HomeMy WebLinkAbout2014-01-25 PACKET 08401/21/2014
Organization Vision Statement
(see attachments)
1. Mission and Vision Statement
2. G2G Guiding Principles & Goals
3. Fund Balance Performance Goals
1
2014-2018 Strategic Direction
City Council Mission:
• Provide excellence in the delivery of public services to community residents,
businesses and owners of property
Citv Council Vision:
The City Council continues its vision for the future as:
An accessible community with an appreciation for our environment, trees,
hills, ravines, landscapes and river including quality park, green and open
space areas
• A good place to raise a family through its life cycle and grow a business with
well maintained neighborhoods and private properties
• A fiscally responsible, engaged government with well maintained
infrastructure, access to quality inter- and intra-community transportation and
transit and safe residential and commercial neighborhoods and public spaces
Operational Guidinq Principles 2014-2018
• Be an employer of choice through a culture of continuous improvement, a
spirit of collaboration between departments and divisions, a proactive
approach to internal and external communications, job enrichment, employee
growth and training, injury reduction and work place efficiencies
• Achieve customer satisfaction in top 20% of peer communities across all
metrics
• Meet or exceed financial targets toward improvement of rating agency
outlooks
• Create an environmentally focused and sustainable organization
• Ensure proactive evaluation of technology opportunities for business lines
and service delivery as "return on investment" justifies implementation
Departmental five vear qoals
Administration:
1. Operate River Oaks at Positive Cash Flow O
2. Create and Implement effective communications / media / social media
approach C/O/E
3. Maintain innovative/cost effective HR/Benefit Programming E/O
4. Administer Elections with 0% Errors C/O
5. Maintain Licensing/Data Management at 100% customer satisfaction levels
C/O
6. Create and /or initiate fund capacity buildir�g toward S&P AAA O
Economic Development:
1. Assist existing job creators in the business park when expansion
opportunities exist and assist in the development of at least 300,000 SF of
additional quality business park end users (typical target of 20K to 100K) C
2. Lease out to quality tenants and maintain a vibrant growth environment in the
BEC C
3. Strive to achieve and then maintain a retail/office vacancy of 5 to 7% of total
retail square footage within the community C
4. Realize substantial development of the Shoppes at Cottage View C
5. Gain approval of a development plan for West Point Douglas between 8p
Street and Jamaica (property owner dependent) C
6. Maintain aggressive public communication to Cottage Grove residents,
property owners, external developers, brokers, investors, and end users of
job, business creation and development and shopping opportunities with the
community C
Finance:
1. Provide accurate and timely financial reporting, easily accessible and
understandable, to Council and staff users O/E
2. Implement online/electronic employee time entry and delivery of electronic
payroll benefit information to employees on demand E/O
3. Pay more than 85% of vendor invoices by EFT O
4. Offer a variety of payment options to customers utilizing City services and
facilities — including online inquiry and payment options C/O
IT:
Manage hardware options (PC's, Servers, Laptops, tablets, phones) for the
most cost effective and functional presentation of services across
departments O/E/C
2. Integrate as many software applications as possible to provide
seamless/transparent presentation of data O/E
Community Development:
1. Achieve a Green Step 3 City by creating an environmentally friendly and
sustainable community O/C
2. Provide planning services consistent with the City Council's vision and policies
in a professional and fiscally responsible manner with a conscious effort to
continue a high level of customer service O/E
3. Improve the public health, safety, and general welfare of the community by
planning for future development; assuring that public infrastructure and services
are provided to address the needs of residential, agriculture, business, and
industry uses. O/C
4. Ensure that all structures are constructed per the minimum requirements of all
state and local building codes and standards with an emphasis on public health
and safety O/C
5. Provide code enforcement activities that improve neighborhood health, safety
and value while promoting positive community vision and character O/C
6. Develop accurate and professional mapping O/C
9. Become an active partner in emergency management planning and response
O
Parks & Recreation:
1. Create and promote policies that improve park user experiences O/C
2. Create and promote programs to improve health, well-being and vitality to the
community C
3. Create and promote places that enable active living for a more healthy and
social community C
4. Improve land management practices O/C
Public Safety:
1. Successful implementation of the 5-year EMS plan to primary fire-based EMS
services O/C/E
2. Provide a fully functional Emergency Operations Center in the physical space,
in training and All Hazard Planning O/C
3. Establish a process for the consolidation of fire stations, planning and
construction of a central fire station O/C/E
4. Evaluate and improve accountability for emergency and non-emergency calls
O/C
5. Improve reporting and tracking of clearance rates for Police O
6. Ensure that all public safety personnel have appropriate personal protective
equipment E/O
7. Resolve the need for a shared public safety training facility through public and
private partnerships and potential state funding O/E
8. Improve frequency and efficiency of life safety inspections and pre-incident
planning C/O
Public Works:
1. Realign Public Works organizational structure to meet future growing needs
of the City by 2014- Plan in Place O/E
2. Achieve standard PCI of 70. Maintain acceptable level of infrastructure
(above and below ground) maintenance for residents. Provide level of
maintenance commitment per PMP as necessary to achieve maximum
pavement and curb and gutter life cycle by implementing specific
maintenance cycles and engineering standards as required by the Pavement
Management Task Force report. O/C
3. Create an automated Shop Management System that integrates and
streamlines billing, inventory and work orders. O/E
4. Reduce maintenance cost on all vehicles and equipment by 10% O
5. Achieve 100% compliance with OSHA-required safety training and
implementation of in-house training plan. E/O
Five Year Goals 2014-2018 061813
Equipment Replacement Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016
Revenues 558,827 759,038 616,110 394,073 486,782 255,970 208,100 608,600 894,500
Expenditures 142,991 624,617 517,648 103,310 1,473,921 1,219,300 171,500 528,100 867,000
Revenue over/(under) expenditures 415,836 134,421 98,462 290,763 (987,139) (963,330) 36,600 80,500 27,500
Year End Cash Balance 2,758,565 2,991,641 2,985,728 3,272,729 2,285,970 1,322,640 1,358,240 1,438,740 1,466,240
Cash Balance Target 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Sources Property tax levy transferred from the General Fund
Uses Equipment purchases greater than $5,000 with an estimated life greater than 3 years.
Equipment Replacement Fund
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
o Revenues
o Expenditures
—Cash Balance Target
�Year End Cash Balance
2017
1, 006, 800
979,300
27, 500
1,493, 740
2,000,000
0 0 .-i .� .� .� ,� .-{ ti .�
0 00 o Ol o o O� o N o m o� o V1 o tD o 1�
Storm Water Maintenance Fund
2008 2009 2010 2011
Revenues 650,644 697,462 724,173 797,836
Expenditures 708,343 685,317 601,526 796,166
Revenue over/(under) expenditures (57,699) 12,145 122,647 1,670
Year End Cash Balance 152,366 141,270 236,398 217,896
Cash Balance Target 149,355 149,355 126,060 56,185
Sources Utilitv charaes to users
2012 2013 2014 2015 2016
694,594 643,400 676,950 712,700 719,817
819,418 746,300 739,305 675,140 660,000
(124,824) (102,900) (62,355) 37,560 59,817
55,283 133,124 70,769 108,329 168,146
105,807 126,805 400,000 400,000 400,000
Storm Water Maintenance Fund
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
o Revenues
� Expenditures
-Cash BalanceTarget
-Year End Cash Balance
2017
727, 005
665, 000
62, 005
230,151
400, 000
0 0 ° .`�-i .-`"� � .-ai ."' � .�-
0 0 0 0 0 0 0 0 0 0
Sealcoating Fund
2008 2009 2010 2011
Revenues 651,087 426,526 561,355 711,413
Expenditures 397,400 489,767 537,550 577,246
Revenue over/(under) expenditures 253,687 (63,241) 23,805 134,167
Year End Cash Balance 191,657 113,225 101,633 240,478
Cash Balance Target 149,355 149,355 126,060 56,185
Sources Franchise fees
2012 2013 2014 2015 2016 2017
748, 328 553,100 491,100 491,100 491,100 663, 000
763,267 714,000 602,000 602,900 602,000 750,000
(14,939) (160,900) (110,900) (111,800) (110,900) (87,000)
190,321 210,162 99,262 (12,538) (123,438) (210,438)
105, 807 150, 000 150, 000 150, 000 150, 000 150, 000
Sealcoating Fund
l,000,000
soo,000
600,000
400,000
200,000
(200,000)
(400,000)
o Revenues
� Expenditures
-Cash ealance Target
-Year End Cash Balance
0 0 ° .`�-i .`�-i ."'-i . ."'-i . .�-i
0 0 0 0 0 0 0 0 0 0
Ice Arena Fund
2008 2009 2010 2011
Revenues 871,474 1,106,639 1,281,181 1,125,935
Expenditures 536,466 1,196,172 1,391,503 1,215,373
Revenue over/(under) expenditures 335,008 (89,533) (110,322) (89,438)
Year End Cash Balance 599,920 556,181 405,339 325,519
Cash Balance Target 270,000 500,000 500,000 500,000
Sources Charges to users of the arena
2012 2013 2014 2015 2016 2017
1,119,149 1,147, 500 1, 226, 500 1, 275, 500 1, 326, 900 1, 381, 300
1,256, 012 1,221, 610 1, 318,210 1, 336, 060 1,371, 810 1, 396,250
(136,863) (74,110) (91,710) (60,560) (44,910) (14,950)
194,212 120,102 28,392 (32,168) (77,078) (92,028)
500,000 500,000 500,000 500,000 500,000 500,000
Ice Arena Fund
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
(200,000)
0 Revenues
o Expenditures
-Cash Balance Target
�Year End Cash Balance
Note-$125,000 of accounts receivable as of 12/31/2012 not in cash balance
Cash balance target is = to one year debt service.
o� rn o .� c� m v �n �o �
0 0 .� .� .--i .� ,-i .-{ .-i .�
0 0 0 0 0 0 0 0 0 0
Golf Course Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 1,557,778 1,559,331 1,536,888 1,399,721 1,566,035 1,303,875 1,583,205 1,527,800 1,558,360 1,589,520
Expenditures 1,879,352 1,793,996 1,842,431 1,694,627 1,498,213 1,610,060 1,678,130 1,687,660 1,832,290 1,788,340
Net income(deficit) (321,574) (234,665) (305,543) (294,906) 67,822 (306,185) (94,925) (159,860) (273,930) (198,820)
Interfund loan proceeds 500,000 200,000 250,000 250,000 -
Year End Cash Balance 392,839 158,174 52,631 7,725 14,731 (291,454) (386,379) (546,239) (820,169) (1,018,989)
Cash Balance Target 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000
Sources Charges to users of the golf course
Golf Course Fund
z,soo,000
z,000,000
i,soo,000
1,000,000
500,000
(500,000)
(1,000,000)
(1,500,000)
o Revenues
o Expenditures
—Cash BalanceTarget
—Year End Cash Balance
0 0 ° .` ti ."�'-i .�-� ."'-{ � �
0 0 0 0 0 0 0 0 0 0
EDA Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 384,476 210,783 47,134 185,478 177,899 438,484 285,260 311,036 311,036 311,036
Expenditures 143,169 169,103 117,361 160,220 331,316 415,445 377,345 360,588 360,588 360,588
Revenue over/(under) expenditures 241,307 41,680 (70,227) 25,258 (153,417) 23,039 (92,085) (49,552) (49,552) (49,552)
Year End Cash Balance 671,113 665,318 268,734 388,789 227,642 250,681 158,596 109,044 59,492 9,940
Cash Balance Target 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000
Sources Property Tax Levy and BEC rent
EDA Fund
soo,000
�oo,000
600,000
500,000
400,000
300,000
200,000
100,000
o Revenues
� Expenditures
-Cash BalanceTarget
�Year End Cash Balance
0 0 ° � ti .�-� .�-i .`�-i `.�° .-
0 0 0 0 0 0 0 0 0 0
ED Trust
2008 2009 2010 201'
Revenues 578,187 531,737 462,753 460,950
Expenditures 712,506 41,958 74,973 37,686
Revenue over/(under) expenditures (134,319) 489,779 387,780 423,264
Year End Cash Balance 1,367,403 1,781,527 2,134,178 2,364,244
Cash Balance Target 1,350,000 1,350,000 1,350,000 1,350,000
Sources Donation
2012 2013 2014 2015 2016 2017
504,947 25,000 25,000 25,000 25,000 25,000
178,060 230,000 430,000 430,000 430,000 430,000
326,887 (205,000) (405,000) (405,000) (405,000) (405,000)
2,403,032 2,198,032 1,793,032 1,388,032 983,032 578,032
1, 350, 000 1, 350, 000 1, 350, 000 1, 350, 000 1, 350, 000 1, 350, 000
ED Trust
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
O Revenues
o Expenditures
—Cash Balance Target
---�Year End Cash Balance
0 0 .� .-i .� .� .-i .� .-i .�
O W O Ol O O O� O N O M O� O N O lD O I�
Closed Debt Fund
2008 2009 2010 2011
Revenues 418,628 540,835 247,599 478,283
Expenditures 556,518 887,535 3,065 2,701,513
Revenue over/(under) expenditures (137,890) (346,700) 244,534 (2,223,230)
Year End Cash Balance 1,658,536 4,191,740 4,726,677 953,447
Cash Balance Target 2,000,000 2,000,000 2,000,000 2,000,000
Sources Remaining funds from closed bond funds
2012 2013 2014 2015 2016 2017
335, 249 180, 000 165, 000 165, 000 165, 000 165, 000
43,171 2,000 2,000 2,000 2,000 2,000
292, 078 178, 000 163, 000 163, 000 163, 000 163, 000
1,445,525 1,623,525 1,786,525 1,949,525 2,112,525 2,275,525
2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Closed Debt Fund
s,000,000
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
o Revenues
o Expenditures
—Cash Balance Target
�Year End Cash Balance
2011 Expenditures include transfer to PM debt service fund to pay off Thompson Grove
pavement management bonds that the City called early.
In 2011 $2,000,000 was loaned to the Municipal bldg fund to construct the PS/CH facility
0 00 o m o 0 0.� o r� o m o v o�n o� o n
Completed Construction Fund
2008 2009 2010 2011
Revenues 102,629 64,309 287,005 35,123
Expenditures 3,401 2,058 53,891 72,588
Revenue over/(under) expenditures 99,228 62,251 233,114 (37,465)
Year End Cash Balance 1,399,977 1,441,539 1,699,520 162,638
Cash Balance Target - - - -
Sources Closed construction funds
2012 2013 2014 2015 2016 2017
82, 030 - - - - -
42,126 - - - - -
39,904 - - - - -
212,328 212,328 212,328 212,328 212,328 212,328
Completed Construction Fund
i,soo,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
o Revenues
o Expenditures
-Cash Balance Target
�Year End Cash Balance
In 2011 $1,500,000 was loaned to the Municipal bldg fund to construct the PS/CH facility
0 0 .� .� N .� .� .1 .-i .-�
O W O rn O O O.-� O N O M O V O �n O �D O I�
N N N N N N N N N N
Future Projects Fund
2008 2009
Revenues 637,593 383,347
Expenditures 29,017 522,086
Revenue over/(under) expenditures 608,576 (138,739)
Year End Cash Balance 382,738 1,849,140
Cash Balance Target 1,800,000 1,800,000
Sources See below
2010 2011 2012 2013 2014 2015 2016 2017
136,160 179,045 75,256 - - - - -
15,514 20 68,190 - - - - -
120,646 179,025 7,066 - - - - -
1,019,787 1,198,811 2,163,292 2,163,292 2,163,292 2,163,292 2,163,292 2,163,292
1, 800, 000 1,800, 000 1, 800, 000 1, 800, 000 1,800, 000 1,800,000 1, 800, 000 1, 800, 000
Future Projects Fund
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Items included in the cash balance above:
Past developer charges for future projects:
Hadley Avenue future improvement from Mississippi Dunes 1 st
Major roadway charge from Michael's Point
Future trails Everwood 3rd
Future sidewalk Pinecliff 5th along Ideal
Transfers/property tax levys with the following designation
Future Pavement Management
Future Tree Mitigation (Program 6489)
Cash balance target is total of items designated above
G Revenues
o Expenditures
—Cash Balance Target
�Year End Cash Balance
81,419.00
86,689.00
15,223.00
5,890.00
189,221.00
1,431,412.00
197, 851.00
1,629,263.00
1, 818,484.00
0 0 .� .-i .� .-i .� .� .-� r
0 00 o rn o 0 0.� o c� o m o a o v� o�o o �
N N N N N N N N N N
MSA Construction Fund
Revenues
Expenditures
Revenue over/(under) expenditures
Year End Cash Balance
Cash Balance Target
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
1,249,920 477,679 394,395 3,042,440 1,316,985 6,481,136 1,556,607 6,460,833 1,572,936 2,125,000
676,842 386,260 447,903 4,111,134 912,469 4,359,760 1,134,000 5,250,600 3,000,000 6,000,000
573,078 91,419 (53,508) (1,068,694) 404,516 2,121,376 422,607 1,210,233 (1,427,064) (3,875,000)
1,867,218 1,584,226 1,628,834 651,341 950,754 3,072,130 3,494,737 4,704,970 3,277,906 (597,094)
2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
MSA Construction Fund
�,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
(1,000,000)
0 Revenues
o Expenditures
-Cash Balance Target
-Year End Cash Balance
eo m o � c.i m v in �o �
0 o ti .� .� .-i .� .� � �
0 0 0 0 0 0 0 0 0 0
Municipal Building Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 690,586 322,472 234,072 263,624 1,689,351 667,517 515,000 515,000 515,000 515,000
Expenditures 75,508 63,228 163,230 3,358,039 11,853,626 1,444,138 519,777 875,193 510,610 506,029
Revenue over/(under) expenditures 615,078 259,244 70,842 (3,094,415) (10,164,275) (776,621) (4,777) (360,193) 4,390 8,971
Year End Cash Balance 4,062,448 4,318,055 4,493,221 12,653,641 1,614,032 837,411 832,634 472,441 476,831 485,802
Cash Balance Target 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Sources Property tax levys
Municipal Building Fund
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
O Revenues
p Expenditures
—Cash BalanceTarget
�—Year End Cash Balance
Any major building projects will require bonding as a revenue source.
00 Ol O ei N M V tn l0 1�
O O O O O O O O O O
N N N N N N N N N N
Park Trust Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 116,227 85,465 152,337 71,469 124,408 314,621 564,700 200,000 200,000 200,000
Expenditures 101,709 332 98,135 183,799 688,392 74,116 615,000 - 625,000 350,000
Revenue over/(under) expenditures 14,518 85,133 54,202 (112,330) (563,984) 240,505 (50,300) 200,000 (425,000) (150,000)
Year End Cash Balance 640,711 695,626 830,756 650,582 97,064 337,569 287,269 487,269 62,269 (87,731)
Cash Balance Target 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
Sources Park Dedication fees
Park Trust Fund
s,000,000
soo,000
600,000
� 400,000
200,000
(200,000)
O Revenues
o Expenditures
-Cash BalanceTarget
-Year End Cash Balance
Splash pad cost in 2011 and 2012 is approximately $578,000
0 0 ° � .`"-i .�-� � ."'-i `�° .-�-i
0 0 0 0 0 0 0 0 0 0
N N N N N N N N N N
Water Area Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 344,264 270,301 238,226 176,121 151,098 245,946 160,000 160,000 160,000 160,000
Expenditures 1,338,252 149,655 - 106,281 53,881 41,728 100,000 143,600 - 150,000
Revenue oved(under) expenditures (993,988) 120,646 238,226 69,840 97,217 204,218 60,000 16,400 160,000 10,000
Year End Cash Balance 589,083 1,724,218 2,462,446 2,532,284 2,654,191 2,858,409 2,918,409 2,934,809 3,094,809 3,104,809
Cash Balance Target 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Sources Connection and area charges from development
Water Area Fund
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
o Revenues
o Expenditures
—Cash Balance Target
—Year End Cash Balance
0 0 ° ti ti r .�-i .�-� `ti .�-i
0 0 0 0 0 0 0 0 0 0
Sewer Area Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 2,582,630 122,591 157,353 163,794 72,606 226,743 215,000 215,000 215,000 215,000
Expenditures 376,475 98,205 304,581 1,364,012 299,890 300,219 441,215 467,727 288,978 289,877
Revenue over/(under)expenditures 2,206,155 24,386 (147,228) (1,200,218) (227,284) (73,476) (226,215) (252,727) (73,978) (74,877)
Year End Cash Balance 1,115,295 1,112,926 965,789 (234,520) (461,804) (535,280) (761,495) (1,014,222) (1,088,200) (1,163,077)
Cash Balance Target 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000
Sources Connection and area charges from development
Sewer Area Fund
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
(500,000)
(1,000,000)
(1,500,000)
o Revenues
o Expenditures
-Cash BalanceTarget
�Year End Cash Balance
2011 expenditures include easement settlement for East Ravine Trunk Utilities
° o ° o 0 0 0 0 0 0 0 0
N N N N N N N N N N
Storm Area Fund
2008 2009 2010
Revenues 754,797 347,859 354,794
Expenditures 86,637 110,354 200,855
Revenue over/(under) expenditures 668,160 237,505 153,939
Year End Cash Balance 2,283,959 2,581,928 2,647,633
Cash Balance Target 2,500,000 2,500,000 2,500,000
Sources Area charges from development
2011
197,719
428, 904
(231,185)
2,437,066
2,500,000
2012 2013 2014 2015 2016 2017
1,125,395 340,159 205,000 205,000 205,000 205,000
1,383,253 456,919 150,000 186,500 - -
(257,858) (116,760) 55,000 18,500 205,000 205,000
1,317,176 1,200,416 1,255,416 1,273,916 1,478,916 1,683,916
2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Storm Area Fund
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
I -
o Revenues
o Expenditures
—Cash Balance Target
�Year End Cash Balance
0 0 .� .1 .-i .1 .� .� .� .�
000 orn o0 0.� oni om oa o�n o�o or�
Water Operating Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 2,763,060 2,655,073 2,454,413 2,372,820 2,694,836 2,490,650 2,095,450 2,095,450 2,085,450 2,085,450
Expenditures 2,336,603 1,327,286 1,660,028 1,990,137 1,744,421 2,318,270 2,778,090 2,982,180 2,566,885 2,419,017
Revenue over/(under) expenditures 426,457 1,327,787 794,385 382,683 950,415 172,380 (682,640) (886,730) (481,435) (333,567)
Year End Cash Balance 3,355,965 4,683,752 5,478,137 2,660,822 3,611,235 3,783,615 3,100,975 2,214,245 1,732,810 1,399,243
Cash Balance Target 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000
Sources Utilitv charaes to users
Water Operating Fund
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
o Revenues
o Expe�ditures
—Cash BalanceTarget
---�Year End Cash Balance
This scenario includes water tower painting projects in 2014 ($700,000), 2015 ($900,000) and 2016 ($200,000)
00 O1 O a-I N M � tfl tD h
O O O O O O O O O O
N N N N N N N N N N
Sewer Operating Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 3,712,086 2,382,001 2,185,310 2,302,188 2,230,152 2,318,700 2,321,700 2,321,700 2,366,634 2,412,467
Expenditures 2,007,072 1,891,012 1,935,954 2,039,704 2,039,078 2,457,240 2,511,520 2,504,615 2,748,075 2,592,404
1,705,014 490,989 249,356 262,484 191,074 (138,540) (189,820) (182,915) (381,441) (179,937)
Year End Cash Balance 4,330,169 4,821,158 5,070,514 2,132,998 2,324,072 2,185,532 1,995,712 1,812,797 1,431,356 1,251,419
Cash Balance Target 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000 1,725,000
Sources Utilitv charaes to users
Sewer Operating Fund
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0 Revenues
o Expenditures
—Cash BalanceTarget
—Year End Cash Balance
eo m o .-� r� m a v� � �
0 0 ,� .� .-i .� .� .-i .-� .-i
0 0 0 0 0 0 0 0 0 0
Street Light Operating Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 787,676 621,829 544,031 565,995 547,542 611,100 734,300 734,300 728,936 738,765
Expenditures 341,019 428,379 560,322 546,172 980,916 1,465,520 1,433,014 968,375 985,976 899,695
446,657 193,450 (16,291) 19,823 (433,374) (854,420) (698,714) (234,075) (257,040) (160,930)
Year End Cash Balance 2,652,299 2,845,749 2,829,458 2,849,281 2,415,907 1,561,487 862,773 628,698 371,658 210,728
Cash Balance Target 375,000 375,000 375,000 375,000 375,000 1,665,000 1,666,500 1,666,500 1,666,500 1,666,500
Sources Utilitv charqes to users
Street Light Operating Fund
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
o Revenues
o Expenditures
-Cash BalanceTarget
^�-�Year End Cash Balance
0 0 ° .-`�-i � ,"'-i ti ti � ti
0 0 0 0 0 0 0 0 0 0
CG EMS Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 944,165 994,924 1,096,724 1,212,588 1,656,742 1,375,600 1,552,200 1,629,310 1,661,896 1,695,134
Expenditures 799,553 958,209 1,114,188 1,125,403 1,233,511 1,416,170 1,636,540 1,517,440 1,578,138 1,641,263
Net income(deficit) 144,612 36,715 (17,464) 87,185 423,231 (40,570) (84,340) 111,870 83,759 53,871
Year End Cash Balance 346,416 383,131 365,667 452,853 654,119 613,549 529,209 641,079 724,838 778,709
Cash Balance Target 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000
Sources Charges to users of the CG EMS system
CG EMS Fund
Increased Revenue 2% for 2016 and 2017
Increased Expenditures 4°/o for 2016 and 2017
i,soo,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600, 000
400, 000
200, 000
o Revenues
� Expenditures
-Cash BalanceTarget
-Year End Cash Balance
0 0 ° � � .` `�-i .-` � � ti
0 0 0 0 0 0 0 0 0 0
Self Insurance Fund
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Revenues 1,293,754 1,399,561 1,505,269 1,449,322 1,441,186 1,347,700 1,359,805 1,669,550 1,719,637 1,771,226
Expenditures 1,268,352 1,282,136 1,386,981 1,340,426 1,373,865 1,455,835 1,609,330 1,877,400 1,933,722 1,991,734
Net income(deficit) 25,402 117,425 118,288 108,896 67,321 (108,135) (249,525) (207,850) (214,086) (220,508)
Year End Cash Balance 2,121,241 2,169,119 2,256,110 2,394,240 2,452,373 2,344,238 2,094,713 1,886,863 1,672,778 1,452,269
Cash Balance Target 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Sources
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
o Revenues
o Expenditures
—Cash Balance Target
�Year End Cash Balance
Increased Revenue and Expenditures by 3% for 2016 and 2017
ror neaitn insurance, worKers compensation, ana proper[y insurance
Self Insurance Fund
0 0 ° � � � � ti . ,�-i
0 0 0 0 0 0 0 0 0 0
Fleet Internal Service Fund
Revenues
Expenditures
Net income(deficit)
Year End Cash Balance
Cash Balance Target
Sources
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
919,551 822,824 855,586 1,018,161 966,432 1,080,000 1,122,200 1,219,700 1,256,291 1,293,980
913,012 782,292 866,136 976,063 967,107 1,031,160 1,044,510 1,154,510 1,200,690 1,248,718
6,539 40,532 (10,550) 42,098 (675) 48,840 77,690 65,190 55,601 45,262
285,197 327,705 298,912 320,482 308,945 357,785 435,475 500,665 556,266 601,527
500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000
ii i�Ci i iai a iaiyca iui iuci ai iu IICCI
Fleet Internal Service Fund
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0 Revenues
0 Expenditures
-Cash BalanceTarget
-Year End Cash Balance
Increased Revenue 3% for 2016 and 2017
Increased Expenditures 4% for 2016 and 2017
0 0 ° .`�-i � � .` ti . .-�i
0 0 0 0 0 0 0 0 0 0
Information Services Fund
2012
Revenues 375,454
Expenditures 363,627
Net income(deficit) 11,827
Year End Cash Balance 4,942
Cash Balance Target 150,000
Sources
2013 2014 2015 2016
378,010 415,210 415,210 431,818
310,660 483,280 387,780 387,780
67,350 (68,070) 27,430 44,038
72,292 4,222 31,652 75,690
150, 000 150, 000 150, 000 150, 000
2017
449, 091
483,280
(34,189)
41, 502
150,000
600,000
500,000
, 400,000
i
300,000
200,000
100, 000
o Revenues
� Expenditures
Cash Balance
Target
---�Year End Cash
Balance
Information Services Fund
N M � � l0 I�
i--I e--I i-1 �-I r-I �--I
O O O O O O
N N N N N N