2021 Operating Budget Adopted November 16, 2020 MAYOR Mary K. O’Connor CITY COUNCIL Kristie L. Goforth Molly E.B. Grupe Jennifer A. Kuhr Nancy W. Moore Kathryn A. Thomas Douglas S. Wood CITY ADMINISTRATOR Bryan D. Gadow FINANCE DIRECTOR Marc C. Houtakker
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2021 Operating Budget Adopted November 16, 2020
MAYOR Mary K. O’Connor
CITY COUNCIL Kristie L. Goforth Molly E.B. Grupe Jennifer A. Kuhr Nancy W. Moore
Expenditure Restraint Estimates Actual Percentage Increase 1.95% Estimated Allowed Increase 2.50% Actual amount under/(over) the allowed increase 331,329$
Interim Rate with TID out 6.36427000 Must be 5 or greater
Working Capital Percentages 20% Reserve for Working Capital 1,320,307$ Estimated Fund Balance 12/31/20 1,666,884$ Designated to Capital Project fund -$ Difference (346,577)$ Estimated Reserve Percentage -2020 25.25%
Total Revenues (Without City Levy) 5,629,529$ 5,137,664$ (491,865)$ -8.74%Total Expenditures 13,697,021$ 13,964,558$ 267,537$ 1.95%
City Property Tax Levy 4,891,756$ 5,101,517$ 209,761$ 4.29%General Debt Service 3,075,736$ 3,249,647$ 173,911$ 5.65%Library Expansion Debt Service 100,000$ 50,000$ (50,000)$ -50.00% Total City Property Tax Levy 8,067,492$ 8,401,164 333,672$ 4.14%
Allowed Increase 209,761$
Total amount (under)/over Levy Limit (0)$
Tax Rate per $1,000 of Assessed Value 6.44$ 6.40$ (0.04)$ -0.58%Library Exp. Debt Service of Assessed 0.08$ 0.04$ (0.04)$ -52.02% Total Tax Rate per $1,000 of assessed 6.52$ 6.44$ (0.08)$ -1.21%
Equalized Tax Rate 6.32$ 6.32$ (0.00)$ -0.06%
11/24/20203:17 PM
AMOUNT PERCENT2020 2021 INC/(DEC) INC/(DEC)
BUDGET BUDGETOTHER FUNDS OF THE CITY
COMMUNITY DEVELOPMENT AUTHORITYRevenues 44,632$ 33,907$ (10,725)$ (0)$ Expenditures 44,632$ 33,907$ (10,725)$ (0)$
Capital ProjectsLevy -$ -$ -$ N/AApplied Fund Balance -$ -$ -$ N/AOther Revenues 3,704,667$ 2,692,362$ (1,012,305)$ -27.33%
Apportioned Equalized Value Interim Equalized Value Amount to Tax TaxLevy Less TID Value Rate With TID Value Be Levied Increment Increment $ INCREASE% INCREASE
DANE COUNTY 3,837,161.58$ 1,320,051,400 0.002906827 1,451,017,900$ 4,217,858.01$ 380,696.43$ 436,647.62$ (55,951.19)$ -12.81%
MONONA GROVE SCHOOL DISTRICT 16,457,273.00$ 1,319,322,723 0.012474031 1,450,289,223$ 18,090,952.73$ 1,633,679.73$ 1,863,681.28$ (230,001.55)$ -12.34%
NET MILL RATE MG SCHOOL DISTRICT 20.861706 21.729920 -3.9955% ($0.87)MADISON SCHOOL DISTRICT 19.518190 18.972431 2.8766% $0.55
TAX RATE WORK SHEET--2020 TAX ROLL COLLECTED IN 2021CITY OF MONONA
11/24/2020
Year 2020 Year 2019
Average Assessed Home 361,800.00$ 340,600.00$
City of Monona's Mill Rate6.44$ Mill Rate For All Other Funds $ 6.40
Mill Rate For Library Expansion Debt Service $ 0.04 0.08$ Total Mill Rate for the City 6.44118$ 6.52$
Total CITY Tax Levy 2,330.42$ 2,221.71$
Total City Charges $ 2,330.42 2,220.71$
Increase from 2020 108.71$
CITY OF MONONA Tax Bill From ONLY the City
For Home Assessed at $361,800
General FundPercentage
2020 Change2020 Year End 2021 Increase
Budget Estimate Proposed (Decrease)Revenues Taxes (other than property taxes) 397,036 398,355 385,968 Intergovernmental revenues 1,307,960 1,289,851 1,338,367 Licenses and permits 194,200 427,640 224,077 Fines, forfeits and penalties 208,000 135,000 191,000 Public charges for services 56,200 35,030 63,894 Intergovernmental charges 81,000 - 83,000 Miscellaneous revenues 659,240 498,740 455,740 Other financing sources 361,348 326,694 328,897 Appropriated fund balance 413,311 - 250,000 Total Revenues 3,678,295 3,111,310 3,320,943 -9.72%
Expenditures General Government 1,321,192 1,463,025 1,296,716 Public Safety 3,755,571 3,686,638 3,778,871 Public Works 769,001 781,245 760,564 Culture, Recreation and Education 320,779 308,220 322,017 Conservation and Development 173,067 202,974 179,370 Other financing uses 424,162 424,162 264,000 Total Expenditures 6,763,772 6,866,265 6,601,537 -2.40%
Excess (deficiency) of revenues overexpenditures (3,085,477) (3,754,954) (3,280,594) Local Property Taxes 3,085,477 3,085,477 3,280,594 6.32% Net surplus (deficit) - (669,477) -
Fund Balance - Beginning of Year 2,586,361 2,586,361 1,916,884 Fund Balance - End of Year 2,586,361 1,916,884 1,666,884
Debt Service Funds General Library TotalsTotal Revenues 268,000 - 268,000 Total Expenditures 3,517,647 50,000 3,567,647 Excess (deficit) (3,249,647) (50,000) (3,299,647) Balance - Jan 1 27,894 (249,392) (221,498) Balance - Dec 31 27,894 (249,392) (221,498)
Property Tax 3,249,647 50,000 3,299,647
PUBLIC HEARING NOTICECITY OF MONONA EXECUTIVE BUDGET SUMMARY
NOTICE IS HEREBY GIVEN of a public hearing on the 2021 executive budget to be held before the City Council on Monday, November 16, 2020 at 7:00 p.m. in the Community Room at the Library, 1000 Nichols Road, Monona, WI, 53716. The City of Monona's detail executive budget summary is available for public inspection at
City Hall, 5211 Schluter Road from 8:00 a.m. - 5:00 p.m., Monday - Friday.
2021 EXECUTIVE BUDGET SUMMARY
11/24/20204:12 PM
Capital Projects Funds General TID #4 TID #5 TID #6 TID #7 TID #8 TID #9 TotalsTotal Revenues 2,985,421 580,537 987,403 640,657 198,638 581,449 5,974,106 11,948,212 Total Expenditures 2,692,362 709,015 987,403 173,624 150 436,255 4,998,809 9,997,618 Excess (deficit) 293,059 (128,478) - 467,033 198,488 145,194 975,297 1,950,594 Balance - Jan 1 50,000 150,627 173,865 885,657 (215,660) 470,349 1,359,358 2,874,196 Balance - Dec 31 343,059 22,149 173,865 1,352,690 (17,172) 615,543 2,490,135 4,980,270
Property Tax - - - - -
Water Sewer Mass StormwaterEnterprise Funds Utility Utility Transit Utility Totals
The City's outstanding general obligation debt at December 31, 2020 is $50,840,000
NOTE: THE PROPOSED RATE FOR MUNICIPAL PURPOSES IS $6.43 PER $1,000OF ASSESSED VALUATION. FOR EXAMPLE, AN HOME ASSESSED AT $361,800 ($6.43X 361.8) WOULD PAY $2,325.00
$ 131,540 Based estimate received from Department of Revenue
100-43-43420-000 FIRE INSURANCE
$ 52,000 Each year the City receives a rebate from the State based upon the premiums collected in the community. This amount is based upon community evaluation of fire prevention programs and may vary depending upon actual fire losses. The amount guaranteed is $10,747. This must be designated to Fire Department's fire prevention program.
$ 425,882 1997 WI Act 237 exempted business computers from being subject to property taxes beginning with 1999 tax levy collected in 2000. This amount is state aid payment to offset the loss of this taxable property.
DEPARTMENT Municipal Court/Legislative/Legal PROGRAM BUDGET ACCOUNT 5120 MISSION OF DEPARTMENT: To provide adjudication of municipal citations in a prompt, fair, knowledgeable and respectful manner. The court will recognize the interest of the citizens of Monona in enforcement of local laws and also recognize the interest of defendants in receiving fair treatment and due process of law. The court shall remain independent and objective, but recognize its role in the community and promote understanding of the court and the role of the judicial function. CHALLENGES AND OPPORTUNITIES AHEAD: To continue to remain knowledgeable about changes in laws affecting the court system, to continue improving efficiencies to handle an increasing volume of cases and increases in the complexity of cases, to continue to improve the effectiveness of sentencing options (particularly as it relates to juvenile and truancy cases). LONG-TERM GOALS FOR THE DEPARTMENT: 1. To continue to improve communication with constituencies of the court, including defendants, police officers,
school officials, social service agencies, businesses, the prosecutorial staff and victims of offenses. 2. To benchmark court services against other courts and determine best practice alternatives. 3. To provide training opportunities for all court staff. SIGNIFICANT PROGRAM, COST, AND PERSONNEL CHANGES: None
DEPARTMENT Executive Office PROGRAM BUDGET Administrative Services ACCOUNT 5141 MISSION OF DEPARTMENT: The mission of the department is to provide management and supervision of the City organization. The City Administrator is directly responsible to the Mayor, subject to the control and management of the City Council as a body and not as individuals. The City Administrator provides overall direction to department managers in accordance with policies established by the Common Council and ensures that City operations are conducted in an economic, efficient and effective manner. This office also develops recommendations to the Common Council for changes in programs, operations and policies to increase the effectiveness and efficiency of City government. In addition, the City Administrator, in cooperation with the Mayor, prepares performance reviews and administers the annual operating budget and five-year capital improvement plan for the City. CHALLENGES AND OPPORTUNITIES AHEAD: Provide leadership to the professional management team, assist Mayor and Council with policy oversight in the efficient management of City government, continue to work with elected officials in providing City services at an acceptable and economical level, facilitate economic development goals and effectively communicate with the public. LONG-TERM AND SHORT-TERM GOALS FOR THE DEPARTMENT: 1. Maintain a cooperative and effective working relationship with the Common Council and City Committees. 2. Research, develop, and maintain a competitive salary compensation plan and effectively administer
outstanding performance by professional city management. 3. Lead economic development initiatives at the direction of the CDA, Mayor, and Council. 4. Work with the management team in accomplishing approved goals and objectives of the Strategic Plan. 5. Develop strategies to efficiently and effectively cope with budget challenges, including pursue to grants and
other creative financial solutions. 6. Pursue budget transparency through participation in the Government Finance Officers Association (GFOA)
Distinguished Budget Presentation Award program and the Association of Government Accountants (AGA) Citizen-Centric Reporting program.
7. Long-term plan for financing infrastructure and City facility improvements. SIGNIFICANT PROGRAM, COST, AND PERSONNEL CHANGES: 1. Planning/Sustainability Intern – Continued support the combination of the Planning/Sustainability Intern
position, which was combined from Planning and Sustainability programs in 2020. This allows a greater number of intern hours to be focused on projects of joint interest between the Planning and Sustainability fields. Funding comes from the combination of the existing budget allocations for those two positions.
2. Sustainability – The Sustainability Committee is requesting funds for new sustainability initiatives that include a community solar education program, among other initiatives.
$ 97,698 This account includes the prorated share of the Mayor, Administrator, City Clerk and Admin. Services Director.
100-51-51410-119 ADMINISTRATOR INTERN
$ 16,400 Sustainable Planning Intern
100-51-51410-130 FICA
$ 8,729 Social Security at 7.65%.
100-51-51410-131 WISCONSIN RETIREMENT
$ 6,595 Wisconsin Retirement at 6.75%.
100-51-51410-132 LIFE & DISABILITY INSURANCE
$ 25 City share of these policies for Administrator and City Clerk only.
100-51-51410-133 HEALTH INSURANCE
$ 20,894 Includes health and dental insurance premium for Administrator, City Clerk, and Admin. Services Director.
100-51-51410-134 PROFESSIONAL DEVELOPMENT
$2,500 • Administrator, Mayor, and Admin. Services Director – WCMA conference* (1) ($700); LWM conference (1) ($500); Misc. training / conference ($500)
• Professional dues (ICMA and WCMA) ($1,000); MESBA ($275)
100-51-51410- NEWSLETTER EXPENSES
$ 12,000 Expense for two publications of City newsletter.
100-51-51410-322 LEAGUE OF WIS. MUNICIPALITIES
$ 4,356 Dues
100-51-51410-323 DANE COUNTY CITIES/VILLAGES
$ 3,500 Dues
100-51-51410-360 VEHICLE MAINTENANCE & REPAIR
$ 250 City vehicle used by City Administrator and other administration staff
100-51-51410-370 FUELS & ADDITIVES
$ 294 City vehicle used by City Administrator and other administration staff
ACCOUNT AMOUNT DESCRIPTION 100-51-51410-390 EXECUTIVE OFFICE OTHER
$ 2,500 City volunteer recognition reception/awards ($1,600); MESBA Expo ($750); Memorial Day parade ($500); GOFA Distinguished Budget Award submittal; and miscellaneous general expenses ($1,500)
100-51-51410-393 SUSTAINABILITY INITIATIVES
$ 2,500 • $500 – Outreach and marketing • $500 – Project manager and intern
professional development • $1,000 – Campaign and public education
funds • $500 – Earth Day event funds
100-51-51410-394 MARKETING FUND
$ -0-
100-51-51410-395 CODIFICATION
$ 2,000 Codification of City Code of Ordinances Annual eCode360 maintenance: $995 Updates @$18/page: $1,000
100-51-51410-396 COMMUNICATION CONSULTANT
$ -0-
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET---
DEPARTMENT Finance Director PROGRAM BUDGET ACCOUNT 51421 MISSION OF DEPARTMENT: The finance department is responsible for the accounting and financial reporting of all City operations and is entrusted with collecting, depositing, and investing all City funds. The department encompasses the administration regarding specific duties for the Finance Director, utility, ambulance billings, and mass transit services.
CHALLENGES AND OPPORTUNITIES AHEAD: The department has the opportunity to enhance the financial health of the City and provide stewardship of the City resources through financial information, advice and support to the public, employees, City agencies and policymakers.
FINANCE DEPARTMENT ACCOUNT JUSTIFICATIONS
ACCOUNT AMOUNT DESCRIPTION 100-51-51421-110 FINANCE DEPARTMENT SALARIES
$ 65,748 Finance Department salaries.
100-51-51421-120 OVERTIME
$ -0-
100-51-51421-130 FICA
$ 5,030 This account includes Social Security at 7.65%.
100-51-51421-131 WISCONSIN RETIREMENT
$ 4,438 Wisconsin Retirement at 6.75%
100-51-51421-132 LIFE & DISABILITY INSURANCE
$ 50 Employer share of contribution
100-51-51421-133 HEALTH INSURANCE
$ 13,429 Health insurance
100-51-51421-134 PROFESSIONAL DEVELOPMENT
$ 500 This account includes professional development costs for all positions.
100-51-51421-212 ANNUAL AUDIT
$ 16,000 Per contract
100-51-51421-240 SERVICE CONTRACTS
$ 4,741 Includes service contracts for copier, telephone, annual support for laser fiche electronic filing system, postage machine, and fax machine.
100-51-51421-350 EQUIPMENT MAINTENANCE & REPAIR
$ -0- This is a service account to provide for equipment maintenance in City Hall, which includes cash register and other machines not covered by service contracts.
100-51-51421-390 OTHER SUPPLIES AND EXPENSES
$ 1,000 This account provides funding for tax envelops, tax inserts and tax bills.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT City Clerk PROGRAM BUDGET ACCOUNT 5142 MISSION OF DEPARTMENT: The mission of the Clerk’s Office is to provide professional, efficient, and courteous service to the residents, staff, and elected officials of Monona. The City Clerk serves as the custodian of all City records, serves as clerk of the Board of Review, administers elections and local licensing procedures, processes accounts payables and receivables, and provides assistance to the City Assessor and ambulance billing service.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Prepare to administer two elections, assisted by the Deputy Clerk.
2. Deputy Clerk Houser will soon apply for her Wisconsin Certified Municipal Clerk designation.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Continue to pursue training for the Deputy Clerk.
2. Continue to utilize the City’s radio station for informational PSAs.
SIGNIFICANT PROGRAM CHANGES: 1. State law changed so an Ordinance was passed to allow the Clerk to issue Operator licenses.
GOAL ACHIEVEMENTS IN 2020: 2020 Goal Method for Measuring Success
Administer four elections, including the Presidential Election.
Four elections conducted according to State election laws.
Continue certification training for Deputy Clerk.
Deputy Clerk has completed the third and final year of the UW Green Bay Municipal Clerk certification program. She will attend the Treasurer’s Completion year in 2021 to gain knowledge of those processes which intersect with her position.
DEPARTMENT Administration PROGRAM BUDGET General Government -
Personnel MISSION OF PROGRAM: To provide human resources support to department operations.
COVID-19: The COVID-19 pandemic presented major challenges at every level of our operations in 2020. Policies needed to be written (and then revised as guidance evolved) regarding working from home, closing and reopening City facilities, cleaning and disinfection procedures, and social distancing. We had to consider and write detailed policies on how to proceed when staff members are exposed or sick with the virus in order to avoid outbreaks which could shutter entire City departments. We also incorporated expanded federal Family Medical Leave legislation for COVID-19 which allows employees federally paid and protected leave if they are sick, quarantined or caretaking because of COVID-19, and also to care for their children who can’t be in school or childcare because of COVID-19.
The outdoor pool never opened in 2020, so all of our seasonal aquatic staff and most of our recreation staff could not be hired in the summer of 2020, and a hiring freeze was implemented for all non-public safety employees. COVID-19 will continue to affect our personnel into 2021 as we continue to deal with its continued presence, along with its economic impacts.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Hiring the next City of Monona Chief of Police upon the retirement of Chief Ostrenga in January 2021.
2. Attracting and retaining public safety personnel in a challenging environment where police officers, including those in our own department, are under intense scrutiny.
3. Working with the Nehemiah Group to evaluate and identify racial equity goals in our workforce.
4. Retaining staff and maintaining staff morale through the economic challenges we face as a result of the COVID-19 pandemic.
5. Finding effective ways to communicate with staff and promote staff unity as we continue to deal with the logistical challenges of quarantines and social distancing brought about by the COVID-19 pandemic.
6. Preparing for how the COVID-19 pandemic will affect health insurance premiums in the future.
7. Recruiting new employees, especially part-time and seasonal employees.
8. Continuing to evaluate the City’s employee benefits package to ensure that it is equally attractive to millennials and mid- and late-career employees.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Update the Personnel Policy Manual, last updated in 2012. 2. Research, develop, and maintain a competitive salary compensation plan and effectively administer
outstanding performance by professional city management.
SIGNIFICANT PROGRAM CHANGES: 1. Wrote and established a Paid Family Care Leave policy which allows eligible employees up to two weeks of
paid leave to deal with a close family member’s acute or unexpected serious medical situation. This policy, along with a policy for two weeks of paid leave for new parents, was included by the City Council as part of the 2020 budget.
GENERAL GOVERNMENT - PERSONNEL ACCOUNT JUSTIFICATIONS
ACCOUNT AMOUNT DESCRIPTION 100-51-51430-130 FICA
$ -0- FICA on retirees’ cash payments benefit
100-51-51430-131 WISCONSIN RETIREMENT
$ -0- Wisconsin Retirement on employee merit bonus program
100-51-51430-133 HEALTH INSURANCE - RETIRED PERSONS
$ 20,000 This account is funded by the unused sick leave for retired employees used to continue their health insurance coverage or convert to retirement account.
100-51-51430-135 WELLNESS PROGRAM
$ 2,990 Employee Assistance Program (EAP) services
100-51-51430-136 EMPLOYEE AWARDS PROGRAM
$ -0- Employee award program for 2020 service
100-51-51430-190 PAYROLL OTHER EXPENDITURE
$ 4,000 Other various payroll items, including monthly fees for Schedule Anywhere employee scheduling software and Sundial employee timekeeping software.
100-51-51430-340 RECRUITMENT EXPENDITURES
$ 2,500 General allowance for employee recruitment
100-51-51430-514 UNEMPLOYMENT COMPENSATION
$ -0-
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- INFORMATION TECHNOLOGY100-51-51450-211 INFORMATION TECH SUPPORT 61,720 58,774 61,434 20,504 65,000 80,000 70,000 100-51-51450-240 SERVICE CONTRACTS 33,611 35,449 36,475 17,560 41,400 41,400 47,100 100-51-51450-241 SERVICE CONTRACTS FOR T-1 LINE 3,966 3,776 3,564 1,958 4,000 4,000 4,000 100-51-51450-310 DATA PROCESSING SUPPLIES 356 120 181 - - - - 100-51-51450-311 Web Maint 4,649 5,132 5,283 - 5,500 5,500 5,600 100-51-51450-350 EQUIPMENT MAINT & REPAIR 8,561 20,868 9,220 798 10,000 10,000 10,000 100-51-51450-351 UW IT MASTER PLAN 5,000 - - - - - - --- $117,863 $124,119 116,157 40,821 125,900 140,900 136,700 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL - - N/A--- NON-PERSONNEL 140,900 136,700 -3%--- TOTAL 140,900 136,700 -3%---
DEPARTMENT Administration PROGRAM BUDGET General Government- Information Technology MISSION OF PROGRAM: The purpose of the program is to provide information technology support for all operations of the City. As a municipal government with our own police and fire departments, our technology needs are wide-ranging and include many kinds of specialized equipment. We partner with a third-party provider, Lantech Services, to manage our networks and equipment and to provide their technical expertise in support of all of our IT systems. Additionally, Lantech helps us plan, prioritize, and budget to maintain and update our infrastructure to meet our objectives now and into the future.
LONG-TERM GOALS FOR THE DEPARTMENT: Continue to investigate current trends and technological advances which will improve our efficiency and the effectiveness of department operations while also balancing our need for fiscal responsibility.
Find ways to train employees on ever-changing programs and technologies.
ACHIEVMENTS IN 2020: 1. Prioritized the replacement or upgrade of all Windows 7 computers to Windows 10.
2. Completed migration of data to new backup server.
3. Reconfigured Wi-fi so all staff phones and devices connect to a password-protected private network.
4. Responded to COVID-related technology needs: added VPN connections for many staff members in order to access City servers from home; reconfigured Outlook licensing so all department heads could meet virtually using Microsoft Teams.
5. Performed extensive troubleshooting and replaced equipment, including internet modems, switches, and firewall as a result of a costly summer lightning strike at City Hall.
6. Reconfigured our Charter plan to increase internet speed and bandwidth due to extra demand for video streaming due to Zoom meetings and online schooling for kids in the City’s afterschool programs.
7. Installed network cabling at the Library for new wireless access points.
8. Utilized a free trial of a software product designed to detect attacks coming from both internal and external sources. The amount of phishing, threats, and potential attacks detected informed us of the need to permanently upgrade our email security with new protection protocols and services.
9. Launched a redesign of MyMonona.com in late fall, 2019.
10. Installed POS system, phone, VPN connection to City Hall, and police department access to security cameras at Grand Crossing Park.
SIGNIFICANT PROGRAM COST AND PERSONNEL CHANGES: As technologies evolve, we continue to see a switch to subscription-based services for everything from email licenses to virus protection, copy machine contracts, and timekeeping web applications. In the past, we have budgeted for software purchases as larger expenses in the capital budget, then used the software until it was in need of replacement. In the past, we have been able to use software for five or more years before needing to upgrade. But because technological advances continue to happen so quickly, software becomes out of date and
unsupported much sooner. With subscription-based purchases, however, software licenses are purchased at a set cost per user and licensees receive upgrades and updates as they become available, so they’re always operating with the latest software version. As we continue to switch from software purchases to license subscriptions, we will decrease our capital costs for purchasing new software versions but increase our operating costs, as fees are charged as monthly or annual license fees. Our costs in the service contracts line item, which includes license and user fees, has increased 16% since 2016, and I expect this trend to continue.
In 2019 and 2020, the City Council approved adding extra funds to the line item for our consultant services. We have underspent in that line item, so I have budgeted to reduce it by $10,000 for 2021. Barring any major and unexpected events which will require substantial tech support, I believe we can reduce our overall IT budget by 3% this in 2021, but we will need to continue to increase it in future years as our fixed subscription and license costs increase.
GENERAL GOVERNMENT – INFORMATION TECHNOLOGY
ACCOUNT JUSTIFICATIONS
ACCOUNT AMOUNT DESCRIPTION 100-51-51450-211 INFORMATION TECH SUPPORT
$ 70,000 Computer programming and consulting services for hardware and software, based on contract with consultant.
100-51-51450-240 SERVICE CONTRACT
$ 47,100 Service contract for support for accounting, utility billing, payroll, fixed assets, accounts payable, and voter registration by CIVIC Systems, MUFN.
100-51-5145-241 SERVICE CONTRACT FOR T-1 LINE
$ 4,000 Cost of internet connection
100-51-5145-245 IT MASTER PLAN
$ -0-
100-51-51450-310 DATA PROCESSING SUPPLIES
$ -0-
Costs for computer supplies
100-51-51450-311 WEB MAINTENANCE
$5,600 Cost to host City website with CivicPlus
100-51-51450-350 EQUIPMENT MAINTENANCE & REPAIR
$ 10,000 Cost of repair and maintenance of information technology equipment
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET
--- ASSESSMENT OF PROPERTY100-51-51530-214 PROFESSIONAL SERVICES 42,000 42,000 42,000 27,040 33,800 33,800 33,800 --- 42,000 42,000 42,000 27,040 33,800 33,800 33,800 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL - - N/A--- NON-PERSONNEL 33,800 33,800 0%--- TOTAL 33,800 33,800 0%---
DEPARTMENT Administration PROGRAM BUDGET General Government -
Assessment MISSION OF PROGRAM: The valuation and assessment of property is the responsibility of the assessor’s office. The City contracts with a private firm, Accurate Appraisal LLC, to perform the statutory duties of appraising all newly-constructed buildings and major remodeling of real property, the re-appraisal of land values where a property has been divided or where significant changes in value are indicated, to review and follow-up on personal property statements by April 1 of each year, and to enter real estate and personal property assessments into the assessment roll for delivery to the City Clerk for the annual Board of Review. The assessor’s office is responsible for responding to all public inquiries regarding real and personal property.
CHALLENGES AND OPPORTUNITIES AHEAD: To maintain accurate property records, respond to inquiries from the public in a professional and timely manner, and fulfill the statutory requirements of the assessor’s office.
LONG-TERM GOALS FOR THE DEPARTMENT: Provide a full-value maintenance program that revaluate all properties annually to maintain the City at market values each year of the contract. No interior walk-throughs are proposed for this four-year contract, as they were recently completed with the last contract cycle.
SIGNIFICANT PROGRAM CHANGES: A new four-year contract with Accurate Appraisal LLC was completed in 2019, covering 2020-2023.
GENERAL GOVERNMENT – ASSESSMENT
ACCOUNT JUSTIFICATIONS
ACCOUNT AMOUNT DESCRIPTION 100-51-51530-134 PROFESSIONAL DEVELOPMENT
$ -0-
100-51-51300-214 PROFESSIONAL SERVICES
$ 33,800 Contracted price.
100-51-51300-310 OFFICE SUPPLIES
$ -0-
100-51-51530-312 POSTAGE
$ -0-
100-51-51530-320 PUBLICATIONS
$ -0-
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT Administration PROGRAM BUDGET General Government -
Insurance MISSION OF PROGRAM: The purpose of the program is to provide a risk management function for the City government. The purchase of Property and Liability insurance policies is an important part of the program; however, loss control strategies, risk management practices and training are an inherent function in ensuring stability and mitigating exposures to liability. Property insurance is provided by Municipal Property Insurance Company (MPIC), which was certified in 2015. All other coverages are provided by Cities and Villages Mutual Insurance Company (CVMIC). The company was created in 1987 by a group of Wisconsin cities and villages in an effort to ensure long-term stability in the cost and availability of liability insurance. The City of Monona joined CVMIC in 1988.
The Company was capitalized with the issuance of bonds and began operations in January 1, 1988. Since that time, CVMIC has saved members more than $45,000,000 in liability insurance premiums. In the City of Monona, the cost savings are estimated at over $650,000. As a corporate member, the City benefits by being able to participate in a variety of cost-saving group purchase programs for other insurance products. CVMIC also provides on-site loss control services, risk management consulting, and a wide variety of training programs at no cost to the City.
CHALLENGES AND OPPORTUNITIES AHEAD: To provide a risk management function that ensures stable services and controls increases in property taxes.
LONG-TERM GOALS FOR THE DEPARTMENT: Provide a quality risk management function at the best rate while ensuring continued service.
SIGNIFICANT PROGRAM CHANGES: None.
GENERAL GOVERNMENT – INSURANCE ACCOUNT JUSTIFICATIONS
$ 121,153 Premium estimate from CVMIC. Decreased from 2019 due to good experience modification rating.
100-51-51930-393 BAD DEBT EXPENSE
$ -0-
100-51-51930-511 PROPERTY/LIABILITY INS.
$ 67,500 CVMIC General liability, excess public entity, employment practices, underground storage tank, boiler and machinery, and property insurance (through MPIC)
100-51-51930-512 AUTOMOBILE COLLISION INSURANCE
$ 31,872 Automobile collision coverage
100-51-51930-513 SELF-ADMINISTERED CLAIMS
$ 4,000 City share of insurance claims against the City that are administered by CVMIC; fund balance; designated to insurance reserve account
100-51-51930-514 INSURANCE CLAIMS
$ 1,000 City automobile collision deductible
100-51-51930-520 EMPLOYEE BONDS
$ 500 Public officials bond for Administrator, City Clerk, two (2) Notary Public bonds, and Municipal Judge; new crime insurance policy now issued through CVMIC
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- ILLEGAL TAXES, REFUNDS & UNCOLLECTIBLE100-51-51910-390 TAX WRITE OFF'S 16,839 103,744 102,298 - 10,000 10,000 10,000 --- TOTAL 16,839 103,744 102,298 - 10,000 10,000 10,000 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL - - N/A--- NON-PERSONNEL 10,000 10,000 0%--- TOTAL 10,000 10,000 0%------ OTHER FINANCING USES100-59-59220-201 TRANSFER TO CDA 15,000 15,000 15,000 15,000 15,000 15,000 14,000 100-59-59220-204 TRANSFER TO COMMUNITY REC 35,978 97,613 - - - - - 100-59-59220-208 TRANSFER TO FMLA - - 60,000 - - - - 100-59-59220-400 TRANSFER TO CAPITAL PROJECTS - - - - 259,162 259,162 - 100-59-59300-300 TRANSFER TO DEBT SERVICE 150,000 - 200,000 150,000 150,000 150,000 250,000 --- $200,978 $112,613 275,000 165,000 424,162 424,162 264,000 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL - - N/A--- NON-PERSONNEL 424,162 264,000 -38%--- TOTAL 424,162 264,000 -38%---
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT General Buildings/Plant PROGRAM BUDGET (City Hall) ACCOUNT 5160 MISSION OF DEPARTMENT: To promote a healthy and safe work environment for our staff and citizens. CHALLENGES AND OPPORTUNITIES AHEAD: As the City Hall building complex continues to age, the internal plumbing, electrical, heating and cooling systems will need continuous monitoring, and future maintenance may require additional funding. LONG-TERM GOALS FOR THE DEPARTMENT: 1. Assure the excellent maintenance and upkeep of the complex. 2. Capital improvements to improve energy and water-use efficiencies combined with updates of aging equipment
and systems. GOAL ACHIEVEMENTS IN 2020: 1. Completed repairs to the domestic hot water supply by adding a new hot water heater and removing the demand
from the boiler. 2. Replaced the gas-fired heater in the hose tower. 3. Repaired and/or replaced damaged water lines in the hose tower. 4. Replaced backflow valves on main water supply line to City Hall. 5. Replaced wall pack lighting above police garage parking bays and rear stairwell. 6. Updated HVAC control settings for more efficient operation of HVAC system. GOALS NOT ACHIEVED:
GENERAL BUILDINGS AND PLANT ACCOUNT JUSTIFICATIONS
$ 2,000 Snow removal and building maintenance; coverage for maintenance worker vacation
100-51-5160-130 FICA
$ 2,980 Social Security at 7.65%
100-51-51600-131 WISCONSIN RETIREMENT
$ 2,629 Wisconsin Retirement at 6.75%
100-51-51600-132 LIFE & DISABILITY INSURANCE
$ 10 City share of premiums
100-51-51600-133 HEALTH INSURANCE
$ 16,279 Health, dental and vision insurance
100-51-51600-137 UNIFORM ALLOWANCE
$ 275 Per department policy
100-51-51600-220 GAS & ELECTRIC UTILITIES
$ 48,500 Gas and electric charges for City Hall, Police, and Fire Departments
100-51-51600-221 TELEPHONE
$ 12,225 Telephone service for City Hall, Police, Fire, Library, and Community Center
100-51-51600-222 WATER & SEWER UTILITIES
$ 3,400 Water and sewer utility charges for City Hall and fire protection charges
100-51-51600-225 STORMWATER UTILITY EXPENSE
$ 400 Stormwater utility charge for City Hall
100-51-51600-230 OUTSIDE SERVICES
$ 14,500 Kilgust HVAC mechanical maint.: $6,690 Vesta HVAC controls: $1,032 Siemens fire alarm contract: $1,516 City Hall pest control: $1,400 Window cleaning: $2,000 Generator maintenance: $1,038 Fire extinguisher inspection $350 Materials for repairs: $500
100-51-51600-231 OUTSIDE SERVICES – CLEANING
$ 10,800 Cleaning of administration offices, police department, and lobby areas
ACCOUNT AMOUNT DESCRIPTION 100-51-51600-232 RAIN GARDEN AND MULCH BEDS
$ 3,100 Contracted rain garden and mulch bed spring maintenance
100-51-51600-240 REPAIR/MAINTENANCE SERVICES
$ 14,700 General maintenance services and parts, HVAC repair, garage door repair, flowers, plumbing and electrical, garage pit cleaning, aquarium, etc.
100-51-51600-340 OPERATING SUPPLIES
$ 3,500 City Hall – toilet paper, paper towels, hand soap, cleaning supplies, materials, paper products, etc.
100-51-51600-350 REPAIR/MAINTENANCE SUPPLIES
$ 6,500 City Hall – mechanical equipment repair and supply; light bulbs, filters, belts, water softener salt, door lock replacement, pigeon control, glues, tools, etc.
100-51-51600-370 FUELS & ADDITIVES
$ 1,000 Gas, oils, and lubricants for facility maintenance vehicle, generator diesel fuel; based on $2.33/gal. gas; $2.69/gal. diesel
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT Public Safety PROGRAM BUDGET Law Enforcement ACCOUNT 52100 MISSION OF DEPARTMENT:
The mission of the Monona Police Department is to work as a partner with the community to help provide a safe environment and a high quality of life.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Maintain effective law enforcement services with limited budgetary increases.
2. Continue to meet the increased demand for service placed on the department due to development in the community and growth of the surrounding area.
3. Continue to develop an environment that encourages qualified personnel to remain with the department and seek promotion to management positions from within the organization.
4. Prepare the department for future retirements affecting the organization.
5. COVID-19 has been one of the most challenging events during 2020, which will probably continue into 2021.
6. With the death of George Floyd, social unrest has created a police reform movement that will continue for the foreseeable future. Many past practices that were the accepted norm are now under review.
7. Along with the police reform movement there have been some unfortunate anti-police narratives, with some proposals that, if brought to fruition, will affect our ability to retain officers and attract applicants to this field of work. Our last three hiring processes each resulted in less than 10 applicants responding to our testing process, and that was before the nationwide civil unrest.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Continue to expand the cost-saving consolidation measures already being implemented within the department
and within the Madison metropolitan area. This includes continuing to partner with area police departments for cost savings on technology, communications and training.
2. Continue to seek more grants for funding toward specialized enforcement activities, equipment replacement and improvement.
3. Continue to explore new methods for practical improvement to our training while also making it more cost effective. Additional training with focus on implicit bias, systemic racism, and mental health have become priorities.
4. With rising fuel and energy costs, continue to seek innovative and affordable ways to conserve energy.
5. In a continuing effort to save money, use on-duty time for training, special assignments and special details when practical. Increase our use of the Madison police training facility and continue our participation with the suburban training consortium. The downside of this is the reduction of routine patrol time.
6. Send newer officers to supervisory and risk management training so we are better prepared to fill vacancies created by future retirements and increased civil liability.
7. Continue to use the Special Community/Police Task Force Recommendations regarding police “Use of Force” Published February 19, 2016.
8. Based on the average number of calls for service per officer, we have to continue to explore ways to add additional staff to maintain acceptable services or be faced with making cuts to services.
9. In conjunction with Resolution 20-6-2419 Commitment of Action in Response to the June 2, 2020 police call, incorporate “Eight Can’t Wait” recommendations into training and policy updates
DEPARTMENT 2021 GOALS TO MEET CHALLENGES AND OPPORTUNITIES:
2021 Goal Method for Measuring Success Continue to monitor areas of suspected drug activity. Work with the task force, area departments, and DCI when appropriate in an effort to decrease local illegal drug activity. Evaluate the use of the K-9 Unit to interdict and clear drug cases.
Determine if accomplished.
Continue to review and update our General Orders and Standard Operating Procedures as they apply to the Police and Dispatch sections.
Determine if accomplished.
Continue to work with the Monona Senior Center to allow for greater interaction between MOPD personnel and seniors in the community.
Determine if accomplished.
Continue efforts to reduce the high rate of traffic accidents in the City of Monona by using education, enforcement, and engineering. Identify engineering obstacles to crash reduction.
Evaluate end-of-year accident statistics. Evaluate/compare number of crashes, severity of crashes, number of injuries and severity of injuries to determine if efforts have reduced cost of crashes in dollars and physical injury. Work with the public works department on problems that require engineering.
In the area of in-service training, continue to be an active participant with the Verona, McFarland, Oregon and Stoughton training consortium. Attempt to steer the focus of the training to more current topics.
Determine if accomplished and evaluate at year end to determine effectiveness of continued participation. In order to continue participation, funding has to be allocated through the operations budget.
Continue to replace older fleet vehicles with more economical and fuel-efficient vehicles.
This goal is contingent on obtaining grants and/or capital funds to upgrade the fleet.
Increase the use of bicycle patrol to have more efficient use of fuel and more personal interactions with area citizens.
This goal is contingent on adequate staffing levels, weather conditions and assignments.
Continue to explore opportunities to improve the existing Public Safety facility and monitor progress towards a new facility.
Determine if accomplished.
Continue to provide training in de-escalation and alternatives to effectively evaluate others, and, by means of communication, make sound decisions that result in safe and successful resolutions.
Determine if accomplished.
Actively participate in the Dane County Restorative Justice Court.
Determine if accomplished.
SIGNIFICANT PROGRAM CHANGES: In 2020 the COVID-19 has had a major impact on the world. This pandemic caused us to quickly get up to speed in protection and decontamination techniques. Initially the department went to 12-hour shifts, and non-critical personnel were assigned to work from home. As we became more familiar with ways to protect employees, we transitioned back to a more normal work cycle, however many precautions were put in place. Several incidents, along with a shift to an anti-police climate across the United States, have had a drastic effect on police operations. The city has contracted with two different outside agencies to review how the police department responded to a call on June 2, 2020 involving an African American person; and also how the City of Monona, with a sub-focus on Police training, can better understand and relate to minorities. GOAL ACHIEVEMENTS IN 2020: 1. The department has continued to update the General Order and Standard Operating Procedures manuals.
Based on current national and local events, there has been a renewed focus on Use of Force Policy.
2. Each year we seem to be increasing our number of calls involving retail theft in the Broadway corridor area. In an effort to address growing concerns with this trend, we have updated our procedures on responding to retail theft cases and have taken other steps in efforts of deterrence. With COVID-19 there was a drop in calls from March through June, but they are starting to creep back to their normal amounts.
3. Through the efforts of Lieutenant Curtis Wiegel and Sergeant Adam Nachreiner, the department received three traffic grants funded through the Wisconsin Bureau of Transportation Safety in 2020. Two task force grants were coordinated through the Monona Police Department, one with a focus on OWI enforcement with $10,000 in overtime funds for Monona, and one with a focus on speed enforcement with $5,000 in overtime funds for Monona. A third grant was coordinated through the Town of Madison police department with a focus on seatbelt enforcement, with $16,000 in overtime funds for Monona. All of the grants required a 25% match in contributions, which was covered by officer benefits, fuel costs and on-duty personnel participation. Lieutenant Wiegel also obtained a $2,500 equipment grant, which purchased a new squad radar unit.
4. We continue to increase the use of social media tools such as Facebook, Twitter and Nextdoor. We anticipate continuing to use all available resources, including our City of Monona website and WVMO in our quest to communicate better with the residents and business community.
5. In 2020 we added an additional hybrid marked squad to the fleet. This should increase our average fleet miles per gallon, result in less wear and tear on older squads, and provide an additional squad for serious incidents.
6. All department personnel, including dispatchers, completed a 3-hour Implicit Bias online training during July and August 2020.
7. Through the coordination of Lieutenant Wiegel, WPS made a very generous donation of serviceable office
furniture to the City of Monona. We were able to replace furniture in four (4) offices and the conference room at minimal cost.
GOALS NOT ACHIEVED IN 2020 1. Due to COVID-19, all special events were cancelled. These included: Memorial Day Parade; 4th of July Festival;
Shake the Lake; National Night Out; Prescription Drug Drops through the DEA; and Shop with a Cop.
2. Also due to COVID-19, the 2020 Citizens’ Police Academy was cancelled. In addition, we have restricted visitor access to the police station, and the ride-along program has been suspended.
3. On August 6, 2018, the City Attorney and Police Chief signed an agreement to actively participate in the Dane County Restorative Justice program. This program, with the victim’s agreement, allows both the District Attorney’s office and the Monona Police Department to divert cases that would potentially go to County Misdemeanor court or our City Municipal court, to the Restorative Justice court. Offenders, referred to as respondents, must be 17–25 years old and agree to participate. They are still responsible for their offenses but receive counseling and guidance from community members. Although we are willing participants in this program, is has not been as successful as we anticipated.
PUBLIC SAFETY - LAW ENFORCEMENT ACCOUNT JUSTIFICATION
Full-time wages for the 15 union law enforcement officers and the 6 non-represented supervisors. This line includes $12,000 for degree bonuses.
100-52-52100-112 SHIFT DIFFERENTIAL, COMMAND AND FTO
$ 14,000 Per union contract.
100-52-52100-117 LONGEVITY PAY
$ 500 One officer will qualify for this benefit in 2021.
100-52-52100-118 LEAVE WAGES
$ 35,000 Wages for extra pay when working a holiday and payout for holidays not used at year’s end. Per union contract.
100-52-52100-119 SCHOOL CROSSING GUARD
$ 5,712
The school crossing guard position with a 1% increase on 1/1/21. Funding includes summer school. This position relieves school officials and police officers of this very important duty.
100-52-52100-120 POLICE OVERTIME
$ 90,000
Reduced from 2020 Overtime is a very fluid category, as we are not able to control many of the events that cause overtime. Depending on circumstances, this budget line may be underfunded. It is suggested that contingency funding be provided. Training, the Memorial Day Parade, July 4th Festival, and “Shake the Lake” directly impact this budget line. Not counting grant funds paid out, the following is actual OT paid out: 2011: $54,900; 2012: $63,832; 2013: $97,435; 2014: $81,092; 2015: $109,191; 2016: $85,897; 2017: $92,941; 2018: $86,436; 2019: $95,127
100-52-52100-121 POLICE OVERTIME – GRANT
$ 30,000 Overtime paid out that is reimbursed through state grants (usually traffic-related). This is an estimate as not all grants publicized for 2021 are known at the time of this report. We had $31,000 in 2020.
100-52-52100-130 FICA
$ 139,586
Social Security at 7.65% based on the above salary total.
100-52-52100-131 WISCONSIN RETIREMENT
$ 215,618
Wisconsin Retirement at 18.5% for protective and 13.5% for non-protective based on the above salary total. Police personnel pay the entire employee share of 6.75%.
ACCOUNT AMOUNT DESCRIPTION 100-52-52100-132 LIFE & DISABILITY INSURANCE
$ 1,200
Estimate of insurance cost.
100-52-52100-133 HEALTH INSURANCE
$ 303,282
Based on actual rates.
100-52-52100-134 PROFESSIONAL DEVELOPMENT
$ 8,000
Training, conferences, hiring process background investigations and physical/psychological exams. We’ll continue to spend this money judiciously, while also honoring our contract obligations. The goal is to have dynamic, effective training that exceeds minimum standards. (PSC increased to $20,000)
100-52-52100-135 FITNESS INCENTIVE PROGRAM
$ 2,000 Funds the fitness incentive program which rewards personnel for passing the minimum fitness standard twice a year.
100-52-52100-137 UNIFORM ALLOWANCE
$ 17,200
The annual uniform allowance authorizes each officer to receive $600 per year x 21 officers = $12,600. This also includes an initial purchase cost for one new officers’ equipment and replacement of bulletproof vests per contract. New officer equipment is approximately $3,000 and a new bullet proof vest currently costs $700 to $900 each.
100-52-52100-221 TELEPHONE
$ 3,500
For regular and cellular phone service.
100-52-52100-240 SERVICE CONTRACTS OFFICE
$ 800 Copy machine service contract (Gordon Flesch). Machine used by Police, Dispatch, Court and City business.
100-52-52100-310 OFFICE SUPPLIES
$ 1,800
Copy/computer paper, toner, and general office supplies.
100-52-52100-312 POSTAGE
$ -0- Postage is being handled under one city account.
100-52-52100-340 POLICE SUPPLIES
$ 8,000
Ammunition (duty and training), OWI-blood tests, medical tests, evidence supplies, batteries, ticket books, printing fees, etc. The lab expenses for OWIs and sexual assault cases are not discretionary, and we are required to pay for these tests.
100-52-52100-345 POLICE OPERATING EXPENSE
$ 4,000
The police operating expenses includes copying of documents, photographs and other media, including CDs, audio and video. ID cards, CDs, flares, city-billed towing charges, parking permits, alcohol and tobacco compliance checks, etc.
Computer programming, repairs and consulting for hardware and software problems per contract with city IT provider. (Keyboards, monitors, etc.)
100-52-52100-360 VEHICLE MAINT/REPAIR
$ 10,000
Routine maintenance, tires, snow tires, and non-warranty repairs. Older fleet vehicles require more maintenance; therefore delaying the purchase of replacement squad cars has a direct impact on this budget line.
100-52-52100-361 COMMUNITY EVENTS
$ 500
Funds for small expenses related to community events, i.e. National Night Out (food and water), Citizen Academy (certificates and food), Memorial Day Parade (water and ice), etc.
100-52-52100-810 POLICE EQUIPMENT
$ 6,000
Vehicle stop sticks and portable breath testers (PBTs)
100-52-52100-370 FUEL AND ADDITIVES
$ 33,000
On average, the department uses approximately 1,250 gallons of fuel each month. Gas for 2021 is estimated at $2.33 / gallon, and we estimate our annual fuel expense to be $34,950. Reduced from 2020 based on fuel cost.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT Fire PROGRAM BUDGET Fire Operations ACCOUNT 5220
MISSION: To serve the public by promoting and providing creative, high quality, cost-effective crisis management and safety services.
The Mission of the Monona Fire and Emergency Medical Service is to protect lives and property from the adverse effects of fire, medical emergencies and exposure to dangerous conditions created either by nature or person. We will respond to emergencies in a professional and courteous manner and strive to reduce the rate of emergencies through public education and code enforcement. Ethical values will remain the core of every decision made by each member of our department.
CHALLENGES & OPPORTUNITIES: • The fire service faces many challenges in order to maintain an appropriate staff of trained and equipped
firefighters. The department faces state and federal mandates for training that ultimately demand more time from all members of the department. Volunteers comprise the greatest number of firefighters in Monona; these increased mandates, along with the average age of residents, have decreased the eligible pool of residents available to volunteer. One opportunity that helps to balance the training challenge is the willingness of our members to learn about new techniques and specialized equipment. In order to accomplish this, we must provide the opportunity for members to attend classes and conferences to develop their skills. Finally, Monona has an opportunity to benefit from Dane County media coverage of challenges faced by local volunteer organizations.
• Staffing at all levels need to increase in order to handle the complex nature of both fire and EMS calls within the City of Monona. We will need to continue to find ways to attract people to join the Monona Fire Department, particularly within the City limits. Staffing will be accomplished as necessary with volunteer, LTE and full-time coverage to provide the high level of service expected by the citizens.
• An ongoing challenge, and one that continues during difficult state budget periods, is the need for the fire service to maintain emergency operations and support public safety initiatives without increases in budget authority that match inflation. Additionally, regulatory agencies have increased performance demands and standards for the testing of critical equipment. As a result, emergency service providers must continually make do with inflationary costs and increased regulations while budget levels remain constant or decrease. This challenge then provides the opportunity for the organization to closely review current operations for efficiency measures. Unfortunately, after conducting such exercises for several years, few gains are derived from such efforts and our focus changes to segments of the service delivery system that can be eliminated.
• Educating the children and elderly population about fire safety continues to be a challenge. However, there is a great potential to reduce the serious consequences of fire by working with these two vulnerable groups in the community. We as a department continue to strive to provide the highest level of fire prevention through various avenues such as open houses and station tours, community outreach, and fire education in the classrooms to name just a few. These programs need to be continued and updated as we move forward.
• The Department’s fire inspection program is challenged with many new buildings in Monona that require close attention during initial construction and follow-up, along with all other commercial and multi-family dwellings every six months. An opportunity remains for Monona business owners and landlords to reduce their costs by following the fire code.
LONG-TERM GOALS: 1. Create and maintain programs to promote community awareness and responses that minimize injury,
loss of life or property, and restore order arising from natural and man-made situations.
2. Have sufficient, happy, competent and motivated personnel to perform at the highest level.
3. Educate the public so that they understand our functions, capabilities and activities.
4. Have our community provide the resources necessary to provide the service requested by the community. As we move ahead, we must look into the possibility of a new fire station/public safety building. The current location is well suited geographically, but with the number of responses increasing and the current station’s close proximity to the library, Winnequah and Nuestro Mundo schools, and the City pool, we increase the risk of an accident involving children, whether from citizens becoming distracted by responding emergency vehicles or emergency personnel not seeing small children. A new station would also provide the space needed to house full-time, intern, and EMS personnel. The current garage facilities are cramped and require backing vehicles into the station which increases the risk of accidents.
5. Create a strong, integrated service identity.
6. Create and maintain awareness and an understanding of what constitutes a safe environment.
7. Maximize local technical communications.
8. Develop and maintain an awareness of the effects of the environment on us and our impact on the environment, and implement appropriate solutions.
2021 GOALS TO MEET CHALLENGES AND OPPORTUNITIES: 2021 Goal Method for Measuring Success
Implement more community outreach to provide addition wellness checks for high risk citizens.
Additional dates and programs will be scheduled and provided.
Begin the planning process for a new public safety building by engaging both internal and external stakeholders.
Feedback from stakeholders on the perceptions and needs of all involved, to be used for forward planning of the new PSB, including locations.
Explore the possibility of coordination for volunteer and LTE staffing.
Work with additional agencies to provide a strong pool of qualified agencies to assist with staffing.
Engage the local community in recruitment efforts for volunteers.
Increase in volunteer applications over the last 5 year average of submitted applications.
$ 350,695 Includes 50% of wages for full-time Fire Chief and 9 full-time FF/Paramedics. Remainder covered under 205-52-52300-110.
100-52-52200-118 LEAVE WAGES
$ 6,500 Includes 50% of leave wages for 9 full-time FF/Paramedics. Remainder covered under 205-52-52300-118.
100-52-52200-119 WAGES PART-TIME
$ 6,500 Covers stipend for one assistant fire chief in charge of volunteer FF administration.
100-52-52200-120 OVERTIME
$ 12,500 Reduced due to additional staffing, so there will be less overtime coverage needed. Remainder covered under 205-52-52300-120.
100-52-52200-130 FICA
$ 28,779 Social Security at 7.65%.
100-52-52200-131 WISCONSIN RETIREMENT
$ 43,772 Retirement contributions for 50% of staff earnings. Remainder covered under 205-52-52300-131.
100-52-52200-132 LIFE & DISABILITY INSURANCE
$ 100 Remainder covered under 205-52-52300-132.
100-52-52200-133 HEALTH INSURANCE
$ 60,614 This account provides half of the premiums for the full-time staff positions. Remainder covered under 205-52-52300-133.
100-52-52200-134 PROFESSIONAL DEVELOPMENT
$ 1,500 Includes training opportunities for career and volunteer firefighters. Also includes membership such as NFPA and County Arson Association where training is a priority. Increase based upon recommendation from Public Safety Commission. Increase is due to the need for more specialized training and needing to bring in outside trainers with the expertise to train our personnel in such areas as RIT, Hybrid vehicles, WMD and HazMAT.
100-52-52200-137 UNIFORM ALLOWANCE
$ 2,500 Includes 50% of uniform allowance for full-time FF/Paramedics (based on contract). Also includes 100% of uniform allowance for Assistant Fire Chiefs and provisions for LTE and volunteer firefighter uniforms, e.g. shirts, name tags and badges. Remainder covered under 205-52-52300-137.
100-52-52200-150 PHYSICAL EXAMINATIONS
$ 1,600 Complete physicals are required for new members. Average cost around $400 each.
ACCOUNT AMOUNT DESCRIPTION 100-52-52200-191 WI LENGTH OF SERVICE AWARD
$ 11,000 State-sponsored program that allows municipality to deposit funds for each firefighter into a managed account that will receive some state matching funds that vary each year. Intended to reward volunteer firefighters and encourage longevity. Includes administrative fees.
100-52-52200-221 TELEPHONE
$ 1,300 Includes station phones and cellular phones.
100-52-52200-222 WATER & SEWER UTILITIES
$ 1,400 Based on past years.
100-52-52200-310 OFFICE SUPPLIES
$ 500 Standard office supplies
100-52-52200-312 POSTAGE
$100
100-52-52200-340 FIREFIGHTER SUPPLIES
$ 2,000 Includes variety of expendable items such as foam, radio/pager batteries, special cleaning materials, personal protective clothing, etc. Covers fees for Madison/Dane Co. Haz-Mat B services.
100-52-52200-350 EQUIPMENT MAINTENANCE & REPAIR
$ 15,000 Increased based on past years. Includes NFPA- required testing for pumps, breathing apparatus, gas monitors and hydraulic rescue tools. Preventive maintenance for fire apparatus included in this category. Whenever possible, Monona DPW mechanic services will be used. Increase is due to the need to do annual ground ladder testing required by NFPA 1932, aerial ladder testing and annual pump testing and maintenance required by NFPA 1911.
100-52-52200-351 BUILDING MAINTENANCE & REPAIR
$ 500 This category covers minor expenses. Major items covered under capital budget or requested on emergency basis from contingency funds.
100-52-52200-373 FIRE PREVENTION & EDUCATION
$ 1,500 This is intended to purchase National Fire Protection Association Code manuals used in the bi-annual fire inspections of all commercial properties within the city as required by state statutes; this will also be used to purchase annual memberships to NFPA and NFSA. It is the Fire Department’s goal is to provide ongoing fire prevention and education to the schools and citizens of the City. Funds will be used to purchase supplemental materials for this goal.
100-52-52200-374 FIRE DEPARTMENT INTERN PROGRAM
$ -0- Long term goal not funded at this time.
100-52-52200-370 FUELS & ADDITIVES
$ 4,500 Based on 1,044 gallons diesel @ $3.35/gal and 625 gallons gasoline @ $2.85/gal
$ 37,000 This category is used to support efforts to recruit firefighters and retain those already on the department. The increase is due to an increase in the yearly stipend for the volunteer firefighters. $15/drill and $15/call
100-52-52200-800 FIRE / EMS COVERAGE – POP
$ 46,000 This program is used to pay for the paid on premise program stipends.
100-52-52200-810 FIREFIGHTER EQUIPMENT
$ 6,000 Typically used to purchase replacement equipment. New, major cost equipment is funded through the capital budget process.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT Inspections PROGRAM BUDGET ACCOUNT 52400
MISSION OF DEPARTMENT: Health, safety, and the welfare of Monona citizens is the primary concern of the Building Department. To ensure a level of effectiveness, it will be essential to educate and inform the public on the importance of permits, ordinances, and inspection procedures. CHALLENGES AND OPPORTUNITIES AHEAD: The key challenges for the Building Inspection Department are to review building plans and perform the necessary inspections consistently in a non-biased, timely manner. The Inspection Department must also keep current with changes in the State of Wisconsin Administrative Code and the City of Monona Municipal Code. The need for building inspection services can fluctuate greatly from year to year and month to month, depending on many factors, including the amount of new development and redevelopment underway in the City at any given time, the economy, the state of the housing market, and the amount of disposable income property owners have to upgrade their homes at any given time. All of these make scheduling and planning for building inspection services difficult. In addition, the availability of personnel who are qualified and looking for work in the field of building inspection is very limited. From 2010-2018, the City shared a building inspector with the Village of McFarland. The inspector’s hours were split equally between the two communities, with mutual flexibility during increased times of construction in either community. In 2018, McFarland requested that we end the agreement, as they had significant new development requiring a full-time building inspector. In 2019, the City then entered into a contract with General Engineering Company (GEC) for inspection services. Services are billed at an hourly rate plus mileage, and inspectors spend more or less time in Monona as workloads dictate.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Maintain integrity of building inspection program. 2. Respond to received complaints and address property code violations. 3. Remain current with an changes in the State of Wisconsin Administrative Code, the City of Monona
Municipal Code, and the International Code Council. SIGNIFICANT PROGRAM, COST, AND PERSONNEL CHANGES: 1. This budget reflects a full year of property inspections.
DEPARTMENT Public Safety PROGRAM BUDGET Communications ACCOUNT 52600 MISSION OF DEPARTMENT: To provide effective, efficient and professional service to the residents and visitors of the City of Monona, as well as to the Public Safety professionals in contact with the communications center.
CHALLENGES AND OPPORTUNITIES AHEAD: Keep costs down while increasing the current efficiency of the department through technological advances and focusing on the demands of the community.
COVID-19 has been one of the most challenging events during 2020, which will probably continue into 2021.
LONG-TERM GOALS FOR THE DEPARTMENT: • Continue to seek grant funding to improve efficiency of the communications operations with limited funding
and personnel.
• Continue to maintain the IT room and work with the IT committee to upgrade outdated telephone, radio and computer equipment for the benefit of all city departments.
• Continue to evaluate equipment and software to increase the efficiency of records management, dispatch and the court system.
DEPARTMENT 2021 GOALS TO MEET CHALLENGES AND OPPORTUNITIES:
2021 Goal Method for Measuring Success Maintain part-time dispatchers with ability to fill in as needed.
Determine if accomplished.
Continue to work with the Dane County Dispatch Training Consortium and other outside opportunities to develop regularly scheduled in-service training for our dispatchers.
When possible, include dispatchers in Police in-service training sessions.
Determine if accomplished.
Continue to monitor improvements to the DaneCom radio system and upgrade equipment as necessary.
Determine if accomplished.
Continue to monitor for issues employees may encounter with the transition from Global to the Zuercher RMS in late 2020.
Determine if accomplished.
SIGNIFICANT PROGRAM CHANGES: 1. With the 2007 Operations budget, the dispatch center was authorized to add an additional full-time employee.
This had a very positive impact on operations, with improved staffing, morale and longevity. Personnel working in this very high-stress environment were able to take needed time off without the department incurring overtime or major schedule changes. In July 2009, one of the full-time dispatchers resigned for another position. Due to a budget shortfall, the city implemented a hiring freeze and did not allow this
position to be filled. With the 2010 Operations budget the fifth full-time employee was cut from the budget. With the lack of part time dispatchers available to fill open shifts, Lt. Deuman was forced to work a substantial amount of open shifts. In 2018, a 5th full time dispatch position was added to the operations budget.
2. In late 2015, during the 2016 budget review, it was recommended that a study be completed to determine if it were effective to maintain an independent dispatch center prior to the 2017 budget discussions. The MPSIS group (our Global RMS/CAD consortium) previously completed a dispatch consolidation study in 2012. That study recommended each community with a current communication center should maintain their existing centers. The study found this was the most cost-effective solution, which also provided the highest quality of service to each community.
A City of Monona Dispatch study was completed in September of 2016. The study group was comprised of city alders, multiple city staff, and community members. This study group recommended that the Fire Department dispatching be moved to the Dane County Communications Center (DCCC) to provide for the best level of service for mutual aid (MABAS) response. The DCCC currently dispatches all other Dane County fire departments. It was further recommended that all other services (police dispatch, records and 911 services) be retained in our communications center. Our goal is to provide the best possible service to the community that resides in and uses the many attractions located in the City of Monona.
On July 24, 2018, the Dispatch Study group reconvened to discuss the status of the dispatch operation. We have never taken cellular calls, but only landline (hard wire) 911 calls. With more and more people abandoning their landlines, we are receiving fewer 911 calls (average is less than 2 per day). It was the consensus of the group that rather than purchase a new 911 system, it was more cost effective to have Dane County take all the incoming 911 calls and process them through the TriTech CAD system. On July 25, 2018, the Public Safety Committee also approved this recommendation for the 2019 Capital Budget. Both groups recognize the importance of maintaining our dispatch center to continue providing a high level of service to the community. On January 1, 2019, Dane County started taking all incoming 911 calls.
GOAL ACHIEVEMENTS IN 2020: 1. All personnel had to be trained for the transition from the Global RMS to the Zuercher RMS in September
2020.
2. All department personnel, including dispatchers, completed a 3-hour Implicit Bias online training during July and August 2020.
GOALS NOT ACHIEVED IN 2020: 1. Training is always a difficult goal to achieve, as we are limited in our staffing coverage. With the COVID-19
pandemic affecting operations starting in March of 2020, many of the conferences and training schools had to be cancelled.
PUBLIC SAFETY - EMERGENCY COMMUNICATIONS CENTER ACCOUNT JUSTIFICATIONS
Full-time wages for 5 dispatchers based on budgeted increase. Salary adjustments.
100-52-52600-112 SHIFT DIFFERENTIAL
$ 3,600 Shift differential pay
100-52-52600-118 LEAVE WAGES
$ 8,500 Wages while employees on vacation
100-52-52600-119 WAGES, PART-TIME
$ 9,500 Part-time dispatch wages
100-52-52600-120 DISPATCH OVERTIME
$ 13,000 Estimate of overtime
100-52-52600-130 FICA
$ 20,776 Social Security at 7.65%
100-52-52600-131 WISCONSIN RETIREMENT
$ 17,691 City half share of the annual Wisconsin Retirement expense; 6.75% split of the 13.5% cost
100-52-52600-132 LIFE AND DISABILITY INSURANCE
$ 100 Estimate of life/disability insurance
100-52-52600-133 HEALTH INSURANCE
$ 64,332 Based on actual increase
100-52-52600-134 PROFESSIONAL DEVELOPMENT
$ 2,800
Training for dispatchers (PSC increased to $4,000)
100-52-52600-137 UNIFORM ALLOWANCE
$ -0- Removed from budget in 2020.
100-52-52600-214 CRIMINAL RECORDS CHECK
$ 2,300
Fees paid to State of Wisconsin for liquor license applicants’ background checks for the City Clerk. Revenue to offset this cost is collected through the applicants’ fees. Department averages approximately 330 checks per year @ $7 each = $2,310.
ACCOUNT AMOUNT DESCRIPTION 100-52-52600-240 SERVICE CONTRACTS
$ 86,516
Service contracts for: radios, RMS, CAD and Court software, radio console, 911 and other equipment. Amount includes maintaining the VHF radio frequencies for the FD and DPW. $60,786 MPSIS RMS/CAD system (reduced) 4,500 MAPD 800 MHz Radio fees 5,964 General Communications (DPW & FD) 1,440 TIME quarterly fees 250 Approximate Language Line annual cost 600 Dane County fees for CITRIX, Summit, New World, Spillman access 6,648 DaneCom fees 2,128 Leads On Line 576 Schedule Anywhere PD and Dispatch 624 Deer Creek Technology 500 CSI (Tim Kriz Policy) 2,500 TRACs Support and other misc. items. This line may be underfunded depending on maintenance expenses not covered by contracts.
100-52-52600-340 DISPATCH SUPPLIES
$ 1,500
Batteries, tapes, computer paper, print cartridges, etc.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET
--- PUBLIC WORKS TOTAL RECAP--- (Includes Highway & Street Administration, Shop Machinery & Buildings, Street Maintenance, and Forestry)--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 429,227 445,716 3.84%--- NON-PERSONNEL 366,802 350,350 -4.49%--- TOTAL 796,029 796,066 0%------
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- HIGHWAY & STREET ADMINISTRATION100-53-53100-111 WORKING FOREMEN SALARY 46,269 46,889 39,600 29,448 40,491 40,491 40,896 100-53-53100-130 FICA 3,438 3,485 2,912 2,191 3,098 3,098 3,129 100-53-53100-131 WISCONSIN RETIREMENT 3,146 3,141 2,594 1,988 2,733 2,733 2,760 100-53-53100-132 LIFE & DISABILITY INSURANCE 7 8 9 5 10 75 25 100-53-53100-133 HEALTH INSURANCE 13,835 14,915 10,583 7,889 10,877 10,877 11,190 100-53-53100-134 PROFESSIONAL DEVELOPMENT 703 384 611 995 1,700 1,700 1,200 --- $67,398 $68,823 56,309 42,516 58,909 58,974 59,200 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 57,274 58,000 1%--- NON-PERSONNEL 1,700 1,200 -29%--- TOTAL 58,974 59,200 0%---
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET------ ROAD RELATED FACILITIES100-53-53420-220 STREET LIGHTING UTILITIES 63,894 91,792 89,366 33,908 84,000 81,600 87,000 100-53-53420-233 TRAFFIC CONTROL MAINT 16,804 6,565 12,831 12,157 20,000 13,500 24,000 --- $80,698 $98,357 102,197 46,065 104,000 95,100 111,000 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL - - N/A--- NON-PERSONNEL 95,100 111,000 17%--- TOTAL 95,100 111,000 17%---
DEPARTMENT Public Works PROGRAM BUDGET ACCOUNT 53100, 53200, 53210, 53300,
55200, 56110 MISSION OF DEPARTMENT: To provide high quality services to Monona residents, and to complete department projects and duties in an efficient, cost effective manner.
CHALLENGES AND OPPORTUNITIES AHEAD: Maintaining current service levels while adhering to budget constraints.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. To continue to provide high-quality, cost-effective public works services to the residents of Monona.
2. Continuing to adequately maintain or replace the asphalt on City streets.
3. To review, monitor, and evaluate the staff and services provided by the department.
4. To continue to inform the public through service cards, email, web postings, newsletters, phone, and other available resources.
SIGNIFICANT PROGRAM COST AND PERSONNEL CHANGES:
• Public Works Administration:
o Outside Services for engineering assistance is reduced by $1,000.
• Highway and Street Administration:
o Professional Development is reduced by $500.
• Shop, Machinery and Buildings:
o Garage material and supply increases by $500.
• Street Maintenance and Construction:
o Streets Outside Services is reduced by $16,000. o Median & Terrace Maintenance is reduced by $1,500. o Fuels & Additives is reduced by $5,500. o Snow & Ice Supplies is reduced by $13,662. o Street Sign Repair & Replacement increases by $500.
• Road-Related Facilities:
o Street Lighting Utilities increases by $5,400. o Traffic Control Maintenance increases by $10,500.
• Forestry:
o Brush Pickup increases by $2,325. (½ allocation here, and ½ in storm utility)
GOAL ACHIEVEMENTS IN 2020: 1. Completed crack sealing and infrared heat patching on City streets as part of the City’s street repair program.
2. Completed various small area road patching utilizing City staff and equipment.
3. Completed the purchase of all capital equipment items.
4. Inspected the City’s sidewalk inventory and completed updates to the GIS sidewalk layer.
5. Completed sidewalk panel replacement and grinding as needed.
6. Replaced door handles at the DPW garage with ADA-compliant door handles.
7. Replaced the water fountain at the DPW break room.
8. Completed pavement marking throughout the City.
9. Replaced old street signs as needed throughout the City.
GOALS NOT ACHIEVED:
PUBLIC WORKS
ACCOUNT JUSTIFICATIONS HIGHWAY AND STREET ADMINISTRATION ACCOUNT AMOUNT DESCRIPTION 100-53-53100-111 OPERATIONS SUPERVISOR SALARY
$ 40,896
100-53-53100-130 FICA
$ 3,129 Social Security at 7.65%
100-53-53100-131 WISCONSIN RETIREMENT
$ 2,760 Wisconsin Retirement at 6.75%
100-53-53100-132 LIFE & DISABILITY INSURANCE
$ 25 City share of life/disability insurance
100-53-53100-133 HEALTH INSURANCE
$ 11,190 Health, vision and dental insurance
100-53-53100-134 PROFESSIONAL DEVELOPMENT
$ 1,200 APWA membership renewal $348; supervisor expenses for seminars, workshops, conferences (2021-WisDOT 2 day class $850)
SHOP, MACHINERY AND BUILDINGS ACCOUNT AMOUNT DESCRIPTION 100-53-53200-110 MECHANIC SALARIES
$ 57,516 Mechanic’s labor for building and equipment maintenance and repair
100-53-53200-111 SHOP SALARIES
$ 40,081 Work done in Public Works garage by Public Works crew members
DEPARTMENT Parks & Recreation PROGRAM BUDGET Parks ACCOUNT 100 MISSION OF DEPARTMENT: Parks & Recreation improves the community’s quality of life by providing well designed and properly maintained parks and recreational opportunities for all citizens. Services include development and maintenance of parks, the community center, and outdoor pool. The Department also offers a wide variety of group and individual recreation programs, special events, and promotion of healthy active lifestyles.
CHALLENGES AND OPPORTUNITIES AHEAD: Monona parks have seen many improvements over the last several years, and the challenge ahead will be able to maintain them and keep the parks beautiful for our residents to enjoy and to attract new families to Monona. Staffing levels will need to be evaluated as new additions to the park system are built and priorities are redefined for use of the parks.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Develop comprehensive management and standard operating procedure plans for the parks. This includes
detailed documentation of maintenance and repair work at shelters and playgrounds, mowing operations, and tree inventories.
2. Develop a published priority system and project listing for park improvements, including beach grooming, athletic field maintenance, mowing operations, tree pruning, shelter cleaning/maintenance, playground inspection/repair.
3. Continue to coordinate projects as outlined in the Parks & Open Space Plan for improvements. Achieve efficiency in maintenance operations and provide ongoing education for parks staff.
4. Storage of equipment and a place for the increasing amount of seasonal staff is becoming a challenge. Ideally, if the Fire Station was moved, Parks would move into that space; but additional locations for a storage building for trucks, mowers, and athletic field maintenance equipment should be explored.
ACCOMPLISHMENTS IN 2020: 1. Successfully disassembled Monona RiverRink and put into storage until re-opening in November 2020.
2. Responsible for the startup and winterization of the following facilities: Dream Park Shelter (and family restroom), Gazebo irrigation, Fireman’s Park Shelter (and restrooms), Schaefer Shelter, Ahuska Park Shelter (and restrooms) Schluter Park Restrooms, Lottes Restroom, Oneida Park Shelter and bubblers at Frost Woods and Greenway.
3. Planted memorial tree at Arrowhead Park.
4. Removed the Barry Johnson baseball field, graded area and seeded for future athletic (soccer) fields. New Barry Johnson memorial installed.
5. Built a natural playground adjacent to Fireman’s Park fields.
6. Painted park picnic tables and storage boxes.
7. Due to COVID-19, less athletic field maintenance was needed, resulting in reduced staff costs.
8. Mowed all parks with less staff, or when needed, the help of office staff.
9. Repaired skate park, with more materials and plans to improve.
2021 SIGNIFICANT PROGRAM CHANGES: 1. Eliminate portable restrooms at all parks except for Lottes and Bridge Road Park before and after shelter
season. In -1 and -2% budgets, there would be no portable toilets at all, and shelters would shut down on October 1.
2. Reduction in park supplies on expenditure restraint and a reduced number of trash/recycling cans at parks without restrooms.
3. Reduced number of seasonal staff; some parks will be mowed and trimmed less frequently 4. Possibly no weekend clearing of the lagoon for ice skating, and park sidewalks would not be cleared of
snow on weekends. 5. Planned Stone Bridge park construction. 6. With COVID-19 the use of outdoor spaces is more important than ever. We’ll have a sharp focus on
year-round beautiful outdoor spaces for the community to gather, and for our planning and programming.
PARKS OPERATIONS
ACCOUNT JUSTIFICATIONS
ACCOUNT AMOUNT DESCRIPTION 100-55-55200-110 PARK SALARIES
$ 111,292 Two (2) full-time staff persons to perform maintenance of parks, and Public Works time for seasonal mowing of parks, and other park projects. Also includes Outdoor Pool & Monona Bank River Rink maintenance responsibilities. Includes 25% of Director Salary
100-55-55200-119 WAGES, PART-TIME
$ 58,650 Seasonal employee wages: Summer parks maintenance staff Parks weekend staff Spring/fall/winter seasonal staff Ball diamond groomer
100-55-55200-120 OVERTIME
$ 3,000 Overtime as required for special events and snow removal at the RiverRink for ice skating operations maintenance
100-55-55200-130 FICA
$ 13,230 Social Security at 7.65%
100-55-55200-131 WISCONSIN RETIREMENT
$ 7,715 Wisconsin Retirement at 6.75%
100-55-55200-132 LIFE & DISABILITY INS.
$ 50 City share of life/disability insurance
100-55-55200-133 HEALTH INSURANCE
$ 30,130 Health, dental and vision insurance for full-time and DPW staff allocation
100-55-55200-134 PROFESSIONAL DEVELOPMENT
$ 1,500 Education and training to support park maintenance improvement and portion of Director’s professional development.
ACCOUNT AMOUNT DESCRIPTION 100-55-55200-220 GAS & ELECTRIC UTILITIES
$ 25,000 Gas and electric for park lighting and shelters. Based on 2019-2020 averages.
100-55-5520-221 TELEPHONE
$ 7,200 Telephone expense and fire alarm monitoring/ inspection services at Fireman’s, Lottes, Oneida, and Schluter park shelters. Also includes cell phone for full-time parks staff.
100-55-55200-222 WATER & SEWER UTILITIES
$ 14,000 Utilities for shelters, restrooms, and water fountains.
100-55-55200-225 STORMWATER UTILITY EXPENSE
$ 6,000 Charges paid for City park lands to the Stormwater Utility.
100-55-55200-240 OUTSIDE SERVICES
$ 4,500 $1,200 – Dane County mosquito spraying program $750 – MG School-to-Work program $650 – Weed spraying $1,200 – Schluter/Frost Woods beach testing $700 – Contracted services for planting beds at Riverfront Park
100-55-55200-340 PARK SUPPLIES
$ 17,000 Includes paper towels, toilet paper, trash bags, sand, miscellaneous parts, paint, recycling containers for park shelters; personal protective equipment
100-55-55200-350 EQUIPMENT MAINTENANCE & REPAIR
$ 8,500 Maintenance and repair of park equipment and park maintenance equipment. Includes cost share of equipment maintenance of DPW-shared equipment.
100-55-55200-351 FACILITIES MAINTENANCE & REPAIR
$ 6,000 Maintenance and repair of park shelters, restroom facilities, equipment sheds and park equipment.
100-55-55200-370 FUEL/ADDITIVES
$ 7,000 Lawn mower and parks truck fuel and oil
100-55-55200-393 PORTABLE RESTROOMS
$ 1,000 Portable restrooms at Bridge Road Park and Lottes parks.
100-55-55200-395 BIRD CITY
$ 250 Application fee and related expenses to promote Bird City events.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT Planning and Development PROGRAM BUDGET City Planning/Development ACCOUNT 56300
MISSION: To provide prompt and professional response and review to development proposals through the coordination of City site plan and zoning permit review and approval activities and the application of community zoning performance standards to the permit review process.
To provide staff services to the Plan Commission including review and recommendation of development proposals, updating and implementation of the Comprehensive Plan, and administration of the Zoning Code.
The Planning and Development Department provides value to the City of Monona in the following ways:
A. Provides a Comprehensive Plan comprised of policies and neighborhoods/area plans which guide the development and redevelopment of the City in a planned and controlled way and which maximize the land resources of the City of Monona while attempting to lessen traffic congestion, conserve the natural environment, and promote the public health, safety, convenience, and general welfare of the community.
B. Strives to optimize the value to the community of the commercial tax base of the City in terms of the revenue it generates and its assessed value while maintaining the appropriate land use and relationship to the community.
C. Regulates development and controls signage to produce an aesthetically attractive environment.
D. Seeks grant funding for public improvements.
The Planning and Development Department hopes to accomplish through its work the improvement in the overall quality of life for all residents in the City through the implementation of sound planning and zoning policies and practices.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Facilitate the recommendations of Comprehensive Plan.
2. Facilitate the recommendations of the Strategic Plan for Economic Development.
3. Facilitate the recommendations of the Strategic Housing Plan.
4. Facilitate the recommendations of the Sustainability Plan.
5. Promote and implement the Renew Monona Program.
LONG-TERM AND SHORT-TERM GOALS FOR THE DEPARTMENT: 1. Continued economic growth through development and redevelopment of target areas.
a. Specific focus at South Towne Mall and along both East and West Broadway. 2. Continue residential development consistent with the Comprehensive Plan and Strategic Housing Plan.
a. Research the opportunities offered by accessory dwelling units and small lot developments. 3. Revise the Zoning Code to address frequent issues.
a. Provide opportunities to include Green Zoning initiatives into the Ordinance. b. Formalize the Code Enforcement process with assistance from other City Staff.
4. Review and enhance the tracking of permits, conditions of approval and code violations. 5. Continue implementation of the Historic Preservation Ordinance, and assist with the nomination of previously
selected properties to the National Register of Historic Places.
PLANNING AND COMMUNITY DEVELOPMENT ACCOUNT JUSTIFICATION
$ 58,886 Share of salary plus approximately 15% from CDA and TID 8 Budget.
100-56-56300-119 PART-TIME WAGES
$ -0- Wages for part-time sustainable planning intern moved to administration budget.
100-56-56300-130 FICA
$ 4,503 Social Security at 7.65%
100-56-56300-131 WISCONSIN RETIREMENT
$ 3,973 Wisconsin Retirement at 6.75%
100-56-56300-132 LIFE & DISABILITY INSURANCE
$ 20 City share of premium
100-56-56300-133 HEALTH INSURANCE
$ 18,571
100-56-56300-134 PROFESSIONAL DEVELOPMENT
$ 2,200 Covers cost of planning journals, APA / AICP membership, professional conferences, and courses.
100-56-56300-340 SUPPLIES
$ 700 Covers cost of planning drafting supplies, maps and miscellaneous supplies.
100-56-56300-341 LANDMARKS COMMISSION SUPPLIES
$ 200 Covers costs of printing for historic tours, signs, and other special events.
100-56-56300-719 OUTSIDE SERVICES
$ -0- To develop a Master Plan for the South Towne mall area
100-56-56300-720 COMMUNITY DEVELOPMENT / PROMOTION
$ -0-
100-56-56300-721 UNIVERCITY YEAR INITIATIVE
$ -0-
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- COMMUNITY DEVELOPMENT AUTHORITY--- REVENUES201-48-48110-000 INTEREST & DIVIDENDS INCOME 42 96 115 21 - - - 201-48-48900-000 OTHER REVENUES 10,030 8,301 - - - - - 201-48-48900-100 RENT 109,354 7,175 - - - - - 201-49-49240-100 TRANSFER FROM GENERAL FUND 15,000 15,000 15,000 15,000 15,000 15,000 14,000 201-49-49240-400 TRANSFER FROM TIF - - - - 10,850 29,632 19,907 --- $134,426 $30,572 15,115 15,021 25,850 44,632 33,907 --- EXPENDITURES201-56-56700-200 PROPERTY MAINTENANCE 146,689 13,403 - - - - - 201-56-56700-214 LAND ACQUISITION - 16 - 11 - - - 201-56-59270-100 CDA SUPPORT STAFF 9,724 4,168 750 3,171 7,000 25,000 15,000 201-56-59210-110 REIMBURSEMENT FOR ADMINISTRATION 13,288 5,734 7,115 4,154 13,000 13,557 13,693 201-56-59210-130 FICA 637 427 515 299 995 1,037 1,047 201-56-59210-131 WI RETIREMENT 580 384 466 280 850 888 938 201-56-59210-132 LIFE & DISABILITY INSURANCE 4 3 2 1 5 25 10 201-56-59210-133 HEALTH INSURANCE 1,375 1,085 1,367 937 3,000.0 3,125 3,219 201-56-59210-134 PROFESSIONAL DEVELOPMENT - - - 190 - - 201-56-59210-210 MARKETING 495 14 - - 1,000 1,000 - --- $172,792 $25,233 10,215 9,044 25,850 44,632 33,907 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 18,632 18,907 1%--- NON-PERSONNEL 26,000 15,000 -42%--- TOTAL 44,632 33,907 -24%---
DEPARTMENT Community Development Authority PROGRAM BUDGET ACCOUNT 201 MISSION OF DEPARTMENT: To promote and assist economic development in the City of Monona through efforts of the Community Development Authority in the areas of business retention and attraction and economic revitalization of commercial areas of the community. CHALLENGES AND OPPORTUNITIES AHEAD: Monona is an established community, primarily residential in character that enjoys a wide range of housing stock and a high level of municipal services. It is landlocked and there is little undeveloped land in the community. It is therefore important to Monona homeowners that the city’s commercial and housing sector be as successful as possible in order to ensure continued quality services that are affordable to all. The economic base is sound, however there exists opportunities for high-quality redevelopment in certain areas. The challenge ahead, therefore, is to position the city properly in order that redevelopment in the community is successful. LONG-TERM GOALS FOR THE DEPARTMENT: 1. Implement the economic development strategy as approved by the Mayor, City Council and Plan
Commission. 2. Ensure completion of the Riverfront Project. 3. Focus economic development efforts on the Monona Drive and Broadway Avenue Commercial Corridors,
and the South Towne Mall area. 4. Develop each commercial and housing parcel to their full income generating potential. 5. Create a distinctive look and feel for Monona Drive and Broadway. 6. Create an environment that is attractive to developers and financial institutions. 7. Maintain as nearly as possible the current ratio of commercial property valuation to residential property
valuation. 8. A strategy that facilitates and encourages private and public sector development of housing opportunities for a
variety of household sizes, ages, and income levels. 9. Administer the Renew Monona Loan Program to incentivize renovation of affordable housing stock within
the community. 10. Pursue innovative economic development strategies, such as a Business Retention and Expansion (BRE) visit
program, and partner with neighboring communities on promotion of the City of Madison Opportunity Zone #2 (which includes City of Monona properties).
COMMUNITY DEVELOPMENT AUTHORITY ACCOUNT JUSTIFICATION
REVENUES
ACCOUNT AMOUNT DESCRIPTION 201-49-42200-100 TRANSFER FROM GENERAL FUND
Total Radio -$ 26,162$ 26,181$ 20,034$ 39,950$ 37,984$ 39,039$
--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 140,624 147,036 5%--- NON-PERSONNEL 35,548 34,703 -2%--- TOTAL 176,172 181,739 3%
DEPARTMENT Community Media PROGRAM BUDGET Operations ACCOUNT 2021
MISSION OF DEPARTMENT: Monona Community Media aims to educate, engage and enrich our community through media production and media literacy. We produce and transmit quality, community-based programming to serve the residents of Monona. The purpose of these programs are to foster communication between the City, the School and the Community. CHALLENGES AND OPPORTUNITIES AHEAD: 1. Brand Community Media and WVMO more efficiently. 2. Increased workload at WVMO regarding daily scheduling, daily programming, audio editing, and
overall content creation due to COVID-19. 3. Consistent presence of WVMO and Community Media at new Riverfront Development, including
hosting and sponsoring of events and music concerts. 4. Managing radio station volunteer efforts. 5. Staffing for WVMO (audio production/content creation). 6. Increasing the presence and visibility of Community Media at City Center. 7. Increase promotion of radio station and visual services to community and area businesses. 8. Involving Monona Grove High School (MGHS) students in WVMO. 9. Funding for larger, more expensive equipment replacement in the coming years (both radio and TV).
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Work with city administration to efficiently utilize community media, when appropriate, for city
communications. (Both internal and external communications.) 2. Steady funding from outside sources for the Community Media Department. 3. Permanent part-time audio production/communications position for radio station. 4. Formal process for MGHS student involvement with WVMO.
SIGNIFICANT PROGRAM, COST, AND PERSONNEL CHANGES: Staffing and Benefits for 2020
1. Media Coordinator position eliminated. Multimedia Content Producer position created at $40,000 per year, hourly.
2. LTE part-time position added for 2021. Scheduled at 10-15 hours per week at $15 per hour. Works specifically for WVMO, assisting with daily programming, scheduling and audio editing. Increased workload due to COVID.
GOALS FOR 2021:
2021 Goals Status Increase City of Monona promotional content with assistance from other city departments.
Planning and organizing processes for increased production work and efficiency.
Create content that can be broadcast on both radio and television.
Continuing to research content ideas that would be feasible for both radio and television.
Develop better processes and procedures for audio and video creation, which in turn, will assist in creating more content than previous years.
Redesign of the Media Coordinator position into a Multimedia Content Producer position.
Increase WVMO volunteer participation by requiring Radio show producers to volunteer for additional WVMO events and/or production.
Process has been set into place.
Increase marketing efforts and fundraising for Community Media.
MG football broadcasts have been successful in the past.
Work to brand Monona Community Media and WVMO as one entity.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET202-55-59210-400 TRANSFER TO CAPITAL FUND - 16,900 - - - - - 202-55-59210-510 INSURANCE 11,000 11,000 11,000 11,000 11,000 11,000 11,000 --- $701,756 $699,568 855,766 425,406 818,162 863,698 851,359 --------- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 604,583 621,729 3%--- NON-PERSONNEL 259,115 229,630 -11%--- TOTAL 863,698 851,359 -1%--------------- LIBRARY--- FUND SUMMARY--- PROPERTY TAXES 604,100 614,453 614,453 614,453 617,774 --- TRANSFER FROM GENERAL - - - - - --- subtotal 604,100 614,453 614,453 614,453 617,774 ------ OTHER REVENUES 238,464 225,427 225,846 249,245 233,585 --- TOTAL REVENUES 842,564 839,880 840,299 863,698 851,359 ------ EXPENDITURES 855,766 425,406 818,162 863,698 851,359 ------------
DEPARTMENT Library PROGRAM BUDGET Library Operations ACCOUNT 202 2021
MISSION OF DEPARTMENT: The Monona Public Library enriches lives by building community connections, fostering imagination, and opening up a world of ideas.
The Monona Public Library’s primary mission is to help meet the educational, informational, and leisure needs of area residents, organizations, and businesses. We are a dynamic, civic resource which offers creative and capable staff and responds to community needs for quality information and library services. We provide free and open access to recorded knowledge and provide expert guidance in its use. We offer the community a well-maintained, balanced collection of materials in popular formats.
Offering innovative, relevant programming to stimulate reading and the desire to learn, we also provide an array of public use computers, information technologies, training and tutoring opportunities. As a portal to an ever- expanding world of information and knowledge, the library is a synergistic center of activity and opportunity for the expanded community. The library fully participates in collaborative library activities – within the County and region – and in so doing provides the widest range of services and resources possible in the most cost-effective manner. We provide programs and services in a comfortable, attractive, and safe library building and grounds. We work to provide hope and comfort for those that use the library, while also supplying the knowledge and tools needed to navigate through a world consisting of more and more information.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Making Library Services Flexible and Scalable to Adjust to Unpredictable Circumstances. The library was forced to dramatically change services for the majority of 2020 due to COVID-19. It took time to make the environment safe for staff to work together, and to get people access to materials in any way. It also took adjusting to put all of our programming on virtual platforms and make it as accessible as we could. For 2021, library staff will continue to evaluate our services and look to see how can meet the community’s needs fully, whether the library building is open or not.
2. New Youth Services Coordinator The Library’s current Youth Services Coordinator, Karen Wendt, will be retiring in early 2021 after 35+ years of service to the City and community. The library will look to hire someone after she retires. This could dramatically shift the projects and programs in Youth Services. Both a challenge and opportunity is increasing this position from 32 hours a week to 40 hours a week. The Monona Public Library is one of the very few libraries without a full time head of Youth Services, and given the importance of early childhood literacy, connection with families, and meeting the needs of those children in grade school and above, it is necessary to allow someone to work full time to adequately meet these needs.
3. Equity and Social Justice Given the current trends, the library feels it is long overdue to assist the community in improving knowledge and change around racial and social equity. This will start at the library level, looking at library policies and the hiring strategies and framework to try and take down any barriers that prevents POC and other minorities from working or coming into the library. The library collections will be audited to eliminate any items that are determined to be unacceptable, and programs for all ages will be created to share accurate information around these topics. Most importantly, the library will continue to work on being a platform for anyone in the community, especially those individuals who do not have a platform to share their stories. Through this the library will work with other organizations and businesses through our outreach efforts.
4. Strategic Plan The library is dedicated on instituting the necessary changes that were highlighted and organized in the strategic plan. The first area this will be seen is the lower level to make it more accommodating and add services needed. We will also work on our messaging and communication with the public about what the library offers, and continue to strengthen and add community connections and partners.
DEPARTMENT 2021 GOALS TO MEET CHALLENGES AND OPPORTUNITIES:
2021 Goal Method for Measuring Success Increase outreach to Monona community and surrounding communities to determine what services these communities need and how best the library can meet them.
Talking with businesses and organizations on what their needs are and explain how they can help the community through the library. We are looking to be a bridge between the community and these organizations, facilitating conversations and meetings. Bring in racial eq it ad a main con ersation piece
Evaluate technology needs of the community. Improve training on existing technologies in the form of structured programs, workshops, and providing one-on-one assistance. Talk with patrons about what technology they wish the library has (ex. Virtual reality).
Look at use of building and how it has changed. We will consult with patrons and interior decorators on the layout of the building, how to improve comfort, and how to decrease confusion by adding necessary signage.
Potential COVID-related changes to services. How to keep and/or increase services provided to the community while prioritizing safety to staff and patrons. This is in the event COVID is still a threat in 2021.
Coordinate increased cooperation with other city departments, namely Parks and Rec, and the Senior Center.
Would like to continue improving our relationships with the Parks & Recreation Department and the Senior Center to see how we can coordinate programs. We still need to look at how we can do Anji Play. The library has a good relationship with the afterschool program.
Continue to be a family attraction in Monona with additional resources in Early Literacy Learning that foster love of reading, language skills, learning readiness and creativity.
Determine the amount of increase in youth program offerings and attendance and library checkouts of youth material. We are also looking at the increase in accessibility-focused programs and how we are providing services that other area libraries are not. This includes headcount with programs and also doing focus- group discussion with parent/guardian groups.
Provide programs that are of interest to adults and families. Combination of talking with patrons about what areas they have an interest in and/or need (ex. Information literacy in today’s social media world, how to jar your own vegetables, etc.), along with looking to see what national trends are out there to introduce to the Monona community.
SIGNIFICANT PROGRAM CHANGES: • Focus on virtual programs for all ages. • Ripple Project in partnership with the Dane County Library Services. • Upcoming Youth Services Coordinator change.
GOAL ACHIEVEMENTS IN 2020: ● Services During COVID
Library staff worked hard to make sure as many library services were available to the public as possible without allowing people to enter the building. Staff worked all hours to create and structure digital programs, including making the Summer Reading Program done entirely virtually. Staff also created the curbside services for items to be circulated, as well as develop a quarantine schedule for the return of items.
• Participation in the Wisconsin Libraries Transform Communities Statewide Project The Monona Public Library is participating in an 18 month statewide project, Wisconsin Libraries Transform Communities, administered by the Department of Public Instruction. The project has a library staff member work with the member of the community to identify a community need and then create a project that focuses on meeting said need.
● Installed New Self Check Machines Used capital funds to replace the three self-check machines at the library. The three new machines work faster and allow for a better checkout experience for patrons. They also allow for the library to market events on the screens.
● Lower Level Bathrooms Remodeled
Used capital funds to re-tile, paint, and update fixtures in the four lower level restrooms. These updates make the restrooms more accommodating and less dated. The remodel also finalized converting the four restrooms to gender-neutral restrooms, as well as making them single use for security and privacy reasons.
● The Library successfully raised over $13,000 in the second Loud in the Library annual fundraising events for the Friends of the Library.
● Focus on cross staff training Staff are already trained in many different areas of the library. In 2020 we would like to give staff the opportunity to do more outside of the building, furthering the connection between staff and the community members. We hear repeatedly that people come to the library because of the staff, and we also believe would benefit both the community and the Library if we could increase opportunities for staff to engage with others and share library services outside the building. This will require other staff to fill in and/or evaluate staff capacity and look to see what changes need to be made in the future.
LIBRARY ACCOUNT JUSTIFICATIONS
REVENUES
ACCOUNT AMOUNT DESCRIPTION 202-46-41110-000 GENERAL PROPERTY TAXES
$ 617,774 Total increase in City’s appropriation to maintain current library program and off-set county funding decrease
202-46-43720-000 COUNTY AID FOR LIBRARIES
$ 162,270 Estimated Dane County aid for operations based on projections provided by Dane County.
202-46-43730-000 COUNTY AID FOR LIBRARY FACILITIES
$ 53,815 Estimated Dane County aid for facilities-use reimbursement.
202-46-46110-000 COPIER RECIEPTS
$ 3,000 Based on average estimated revenue.
202-46-46710-00 FINES
$ 6,000 Based on average estimated revenue.
202-46-46730-000 ROOM RENTALS
$ 5,000 Based on average estimated revenue.
202-46-48900-100 VENDING MACHINES
$ 3,500 Estimated collection from vending machines to offset products purchased (see expenditures).
$ 381,587 Library Director and 9 professional staff members. This amount increases the Youth Services Coordinator from 32 hours/week to 40 hours/week.
202-55-55110-119 WAGES PART-TIME
$ 92,949 Part-time library assistants and pages, including seasonal and outdoor summer help.
202-55-55110-130 FICA
$ 36,302
Estimate based on 2021 salaries and wages
202-55-55110-131 WISCONSIN RETIREMENT
$ 25,757 Estimate based on eligible salaries to the Wisconsin Retirement System.
202-55-55110-132 LIFE AND DISABILITY INSURANCE
$ 100 Based on staff participation.
202-55-55110-133 HEALTH INSURANCE
$ 85,034 Estimate based on eligible staff participation.
ACCOUNT AMOUNT DESCRIPTION 202-55-55110-134 PROFESSIONAL DEVELOPMENT
$ 2,000 Knowledge workers need on-going training to meet community expectations. This includes workshops and conferences. Anticipating fewer conference attendances due to COVID.
202-55-55110-220 GAS AND ELECTRIC UTILITIES
$ 32,000 Represents the library’s share; additional amount of 15% is paid from the City.
202-55-55110-222 WATER AND SEWER UTILITIES
$ 3,554 This is to reflect the shift in how the Library is billed.
202-55-55110-240 SERVICE CONTRACTS
$ 49,000 Cleaning services, HVAC, elevator, fire suppression, printers, windows, and landscape.
202-55-55110-241 SCLS MEMBERSHIP & SERVICE PAYMENT
$ 44,500 Cost set by shared membership and services agreement with South Central Library System. There was a slight increase this year to member libraries for the services provided. This includes ILS management, public PC management, and technology infrastructure.
202-55-55110-310 OFFICE SUPPLIES
$ 2,000 Processing of new materials as well as traditional office expenses are paid out of this line. 202-55-55110-312
POSTAGE $ 150 Reflects 2020 expenses and potential mailing
of books.
202-55-55110-340 JANITORIAL SUPPLIES
$ 2,000 Necessary for building maintenance and cleaning.
202-55-55110-341 PROGRAMMING
$ 4,000 Used for storytimes, program supplies, and performers.
202-55-55110-344 CASH OVER/SHORT
$ -0-
202-55-55110-350 EQUIPMENT MAINT/REPAIR
$ 8,300 Based on expenses in 2020 and anticipated repair of equipment. This is reduced by $2,450 from previous year.
202-55-55110-351 BUILDING MAINTENANCE & REPAIR
$ 7,500 Based on expenses in 2020 and anticipated repair of equipment. This is reduced by $2,450 from previous year. Concern about maintenance on old building.
202-55-55110-809 PERIODICALS
$ 4,500 Magazines and newspapers in print
202-55-55110-810 AV & SOFTWARE
$ 12,000 All DVDs, Books on CD, music CDs and gaming software for all age levels. Decrease of $1,000.
202-55-55110-811 ADULT BOOKS
$ 15,500 Fiction and non-fiction items in the Adult section.
$ 10,000 Fiction and non-fiction items in the Children’s section.
202-55-55110-813 YOUNG ADULT BOOKS
$ 3,250 Fiction and non-fiction items in the Young Adult section.
202-55-55110-814 LARGE PRINT BOOKS
$ 3,500 Fiction and non-fiction items in the Large Print section.
202-55-55110-817 ELECTRONIC INFO SOURCES
$ 4,000 Online subscriptions and services, including wireless printing.
202-55-55110-818 STATE E-BOOK BUYING POOL
$ 4,376 Monona contributes to the statewide contract to provide electronic books for all state residents. The member libraries recently voted to increase participation amounts to counter rising demand of eBooks and eAudiobooks.
202-55-55110-819 VENDING MACHINE EXPENSE
$ 2,000 Cost of products for vending machine. Pass through since we (usually) show profit on revenue side.
202-55-55110-851 LIBRARY CAPITAL OUTLAY
$ -0-
202-55-59210-212 CITY ACCOUNTING/AUDIT SERVICES
$ 4,500 No change
202-55-5921-400 TRANSFER TO CAPITAL FUND
$ -0-
202-55-5921-510 INSURANCE
$ 11,000 No change
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- COMMUNITY RECREATION--- FUND SUMMARY--- PROPERTY TAXES 471,803 596,117 596,117 596,117 598,578 --- TRANSFER FROM GENERAL - - - - - --- subtotal 471,803 596,117 596,117 596,117 598,578 ------ OTHER REVENUES 496,455 29,397 320,086 809,204 620,504 --- TOTAL REVENUES 968,258 625,514 $916,203 1,405,321 1,219,082 ------ EXPENDITURES 1,246,513 434,537 913,745 1,405,321 1,219,082 ------
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- COMMUNITY CENTER --- REVENUES204-46-41110-000 GENERAL PROPERTY TAXES 142,270 143,786 131,452 164,779 164,779 164,779 164,393 204-46-46740-100 COMMUNITY CENTER RENTAL FEES 37,996 22,838 37,400 7,424 7,500 28,000 - 204-46-46740-120 CONCESSIONS 196 51 100 - - - - 204-46-46740-200 COMMUNITY CENTER BAR LEASE 775 445 - - - 500 - 204-46-49210-000 TRANSFER FROM GENERAL FUND - - - - - - - --- 181,238 167,120 168,952 172,203 172,279 193,279 164,393 ------ EXPENDITURES204-55-55140-110 ADMINISTRATIVE SALARIES 94,345 81,698 80,095 44,315 82,540 82,540 46,966 204-55-55140-112 SHIFT DIFFERENTIAL 673 730 674 166 320 800 - 204-55-55140-120 OVERTIME 7,191 1,792 676 61 1,000 4,000 4,000 204-55-55140-130 FICA 7,419 6,032 5,852 3,218 6,415 6,682 3,899 204-55-55140-131 WISCONSIN RETIREMENT 6,691 5,626 5,261 2,978 5,535 5,896 3,440 204-55-55140-132 LIFE & DISABILITY INSURANCE 68 19 15 4 125 125 70 204-55-55140-133 HEALTH INSURANCE 31,235 11,592 28,003 6,557 31,936 31,936 16,218 204-55-55140-134 PROFESSIONAL DEVELOPMENT 320 497 1,154 194 500 1,000 500 204-55-55140-137 UNIFORM ALLOWANCE 271 97 223 - - 600 - 204-55-55140-220 GAS & ELECTRIC UTILITIES 29,284 28,899 26,741 9,942 25,000 29,000 29,000 204-55-55140-221 TELEPHONE 2,602 2,524 2,718 940 3,000 3,500 2,800 204-55-55140-222 WATER & SEWER UTILITIES 2,710 3,054 3,208 1,428 2,500 3,000 3,000 204-55-55140-240 SERVICE CONTRACTS 7,932 7,989 9,996 3,975 12,000 8,600 42,000 204-55-55140-310 OFFICE SUPPLIES 1,187 2,391 1,383 346 1,000 1,400 1,000 204-55-55140-344 JANITORIAL SUPPLIES 2,964 5,568 4,041 2,860 3,700 4,200 4,000 204-55-55140-350 EQUIPMENT MAINT & REPAIR - - 155 - - - - 204-55-55140-351 BUILDING MAINT & REPAIR 11,103 14,645 8,425 4,756 7,000 10,000 7,500 --- TOTAL COMMUNITY CENTER 205,994 $173,154 178,619 81,740 182,571 193,279 164,393 ---
--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 132,979 75,093 -44%--- NON-PERSONNEL 60,300 89,300 48%--- TOTAL 193,279 164,393 -15%---
DEPARTMENT Community Rec. Services PROGRAM BUDGET Community Ctr. Operations ACCOUNT 204 MISSION OF DEPARTMENT: The Monona Community Center will promote and provide quality activities and services that will contribute to the physical, emotional and social well-being of the community.
CHALLENGES AND OPPORTUNITIES AHEAD: The immediate challenge of the Monona Community Center is to accommodate the different uses of the building following COVID-19 restrictions. The building was closed to the public for most of 2020 with social distancing requirements greatly limiting indoor activities. Once COVID-19 restrictions are lifted, we will be challenged to determine the best use of the building and to balance that use with the needs of the Monona Senior Center. Pre-COVID-19, there were many classes/activities that were scheduled back-to-back, and the layout of the building cannot accommodate people who are waiting for an activity to begin. (We predict that even after COVID-19, people will want more space between themselves and others.) Facility rentals are on a downward trend and, due to COVID-19, we expect even fewer rentals going forward. In general the building layout hinders programming opportunities. A decision regarding the long-term plan for the building should be made as soon as possible. LONG-TERM GOALS FOR THE DEPARTMENT: 1. Determine how the center is currently being used (Learning Lab, afterschool program, youth summer day
camp, classes from Recreation Department and Senior Center), and determine which are the best uses of the building.
2. Continue to provide excellent customer service to the community by using the building for programs the community most needs or wants (child care, senior center activities, winter youth dance, adult fitness, etc.)
ACCOMPLISHMENTS IN 2020: 1. Prior to schools closing, the building successfully accommodated our afterschool program. 2. A service window from outside was added to provide customer service to the community while the building
remains closed to the public. This window is used for: boat launch sticker distribution, payments, registration, child care pick-up, delivery acceptance, etc.
3. The building was the hub for the Parks & Recreation department’s youth summer camp and the indoor facility for rainy days.
SIGNIFICANT CHANGES IN 2021: 1. Elimination of outside rental groups for 2021: revenue loss of $28,000 2. Elimination of full-time buildings and grounds position: savings of $56,000 in salary and benefits 3. Contracted cleaning (5 times/week): $33,000 addition to Outside Services line item 4. Additional overtime for night/weekend snow removal by parks/DPW staff. In the -1% and -2% budget
options, snow removal would be limited on weeknights and weekends and some maintenance on grounds deferred based on the limited overtime budget.
5. As long as schools remain closed, the building will be used for the Virtual Learning Lab program for children in grades K-2.
6. Elimination of adult recreation programs in Community Center for 2021.
COMMUNITY RECREATION SERVICES - COMMUNITY CENTER ACCOUNT JUSTIFICATIONS
REVENUES ACCOUNT AMOUNT DESCRIPTION 204-46-41110-000 GENERAL PROPERTY TAXES
$ 164,393
Amount needed to subsidize Community Center.
204-46-46740-100 COM. CENTER RENTAL FEES
$ -0- Building closed due to COVID-19, unsure of outside rentals in 2021
204-46-46740-120 CONCESSIONS
$ -0-
204-46-46740-200 COM. CENTER BAR LEASE
$ -0- Did not renew lease due to elimination of facility rentals for weekend events
$ 46,966 Park and Recreation Director (25%) Administrative Assistant (15%) Maintenance Worker 1 (85%) position eliminated Lead Maintenance Worker (20%) Aquatic Director/Recreation Supervisor (15%) Afterschool Coordinator (11%)
204-55-55140-111 PART-TIME WAGES
$ -0-
204-55-55140-112 SHIFT DIFFERENTIAL
$ -0-
204-55-55140-120 OVERTIME
$ 4,000 Overtime for snow removal on nights and weekends
204-55-55140-130 FICA
$ 3,899 Social Security at 7.65%.
204-55-55140-131 WISCONSIN RETIREMENT
$ 3,440 City share at 6.75%
204-55-55140-132 LIFE AND DISABILITY INSURANCE
$ 70 City share of premiums.
204-55-55140-133 HEALTH INSURANCE
$ 16,218 Full coverage for Maintenance Worker 1 (position eliminated), and Director, pro-rated share (20%) of coverage for Lead Maintenance Worker.
ACCOUNT AMOUNT DESCRIPTION 204-55-55140-134 PROFESSIONAL DEVELOPMENT
$ 500 Prorated coverage fees to attend State conference and membership in professional organization for Director and Aquatic Director/Rec. Supervisor.
204-55-55140-137 UNIFORM ALLOWANCE
$ -0-
204-55-55140-220 GAS AND ELECTRIC UTILITIES
$ 29,000 Gas & Electric based on actual and projected.
204-55-55140-221 TELEPHONE
$ 2,800 Regular phone lines include Senior Center main phone, Community Center fax machine and 2 lines for the fire alarm system. Also includes cell phones for Director and Aquatic Director/Rec Supervisor.
204-55-55140-222 WATER AND SEWER UTILITIES
$ 3,000 Water and sewer charges based on actual and estimated.
204-55-55140-240 SERVICE CONTRACTS
$ 42,000 $500 – copier service contract $1,700 – elevator service $1,000 – fire and smoke alarm and monitoring $500 – automatic door openers $3,300 – HVAC $600 – state inspections/fire extinguishers $800 – Pest Control $33,000 - Contract cleaning
204-55-55140-310 OFFICE SUPPLIES
$ 1,400 Includes computer supplies, paper, pens, and miscellaneous office materials
204-55-55140-344 JANITORIAL SUPPLIES
$ 4,000 Includes cleaning supplies, paper products, small equipment as needed.
204-55-55140-350 EQUIPMENT MAINT/REPAIR
$ -0- Expense moved to Building Maintenance/Repair
204-55-55140-351 BUILDING MAINT/REPAIR
$ 7,500 Repair and maintenance costs to the community center including grounds.
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 422,925 389,500 -8%--- NON-PERSONNEL 196,500 141,500 -28%--- TOTAL 619,425 531,000 -14%
DEPARTMENT Community Recreation PROGRAM BUDGET Comm. Recreation Services ACCOUNT 204 MISSION OF DEPARTMENT: Parks & Recreation improves the community’s quality of life by providing well-designed and properly maintained parks and recreational opportunities for all citizens. Services include development and maintenance of parks, the community center, and outdoor pool. The Department also offers a wide variety of group and individual recreation programs, special events, and promotion of healthy, active lifestyles.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Providing recreational opportunities for people of all ages at an affordable price in the City of Monona. Staff
will continue to work on relationships with the Monona Grove School District, Cottage Grove Parks & Recreation, and local businesses to run joint programs that benefit everyone.
2. Meeting the recreational needs of a changing demographic with more young families moving into and around Monona. Keeping programs affordable while maintaining quality by focusing on curriculum and retaining quality staff.
3. Dealing with COVID-19 restrictions, while still offering recreation programs. Focus on outdoor fitness, and safe recreation programs with group sizes meeting county COVID-19 restrictions. The situation presents as opportunity as our community is looking for adult and youth recreation programs outside of a virtual platform.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Develop a private/public partnership for a Community Recreation Center to replace the existing Community
Center in order to provide additional program offerings to the community within the next 15 years. 2. Increase participation in core programs (youth dance, flag football, basketball, baseball, and soccer) by 10%
annually). 3. Increase participation in adult recreation. Look for and retain quality instructors willing to partner on the
marketing to our adult population. Focus on yoga, pickle ball, running club, boot camp and core classes.
ACCOMPLISHMENTS IN 2020: 1. Continued with a full afterschool program (43 kids) until onset of COVID-19 school cancellation. We
remain proud to offer a quality program that utilizes city facilities at a competitive cost for working parents in our changing community. If schools go back to in-person learning, we will launch this program again.
2. Managed Monona Bank RiverRink for a skate and concession season. Ran weekly special events and invited local schools to introduce their students to skating. Rented exclusive rink area for birthday parties.
3. Upon school cancellation in March, developed virtual recreation programs at no cost to the community. Virtual youth building projects and arts & crafts classes were most popular. We delivered cost-effective or donated supplies to the community for use due to COVID-19 restrictions, using Zoom as a virtual recreation platform. We were successful in staying connected to the community.
4. Offered summer concessions at Below Deck in Grand Crossing Park serving primarily Chocolate Shoppe ice cream. Launched weekend outdoor activities for the community in the park; weekly bingo and croquet in the green space.
5. When our school district decided to stay virtual for at least the first quarter, we developed a Learning Lab in which kids could do their virtual schooling with supervision in our facilities. We accepted 25 kids (the maximum allowed under COVID-19 regulation) and utilized three spaces – two at the Community Center and one at Below Deck. Gross revenues of $59,400 are expected. Learning Lab will continue as long as school stays virtual. (Additional revenue of $19,600 if program runs through December.)
6. Offered full-day no-school-day events for almost every no-school day throughout the year at the Community Center and Below Deck.
7. Added a canoe/kayak rack at Healy Lane. We rented six spots there as well as eight spots at Grand Crossing Park.
8. Developed a Wellness on the Water outdoor fitness series from June–October at Grand Crossing Park. We offered up to three classes daily for the community at a reasonable cost. We found a sponsor for August which enabled classes to be free for the community.
9. Successfully organized and coordinated special events: Community Drive-by Zoo, Ahuska Parking Lot Drive-In Movie, Virtual 100-Mile Bike Challenge, Scarecrow Show of Monona, and Virtual Hoot Hoot Hustle.
10. Creating first-ever online newsletter for the city. 2021 SIGNIFICANT PROGRAM CHANGES: 1. Revise special events around COVID-19 guidelines, and only run special events if sponsorship goals are
met. 2. Finalize the Special Event Ordinance/Policy for the administration of outside events which utilize our public
spaces. Current COVID-19 restrictions limit these events. 3. Eliminate adult recreation programs held inside Community Center. 4. Part-time wages are now separated out by major program elements (afterschool, summer camp, Grand
Crossing park staff, and recreation staff) to line up with revenue line items and program expense items.
PARK AND RECREATION DEPARTMENT – RECREATION SERVICES ACCOUNT JUSTIFICATION
RECREATION REVENUES ACCOUNT AMOUNT DESCRIPTION 204-46-41110-000 GENERAL PROPERTY TAXES
$ 83,500
Amount needed to subsidize recreation programs.
204-46-46720-200 YOUTH RECREATION PROGRAM FEES
$ 42,000 This includes all fees charged for youth recreation programs, less Afterschool Club, summer camps, and youth sport leagues.
204-46-46720-210 ADULT RECREATION PROGRAM FEES
$ 8,000 Fees for all adult recreation programs including adult fitness classes, Chicago shopping trip, and sport leagues.
ACCOUNT AMOUNT DESCRIPTION 204-46-46720-220 YOUTH SPORT FEES
$ 25,000 Fees and sponsorship money for youth sports including baseball/softball, soccer, flag football, basketball, volleyball.
204-46-46720-280 AFTERSCHOOL PROGRAM FEES
$ 148,000 Based on 2019-2020 actuals and projected 2021-2022 program participation. (Program runs Sept-May, so it falls over 2 budgets.)
204-46-46720-281 SUMMER CAMP FEES
$ 97,500 Based on 2020 actuals and projected 2021 program participation.
204-46-46720-260 CONTRACTED SERVICES
$ -0- Not used
204-46-46720-241 PARK SHELTER ADMINISTRATIVE FEE
$ 1,000 $10 administrative fee per park shelter reservation to account for staff time. Anticipating reduced park shelter rentals due to COVID-19 restrictions on mass gatherings.
204-46-46720-250 CANOE/KAYAK RENTAL
$ 7,500 Canoe/kayak rental fees from Lottes, Frostwoods Beach, Schluter, Tonywatha Trail, Grand Crossing Park and Healy Lane. Increase for additional 8 spots at Grand Crossing Park and collection of fees from the 72 spots we now have available.
PARK FIELD RENTAL $ 10,000 Athletic Field Rental Fees – $7,000 Tennis Court Rental Fees – $3,000 Includes Facility Use agreements with MG Youth Football and MG Youth Soccer
$ 93,589 25% of Park & Rec. Director 55% of Administrative Assistant 35% of Aquatic Director/Rec. Supervisor 78% of After-School Coordinator
204-55-5530-116 WAGES, PART-TIME AFTERSCHOOL
$ 94,308
204-55-5530-117 WAGES, PART-TIME SUMMER CAMP
$ 43,000
ACCOUNT AMOUNT DESCRIPTION 204-55-5530-118 WAGES, PART-TIME GRAND CROSSING
$ 49,000
204-55-5530-119 WAGES, PART-TIME
$ 41,000 Youth and adult recreation staff
204-55-55300-130 FICA
$ 24,549 Social Security at 7.65%
204-55-55300-131 WISCONSIN RETIREMENT
$ 6,317 Wisconsin Retirement at 6.75%
204-55-55300-132 LIFE AND DISABILITY INSURANCE
$ 25 City share of premiums
204-55-55300-133 HEALTH INSURANCE
$ 36,213 25% of Park & Rec. Director 55% of Administrative Assistant 35% of Aquatic Director/Rec. Supervisor 78% of Afterschool Coordinator
204-55-55300-134 PROFESSIONAL DEVELOPMENT
$ 1,500 Membership and training for full-time staff
204-55-55300-214 CONTRACTED SERVICES
$ -0- Expenses for contracted recreation programs
204-55-55300-340 YOUTH RECREATION EXPENSES
$ 15,000 Summer Program equipment, supplies, marketing costs: $9,000 Fall/Winter/Spring Program equipment/supplies/ marketing costs: $6,000
204-55-55300-341 YOUTH SPORTS PROGRAM EXPENSES
$ 9,500 Equipment and uniform expense for sport programs: youth baseball/softball, soccer, flag football, basketball, volleyball
204-55-55300-342 ADULT RECREATION EXPENSES
$ 500 Bus expense for field trips; exercise class equipment expense
204-55-55300-349 AFTERSCHOOL PROGRAM EXPENSES
$ 13,000 Program and snack supplies
204-55-55300-350 SUMMER CAMP EXPENSES
$ 13,000 Program and snack supplies
204-55-55300-351 RIVERFRONT EXPENSES
$ 50,000 Reduction in expenses for Grand Crossing Park based on actuals and predicted for 2021
204-55-55300-345 CANOE/ KAYAK
$ -0- Canoe/kayak rack expenses – printing of stickers and replacement of rubber on racks. This expense is now under office supplies.
204-55-55300-346 ACTIVE NETWORK FEES
$ 15,000 Transaction fees for using online registration software CivicRec. This covers transaction fees for revenue collected for the pool, parks, and community center. Increase based on increased revenues.
ACCOUNT AMOUNT DESCRIPTION 204-55-55300-347 PARK FIELD MAINTENANCE
$ 10,000 $5,000 – topdressing athletic fields $2,000 – field lining material $1,000 – baseball diamond mix $2,000 – grass seed for over seeding
204-55-55300-348 SPECIAL EVENTS EXPENSES
$ 15,500 Expenditures to run all special events
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 160,444 161,568 1%--- NON-PERSONNEL 84,304 84,475 0%--- TOTAL 244,748 246,043 1%---
DEPARTMENT Community Rec. Service PROGRAM BUDGET Senior Services ACCOUNT 204 MISSION OF DEPARTMENT: The mission of the Monona Senior Center is to provide those 50 and over with, social, recreation, and health and fitness programs as well as education and volunteer opportunities. We strive to enhance the dignity, support the independence, enrich the quality of life, and advocate for older adults. CHALLENGES AND OPPORTUNITIES FOR 2021: 1. COVID-19: Covid-19 will likely continue to be a challenge in 2021. Virtual programs, small groups,
outdoor gatherings and check-in phone calls have become our new normal as we attempt to support our mission of enhancing the lives of older adults while keeping them safe and healthy.
2. ONLINE PAYMENTS: Current and future retirees want simplicity when giving to our center. The Senior Center has never pursued the option of collecting payment from our participants by any other means beyond cash and check. WeShare is a system developed through our newsletter publishing company, LPi, which will allow us to collect payments and accept donations electronically. The monthly fee for the service will be covered by our generous newsletter advertisers so they only cost to the Senior Center will be the fees per transaction.
3. THE FRIENDS OF THE MONONA SENIOR CENTER: 2020 did not allow for the two traditional in-person fund-raising events annually held by our Friends Group including the spring dance and the fall fashion show. In addition, although they were able to bring summer concerts to our community virtually, there was no opportunity to collect donations as they used to at these live events. A community donation request letter will attempt to close the revenue gap so they are able to continue support of the Senior Center and its participants.
LONG-TERM GOALS FOR THE DEPARTMENT: The Senior Center will continue to meet the needs of a changing senior population during a historic time of change, offering seniors the education, social and recreational experiences they seek based on their ideas, requests, and concerns. Monona’s Senior Commission has determined that the long-term goals of this committee include:
• Goal: Deliver vital connections to support older adults in aging well.
Objective: Provide knowledge, programming and resources to prevent social isolation through in-person programs (as we can safely do so), virtual programs and newsletter updates (2021).
• Goal: Promote diversity and inclusion in our community. Objective: Offer and promote two events that focus on inclusion and/or diversity, regularly include images of diverse older adults in our publications and staff will engage in at least one training focused on this topic (2021).
• Goal: Advocate for seniors in Monona by understanding the needs of the senior community.
Objective: Continue evaluation of programs and services provided by Monona Senior Center to identify areas where improvements can be made. (Ongoing/2021).
SIGNIFICANT PROGRAM, COST, AND PERSONNEL CHANGES: • There are a lot of questions regarding the upcoming budget year. With decreased numbers of participants
and not holding large events, our revenue will be significantly down, but so will our expenses. The Senior Center runs a pretty cost neutral budget where most expenses are covered by fees our participants pay.
ANALYSIS OF PROPOSED BUDGETS: 2021 Proposed Budgets: The budgets proposed are as directed with input from NewBridge Madison and RSVP
2020 Committee Budget: The Monona Senior Committee voted on August 18th in favor of the 0% budget in light of the challenging budget situation due to the pandemic.
GOAL ACHIEVEMENTS IN 2020: • Goal: Address Lounge space concerns, without decreasing fitness programming for Monona retirees.
Objective: Find a space to accommodate the classes and equipment necessary to maintain the current level of service regarding fitness offerings (April 2020).
o This goal did not need to be addressed due to pandemic.
• Goal: Develop more efficient volunteer management procedures as the time involved in volunteer recruitment and retention continues to increase. Objective: Develop consistent lists and descriptions for volunteer and staff to refer to in order to communicate better with volunteers and fill needs of the Senior Center (2020)
o This goal has not been achieved yet. Our use of volunteers has changed dramatically since the pandemic. Our time and energy has been focused on shifting volunteer responsibilities so they can help with making check-in phone calls and reminder calls as in-person opportunities are few.
• Goal: Advocate for seniors in Monona by understanding the needs of the senior community. Objective:
Continue evaluation of programs and services provided by Monona Senior Center to identify areas where improvements can be made. (Ongoing/2020).
o The pandemic resulting in a major shift in advocacy for our seniors. We have reached this goal by keeping up with knowledge of services available and getting the word out to them, connecting and checking in with them and learning to offer programs virtually. We continue to listen to the changing needs of our community and are doing what we can to meet the needs.
EXPLANATION OF SENIOR CENTER BUDGET INCREASES:
1% increase budget The only increases were reflected in this budget % increases per line
COMMUNITY RECREATION SERVICES – SENIOR SERVICES
ACCOUNT JUSTIFICATIONS
REVENUES
ACCOUNT AMOUNT DESCRIPTION 204-46-41110-000 GENERAL PROPERTY TAXES
$ 229,039 Amount needed to subsidize Senior Center
204-46-43570-000 CULTURE/RECREATION GRANT
$ 5,204 County transportation grant
204-46-46710-200 FUNDRAISING REVENUES
$ -0- Discontinue fundraising as part of operating budget.
204-46-46710-300 SENIOR CENTER PROGRAM FEES
$ 10,000 Includes revenues incurred for general programs
204-46-46710-400 NEWSLETTER ADVERTISING
$ 1,800 Revenues from additional advertisers obtained beyond those necessary to publish newsletter
$ -0- Discontinued fundraising as part of operating budget. All fundraising dollars raised are collected in a donation account.
204-55-55310-340 SENIOR PROGRAM EXPENSES
$ 9,500 Expenses associated with programs offered through the Senior Center such as: holiday programs, Low Vision, Men’s Breakfast, supplies, refreshments, entertainment, etc.
204-55-55310-347 MAINTENANCE FEE – ELECTRONIC ATTENDANCE SYSTEM
$ 2,000 Includes updates to software, access to technical support, nightly database backups and periodic web-based refresher training.
204-55-55310-346 SENIOR TRANSPORTATION
$ -0- Transportation to Monona Farmers’ Market: DISCONTINUED.
204-55-55310-342 PROGRAM DEVELOPMENT (Home Chore)
$ 6,592 Request from Coalition for coordination of home chore services.
204-55-55310-343 TRANSPORTATION
$ 5,204 Grant from Dane County for group transportation; funding is used to pay for shopping trips to Woodman’s and East Towne and transportation to the Low Vision support group.
204-55-55310-345 RSVP
$ 7,422 RSVP (Retired Senior Volunteer Program) ride scheduler at $3,811, mileage reimbursement for volunteer drivers at $3,190 and office expenses
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 261,819 203,396 -22%--- NON-PERSONNEL 88,550 74,250 -16%--- TOTAL 350,369 277,646 -21%
DEPARTMENT Community Rec. Services PROGRAM BUDGET Outdoor Swimming Pool ACCOUNT 204 MISSION OF DEPARTMENT: Although the Monona Swimming Pool is only operational three months per year, it is a highly visible and well-used community service. We strive to offer safe and affordable services and programs for all ages, interests, and citizen groups. Uses include, but are not limited to, swim lessons, recreational swimming, water fitness, competition, and social events. Efficient and effective administration of the pool remains a top priority.
CHALLENGES AND OPPORTUNITIES AHEAD: To continue to offer a first-class experience at a reasonable cost for members of the community. To attract and retain families by offering additional special events and activities focused on family participation. 2021 season will face challenge of COVID-19, or the after effects of the pandemic. Spacing between people will be an issue and something we need to address.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Continued focus on preventive maintenance and upkeep of equipment as the pool increases in age. 2. Attract and retain families at the Monona Pool with special events and family activities. 3. Investigate replacement of the existing pool with an aquatic center that will coincide with a new
Community/Rec Center that can be all-inclusive of our existing and future community. 4. Be proactive in meeting the recreational needs of the community by providing a high level of customer
service through our aquatics programs while maintaining a safe and enjoyable environment.
ACHIEVEMENTS IN 2020: 1. Due to COVID-10, the pool was not open for the 2020 season. 2. Pool locker rooms were used for spill-over storage for both recreation programs and special events. 3. The pool deck was used for Senior Center socially-distanced activities, as well as for Learning Lab outdoor
space.
2021 SIGNIFICANT PROGRAM CHANGES: 1. COVID-19 restrictions will affect our 2021 operations in terms of cleaning, admission, staff, special events
etc. There will be a revenue and expense adjustment due to this. 2. Reduction in Equipment/Maintenance Repair line item due to water management contract change. 3. Reduction in Administrative Salaries and Benefits line items due to elimination of Community Center
Buildings and Grounds position (a percentage of that position was budgeted to the pool).
COMMUNITY RECREATION SERVICES - SWIMMING POOL
ACCOUNT JUSTIFICATIONS POOL REVENUES ACCOUNT AMOUNT DESCRIPTION 204-46-49210-000 TRANSFER FROM GENERAL FUND
$ -0-
204-46-41110-000 GENERAL PROPERTY TAXES
$ 121,646
Amount needed to subsidize pool operations.
204-46-46730-100 SEASON PASS SALES
$ 54,000 $128 – Monona Family (up to 5 members) $203 – Non-Resident Family (up to 5 members) $25 – Additional Family Member ($10) – Family early sign-up discount by May 3rd $68 – Monona Individual $98 – Non-Resident Individual $53 – Monona Senior (62 and older) $63 – Non-Resident Senior (62 and older) ($5) – Individual early sign-up discount by May 3rd $35 – Resident Punch Pass $45 – Non-Resident Punch Pass * sales will be affected by COVID-19
204-46-46730-110 DAILY ADMISSIONS
$ 48,000 Sale of daily admission to the pool. All pool revenues (except lessons) are net sales tax. Daily Fees for over the age of 1: $4.00 – Adult Monona Resident $5.00 – Adult Non-Resident $3.00 – Youth/Senior $2.00 – Night Swim (Res & Non-Res), M-F, 7-9 pm * lowered budget due to anticipated regulations to pool capacity due to COVID -19.
204-46-46730-120 CONCESSIONS
$ 15,000 Includes revenues for sales in concession stand and cabana rentals during open swim.
204-46-46730-130 POOL RENTALS
$ 20,000 Rental fees of $150/ hour for Monona residents and $175/hour for non-residents; extra guard charge $40/hour; swim team payment of $60/swimmer
$ 1,000 Provide marking opportunities for local businesses; promote/advertise in locker rooms and exit doors. $100 for 2 signs (men’s/women’s locker rooms) for 1 pool season. Also provide for no more than 16 signs on the pool deck – $250 per sign
POOL EXPENDITURES ACCOUNT AMOUNT DESCRIPTION 204-55-55420-110 ADMINISTRATIVE SALARIES
$ 62,230 25% of Park and Recreation Director Salary 50% of Aquatic Director/Rec Supervisor 30% of Administrative Assistant 15% of Bldg. Grounds Maintenance position eliminated 11% of After-School/Recreation Coordinator
204-55-55420-111 OTHER PERSONNEL SERVICES
$ 1,000 Every-other-day cleaning crew; 2 staff * 2 hours *$19/hour for 50 days If cleaning crew is not found, hours will be filled by staff members who are 18+.
$ 100,000 Pool staff wages: lifeguards, aquatic attendants, swim instructors
204-55-55420-120 OVERTIME
$ 500 150 hours overtime allocated per child labor laws. Overtime worked in emergency situations by Parks staff.
204-55-55420-130 FICA
$ 12,946 Social Security at 7.65%.
204-55-55420-131 WISCONSIN RETIREMENT
$ 4,268 Wisconsin Retirement at 6.75%
204-55-55420-132 LIFE AND DISABILITY INSURANCE
$ 25 City share of premiums
204-55-55420-133 HEALTH INSURANCE
$ 16,427 25% of Park and Recreation Director Salary 50% of Aquatic Director/Rec Supervisor 30% of Administrative Assistant 15% of Bldg. Grounds Maintenance position eliminated 11% of Afterschool/Recreation Coordinator
204-55-55420-134 PROFESSIONAL DEVELOPMENT
$ 3,500 Professional development for Director, Aquatic Director/Rec. Supervisor and DPW for pool operation trainings and management training. Includes funding for LGI certification of head lifeguards and recertification for lifeguards.
204-55-55420-220 GAS AND ELECTRIC UTILITIES
$ 21,000 Gas pool heater, gas shower heater, and electrical for all pool operations. Based on 2019 actual/projections.
204-55-55420-221 TELEPHONE
$ 250 Pool Facilities- emergency and business phone for pool office. Required by State Code.
$ 1,500 General office supplies; swim passes; paper /printing/ copies; miscellaneous (pens, staples, tape, etc.)
204-55-55420-338 POOL OPERATING SUPPLIES
$ 10,000 Supplies are used for pool operation. Based on current prices: First aid supplies – $2,500 Janitorial supplies – $2,500 Pool permits/inspections – $1,300 Swim lesson supplies – $500 Staff certifications/uniform – $3,200
204-55-55420-339 CONCESSION EXPENSES
$8,000 Gross expenses for pool's concession stand
204-55-55420-342 CASH OVER AND SHORT
$ -0-
204-55-55420-350 EQUIPMENT MAINT. AND REPAIR
$ 20,000 Provides for pool chemicals, routine maintenance, repair and replacement of items needed to operate the pool.
204-55-55420-351 BUILDING MAINT. AND REPAIR
$ -0-
204-55-55420-100 TRANSFER TO GENERAL FUND
$ -0-
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
DEPARTMENT Ambulance PROGRAM BUDGET EMS ACCOUNT 52300
MISSION: To provide emergency medical care under the Dane County EMS program to sick or injured citizens or visitors in the City of Monona or other communities as provided by mutual aid contracts; and maintain a program of training and continuing education requirements which will perpetuate quality emergency medical care in the community.
The Mission of the Monona Fire and Emergency Medical Service is to protect lives and property from the adverse effects of fire, medical emergencies and exposure to dangerous conditions created either by nature or person. We will respond to emergencies in a professional and courteous manner and strive to reduce the rate of emergencies through public education and code enforcement. Ethical values will remain the core of every decision made by each member of our department.
CHALLENGES & OPPORTUNITIES: • The greatest challenge, and one that presents the greatest potential impact on the EMS, is the ability to provide
the high level of emergency care while minimizing an increase in the budget. Private sector businesses that provide equipment, supplies and services to fire and EMS operations are not financially constrained like public sector service providers. The EMS in Monona operates with career firefighter/paramedics who are supplemented with volunteers. Approximately 87% of the 2020 budget was directed toward salary and fringe benefits.
• Volunteer membership continues to diminish, as is the case with most fire and EMS districts in Dane County. The general awareness of infection and disease as a result of working in a medical environment raises concerns among paramedics and significantly increases the amount of training and certifications needed to maintain a license to practice as a paramedic. As a result, the majority of all EMS incidents are handled by the department’s career firefighter/paramedics. The challenge is for the City to maintain a core of trained EMTs who are members of the fire department and who can provide assistance at emergency scenes and during times of major EMS incidents. At the same time, volunteers are faced with conflicting priorities for their time. However, these same challenges are often seen as opportunities for individuals seeking to volunteer and gain experience in the emergency medical field. Monona’s EMS program, which allows participation at both the basic and advanced skill levels of EMT certification, provides experience and potential employment opportunities for members.
• We are in the process of increasing the number of part-time employees we have to help fill vacancies in the schedule due to training and vacations. Any new part-time employees will be required to hold a paramedic certification.
LONG TERM GOALS: 1. Have a sufficient number of career paramedics and volunteer EMTs to provide prompt, effective and efficient
emergency medical services to the community.
2. Maintain a training program that meets state, county and national requirements and promotes learning and practice through innovative means.
3. Strengthen the working relationship the EMS has with other first response emergency service organizations, e.g. fire and police departments, medical organizations such as emergency rooms and local clinics, and the business, residential and educational communities in Monona.
2021 GOALS TO MEET CHALLENGES AND OPPORTUNITIES:
2021 Goal Method for Measuring Success Increase the available LTE and volunteer members to create flexible staffing solutions with little to no cost to the city.
Measuring utilization of budget lines, across multiple quarters, to determine successful reduction in overtime used.
Utilize existing resources to staff additional ambulance availability to increase call and revenue capture with Monona EMS units.
Measuring amount of missed calls from year to year, to see reduction in 2021. Additional revenue may also be identified from increased availability.
AMBULANCE ACCOUNT JUSTIFICATIONS
REVENUES
ACCOUNT AMOUNT DESCRIPTION 205-41-41110-000 GENERAL PROPERTY TAXES
$ 208,358 Amount needed to support the ambulance fund.
205-43-43520-000 PUBLIC SAFETY AIDS
$ 3,100 Money provided through the State Funding Assistance Program (FAP). Applied for, but not yet awarded.
205-43-43520-000 AMBULANCE FEE
$ 465,000 No increase over 2020, due to reduced call volume and reimbursements.
$ 45,142 Relates to retirement contributions for 50% of staff earnings at 17.27%. Employees pay their share (6.55%) of the WRS contribution. Remainder covered under 100-52-52200-131.
205-52-52300-132 LIFE & DISABILITY INSURANCE
$ 100 50% of total cost. Remainder covered under 100-52-52200-132.
205-52-52300-133 HEALTH INSURANCE
$ 65,704 This account provides half of the premiums for full-time staff. Remainder covered under 100-52-52200-133.
205-52-52300-134 PROFESSIONAL DEVELOPMENT
$ 10,500 Provides training opportunities for career and volunteer EMTs. Increase is due to the need to provide a higher level of training at the paramedic level; also included is EMT basic and EMT intermediate training. Medical Director fees were relocated from EMS Stipend at $100/hr x 50hr/yr, including protocol review, training, run review and quality assurance.
205-52-5230-137 UNIFORM ALLOWANCE
$ 4,000 Includes 50% of uniform allowance for full- time firefighter/paramedics (based on contract) and Fire Chief/EMS Director. Also included are LTE and volunteer uniforms. Remainder covered under 100-52-52200-137.
$ 1,600 Complete physicals are required for new members. Average cost around $400 each.
205-52-5230-221 TELEPHONE
$ 1,500 Based on past usage
204-52-57300-240 SERVICE CONTRACT
$ 33,000 EMS Billing. Based on 7% of EMS revenue
205-52-52300-310 OFFICE SUPPLIES
$ 250 Covers printer ink, pens and other needed office supplies
205-52-52300-340 EMS SUPPLIES
$ 18,500 Includes all medical supplies used during EMS calls.
205-52-52300-341 DUES AND SUBSCRIPTIONS
$ 3,000 Include professional organization dues, used for organizations such as WEMSA, Journal for Emergency Medicine and Physicians’ Desk Reference. Also included is the new scheduling program.
205-52-52300-372 EMS INTERN PROGRAM
$ -0- Long-term goal for starting up again.
205-52-52300-350 EQUIPMENT MAINTENANCE & REPAIR
$4,000 Covers repair and maintenance to the ambulances and other EMS equipment.
DEPARTMENT Paid Family Leave Fund PROGRAM BUDGET ACCOUNT 206 MISSION OF PROGRAM: The Paid Family Leave Fund provides the funds for two policies adopted by the City Council as part of the 2019 budget. The first policy, Paid Parental Leave, provides eligible employees two weeks of paid leave (at 100% of their current salary) in order to care for and bond with their newborn or newly adopted child.
The second policy, Family Care Paid Leave, allows eligible employee to request up to two weeks of paid leave (at 100% of their current salary) in order to deal with the serious medical situation of a close family member. The purpose of this program is to be a positive tool for the retention and recruitment of employees by allowing them the time to adjust to or deal with a new or challenging family situation without adding further financial strain and/or exhausting all of their paid leave.
To fund this program, an initial transfer of $60,000 was taken from the general fund. Any overtime or other costs incurred in order to cover for an employee who is on paid family leave are taken from this fund.
GENERAL GOVERNMENT – PAID PARENTAL LEAVE
ACCOUNT JUSTIFICATIONS REVENUES
ACCOUNT AMOUNT DESCRIPTION 208-42-41110-000 GENERAL PROPERTY TAXES
$ -0- Annual contribution to sustain paid family leave fund
DEPARTMENT Solid Waste Disposal Fund PROGRAM BUDGET ACCOUNT 53620
MISSION OF DEPARTMENT: To serve the public through the collection and disposal of solid waste, recyclables, and yard waste in a cost-effective and environmentally responsible manner.
CHALLENGES AND OPPORTUNITIES AHEAD: Continuing to provide a cost-effective and environmentally responsible collection and disposal program.
Secondary market prices for recyclables stayed low in 2020 as expected, which affects the revenues received for the program.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. To reduce landfill waste through recycling efforts and to provide cost-effective collection of recyclables and
yard waste for city residents.
2. To continue to maintain eligibility for the Wisconsin Recycling Grant Program.
3. To continue to educate city residents on the solid waste and recycling collection program.
SIGNIFICANT PROGRAM, COST, AND PERSONNEL CHANGES: 1. The City has a seven-year contract with Advanced Disposal, which expires in 2023.
2. Rebate Program expected revenue to increase by $3,000.
3. Recycling collection expenses will increase by $1,053.
4. Solid waste tipping fees increases by $7,320.
5. Refuse collection expenses will increase by $3,410.
6. Recycling tipping fees will increase by $1,515.
SOLID WASTE & RECYCLING
ACCOUNT JUSTIFICATIONS
REVENUES ACCOUNT AMOUNT DESCRIPTION 210-41-41110-000 GENERAL PROPERTY TAXES
$ 320,583
210-43-43540-000 SANITATION AIDS
$ 30,500
210-46-46420-000 REFUSE/GARBAGE COLLECTION FEE
$ -0-
210-46-46420-200 RECYCLING & SOLID WASTE CARTS
$ 500
210-46-46420-210 RECYCLING REBATE PROGRAM
$ 25,000 Revenue from recyclable material
EXPENDITURES ACCOUNT AMOUNT DESCRIPTION 210-53-53620-290 RECYCLING SERVICE
$ 42,120 Recycling processing fee, based on tonnage Secondary Materials Pricing membership, $325
210-53-53620-351 RECYCLING & SOLID WASTE CARTS
$ 0 Replacement order, as needed
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- STORM WATER UTILITY--- REVENUES603-43-43100-000 STATE AID - DNR GRANT 108,280 - - - - - - 603-43-43100-200 FEDERAL AID - - 78,462 - - - - 603-43-43100-300 STATE AID - - 13,077 - - - - 603-43-43100-400 COUNTY GRANT 247,028 - - - - - - 603-44-43100-100 STORMWATER PERMITS 1,265 3,143 1,933 303 2,000 2,000 2,000
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET603-53-53440-720 PUBLIC WORKS OVERHEAD 8,000 8,000 8,000 - 8,000 8,000 8,000 --- 668,428 $695,952 655,853 221,967 635,180 645,725 649,444 ------ CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 212,890 213,999 1%--- NON-PERSONNEL 432,835 435,445 1%--- TOTAL 645,725 649,444 1%------
ENTERPRISE FUND DEPARTMENT Storm Water Utility PROGRAM BUDGET Storm Water Operations ACCOUNT 603 MISSION OF DEPARTMENT: Provide storm water conveyance system of streets, curbs, gutters, berms, swales, landscaping, detention and retention basins, pipes, outfalls, inlets, and pumping systems for the purpose of managing, gathering, and transmitting, storm water. CHALLENGES AND OPPORTUNITIES AHEAD: 1. Maintenance of the aging storm water outfalls, basins, mains, and pumping systems. 2. Ensuring the utility is adequately funded to operate the utility and maintain the storm water conveyance
system. LONG-TERM GOALS FOR THE DEPARTMENT: 1. Continue to communicate utility duties and responsibilities to the general public, the City Council, and the
Public Works Committee. 2. Complete storm sewer main televising to determine needed repairs and replacement. 3. Utilize slip lining of storm sewer mains as a more cost-effective approach than replacement. 4. Upgrade utility infrastructure mapping and recordkeeping. 5. Clean storm water basins, lift station wet wells, and catch basins on a frequency that minimizes the impact of
sediment and debris on the receiving waters. 6. Complete storm water outfall repairs and maintain sediment levels at the outfalls. 7. Complete annual illicit discharge detection inspections and eliminate illicit discharge pollution. 8. Complete annual public education and increase public participation in outreach events. SIGNIFICANT PROGRAM CHANGES: 1. Outside Services decreased by $550. 2. Equipment Maintenance & Repair decreased by $1,000. 3. Vehicle Maintenance & Repair decreased by $700. 4. NR 216 Permit Expenses decreased by $800. 5. Brush Pickup increased by $2,325. GOAL ACHIEVEMENTS IN 2020: 1. Completed sediment removal of all catch basins, mains and basins as needed. 2. Completed leaf collection credit analysis for MS4 permit compliance
STORM WATER UTILITY ACCOUNT JUSTIFICATIONS
REVENUES ACCOUNT AMOUNT DESCRIPTION 603-44-43100-100 STORM WATER PERMITS
$ 2,000 Fees received from storm water permits required from development
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- CURRENT--- YEAR PROPOSED DIFFERENCE--- PERSONNEL 443,138 403,274 -9%--- NON-PERSONNEL 1,144,695 1,163,611 2%--- TOTAL 1,587,833 1,566,885 -1%---
ENTERPRISE FUND DEPARTMENT Water Utility PROGRAM BUDGET Water Operations ACCOUNT 600 MISSION OF DEPARTMENT: Provide safe water for residential, commercial, and public customers at a reasonable rate of return to maintain and expand its ability to deliver an adequate water supply. CHALLENGES AND OPPORTUNITIES AHEAD: Elimination of cast iron and transite water mains from the water distribution system. LONG-TERM GOALS FOR THE DEPARTMENT: 1. Continue to provide safe, high quality drinking water. 2. Successfully complete the drinking water sampling requirements of the WDNR. 3. Continue to account for or control water loss. 4. Establish a leak detection program. 5. Approval of comprehensive plan of improvements. 6. Maintain valve operation program. 7. Continue replacing cast iron water mains as part of the local road reconstruction program. 8. Update meter reading technology and replace meters accordingly. 9. Update utility infrastructure mapping and recordkeeping
10. Install perimeter fence at the water tower. 11. Create a back entrance to the water tower from Woodland Drive and eliminate the Monona Drive entrance
due to safety concerns at this entrance. 12. Establish backup power at the water tower to maintain SCADA control during power loss. SIGNIFICANT PROGRAM CHANGES: 1. Maintenance of Pumping Plant reduced by $2,100. 2. Reservoir & Tower Material & Repair increases by $8,350. 3. Meters Outside Services reduced by $2,000. 4. Meter Annual Software Fees increases by $2,500. 5. Hydrants Material & Repair reduced by $900. 6. Fuels & Additives reduced by $3,255. GOAL ACHIEVEMENTS IN 2020: 1. Provided safe, high-quality drinking water to our customers. 2. Successfully completed the drinking water sampling program, including lead and copper testing for 2020. 3. Completed system wide hydrant flushing for the year. 4. Completed water valve exercising per DNR standards and requirements. 5. Completed DNR-required reservoir inspections. 6. Completed annual maintenance of the well generators.
WATER UTILITY ACCOUNT JUSTIFICATIONS
REVENUES ACCOUNT AMOUNT DESCRIPTION 600-46-48110-000 INTEREST AND DIVIDEND INCOME
$ 10,000 Estimated interest earnings
600-46-48200-000 CAPITALIZED INTEREST
$ 4,500
600-46-46000-000 UNMETERED SALES TO GEN. CUST.
$ 3,000 Based on history
600-46-46100-000 METERED RESIDENTIAL SALES
$ 735,000 Based on history
600-46-46110-000 METERED COMMERCIAL SALES
$ 275,000 Based on history
600-46-46115-000 METERED MULIT-FAMILY SALES
$ 125,000
600-46-46200-000 PRIVATE FIRE PROTECTION
$ 80,000 Private fire protection based on current customers and current rates
2020 20212017 2018 2019 TO DATE YEAR END 2020 ADOPTED
ACTUAL ACTUAL ACTUAL 6/30/20 ESTIMATED BUDGET BUDGET--- OTHER EXPENSES601-99-40300-540 DEPRECIATION 151,082 155,476 157,160 - 16,000 160,000 160,000 601-99-40800-541 TAXES 28,517 28,251 28,837 3,973 28,000 10,647 28,000 601-99-40800-542 EQUIPMENT REPLACEMENT - - - - - 25,000 25,000 601-99-43000-619 PRINCIPAL ON LONG-TEM DEBT - - - - - - - 601-99-43000-621 INTEREST ON LONG-TERM DEBT 32,363 36,046 35,646 17,706 35,413 35,413 48,310 601-99-43000-620 INTEREST ON DEBT TO CITY 26,820 20,989 14,756 11,593 11,593 9,400 2,844 601-99-42900-690 AMORTIZATION OF DEBT PREMIUM (7,016) (7,645) (7,379) - (7,300) (5,000) (7,000) 601-99-42800-690 AMORTIZATION OF DEBT, DISCOUNT 22,775 - - 54,384 54,383 - - --- 254,541 $233,117 229,019 87,656 138,089 235,460 257,154 ------ TOTAL SEWER UTILITY EXPENSES 1,274,199 $1,339,884 1,416,879 417,380 1,385,219 1,497,870 1,568,053 ------ CURRENT--- YEAR DIFFERENCE--- PERSONNEL 187,774 163,681 -13%--- NON-PERSONNEL 1,310,096 1,404,372 7%--- TOTAL 1,497,870 1,568,053 5%---
ENTERPRISE FUND DEPARTMENT Sewer Utility PROGRAM BUDGET Sewer Operations ACCOUNT 601 MISSION OF DEPARTMENT: Provide efficient sanitary sewer collection and pumping services throughout the City, with treatment and disposal provided by the Madison Metropolitan Sewerage District.
CHALLENGES AND OPPORTUNITIES AHEAD: 1. Maintenance of aging City infrastructure and financing the improvements.
2. Ensuring proper revenues of the operating budget to adequately fund MMSD annual treatment charge increases and annual capital project costs that are passed on to the City.
3. Replacing or lining aging sewer main throughout the City as needed.
4. Monitoring for, and reducing inflow and infiltration in the sanitary sewer collection system.
LONG-TERM GOALS FOR THE DEPARTMENT: 1. Continue to communicate utility duties and responsibilities to Monona residents, the City Council and the
Public Works Committee. 2. As an alternative to replacement, and to address inflow and infiltration, continue to line sanitary sewer mains
as the preferred option.
3. Upgrade utility infrastructure mapping and recordkeeping.
4. Clean and televise a third (⅓) of the sanitary sewer collection system each year.
5. Inspect manholes annually to determine maintenance or repair needs.
SIGNIFICANT PROGRAM CHANGES: 1. Disposal Service MMSD: treatment charge and plant capital projects - increases by 7.4% for 2021
2. Fuels & Additives reduced by $1,255.
3. Lift Station Materials & Repair reduced by 500.
4. Safety Program Material & Equipment reduced by $500.
GOAL ACHIEVEMENTS IN 2020: 1. Completed sewer main cleaning and televising.
2. Collection system review for infiltration and inflow is ongoing. The first round of construction for sewer main repairs is planned for in 2021.
3. Completed 400’ of sewer lining to repair a cracked section of sewer main on the southern portion of Tonyawatha Trail.
4. Submitted the Notice of Intent for renewal of the Sanitary Sewer Collection System permit with the WDNR.