City of Laramie Adjusted Budget FY - General Fund. 53 P age

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1 General Fund 53 P age

2 General Fund Overview The General Fund contains many of the City s operations, including fire and police services; parks and recreation; streets and fleet; community development; and administrative functions. The General Fund is comprised of the following departments: General Goverment City Attorney Police Fire Public Works Community Development Administrative Services Human Resources Parks & Recreation In this section, a detailed explanation of the FY adjusted General Fund budget will be presented. Information is organized as follows: I. Adjusted Revenue This section contains information about forecasted changes to revenue, along with historical trends and analysis. II. Adjusted Expenditures This section summarizes, at the Fund level, the adjusted supplemental budget, along with historical trends and analysis. III. General Fund Resources Detail is provided about General Fund resources, including cash reserves and the period forecast of the effect of the adjusted budget on fund balance. IV. Department Overviews and Adjusted Information is presented for each General Fund department, including a general department description, vision, goals, and accomplishments. Supplemental adjustments and the adjusted budget are presented in detail, along with summaries of historical budget and expenditures. 54 P age

3 I. Adjusted Revenue FY The table below summarizes forecasted changes in revenue, as well as revenue and budget history for a twoyear period. FY Actuals FY FY YTD Actuals 3/13/2015 FY FY FY Adjustments FY Adjusted Property & Franchise Tax Taxes Auto $ 439,074 $ 425,000 $ 265,020 $ 430,000 $ 430,000 $ $ 430,000 Taxes Property 1,765,163 1,700,000 1,155,270 1,725,000 1,750,000 1,750,000 Taxes Franchise 1,622,207 1,431, ,741 1,481,000 1,509,000 6,500 1,515,500 Sales & Use Tax 4th Cent 4,950,629 4,575,000 3,210,529 4,525,000 4,525, ,000 4,625,000 Sales & Use Tax 5th Cent 4,314,666 3,825,000 2,805,819 3,800,000 3,800,000 3,800,000 Total Taxes 13,091,739 11,956,050 8,292,379 11,961,000 12,014, ,500 12,120,500 Intergovernmental Revenue Cigarette Tax 101, ,000 62, , , ,000 Gas & Special Fuels 984, , , , , ,000 Mineral Royalty 705, , , , , ,000 Severance Tax 1,143,881 1,147, ,858 1,147,400 1,147,400 1,147,400 Supplemental Distribution 5,560,624 5,568,753 4,809,934 4,810,750 4,810, ,363 5,262,113 Public Safety Grants & Reimb 997,954 1,077, , , , , ,323 IMH Agreement 836, , , , , , ,507 Wyoming Lottery Pari Mutuel Wagering 40,000 40,000 Other Intergovernmental 1,473,216 1,097, ,583 2,550,387 1,385,604 1,483,742 2,869,346 Total Intergovernmental 11,803,652 11,264,485 7,717,044 11,721,576 10,563,185 2,295,504 12,858,689 Fines & Forfeitures Court & Parking Fines 857, , , , , ,000 Court Costs 47,981 50,000 25,582 70,000 70,000 (20,000) 50,000 Total Fines & Forfeitures 905, , , , ,000 (20,000) 865,000 Charges for Services Parks & Recreation 179, ,000 87, , , ,500 Cemetery 23,650 23,100 22,250 25,100 25,100 25,100 Police 76,443 89,000 54,194 89,000 89,000 (10,000) 79,000 Municipal Court 19,921 21,000 12,388 19,000 19,000 19,000 Fire 307, , , , , ,000 Mosquito Control 278, , , , ,000 5, ,000 Ice Arena 184, , , , , ,000 Other 5,449 3,500 2,260 3,000 3,000 3,000 Planning and Permit Fees 1,073, , , , ,600 25, ,600 Total Charges for Services 2,150,198 1,523,484 1,118,955 1,556,700 1,556,200 20,000 1,576,200 Licenses and Permits 135, ,000 30, , ,000 3, ,500 Other Revenue 3,161, ,910 1,125,710 1,093,094 1,093,094 1,093,094 Total Revenue b/f Debt & Transfers $ 31,248,321 $ 26,546,929 $ 18,829,651 $ 27,341,370 $ 26,235,479 $ 2,405,504 $ 28,640,983 Proceeds from Debt Issuance 5,600 2, , , ,000 1,295,000 Transfers In 113,764 60, ,959 60, ,959 Total Revenue: $ 31,367,685 $ 26,546,929 $ 18,832,197 $ 27,968,831 $ 27,067,438 $ 3,290,504 $ 30,357, P age

4 General Fund Revenue by Type The composition of the General Fund original revenue budget and the adjusted General Fund revenue budget is graphically illustrated below for FY : 56 P age

5 Forecasted Changes in General Fund Revenue Changes in revenue (adjustments for FY ) are illustrated on the chart below: *Other operating revenue includes Charges for Services, Licenses and Permits, and Fines and Forfeitures. For Laramie, the state supplemental distribution will increase by $451,363 as a result of the legislature approving a supplemental budget with $8M in increased distribution for local government (cities, towns, and counties). Changes in intergovernmental revenue are due primarily to rebudgets of street projects with State Land and Investment Board (SLIB) consensus funding. These rebudgets, totaling $1,249,594, are for Ivinson Street Reconstruction, 15 th Street Reconstruction, 18 th Street Reconstruction, and storm sewer rehabilitation. Adjustments in intergovernmental revenue also include $210,500 for public safety grants, $400,000 in intergovernmental revenue for replacement of a fire truck, and $140,000 in revised projections for sales and use tax (4 th cent) and pari mutuel wagering (off track horse racing wagering) distribution. Adjustments for lease proceeds are for a rebudget of the fire truck purchase from FY 2015 ($665,000) and a new paver adjusted in FY ($160,000). The increase in transfers of $60,000 is from SPT 2002 funds to the Mill Street project. 57 P age

6 Revenue Trends by Category The chart below shows revenue trends by category. This chart makes apparent, as do the revenue composition graphs preceding it, just how critical taxes and intergovernmental revenue sources are to the City s General Fund operations. City Controlled Revenue The General Fund contains many of the City s functions; however, of the revenue budgeted in the General Fund for the biennium, the City Council controls approximately ten percent (10%) in the form of charges for services, fines and forfeitures, and licenses and permits. This composition stands in sharp contrast to the Enterprise Funds (water, wastewater, and solid waste operations), in which the City controls a large portion of the revenue. The chart below shows the relative proportion of City controlled revenue, as compared to externally controlled revenue, for the upcoming biennium. 58 P age

7 Major Sources of General Fund Revenue Taxes The 4th Cent Sales and Use Tax The State of Wyoming levies a sales tax upon all sales, purchases, and leases of tangible property sold or leased by persons engaged in the State. There is a four percent (4%) levy that is paid by the purchaser. Use tax is levied upon the privilege of persons to use, store, or consume tangible personal property, purchased or leased. There is a four percent (4%) levy that is paid by the purchaser. In 2007, Wyoming ceased the imposition of a sales tax on prescriptions and food. The state pays a share of sales tax collections to the treasurers of the counties, cities, and towns monthly. Sixtynine percent (69%) of the State's tax goes to the State General Fund, with thirty one percent (31%) going to local governments. Distribution is determined by computing the percentage that net sales and use taxes collected by the vendors in each county (including its cities and towns) bears to the total net sales collected from all vendors in the state. One percent (1%) is deducted for administrative expenses. The 5th Cent Sales and Use Tax In the General Fund, the 5 th Cent is an important revenue source for the citizens of Laramie. This optional tax was renewed in November This tax supports local government operations, community partnerships, and vital outside agencies. Unlike the 4 th Cent tax, in which the shared distribution is State (69%) and City of Laramie (31%), the City receives the majority of the 5 th Cent tax collections less a one percent (1%) administrative fee. The chart below compares revenue from the 5 th cent for the past five years to revenue from the four percent (4%) state sales tax and the state supplemental distribution (see page 61). As the chart indicates, the 5 th cent has provided a stable revenue source for funding City operations, and this stability has helped buffer the variability in the other key revenue sources. 59 P age

8 The 6 th Cent Sales and Use Tax In addition to the General Purpose Excise Tax, counties may levy a Specific Purpose Excise Tax (the 6th Cent Sales Tax). Both taxes are authorized in W.S a (i) and (ii), but the proposition to impose each tax must be individually stated and voted upon. Unlike the General Purpose tax, the Specific Purpose tax does not expire after four years. Instead, this tax remains in place until approved projects are fully funded. Specific purpose taxes may not include ordinary operations of local government except those operations that are related to a specific project. No debt may be incurred or approved which, when added to the existing indebtedness of the sponsoring entity or entities, would exceed the constitutional debt limitation of the sponsoring entity or entities. Albany County voters approved a 6th cent tax in 2010 for projects totaling $42 million dollars. The tax will not expire until all projects are funded. The current Specific Purpose Tax money must be used for the following: 1. Planning, design, construction, and improvements to the City s water infrastructure. 2. Planning, design, construction, and improvements to the City s wastewater infrastructure. 3. Planning, design, construction, and maintenance of the City s streets. 4. Planning, design, construction of improvements, and maintenance for the protection of the well head properties in Zone I, and the vulnerable properties in Zone II, as defined in the 2008 Casper Aquifer Protection Plan (CAPP). Also the acquisition of property and construction of fences surrounding the well heads in Zone I and property containing vulnerable features in Zone II. 5. Planning, design, construction, equipment, and improvements for the City s solid waste disposal facilities. Sales and Use Tax Revenue Forecasts Sales and use tax revenue forecasts are estimated using trend analysis. General economic trends such as the health of the national, state, and local economy are used as a basis for these estimates. Historical sales and use tax collection trends for the past five years are also used in trend analysis, and any outlying values are omitted to avoid skewing the forecast. Economic forecasts from the State s Consensus Revenue Estimating Group (CREG) are also used when projecting sales and use tax revenue. 60 P age

9 Sales Tax Collections In FY , Albany County continued to rank lowest in the state for per capita collection of the four percent (4%) sales and use tax at $174 per capita. The second lowest is Goshen County at $177 per capita. Whereas, on the high end, Converse County collects $1,143 per capita, Campbell County collects $918 per capita, and Sublette County collects $1,317, as the chart below indicates. These figures were calculated using the State of Wyoming Department of Revenue Annual Report for The municipal distribution and County allocation of the 4% sales and use tax were added and the total was divided by the 2010 Census population for the County. This report can be accessed at dor/dor annual reports. Select the 2014 report and go to pages to find the sales and use tax municipal distribution. 61 P age

10 Property Tax The Property taxation rate is based upon mill levies. The mill levy for cities and towns may not exceed eight (8) mills and is defined in W.S Gross products of mineral and mines are taxed at one hundred percent (100%), property for industrial purposes is eleven and one half percent (11.5%) and all other property, real or personal, is taxed at nine and one half percent (9.5%). Property owners in the City limits remit the tax to the Albany County Treasurer. The County Treasurer maintains records of taxes collected for each governmental entity for which a tax levy is made and returns taxes collected to the Treasurer of each governmental unit. A one half percent (.5%) fee is deducted from payments to cities and towns to reimburse the county for expenses associated with tax collection. Property tax (Ad Valorem) revenue is estimated using the City of Laramie s assessed valuation to determine how much revenue should be raised with an eight (8) mill levy (the maximum levy the City is allowed by statute). Franchise Fees Utility companies pay franchise fees in exchange for the privilege of using public rights of way within City limits. A franchise agreement grants utility companies the right to construct, maintain, and operate utility infrastructure. The state makes monthly payments to the treasurers of the counties, cities, and towns for payment to their respective General Funds. Franchise fees are estimated by analyzing trends that will affect the profits of each utility company, which may include, but are not limited to, population growth or decline. The following describes the amount of tax collected per utility unit: Natural Gas: $ per therm for gas delivered to residential and commercial customers within the City through the Grantee s distribution. Telephone: one percent (1%) of gross revenue, exclusive of revenue paid by the City to the franchise Grantee and of Federal and State excise taxes Electricity: five percent (5%) of gross operating revenue Cable Television: five percent (5%) of gross revenues Intergovernmental Revenue Intergovernmental revenues are resources received by one government from another and can consist of grants, loans, and shared taxes. For the City of Laramie, these revenue sources can include severance tax, cigarette tax, fuel taxes, the state supplemental distribution, State Loan and Investment Board (SLIB) loans and grants, and Wyoming Water Development Commission (WWDC) grants and loans, among others. 62 P age

11 Intergovernmental Revenue Forecasts The forecasts for intergovernmental revenue sources come from either the State of Wyoming Consensus Revenue Estimating Group (CREG) or projected grant and loan applications. CREG is a group of state experts representing both the executive and legislative branches who have been charged with estimating certain revenues for use by the governor and legislature. Severance Tax This tax is levied by the State on the extraction of oil, gas, and minerals. Depending on revenues, a maximum of $155 million in severance taxes is distributed by varying percentage to the State General Fund, water development accounts, the highway fund, capital construction funds, counties and county road construction funds, and cities. Cities receive nine and one quarter percent (9.25%) of the severance tax distribution. Wyoming state severance tax assumptions are based on the prices for oil, natural gas, and coal. Trona taxes are based on the average gross sales price for all Wyoming production. Production is the total volume of all commodities produced. The distribution of severance taxes to cities and towns is based on population. Each municipality receives an amount proportional to the percentage of the population of the municipality to the state incorporated population. Taxes are distributed on a quarterly basis. The City uses the State s CREG estimate when forecasting this revenue. Estimates are made by the CREG yearly and adjusted in October for differences of estimated versus actual tax collection. Federal Mineral Royalties Wyoming statutes provide that 9.375% of up to $198 million of Federal Mineral Royalties, excluding coal bonus funds, received by the State of Wyoming annually will be distributed to cities and towns. The distribution formula is unique and includes both a base payment by population and a variable distribution based on the county school average Daily Membership (ADM) to the total ADM for the state, in additional to the population relationship between each incorporated municipality with all the towns and cities in the County. Cigarette Tax Wyoming imposes an excise tax of $.006 on each cigarette or $.12 per package of twenty cigarettes sold by a wholesaler. The distribution rate to the State General Fund is twenty five and one half percent (25.5%) of tax collected with seventy four and one half percent (74.5%) of the tax collected distributed to incorporated cities, towns and counties where cigarettes are sold. There is also a twenty percent (20%) excise tax on other tobacco products. One hundred percent of this tax is distributed to the State General Fund. Cigars, snuff, and other tobacco products are taxed at a rate of twenty percent (20%) of the wholesale purchase price. Thirty three and one third percent (33.33%) of the taxes collected pursuant to W.S are distributed to incorporated cities and towns and to boards of county commissioners in the proportion the cigarette taxes derived from sales within each incorporated city or town or county bears to total cigarette taxes collected. Revenue from cigarette taxes is estimated by trend analysis. The trends analyzed include growth/decline of smokers, growth/decline of cigarette sales, and overall economic climate predicted for the forecast years. 63 P age

12 Fuel Taxes Tax is levied and collected on all gasoline used, sold, or distributed for sale or use in the state. Total gasoline tax is twenty four cents ($.24) per gallon. Gasoline sold for use in aircraft is taxed at five cents ($.05) per gallon. After certain deductions are made, as outlined in W.S , the state allocation is as follows: 13.5% is distributed to counties for county road fund. 14% is credited to state treasurer for the counties road construction account. 15% is distributed to the highway fund in the amount equal to the cost of technology transfer program or $31,250 whichever is less and the rest distributed to cities or towns of which seventy five percent (75%) is based on taxes paid on gasoline sold in municipality and twentyfive percent (25%) is based on the population of each city or town to the total population of towns and cities. Special Fuel (diesel) calculated the same as above. 57.5% is distributed to the state highway account. The City uses the state s estimate when estimating this revenue. The State is responsible for the collection and redistribution of the tax to the City on a monthly basis. The State Direct & Supplemental Distribution Local government received $175 million for the FY biennium in the state direct distribution. For Laramie, this distribution totals $4.1 million in each year of the current biennium. Laramie receives additional dollars (approximately $1.5 million annually) in the distribution due to a hardship calculation based on low per capita sales tax collections. The distribution is an important factor in funding the City s capital and equipment requests. Cites are informed of distribution total by the State, and this figure used to forecast revenue. The Governor may recommend and the legislature may appropriate an additional distribution in the second year of the biennium the supplemental distribution. The funding for this distribution comes from over the cap mineral revenues. For FY , the Governor adjusted $25 million in additional funding for local government, and the legislature approved $8 million due to uncertainty in future economic conditions. For Laramie, the additional distribution for FY totals $451,363. In the previous biennium, local governments received $135 million in direct distribution and $25 million in the supplemental distribution. 64 P age

13 The graph below illustrates trends in the state supplemental distribution and state sales tax collections for the past ten years. State Loan and Investment Board (SLIB) Cities and towns in Wyoming are eligible for SLIB funding to improve fixed asset or public service facilities, alleviate an emergency situation that poses an immediate and direct threat to the health, safety, and welfare of the citizens, develop solid waste facilities, or foster investment in transportation. SLIB Mineral Royalty Grants (MRG) for economic hardship are awarded for fifty percent (50%) or seventy five percent (75%) of project costs. Grants in excess of fifty percent (50%) can be given to municipalities where either a) at least seven (7) mills for operating expenses are levied, including special district levies chargeable against the general city or town levy during the current fiscal year, b) the optional tax permitted by W.S (a)(i) or (iii) is imposed, or c) all other local revenue sources reasonably and legally available to finance the project are being utilized. Additionally, municipalities that meet one or both of the following criteria are eligible to receive grant assistance up to seventy five percent (75%) of the eligible project costs: a) there is a population of less than 1,300 people according to the most recent federal census or b) located within a county where the three year average of the local government share of state sales and use tax per capita is less than seventy percent (70%) of the statewide average. Funds are distributed directly to local governments as needed, with no less than $500 distributed at a time. If the project has not commenced one year after receipt of the grant, the grant will expire, and the funds must be returned. If the full cost of the grant is not used for the project, all remaining funds must be returned. SLIB Countywide Consensus Grants are block allocations that require a priority ranking of capital improvement projects from highest to lowest within available grant funding. This list must be certified as agreed to by the board of county commissioners and the governing bodies of the cities and towns within that county that comprise at least seventy percent (70%) of the incorporated population. 65 P age

14 SLIB grants and loans are used for City capital projects. During the budget process the City estimates the contribution of SLIB money based on grant stipulations, available match funding, and the amount of money the requesting department requests in the application process. Charges for Services General Fund charges for service vary by department and cost center. Planning is forecast to generate the largest portion of charges for service revenue, forty one percent (41%) in FY , followed by Mosquito Control (17%), Parks and Recreation (10%), and the Ice and Events Center (10%). Parks & Rec Department Park Facility Reservation & User Fees Sports Fees Concession Sales Cemetery Lot Sales Cemetery Service Fees Mosquito Control Charges Ice & Events Center Skating, Equipment, and Facility Rental Fees Police Department Security Services Animal Shelters & Alarm Fees Administrative Services Department Municipal Court Records Check Court Appointed Attorneys Fire Department Fire Protection Community Development Department Home, Food, Tattoo, & Contractor Licenses Engineering & Planning Fees Building Permits Of the services provided by General Fund functions, Mosquito Control is the only one with full cost recovery structure, as each citizen who receives a utility bill is charged $2.57 per month for mosquito spraying. 66 P age

15 II. Adjusted Expenditures FY The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Expenditure Category FY Actuals FY FY YTD Actuals 3/13/2015 *The adjusted budget includes rebudgeted project funding of $4,527,129. FY FY Adopted FY Adjustments FY Adjusted Personnel $ 17,872,703 $ 18,946,270 $ 12,246,074 $ 19,727,075 $ 20,079,686 $ 186,053 $ 20,265,739 Contractual Services 3,622,926 4,247,178 2,961,701 4,876,585 4,616, ,680 $ 4,859,130 Materials & Supplies 1,065,321 1,177, ,145 1,119,420 1,101,003 6,860 $ 1,107,863 Community Funding 573, , , , ,077 86,097 $ 284,174 Council Reserve 62,438 62, ,000 61,438 $ 386,438 Capital & Equipment 3,141,504 5,054, ,780 6,083,747 3,153,434 4,585,930 $ 7,739,364 Debt Service 108, , , , ,728 43,683 $ 773,411 Transfers 4,491,311 2,591,138 2,969, , ,650 1,372,743 $ 2,016,393 Fund Total $ 30,876,097 $ 33,106,629 $ 19,946,090 $ 33,510,939 $ 30,847,028 $ 6,585,484 $ 37,432,512 Given the City s need to rebudget funds between periods, it can be difficult to evaluate the budget appropriation directly attributable to fiscal year funding. The chart below illustrates the total rebudgets as a proportion of the adopted budgets for FY 2014 and FY 2015 and the adjusted budget for FY P age

16 The adjusted budget for FY includes both the adopted budget and the adjustments for the FY budget. As you can see in the chart below, $4.5 million of the supplemental budget adjustment is attributable to rebudgets. New budget adjustments are $2 million. The graph below shows expenditure trends by category for the General Fund. Many of the expenditure categories remain relatively constant. ed amounts for capital expenditures vary due to project rebudgets. 68 P age

17 The composition of the adopted expenditure budget for FY is illustrated graphically below: Adjustments total $6,585,484 for the General Fund. A significant portion of the adjusted budget is for capital expenditures, as indicated in the chart below. The total for capital and equipment (69% or $4,585,930) is largely for rebudgets of capital projects, fleet, and equipment purchases. In fact, $4,527,129 of the total adjusted budget is for rebudgets (see chart on page 68). The requested increase in transfers (21% or $1,372,743) will provide funding for the Major Capital Construction Fund necessary to complete capital projects in accordance with Council goals and priorities. The remaining 10% of supplemental adjustments are for operating items. 69 P age

18 The General Fund total adjusted budget for FY , including the adjusted budget, is represented below. Not surprisingly, the largest proportion of General Fund expenditures is always allocated for personnel costs. This budget composition does not mean, however, that the City spends most of its General Fund resources on personnel. Most large General Fund related capital projects are expended from the Major Capital Construction Fund, which is accounted for in a separate fund budget. The chart below shows the composition of the adjusted budget of both the Major Capital Construction Fund and the General Fund which budget for the City s general, non business services. Capital and equipment expenditures are 51% of the combined budget of these funds. 70 P age

19 From a functional point of view, the majority of General Fund resources are spent providing public safety services. The Police Department and Fire Department are combined in performing the public safety function. The next largest category, Public Works, contains the Street department, which is the General Fund s most capital intensive operation. The chart below is an illustration of the adjusted budget for FY , broken out by major function. Percentage breakouts by function are presented below for the adjusted FY budget. 71 P age

20 III. General Fund Resources The information below is taken directly from the Financial Outlook report, which is prepared after fiscal year end for the City management, the City Council, and the public. Please refer to the following page for information about this report. Fund Resources at Fiscal Year End Financial Outlook Report 72 P age

21 Available Fund Balance The fund balance information displayed on the previous page for the General Fund is presented using the current financial resources measurement focus, which is the same as on Fund basis statements in the Comprehensive Annual Financial Report (CAFR). This measurement focus includes only current assets and liabilities on the balance sheet and focuses on available and spendable resources, rather than all assets and liabilities. This approach mirrors the way in which the City assesses available resources during the budget planning cycle. If the City included all assets (i.e. spendable assets like cash and non spendable assets like infrastructure and buildings) the resources used in planning would be grossly inflated. Capital and equipment assets are only available resources upon sale, as is the case with a trade in item or land sale, or upon liquidation of an organization. The components of fund balance have the following definitions: Nonspendable: Cannot be spent due to form or because they must be maintained intact Restricted: Externally enforceable limitations exist for the use of these resources Committed: Self imposed limitations exist that were enacted at the highest level of decision making Assigned: Limitations exist that result from internally assigning resources for an intended use Unassigned: Remaining resources after all other categories are accounted for Days of Operation Reserve An operating reserve is the amount available to stabilize a government s finances by providing a cushion against future unexpected cash flow shortages, expenses, or losses. It is similar to an individual having a rainy day savings account. The City s reserve policy requires 3 6 months of the annual budget in unassigned fund balance or net assets. The General Fund had 3.7 months in reserve at fiscal year end P age

22 Summary of Funding requests must be balanced with incoming revenue or cash reserves. The process of evaluating available resources is referred to as funding the budget. Funding resources and the adjusted budget are summarized below, and an increase or decrease in cash reserves is then shown for the period. This increase or decrease should not be mistaken as a period end balance; it is simply the change in cash reserves attributable to this period s budget activity. Adjusted Fiscal Year a Total Adjusted FY Revenue $ 30,357,942 Cash Reserves for Rebudgets 2,330,483 Available Fund Balance 4,744,087 FY Total Adjusted Funding Resources $ 37,432,512 Total Adjusted FY $ 37,401,741 Total Increase in FY Period Cash Reserves $ 30, P age

23 Summary of Adjusted General Fund Suppls. 75 P age

24 IV. Departmental Summaries & Adjusted On pages , information for each General Fund department is presented. This information includes a description, by department and its vision, goals, and accomplishments, as well as an expenditure summary and adjustments for FY Summary of Adjustments by Department The table presented on the following pages outlines both the adopted budget and adjustments for each cost center. Totals are presented by expenditure type. Expenditures by Major Activity Operating FY 2016 Adopted Capital Project & Equipment Adopted Resolution Supplemental Personnel Requests Adjustments to the FY 2016 Supplemental Operating Requests Centrally ed & Operating Rebudgets Operating Requests Subtotal Administrative Services Finance 1,020,325 26,000 1,046,325 14,246 53,336 11,344 78,926 Municipal Court 359, ,874 1, ,035 Administrative Services Total 1,380,199 26,000 1,406,199 14,246 55,196 11,519 80,961 City Attorney City Attorney 499, ,950 1,413 1,413 City Attorney Total 499, ,950 1,413 1,413 Community Development Administration 246, , Engineering 508,867 2, ,017 32,505 32,505 Planning 274, ,725 3,000 1,270 4,270 Code Administration 591, ,251 1,023 1,023 Community Development Total 1,621,015 2,150 1,623,165 32,505 3,000 2,694 38,199 Fire Administration 2,618,626 2,618,626 4,703 4,703 Emergency Medical Services 2,349, ,791 2,583,912 11,400 4,967 16,367 Operations 332,957 62, ,281 3,594 3,594 Prevention 275, ,393 5, ,052 Training 40,900 40,900 2,000 2,000 EMA 13,650 13,650 Fire Grants 100, ,000 Fire Total 5,730, ,115 6,027,762 17,040 15,676 32,716 General Government City Manager Office 670, ,099 18,539 1,457 19,996 City Clerk 261, ,292 13,073 13,073 City Council 215, ,580 General Accounts 1,463,762 1,463,762 46, , ,145 Employee Safety 8,960 8,960 Information Technology 630, , ,712 17, ,611 General Government Total 3,250, ,000 3,399,405 36,197 46, , ,825 Human Resources Human Resources 421, ,198 11,397 5,308 16,705 Human Resources Total 421, ,198 11,397 5,308 16, P age

25 Adjustments to the FY 2016 Supplemental Capital Projects Capital Project & Equip/Fleet Rebudgets Supplemental Equipment Supplemental Fleet Vehicles & Equipment Total Adjusted Expenditures 3,000 $ 1,128, ,909 3,000 $ 1,490,160 $ 501,363 $ 501,363 $ 246, , ,745 1,369,267 (89,050) 116, ,995 53, , , ,295 $ 2,567,609 $ 2,623,329 2,600, , ,077 1,340, ,445 42,900 13, , , ,077 $ 7,001,978 $ 690, ,365 8, ,080 5,000 1,749,907 8, ,323 13,500 $ 3,745,730 $ 437,903 $ 437, P age

26 Summary of Adjustments (cont.) Expenditures by Major Activity Operating FY 2016 Adopted Capital Project & Equipment Adopted Resolution Supplemental Personnel Requests Adjustments to the FY 2016 Supplemental Operating Requests Centrally ed & Operating Rebudgets Operating Requests Subtotal Parks and Recreation Administration 276, ,553 3,481 3,481 Facilities Management 385,649 3, , ,317 10,537 Parks 876, ,791 1,023,998 19,313 5,900 10,280 35,493 Cemetery 283,501 12, ,426 1, ,031 3,359 Mosquito Control 321,889 40, ,304 28,797 1,102 29,899 Recreation 205, , (720) 1,140 1,104 Ice & Events Center 355,748 61, ,123 1,004 1,500 15,399 17,903 Total Parks and Recreation 2,704, ,866 2,970,844 51,446 7,580 42, ,776 Police Administration 4,414, ,500 4,569,468 17,611 17,611 Investigations 794,815 35, ,366 LARC 1,744,888 1,744,888 (35,860) 1,557 (34,303) Police Grants 435, , Animal Control 437, , Police Total 7,827, ,051 8,017,983 (35,860) 20,869 (14,991) Public Works Administration 323, , Street 3,013,677 2,136,850 5,150,527 56,927 56,927 Fleet 350,606 12, ,106 (8,063) (8,063) Public Works Total 3,687,522 2,149,350 5,836,872 49,207 49,207 Transfers Out Major Capital Projects Fund 143, ,650 Recreation Center 500, ,000 Parks & Rec Development Fund Total Transfers 500, , ,650 Major Expenditures Total 27,623,846 3,223,182 30,847, , , , , P age

27 Adjustments to the FY 2016 Supplemental Capital Projects Capital Project & Equip/Fleet Rebudgets Supplemental Equipment Supplemental Fleet Vehicles & Equipment Total Adjusted Expenditures $ 280,034 5, , ,296 (227,961) 401,059 21,000 1,253,589 (106,625) 115, ,143 (3,440) 388, ,535 (9,000) 47,250 6, ,076 (342,026) 704,042 27,800 $ 3,462, ,500 $ 4,767, ,366 1,710, ,433 77, , ,500 $ 8,260,492 24,500 $ 348,082 (60,000) 1,917, ,000 7,245, ,043 (60,000) 1,942, ,000 $ 7,948,448 1,289,743 1,433, ,000 83,000 83,000 1,372,743 2,016,393 1,106,667 4,527, ,877 37,432, P age

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29 General Government Department Overview The City Council establishes public policies for the City of Laramie, adopts the annual budget, appropriates funds, provides a forum for citizen input, analyzes issues of concern to residents, evaluates programs under consideration by City departments and adopts ordinances. The City Council is composed of nine (9) members elected for staggered four year terms. The City is sectioned into three (3) wards with each ward electing three (3) representatives to Council. The Mayor and Vice Mayor are elected by Council members for a two year term. All Council meetings are open to the public and business is conducted at the regular meetings held on the first and third Tuesdays of each month. Business is conducted at special meetings called with proper public notice. The City Manager is the chief executive officer of the City and is responsible for the overall management of City operations, provides public policy advice and recommendations to the governing body, and implements the public policy objectives of the governing body. The General Government is comprised of the following six cost centers, or divisions: City Council City Manager's Office City Clerk's Office Information Technology Safety General Accounts Department Vision The leadership of City Council combined with professional public management produces excellent governance and ensures a viable community for current and future generations. The Council endeavors to achieve effective, efficient decision making through informed leadership practices keeping the best interests of the community as the highest priority. Professional staff in the City Manager s Office, City Clerk s Office, and Information Technology is diligent in carrying out the goals and policies established by the Council. Goals for FY Community Excellence in the Gem City of the Plains The departments in General Government are diligent in carrying out the goals and policies established by the Council. Scheduling of meetings and work sessions for Council discussions of topics and issues is coordinated by the City Clerk in collaboration with the City Manager. 81 P age

30 Accomplishments for FY Conducted financial planning & oversight for $7 Million Cirrus Sky Technology Park construction. Recruitment of Underwriters Laboratories, LLC (UL) to Cirrus Sky Technology Park in collaboration with LEDC. Information Technology migrated City operations to Office 365. Conducted voter education for the 5th Cent General Purpose Sales Tax & the successful re authorization of the Tax by voters. Completed Compensation & Staffing Survey with Human Resources for the first time in a decade. Secured $5 million in supplemental grant funding to augment City operations. Secured $2.9 million grant funding to facilitate new business expansion (UL, LLC). Oversaw construction of the $3 million headquarters for new business expansion (HIVIZ). Expanded the aquifer monitoring well network in the Casper Aquifer. Collaborated with City Council in the successful annual Goal Setting & Visioning Retreat. Hosted a community forum on economic development. 82 P age

31 Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted and adjusted budget for FY Cost Center City Manager FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Personnel $ 519,809 $ 572,974 $ 394,696 $ 625,865 $ 640,749 $ 19,996 $ 660,745 Contractual Services 24,875 26,975 19,903 26,200 26,200 26,200 Materials & Supplies 1,711 3, ,150 3,150 3,150 Capital & Equipment City Manager Total 546, , , , ,099 19, ,095 City Clerk Personnel 167, , , , ,909 13, ,982 Contractual Services 59,871 76,358 43,446 80,983 80,983 80,983 Materials & Supplies 901 1, ,400 1,400 1,400 Capital & Equipment City Clerk Total 227, , , , ,292 13, ,365 City Council Personnel 62,911 62,394 39,529 67,199 70,403 70,403 Contractual Services 74, ,673 60, , , ,677 Materials & Supplies 2,405 2, Capital & Equipment 78,833 80,000 10,195 30,000 8,500 8,500 City Council Total 218, , , , ,580 8, ,080 General Accounts Personnel 143 4, ,097 64,155 64,155 Contractual Services 689, , ,016 1,013, , , ,752 Materials & Supplies 8,628 21,150 10,950 21,150 21,150 Community Funding 573, , , , ,077 86, ,174 Council Reserve 62,438 62, ,000 61, ,438 Debt Service 53, ,449 31,368 52,738 50,238 50,238 Transfers 2,330,820 2,591, , , ,650 1,372,743 2,016,393 General Accounts Total 3,656,233 4,307,657 1,440,654 2,548,711 2,107,412 1,658,888 3,766, P age

32 Department level Expenditure Summary (cont.) FY FY FY FY FY FY FY Adopted Adjusted Actuals YTD Actuals Cost Center Adjustments Safety Personnel 80 Contractual Services 85 4, ,160 4,160 4,160 Materials & Supplies 294 4, ,800 4,800 4,800 Safety Total 459 9, ,960 8,960 8,960 Information Technology Personnel 369, , , , ,089 18, ,700 Contractual Services 139, , , , , ,134 Materials & Supplies 31,556 35,941 18,839 30,465 30,489 30,489 Capital & Equipment 161, ,763 69, , , ,000 Debt Service Information Tech Total 702, , , , ,712 18, ,323 Department Total $ 5,352,328 $ 6,148,581 $ 2,629,983 $ 4,510,119 $ 4,043,055 $ 1,719,068 $ 5,762,123 Variance Analysis There are no significant budget or expenditure variations in the General Government area. Interfund transfers reflect funding for major capital projects and vary in each fiscal year. 84 P age

33 General Government Adjusted Percentage of General Fund The chart below illustrates the General Government department in relation to the General Fund in total. As you can see, this department comprises 16% of the total adjusted budget for the General Fund, with General Accounts and Transfers Out being the largest departmental categories. Summary of Supplemental Adjustments There are two major supplemental adjustments in General Government: funding for Information Technology intern(s) at approximately 20 hour per week ($17,658) and a.25 FTE increase in the currently part time Grant Analyst position ($18,539). With the increasing complexity of federal and state requirements for both application and long term administration of grant funding, it is necessary to expand the Grant Analyst position to.75 FTE to ensure the City can achieve compliance objectives. Other adjustments include centrally budgeted supplementals, which are detailed on pages 47 52, as well as some project operating rebudgets. 85 P age

34 General Government Supplemental Adjustments Operating, Equipment, and Fleet Adjustments for operating and equipment are presented below. Subtotals are presented by both cost center and type of request (operating, equipment, fleet, or rebudgets related to these categories.) Supplemental Request Title Description of Request Council Goals and/or Policy Justification FY 2016 Adjustments Rebudget Part Time Salaries Funding for a part time clerical records assistant was budgeted in FY These funds have not been used, and a rebudget is requested. This position will be used to assist in bringing the records program up to date in FY The City Clerk's Office is not current in records management with respect to physical filing as well as database records management. The provisional position would assist bringing all physical filing and electronic record keeping up to date. This provisional position will replace the current part time high school intern position. 12,814 City Clerk Total Operating Rebudget Adjustments Rebudget Council Equipment Laptop or other mobile devices for use by council for a paperless agenda. City Council Total Equipment Rebudget Adjustments Retail Leakage Study Utilize renewable energy and efficiency standards on all projects when possible. $ $ 12,814 This request adds funding to the rebudgeted retail leakage study so that an adequate grant match can Economic Development 4,500 be appropriated. City Council Reserve Transfer to Laramie Youth Council. Community Engagement (1,000) Laramie Youth Council Jacoby Golf Course This money will be used as operating capital for the first year of the Laramie Youth Council and will be matched by the County. Additional outside resources are being secured for future funding and scholarships for participants. Moving these funds will aid in the completion of this trail in The LaPrele Non Potable well project funding should be included in the FY 17 budget as negotiations are ongoing for land acquisition. General Government Total Operating Adjustments 8,500 8,500 Community Engagement 1,000 Replace, upgrade and improve aging infrastructure throughout the parks and recreation system. $ 42,000 46, P age

35 General Government Supplemental Adjustments Operating, Equipment, and Fleet (Cont.) Supplemental Request Title Description of Request Council Goals and/or Policy Justification FY 2016 Adjustments Rebudget Retail Leakage Study This request is for a rebudget of a study to establish how sales tax revenues could be increased through recruitment of targeted retail businesses. Economic Development 62,500 Rebudget Public Safety Study This request supports the rebudget of a study of Police and Fire/EMS response times. Evaluate law enforcement operations and response capability; Maintain Laramie's safe, healthy, community and ensure adequate resources to project general welfare. 58,849 Rebudget Council Unallocated Reserve The Council's unallocated reserve funds remaining, which can be used for Council objectives, require a rebudget into FY The Council Reserve is allocated for Council objectives and funds not being used are requested to be rebudgeted. 62,438 Rebudget Big Brothers Big Sisters This rebudget would allow community partner funding dedicated to supporting construction of the Support Community Partner Organization 26,000 Big Brothers Big Sisters Mentoring Center at Nellie Isle School to be carried forward to FY Rebudget Hospice of Laramie The allocation for permitting, plant investment, and conditional use fees for the Hospice project needs to be rebudgeted to FY Support Community Partner Organization 59,097 Rebudget Outdoor Tennis Court Transfer to the Parks & Recreation Development Fund. Re surfacing of 8 outdoor tennis courts at UW recreation area funded by an ACRB request. Replace, upgrade and improve aging infrastructure throughout the parks and recreation system. 35,000 General Government Total Operating Rebudget Adjustments $ 303,884 Rebudget Council Laptop or other mobile devices for use by council Utilize renewable energy and efficiency standards Equipment for a paperless agenda. on all projects when possible. 5,000 General Government Total Equipment Rebudget Adjustments $ 5, P age

36 General Government Personnel Adjustments Adjustments for personnel are detailed in this section. CITY OF LARAMIE FY SUPPLEMENTAL BUDGET GENERAL PERSONNEL SUPPLEMENTAL REQUEST Position Title: Department: Cost Center: Information Technology Intern FY Only General Government Information Technology 6015 PERSONNEL SECTION: FULL TIME & PART TIME BENEFITTED REQUESTS SEASONAL / TEMPORARY / PROVISIONAL REQUESTS Title: Title: IT Intern FTE: Pay Range: FTE: Pay Range: Pay Rate/Hour: #Hrs/Pay Period: 86 # Pay Periods: 12 Annual Salary: $ Annual Salary: $ 16,000 Annual Overtime: $ Annual Overtime: $ Total Salary (Annual Salary + Overtime): $ Total Salary (Annual Salary + Overtime): $ 16,000 Workers' Comp $ Workers' Comp $ 434 FICA $ FICA $ 1,224 Pension (non Police/non Fire) $ Total Cost (Total Salary + Benefits): $ 17,658 Medical $ Life $ LTD $ Total Cost (Total Salary + Benefits): $ OTHER OPERATIONAL COSTS ASSOCIATED WITH THIS POSITION Account Description Cost TOTAL OTHER OPERATIONAL COSTS: $ TOTAL SUPPLEMENTAL PERSONNEL REQUEST: $ 17,658 Describe why position is necessary. The number of work order requests has increased by about 100 per year over the past 4 years. In addition, IT has added support for many new computer systems. Often, when a department adds something new to make things more efficient, it adds to the workload of IT. Over the last few years IT has added support for Police evidence software, Police internal investigation software, Police on person camera system, camera systems at Rec Center, Police Department, and Ice Arena, Mosquito Control software and tablets, software for meter reading, ipad and other mobile devices, Animal Control software, sewer camera system, CSA accounting software, new offices at the Cemetery, and Council video equipment. There are also plans in the next few years that will have an effect on IT, such as Finance moving to paperless document imaging and digital mapping for Streets and Utilities. Despite the addition of all this new software and technology, IT hasn't added any new staff to support it. The department needs additional help to keep up with all its new responsibilities. 88 P age

37 General Government Personnel Adjustments (cont.) CITY OF LARAMIE FY SUPPLEMENTAL BUDGET GENERAL PERSONNEL SUPPLEMENTAL REQUEST Position Title: Department: Cost Center: Grants Analyst 0.25 FTE Increase OG General Government City Manager 1010 PERSONNEL SECTION: FULL TIME & PART TIME BENEFITTED REQUESTS SEASONAL / TEMPORARY / PROVISIONAL REQUESTS Title: Grants Analyst Title: IT Intern FTE: Pay Range: 148/13 FTE: Requested.25 Pay Range: Pay Rate/Hour: #Hrs/Pay Period: # Pay Periods: Annual Salary: $ 15,084 Annual Salary: $ Annual Overtime: $ Annual Overtime: $ Total Salary (Annual Salary + Overtime): $ 15,084 Total Salary (Annual Salary + Overtime): $ Workers' Comp $ 398 Workers' Comp $ FICA $ 1,154 FICA $ Pension (non Police/non Fire) $ 1,790 Total Cost (Total Salary + Benefits): $ Medical $ Life $ 62 LTD $ 51 Total Cost (Total Salary + Benefits): $ 18,539 OTHER OPERATIONAL COSTS ASSOCIATED WITH THIS POSITION Account Description Cost TOTAL OTHER OPERATIONAL COSTS: $ TOTAL SUPPLEMENTAL PERSONNEL REQUEST: $ 18,539 Describe why position is necessary. With the increasing complexity of federal and state requirements for both application and longterm administration of grant funding, it is necessary to expand the Grant Analyst position to.75 FTE to ensure the City can achieve compliance objectives 89 P age

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39 City Attorney Overview The City Attorney s Office provides general legal services to and advises City Council, staff, and Boards and Commissions. It prosecutes ordinance violations which are cited in the Municipal Court routinely. The office also reviews projects undertaken by the City to ensure that legal requirements are met and answers questions posed by the general public. Department Vision The City Attorney s Office reviews and advises on documents for City Council plans, projects, and goals to ensure legal requirements are met. Review and advice is also furnished to staff positions and Boards and Commissions. Goals for FY Continue to provide advice to City Council, staff, and Boards and Commissions. Continue to prosecute ordinance violations. Accomplishments for FY Recruited for and hired a new City Attorney, Jason Loos, who started on June 1, Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Expenditure Category FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Personnel $ 384,453 $ 430,870 $ 231,214 $ 466,686 $ 450,705 $ 1,413 $ 452,118 Contractual Services 55,741 60, ,218 38,945 38,945 38,945 Materials & Supplies 6,679 10,300 10,995 11,000 10,300 10,300 Department Total $ 446,873 $ 502,141 $ 346,427 $ 516,631 $ 499,950 $ 1,413 $ 501,363 Variance Analysis Contractual services for FY are higher than budgeted because the City contracted with Pence and Macmillan, LLC to provide legal services during the recruitment and hiring period for the new City Attorney. Personnel expenditures are under budget, given the vacancy of the City Attorney position from October 2014 to May Summary of Supplemental Adjustments The only adjustments in this department are centrally budgeted items, which are presented on pages P age

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41 Police Department Overview The Laramie Police Department (LPD) is a full service police department. In addition to its Patrol Unit, which accounts for 32 of the 51 sworn officers, it has a crime prevention officer, school resource officers, a traffic enforcement unit, and drug task force officers. Working around the clock, the LPD responds to about 30,000 calls for service each year. The Police Department is comprised of the following cost centers: Administration Investigation Laramie/Albany County Records & Communication (LARC) Grants Animal Control Department Vision The Laramie Police Department s Mission Statement To Serve and Protect with Dignity and Respect guides the actions of all LPD personnel. The department strives to reduce crime, proactively address public safety concerns, and remain vigilant in the protection of the citizens of Laramie. Goals for FY Continue to prepare the department for the leadership challenges that exist within the profession. Succession planning, risk management, and internal controls are all areas that continue to be evaluated and adapted to. Construct a critical infrastructure storage building. This building will house a bomb unit trailer, armored response vehicle, and SRT ambulance. It will also provide storage for LPD equipment and allow the department to vacate a rented storage unit. Recruit for vacant positions to bring the LPD up to its full operating workforce. Employee retirements and normal attrition have left the LPD five officers below allocation. Replace the existing sworn commander in LARC with an experienced Public Safety Answering Point (PSAP) Manager. This will provide the level of skill and expertise needed to effectively manage PSAP operations. Although a civilian, the PSAP Manager will have commander level authority and will complement the overall operation of the LPD. Replace the existing 911 phone system. The new system will meet FCC Adjustments to accept text to 911 (TT911) and will be able to receive other Next Generation 911 data streams. The current 911 telephony system is at the end of its functional life and is no longer supported. Develop a strategic plan based on the public safety study completed during FY The plan will address operational and organizational structure and efficiencies, as well as options for technology applications. 93 P age

42 Accomplishments for FY Finalized the CMAR process for the replacement of the evidence building which was destroyed in a fire in Reconstruction is slated to be done in June Contracted with the Center for Public Safety Management to do the Police Public Safety Study. The results of that study should be ready by April 2015 and the recommendations will be considered in the development of a LPD strategic plan in the next fiscal year. Obtained a grant from the Wyoming Supreme Court to implement electronic citations. Saltus Technologies had the successful bid for the project, which is currently in the development phase. LPD is expected to go live with electronic ticketing by June 30, Purchased a pre engineered steel building for the critical infrastructure storage building at the LPD and is preparing the bids to complete the remaining elements of the project. Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Cost Center FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Police Administration Personnel $ 3,492,971 $ 3,660,490 $ 2,434,261 $ 3,852,371 $ 3,942,603 $ 8,867 $ 3,951,470 Contractual Services 186, , , , ,118 8, ,862 Materials & Supplies 232, , , , , ,225 Capital & Equipment 183, ,100 73, , , , ,000 Debt Service 8,624 4,510 9,022 9,022 9,022 Police Administration Total 4,104,424 4,304,802 2,767,147 4,633,867 4,569, ,111 4,767,579 Investigations Personnel 668, , , , , ,978 Contractual Services 30,679 26,270 17,389 29,120 28,270 28,270 Materials & Supplies 10,042 13,197 7,039 13,380 13,567 13,567 Capital & Equipment 35,551 35,551 Investigations Total 709, , , , , , P age

43 Department level Expenditure Summary (cont.) FY Adopted FY Adjustments FY Adjusted Cost Center FY Actuals FY FY YTD Actuals FY LARC Personnel 1,265,457 1,443, ,258 1,428,622 1,462,940 (34,303) 1,428,637 Contractual Services 275, , , , , ,183 Materials & Supplies 15,818 18,198 6,877 18,731 18,765 18,765 LARC Total 1,556,418 1,751,958 1,101,679 1,710,332 1,744,888 (34,303) 1,710,585 Police Grants Personnel 232, , , , , ,034 Contractual Services 35,800 2,100 8,622 2,100 2,100 2,100 Materials & Supplies 51,560 59,299 10,213 69,299 59,299 59,299 Police Grants Total 320, , , , , ,433 Animal Control Personnel 334, , , , , ,360 Contractual Services 37,510 38,162 30,855 46,576 47, ,084 Materials & Supplies 28,677 30,824 18,989 31,953 32,085 32,085 Capital & Equipment 24,933 37,500 1,589 77,000 77,000 77,000 Animal Control Total 425, , , , ,676 77, ,529 Department Total $ 7,115,555 $ 7,634,984 $ 4,781,194 $ 8,067,052 $ 8,017,983 $ 242,509 $ 8,260,492 Variance Analysis In the FY and FY biennial budget there was a phased implementation of wireless subscriber services for mobile connectivity. Funding of the entire $11,520 existed for full migration over the biennium, but this migration needed to be completed during FY in order to meet the requirements of the electronic ticketing grant by June 30, There is no supplemental adjustment for this item, as sufficient spending authority exists in the cost center. Attrition in the sworn ranks during the fiscal year has increased the overtime budget. At the end of January 2015, the budget for overtime was approximately 30% over target. Analysis shows that the short shift category for overtime, which is one of the most impacting categories for this expense, is about 5% over what it has averaged for the past four years. With mandatory minimum staffing in Patrol, requirements for yearly training, and the shortage of officers, overtime is expected to remain high at least until additional staffing is recruited in Patrol. 95 P age

44 Police Department Adjusted Percentage of General Fund The chart below illustrates the Police Department in relation to the General Fund in total. As you can see, this department comprises 22% of the total adjusted budget for the General Fund, with Administration being the largest departmental cost center. Summary of Supplemental Adjustments The Police Department is rebudgeting the replacement of eight (8) vehicles; five (5) patrol sedans and one (1) police SUV in the administration cost center and two (2) pickups in the animal control cost center. There are some centrally budgeted supplementals that impact Police cost centers, and these adjustments are presented on pages Additionally, the City Manager recommended a decrease in authorized FTEs for LARC. The personnel request for this decrease is on page P age

45 Police Department Supplemental Adjustments Operating, Equipment, and Fleet Supplemental Request Title Description of Request Council Goals and/or Policy Justification FY 2016 Adjustments Rebudget Unit 102 Replacement Rebudget Unit 112 Replacement Rebudget Unit 115 Replacement Rebudget Unit 119 Replacement Rebudget Unit 124 Replacement Replacement of Unit 102, Patrol Sedan Replacement of Unit 112, Dodge Police SUV Replacement of Unit 115, Patrol Sedan Replacement of Unit 119, Patrol Sedan Replacement of Unit 124, Patrol Sedan Administration Total Fleet Rebudget Adjustments Rebudget Unit 190 Replacement Rebudget Unit 191 Replacement Replacement of Unit 190, GMC Pickup Replacement of Unit 191, Chevy Pickup Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee Animal Control Total Fleet Rebudget Adjustments $ 77,000 $ 30,500 38,500 30,500 42,000 39, ,500 38, P age

46 Police Department Personnel Adjustments Adjustments for personnel are detailed in this section. CITY OF LARAMIE FY SUPPLEMENTAL BUDGET GENERAL PERSONNEL SUPPLEMENTAL REQUEST Position Title: Department: Cost Center: CSO Records Specialist Police LARC 2030 PERSONNEL SECTION: FULL TIME & PART TIME BENEFITTED REQUESTS SEASONAL / TEMPORARY / PROVISIONAL REQUESTS Title: CSO Records Specialist Title: FTE: Pay Range: 136/1 FTE: 0.5 Pay Range: Pay Rate/Hour: #Hrs/Pay Period: # Pay Periods: Annual Salary: $ (16,725) Annual Salary: $ Annual Overtime: $ Annual Overtime: $ Total Salary (Annual Salary + Overtime): $ (16,725) Total Salary (Annual Salary + Overtime): $ Workers' Comp $ (441) Workers' Comp $ FICA $ (1,280) FICA $ Pension (non Police/non Fire) $ (1,985) Total Cost (Total Salary + Benefits): $ Medical $ (15,346) Life $ (55) LTD $ (28) Total Cost (Total Salary + Benefits): $ (35,860) OTHER OPERATIONAL COSTS ASSOCIATED WITH THIS POSITION Account Description Cost TOTAL OTHER OPERATIONAL COSTS: $ TOTAL SUPPLEMENTAL PERSONNEL REQUEST: $ (35,860) Describe why position is necessary. This request supports a reduction in authorized FTEs for the LARC division. This position was authorized several years ago and has not been filled. 98 P age

47 Fire Department Overview The City of Laramie Fire Department (LFD), founded by an act of the Town Council in August of 1872, is comprised of forty five (45) sworn line firefighters, three (3) sworn administrative staff, two (2) civilian administrative personnel, and one (1) part time civilian inspector totaling fifty and a half (50.5) personnel. The department has three (3) shifts that are each assigned fifteen (15) staff members. Each shift consists of a Shift Commander, three (3) Company Officers, three (3) Equipment Operators, and eight (8) Firefighters. There are three (3) stations strategically located in the community which house firefighters, equipment, and apparatus for emergency response, as well a training center to maintain a well trained staff of fire professionals. The department has four (4) divisions, including Emergency Medical Services (EMS), Life Safety and Fire Prevention (LS&FP), Operations, and Training. The department is responsible for emergency response in the disciplines of fire suppression (structure and wild land), hazardous material mitigation, emergency medical response, technical rescue (high and low angle, swift water, ice, confined space, and extrication), and general public assistance. Prevention responsibilities include public education, code interpretation and enforcement, plan reviews, home safety surveys, and fire investigations. The Laramie Fire Department, through an agreement with the Wyoming Office of Homeland Security, administers and responds as a State asset for Regional Emergency Response Team #3. The City of Laramie enjoys a rating by the Insurance Service Office (ISO) at a Class 3, based upon fire response capability, as well as other factors. Apparatus available for emergency response includes three (3) Class A Pumping Engines with 1 Reserve Pumping Apparatus, one (1) 95 foot aerial ladder truck, two (2) Type 6 Wild Land Engines, five (5) ALS ambulances, one (1) Command Vehicle, and a Hazardous Materials Response Unit. The run number totals for the department have exceeded 3,500 annually, of which roughly 80% are EMS in nature. The department works closely with outside agencies such as the Forest Service (State and Federal), Wyoming Office of Homeland Security, State Fire Marshal Office, Ivinson Memorial Hospital, Albany County Sheriff and EMA Offices, and the Albany County Fire District #1. Regarding personnel management all hiring, promotions, and discipline are governed by the Wyoming State Civil Service law as administered by City staff and the Laramie Fire Civil Service Commission. 99 P age

48 The Fire Department is comprised of the following cost centers: Administration Emergency Medical Services (EMS) Operations Prevention Training Emergency Management Agency (EMA) Grants Department Vision The Laramie Fire Department vision is to be an organization acknowledged for its pride, integrity, and professionalism in providing services to the community. The LFD personnel are leaders in providing public safety and emergency service to Laramie and the surrounding area, setting a standard of excellence for superior prevention and response. Goals for FY Secure grant funding to assist in apparatus replacement and replacement of ambulance unit MS 142. Continue with planning the upgrades to the LFD Training Center. This year s goals will include defining funding options (grant opportunities and applications), possible project partners, and a timeline implementation plan. Propose and implement incentives to encourage a Residential Sprinkler Program within our community. Provide development and certification for personnel. Complete, in coordination with Albany County Emergency Management Association, the Emergency Operations Center at LFD Station #3. In partnership with Ivinson Memorial Hospital, develop a fiscally sustainable EMS model for the community and a revamped operational budget within the division. Organizational priorities within the department include but are not limited to the training of staff (professional development), response readiness and capability; maintenance of facilities; community and customer service; and public educational and safety programs. Council has also formally adopted in its goals and objectives the maintaining of a safe, healthy environment, and ensuring adequate resources to protect general welfare. The EMS budgetary goals are directed at reducing the fiscal subsidy that is currently being experienced by the City of Laramie. 100 P age

49 Accomplishments for FY Successfully deployed districted EMS resources within the community. Secured partial grant funding for Quint apparatus by the State of Wyoming SLIB. Expanded inspection and customer service capability with the addition of a part time civilian inspector. Developed strategic business plan for upgrading of training facilities. Submitted grant application and received award from Federal Emergency Management Association (FEMA) for implementation of a command training and curriculum ( Blue Card ). Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Cost Center FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Fire Administration Personnel $ 2,444,337 $ 2,586,420 $ 1,681,752 $ 2,426,151 $ 2,482,418 $ 4,703 $ 2,487,121 Contractual Services 34,398 33,049 28,089 35,925 35,925 35,925 Materials & Supplies 7,594 10,944 3,966 11,666 11,689 11,689 Debt Service 88,593 88,594 88,594 Fire Administration Total 2,486,329 2,630,413 1,713,807 2,562,335 2,618,626 4,703 2,623,329 Emergency Medical Services (EMS) Personnel 2,147,361 2,158,323 1,328,150 2,218,382 2,268,820 4,967 2,273,787 Contractual Services 65,105 43,420 20,857 43,420 43,420 9,000 52,420 Materials & Supplies 37,830 30,963 25,735 36,163 36,881 2,400 39,281 Capital & Equipment 360, ,185 9,801 20, , ,791 EMS Total 2,610,323 2,608,891 1,384,543 2,318,667 2,583,912 16,367 2,600,279 Fire Operations Personnel 48,872 30,319 11,550 30,413 30, ,503 Contractual Services 131, ,244 82, , ,607 3, ,111 Materials & Supplies 141, ,706 75, , , ,937 Capital & Equipment 61,085 64,960 52, ,273 62, ,500 1,003,824 Fire Operations Total 382, , ,948 1,262, , ,094 1,340, P age

50 Department level Expenditure Summary (cont.) FY Adopted FY Adjustments FY Adjusted Cost Center FY Actuals FY FY YTD Actuals FY Fire Prevention Personnel 95,732 96, , , , ,482 Contractual Services 8,403 13,150 8,708 13,150 13,150 5,640 18,790 Materials & Supplies 4,709 2,173 1,949 2,173 2,173 2,173 Fire Prevention Total 108, , , , ,393 6, ,445 Fire Training Contractual Services 38,019 37,400 5,722 37,400 37,400 37,400 Materials & Supplies 112 7,500 3,502 7,500 3,500 3,500 Capital & Equipment 9,225 9,224 1,991 2,000 2,000 2,000 Fire Training Total 47,356 54,124 11,215 46,900 40,900 2,000 42,900 EMA Personnel 15,535 Contractual Services 220 3,650 10,325 13,650 13,650 13,650 Materials & Supplies 3 3 EMA Total ,185 10,328 13,650 13,650 13,650 Fire Grants Personnel 15,399 8,083 Contractual Services 7,167 60,000 15,593 75,750 60,000 60,000 Materials & Supplies 713 Capital & Equipment 196, ,000 26,215 40,000 40,000 40,000 Fire Grants Total 219, ,000 49, , , ,000 Department Total $ 5,855,940 $ 6,061,233 $ 3,588,083 $ 6,589,986 $ 6,027,762 $ 974,216 $ 7,001,978 Variance Analysis The overtime budget for personnel is currently overspent by nearly 18%. This trend is caused primarily by a continuation of training needs for newer personnel and staffing level maintenance due to current business practice of medical transfers out of the county. The policy on minimum staffing levels also contributes to overtime and is being evaluated for potential revision. Significant re budget items include the apparatus replacement of E 1 and the projected Training Center upgrades as per estimates from the developed Strategic Business Plan. 102 P age

51 Fire Department Adjusted Percentage of General Fund The chart below illustrates the Fire Department in relation to the General Fund in total. As you can see, this department comprises 19% of the total adjusted budget for the General Fund, with Administration and EMS being the largest departmental cost centers. Summary of Supplemental Adjustments The rebudget replacing Engine One (E 1) a Class A Pumping Apparatus with an apparatus that also has aerial capability (QUINT) is a key supplemental for FY Upgrading this piece of equipment will enhance the firefighting capability of the department as well as provide a level of redundancy in aerial capability. The supplementals adjusted in EMS will improve the efficiency of the organization and also provide for a cost savings in the long term. Transitioning the LFD certification program from a classroom to a blended online platform will reduce OT costs to a greater degree than additional online training fees. Other supplementals include centrally budgeted items, which are detailed on pages P age

52 Fire Department Supplemental Adjustments Operating, Equipment, and Fleet Adjustments for operating and equipment are presented below. Subtotals are presented by both cost center and type of request (operating, equipment, fleet, or rebudgets related to these categories.) Supplemental Request Title Description of Request Council Goals and/or Justification FY 2016 Adjustments Registration & Education Books, Publications, & Subscriptions This item covers EMS training for beginning EMTs as well as the intermediate curriculum. The current budget for this item is not adequate. Purchase of ACLS, PALS, AEMT, PHTLS, and basic EMT textbooks in order to transition texts to an EMS library and build model of training resources. EMS training 3,000 Efficiency improvement 2,400 Certifications This request supports transitioning some certifications in EMS to online programs. Online certification courses charge for the certifications per student. Cost savings will occur in overtime. Efficiency improvement 6,000 EMS Total Operating Adjustments Fire Prevention Module HTE Prevention Total Operating Adjustments Quint Apparatus, Increase Funding Training and implementation of HTE FIRES Prevention module in order to move all inspection to a database. A Quint Apparatus is a dual functioning fire service apparatus that serves as both an engine and a ladder truck. A Quint is also referred to as a quintuple combination pumper. There are five functions provided by the apparatus. The five functions are: a. Pump, b. Water tank, c. Fire hose, d. Aerial device (ladder), e. Ground ladders. It is used for fire suppression. $ 11,400 Efficiency improvement 5,640 $ 5,640 Care of equipment 105,077 Operations Total Equipment Adjustments $ 105,077 Rebudget Bunker and Hose Dryer This equipment needs to be rebudgeted and will be purchased for Station 2 once space is available. Care of equipment 15,000 Rebudget Bunker Gear Washer This rebudgeted item is a very heavy duty washing machine that will properly clean fire turnout gear. Care of equipment and to meet standards in regards to carcinogens and blood borne pathogens. 21,500 Operations Total Equipment Rebudget Adjustments $ 36,500 Rebudget Engine 1 Replacement Replacement of a class A pumper (Engine 1) was approved in the FY budget. This funding needs to be rebudgeted in FY Bidding was delayed due to a mandatory freeze on capital and equipment purchases in the General Fund pending voter renewal of the 5th cent tax. The project received partial SLIB funding which is now being considered, delaying the project. Maintain Laramie's safe, healthy, community and ensure adequate resources to project general welfare. 799,923 Operations Total Fleet Rebudget Adjustments $ 799, P age

53 Public Works Department Overview The Public Works Department consists of Public Works Administration, Street and Fleet Maintenance, Solid Waste (collection, disposal, and diversion), and Utilities (Water and Wastewater), spanning both governmental and business type activities. The primary function of the Public Works Department is to operate and maintain the City s infrastructure, while providing essential services to the community. The Public Works Department protects the quality of life for Laramie residents by working to ensure community infrastructure meets current and future needs. Contract management for many of the City s capital projects is handled through Public Works Administration. This division is also active in seeking and applying for grants and loans to assist in project funding. The Streets Division is responsible for street maintenance and repair, street reconstruction, snow and ice removal, street sign maintenance, and traffic signal and street light maintenance. The Fleet Maintenance division is responsible for maintaining the City s 130 vehicles and 180 pieces of equipment. The Public Works Department is comprised of the following cost centers in the General Fund: Administration Streets Fleet Department Vision Through high quality employees and sound management, the Laramie Public Works Department provides efficient and cost effective services that enhance the quality of life for the community. Goals for FY Construct and place into service the South Laramie Sewer extension project. Pursue the Public Works Service Center financing, design, and construction project. Promote and monitor ongoing street and drainage infrastructure. The Public Works Department contributes to meeting the City s goals through the application of efficient and effective practices while facilitating planning for current and future needs of the City. 105 P age

54 Accomplishments for FY Continued ongoing efforts to provide an effective pavement management system through a system of pavement preservation techniques that include reconstruction, asphalt overlays, chip seal, patching and crack sealing to extend the life of the pavement. Continued to implement upgrades to the City s traffic signal systems to improve efficiency and enhance safety. Continued efforts to utilize technology to improve daily operations and enhance efficiency. Developed a Spill Prevention Control and Countermeasure Plan for the Public Works operations. Initiated the Public Works Service Center Project by retaining the services of a design/construction team. Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Cost Center FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Public Works Administration Personnel $ 262,734 $ 317,215 $ 171,412 $ 304,110 $ 311,688 $ 343 $ 312,031 Contractual Services 13,524 13,400 9,538 8,375 8,375 8,375 Materials & Supplies 3,200 2, ,163 3,176 3,176 Capital & Equipment 24,500 24,500 24,500 Public Works Admin Total 279, , , , ,239 24, ,082 Streets Personnel 890, , , , ,620 10, ,164 Contractual Services 945,001 1,121, ,469 1,368,363 1,368,733 2,700 1,371,433 Materials & Supplies 83, ,296 45, , , ,462 Capital & Equipment 1,586,131 2,409, ,724 2,526,697 2,136,850 2,037,869 4,174,719 Debt Service 29, ,422 57, , ,862 43, ,545 Streets Total 3,535,257 4,710,467 1,828,992 5,080,130 5,150,527 2,094,796 7,245,323 Fleet Maintenance Personnel 253, , , , ,238 (8,141) 264,097 Contractual Services 56,237 51,539 13,877 32,889 32, ,967 Materials & Supplies 25,006 24,139 11,663 46,301 45,479 45,479 Capital & Equipment 5,287 6,180 12,000 12,500 12,500 Fleet Maintenance Total 340, , , , ,106 (8,063) 355,043 Department Total $ 4,155,053 $ 5,383,642 $ 2,161,828 $ 5,777,244 $ 5,836,872 $ 2,111,576 $ 7,948,448 Variance Analysis The Public Works Department is seeing an upward trend in the amount of funding necessary to provide adequate street maintenance services. Also trending upward is the cost of electric service to the City s street 106 P age

55 lights and traffic signals. Vehicle repair costs are also increasing from year to year. All of these costs will continue to rise. Public Works Department Adjusted Percentage of General Fund The chart below illustrates the Public Works Department in relation to the General Fund in total. As you can see, this department comprises 21% of the total adjusted budget for the General Fund, with Streets being the largest departmental cost center. 107 P age

56 Summary of Supplemental Adjustments An adjustment has been made for an asphalt paving machine that will allow the Public Works Department to increase the quality and quantity of patches completed annually. It is becoming more and more difficult to hire contractors that are able to meet the City s schedule and to provide a cost effective solution to various patching needs. A new paver will give Public Works much more flexibility in patching and repairing roadways. Other adjustments include centrally budgeted items, detailed on pages 47 52, as well as capital project rebudgets. Public Works Supplemental Adjustments Operating, Equipment, and Fleet Adjustments for operating and equipment are presented below. Subtotals are presented by both cost center and type of request (operating, equipment, fleet, or rebudgets related to these categories.) Supplemental Request Title Description of Request Council Goals and/or Policy Justification FY 2016 Adjustments Rebudget Unit 550 Replacement Replacement of unit 550, a half ton pickup truck used in the Public Works administration division. Administration Total Fleet Rebudget Adjustments Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee $ 24,500 24,500 New Asphalt Paver There is a need for the Street Division to have a small asphalt paver. Over the last two summers the Street Division has been doing the patches for the utility cuts. By doing the patches in house, the City has saved roughly $24,000 each year. With a lack of paving equipment, the department can only Maintain City wide Infrastructure Improvement make smaller patches; large patches have to be Program as Adopted in both the a) Water/Sewer contracted out. There is potential for cost savings (Red Oak) Study and b) Street Capital Plan. each year if the City can make large patches in house. If the division had a paver, it could be used instead of the blade to patch the streets until they can be repaired. Using a paver will give a better surface for drainage and for the traveling public. 180,000 Street Total Equipment Adjustments Rebudget Unit 500 Replacement Replacement of Unit 500, a half ton pick up truck used in the Street Division. $ 180,000 Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee 25,000 Rebudget Unit 281 Replacement Replacement of Unit 281, a truck used in the Street Division, was approved in the FY budget. Purchase replacement units for City fleet in This funding needs to be rebudgeted in FY accordance with schedule managed by Fleet Bidding was delayed due to a mandatory freeze on Committee capital and equipment purchases in the General Fund pending voter renewal of the 5th cent tax. 41,000 Street Total Fleet Rebudget Adjustments $ 66, P age

57 Public Works Supplemental Adjustments Capital Projects Adjustments for General Fund capital projects are presented in detail on pages , along with summaries of the City wide plans for capital projects, equipment, and fleet. Capital project rebudgets for the Public Works department total $1,851,869; the adjustments for rebudgets represent the carry forward of previously appropriated projects. The total adjusted budget for capital projects includes both rebudgets and adjustments. FY adjustments for capital projects are presented below, as well as in the capital expenditure section of this book. FY Supplemental Adjustments Capital Projects (excluding rebudgets) Project Title Description FY Adjustments Street Reconstruction Riverside Drive This project is for ongoing reconstruction and overlay projects on City streets. This segment of roadway is Riverside Drive from Adams to West End. Average PCI is This project has been moved to FY and funding transferred to Mill Street Reconstruction. (460,000) Street Reconstruction Mill Street Street Total This project is for ongoing reconstruction and overlay projects on City streets. The Micro Paver Pavement Management Study is utilized in finalizing street projects. This segment of roadway is Mill Street from 10th to 13th. Average PCI is Funding is being transferred from the Riverside Drive project to fund this supplemental funding request. $ 400,000 (60,000) 109 P age

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59 Community Development Department Overview The Community Development Department is well named, with both words capturing what the department does. The Development concerns land use, infrastructure design, and adherence to codes in short, managing growth. The Community reminds staff that growth cannot come at the expense of quality of life and human values. The two must be balanced, and the department does so successfully. The Community Development department is comprised of the following cost centers: Administration Engineering Planning Code Administration Department Vision Community Development will continue to articulate the vision of the community through the FY and FY biennium. Instruments for doing so are long range planning (e.g., the Comprehensive Plan), current development review (e.g., UDC, Building Codes), and sound infrastructure planning (e.g., engineering standards and designs). Goals for FY Continue to respond to development needs and proactively plan ahead. Match available resources to demand. Keep community well being as the focus of daily work and long range mission. Community Development staff are the primary custodians of the Comprehensive Plan and staff take its direction to heart. The department strives to make all activities align with the Plan, and staff members are confident that this goal is accomplished. The Council Goals in general are in harmony with the Plan, and as specific direction emerges from the Council s review and renewal of those Goals, the department adjusts its work accordingly. Accomplishments for FY The Engineering division has been reconstituted under new leadership; many improvements in service and functionality have been made, and will continue. Phase 1A of Cirrus Sky Technology Park will be complete by the end of the fiscal year. Updated Building Codes have been reviewed and adopted; preparations for next round are underway. 111 P age

60 Accomplishments for the FY (cont.) One major round of UDC amendments was approved in November 2014, with other minor changes also approved during the year; preparations for the next round are underway. Cirrus Sky Technology Park Master Plan will be completed this fiscal year. Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Cost Center FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Community Development Administration Personnel $ 206,082 $ 208,754 $ 144,998 $ 217,426 $ 222,772 $ 401 $ 223,173 Contractual Services 7,721 15,900 9,404 15,000 15,000 15,000 Materials & Supplies 6,464 7,600 1,459 8,400 8,400 8,400 Comm Dev Admin Total 220, , , , , ,573 Engineering Personnel 370, , , , ,499 28, ,504 Contractual Services 45, ,920 23,557 43,920 46,920 1,500 48,420 Materials & Supplies 7,917 6,966 4,492 11,381 8,448 3,000 11,448 Capital & Equipment 66, ,579 73, ,100 2, , ,895 Engineering Total 490,445 1,050, ,761 1,174, , ,250 1,369,267 Planning Personnel 226, , , , ,350 1, ,620 Contractual Services 17,252 18,600 14,094 18,525 18,525 3,000 21,525 Materials & Supplies 1,941 1,850 2,401 1,850 1,850 1,850 Capital & Equipment 55, ,000 22, ,306 27,000 27,000 Planning Total 301, , , , ,725 31, ,995 Code Administration Personnel 473, , , , ,789 1, ,812 Contractual Services 44,579 75,078 26,921 66,528 67,028 67,028 Materials & Supplies 8,562 11,997 3,638 10,814 10,434 10,434 Capital & Equipment 53,500 53,500 53,500 Code Administration Total 526, , , , ,251 54, ,774 Department Total $ 1,538,961 $ 2,284,522 $ 1,017,588 $ 2,484,402 $ 1,623,165 $ 944,444 $ 2,567,609 Variance Analysis Except for a few specific capital matters, there has been no notable variation in either budget or expenditures for the Community Development Department over several biennial cycles. 112 P age

61 Community Development Department Adjusted Percentage of General Fund The chart below illustrates the Community Development Department in relation to the General Fund in total. As you can see, this department comprises 8% of the total adjusted budget for the General Fund, with Engineering being the largest departmental cost center. Summary of Supplemental Adjustments The Engineering division requested approximately $132,500 for two supplementals: $100,000 to create an Engineering Manual for use by developers and City consultants, so that infrastructure projects will have uniform procedures and standards; and approximately $32,500 to fund a new part time provisional position in engineering, to assist with completing various projects (e.g., smaller traffic studies, street or utility designs, etc.) that would otherwise require separate consulting contracts. Another notable supplemental is the shifting of funding for the City wide Storm Drainage Evaluation from FY to FY Completion of the South Laramie Drainage component is ahead of the schedule anticipated last year, and the adjustment will allow the comprehensive analysis to be done ahead of the expected timeframe. Other adjusted supplementals include centrally budgeted items, detailed on pages 47 52, as well as capital project rebudgets. 113 P age

62 Community Development Supplemental Adjustments Operating, Equipment, and Fleet Adjustments for operating and equipment are presented below. Subtotals are presented by both cost center and type of request (operating, equipment, fleet, or rebudgets related to these categories.) Supplemental Request Title Description of Request Council Goals and/or Policy Justification FY 2016 Adjustments Spring Creek Floodplain Transfer $42,000 to Jacoby Golf Course Project Replace, upgrade and improve aging infrastructure throughout the parks and recreation system. (42,000) Engineering Total Operating Adjustments $ (42,000) Planning: Legal Advertisements Increase The Laramie Boomerang s legal advertising costs have increased considerably in recent years, including an increase in December The increase was especially steep for the Sunday newspaper. Due to very tight deadlines (most of them required by Wyoming Statutes as well as UDC), staff is regularly obliged to advertise public hearings on Sunday. This request will help the department remain in balance on this line item, which is already in deficit in the current FY. UDC, D (Public Notice Requirements) 2,000 Planning: Postage Increase Planning Total Operating Adjustments This is a fixed cost that the department is legally obligated to incur. The line item is already in deficit. UDC, D (Public Notice Requirements) 1,000 $ 3,000 Rebudget Unit 882 Replacement Replacement of Unit 882, a truck used in the Code Administration Division, was approved in the FY budget. This funding needs to be rebudgeted in FY Bidding was delayed due to a mandatory freeze on capital and equipment purchases in the General Fund pending voter renewal of the 5th cent tax. Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee. 25,500 Rebudget Unit 883 Replacement Replacement of Unit 883, a truck used in the Code Administration Division, was approved in the FY budget. This funding needs to be rebudgeted in FY Bidding was delayed due to a mandatory freeze on capital and equipment purchases in the General Fund pending voter renewal of the 5th cent tax. Purchase replacement units for City fleet in accordance with schedule managed by Fleet Committee. 28,000 Code Administration Total Fleet Rebudget Adjustments $ 53, P age

63 Community Development Supplemental Adjustments Capital Projects Adjustments for General Fund capital projects are presented in detail on pages , along with summaries of the City wide plans for capital projects, equipment, and fleet. Capital project rebudgets for the Community Development department total $716,795; the supplementals for rebudgets represent the carry forward of previously appropriated projects. The total adjusted budget for capital projects includes both rebudgets and supplemental adjustments. FY supplementals for capital projects are presented below, as well as in the capital expenditure section of this book. FY Supplemental Adjustments Capital Projects (excluding rebudgets) Project Title Concrete Evaluation and Index Study City Wide Drainage Evaluation Spring Creek Floodplain Update Laramie River Floodplain Update Pavement Study Addendum Engineering Design Manual Engineering Total Master Plan for Parks, Trails & Open Space Zoning Study: DC, R2, Multi Family Planning Total Description The proposed Concrete Evaluation is necessary to provide information on the current condition of concrete sidewalk and curb and gutter to provide a basis of potential changes to the current "Shared Concrete Program". This project has not begun and has been pushed back to FY to allow for adequate project planning. The City of Laramie has commissioned many storm drainage studies over the last 20 years. However, the South and East sections of the City have not been studied on a large scale. This project includes studying/modeling these two areas and recommending a list of improvements and costs. After the South and East side studies are complete, this project would collectively evaluate all the previous reports and create a City wide prioritized list with cost estimates. This list of City wide drainage improvements would then provide a basis for investigation into possible funding options. The South portion of this study is being completed ahead of schedule, and the FY supplemental request is to move funding for the second phase from FY to FY This update will correct FEMA s Flood Insurance Rate Map (FIRM) for Spring Creek floodplain delineation from 30th Street west to the confluence with Laramie River. FEMA s recent national updates to the Digital Flood Insurance Map (DFIRM) raised concerns that the new/updated floodplains appear to have shifted alignments. FEMA has declined to address concerns of this type. The desired update by the City will correlate the designated floodplains with actual surveyed locations. This update will correct FEMA s Flood Insurance Rate Map (FIRM) for the Laramie River floodplain delineation within the City of Laramie boundary. FEMA s recent national updates to the Digital Flood Insurance Map (DFIRM) raised concerns that the new/updated floodplains appear to have shifted alignments. FEMA has declined to address concerns of this type. The desired update by the City will correlate the designated floodplains with actual surveyed locations. Additionally, this project will analyze and apply for FEMA acceptance of a protective berm on the west side of Laramie; this original berm had not officially been recognized by FEMA, and the City was required to remove it a few years ago. This addendum will update and expand the current pavement study. Additional funding is requested in FY to adequately fund the study. An Engineering Design Manual is a document containing all City specifications, standards, and procedures within one cover. There are some components in place already, but they are badly outdated; others have never been written. This manual will provide an invaluable internal resource for staff and will provide ready made material for consultants and development professionals. This plan recommends a 30 year strategy for Parks, Trails, Recreation and Natural Areas in the Laramie Community. The project is complete, and the supplemental request for FY removes excess funding. UDC does not address known defects in zoning boundaries; this study will identify strategies and tactics to align with goals, including concerns about sufficient supply and demand among properties in the designated zoning districts and their inventories of available developable or re developable land. The RFQ for this study will be issued in June 2016, and the study will be awarded in FY This supplemental request moves project funding to FY in order to match the project timeline. $ $ FY Adjustments (75,000) 243,000 (75,000) 7,000 25, , ,000 (24,050) (65,000) (89,050) 115 P age

64 Community Development Personnel Adjustments Adjustments for personnel are detailed in this section. CITY OF LARAMIE FY SUPPLEMENTAL BUDGET GENERAL PERSONNEL SUPPLEMENTAL REQUEST Position Title: Department: Cost Center: Provisional Civil Engineer FY Only Community Development Engineering 4015 PERSONNEL SECTION: FULL TIME & PART TIME BENEFITTED REQUESTS SEASONAL / TEMPORARY / PROVISIONAL REQUESTS Title: Title: Civil Engineer FTE: 0.5 Pay Range: FTE: Pay Range: Pay Rate/Hour: $24.40 #Hrs/Pay Period: 20 # Pay Periods: 52 Annual Salary: $ Annual Salary: $ 25,376 Annual Overtime: $ Annual Overtime: $ Total Salary (Annual Salary + Overtime): $ Total Salary (Annual Salary + Overtime): $ 25,376 Workers' Comp $ Workers' Comp $ 688 FICA $ FICA $ 1,941 Pension (non Police/non Fire) $ Total Cost (Total Salary + Benefits): $ 28,005 Medical $ Life $ LTD $ Total Cost (Total Salary + Benefits): $ OTHER OPERATIONAL COSTS ASSOCIATED WITH THIS POSITION Account Description Cost Office supplies $ 3, CAD License $ 1,500 TOTAL OTHER OPERATIONAL COSTS: $ 4,500 TOTAL SUPPLEMENTAL PERSONNEL REQUEST: $ 32,505 Describe why position is necessary. Engineering is in need of a part time engineer to handle the increased number of traffic related studies and designs. In recent years the number of traffic studies and designs has increased to beyond what current staff can manage in a timely manner. This position will provide the needed personnel to accommodate the additional workload while also saving money by handling the studies and designs in house. This position is estimated to save the City over $70,000 a year by not using consultants to complete the work. 116 P age

65 Administrative Services Department Overview The Administrative Services Department is a multifaceted operation consisting of accounting, budget, payroll, municipal billing services and the Municipal Court, which provide services to the City departments, elected officials, the City Manager, and to the citizens of Laramie. The Accounting Department ensures the integrity of financial information, provides accurate and timely financial and budget reporting, processes financial transactions and reconciliations, and monitors budgetary and grant compliance. Accounting has received the Government Financial Officer s Association (GFOA) award for Financial Achievement consecutively for 37 years. In FY 2014, the GFOA Award for Financial Reporting was awarded to 4,000 cities who reported over the minimum requirements of Generally Accepted Accounting Principles (GAAP) and who prepare annual reports in the spirit of transparency and full disclosure. The City received its second Distinguished Publication award from the GFOA for the FY 2014 FY 2016 biennium budget publication in collaboration with the City Manager. Only 1,424 cities who met both the guidelines of the National Advisory Commission on State and Local ing and the best practices of GFOA received this award. Accounting is also responsible for budget preparation and reporting and payroll management. preparation and reporting includes coordinating and compiling the City s $200M biennium budget, assisting in funding requirements, forecasts, and preparation of informative budget publications. Payroll management includes processing over 400 paychecks per month, projecting payroll budgets, and managing payroll taxes, compliance with federal laws and regulations, and other sensitive payroll issues. Business Operations handles Utility Billing, Accounts Payable and Receivables, residential parking permits, and total cash receipts for the City of Laramie and manages both internal and external customers. This year the operation processed over $44M in receipts for the City and over 93,000 transactions. Municipal Services Billing made up $12M of the total payments alone. The Utility staff processes over 6,754 courtesy service orders each year to accommodate citizen s utility services that include high consumption readings, no reading, leak check review, and other important services. Accounts Payable processed approximately 4,000 checks in FY 2014 with a total of $38M in expenditures. Accounts Receivable processed 1,047 payments for a total of $2.7M. Business Operations handles the City call center and is the first to respond to or transfer customer inquiries. Staff handles approximately 1,200 calls per month in which 22 hours of calls per month are dedicated to receiving credit card payments. The Municipal Court office processes tickets and related paperwork, manages the court calendar, and assists with and tracks all Court requirements ordered by the Judge. The Municipal Court tracks defendant payment plans and the first offender program over a two to three year probationary period 117 P age

66 (i.e. community service, alcohol evaluation deadlines, etc.). There were 10,519 violations in the Municipal Court for calendar year 2014 (alcohol 354, code enforcement 15, parking 5,881, traffic 3,535, and other misdemeanors 734). The Municipal Court disposed of 9,232 cases over the last year and collected over $984,000 in fines, fees and restitution. Currently, the Court has over 204 outstanding hearings (non guilty pleas) that are set within six month guidelines to adhere to speedy trial. Currently, there are 416 payment plans set by the Court to be collected, totaling close to $171,000. The Administrative Services Department is comprised of the following cost centers: Finance Municipal Court Department Vision The department vision Excellence in Customer Service is congruent with the City s vision. To continue this vision, the department must focus on training and development of staff, providing efficiencies in services for the public, continuing to improve customer communication, and implementing enhancements in financial reporting to the citizens and City Council. Goals for FY Apply for the Governmental Financial Officer's Association (GFOA) distinguished award for financial reporting. Focus on greater efficiencies and quality standards within Municipal Billing, Municipal Court, and Accounting services, including: o an enhanced Municipal Billing phone system, which expands services to 24 hours, 7 days a week. o improved financial statements and budgetary reporting to improve citizen, City Council, and staff understanding of and transparency of the City of Laramie Business. o implementing new timekeeping software (City wide) which will save input and review time of over 200 hours a month and provide more efficient use of staff members. Establish policies to create efficiencies in the Court office with a Court Operation committee consisting of City Council members and staff. 118 P age

67 Goals for FY (cont.) Provide educational and development opportunities for staff to improve communication, leadership and technical skills that contribute to the employee s success and increased contribution to the City of Laramie. Begin a proactive comprehensive budgetary plan with the City Manager and staff to propose better efficiencies and priority budgeting due to reduced revenues, increasing costs, and decreasing fund balance. Administrative Services goals provide high level support to the Council s goal provide better public relations and communication to our citizens. The department is requesting funding for projects which increase efficiencies and communication within the organization, including a new customer service billing phone system. The department provides expertise internally and participates as team members on several goals including, credit card compliance in FY 2015, City Manager compliance grant review with new OMB circular, and time keeping software, to name a few. Staff training is critical to enhance public relations, citizen satisfaction, and to keep up with industry standards, requiring continued skill development and enhanced software opportunities. Accomplishments for FY Received Governmental Financial Officer's Association (GFOA) distinguished awards for budgetary (FY15 & FY16) and financial reporting (FY15). Reformatted budget materials with the City Manager including the Adjusted Biennial and GFOA publications to provide critical high level review including goals, accomplishments, and variances to the budget as well as overview performance metrics. These documents provide better transparency and understanding to citizens, Council, and staff. Implemented project improvements within Municipal Billing, including modernized letter bill format that can include community updates. Led a campaign for residents to convert to e bill or ACH payments to improve efficiencies and reduce operation costs in Municipal Billing Services. Provided education opportunities and maintained certification standards to advance development and staff growth for continued customer service excellence in the community. This included GFOA training, customer service training, priority based budgeting, municipal court conferences and supervisory trainings. 119 P age

68 Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Cost Center FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Finance Personnel $ 776,072 $ 797,645 $ 554,778 $ 847,660 $ 868,522 $ 20,590 $ 889,112 Contractual Services 60,137 65,581 37,577 86, ,939 43, ,275 Materials & Supplies 8,502 7,864 3,723 7,864 8,864 8,864 Capital & Equipment 5,000 26,000 18,000 44,000 Finance Total 844, , , ,463 1,046,325 81,926 1,128,251 Municipal Court Personnel 262, , , , , ,283 Contractual Services 51,912 75,062 40,790 68,421 68,421 68,421 Materials & Supplies 3,985 5,345 6,842 8,845 5,345 1,860 7,205 Capital & Equipment Municipal Court Total 318, , , , ,874 2, ,909 Department Total $ 1,163,156 $ 1,223,562 $ 810,077 $ 1,313,056 $ 1,406,199 $ 83,961 $ 1,490,160 Variance Analysis The changes affecting personnel are noted. In FY 2014, Council approved to convert an Administrative Assistant position from a part time benefited position to a full time position funded by a $12,038 budget transfer from the City Manager cost center to accommodate budget document preparation in collaboration with the City Manager. Also in FY 2014, other pay items in budget include promotions for the Business Operations Supervisor, Accountant, and Accounting Operations Supervisor, court job salary comparisons, and CPA certification. The full impact of these changes occurred in FY There were increases in medical rates, cost of living and step increases, workers compensation and an over 1.5% increase in pension rates in FY 2015, which caused total personnel costs to increase. Contractual obligations increased from FY 2014 to FY 2015 due to increased postage rates and payment of Selectron software (phone billing system) yearly maintenance and license fees. These costs are offset by a reduction in the Municipal Court Click to Gov on line billing software, which converted to NuCourt on line Court payment system with no added cost. Other additions included increased training and travel spending authority to enhance staff development. In FY 2015, there is $5,000 in capital equipment budgeted for Selectron billing phone system. 120 P age

69 Administrative Services Department Adjusted Percentage of General Fund The chart below illustrates the Administrative Services Department in relation to the General Fund in total. As you can see, this department comprises 4% of the total adjusted budget for the General Fund, with Finance being the largest departmental cost center. Summary of Supplemental Adjustments There are two key supplementals in FY The first supplemental is a one time funding request for approximately $14,000 due to a key employee retiring. The additional funds will allow for a temporary over hire for a new employee to receive training over two payroll cycles in order to ensure payroll processing has a smooth transition. The second, is to initiate a City wide process improvement to eliminate paper timesheets for time and attendance. City wide department staff members are estimated to save approximately 200 hours per month in timesheet entering and auditing. The software can be programmed with payroll rules to reduce manual time coding and to produce a more reliable and consistent policy regarding employee pay. The software adjusted is governmental and interfaces with current software. The department is requesting a one time operating and equipment cost of $41,000 to implement the software and ongoing City wide licensing cost of $16,000. Other supplementals include centrally budgeted items, detailed on pages P age

70 Administrative Services Supplemental Adjustments Operating, Equipment, and Fleet Adjustments for operating and equipment are presented below. Subtotals are presented by both cost center and type of request (operating, equipment, fleet, or rebudgets related to these categories.) Supplemental Request Title Description of Request Council Goals and/or Policy Justification FY 2016 Adjustments Timekeeping Software Implementation One time costs and equipment Timekeeping Software Implementation Ongoing licensing costs General Fund Share Currently, all non exempt staff members keep paper time sheets documenting time and attendance. Department staff spend approximately 160 hours of cumulative time per month simply entering and reviewing hours into the City's payroll software. The Accounting Department then spends another 40 hours a month auditing timesheets to ensure accuracy and compliance with City policy. The implementation of timekeeping software would produce more reliable documentation of time and attendance, ensure consistent application of City policy regarding employee pay, and provide significant time savings at the City level. The software implemented would be a robust system, focused on local government, that will accommodate both the specific complexities of Public Safety operations, as well as varied departmental work flow requirements. City wide process efficiency improvement 40,497 City wide process efficiency improvement 12,839 Administrative Services Total Operating Adjustments $ 53,336 Rebudget Selectron (Outbound) Software Interactive voice system that will call customers for specific needs such as water break notification, delinquent bills, and other notifications as needed. City wide process efficiency improvement 3,000 Administrative Services Total Equipment Rebudget Adjustments $ 3,000 Rebudget Travel and Training This request supports rebudgeting a portion of the travel budget into next fiscal year in order that staff Provide adequate resources for staff development 5,000 members may attend a major conference as a group. Administrative Services Total Operating Rebudget Adjustments Westlaw allows users to research case law and is Westlaw Subscription also used by the City Attorney. Municipal Court Total Operating Adjustments $ 5,000 Staff training 1,860 $ 1, P age

71 Administrative Services Personnel Adjustments Adjustments for personnel are detailed in this section. CITY OF LARAMIE FY SUPPLEMENTAL BUDGET GENERAL PERSONNEL SUPPLEMENTAL REQUEST Position Title: Department: Cost Center: Overhire Accountant FY Only Administrative Services Finance 6010 PERSONNEL SECTION: FULL TIME & PART TIME BENEFITTED REQUESTS SEASONAL / TEMPORARY / PROVISIONAL REQUESTS Title: Overhire Accountant Title: FTE: Pay Range: 148/9 FTE: 1.0 Pay Range: Pay Rate/Hour: #Hrs/Pay Period: # Pay Periods: Annual Salary: $ 9,110 Annual Salary: $ Annual Overtime: $ Annual Overtime: $ Total Salary (Annual Salary + Overtime): $ 9,110 Total Salary (Annual Salary + Overtime): $ Workers' Comp $ 28 Workers' Comp $ FICA $ 697 FICA $ Pension (non Police/non Fire) $ 1,081 Total Cost (Total Salary + Benefits): $ Medical $ 3,286 Life $ 27 LTD $ 17 Total Cost (Total Salary + Benefits): $ 14,246 OTHER OPERATIONAL COSTS ASSOCIATED WITH THIS POSITION Account Description Cost TOTAL OTHER OPERATIONAL COSTS: $ TOTAL SUPPLEMENTAL PERSONNEL REQUEST: $ 14,246 Describe why position is necessary. This request supports an overhire for the Accountant position that specializes in Payroll. The current employee is retiring in Winter 2016 after over 12 years of City service. This temporary overhire authorization will allow the new person to receive intensive training during two payroll cycles, ensuring that the payroll processing function is transferred smoothly. Existing staffing levels in the Accounting Department will make it difficult to accommodate the intensive training required for City payroll processing, due to the retirement timeline of the employee, the potential implementation of time keeping software, and the biennium budget preparation schedule for FY P age

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73 Human Resources Department Overview The Human Resources Department is staffed by three full time employees. The Department is primarily responsible for the development and compliance of City wide functions including, but not limited to, recruiting and selection, compensation, benefits/wellness programs, legal compliance, employee engagement and performance management. The Department is responsible for providing guidance to City departments and for the development of internal programs and policies to assist in the achievement of Council goals. Department Vision The department strives to provide a positive human resources service experience for applicants, employees, and retirees and to collaborate with departments to recruit, develop, support, and retain diverse and talented employees who are the key to City of Laramie s reputation and success. Goals for Recruit and retain top performing employees. Provide support and development to City employees. Provide a positive experience for applicants, employees and retirees. The Human Resources Department is the primary contributing department for maintaining a balanced total compensation plan, offering competitive pay and benefits that are fair and reasonable to both employees and citizens, while supporting organizational goals. The City s compensation plans and benefit programs adhere to budgetary constraints and are designed to attract and retain top performing employees. Accomplishments for FY Engaged in a market study to determine the compensation value of all City positions. Assisted City Council in the recruitment of two major contract positions. Provided the City Manager a first annual Workforce Report to assist management in understanding the diversity of the City of Laramie s workforce. Implementation of an applicant tracking software that assists in the job management and screening matrix system of open positions. 125 P age

74 Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY Expenditure Category FY Actuals FY FY YTD Actuals FY FY Adopted FY Adjustments Variance Analysis There were no significant variances within the Human Resources budget in fiscal year The two noticeable changes were both budgeted in the FY Biennium. The market survey and applicant tracking software were one time budget appropriations to the professional and consulting services budget in Human Resources and both items took place within the budgeted amounts. Also, the public safety employee assistance program received an ongoing budget increase and has not exceeded the new budgeted amount. Human Resources Department Adjusted Percentage of General Fund The chart below illustrates the Human Resources Department in relation to the General Fund in total. FY Adjusted Personnel $ 339,258 $ 359,359 $ 223,150 $ 389,343 $ 387,843 $ 16,705 $ 404,548 Contractual Services 13,945 22,180 58,496 85,255 29,755 29,755 Materials & Supplies 3,826 3,600 2,310 3,600 3,600 3,600 Capital & Equipment Department Total $ 357,029 $ 385,139 $ 283,956 $ 478,198 $ 421,198 $ 16,705 $ 437,903 Summary of Supplemental Adjustments There is a recommendation for the renewal of provisional dollars to assist in the increased workload of the Human Resources Department due to the amount of reclassifications, turnovers, legal and disciplinary procedures, and healthcare reform requirements. The renewal will allow the department to provide employees and citizens with faster and more efficient service while increasing the amount of work the department can process. Other supplementals include centrally budgeted items, detailed on pages P age

75 Human Resources Personnel Adjustments Adjustments for personnel are detailed in this section. CITY OF LARAMIE FY SUPPLEMENTAL BUDGET GENERAL PERSONNEL SUPPLEMENTAL REQUEST Position Title: Department: Cost Center: Human Resources Assistant FY Only Human Resources Human Resources 6020 PERSONNEL SECTION: FULL TIME & PART TIME BENEFITTED REQUESTS SEASONAL / TEMPORARY / PROVISIONAL REQUESTS Title: Title: HR Intern FTE:.375 Pay Range: FTE: Pay Range: 025 Pay Rate/Hour: #Hrs/Pay Period: 66 # Pay Periods: 12 Annual Salary: $ Annual Salary: $ 10,556 Annual Overtime: $ Annual Overtime: $ Total Salary (Annual Salary + Overtime): $ Total Salary (Annual Salary + Overtime): $ 10,556 Workers' Comp $ Workers' Comp $ 33 FICA $ FICA $ 808 Pension (non Police/non Fire) $ Total Cost (Total Salary + Benefits): $ 11,397 Medical $ Life $ LTD $ Total Cost (Total Salary + Benefits): $ OTHER OPERATIONAL COSTS ASSOCIATED WITH THIS POSITION Account Description Cost TOTAL OTHER OPERATIONAL COSTS: $ TOTAL SUPPLEMENTAL PERSONNEL REQUEST: $ 11,397 Describe why position is necessary. There continues to be an increase in the overall workload in the HR department due to the amount of reclassifications, turnovers, legal and disciplinary procedures, PPACA requirements, and additional tracking and tasks assigned by the City Manager to assess and improve the HR processes across the City. With the addition of the HR Assistant in FY 15, the workload in the HR department has become slightly more manageable, yet continues to increase as new responsibilities and tasks are put on the department. Therefore, the department requests increase the provisional position from.38 to.5 FTE. The increase in provisional time will allow the department to provide the employees and citizens with faster and more efficient service while increasing the amount of work the department can process. 127 P age

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77 Parks and Recreation Department Overview The Parks and Recreation Department is truly A Place for All! The dedicated Parks and Recreation staff serve the community through a variety of parks, recreation facilities, special events, programs, sports leagues and amenities. Its unique services also significantly contribute to the quality of life in Laramie and enhance economic development and tourism. Specific responsibilities of the department include the operation and management of the Laramie Community Recreation Center, the Laramie Community Ice & Event Center, Greenhill Cemetery, sixteen parks totaling 148 acres, multiple native areas and open space totaling 290 acres, greenbelt trails, bike lanes and shared use paths totaling 36 miles, recreation facilities and sports complex totaling 70 acres, recreation programs, sports leagues, special events, mosquito control operations, and City facilities maintenance management. The Department mission is, To promote the health and quality of life of the Laramie community through integrity, respect, teamwork and stewardship. The Parks and Recreation Department is divided into three separate divisions; Parks, Recreation, and Facilities Management with seven cost centers for budgeting purposes. The Parks and Recreation Department is comprised of the following cost centers: Administration Facilities Maintenance Parks Cemetery Mosquito Control Recreation Ice and Events Center 129 P age

78 Department Vision The Parks and Recreation Department s goals and vision for FY are aligned with the City Council goals of community enhancement, beautification, stewardship of natural resources, providing a safe community, and multi modal public access. As listed below, the goals and objectives planned for completion in FY will meet City Council objectives. The Department s daily operations remain focused on providing safe and quality parks and recreational opportunities for residents and visitors to the City and the development of infrastructure to enhance existing and new parks and recreational facilities for residents and visitors to the City. Goals for FY Complete the Cirrus Sky Technology Park shared use path from 30th Street to 15th Street. Complete a Community Forestry Management Plan based upon the Community Tree Assessments prepared by the Wyoming State Forestry Division. Present for Council adoption the Parks and Recreation Master Plan for future planning of Parks and Recreation facilities and amenities over the next forty years. The Parks and Recreation Department goals and vision are aligned with the City Council goals: Community Action Beautification and Planning expand collaboration with the University for Beautification & Community Service Events, and Multi Modal Public Access Preserve Park land, Open Space, and Public Trails for Future Generations. Accomplishments for FY The completion of the 15th Street Landscaping Beautification project. The completion of the Recreation Center and Ice & Event Center campus expansion project. The completion of the Ice & Event Center Chiller Compressor Replacement project. The completion of the Cowboy Baseball Field Infield Improvement project. The acquisition of the Cirrus Sky Technical Park open space natural area to support the Cirrus Sky Technology Park shared use path trail project. 130 P age

79 Department-level Expenditure Summary The table below shows budget and expenditure history for two years, plus the adopted budget and adjusted budget for FY FY Cost Center Actuals Parks & Recreation Administration FY FY YTD Actuals FY FY Adopted FY Adjustments FY Adjusted Personnel $ 200,675 $ 202,760 $ 138,684 $ 213,235 $ 218,303 $ 3,481 $ 221,784 Contractual Services 3,071 55,450 19,506 75,450 55,450 55,450 Materials & Supplies 1,773 2, ,800 2,800 2,800 Parks & Rec Admin Total 205, , , , ,553 3, ,034 Facilities Management Personnel 181, , , , , ,503 Contractual Services 117, ,419 78, , ,445 9, ,345 Materials & Supplies 32,178 36,303 18,904 31,016 22,338 22,338 Capital & Equipment 26,337 48,485 2, ,950 3, , ,110 Facilities Management Total 356, , , , , , ,296 Parks Personnel 516, , , , ,282 29, ,522 Contractual Services 122, ,097 82, , ,487 6, ,640 Materials & Supplies 145, ,013 53, , , ,658 Capital & Equipment 178, ,865 33, , , , ,889 Debt Service 10,401 5,439 10,881 10,880 10,880 Parks Total 974,529 1,359, ,021 1,423,750 1,023, ,591 1,253,589 Cemetery Personnel 216, , , , ,955 1, ,898 Contractual Services 14,977 19,988 11,846 22,619 22,717 1,416 24,133 Materials & Supplies 31,851 36,880 9,826 29,086 29,297 29,297 Capital & Equipment 17, ,737 81, ,117 12,925 9,358 22,283 Debt Service 1, ,532 1,532 1,532 Cemetery Total 281, , , , ,426 12, ,143 Mosquito Control Personnel 164, , , , ,106 29, ,304 Contractual Services 82,028 67,671 28,238 76,014 76, ,770 Materials & Supplies 92, ,245 39,898 77,426 77,714 77,714 Capital & Equipment 61,518 79,852 23,229 40,915 40,415 (3,440) 36,975 Mosquito Control Total 401, , , , ,304 26, , P age

80 Department level Expenditure Summary (cont.) FY Adopted FY Adjustments FY Adjusted Cost Center FY Actuals FY FY YTD Actuals FY Recreation Personnel 94, ,643 60, , ,291 1, ,115 Contractual Services 42,870 70,696 26,439 73,174 73,336 (720) 72,616 Materials & Supplies 5,275 14, ,943 5,952 5,952 Capital & Equipment 14,322 13,852 6,093 13,852 13,852 13,852 Recreation Total 157, ,526 94, , ,431 1, ,535 Ice and Events Center Personnel 186, , , , ,452 9, ,794 Contractual Services 89,141 79,336 57,726 87,168 88,270 9,061 97,331 Materials & Supplies 19,279 24,281 8,582 19,328 19,376 (500) 18,876 Capital & Equipment 53,300 58,100 10,452 67,300 81,425 45, ,475 Debt Service 5,352 2,799 5,599 5,600 5,600 Ice and Events Center Total 353, , , , ,123 62, ,076 Department Total $ 2,730,711 $ 3,482,825 $ 1,753,139 $ 3,774,251 $ 2,970,844 $ 491,592 $ 3,462,436 Variance Analysis In FY 2015, the Parks and Recreation Department has emphasized the consistent delivery of quality services to our constituents and customers to promote health and quality of life issues. With this being the case, daily operations and maintenance areas have been the priority. The outcome of this emphasis has been that provisional personnel services are trending slightly above the budget target, operational materials and supplies are trending on target, and capital projects are trending significantly under budget targets across most cost centers within the department. The main factor causing below target spending in capital projects has been the increase in construction and design costs from the original quotes. Within the FY 2016 supplementals, there are a number of adjustments to capital projects to re allocate funds to key projects in order to adjust the budget to meet the variance trends within the Parks and Recreation Department. 132 P age

81 Parks and Recreation Department Adjusted Percentage of General Fund The chart below illustrates the Parks and Recreation department in relation to the General Fund in total. As you can see, this department comprises 10% of the total adjusted budget for the General Fund, with Parks being the largest departmental cost center. Summary of Supplemental Adjustments There are several operating and equipment supplementals presented for the Parks and Recreation Department, including a recommendation for the replacement of an athletic field painter and a floor scrubbing machine. Other supplementals include centrally budgeted items, detailed on pages 47 52, and capital project and fleet rebudgets. There are also adjustments presented in the Major Capital Construction and Parks and Recreation Development Funds that relate to the Parks and Recreation Department, including the installation of the Midwest Trunk and Sporting Goods Clock and the Jacoby Golf Course rural trail development project. 133 P age