,074 10,455 TOTAL 24,860 40,700 41,245 53,632 33,368 30,667 16,855 47,522 NET TAX RATE SUPPORT 16,118 18,000 16,289 30,432 (13,689) 22,958 (8,137) 14,821 LEVY SUPPORT AS % OF EXPENSES 65% 44% 0% 57% -41% 75% -48% 31% ---PAGE BREAK--- City of Middleton 2016 Budget 108 Decision Items: Hubbard Arts Center & Youth Center 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Title Account Number Description / Justification Mandate Increase Line Shift HUBBARD ACTIVITY CENTER- 100-5533-120 ADDITIONAL FUNDS NEEDED FOR STAFF WAGES DUE TO INCREASE IN PROGRAMS 2079 WAGES HUBBARD ACTIVITY CENTER- 100-5533-193 ADDITIONAL FUNDS NEEDED FOR FICA 168 FICA HUBBARD ACTIVITY CENTER- 100-5533-220 ADDITIONAL FUNDS NEEDED FOR PROGRAM SUPPLIES DUE TO INCREASE IN PROGRAMS 1593 SUPPLIES & MATERIALS HUBBARD ACTIVITY CENTER- 100-5533-310 TRANSFERRED FUNDS FROM FALL, WINTER, SPRING OUTSIDE SERVICES 2461 OUTSIDE SERVICES HUBBARD ACTIVITY CENTER- 100-5533-480 THIS AMOUNT REFLECTS WHAT IS PAID FOR RENT TO THE CDA FROM PROGRAM REVENUE 15000 RENT PAYMENT TO CDA HUBBARD ACTIVITY CENTER- 100-5533-491 ADDITIONAL FUNDS NEEDED FOR JANITORIAL SERVICES AT THE HAC 1200 JANITORIAL SERVICES YOUTH CENTER-WAGES 100-5114-110 INCREASE YOUTH CENTER DIRECTOR HOURS FROM 26 TO 28 HOURS PER WEEK ($2064); ADDITIONAL 6814 FUNDS NEEDED TO CONTINUE THE AMERICORPS PASS POSITION ($4750) YOUTH CENTER- 100-5114-192 ADDITIONAL FUNDS NEEDED DUE TO INCREASE IN STAFF HOURS 775 RETIREMENT YOUTH CENTER-FICA 100-5114-193 ADDITIONAL FUNDS NEEDED FOR STAFF FICA 192 SUPPLIES & MATERIALS 100-5114-220 MAINTIANING 2015 BUDGET AMOUNT 7,975 YOUTH CENTER- 100-5114-280 ADDITIONAL FUNDS NEEDED FOR YOUTH CENTER CELL PHONE 480 CELL PHONES YOUTH CENTER-TRIPS 100-5114-310 ADDITIONAL FUNDS NEEDED DUE TO INCREASE IN TRIPS & PARTICIPATION 500 YOUTH CENTER-TRAINING 100-5114-440 ADDITIONAL FUNDS NEED FOR TRAININGS 119 & DEVELOPMENT ---PAGE BREAK--- City of Middleton 2016 Budget 109 Operating Budgets & Performance Plans: Transit MISSIONS: DEPARTMENT: 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. DIVISION: To ensure the provision of a high quality fixed-route transit and paratransit service within the City of Middleton and connecting Middleton with surrounding communities. MAJOR RESPONSIBILITIES: 1. Coordinate with Metro Transit on all aspects related to operation of transit vehicles within Middleton city limits. 2. Actively monitor and participate in regional transit planning activities that could lead to service improvements between Middleton and surrounding communities. 2016 GOALS: 1. Continue to serve as the City’s representative on Madison’s Contracted Services Oversight Subcommittee. 2. Work with Metro Transit staff to identify potential route and service improvements, particularly coordination of possible transfer points. 3. Participate in the newly formed Bus Rapid Transit Committee to help maximize Middleton’s opportunity to be connected to the planned BRT system. SIGNIFICANT ISSUES IN 2016: 1. Sunday bus service. 2. Continue making improvements at bus stops construct bus boarding pads) in conjunction with City’s sidewalk improvement program. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Ped/Bike/Transit Cmsn meetings 6 3 4 1 6 Contracted Services Oversight Subcmte 6 6 6 3 6 Bus Rapid Transit Cmte n/a n/a 2 0 6 ---PAGE BREAK--- City of Middleton 2016 Budget 110 Financial Information: Decision Items: Transit 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL TRANSIT Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues INTERGOVERNMENTAL REVENUE 28,333 - 58 - - - - - TOTAL 28,333 - 58 - - - - - Expenses Wages - - - - - - - - Personnel Benefits - - - - - - - - Operating Expenses 334,191 391,517 381,354 404,896 289,200 381,354 29,197 410,551 TOTAL 334,191 391,517 381,354 404,896 289,200 381,354 29,197 410,551 NET TAX RATE SUPPORT 305,858 391,517 381,296 404,896 289,200 381,354 29,197 410,551 LEVY SUPPORT AS % OF EXPENSES 92% 100% 100% 100% 100% 100% 100% 100% 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: Airport AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5355-990 TRANSIT City's share of increase in costs passed along by Madison per funding agreement. 29,197 ---PAGE BREAK--- City of Middleton 2016 Budget 111 CONSERVATION & DEVELOPMENT ---PAGE BREAK--- City of Middleton 2016 Budget 112 Operating Budgets & Performance Plans: Planning 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 2012 2013 2014 2015 2016 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 1 1 1 Community Services Director 1/3 1/3 1/3 1/3 1/3 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; and Work Force Housing Committee; 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. 4. Assistance with TID #3 and TID #5 Administration and Redevelopment District 5. Assistance with economic and community development issues. 6. Research and reports on issues affecting the City such as: transportation; housing; environmental; floodplain; parking; and housing. Planning Director/Zoning Administrator Asst. Planning Director/Asst. Zoning Administrator Asst. Director of Community Development Community Services Director (1/3 time) ---PAGE BREAK--- City of Middleton 2016 Budget 113 Operating Budgets & Performance Plans: Planning 2016 GOALS: 1. Complete updates to the Zoning Ordinance and Subdivision Ordinance. 2. Implementation of additional TIF projects. SIGNIFICANT ISSUES IN 2016: 1. Tax Incremental Financing districts #3 and #5 administration. 2. Project coordination for The Community of Bishops Bay, Tribeca, Meriter, Parmenter corridor redevelopment projects, Kraemer project, and other private development prospects. 3. Continue providing support to the 10 Committees and Commissions that the Planning Department staffs. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Design Review 30 40 38 19 38 Ordinance Amendments 6 9 8 4 8 SIP’s and Modifications 52 34 48 24 48 Misc. (TIF, plans, agreements, etc.) 85 59 52 26 52 Cond. Use Permits 6 3 10 5 10 Subdivisions and CSM’s 11 13 18 9 18 Zoning Permits 136 124 136 68 136 FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL PLANNING DEPARTMENT Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Zoning Permit Fees 27,090 13,000 22,525 13,000 20,450 13,000 5,000 18,000 Plan Commission Charges 17,158 15,000 20,930 15,000 15,681 15,000 2,000 17,000 TOTAL 44,248 28,000 43,455 28,000 36,131 28,000 7,000 35,000 Expenses Wages 225,044 230,712 232,675 237,454 148,748 232,675 (21,136) 211,539 Personnel Benefits 76,563 80,985 80,156 81,586 49,421 79,499 (2,308) 77,191 Operating Expenses 7,284 13,250 7,134 13,250 7,482 6,845 6,405 13,250 TOTAL 308,891 324,947 319,965 332,290 205,651 319,019 (17,040) 301,980 NET TAX RATE SUPPORT 264,644 296,947 276,510 304,290 169,520 291,019 (24,040) 266,980 LEVY SUPPORT AS % OF EXPENSES 86% 91% 86% 92% 82% 91% 141% 88% ---PAGE BREAK--- City of Middleton 2016 Budget 114 Decision Items: Planning 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5631-110 SALARIES-FULL-TIME PROMOTION OF ABBY ATTOUN-TUCKER TO ASSISTANT CITY ADMINISTRATOR/ASSISTANT DIRECTOR OF COMMUNITY DEVELOPMENT - SEE ATTACHED JUSTIFICATION (60,174) $ 100-5631-110 SALARIES-FULL-TIME ADDITION OF AN ASSOCIATE PLANNER TO SUPPORT THE PLANNING DEPARTMENT - SEE ATTACHED JUSTIFICATION 39,470 $ 100-5631-111 INTERN WE HAVE USED OUR PLANNING INTERS FOR A VARIETY OF PROJECTS RELATED TO ECONOMIC AND COMMUNITY DEVELOPMENT, LAND USE PLANNING, AND SUSTAINABILITY. THEY HAVE BEEN VERY HELPFUL IN 2015 PREPAIRING UPDATED GRAPHICS AND DATA FOR THE COMPREHENSIVE PLAN UPDATE. WE WILL LIKELY SPEND OUR FULL INTERN BUDGET IN 2015 AND HOPE THAT THE 2015 BUDGETED AMOUNT CAN BE MAINTAINED IN 2016. 576 $ 100-5631-135 LONGEVITY BENEFITS FOR RECOMMENDED STAFFING ADJUSTMENT (1,009) $ 100-5631-192 RETIREMENT BENEFITS FOR RECOMMENDED STAFFING ADJUSTMENT (1,985) $ 100-5631-193 FICA BENEFITS FOR RECOMMENDED STAFFING ADJUSTMENT (1,260) $ 100-5631-194 HEALTH INSURANCE BENEFITS FOR RECOMMENDED STAFFING ADJUSTMENT 935 $ 100-5631-195 DENTAL INSURANCE BENEFITS FOR RECOMMENDED STAFFING ADJUSTMENT 3 $ 100-5631-260 ADVERTISING & PRINTING THIS LINE ITEM IS USED FOR PUBLICATION OF REQUIRED PUBLIC HEARING NOTICES, THE NUMBER OF WHICH VARIES FROM YEAR-TO-YEAR. IN ADDITION, THIS LINE ITEM IS USED FOR PAPER AND PRINTING. WE DO NOT SPEND THE FUNDS UNLESS ABSOLUTELY NECESSARY. WE WOULD LIKE TO MAINTAIN THE 2015 BUDGETED AMOUNT FOR ADVERTISING & PRINTING. 2,053 $ 100-5631-310 OUTSIDE SERVICES OUR OUTSIDE SERVICES NEEDS VARY FROM YEAR-TO-YEAR AND WHILE WE OFTEN NEED THE FULL AMOUNT, WE DO NOT SPEND THE FUNDS UNLESS ABSOLUTELY NECESSARY. WE WOULD LIKE TO MAINTIN THE 2015 BUDGETED AMOUNT FOR OUTSIDE SERVICES. 2,669 $ 100-5631-320 PROFESSIONAL SERVICES OUR PROFESSIONAL SERVICES REQUIREMENTS VARY FROM YEAR-TO-YEAR AND WHILE WE OFTEN NEED THE FULL AMOUNT, WE DO NOT SPEND THE FUNDS UNLESS ABSOLUTELY NECESSARY. WE WOULD LIKE TO MAINTAIN THE 2015 BUDGETED AMOUNT FOR PROFESSIONAL SERVICES. 500 $ 100-5631-440 TRAINING OUR TRAINING REQUIREMENTS VARY FROM YEAR-TO-YEAR AND WHILE WE OFTEN NEED THE FULL AMOUNT, WE DO NOT SPEND THE FUNDS UNLESS ABSOLUTELY NECESSARY. WE WOULD LIKE TO MAINTAIN THE 2015 BUDGETED AMOUNT FOR TRAINING. 683 $ 100-5631-490 OTHER OPERATING EXPENSES OUR OTHER OPERATING EXPENSES REQUIREMENTS VARY FROM YEAR-TO-YEAR AND WHILE WE OFTEN NEED THE FULL AMOUNT, WE DO NOT SPEND THE FUNDS UNLESS ABSOLUTELY NECESSARY. WE WOULD LIKE TO MAINTAIN THE 2015 BUDGETED AMOUNT FOR OTHER OPERATING EXPENSES. 500 $ ---PAGE BREAK--- City of Middleton 2016 Budget 115 Operating Budgets & Performance Plans: Conservancy Lands MISSION: The City of Middleton seeks to preserve and protect the City’s open space, water, historical, and natural resources to both foster and restore native habitats with the addition benefit of enhancing the City’s quality of life. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Conservancy Lands Lead Crew 1 1 1 1 1 Conservancy Lands LTE's 2 2 2 2 4 MAJOR RESPONSIBILITIES: 1. Plan & implement programs designed to restore & develop Middleton’s Conservancy Lands Areas to provide native habitats as well as opportunities for outdoor education & passive outdoor recreation for all. 2. 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. 3. Protect, Restore & enhance the native flora & fauna within Conservancy Lands Areas. 4. Protect Restore & Enhance wildlife habitat & corridors that connect fragmented habitat parcels. 5. Control exotic & invasive species. 6. Develop policies & standards related to trails, kiosks, shelters, benches, & diverse uses of conservancy lands areas, including such use as trails, water trails & canoe access, wetland detention & sediment basins, wildlife & fisheries enhancements. 7. Consult with similar agencies from neighboring cities, towns, and counties to develop a regional response to issues concerning land conservation & management. Public Lands Manager Public Lands Lead Supervisor Conservancy Lands Lead Crewperson Conservancy Lands LTEs 5DOCC Crew Volunteers ---PAGE BREAK--- City of Middleton 2016 Budget 116 Operating Budgets & Performance Plans: Conservancy Lands 2016 GOALS: 1. Protect, Restore & Enhance native landscapes and designated conservancy lands to maintain or improve the natural habitat, scenic beauty, outdoor recreation & outdoor environmental education. 2. Expand partnerships for maintenance of conservancy lands and hands on restoration and learning opportunities for the residents of Middleton. 3. Protect , Restore & Enhance native landscapes in the City of Middleton through land acquisition, ecological restoration, routine maintenance efforts, & provide volunteers or residents with hands-on ecological restoration learning opportunities. 4. Protect, Restore & enhance the natural vegetative communities within the City of Middleton, including but not limited to upland prairies, lowland forests, wetland/sedge meadow, shore land, open marsh & ponds, oak woods & oak savanna areas. 5. Improve water quality & fisheries areas within conservancy lands areas. 6. Increase connections between Middleton’s conservancy lands areas and other adjacent or regional conservation areas including trails, corridors/linkages with other government agencies and regional land management plans. 7. Provide adequate management & staffing to oversee the management and or maintenance of all conservancy lands areas. SIGNIFICANT ISSUES IN 2016: 1. Additional trails developed for public use require increased staffing & maintenance responsibilities for all new trails. 2. 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 is 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. CLC reduced the capital budget for invasive species work from $112,000 annually to $45,000 and redirected those funds to the Operating Budget in 2014. 3. Negative impact on the aesthetic, recreational & scenic beauty of the Conservancy Lands Areas due to the reduction of LTE staff & maintenance funds reflected in customer surveys and open space plan comments from the residents. 4. Emergence of new invasive species like Southern Cattail & 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. 5. Ever changing weather conditions with more frequent storm events and increased storm cleanup costs are not taken into account with decreased budgets. Deters further ecological restoration efforts and proper maintenance of water resource areas. 6. Reduced budgets continue to impact the future regional trail development planning & construction projects and deters needed progress for all trail users. ---PAGE BREAK--- City of Middleton 2016 Budget 117 Operating Budgets & Performance Plans: Conservancy Lands MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Projected CLC Acreage 820 820 820 850 850 Miles of maintained trails 21 22.5 28 30 30 CLC areas maintained 22 24 25 28 28 Grants $500,000 $674,000 $674,000 $443,500 TBD Donations $10,000 $11,800 $197,946 $46,450 TBD FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL LAND CONSERVANCY Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenue None - - - - - - - - TOTAL - - - - - - - - Expenses Wages 24,299 12,400 17,694 22,400 10,209 17,694 4,726 22,420 Personnel Benefits 1,996 1,898 1,566 949 967 949 766 1,715 Operating Expenses 91,701 109,670 115,531 142,440 52,864 109,783 34,801 144,584 TOTAL 117,997 123,968 134,792 165,789 64,040 128,426 40,293 168,719 NET TAX RATE SUPPORT 117,997 123,968 134,792 165,789 64,040 128,426 40,293 168,719 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 100% 100% ---PAGE BREAK--- City of Middleton 2016 Budget 118 Decision Items: Conservancy Lands 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5620-120 LTE's Common Council approved an additional $10,000 in 2015 for increased LTE's numbers. The requested 2016 increase would maintain the higher number of LTE's. Reduction of positions to 2014 levels would set back many restoration projects and limit the ability to deal with acute issues as they would occur (trail damage from storms as an example) 4,[PHONE REDACTED]-193 FICA FICA for above mentioned increase. [PHONE REDACTED]-220 Pond Expenses Tiedeman & Stricker pond water level management and conservancy lands management. Budget has flexed in expenditures with less funds being spent in drought years to manage these areas rather than in flood years. Staffing oversight and maintenance activities are key to maintaining a flood free zone for residents. Seek to restore budget to manage the areas as intended and protect resdidents from flood 1,[PHONE REDACTED]-221 Creek Maintenance PB creek maintenance is an annual expense that helps maintain the storm water conveyance system in place and prevent catastrophic failures along the PB Creek Corridor. Annual costs to remove trees & debris have been consistent over time except when grants awarded helped offset regular operating costs and/or drought years did not require the same level of tree & debris removal expenditures. Failure to maintain clear waterways and storm water conveyance systems can lead to catastrophic events. Seek annual maintenance funds to maintain proper channel flow by eliminating tree & 3,[PHONE REDACTED]-223 Trail Maintenance Expenses Requested increase to reflect the actual money spent in 2014 on trail maintenance. Maintenance needs are dependant on weather, but for both 2013 and 2014 average trail costs have been $21,420 2,[PHONE REDACTED]-480 Invasive Species Control Purpose is for weed control in 27 conservancy areas tand for over 800 acres in Middleton. This budget line was at $115,000 in 2011, reduced to $60,000 in 2012 and further cut in 2014 to $45,000. The funds are used for fire control, herbcide applications & weed control mowing/cutting for mananged CLC Areas and storm water detention areas to maintain compliance w/ local ordinances and state requirements for storm water basins and public lands. 15,[PHONE REDACTED]-490 Other Expenses The DOCC Oakhill Inmate crew wages typically come from this primary line item but oten are offset w/ grants or other capital project funding. The DOCC Crew cost for a 40 hour work week for 5-8 inmates is approximately $3500 bi weekly. This line item also includes new and replacement interpretive signs and native plantings. 12,366 Conservancy Lands ---PAGE BREAK--- City of Middleton 2016 Budget 119 Operating Budgets & Performance Plans: Forestry MISSION: To maintain the long term health and stability of the Middleton street & park tree population and to provide a source of information for residents regarding tree issues. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Forester/Horticulturist 1 1 1 1 1 MAJOR RESPONSIBILITIES: 1. Maintain public safety along all city streets and parklands regarding publicly owned trees. 2. Monitor and maintain, to the best of the department’s abilities, the health of all publicly owned trees. 3. Review subdivision plans to protect existing trees and to approve new plantings. 4. Public education regarding tree pests, diseases, and new urban forestry programs. 5. Staff reports to PRFC and City Council for capital and operation budgets and issues for all public lands. 2016 GOALS: 1. Continuation of City EAB ash removal and replacement program. 2. Shift operating budget emphasis to pruning/maintenance from planting/expanding. 3. Highlight urban wood reuse. 4. Continued public education regarding all pertinent urban forestry concerns/needs. SIGNIFICANT ISSUES IN 2016: 1. Significant expansion of EAB in 2015 dictates the need for greater inspections in 2016 and beyond. 2. Begin to address the backlog of pruning needs of street trees. Public Lands Manager Forester / Horticulturalist ---PAGE BREAK--- City of Middleton 2016 Budget 120 TOTAL ANNUAL BENEFITS, NET BENEFITS, AND COSTS FOR PUBLIC STREET TREES Benefits Total $/tree $/capita CO2 338,095 $ 41.69 $ 18.89 $ Energy 31,762 3.92 1.77 Air Quality 38,195 4.71 2.13 Stormwater 228,713 28.20 12.78 Aesthetic/Other 470,393 58.01 26.28 1,107,158 $ 136.53 $ 61.85 $ Costs Total $/tree $/capita Planting 15,000 $ 1.85 $ 0.84 $ Contract Pruning 7,500 0.92 0.42 Irrigation 6,000 0.74 0.34 Removal 15,000 1.85 0.84 Administration 69,940 8.62 3.91 Litter Clean‑up 5,000 0.62 0.28 118,440 $ 14.60 $ 6.63 $ Net Benefits 988,718 $ 121.93 $ 55.22 $ Benefit - Cost Ratio 9.35 $ FINANCIAL INFORMATION: Decision Items: Forestry 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL FORESTRY Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenue None - - - - - - - - TOTAL - - - - - - - - Expenses Wages 62,318 62,734 63,466 64,603 41,809 63,466 1,150 64,616 Personnel Benefits 22,530 24,249 25,062 25,908 16,087 24,421 (1,709) 22,712 Operating Expenses 47,078 48,500 12,674 72,102 20,726 12,674 59,428 72,102 TOTAL 131,926 135,483 101,201 162,613 78,622 100,561 58,869 159,430 NET TAX RATE SUPPORT 131,926 135,483 101,201 162,613 78,622 100,561 58,869 159,430 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 100% 100% 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Public Lands - Forestry Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5611-220 SUPPLIES & MATERIALS Common Council approved an operating increase of $9,375 in 2015. This request is to maintain the budget for 2016. 9,[PHONE REDACTED]-310 OUTSIDE SERVICES Common Council approved an operating increase of $10,000 in 2015. The total line amount of $42,000 was to address the backlog of street tree clearance pruning throughout Middleton (Current voilation of City ordinance 20.05 trimming standards) while at the same time, utilized for storm cleanup. Because of this duality, use of funding during the first 6-9 months for anything other than storm cleanup does not happen. Attempting to use the remaining balance in the last quarter of the year did not occur due to the incoming bids for the work being immensly over available funding. As a result, there was a large balance still available at the end of the year. This request is to maintain the budget for 2016. 45,[PHONE REDACTED]-490 OTHER OPERATING EXPENSES Common Council approved an operating increase of $4,227 in 2015. This request is to maintain the budget for 2016. 4,452 ---PAGE BREAK--- City of Middleton 2016 Budget 121 Operating Budgets & Performance Plans: Parks 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. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Public Lands Manager 1 1 1 1 1 Public Lands Lead Supervisor 1 1 1 1 1 Parks Lead Crewperson 1 1 1 1 1 Parks Crewpersons 3 3 3 3 3 Parks LTEs 1.75 1.75 1.75 1.75 3 MAJOR RESPONSIBILITIES: 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. 5. Public Lands, Recreation & Forestry Staff report to PRFC, Finance Committee, and the Common Council for approval of Capital & Operational Budgets. Public Lands Manager Public Lands Lead Supervisor Parks Lead Crewperson Park Crewperson Parks LTEs (1.75 FTE) Volunteers ---PAGE BREAK--- City of Middleton 2016 Budget 122 Operating Budgets & Performance Plans: Parks 2016 GOALS 1. Ensure that the City’s existing open space, outdoor recreational facilities and programs are designed to meet the special needs of all residents and visitors regardless of age, gender, or ability. 2. Meet or exceed the National Association of Parks & Recreation (NRPA) standards for active and passive recreational land, to address current and future recreational needs. 3. Use all available resources to further enhance the quality of the City’s Park System. 4. Recognize the importance of an adequate park budget which can financially address existing park health and safety hazards and allow for future parkland acquisition and/or facility development. 5. Coordinate subdivision review with all departments responsible for providing or maintaining adequate park facilities. 6. Coordinate development efforts, the use and maintenance of outdoor recreational facilities between the City of Middleton, MCPASD, and sporting organizations. 7. Provide a wide range of park facilities to address the needs of existing and changing demographics and to meet the standards set forth by the NRPA. 8. Provide residents with safe & reliable recreation equipment throughout the City Park System. 9. Inventory, improve and expand bike & pedestrian network. 10. Better integrate outdoor recreational programming and facilities development to correspond to outdoor pursuits on a seasonal basis. 11. Provide adequate management and staffing levels to oversee the maintenance of park and open space facilities. 12. Ensure that appropriate native landscape plant materials are incorporated into all new and existing park and open space lands. 13. Obtain program accreditation from NRPA within five years from plan adoption. SIGNIFICANT ISSUES IN 2016: 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. Weather based seasonal operations and maintenance requirements are not taken into consideration when operating budgets are cut leading to dramatic cuts to service areas and increase hazards to the public in these parks & open space areas. 3. Decreased staffing levels are not in line w/ increased park use, increased maintenance demands from that public use and the additional sports facility maintenance requirements. FTE staff continues to perform required routine maintenance duties without the needed LTE staff for seasonal assistance. FTE staff are expected to perform routine work and with added parks, sports fields and new program areas with same standards. 4. Unstable weather conditions in winter and summer create storm damage in park areas with hidden cleanup costs to already depleted budgets. 5. 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. ---PAGE BREAK--- City of Middleton 2016 Budget 123 Operating Budgets & Performance Plans: Parks MAJOR WORKLOAD STATISTICS Park & Conservancy Facilities: 27 Parks with over 558 acres of lands and 28 CLC Areas with over 800 acres of land. 6 Community Parks; FFMP, Quisling, Lakeview, Orchid Heights, Fireman’s, Harvey John & Lucille Taylor Park. 5 Neighborhood Parks; Middleton Hills North & South, Parisi, Stickers, Woodside Heights. 12 Mini Parks; Baskerville, Boundary Rd, Hawk ridge, Hillcrest, Hinrich’s Family Farm Park, Lakeview East, Meadows, Middleton Ridge, Middleton Station, Parkside Heights, Pheasant Branch Ridge, Stone field. 7 Special Use Areas; Quarry Park Skate Facility, Walter Bauman Pool, MRD Dog Park, MRD Small Dog Park, Quisling Small Dog Park, Lake Street Boat Launch, Pleasant View Golf Course. 1 Indoor Shelter, 17 Outdoor Open Air Shelters 18 Tennis Courts 9 Basketball Courts 8 volleyball Courts 12 Baseball diamonds 14 Soccer Fields 1 Bike Skills Park & Mt Bike Trails FTE & LTE Work Load;  Weekly mow & maintain 140 acres of turf in park areas.  Groom 140 ball diamonds per month.  Mow & maintain 52 medians & 32 cul du sacs weekly.  Groom 6.5 miles of ski trails & town ski trails.  Plow over 25 miles of trails and 7 parking lots.  Maintain 24 picnic areas  Maintain 21 Playground Areas  Maintain 5 ADA on shore fishing piers  Maintain 10 ADA Drinking Fountains ---PAGE BREAK--- City of Middleton 2016 Budget 124 Operating Budgets & Performance Plans: Parks PARK FACILITIES: Acres Picnic Area Open Shelter Grills Drinking Water Restrooms Playground Equipment Fishing Trails/Hiking Ball Diamond Basketball Court Sand Volleyball Court Multi-Purpose Area Water Features Skate Park Pet Exercise Area Ice Skating Community Parks Lakeview Park 80 Fireman's Park 5.9 Community Dog Park 146 ● ● ● ● Orchid Heights Park 14 Quisling North Park 30 Firefighters Park 15 ● Neighborhood Parks Parisi Park 5.7 ● Middleton Hills Park- North 5 ● ● Middleton Hills Park- South 4.6 ● ● Woodside Heights Park 10 ● ● ● Stricker Park 10 ● ● ● ● Quarry Skate Park 0.1 ● ● Mini Parks Stonefield Park 2 ● Parkside Heights Park 1.6 ● ● ● ● Meadows Park 1.9 ● Boundary Road Park 3.5 ● ● Hillcrest Park 0.5 ● ● ● ● Baskerville Park 0.5 ● Pheasant Branch Ridge Park 2 ● ● ● Hawkrigde Park 1.5 ● ● ---PAGE BREAK--- City of Middleton 2016 Budget 125 Operating Budgets & Performance Plans: Parks PARK FACILITIES (Continued): Acres Picnic Area Open Shelter Grills Drinking Water Restrooms Playground Equipment Fishing Trails/Hiking Ball Diamond Basketball Court Sand Volleyball Court Multi-Purpose Area Water Features Skate Park Pet Exercise Area Ice Skating Conservancy Lands Pheasant Branch Conservancy 353 ● ● Stricker Pond 30 ● ● Tiedeman Pond ● ● ● ● Graber Pond 27 ● ● ● Esser Pond 15 ● ● ● Middleton Hills Pond & Conservancy 3.2 ● ● Elm Lawn/ Tiedeman Conservancy 5 ● ● Middleton Hills Oak Savanna 5 ● ● Special Use Area Pleasant View Golf Course Lake Street Boat Launch ● ---PAGE BREAK--- City of Middleton 2016 Budget 126 FINANCIAL INFORMATION: Decision Items: Public Lands 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL PUBLIC LANDS Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Other Fees - - - - - - - - State & Federal Aid - - - - - - - - Park Reservations 26,662 20,000 45,487 23,000 17,420 23,000 12,000 35,000 TOTAL 26,662 20,000 45,487 23,000 17,420 23,000 12,000 35,000 Expenses Wages 456,690 477,721 465,912 505,191 286,286 464,117 107,666 571,783 Personnel Benefits 144,332 168,747 147,640 175,157 86,484 147,640 37,094 184,734 Operating Expenses 200,088 178,196 182,045 224,084 111,266 174,651 51,414 226,065 TOTAL 801,110 824,664 795,597 904,432 484,035 786,409 196,174 982,583 NET TAX LEVY SUPPORT 774,448 804,664 750,110 881,432 466,615 763,409 184,174 947,583 LEVY SUPPORT AS % OF EXPENSES 97% 98% 94% 97% 96% 97% 94% 96% 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5520-110 SALARIES-FULL-TIME Addition of one full time parks crewmember. Full time staffing has not increased since 1995, yet entire park complexes have been built, miles of trail constructed, and new acres of mowing assigned. Multiple Parks and Open Space Plans have highlighted this need as well as conservancy Lands Plans. Continued growth of parks (Bishops Bay as a prime example) will only increase this need. Reliance on maintenance by LTE's or the DOCC crew is shortsighted at best. 76,085 $ 100-5520-117 OVERTIME Overtime level maintained from 2015. 1,210 $ 100-5520-120 LTE Staffing Common Council approved an additional $17,500 in 2015 for increased LTE's numbers. The requested 2016 increase would maintain the higher number of LTE's. Reduction to 2014 LTE staffing levels would result in additional maintenance duties for parks, facilities, sports fields and boulevard maintenance. Deferred or incomplete maintenance tasks create risk, safety & liability issues w/in parks that are not acceptable and not in compliance w/ the PRFC OPEN SPACE PLAN, GOAL 1.2.11, 1.2.4, 1.2.11 & 1.2.8. 33,409 $ 100-5520-192 RETIREMENT Benefits to support recommended positions. 3,293 $ 100-5520-193 FICA Benefits to support recommended positions. 2,394 $ 100-5520-194 HEALTH INSURANCE Benefits to support recommended positions. 23,983 $ 100-5520-195 DENTAL INSURANCE Benefits to support recommended positions. 7,424 $ 100-5520-220 SUPPLIES & MATERIALS Increase supply costs for sports field maintenance. FFMP & Quisling Parks supply costs have not been covered by MBSC or MCPASD and additional operating funds are needed to maintain these areas in compliance w/ the PRFC Open Space Plan 1.2.6 & 1.2.7 5,153 $ 100-5520-280 COMMUNICATIONS Cell phone costs for all Public Lands staff has traditionally been housed in the IT department. This is being transferred to each department for 2016. In addition to this change, Parks staff rely heavily on office staff to provide office supplies, copying for posted notices, laminating items, and other parks communications materials. 3,497 $ 100-5520-410 EQUIPMENT MAINTENANCE Mandatory sports field maintenance requirements and work load have increased at all Community Parks along w/ related equipment maintenance costs. City Mechanics rates and costs are fixed for Public Lands Department equipment maintenance. Foreman retirement may lead to increased costs for small hand & power equipment maintenance due to loss of expertise. Yes 7,394 $ Public Lands ---PAGE BREAK--- City of Middleton 2016 Budget 127 Decision Items: Public Lands (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5520-440 TRAINING Increased training costs associated with new employees and continued certification needs for existing staff. Yes 1,861 $ 100-5520-470 UTILITIES 5% manadated increase used for utilities. Parks facilities, lighting and demand have increased. Yes 5,401 $ 100-5520-490 OTHER OPERATING EXPENSES For DOCC crew ( 5-8 persons) ave cost $3500 per 2 week payperiod @ 12 weeks. Increased portable restroom costs to meet ADA requirement and high demand for longer seasonal use by public. Other increased operating expenses related to planting & materials for adopt-a-park and adopt-a-boulevard improvements and transitioning turf boulevards to no mow native plantings. 22,288 $ 100-5520-491 JANITORIAL SERVICES Janitorial contract costs for all park facility cleaning from May- September has increased. Competitive request for quote process is utilized for janitorial services contracts renewed annually but costs to clean parks restrooms and faciltiies continues to increase locally. Increased sports field use agreements at community parks increase facility maintenance & janitorial needs seasonally as well. Additional cleaning services were required at Lakeivew Park Shelters due to high splash pad use and lack of other restroom facilities for day visitors. 2,842 $ 100-5520-492 WATER SERVICES Anticipated water rate increase and increase water use. Irrigation systems for athletic fields are not installed and will be in use for 2016 as well. Yes 8,136 $ 100-5520-800 CAPITAL OUTLAY Cover costs for hand held power equipment such as blowers, trimmers and push mowers which must be maintained and safe for use by LTE workers. This line is for replacement equipment only. Items not serviced or in poor working order would be tagged out. 209 $ 100-5520-117 OVERTIME Overtime usage is dependant on weather, but is exacerbated by staffing limitations. 1,210 $ Public Lands ---PAGE BREAK--- City of Middleton 2016 Budget 128 OTHER BUDGETS ---PAGE BREAK--- City of Middleton 2016 Budget 129 Other Operating Budgets & Performance Plans: Cable TV Financial Information: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL CABLE TV Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenue None - - - - - - - - TOTAL - - - - - - - - Expenses Wages 747 - - - - - - - Personnel Benefits 121 - - - - - - - Operating Expenses 5,285 8,000 4,565 6,000 3,000 4,165 - 4,165 TOTAL 6,152 8,000 4,565 6,000 3,000 4,165 - 4,165 NET TAX RATE SUPPORT 6,152 8,000 4,565 6,000 3,000 4,165 - 4,165 LEVY SUPPORT AS % OF EXPENSES 100% 100% 100% 100% 100% 100% 0% 100% ---PAGE BREAK--- City of Middleton 2016 Budget 130 Other Operating Budgets & Performance Plans: Commissions and Committees Public Arts Committee 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. 2016 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. Working with the library, complete a Community Canvas public art project at the Middleton Public Library. 4. Complete the Artists in Middleton (AIM) project to bring more awareness to the public about local artists. SIGNIFICANT ISSUES IN 2016: 1. Funding and fundraising. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Number of permanent public art pieces in the City of Middleton 3* 3 5 3 7 Public Arts Committee meetings 7 9 10 5 12 *Stained glass at Police/Court building, WARNING: Signs, Self-Made Man Landmarks Commission 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. ---PAGE BREAK--- City of Middleton 2016 Budget 131 MAJOR RESPONSIBILITIES: 3. Maintain the Landmarks Commission website. 4. Meet to discuss and make recommendations on requests for modifications to landmarks buildings and sites. 5. Maintain historically accurate informational plaques on landmarks properties. 2016 GOALS: 4. Update some historical plaques which are inaccurate. 5. Update website. SIGNIFICANT ISSUES IN 2016: 1. Funding. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Landmarks Commission meetings 2 2 1 0 2 Sustainability Committee 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. 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. 2016 GOALS: 1. Oversee the implementation of 2015 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.). ---PAGE BREAK--- City of Middleton 2016 Budget 132 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. 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 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 aggressively seek grants and awards for the City. 7. Continue to maintain the sustainability website, at: http://www.ci.middleton.wi.us/index.aspx?nid=118. ---PAGE BREAK--- City of Middleton 2016 Budget 133 SIGNIFICANT ISSUES IN 2016: 1. Funding. 2. Continued implementation of the Sustainable City Plan and the Green Tier Legacy Communities Charter. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Clean & Green Event Indicator - File 13 Pounds Collected (many items are collected at C & G, File 13 is just being used as one indicator which is easily measured to show the impact of the event) 36,100 lbs. 30,821 lbs. 12,733 lbs. 12,733 lbs. N/A Number of Community Garden Plots 75 plots 87 plots 87 plots 87 plots 87 plots Sustainability Committee Meetings 12 12 12 7 12 Financial Information: Decision Items: Commissions and Committees 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST COMMISSIONS/COMMITTEES POLICE COMMISSION 215 4,848 6,530 5,000 2,298 5,000 - 5,000 LANDMARKS COMMISSION 1,529 350 138 350 - 138 212 350 HISTORICAL SOCIETY GRANT - - - - - - - - ART COMMITTEE EXPENSES 2,171 3,000 3,127 5,000 2,303 3,127 1,873 5,000 BOARD OF REVIEW - 300 - - - - - - SUSTAINABILITY COMMITTEE 7,190 7,000 5,100 13,250 11,864 5,100 8,150 13,250 TOTAL 11,105 15,498 14,895 23,600 16,465 13,365 10,235 23,600 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 100-5113-990 LANDMARKS COMMISSION The Landmarks Commission is in the process of replacing broken and outdated landmarks plaques at a rate of about 2 plaques per year. They would like to maintain their 2015 operating budget amount. [PHONE REDACTED]-992 ART COMMITTEE EXPENSES The Arts Committee would like to maintain their 2015 operating budget amount. The operating needs vary from year-to-year depending on projects and payments. This budget is typically used to cover the cost of sending out requests for proposals (RFPs), providing honoraria for proposals, and covering travel costs for visiting artists. 1,[PHONE REDACTED]-990 SUSTAINABILITY COMMITTEE The Sustainability Committee would like to maintain their 2015 operating budget amount. They will likely spend the full amount this year due to the opening of the Middleton Recycling Center and will need the full amount in 2016 due to plans for a Repair Fair, continued support of the Middleton Recycling Center (signage, advertising, etc.), and other projects. 8,150 ---PAGE BREAK--- City of Middleton 2016 Budget 134 Other Operating Budgets & Performance Plans: Legal Counsel, General Personnel Benefits, Property & Liability Insurance, Non-Departmental, Miscellaneous Expenses Other Operating Budgets & Performance Plans: Contingencies Other Operating Budgets & Performance Plans: Transfers Out 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST OTHER OPERATING BUDGETS Legal Counsel 231,687 215,000 218,557 212,060 117,301 198,688 28,312 227,000 General Personnel Benefits 24,833 60,700 26,605 60,000 15,839 26,488 22,813 49,301 Property & Liability Insurance 356,613 414,966 320,670 380,000 151,114 320,670 59,330 380,000 Non-Departmental 24,345 27,100 38,063 27,555 32,812 27,555 31,445 59,000 Miscellaneous Expenses 65,197 64,420 67,952 65,860 42,855 59,500 4,980 64,480 TOTAL 702,675 782,186 671,847 745,475 359,922 632,900 146,880 779,780 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST CONTINGENCIES Vehicle Damages 1,857 12,000 2,735 12,000 975 2,735 7,266 10,000 City Liability 6,794 25,000 6,109 25,000 346 6,109 18,891 25,000 General - 80,244 - 373,363 - - 224,527 224,527 TOTAL 8,651 117,244 8,844 410,363 1,321 8,844 250,684 259,527 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST GENERAL FUND TRANSFERS OUT TO: Library Operations Fund 212 1,007,346 1,068,395 1,068,395 1,144,792 - 1,068,395 232,306 1,300,701 Cash Advance to Golf Fund 650 - - - - - - - - Other Transfers Out 89,350 1,200,000 1,200,000 87,303 - 87,303 - 87,303 Debt Service Fund 300 3,439,156 4,317,190 4,317,190 4,363,261 - 4,317,190 (759,385) 3,557,805 TOTAL 4,535,852 6,585,585 6,585,585 5,595,356 - 5,472,888 (527,079) 4,945,809 ---PAGE BREAK--- City of Middleton 2016 Budget 135 SPECIAL REVENUE FUND BUDGETS ---PAGE BREAK--- City of Middleton 2016 Budget 136 Special Revenue Fund Budgets & Performance Plans: Tourism Fund 201 MISSION: Middleton Tourism Commission’s Mission Statement is to provide the best information possible to ensure a pleasurable experience for Middleton's visitors. In order to accomplish our mission we are committed to the following core objectives:  To develop the convention & visitors industry as a substantial element of the City of Middleton's economy.  To market the City of Middleton in a way that maximizes the visitor's experience while respecting the quality of life and environment of those who live and work here.  To compete successfully with destinations throughout the region in attracting first time & repeat visitors.  To be a regional destination source that stresses partnership, productivity and return on investments.  To share expertise on industry issues, trends and product development.  To market to convention & event planners, tour & group operators, as well as individuals.  To offer exceptional customer service. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Director Tourism Dept 1 1 1 1 1 Tourism Visitor Info. Manager 1 1 1 1 1 Event Coordinator Liaison (PT) 0 0 1 1 1 Mobile Visitor Center Coordinator (PT) 0 0 1 1 1 Tourism Director Tourism Visitor Info. Mgr. Mobile Visitor Center. Coordinator(.25) Event Coordinator Liaison PT (.75) ---PAGE BREAK--- City of Middleton 2016 Budget 137 Special Revenue Fund Budgets & Performance Plans: Tourism Fund 201 MAJOR RESPONSIBILITIES: WI Act 135 establishes a definition of “Tourism Promotion & Development” to clarify how the amount of Room Tax revenue designated for this purpose by state law can be used. The definition:  Provides a natural connection between overnight stays, which is what is taxed and is the source of the revenue, and the expenditure of the revenue to ensure room tax revenue is sustainable and can grow;  Ensures that if multiple lodging properties are collecting and submitting room tax revenue, the promotion and development projects do not just benefit one property;  Provides examples of marketing projects that promote tourism to help guide decision-makers without experience in the tourism industry;  Provides a broad range of opportunities for local decision-makers to select what investments in Tourism Promotion and Development will work best in their community and budget print or electronic promotional brochures, advertising, a tourist information center, efforts to recruit conventions, etc). 2016 GOALS: 1. Continued – cultivate the collaboration of our hotel properties & association partnerships to market & sell to groups as a cohesive partnership. 2. Continued – collaboration with our hotel entities to grow the three niches; transient visitors, motorcoach/groups and small/medium market meetings/conferences. Additionally the Wedding/Event market has been identified as showing great promise. The department will be working closely with the hotels to determine the exact bend to take, likely creating another roll-off the Tourism website as well as a sales sheet and potentially assisting in the marketing of a new showcase event for the market. (Assisted by our self-funded grant programs) 3. Continued – provide [potential] visitors with coordinated, attractive, comprehensive print, web and social media products that provide incentive to visit as well as patronize. 4. Continued – fortify brand recognition of Middleton‘s logo/name and ― “known for” elements, as well as fresh visual definition separate from Madison all the while embracing the entire geographic area recognizing our role as a hub location. 5. Continued – The new Event Coordinator Liaison has evolved, based on our Fall and Spring experiences, to a purer version to best reflect the area and City’s needs and will no longer include an advertising sales component. 6. Immerse the mobile visitor center in the City’s extended stay properties. Though area events (involving our grants, guest rooms blocks and in some cases popular recurring local/regional events) may still occasionally desire more direction on the visitor’s activities selections our recent experiences show a much stronger need from the extended stay guests. 7. Continue to monitor the feedback and effects of the relatively fledgling tourism trolley program as well as the onboard advertising usefulness and evolve on the fly based on continuous monitoring to gauge the value of the program. ---PAGE BREAK--- City of Middleton 2016 Budget 138 Special Revenue Fund Budgets & Performance Plans: Tourism Fund 201 SIGNIFICANT ISSUES IN 2016: 1. Constant changes & trends in mobile technology / social media / Internet / SEO (search engine optimization) inclusiveness. 2. Potentially – weather/gas & fuel prices 3. Political climates with the presidential election gearing up FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Room Tax 1,142,077 950,000 1,270,653 1,000,000 612,094 1,000,000 280,000 1,280,000 Other - - 1,736 - 4,250 - 1,500 1,500 TOTAL 1,142,077 950,000 1,272,389 1,000,000 616,344 1,000,000 281,500 1,281,500 Expenses Wages 114,324 130,643 141,027 133,236 95,705 133,164 9,387 148,851 Personnel Benefits 44,509 48,062 48,503 48,775 30,320 48,245 3,703 51,873 Operating Expenses 866,753 1,029,600 892,812 1,090,209 375,804 750,874 421,733 1,172,606 TOTAL 1,025,586 1,208,305 1,082,341 1,272,220 501,829 932,283 434,823 1,373,330 REVENUES LESS EXPENSES 116,491 (258,305) 190,048 (272,220) 114,516 (91,830) 1,195,129 936,824 1,296,451 1,024,231 932,401 UNRESTRICTED AVAILABLE CASH YEAR END ---PAGE BREAK--- City of Middleton 2016 Budget 139 Decision Items: Tourism Fund 201 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift Tourism Expenses Act 55 Tourism Grants 201-5531-990 TOURISM GRANTS coding errors? 25,[PHONE REDACTED]-993 TRADE SHOW GRANTS Commission approved tradeshows/participation 4,[PHONE REDACTED]-995 DESTINATION PARTNERSHIP calculated estimate 7,601 Street Banners 201-5538-980 CITY BRANDING new depot front sign 8,[PHONE REDACTED]-990 STREET BANNERS partial banners reorder 9,280 Advertising 201-5539-260 ADVERTISING To cover any varrience in rates + weddings/events mktg, etc. 17,[PHONE REDACTED]-265 BROCHURE EXPENSES (visitor Guide) To be on the safe side so as not to need to reduce impact of the guide 1,697 Payments 201-5541-990 GMCB PAYMENTS due to a coding error the 2014 actual is incorrect should reflect 10% of Tourism's 70% 86,339 Agency Retainer 201-5542-990 MARKETING EXPENSE - PILCH anticipating a marginal increase 1,000 Mobile Visitor Center 201-5543-112 PART TIME WAGES no recorded history (coding error?) new position lesser hours & rate 11,[PHONE REDACTED]-193 FICA see above [PHONE REDACTED]-220 SUPPLIES & MATERIALS new season new supplies 1,[PHONE REDACTED]-290 UNIFORMS (CLOTHING) new person [PHONE REDACTED]-420 MOTOR FUEL & LUBE estimate no clear history thus far [PHONE REDACTED]-460 INSURANCE no history (coding error 500 Building Improvements 201-5544-350 BUILDING MAINT. PROJECTS replace florescent lights films and ceiling tiles in freight room and replace windows to further improve efficiency 33,000 Tourism Administration Wages 201-5545-110 SALARIES-FULL-TIME Event Coord Liason increase hours from 20 to 32 and responsibilities and assoc. anticipating salary increase 9,[PHONE REDACTED]-135 LONGEVITY reflects annual percetage increase from 2015 72 Personnel Benefits 201-5545-192 RETIREMENT reflects annual percetage increase from 2015 2,[PHONE REDACTED]-193 FICA reflects annual percetage increase from 2015 + Event Coord Liason increase hours assoc. anticipating salary increase 1,380 Operating Expenses 201-5545-205 MEALS merely an estimate 1,[PHONE REDACTED]-220 SUPPLIES & MATERIALS merely an estimate 1,[PHONE REDACTED]-225 PROMOTION EXPENSES merely an estimate 2,[PHONE REDACTED]-250 POSTAGE merely an estimate on the higher side to be safe 6,[PHONE REDACTED]-270 INTERNET & WEB SITE parks and rec enhancement and addition of a weddings/events page 28,[PHONE REDACTED]-280 COMMUNICATION potential tablet/phone replacements 12,[PHONE REDACTED]-340 BUILDINGS & GROUNDS MAINT R & R grass at the front of the depot 2,[PHONE REDACTED]-440 TRAINING Circle WI Market place is not in Middleton this year so housing, etc. is not supported 3,[PHONE REDACTED]-445 MILEAGE merely an estimate 83 201-5545-470 UTILITIES merely an estimate based on last year [PHONE REDACTED]-490 OTHER EXPENSES merely an estimate 1,065 Other Sports Commission 201-5549-990 SPORTS COMMISSION merely an estimate 31,377 Public Relations 201-5550-990 PUBLIC RELATIONS merely an estimate dependant on sale pricing etc. 8,457 Trolley (lease) Expense 201-5552-490 OTHER EXPENSES didn't reflect actual contractual cost in the lower of calculation/increase for year round service 93,610 Contingency 201-5554-990 RESERVE FOR CONTINGENCY just in case to be on the safe side 20,000 ---PAGE BREAK--- City of Middleton 2016 Budget 140 Special Revenue Fund Budgets & Performance Plans: Airport Fund 205 MISSION: Serve as the City’s liaison to the Airport Commission, the airport manager and fixed base operator contracted by the City to operate the airport, and to the Bureau of Aeronautics. MAJOR RESPONSIBILITIES: 1. Serve as liaison to Middleton Airport Commission, Airport Manager/Fixed-Base Operator, and Bureau of Aeronautics. 2016 GOALS: 1. Initiate Master Plan Process SIGNIFICANT ISSUES IN 2016: 1. The City’s annual $150,000 in Federal entitlement funding is committed through 2018, so in 2016 the Commission and staff will focus on planning for potential future airport improvements and maintenance projects. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Projected Airport Commission meetings 4 7 6 3 6 FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST Revenues Hanger Land Leases 100,397 100,628 100,834 103,174 100,628 100,834 2,340 103,174 MADC Rent (Land Lease) 12,204 12,000 16,204 12,000 11,542 12,000 - 12,000 Other 13,408 8,000 6,238 8,000 4,144 5,938 4,062 10,000 TOTAL 126,009 120,628 123,277 123,174 116,313 118,773 6,402 125,175 Expenses Managers Contract 33,642 32,008 33,344 33,000 21,336 33,000 - 33,000 Operating Expenses 48,860 76,700 88,451 79,200 21,438 35,931 20,885 56,816 Contingency - 10,000 - 9,800 - - 10,000 10,000 TOTAL 82,502 118,708 121,795 122,000 42,774 68,931 30,885 99,816 REVENUES LESS EXPENSES 43,507 1,920 1,482 1,174 73,540 25,359 107,029 108,949 95,512 96,686 122,045 UNRESTRICTED AVAILABLE CASH YEAR END ---PAGE BREAK--- City of Middleton 2016 Budget 141 Decision Items: Airport Fund 205 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: Airport AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 205-5351-224 ENTITLEMENTS MATCH 5% MATCH OF ANNUAL FEDERAL ENTITLEMENT FUNDING 8,334.00 $ 205-5351-310 OUTSIDE SERVICES ADDITION OF FUNDING FOR LEGAL SERVICES THAT OCCUR THROUGHOUT THE YEAR 2,500.00 $ 205-5351-316 PRAIRIE MAINTENANCE ADDITION OF FUNDING FOR MAINTAINANCE OF AIRPORT BERM & AREA NEAR TERMINAL ENTRANCE 2,500.00 $ 205-5351-410 INSURANCE RESTORATION OF BUDGET FOR LIABILITY INSURANCE FOR THE AIRPORT (EXPENSE WAS MISCODED IN 2014) 6,200.00 $ 205-5351-417 LANDING LIGHTS MAINTENANCE ADDITIONAL FUNDING TO MAINTAIN THE LANDING LIGHTS. WEATHER AFFECTS ANNUAL COSTS. 1,351.00 $ 205-7050-001 RESERVE FOR CONTINGENCIES CONTINUATION OF A CONTINGENCY ACCOUNT 10,000.00 $ ---PAGE BREAK--- City of Middleton 2016 Budget 142 Operating Budgets & Performance Plans: Library Operations Fund 212 Mission: Make a positive difference in the quality of life in our community. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 DIRECTOR 1 1 1 1 1 HEAD OF ADULT SERVICES 1 1 1 1 1 HEAD OF TECHNICAL SERVICES 1 1 1 1 HEAD OF INFORMATION TECH. 1 1 1 1 1 HEAD OF YOUNG ADULT SERV. 1 1 1 1 1 HEAD OF YOUTH SERVICES 1 1 1 1 HEAD OF CHILDREN’S SERVICES 1 1 1 0 0 HEAD OF CIRCULATION SERVICES 1 1 1 1 1 Library Board of Trustees Library Director Head of Adult Services Head of Tech Services Head of IT Head of YA Services Head of Youth Services Head of Children's Services Head of Circulation Services ---PAGE BREAK--- City of Middleton 2016 Budget 143 Operating Budgets & Performance Plans: Library Operations Fund 212 REFERENCE DESK AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 DIRECTOR 1 1 1 1 1 HEAD OF ADULT SERVICES 1 1 1 1 1 HEAD OF TECHNICAL SERVICES 1 1 1 1 1 HEAD OF INFORMATION TECH. 1 1 1 1 1 LA III – ACQUISITIONS & SERIALS 1 1 1 1 1 LA II – ADULT SERVICES 2.15 2.15 2.15 2.15 2.15 PAGE II – SUBS – REFERENCE DESK 0 0.1 0.1 0.5 0.5 PAGE II – TECHNICAL SERVICES 0.25 0.25 0.25 0.5 0.5 PAGE I – TECHNICAL SERVICES 0.35 0.35 0.35 0.1 0.1 Library Board of Trustees Library Director Head of IT Head of Tech Services LA III Acquisitions & Serials Page II Tech Services (.25) Page I Tech Services (.35) Head of Adult Services LA II Adult Services (1.15) Page II - Subs - Reference Desk ---PAGE BREAK--- City of Middleton 2016 Budget 144 Operating Budgets & Performance Plans: Library Operations Fund 212 MAIN LEVEL HELP DESK AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 DIRECTOR 1 1 1 1 1 HEAD OF YOUNG ADULT SERVICES 1 1 1 1 1 HEAD OF YOUTH SERVICES 1 1 1 0 0 HEAD OF CHILDREN’S SERVICES 1 1 1 0 0 LA II – YOUTH SERVICES 2.15 2.15 2.15 1.15 1.15 PAGE II –SUBS & PAGE I SEASONAL 0.03 0.03 0.13 0.13 0.13 Library Board of Trustees Library Director Head of YA Services LA II YA Services Head of Youth Services Page II - Subs - Youth Services Head of Children's Services LA II Youth Services Summer Pages - Youth Services (.03) ---PAGE BREAK--- City of Middleton 2016 Budget 145 Operating Budgets & Performance Plans: Library Operations Fund 212 CIRCULATION DESK AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 DIRECTOR 1 1 1 1 1 HEAD of Circulation Services 1 1 1 1 1 LIBRARY ASSISTANT III 1 1 1 1 1 LIBRARY ASSISTANT II 2 2 2 2 2 LIBRARY ASSISTANT I 2.5 2.5 1.5 1.5 1.5 PAGE II 3 3 3 3 3 PAGE I 4.25 4.25 3.25 3.25 3.25 PAGE I & II-SUBS 0.1 0.1 0.1 0.1 0.1 MAJOR RESPONSIBILITIES: 1. Opportunities for individual and group lifelong learning: proctoring, idea sharing, cultural experiences and innovation - programs, events, partnerships and outreach 2. Community building – welcoming & safe facility & community rooms and study areas, art displays & exhibits, gardens 3. Collections & literacy tools – print (magazines, books, newspapers), audio (recorded books, music), film, ebooks, book-kits 4. Access to information – internet, reference services, online databases consumer reports, job skill testing & career preparation), readers’ advisory and instruction 5. Equipment & research tools – copiers, printers, scanners, fax, microfilm reader Library Board of Trustees Library Director LA I Gardener Head of Circulation Services LA III Circulation Page I & Subs LA II Circulation (1.75) LA I Circulation Page II Circulation ---PAGE BREAK--- City of Middleton 2016 Budget 146 Operating Budgets & Performance Plans: Library Operations Fund 212 2016 GOALS: 1. Analyze the current library building structure and gather community input to create a planning document for future library facility/ies use expansion and/or branch 2. Literacy programs: “read together Middleton” – a one book, one community program; series of writing & author workshops; 1000 books before kindergarten; author fair for self-published authors 3. Technology: work with local experts to design & present a media maker lab, topic-related public instruction courses, online tutoring, access to more electronic resources through mobile devices and community photo archive scan day 4. Increase community awareness through partnerships, collaborations and cross-promote with: other Dane county libraries (beyond the page), dementia friendly community taskforce & friends of the library. For example: second annual community canvases project, interactive creation workshops, music & drama performances 5. Optimize resources through lean business processes and operations SIGNIFICANT ISSUES IN 2016: 1. Outreach Services – There are so many needs in the community and requests for services, but not enough staff to respond. The proposed 2016 Budget addresses this issue by expanding Outreach Services Librarian from a part-time position to full-time position. 2. Regarding facilities, the Teen, ‘Tween & Children’s spaces are crowded. The proposed 2016 Budget does not address this issue. 3. Library is not keeping up with trends in library community spaces (technology commons, outdoor learning center, auditorium and library store). The proposed 2016 Budget addresses this issue at a basic level, by adding $10,000 to contract with media specialists and technology instructors. 4. Library faces rising costs of materials, supplies, equipment maintenance and electronic resources means having to more work with less. The proposed 2016 Budget does address the rising costs of technology services, by maintaining the current Equipment Maintenance budget and maintaining the current Electronic Resources subscriptions. It does not address the rising cost of materials and supplies. MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 As of 6/30 2015 Projected 2016 Projected Annual Circulation 769,485 718,840 351,340 713,680 710,000 Registered Borrowers 18,041 18,555 NA 18,555 18,555 Interlibrary loans provided to 240,273 240,269 122,447 244,894 244,894 Interlibrary loans received from 228,858 221,948 111,496 222,496 222,496 Books owned 86,778 87,315 NA 87,500 87,500 Audiovisual owned 26,518 26,603 NA 26,700 26,700 Overdrive use: eBooks, audio, video 25,086 36,915 21,559 43,118 51,118 Programs and events 675 750 540 850 850 Number of participants at events 20,348 25,404 13,114 26,000 26,000 Annual visitor count 361,994 344,515 168,477 336,954 337,000 Annual hours of operation 3,520 3,520 3,520 3,520 3,520 Public computers 51 61 82 82 82 Public Internet use sessions & Wi-Fi use 116,383 115,152 60,753 120,506 120,700 ---PAGE BREAK--- City of Middleton 2016 Budget 147 FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST LIBRARY REVENUES County Aid 779,524 $ 783,629 $ 783,629 $ 783,629 $ 785,233 $ 783,629 $ (5,720) $ 777,909 $ General Fund Support 1,007,346 1,068,395 1,068,395 1,144,792 - 1,068,395 232,306 1,300,701 Other Revenue 29,983 26,513 26,513 10,000 24,721 10,000 15,471 25,471 TOTAL 1,816,853 1,878,537 1,878,537 1,938,421 809,954 1,862,024 242,057 2,104,081 LIBRARY EXPENSES Wages 981,084 $ 1,012,003 $ 1,021,785 $ 1,044,700 $ 684,285 $ 994,187 $ 179,967 $ 1,174,154 $ Personnel Benefits 263,741 281,504 285,088 299,100 184,158 285,088 42,910 327,998 Operating Expenses 554,611 587,888 619,118 594,621 477,499 579,418 22,511 601,929 TOTAL 1,799,436 $ 1,881,395 $ 1,925,992 $ 1,938,421 $ 1,345,942 $ 1,858,693 $ 245,388 $ 2,104,081 $ NET LEVY SUPPORT 1,007,346 $ 1,068,395 $ 1,068,395 $ 1,144,792 $ - $ 1,068,395 $ 232,306 $ 1,300,701 $ LEVY SUPPORT AS % OF EXPENSES 56% 57% 55% 59% 57% 62% ---PAGE BREAK--- City of Middleton 2016 Budget 148 Decision Items: Library Operations Fund 212 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift INCOME: 212-4344-00 County Reimbursement Decrease projected - Dane County Reimbursement Payment (5,720) 212-4352-00 Copies and Fax Increase projected income (based on 2014 and 2015 trends) 2,[PHONE REDACTED]-00 Transfer in - General Fund City of Middleton Support (232,306) 212-4811-02 Cross County Reimbursement Cross County Border Payment -owed 13,471 TOTAL INCOME CHANGE: (5,720) (216,835) EXPENSES: Staff - maintain current level - Staffing Priority 1 212-5511-110 Salaries Full-time Maintain current level 59,[PHONE REDACTED]-111 Part-time Permanent Maintain currentl level 15,[PHONE REDACTED]-112 Part-time Non-Permanent Maintain current level 17,[PHONE REDACTED]-135 Longevity Maintain current level 6,[PHONE REDACTED]-194 Health Insurance Change in employee eligibility 14,[PHONE REDACTED]-195 Dental Insurance Change in employee eligibility 2,322 Subtotal Staff - maintain current level $116,154 Outreach Services - Staffing Priority 2 212-5511-110 Salaries Full-time Expand Outreach Services Librarian from PT to Full-time 30,[PHONE REDACTED]-192 Retirement Expand Outreach Services Librarian from PT to Full-time 2,[PHONE REDACTED]-193 FICA Expand Outreach Services Librarian from PT to Full-time 2,[PHONE REDACTED]-194 Health Insurance Expand Outreach Services Librarian from PT to Full-time 14,[PHONE REDACTED]-195 Dental Insurance Expand Outreach Services Librarian from PT to Full-time 2,322 Subtotal Outreach Services $51,806 Pay Equity - Staffing Priority 3 212-5511-110 Salaried Full-time Pay Equity - reclassify 2 positions currently LA II, but doing professional level work of LA III 86,[PHONE REDACTED]-111 Part-time Permanent Pay Equity - reclassify 2 positions currently LA II, but doing professional level work of LA III (72,655) 212-5511-135 Longevity Pay Equity - reclassify 2 positions currently LA II, but doing professional level work of LA III [PHONE REDACTED]-192 Retirement Pay Equity - reclassify 2 positions currently LA II, but doing professional level work of LA III 1,[PHONE REDACTED]-193 FICA Pay Equity - reclassify 2 positions currently LA II, but doing professional level work of LA III 1,301 Subtotal Pay Equity - $17,371 Wage Parity - Staffing Priority 4 212-5511-112 Part-time Permanent Wage Parity for Part-time staff (Page I to $12 and Page II $15) 34,[PHONE REDACTED]-193 FICA Wage Parity for Part-time staff (Page I to $12 and Page II $15) 2,700 Subtotal Wage Parity $37,542 Media Maker & Technology Assistance 212-5511-490 Programming Media Maker and Technology Public Instruction and Technology Assistance 10,000 Subtotal Programming $10,000 Other Operating 212-5511-232 Periodicals Vendor discount (1,413) 212-5511-310 LINK Services LINKcat fees rates (292) 212-5511-330 Electronic Resources Maintain current level of digital services and electronic books (rise in annual fees) 9,[PHONE REDACTED]-410 Equipment Maintenance Based on 2015 exp. & age of equipment this is needed for network and public access PCs 4,[PHONE REDACTED]-420 Copier lease / maintenance Maintain current level of printing services to the public: new copiers are needed for public and staff [PHONE REDACTED]-440 Training and Development Maintain staff development opportunities for advanced training, especially technology related skills 718 Total Other Operating $13,095 TOTAL EXPENSE CHANGE: 125,383 120,005 TOTAL CHANGE EXPENSE & INCOME 131,103 336,840 ---PAGE BREAK--- City of Middleton 2016 Budget 149 ENTERPRISE BUDGETS ---PAGE BREAK--- City of Middleton 2016 Budget 150 Enterprise Budgets & Performance Plans: Water & Sewer Utilities-Funds 610 & 620 MISSION: Provide Quality Water and Wastewater service to the residents of the City. AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 Utility Manager 1 1 1 1 1 Utility Billing Manager 0 1 1 1 1 Asst. Utility Manager / Utility Foreman 1 1 1 1 1 Lead Crew Member 1 1 1 1 1 Utility Crewman 4 4 4 4 4 Utility Clerk 1 0 0 0 0 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 2016 GOALS: 1. Hire additional crewman to timely complete mission 2. Install water mixing system and Cathodic protection system in Tower #2 for improved water quality Public Works Director / City Engineer Utility Manager Asst. Utility Manager / Utility Foreman Lead Crew Member Utility Crewman Utility Billing Manager ---PAGE BREAK--- City of Middleton 2016 Budget 151 Enterprise Budgets & Performance Plans: Water & Sewer Utilities-Funds 610 & 620 SIGNIFICANT ISSUES IN 2016: 1. Large water main replacement on High Road and Park Street 2. Water main and sewer lift station for Bishop’s Bay MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 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 88.59 92 91 94 Miles of Sewer Main to maintain 78.75 80.25 82 81 83.5 Number of Water Meters 5,941 6,165 6,275 6,205 6,350 FINANCIAL INFORMATION: 2015 2013 2014 2015 thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST WATER OPERATIONS REVENUES Sales to Customers 2,063,958 1,979,391 2,091,943 1,979,391 698,545 1,813,317 33,719 1,847,036 Other Revenue 168,070 144,000 146,431 141,000 65,486 123,010 - 123,010 TOTAL 2,232,028 2,123,391 2,238,373 2,120,391 764,032 1,936,326 33,719 1,970,045 EXPENSES * Wages 301,117 296,951 339,076 299,659 201,660 289,771 59,250 349,021 Personnel Benefits 128,348 117,802 138,182 111,094 85,885 110,752 - 110,752 Operating Expenses 590,446 544,500 624,845 567,918 373,760 520,812 - 520,812 Interest Payment in Lieu of Taxes 415,355 400,000 449,917 400,000 - 400,000 - 400,000 TOTAL 1,435,266 1,359,253 1,552,020 1,378,671 661,305 1,321,334 59,250 1,380,584 REVENUES LESS EXPENSES * 796,762 764,138 686,354 741,720 102,727 614,992 589,461 * - Expenses do not include capital projects. OTHER FINANCIAL ACTIVITY Non-cash revenue 1,353,810 - - - - - - - Depreciation expense 502,018 458,000 587,689 458,000 - 458,000 - 458,000 TOTAL 1,855,828 458,000 587,689 458,000 - 458,000 - 458,000 ---PAGE BREAK--- City of Middleton 2016 Budget 152 Enterprise Budgets & Performance Plans: Water & Sewer Utilities-Funds 610 & 620 Financial Information: Decision Items: Utilities 2015 2013 2014 2015 thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST SEWER OPERATIONS REVENUES Sales to Customers 1,966,351 1,918,000 2,018,943 1,914,668 1,047,086 1,914,668 - 1,914,668 Other Revenue 15,723 18,500 13,947 15,723 16,278 10,670 - 10,670 TOTAL 1,982,074 1,936,500 2,032,890 1,930,391 1,063,364 1,925,338 - 1,925,338 EXPENSES * Wages 190,531 163,397 172,006 166,232 110,839 159,724 20,550 180,274 Personnel Benefits 47,157 65,421 40,613 74,866 20,167 40,240 - 40,240 Operating Expenses 1,704,767 1,266,000 1,657,886 1,816,900 767,175 547,939 - 547,939 TOTAL 1,942,455 1,494,818 1,870,506 2,057,998 898,182 747,903 20,550 768,453 REVENUES LESS EXPENSES * 39,619 441,682 162,384 (127,607) 165,183 1,177,435 (20,550) 1,156,885 * - Expenses do not include capital projects. OTHER FINANCIAL ACTIVITY Non-cash revenue 604,184 - - - - - - - Depreciation expense 287,816 275,000 - 275,000 - - - - TOTAL 892,000 275,000 - 275,000 - - - - 2016 DECISION ITEMS DETAIL DEPARTMENT/COST CENTER: AMOUNT Water Utility Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 610-6164-110 & 620-6282-110 Water/Sewer Dept. Labor Salaries Additional water utility crew person to take care of water and sanitary sewers in growing City. Last crew addition was in 1995. Hidden Oaks, Misty Valley, Bishops Bay and several other subdivisions have developed since then. Additional regulations and our increased maintanance has made it difficult to complete in timely maner. Decision item shown is for entry level crew person with assumed family level health and dental benefits, funded 75% from water, 25% from sewer. $68,[PHONE REDACTED]-110 & 620-6282-110 Water/Sewer Dept. Labor Salaries Request is for pay increase (with corresponding benefit cost increase) for two existing utility crew members to meet minimum of 2015 broadband range ($45,377 each), funded 75% water, 25% from sewer. $2,[PHONE REDACTED]-110 & 620-6282-110 Water/Sewer Dept. Labor Salaries Request is for pay increase (with corresponding benefit cost increase) for utility crew member Marc Cobbs to bring him to equal pay grade as other utility employees with similar certifications and training ($52,124 each), funded 75% from water, 25% from sewer. Marc has also met the previous experience threshold of the City's past practice for pay scale increases. $6,[PHONE REDACTED]-110 & 620-6282-110 Water/Sewer Dept. Labor Salaries Request is for pay increase (with corresponding benefit cost increase) for Debra Nichols. Deb has seen an increased workload with added responsibilities which she has handled with great professionalism. Additional duties include Storm Water Utility start-up, cross connection inspection program, and the new Sustainability committee water conservation initiatives. Increase to be funded 50% from water, 50% sewer. $2,500 ---PAGE BREAK--- City of Middleton 2016 Budget 153 Enterprise Budgets & Performance Plans: Pleasant View Golf Course Fund 650 MISSION: Ensure that all golfers and guests enjoy their experience, and feel welcome at Pleasant View Golf Course. To provide a well maintained, manicured golf course that meets and exceeds player expectations. General Manager Course Superintendent Mechanic Assistant Superintendent Crewman Seasonal Staff (Full Season) Seasonal Staff (12- 23 Weeks) Head Golf Professional Assistant Golf Professional Sales Starter Ranger Part-Time Equipment Assistant Food & Beverage Manager Night Manager Bartender Cook Part-Time Beverage Assistant ---PAGE BREAK--- City of Middleton 2016 Budget 154 Enterprise Budgets & Performance Plans: Pleasant View Golf Course Fund 650 AUTHORIZED POSITION LIST 2012 2013 2014 2015 2016 General Manager 0 0 1 1 1 Director of Golf 1 1 0 0 0 Head Golf Professional 0 1 1 1 1 Assistant Golf Professional 0 0 1 1 2 Sales 12 12 9 9 8 Starter 6 6 6 6 6 Ranger 2 2 2 2 2 Part-Time Equipment Assistant 2 2 4 4 4 Food & Beverage Manager 1 1 1 1 1 Assistant Food & Beverage Manager 1 1 0 0 0 Night Manager (Shift Supervisor) 0 0 3 3 3 Bartender 8 8 2 2 2 Cook 3 3 1 1 1 Part-Time Beverage Assistant 7 7 14 14 14 Course Superintendent 1 1 1 1 1 Assistant Superintendent 1 1 1 1 1 Mechanic 1 1 1 1 1 Crewman 1 1 2 2 2 Seasonal (Full Season) 2 2 4 4 4 Seasonal (12-23 Weeks) 3 3 14 14 14 MAJOR RESPONSIBILITIES: 1. Daily transaction with customers 2. Ensuring golfers start at their scheduled tee times 3. Monitoring the pace of play 4. Cleaning and parking the golf carts, picking the golf range 5. Serve drinks and food 6. Provide a friendly environment 7. Service restroom area 8. Clean establishment at day’s end 9. Daily preparation of course such as mowing greens, tees, fairways, rough, raking traps etc. 10. Weekly projects such as trap edging, tree planting, pesticide applications, weed eating, top dressing, etc. 11. Irrigation – watering turf when conditions require us to do so 12. Long term planning – course modifications, clubhouse maintenance, marketing, etc. 13. Budgeting ---PAGE BREAK--- City of Middleton 2016 Budget 155 Enterprise Budgets & Performance Plans: Pleasant View Golf Course Fund 650 2016 GOALS: 1. Increase the number of golf rounds played 2. Increase the average dollar per round obtained 3. Continue to improve customer service 4. Increase overall food and beverage sales by utilizing non golf outings 5. Manage food and beverage costs effectively 6. Manage labor costs more efficiently in all departments 7. Continue to develop a proper method to improve green conditions as demanded and expected by our clientele 8. Implement an effective marketing plan to ensure the future for Pleasant View is bright 9. Improve the layout of the golf course and clubhouse SIGNIFICANT ISSUES IN 2016: 1. Weather 2. Staff 3. Competition 4. Course condition – Greens are a major factor MAJOR WORKLOAD STATISTICS: WORKLOAD ACTIVITIES 2013 Actual 2014 Actual 2015 12 Mo. Est. 2015 As of 6/30 2016 Projected Acres Maintained 312 312 312 312 312 Holes on Course 36 36 36 36 36 Acres of Greens 7.5 7.5 7.5 7.5 7.5 Acres of Tees 11.5 11.5 11.5 11.5 11.5 Acres of Fairways 65 65 65 65 65 ---PAGE BREAK--- City of Middleton 2016 Budget 156 Enterprise Budgets & Performance Plans: Pleasant View Golf Course Fund 650 FINANCIAL INFORMATION: 2015 2016 2013 2014 2015 Actual thru Lower of Decision TOTAL Actual Budget Actual Budget Aug 31, 2015 Calculation Items REQUEST GOLF REVENUE Golf Course Fees 1,381,684 1,450,471 1,367,845 1,462,812 896,945 1,348,233 161,649 1,509,882 Food & Beverage Sales 447,074 453,650 489,692 501,759 318,922 460,506 117,270 577,776 Miscellaneous Sales 3,850 3,000 2,315 6,165 - 2,315 - 2,315 Pro Shop Sales - - - - - - 116,000 116,000 Reimbursable Sales - (2,670) - 17,993 (100,534) 100,534 - 1,832,605 1,907,121 1,857,181 1,970,736 1,233,860 1,710,520 495,453 2,205,973 TOTAL GOLF REVENUES 1,832,605 1,907,121 1,857,181 1,970,736 1,233,860 1,710,520 495,453 2,205,973 GOLF EXPENSES FOOD & BEVERAGE Cost of Goods 132,875 141,000 145,415 142,490 126,982 135,988 22,244 158,232 Wages 101,364 117,773 96,927 106,176 63,893 95,795 7,436 103,231 Personnel Benefits 24,675 27,716 26,342 28,397 16,348 26,243 537 26,780 Operating Expenses 8,876 13,000 17,264 9,576 28,793 9,576 1,000 10,576 267,789 299,489 285,947 286,639 236,016 267,602 31,217 298,819 PRO SHOP & CLUBHOUSE Wages 214,543 223,606 195,826 228,244 149,076 188,651 38,486 227,137 Personnel Benefits 62,336 37,730 32,184 34,145 22,319 31,617 2,279 33,896 Operating Expenses 136,231 174,982 155,092 161,017 91,856 140,968 99,840 240,808 413,110 436,318 383,102 423,406 263,252 361,235 140,605 501,840 GROUNDS Wages 330,402 345,763 301,611 349,230 198,761 301,456 7,190 308,646 Personnel Benefits 90,407 86,289 76,877 94,190 42,253 76,877 360 77,237 Operating Expenses 180,322 338,508 234,289 294,757 202,833 203,514 238,425 441,939 601,131 770,560 612,777 738,177 443,848 581,847 245,975 827,822 ADMINISTRATION Operating Expenses 145,126 163,092 144,279 147,665 88,062 137,849 32,743 170,592 Principal - 735,000 735,000 825,000 735,000 825,000 120,000 945,000 Interest 162,380 164,000 136,321 100,400 54,325 100,400 (17,700) 82,700 307,506 1,062,092 1,015,600 1,073,065 877,387 1,063,249 135,043 1,198,292 TOTAL GOLF EXPENSES 1,589,536 2,568,459 2,297,425 2,521,287 1,820,502 2,273,933 552,840 2,826,773 REVENUES LESS EXPENSES * 243,069 (661,338) (440,244) (550,551) (586,643) (563,412) (57,387) (620,800) CASH ADVANCES FROM 360,030 661,338 461,180 550,551 620,800 TID # 3 ---PAGE BREAK--- City of Middleton 2016 Budget 157 Decision Items: Pleasant View Golf Course Fund 650 2016 DECISION ITEMS DETAIL DEPARTMENT- REVENUE: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 650-4630-00 GREENS FEES Increase of $4k for LOC, weekend increase of $10 increase in lunch promo, 2% increase in rounds 80,[PHONE REDACTED]-00 MEMBERSHIPS The addition of a better junior membership value and more options justify this increase 5,[PHONE REDACTED]-00 CART RENTAL Increase of 2% based on 32% cart usage, increase in m-th cart fee of $1 41,[PHONE REDACTED]-00 DRIVING RANGE 12,[PHONE REDACTED]-00 OUTINGS 10,000 HARDGOOD SALES 70,000 SOFTGOODS SALES Projected sales based off of 50% margins and what TD has spent in the past 40,000 RENTAL CLUBS Projected sales based off of historic sales 6,[PHONE REDACTED]-00 MISCELANEOUS REVENUE This revenue is now placed in appropriate spots rather than a generic line item (1,204) 650-4736-00 FOOD INCOME 71,[PHONE REDACTED]-00 SNACK 4,[PHONE REDACTED]-00 LIQUOR 33,[PHONE REDACTED]-00 BEER 24,[PHONE REDACTED]-00 SODA Being conservative, I reduced the $1 to $.50, which is how I got these numbers 22,[PHONE REDACTED]-00 GOLF OUTING BEVERAGE This is now placed in the proper revenue stream (13,679) 650-4746-00 GOLF OUTING FOOD This is now placed in the proper revenue stream (32,736) DEPARTMENT- COST: 650-5541-221 FOOD COST This is 33% of our projected revenue increase and needed to generate more profits 11,[PHONE REDACTED]-222 SNACK COST This is 50% of our projected revenue increase 1,[PHONE REDACTED]-223 LIQUOR COST This is 20% of our projected revenue increase 6,[PHONE REDACTED]-111 SALARIES - FOOD & BEVERAGE LTE With the increased revenue, we'll need to keep our budget from 2015 7,[PHONE REDACTED]-135 LONGEVITY 28 650-5545-193 FICA Projected FICA from F&B based off of the 2016 budget request for wages. [PHONE REDACTED]-290 UNIFORMS 1,[PHONE REDACTED]-120 PART TIME WAGES 37,[PHONE REDACTED]-135 LONGEVITY [PHONE REDACTED]-193 FICA This is from the adjustment to the wages in the LTE Golf Shop 2,[PHONE REDACTED]-229 PRO SHOP SUPPLIES We will need to keep our budget as we'll need to order merchandise displays 4,057 HARDGOODS 50,000 SOFTGOODS 20,000 RENTALS We will need a budget to fix/replace broken or lost clubs 1,[PHONE REDACTED]-230 DRIVING RANGE SUPPLIES We need to order more golf balls for 2016 and must retain our 2015 budget 1,[PHONE REDACTED]-290 UNIFORMS 5,[PHONE REDACTED]-441 CONFERENCES 1,[PHONE REDACTED]-490 MISCELLANEOUS EXPENSE (1,657) 650-5543-492 CART RENTAL 3,377 With the addition of the range machine, this should be an accurate number based on the 2015 numbers This is the rental fee we are now collecting for non golf outings. This a new revenue source as of 2014 Projected sales based off of meeting w/ Titleist and having profit margins between 25- 30% This is Becky Halverson's wage as discussed last year and we will need have more help with taking over the golf shop merchandise. This is the same as our 2015 budget This is the accurate amount that will be taking place in 2015 as the lower calc was taken from 2014's numbers With the golf shop under our control, I would like to go to the merchandise show to gain experience, ideas, etc. to help maximize our profits This was used as vehicle travel expense in the past and I'd like to specify this in the budget rather than having miscellaneous expenses…moving this to Travel This is the amount needed to meet our costs in 2015 for renting additional golf cars for outings. We will see an ROI on this cost noted in the cart fee revenue This is the cost of ordering golf balls, tees, etc. and we will have a return on our investment within the first year This is the cost of ordering shirts, hats, etc. and we should see a return on investment within our first year This was done through Ted in the past. We will be recognizing this as an annual expense going forward Increase due to 2% increase and historic trends of more $ spent per person - added $.13 per round, which is the projected increase in 2016 Same as above and, should the patio go through, we are increasing the patio size by 33%, which will allow us to serve 28 more people at once. We averaged $8.73 per person in f&b and multiply this by 28 new people at 120 good days = $30k in more revenue. Its my goal to get each person to spend $1 more due to the new patio, which would equate to roughly $60,000 more in revenue This is calculated off of Chris' 2015 salary whereas the budget is based off of his 2014 salary In the past, this was done through Ted and we will now keep record of uniform cost for F&B. This isn't a new cost, just now detailed out. ---PAGE BREAK--- City of Middleton 2016 Budget 158 Decision Items: Pleasant View Golf Course Fund 650 (Continued) 2016 DECISION ITEMS DETAIL DEPARTMENT- REVENUE: AMOUNT Line item Account Number Account Title Description / Justification Mandate Increase Line Shift 650-5543-493 GOLF OUTING EXPENSES 1,[PHONE REDACTED]-412 CLUB HOUSE MAINTENANCE 3,[PHONE REDACTED]-470 UTILITIES Allocating TV services and the on course restrooms into their own budget item (4,132) TV SERVICES removed from utilities 1752 PORTABLE RESTROOMS removed from utilities 2380 HEATING/COOLING SYSTEM 1,[PHONE REDACTED]-510 SECURITY SYSTEM (240) 650-5546-120 PART TIME WAGES With the reduction of a full time staff member, we'll need to increase the LTE's. 7,[PHONE REDACTED]-193 FICA This is an adjustment for the increase in LTE wages for maintenance [PHONE REDACTED]-222 PARTS & TOOLS 3,[PHONE REDACTED]-224 DIRT 6,[PHONE REDACTED]-372 DEEP AERIFICATION SERVICES 2,[PHONE REDACTED]-375 IRRIGATION CONTRACT This is our contract…we pay $804 twice per year. [PHONE REDACTED]-440 TRAINING & DEVELOPMENT Training is important to our success and I would like to get our previous budget [PHONE REDACTED]-491 EQUIPMENT RENTAL 890 SECURITY SYSTEM This is a shift from the golf shop security [PHONE REDACTED]-450 UNIFORMS This was an addition to the 2015 budget and we would like to continue this practice 1,[PHONE REDACTED]-443 TRAVEL 343 1657 650-5547-461 LICENSES We will need to add this as these licenses are necessary [PHONE REDACTED]-521 ACCOUNTING & COMPUTERS 1,378 (6,000) POS SYSTEM 6000 WEBSITE 1,[PHONE REDACTED]-704 SALES TAX - PD. 5.5% from the increased revenue 21,440 Non golf outing expense 3,[PHONE REDACTED]-800 Capital Outlay See captial requests 223,[PHONE REDACTED]-701 PRINCIPAL 120,[PHONE REDACTED]-702 INTEREST (17,700) This is for traveling to the bank, grocery stores, etc. along with travel to conferences such training, PGA merchandise show, etc. We will need a contingency fund in case a monitor or printer goes down and I would like to keep some budget money allocated for this We used this money from the accounting and computers fund, which I would like to create its own budget line item moving forward. We used advertising money to fund the website. I would like to have the website have its own line item and use the full budgeted advertising amount in 2016 for marketing This is for tent rentals, linens, etc. We will see an ROI on this as we are billed by the rental company for less than what we charge the customer This is the maintenance facility's security system and we are simply adding a budget item under maintenance We would like to paint the outside of the building and will need the full 2014 budget amount to do so We have neglected our hvac system and I would like to have annual cleaning and inspecting done on the unit for preventative maintenance We would like to keep the previous budget as we didn't use this fund due to Neil's departure. We would also like to purchase a moisture gauge for our turf We had this budgeted in 2015 with an increase in top dressing practices…we would like to continue with our current putting green practices This was a huge success and we would like to continue this practice on an annual basis. This is part of our plan on improving the putting greens Our air compressor costs $800 alone, which is needed to blow out our irrigation lines at the end of the season. We will need additional funds for other equipment This cost is for outings and purchasing items to benefit our guests such as HIO insurance, tent rentals, etc. We will see an ROI in the green fee revenue. ---PAGE BREAK--- City of Middleton 2016 Budget 159 CAPITAL BUDGETS ---PAGE BREAK--- City of Middleton 2016 Budget 160 2016 Capital Budget Requests & Related Funding Sources Annual Other Funding Severity Priority 2016 Capital Sources Department and Project Rank No. Request Program Grant Other Administration Police Station Partnership Solar Project 2 1 75,000 75,000 - - TOTAL 75,000 75,000 - - Building Inspection Roof Replacements 2 1 446,200 277,150 169,050 City Hall Carpet Replacement and Tile Additions 2 2 36,000 36,000 City Hall Fire Panel and Building Access 3 3 21,301 21,301 - - TOTAL 503,501 334,451 - 169,050 Community Services Solar Trailers for Electronic Signs 3 1 12,000 12,000 - - TOTAL 12,000 12,000 - - Conservancy Lands City Trail Netw ork Development and Enhancements 1 1 140,000 140,000 Capital Equipment-Pull Behind Brush Mow er 2 2 10,000 10,000 Bock Community Forest - Restoration Management 2 3 30,000 15,000 15,000 KMS Trails Project 1 4 30,000 15,000 15,000 Pheasant Branch Creek/USFWS SE Drain Tile Removal N/A 5 11,200 9,200 2,000 Pheasant Branch Conservancy Duck Blind Boardw alk 3 6 55,000 45,000 10,000 Middleton Hills Restorations 2 7 51,470 51,470 - - TOTAL 327,670 285,670 27,000 15,000 EMS EMS Storage Cabinet & Training Rm Window Sys 2 1 18,000 18,000 - - TOTAL 18,000 18,000 - - Fire Capital Replacement Fund 2 1 189,537 189,537 - - TOTAL 189,537 189,537 - - Informational Technology City Wide Fiber Netw ork 2 1 100,000 100,000 Video Storage System 2 2 225,000 225,000 Meeting Rooms Technology Upgrades 2 3 23,000 23,000 Pictometry GIS Interface/Softw are Second Flyover 3 4 30,000 30,000 - - TOTAL 378,000 378,000 - - Library Library Recarpeting Project 1 1 65,000 65,000 - - TOTAL 65,000 65,000 - - ---PAGE BREAK--- City of Middleton 2016 Budget 161 2016 Capital Budget Requests & Related Funding Sources Annual Other Funding Severity Priority 2016 Capital Sources Department and Project Rank No. Request Program Grant Other Parks & Recreation General City-Wide Playground Equipment Upgrades 1 1 35,000 35,000 General City-Wide Fall Zone Improvements 1 2 20,000 20,000 Parks - Capital Equipment 1 3 255,000 255,000 Aquatic Center Deck Chairs and Picnic Tables 3 4 23,000 23,000 Aquatic Center Splash Pad 1 5 180,000 65,000 110,000 5,000 Emerald Ash Borer Program 2 6 174,600 174,600 VFW Memorial Shelter at Lakeview Park 1 7 517,920 217,920 300,000 MHS Tennis Court Resurfacing 1 8 30,000 15,000 15,000 Lakeview Park Entry Signs N/A 9 12,000 12,000 Lakeview Park - Mendota Avenue Diagonal Parking Lot 1 10 75,000 75,000 Quisling Park Soccer Field Improvements 1 11 75,000 75,000 MRD Porous Parking Lot 2 12 125,000 62,500 62,500 Firefighters Memorial Park 1 13 50,000 50,000 Lakeview Park Porous Path Resurfacing 1 14 40,000 40,000 Fireman's Park Path Resurfacing 1 15 30,700 30,700 Lakeview Park - Mayw ood Avenue Diagonal Parking Lot 1 16 15,000 15,000 - - TOTAL 1,658,220 1,165,720 172,500 320,000 Planning Bike / Ped Facility Improvements 2 1 75,000 75,000 - - TOTAL 75,000 75,000 - - Police Squad Car Replacement 2 1 124,768 124,768 Taser Replacements 2 2 23,663 23,663 Police Body Worn Cameras 2 3 30,550 30,550 Squad Video Replacement 2 4 42,476 42,476 - - TOTAL 221,457 221,457 - - ---PAGE BREAK--- City of Middleton 2016 Budget 162 2016 Capital Budget Requests & Related Funding Sources Annual Other Funding Severity Priority 2016 Capital Sources Department and Project Rank No. Request Program Grant Other Public Works Crack Filling, Chip Sealing, Mill & Overlay 2 1 300,000 300,000 Mendota Ave. Reconstruction 2 2 775,000 775,000 Park St. Resurfacing 3 3 450,000 450,000 High Rd. Resurfacing 3 4 395,000 395,000 Middleton Beach Rd: Reconstruction 1 5 153,918 76,959 76,959 Pickup Truck Replacement 3 6 35,500 35,500 Street Sw eeper 3 7 200,000 200,000 Brush Truck Replacement 3 8 120,000 120,000 Rail Spur Maintenance 3 9 50,000 50,000 Century/Hedden: Signal and Turn Lane Improvements 4 10 85,000 85,000 Park St: Ped. Safety Improvements 4 11 20,000 20,000 Gammon Rd: Ped. Crossing at Woodgate 5 12 25,000 25,000 Brush Chipper 4 13 60,000 60,000 Asphalt Roller Replacement 3 14 20,000 20,000 New Plow Truck 4 15 180,000 180,000 Leaf Vacuum 5 16 60,000 60,000 Pedestrian Signal Countdow n Timers 4 17 20,000 20,000 Plow and Salter 4 18 12,000 12,000 Retaining Wall Repair 4 19 15,000 15,000 Resurface Public Alley 5 20 25,000 25,000 Trommel Screen 5 21 30,000 30,000 Survey Services 5 22 20,000 20,000 Scanning Service for Plan Archive 5 23 5,000 5,000 - - TOTAL 3,056,418 2,979,459 76,959 - GRAND TOTAL 6,579,803 5,799,294 276,459 504,050 ---PAGE BREAK--- City of Middleton 2016 Budget 163 Projects & Funding Sources by Department ---PAGE BREAK--- City of Middleton 2016 Budget 164 Projects & Funding Sources by Department (Continued) ---PAGE BREAK--- City of Middleton 2016 Budget 165 Projects & Funding Sources by Department (Continued) ---PAGE BREAK--- City of Middleton 2016 Budget 166 Projects & Funding Sources by Department (Continued) ---PAGE BREAK--- City of Middleton 2016 Budget 167 Projects & Funding Sources by Department (Continued) ---PAGE BREAK--- City of Middleton 2016 Budget 168 Projects & Funding Sources by Department (Continued) ---PAGE BREAK--- City of Middleton 2016 Budget 169 Projects & Funding Sources by Department – Enterprise Group – Water, Sewer & Golf ---PAGE BREAK--- City of Middleton 2016 Budget 170 Projects & Funding Sources by Department – Enterprise Group – Water, Sewer & Golf (Continued) ---PAGE BREAK--- City of Middleton 2016 Budget 171 Projects by Funding Source – Tax Increment Districts # 3 & 5 ---PAGE BREAK--- City of Middleton 2016 Budget 172 Tax Incremental District #3 (TID Financial Statement FINANCIAL INFORMATION: Fund Statement Is Being Developed As of the 9/8/15 Publication Date ---PAGE BREAK--- City of Middleton 2016 Budget 173 Tax Incremental District #5 (TID Financial Statement FINANCIAL INFORMATION: Fund Statement Is Being Developed As of the 9/8/15 Publication Date ---PAGE BREAK--- City of Middleton 2016 Budget 174 APPENDICES ---PAGE BREAK--- City of Middleton 2016 Budget 175 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. 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. 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. ---PAGE BREAK--- City of Middleton 2016 Budget 176 Appendix A: Glossary (Continued) 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. 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. ---PAGE BREAK--- City of Middleton 2016 Budget 177 Appendix A: Glossary (Continued) 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. 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. LEVY ‐ The total amount to be raised by general property taxes, for general purposes stated in the budget to support general City activities. 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. 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. 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. ---PAGE BREAK--- City of Middleton 2016 Budget 178 Appendix A: Glossary (Continued) 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. ---PAGE BREAK--- City of Middleton 2016 Budget 179 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 DNR – Wisconsin Department of Natural Resources DOR – Wisconsin Department of Revenue 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 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 ---PAGE BREAK--- City of Middleton 2016 Budget 180 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 1: Did you respond to the 2012, 2013 or 2014 Citizen Satisfaction Survey? Answer Options Response Percent Response Count Yes 26.42% 395 No 73.58% 1,100 26% 74% Yes No ---PAGE BREAK--- City of Middleton 2016 Budget 181 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 2: Do you believe that City services have improved, worsened, or stayed the same in the past 12 months? Answer Options Response Percent Response Count Improved 19.69% 293 Worsened 11.22% 167 Stayed the same 69.09% 1028 Improved 20% Worsened 11% Stayed the same 69% ---PAGE BREAK--- City of Middleton 2016 Budget 182 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 3: Given that street maintenance was the top short term spending priority in last year’s survey, the City continued to increase the amount invested- from $905,000 in 2013 to $1,109,700 in 2014 to $1,283,000 in 2015. Do you believe that the City should spend more, less, or the same amount on street maintenance and reconstruction in 2016? Answer Options Response Percent Response Count Less 9.95% 126 More 35.47% 449 The same amount 54.58% 691 Less 10% More 35% The same amount 55% Less More The same amount ---PAGE BREAK--- City of Middleton 2016 Budget 183 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 4: Please rate your level of satisfaction with City services by program area 33 20 75 14 35 111 39 205 34 90 623 644 678 522 606 170 476 236 671 453 365 127 102 64 124 General Government (City Administrator, Community Development, Economic Development, Finance) Public Safety (Police, EMS, Building Inspection) Public Works Leisure (Library, Recreation, Senior Center) Conservation & Development (Planning, Forestry, Public Lands) Satisfaction by Program Area Very Dissatisfied Dissatisfied Satisfied Very Satisfied N/A Answer Options N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied General Government (City Administrator, Community Development, Economic Development, Finance) 365 33 111 623 170 Public Safety (Police, EMS, Building Inspection) 127 20 39 644 476 Public Works (Engineering, Streets, Water Resources) 102 75 205 678 236 Leisure (Library, Recreation, Senior Center) 64 14 34 522 671 Conservation & Development (Planning, Forestry, Public Lands) 124 35 90 606 453 ---PAGE BREAK--- City of Middleton 2016 Budget 184 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 5: Please rate your level of satisfaction with City staff service delivery and communication Answer Options N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied Quality of customer service received from City employees 348 23 58 595 255 Effectiveness of City communication with the public 187 29 143 697 224 23 29 58 143 595 697 255 224 348 187 Quality of customer service received from City employees Effectiveness of City communication with the public Satisfaction with Service Delivery & Communication Very Dissatisfied Dissatisfied Satisfied Very Satisfied N/A ---PAGE BREAK--- City of Middleton 2016 Budget 185 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 6: Please rate your level of satisfaction with the following Police services Answer Options N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied City efforts to prevent crime 239 17 49 693 270 Enforcement of local traffic laws 158 39 115 725 228 How quickly Police respond to emergencies 573 10 17 388 280 Response of Police to specific problems in your neighborhood or in the community 500 17 44 449 257 17 39 10 17 49 115 17 44 693 725 388 449 270 228 280 257 239 158 573 500 City efforts to prevent crime Enforcement of local traffic laws How quickly Police respond to emergencies Response of Police to specific problems in your neighborhood or in the community Satisfaction with Police Services Very Dissatisfied Dissatisfied Satisfied Very Satisfied N/A ---PAGE BREAK--- City of Middleton 2016 Budget 186 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 7: Please rate your level of satisfaction with the Middleton Fire District N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 595 17 16 323 319 595 17 16 323 319 Middleton Fire District Satisfaction with the Middleton Fire District N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 187 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 8: Approximately how many times did you or other members of your household utilize Parks and Conservancy Lands, Recreation Programs, Aquatics, Athletics, Splashpad, Summer Programs, Youth Center, and/ or Trails, etc. during the past year? None 7.3% 22 5 times or fewer 20.0% 58 6-10 times 13.4% 51 11-20 times 45.7% 32 20+ 47.6% 148 None, 7.3% 5 times or fewer, 20.0% 6-10 times, 13.4% 11-20 times, 13.5% 20+, 45.7% ---PAGE BREAK--- City of Middleton 2016 Budget 188 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 9: Please rate your level of satisfaction with Public Lands and Forestry N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 110 31 65 552 491 110 31 65 552 491 Public Lands and Forestry Services Satisfaction with Public Lands and Forestry Department N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 189 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 10: Please rate your level of satisfaction with Recreation Programs N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 579 15 54 426 173 579 15 54 426 173 Recreation Programs Satisfaction with Recreation Programs N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 190 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 11: Please rate your level of satisfaction with the following Senior Center services Answer Options N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied Social events (parties, music, cards) 1067 2 12 101 49 Education classes and programs, video lecture series, MATC classes 1048 4 14 103 58 Health education, screenings and support groups 1081 2 12 85 47 Case management services 1114 4 7 61 35 Dining Center and Meals on Wheels 1122 2 11 56 35 Volunteer Opportunities 1066 2 10 96 46 1067 1048 1081 1114 1122 1066 2 4 2 4 2 2 12 14 12 7 11 10 101 103 85 61 56 96 49 58 47 35 35 46 Social Events (parties, music, cards) Education classes and programs, video lecture series, MATC classes Health education, screenings and support groups Case management services Dining Center and Meals on Wheels Volunteer Opportunities Satisfaction with Senior Center Services N/A Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 191 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 12: Approximately how many times did you or other members of your household visit the Middleton Public Library during the past year? None 6.6% 81 5 times or fewer 19.2% 235 6-10 times 16.3% 200 11-20 times 18.3% 224 20+ 39.7% 487 None, 6.6% 5 times or fewer, 19.2% 6-10 times, 16.3% 11-20 times, 18.3% 20+, 39.7% ---PAGE BREAK--- City of Middleton 2016 Budget 192 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 13: Please rate your level of satisfaction with the Library N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 82 16 17 384 729 82 16 17 384 729 Public Library Satisfaction with Library N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 193 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 14: Please rate your level of satisfaction with each of the following items Answer Options N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied Trash collection 143 7 14 544 507 Curbside recycling 178 7 22 510 492 Leaf & brush collection 244 49 192 514 211 Street sweeping 164 11 77 732 227 Snow removal 74 52 137 686 264 Water & Sewer service 170 16 37 680 306 143 178 244 164 74 170 7 7 49 11 52 16 14 22 192 77 137 37 544 510 514 732 686 680 507 492 211 227 264 306 Trash Collection Curbside recycling Leaf and Brush Collection Street Sweeping Snow Removal Water and Sewer Service Satisfaction with Public Works/ Utilities N/A Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 194 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 15: Please rate your level of satisfaction with each of the following items Answer Options N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied Condition of major City streets 13 109 246 716 111 Condition of streets in your neighborhood 34 123 266 614 160 Condition of street signs and traffic signals 13 15 56 851 254 Condition of sidewalks 35 21 104 847 183 Attractiveness of streetscapes and medians 27 41 138 773 215 Adequacy of street lighting 26 28 114 801 222 Cleanliness of City streets 17 11 41 843 282 13 34 13 35 27 26 17 109 123 15 21 41 28 11 246 266 56 104 138 114 41 716 614 851 847 773 801 843 111 160 254 183 215 222 282 Condition of Major City Streets Condition of streets in your neighborhood Condition of street signs and traffic signals Condition of sidewalks Attractiveness of streetscapes and medians Adequacy of street lighting Cleanliness of City streets Satisfaction with Street, Sidwalk & Sign Maintenance N/A Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 195 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 16: Please rate your level of satisfaction with the City’s efforts to provide safe bicycle and pedestrian facilities N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 180 40 117 632 234 180 40 117 632 234 Bicycle and Pedestrian Infrastructure Satisfaction with Bicycle and Pedestrian Infrastructure N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 196 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 17: Please rate your level of satisfaction with the Sustainability programs initiated by the City of Middleton N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 457 19 28 475 219 457 19 28 475 219 Sustainability Programs Satisfaction with Sustainability Programs N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 197 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 18: Which of the following do you use to get information about the City of Middleton? Answer Options Response Percent Response Count City website 24.1% 285 Notify Me (City email notification system - sign up at: http://www.ci.middleton.wi.us/list.aspx) 16.4% 194 Social media (e.g. Facebook, Twitter, etc) 5.1% 60 Utility bill 5.3% 63 Middleton Times-Tribune 18.3% 216 Regional newspaper (e.g. Wisconsin State Journal, Capital Times, Isthmus) 9.6% 113 Online news sources 6.2% 73 Other Internet sites 3.0% 34 Other (please specify) 12.2% 144 285 194 60 63 216 113 73 34 144 City Website Notify Me Social Media Utility Bill Middleton Times-Tribune Regional newspaper Online news sources Other internet sites Other ---PAGE BREAK--- City of Middleton 2016 Budget 198 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 19: Please rate your level of satisfaction with Community Information N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 141 19 134 756 137 141 19 134 756 137 Level of Satisfaction Satisfaction with Community Information N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 199 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 20: Please rate your level of satisfaction with the City’s fiscal performance N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 406 39 126 517 80 406 39 126 517 80 Level of Satisfaction Satisfaction with the City's Fiscal Performance N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 200 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 21: Please rate your level of satisfaction with the value you receive from your taxes regarding overall City services and programs N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied 167 45 168 656 145 167 45 168 656 145 Level of Satisfaction Satisfaction with Value received from Taxes N/A or No Basis for Rating Very Dissatisfied Dissatisfied Satisfied Very Satisfied ---PAGE BREAK--- City of Middleton 2016 Budget 201 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 22: Please rank the following services/ departments in order of those that should receive more staff attention and funding focus short term (in the next two years) Ranking Results Priority Ranking Department/Service Average Ranking 1 Public Works (traffic flow, snow/ice control, sidewalks, storm water management, street lighting, refuse collection, recycling, leaf & brush collection, fleet maintenance, etc.) 4.13 2 Street Maintenance 4.38 3 Police 4.81 4 Public Lands, Recreation and Forestry (Pheasant Branch Conservancy, parks, trails, Bauman Aquatic Center, recreation, etc.) 5.16 5 EMS 5.25 6 Fire 5.53 7 Library 5.67 8 Planning and Community Development (City planning, community development, economic development, sustainability) 5.86 9 Public Transit 6.98 10 Senior Center 8.11 11 Pleasant View Golf Course 9.86 ---PAGE BREAK--- City of Middleton 2016 Budget 202 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 23: Please rank the following services/departments in order of those that should receive more staff attention and funding focus long term (realized in greater than 2 years) Ranking Results Priority Ranking Department/Service Average Ranking 1 Other Public Works (traffic flow, snow/ice control, sidewalks, storm water management, street lighting, refuse collection, recycling, leaf & brush collection, fleet maintenance, etc.) 4.43 2 Street Maintenance 4.71 3 Police 4.88 4 EMS 5.11 5 Public Lands, Recreation and Forestry (Pheasant Branch Conservancy, parks, trails, Bauman Aquatic Center, recreation, etc.) 5.13 6 Planning and Community Development (City planning ,community development, economic development, sustainability) 5.31 7 Fire 5.34 8 Library 5.80 9 Public Transit 7.05 10 Senior Center 8.12 11 Pleasant View Golf Course 9.98 ---PAGE BREAK--- City of Middleton 2016 Budget 203 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 24: Please rate the City of Middleton overall Answer Options Very Bad Bad Okay Good Excellent As a place to live 2 2 63 298 658 As a place to raise children 1 6 66 275 668 As a place to work 2 11 152 430 404 As a place to retire 24 65 259 340 324 As a place to visit 3 19 257 438 294 As a place to play 3 20 205 427 356 As a City that is moving in the right direction 17 48 169 427 358 As a place that provides efficient services 10 37 181 454 334 2 1 2 24 3 3 17 10 2 6 11 65 19 20 48 37 63 66 152 259 257 205 169 181 298 275 430 340 438 427 427 454 658 668 404 324 294 356 358 334 As a place to live As a place to raise children As a place to work As a place to retire As a place to visit As a place to play As a City that is moving in the right direction As a place that provides efficienct services City of Middleton Ratings Very Bad Bad Okay Good Excellent ---PAGE BREAK--- City of Middleton 2016 Budget 204 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 25: Age Answer Options Response Percent Response Count Under 25 2.3% 24 25 to 34 10.8% 111 35 to 44 18.5% 190 45 to 54 22.9% 235 55 to 64 21.9% 225 65+ 23.5% 241 Under 25 2% 25 to 34 11% 35 to 44 18% 45 to 54 23% 55 to 64 22% 65+ 24% ---PAGE BREAK--- City of Middleton 2016 Budget 205 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 26: What is your approximate average household income? Answer Options Response Percent Response Count Under $50,000 12.7% 91 $50,000-$99,999 34.0% 244 $100,000-$149,999 26.4% 189 $150,000-$199,999 14.4% 103 $200,000+ 12.4% 89 13% 34% 27% 14% 12% Under $50,000 $50,000-$99,999 $100,000-$149,999 $150,000-$199,999 $200,000+ ---PAGE BREAK--- City of Middleton 2016 Budget 206 APPENDIX C: 2015 CITIZEN SATISFACTION SURVEY RESULTS Question 27: Which race/ethnicity best describes you? Answer Options Response Percent Response Count African American 0.5% 4 American Indian / Alaskan Native 0.5% 4 Asian 1.9% 16 Caucasian 91.5% 761 Hispanic or Latino 1.2% 10 Other 2.0% 17 Two or More Races/Ethnicities 2.4% 20 1% 2% 92% 1% 2% 2% African American American Indian / Alaskan Native Asian Caucasian Hispanic or Latino Other Two or More Races/Ethnicities