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City of Oshkosh Finance Department 215 Church Ave., PO Box 1130 Oshkosh, WI 54903 -1130 OfHKQIH (920) 236 -5005 (920) 236 -5039 FAX ON THE WATER MEMORANDUM DATE: August 5, 2010 TO: Mark Rohloff, City Manager �_ FROM: Peggy Steend, Director of Finance RE: Budget Kick -Off Discussion Peggy A. Steeno Director In preparation of the discussion with the Council on Tuesday regarding the 2011 Budget, I have compiled the following: o 2010 Financial Statements (through 6/30110) -As these statements indicate, we are on track to complete 2010 within budget, with no major variances. Even though we are half way through the year, there are a number of accounts, especially revenues, in which the funds are received later in the year, thereby showing up on the six month financials as shortages. This situation will correct itself as we move towards the end of 2010. A few items of note, at this time, are: Permit revenues are higher than the comparable 2009 numbers; illustrating more construction /remodeling being done in 2010, Interest revenue remains lower than expected due to the national economy, and Expenses are less than the same period in 2009. o Historical Information on the Tax Rate, Levy, and Expenditures — This information shows a historical view of the tax rate, levy, and expenditure levels. In reviewing the expenditure levels for the past 5 years, it is important to note that the increases during that time have remained under 3.5 %, with the average being 2.5 %. o 2011 Budget Timeline — This calendar lays out the tentative timeline for completing the 2011 budget process. Please note that we expect to deliver the Preliminary Budget to the Council on October 8 th o 2011 Budget Assumptions — This sheet outlines the assumptions being used to complete the first draft of the 2011 budget. These increases, even with your direction to staff for 0% increase in departmental budgets on all other items, will make arriving at a 2011 balanced budget quite challenging. Please let me know if you have questions or need additional information regarding this item prior to Tuesday's Meeting. Otherwise, I look forward to discussing this item with you and the Council at the meeting. General Fund Revenues - Second Quarter 2010 April 1, 2010 - June 30, 2010 TAXES LEVIED BY CITY General Property Tax Municipal Owned Utility Snow Removal Weed Cutting Mobile Home Tax Payment in Lieu of Taxes TOTAL TAXES LEVIED LICENSES & PERMITS Heating Liquor License Cigarette License Sundry License Electric Permits Building Permits Plumbing Permits Flammable Tank Fees Housing Fees Code Seals & Plan. Fees Zoning Ordinances TOTAL LICENSES & PERMITS ;;. 2Q ...................... ............................... . RENE3tS Actual:::::::::: Received:::.... E..EIUS:::::::::..A . tta ....... Rye . ed $ 3,822,232 $ 4,204,649 110.01% $ 4,733,800 $ 5,102,810 107.80% 1,000,000 1,000,000 100.00% 1,000,000 1,000,000 100.00% 10,000 12,691 126.91% 13,000 13,227 101.75% 17,000 241 1.42% 17,000 1,674 9.85% 109,000 60,617 55.61% 109,000 63,114 57.90% 105,000 13,388 12.75% 118,000 78,173 66.25% $ 5,063,232 $ 5,291,586 104.51% $ 5,990,800 $ 6,258,998 104.48% $ 90,000 $ 31,490 34.99% $ 90,000 $ 42,391 47.10% 242,132 125,000 106,341 85.07% 54.74% 125,000 114,408 91.53% 82,000 11,000 9,160 83.27% 1,518,002 10,000 7,755 77.55% 50.22% 38,000 35,620 93.74% 813,500 $ 38,000 35,873 94.40% 0 100,000 43,484 43.48% 0.00% 100,000 53,859 53.86% 56,000 300,000 117,824 39.27% 5,705 250,000 136,558 54.62% 5.62% 90,000 32,606 36.23% 135,000 90,000 42,288 46.99% 0 1,000 0 0.00% 0.00% 2,000 260 13.00% 3,200 1,970 61.56% 3,200 0 0.00% 1,000 245 24.50% 700 525 75.00% 50,000 20,873 41.75% 46,000 22,826 49.62% $ 809,200 $ 399,613 49.38% $ 754,900 $ 456,743 60.50% FINES & COSTS i County Court Police Dept. Penalties TOTAL FINES & COSTS $ 281,500 $ 151,033 53.65% $ 281,500 $ 176,264 62.62% 405,000 242,132 59.79% 450,000 246,334 54.74% 90,000 50,278 55.86% 82,000 46,857 57.14% 3,035,000 1,518,002 50.02% 2,909,500 1,461,015 50.22% $ 776,500 $ 443,443 57.11% $ 813,500 $ 469,455 57.71% ESTATE & COUNTY AIDS Town Aid - Cable TV Town Ambulance Aid State Aid - Elections Aid to Local Streets Municipal Services State Shared Aids State Aids - Fire Aids - Police State Computer Credit Expenditure Restraint TOTAL STATE & CO. AIDS $ 8,600 $ 4,471 51.99% $ 9,000 $ 6,986 77.62% 71,340 21,402 30.00% 71,300 71,554 100.36% 0 4,000 0 0 3,035,000 1,518,002 50.02% 2,909,500 1,461,015 50.22% 1,245,000 1,252,756 100.62% 1,178,800 1,189,833 100.94% 11,085,237 0 0.00% 10,779,700 0 0.00% 58,000 0 0.00% 56,000 61,981 110.68% 195,000 5,705 2.93% 195,000 10,951 5.62% 180,000 0 0.00% 135,000 0 0.00% 1,212,185 0 0.00% 1,217,300 0 0.00% $ 17,090,362 $ 2,806,336 16.42% $ 16,551,600 $ 2,802,320 16.93% USE OF MONEY & PROPERTY Interest on Investments Interest on Spec. Assessments Rent TOTAL USE OF MONEY & PROP. $ 900,000 $ 203,203 22.58% $ 210,000 1,721 0.82% 75 85 113.33% $ 1,110,075 $ 205,009 18.47% $ 751,000 $ 194,559 25.91% 210,000 1,140 0.54% 100 80 80.00% 961,100 $ 195,779 20.37% CHARGES FOR CURRENT SERVICES Police Dept. Fees Fire Dept. Fees Ambulance Fees Engineering Fees Street Services Electrical Dept. Sign Dept. Park Fees City Clerk Fees Community Development Cable Access Fees CAN Revenue Xerox Charges Property Search Hazardous Materials Garbage Fees TOTAL CHGS. FOR CUR. SERV Materials & Labor - Utilities Sup. /Admin. Labor - Utilities Acct. Services - Utilities Equip /Labor Rental - Recycling Computer Services - Utilities Water G.O. Bond Abatement Sewer G.O. Bond Abatement Storm G.O. Bond Abatement Parking G.O. Bond Abatement Ind. Dev. Bonds & Notes TIF Districts G.O. Bond Abatement Golf Course G.O. Bond Abatement Centre G.O. Bond Abatement Cable TV Bond Abatement Insurance Fund Rate Equalization Engineering Fees - Construction $ 103,000 $ 55,443 53.83% $ 115,000 $ 6,181 5.37% 101,000 12,130 12.01% 109,800 4,193 3.82% 2,119,100 991,845 46.81% 2,160,000 877,014 40.60% 60,000 8,584 14.31% 60,000 6,550 10.92% 75,000 22,515 30.02% 75,000 44,263 59.02% 25,000 6,327 25.31% 25,000 14,791 59.16% 1,500 1,270 84.67% 1,500 920 61.33% 15,000 9,821 65.47% 17,000 8,701 51.18% 6,500 5,690 87.54% 6,500 5,340 82.15% 403,000 130,856 32.47% 404,200 101,659 25.15% 15,000 860 5.73% 2,000 1,110 55.50% 650,000 171,192 26.34% 665,000 188,323 28.32% 1,100 63 5.73% 1,100 0 0.00% 25,000 10,180 40.72% 19,500 11,080 56.82% 500 910 182.00% 1,500 0 0.00% 21,000 6,150 29.29% 20,000 9,015 45.08% 3,621,700 $ 1,433,836 39.59% $ 3,683,100 $ 1,279,140 34.73% $ 400,000 $ 161,237 40.31% $ 400,000 $ 145,328 36.33% 311,400 73,305 23.54% 323,500 67,720 20.93% 660,000 157,175 23.81% 633,400 151,066 23.85% 680,000 222,342 32.70% 350,000 245,235 70.07% 152,500 0 0.00% 158,100 0 0.00% 1,738,703 1,781,910 102.49% 1,843,000 1,803,068 97.83% 1,977,115 2,020,501 102.19% 2,023,000 1,982,915 98.02% 438,729 566,108 129.03% 1,077,200 959,593 89.08% 63,086 100,377 159.11% 61,000 60,976 99.96% 330,991 330,991 100.00% 375,400 436,308 116.22% 3,687,906 3,690,256 100.06% 3,699,900 3,697,712 99.94% 480,191 1,126,742 234.64% 6,000 5,999 99.98% 0 0 0.00% 233,400 233,449 100.02% 73,736 73,736 100.00% 73,800 73,750 99.93% 0 0 0.00% 583,300 0 0.00% 600,000 0 0.00% 600,000 4,789 0.80% TOTAL INTER. DEP. REV. $ 11,594,357 $ 10,304,680 88.88% $ 12,441,000 $ 9,867,908 79.32% UNCLASSIFIED Sundry Revenue $ 95,000 $ 121,460 127.85% $ 110,000 $ 91,035 82.76% Bond Proceeds 30,000 0 0.00% 30,000 0 0.00% Approp. from Sinking Fund 375,000 0 0.00% 375,000 0 0.00% TOTAL UNCLASSIFIED 500,000 121,460 24.29% 515,000 91,035 17.68% TOTAL REVENUES $ 40,565,426 $ 21,005,963 51.78% $ 41,711,000 $ 21,421,378 51.36% General Fund Expenditures - Mid Year April 1, 2010 - June 30, 2010 ......................................................... ............................... .......................................................... ............................... ......................................................... ............................... _PERIOD:ENDINt9:::::SPENT ::::::ANNUAL :::: PERIOD ENOING:::: SP. ............................... .. ............... .. .. .. . .... ........... .................. .......................................................... ............................... �ME1 GENERAL GOVERNMENT City Council City Manager City Attorney Personnel City Clerk Elections Finance Assessor Purchasing Central Services Information Technology Insurance City Hall /Safety Building Maint. Independent Audit Media Services TOTAL GENERAL GOVERNMENT PUBLIC SAFETY Police Animal Care Fire & Ambulance Hydrant Rental Auxiliary Police Crossing Guards Police & Fire Commission TOTAL PUBLIC SAFETY PUBLIC WORKS Public Works - Admin. Engineering Streets - General Central Garage Garbage Coll. & Disposal TOTAL PUBLIC WORKS PARKS & OTHER FACILITIES Parks Forestry TOTAL PARKS & OTHER FAC. COMMUNITY DEVELOPMENT Planning Services Inspection Services TOTAL COMMUNITY DEV. $ 46,621 $ 28,047 60.16% $ 51,000 $ 33,255 65.21% 249,577 118,321 47.41% 251,700 117,108 46.53% 385,590 181,251 47.01% 395,800 180,104 45.50% 571,727 301,250 52.69% 549,600 327,150 59.53% 225,440 118,743 52.67% 226,900 113,199 49.89% 59,140 41,962 70.95% 129,000 47,616 36.91% 1,017,255 456,058 44.83% 991,800 456,291 46.01% 526,548 260,425 49.46% 541,100 232,662 43.00% 235,079 78,113 33.23% 226,300 105,722 46.72% 157,411 71,350 45.33% 154,800 72,846 47.06% 1,040,397 578,607 55.61% 1,027,800 574,814 55.93% 623,207 434,318 69.69% 559,900 174,078 31.09% 588,374 265,381 45.10% 590,700 280,885 47.55% 22,725 19,695 86.67% 22,700 18,180 80.09% 210,325 120,986 57.52% 205,300 98,794 48.12% $ 5,959,416 $ 3,074,507 51.59% $ 5,924,400 $ 2,832,704 47.81% $11,124,639 $ 5,087,741 45.73% $ 11,284,400 $ 4,873,251 43.19% 74,395 43,133 57.98% 76,200 43,284 56.80% 10,495,550 4,701,905 44.80% 10,782,100 4,825,319 44.75% 650,000 325,000 50.00% 650,000 325,000 50.00% 6,545 2,824 43.15% 4,600 1,602 34.83% 96,612 53,617 55.50% 83,600 50,034 59.85% 31,200 11,539 36.98% 15,600 2,633 16.88% $22,478,941 $ 10,225,759 45.49% $ 22,896,500 $ 10,121,123 44.20% $ 347,906 $ 161,053 46.29% $ 359,400 $ 162,572 45.23% 1,045,024 540,116 51.68% 1,175,600 537,254 45.70% 2,646,416 1,063,355 40.18% 2,824,500 1,267,446 44.87% 2,148,870 875,063 40.72% 1,912,800 803,465 42.00% 1,387,804 585,484 42.19% 1,898,200 920,307 48.48% $ 7,576,020 $ 3,225,071 42.57% $ 8,170,500 $ 3,691,044 45.18% $ 1,457,728 $ 702,115 48.17% $ 1,490,600 $ 691,720 46.41% 273,647 133,657 48.84% 278,700 139,088 49.91% $ 1,731,375 $ 835,772 48.27% $ 1,769,300 $ 830,808 46.96% $ 850,634 $ 419,831 49.36% $ 847,600 $ 367,628 43.37% 861,377 393,563 45.69% 878,200 341,029 38.83% $ 1,712,011 $ 813,394 47.51% $ 1,725,800 $ 708,657 41.06% 4 2 110 :::::::::::::::::: €:: :201 ::::::::;::::::::::::::: "! .... . .....::::::::: ::::::::::20.....::::;:::: °lo a......... ANNUAL PERIOD ENDING SPENT A NNUAL PERIOD. ENDfPIG SPENT::: n .. 1 . :�UDf#Er:::::::; e:S9 d9 ::::: :::::::::::::: ............ :.Ju. e.3II� 20. o ......:...... . TRANSPORTATION Electric $ 486,841 $ 208,844 42.90% $ 506,200 $ 211,101 41.70% Sign 200,622 94,531 47.12% 200,200 97,660 48.78% 9U[SGt ........................................................... AeEiialiUDGE1 Act�ial ............................... TOTAL TRANSPORTATION $ 687,463 $ 303,375 44.13% $ 706,400 $ 308,761 43.71% UNCLASSIFIED 1,247,778 458,590 36.75% 1,220,100 457,970 37.54% Senior Services Unemployment Compensation $ 18,900 $ 27,073 143.24% $ 52,000 $ 14,769 28.40% Direct Deposit Fees 69.58% 1,800 0 0.00% 0 0 0.00% Uncollectible Accounts 3,558,700 180,000 75,869 42.15% 225,000 70,526 31.34% Employee Benefit Fees 438,105 12,000 6,742 56.18% 14,000 8,907 63.62% Patriotic Celebrations 43.27% 8,000 10,000 125.00% 7,600 6,590 86.71% Unclass. Expense Health Services 125,000 106,118 84.89% 145,000 60,295 41.58% Mobile Home Tax 46,000 37,000 20,162 54.49% 37,000 20,990 56.73% Industrial Development 54,395 37,500 37,500 100.00% 37,500 37,500 100.00% 284,908 49.05% 522,200 237,806 45.54% TOTAL UNCLASSIFIED $ 420,200 $ 283,464 67.46% $ 518,100 $ 219,577 42.38% TOTAL OTHER FUNDS: $15,256,364 $ 8,350,872 54.74% $ 14,565,600 100 - GENERAL FUND TOTALS: $40,565,426 $ 18,761,342 46.25% $ 41,711,000 $ 18,712,674 44.86% Other Funds Operations April 1, 2010 - June 30, 2010 E .. zo os :::::::::: ..........................zvoa . ; ; ; ; :::::::::::::::::: ; ;..... a ...............z 11a...................zo� u..... ..... ............. i4N aL€ `: ":€ ...t .... ............................t... .............. ; ' r ' ' an ' :::::::::: NT'. SPA................. .......1.....:::..........X. M4.. k....,......., ....,. N....,... 9U[SGt ........................................................... AeEiialiUDGE1 Act�ial ............................... Recycling $ 1,734,210 $ 1,105,124 63.72% $ 995,200 $ 559,567 56.23% Street Lighting 1,247,778 458,590 36.75% 1,220,100 457,970 37.54% Senior Services 536,203 229,883 42.87% 561,900 209,963 37.37% Transit Utility 4,848,944 3,374,126 69.58% 4,854,400 2,224,677 45.83% Library 3,553,017 1,691,744 47.61% 3,558,700 1,704,666 47.90% Museum 965,237 454,076 47.04% 1,007,100 438,105 43.50% Grand Opera House 66,622 31,432 47.18% 66,400 28,733 43.27% Cemetery 399,054 187,750 47.05% 425,300 207,234 48.73% Health Services 968,426 478,844 49.45% 994,600 372,083 37.41% Leach Amphitheater 46,000 0 0.00% 55,900 32,783 58.65% Pollock Comm. Water Park 310,066 54,395 17.54% 303,800 54,041 17.79% Golf Course 580,807 284,908 49.05% 522,200 237,806 45.54% TOTAL OTHER FUNDS: $15,256,364 $ 8,350,872 54.74% $ 14,565,600 $ 6,527,628 44.82% E FUND BALANCE - 2004 - 2010 Historical Fund Ba lance December 31, 2004 Fund Balance December 31, 2005 Fund Balance December 31, 2006 Fund Balance December 31, 2007 Fund Balance December 31, 2008 Fund Balance $6,832,251 $5,081,692 $6,324,521 $7,292,509 $6,965,275 December 31, 2009 Fund Balance $7,623,103 Allowance for Amount due from Golf Course Fund -Not likely to collect in 2010 (480,191) December 31, 2009 Available Fund Balance $7,142,912 2010 Fund Ba lance January 1, 2010 Fund Balance Change in Fund Balance Due to 2010 Operations Estimated Balance as of December 31, 2010" $7,142,912 TBD S7,142,912 Note: Fund Balance changes annually at year -end, as a result of current year operations. 6 LOCAL TAX RATE HISTORY 2000/2001- 2009/2010 TAX YEAR/ YEAR COLLECTED ASSESSED RATE PRIOR YEAR ASSESSED RATE CHANGE INC / DEC % INC / DEC 2000/2001 8.960 8.190 0.770 9.40% 2001/2002 9.770 8.960 0.810 9.04% 2002/2003 10.000 9.770 0.230 2.35% 2003/2004 10.000 10.000 0.000 0.00% 2004/2005 10.570 10.000 0.570 5.70% 2005/2006 7.610 10.570 2.960 28.00% 2006/2007 7.820 7.610 0.210 2.76% 2007/2008 7.980 7.820 0.160 2.05% 2008/2009 8.226 7.980 0.246 3.08% 2009/2010 8.399 8.226 0.173 2.10% LEVY HISTORY 2000/2001 - 2009/2010 TAX YEAR/ YEAR COLLECTED LEVY PRIOR YEAR LEVY CHANGE INC / DEC % INC / DEC 2000/2001 18,379,870 16,325,304 2,054,566 12.59% 2001/2002 20,505,009 18,379,870 2,125,139 11.56% 2002/2003 21,488,047 20,505,009 983,038 4.79% 2003/2004 21,965,939 21,488,047 477,892 2.22% 2004/2005 23,554,616 21,965,939 1,588,677 7.23% 2005/2006 24,322,868 23,554,616 768,252 3.26% 2006/2007 25,597,997 24,322,868 1,275,129 5.24% 2007/2008 26,605,671 25,597,997 1,007,674 3.94% 2008/2009 27,885,268 26,605,671 1,279,597 4.81% 2009/2010 28, 786, 800 27, 885, 268 901,532 3.23% EXPENDITURE HISTORY 2000/2001 - 2009/2010 TAX YEAR / YEAR COLLECTED EXPENDITURE AMOUNT PRIOR YEAR EXPENDITURE CHANGE INC / DEC % INC / DEC 2000/2001 48,504,965 44,792,679 3,712,286 8.29% 2001/2002 51,426,911 48,504,965 2,921,946 6.02% 2002/2003 53,984,146 51,426,911 2,557,235 4.97% 2003/2004 56,212,410 53,984,146 2,228,264 4.13% 2004/2005 58,173,740 56,212,410 1,961,330 3.49% 2005/2006 59,856,035 58,173,740 1,682,295 2.89% 2006/2007 60,634,540 59,856,035 778,505 1.30% 2007/2008 62,719,472 60,634,540 2,084,932 3.44% 2008/2009 64,628,462 62,719,472 1,908,990 3.04% 2009/2010 65,764,000 64,628,462 1,135,538 1.76% City of Oshkosh 2011 Budget Calendar JANUARY S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 FEBRUARY S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 24 25 26 27 28 MARCH S M T W T F S 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 29 30 APRIL S M T W T F S 4 1 1 2 3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 lu /9I S M T W T F S F S 4 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 23 24 25 26 JUNE S M T W T F S 4 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 JUL Y S M T W T F S 1 2 3 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 f/jfflk�� S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 29 30 23 SEPTEMBER S M T W T F S S 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 23 OCTOBER S M T W T F S 2 3 4 5 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NOVEMBER S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 29 30 31 DECEMBER S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 8 2011 BUDGET ASSUMPTIONS • Personnel Costs WAGES * - 2% Increase, Plus Step Increases BENEFITS * Health Insurance - 8% Increase in Overall Premiums - True 6% EPO and 7% PPO Employee Premium Sharing Income Continuation Insurance (ICI) - 3% increase Life Insurance - 2% increase Retirement — General 12.4% 2010, 13.0% 2011 Protective w /Social Security ( OPD) 17.8% 2010, 18.4% 2011 Protective w/o Social Security ( OFD) 19.0% 2010, 20.8% 2011 • Utilities Gas - 2.00% increase 1 /1 /11 Electric - 3.00% increase 1/1/11 Diesel Fuel 2008 - $3.66 / Gallon (Average) 2009 - $4.00 / Gallon (Budget) 2009 - $2.06 / Gallon (Average) 2010 - $3.15 Gallon (Budget) 2010 - $2.50 Gallon (Average through 6110) 2011 - $3.00 Gallon (Budget) • Gasoline 2008 - $3.12 / Gallon (Average) 2009 - $3.50 / Gallon (Budget) 2009 - $2.01 / Gallon (Average) 2010 - $2.75 Gallon (Budget) 2010 - $2.47 Gallon (Average through 6110) 2011 - $3.00 Gallon (Budget) • Solid Waste 2007 - $18.20 / Ton (Average) 2008 - $23.30 / Ton (Average) 2009 - $23.30 / Ton (Average) 2010 - $33.40 / Ton (Budget) 2011 - $TBD / Ton (Budget) • Unknown Items Shared Revenue * Wages and benefits based on City's recently settled labor agreement, current tentative agreements, and current offers on unsettled contracts. E City of Oshkosh Strategic Plan The mission of the City of Oshkosh is to provide goods and services in pursuit of a safe and vibrant community CITY HALL 215 Church Avenue P.O. Box 1130 Oshkosh, Wisconsin 54903 -1130 920/236 -5000 0 O rHKOfH ON THE WATER CITY COUNCIL Paul J. Esslinger Mayor Jessica J. King Deputy Mayor Steve Cummings Steve Herman Tony Palmeri Bob Poeschl Burk Tower CITY MANAGER Mark A. Rohloff City of Oshkosh August 6, 2010 Citizens of Oshkosh: After accepting the position of City Manager with the City of Oshkosh, it became clear to me that we needed to develop a framework to organize our thoughts, energy, and direction in a comprehensive manner in order to be as effective as possible for the benefit of our citizenry. Numerous planning documents have been produced, but none have taken into consideration the actions of each so as to create congruency of our organizational goals and actions. In recognition of this situation, and after more than a year of work involving the thoughts of citizens, Council Members and staff, I am pleased to share with you our final draft of the City of Oshkosh's first Strategic Plan. This plan outlines our: ❖ Community •'• Organization •'• Mission — the reason for our existence ❖ Vision — our description of the desired future ❖ Guilding Principles — how we want to behave as we fulfill the mission and achieve the vision ❖ Planning Assumptions — the conclusions we have come to based upon a review of data and information. The logical basis for our vision and strategy ❖ Strategic Directions — a critical few paths we will follow to create the desired future ❖ Goals — tactical goals to advance the strategies in a current year ❖ Actions — specific acts intended to accomplish goals ❖ Performance Measures — specific, quantifiable, realistic targets that measure the accomplishment of a goal over a specified period of time Many thanks to everyone involved in this effort and those we will rely upon to make this plan a reality. It is my hope that this Strategic Plan will be the instrument to help our words match our actions, and our actions match our words. Very truly yours, X20 ,r���✓ Mark A. Rohloff City Manager MAR/j do N Community Profile The City of Oshkosh, (population 62,916), is an award - winning community in the heart of the Fox River Valley, about ninety miles north of Milwaukee and fifty miles south of Green Bay. Oshkosh is a progressive and participative community that offers small -town friendliness with big city features and a high quality of life for people of all ages and interests. The City encompasses 24 square miles. It is the largest municipality in Winnebago County, which has a population of over 163,000 within its borders. Oshkosh is served by US Highways 41 and 45 and State Highways 21, 44, and 76, Wittman Regional Airport, the Outagamie County Regional Airport (20 miles), and General Mitchell International Airport (80 Miles). Oshkosh is a great place to live as a result of an excellent school system, outstanding health care facilities, abundant entertainment opportunities, a low cost of living, a clean environment, and much more. The attributes of Oshkosh include its parks, galleries, nationally accredited museums, golf courses, entertainment venues, festivals, and activities that make Oshkosh a haven for anyone interested in combining city life with the benefits of a small town. Oshkosh and the surrounding area boast an abundance of sights and sounds for residents and visitors to discover and enjoy. The city is on the western shore of Lake Winnebago (217 square miles) and banked by the Fox River and Lake Butte des Morts (8,800 acres). Oshkosh has been ranked in Money Magazine's "Top 100 Best Places to Live in the United States ", in 2009 Business Week ranked Oshkosh as "The Best Place in Wisconsin to Raise Kids" and the Oshkosh metro area was named one of the "50 Smart Places to Live" in the United States by Kiplinger's Personal Finance in June of 2006. Rankings were based upon the amount and quality of affordable housing, a reasonable cost of living, quality of life, access to health care, and a strong economy. Wisconsin has some of the safest metro areas in the U.S. according to the 13th annual Safest City and Metropolitan Area Awards compiled by Morgan Quitno Press. The Oshkosh - Neenah MSA also was named a 2007 5 -star Quality of Life Metropolitan area by Expansion Management. Quality of life factors considered when compiling the list include affordable housing, good public schools, and median income. Oshkosh has a rich history. While the fur trade brought the first European settlers to this area as early as 1818, the establishment and growth of the lumber industry after the Civil War fueled the development of Oshkosh. The structures which now make up the city's historic areas are a result of the capital and materials generated by the lumber and associated wood manufacturing industries. When Oshkosh was formally incorporated in 1853, it had already been designated the county seat and had a population of nearly 2,800. The 1859 arrival of rail transportation provided an important opportunity to meet the demands of a larger and rapidly growing construction market. By 1870, Oshkosh had become third largest city in the state with a population of over 12,000. In addition to providing capital and materials for construction of buildings now considered historic, the lumber industry was associated with entrepreneurs and businessmen who made significant contributions to the community, politics and philanthropic organizations. Availability of materials and capital, along with the devastating downtown fires in the mid 1870s, created opportunities for architects to produce a range of well- designed buildings for residential, commercial, civic and religious use. Oshkosh has a strong tradition of education and offers one of the finest school systems in the nation. The schools, both public and private, offer a variety of educational programs. Oshkosh was one of the seven cities in Wisconsin on a list of the top 25 school districts in the country, according to the July 2006 issue of Corporate Report Wisconsin. Public schools in Oshkosh include fifteen elementary schools, five middle schools, two high schools, and four charter schools with nearly 10,300 students. In addition, the private schools have an enrollment just over 1,000 students. Fox Valley Technical College, headquartered in Appleton, has two locations in Oshkosh and is constructing a third. The University of Wisconsin Oshkosh is the third largest university in the state, with a total enrollment of more than 13,000 students. With 1,400 graduate students, UW Oshkosh has the largest graduate program of the eleven comprehensive universities in the UW System. The University's 74 associate, baccalaureate and master's degree programs are organized within four outstanding colleges; Business Administration, Education and Human Services, Letters and Sciences, and Nursing. The University, founded in 1871, serves as an arts and cultural center for 1.2 million citizens of northeast Wisconsin, and its NCAA Division III athletic program is among the very best in the nation. Oshkosh has two hospitals newly built since 2000, Mercy Medical Center and Aurora Medical Center, with over 200 beds. There are five clinics in the community and 180 physicians /nurse practitioners. There are 29 community parks and natural resource areas, several golf courses, four museums /galleries, a library, movie theater and numerous marinas and boat landings. Attractions include the Experimental Aircraft Association (EAA), the Grand Opera House, Leach Amphitheater, Menominee Park and Zoo, Military Veterans Museum, Morgan House, Opera House Square, Oshkosh Public Museum, Paine Art Center and Gardens, Pollack Community Water Park, and the Oshkosh Public Library. Oshkosh is a state leader in regard to hosting annual events including several Professional Fishing Tournaments, Brews & Blues, Celebration of Lights, Country USA Concert, Faire on the Green, EAA Air Venture Oshkosh, Miss Wisconsin Pageant, Irishfest, U.S. Open Volleyball Tournament, Otter Street Fisheree, Sawdust Days, Inland lake Yachting Association Regatta, Lifest Christian Music Festival and Waterfest Summer Concert Series. Organizational Profile The City of Oshkosh provides services to the City of Oshkosh twenty -four hours a day, 365 days a year and operates under a Council / City Manager form of government. The seven member City Council, including the Mayor, are all elected at large. The council is the legislative and policy making body of the City. The Council selects the City Manager who is the Chief Executive Officer of the City. The City Manager is responsible for planning, organizing, and directing the activities of the municipality. Under the direction of the City Manager, the City is presently comprised of 620 full and part time employees, of which 13 are officials or administrators, 43 are supervisors / managers, 196 are involved in protective services, 64 are professionals, 52 are paraprofessionals, 154 are public works employees and 98 are office or clerical workers. These employees are organized into the 14 departments listed on the corresponding organizational chart. Mission The mission of the City of Oshkosh is to provide goods and services in pursuit of a safe and vibrant community Vision A thriving and sustainable community offering abundant opportunities for work and life Guiding Principles ❖ We will serve the public with a confident can -do spirit ❖ We will hold ourselves to the highest standards with a dedication to preserving the public trust ❖ We will provide the public with information on our actions and decisions ❖ We will engage citizens to the maximum practical extent at all stages of policy development ❖ We will act in a fiscally responsible manner on behalf of our citizens ❖ We will respond to citizens' requests equitably and fairly in a timely, informative and thorough manner ❖ We will take a prudent and creative approach to problem solving ❖ We will strive to achieve equity in the allocation of community resources Planning Assumptions ❖ A strong culture of collaboration among public, private and non - profit organization(s) will continue and be necessary ❖ Our competitiveness and success will depend on our ability to manage change and respect differing viewpoints ❖ Our community will become increasingly diverse ❖ Economic challenges will continue to constrain resources ❖ The community will continue to expect the same or a higher level of service ❖ Enforcement of policy will be applied equitably Strategic Directions ❖ Promote openness and communication ❖ Build positive working relationships between Council and staff ❖ Build and maintain high quality infrastructure ❖ Support sustainable economic development in the community ❖ Continuously improve services to the public ❖ Support strong, safe neighborhoods ❖ Strengthen relationships with community partners and other entities ❖ Preserve and promote community assets ❖ Embrace the history and character of the city Priority Goals for 2010 -2011 ❖ Improve the public's knowledge and understanding of the City operations ❖ Improve storm water management and street conditions ❖ Improve processes that support business retention and development ❖ Establish performance measures that document the efficiency and effectiveness of City services ❖ Create a public /private partnership to foster grassroots neighborhood organizations ❖ Develop long -term preservation, maintenance and improvement strategies for the city's natural, cultural and recreational assets Future Goals ❖ Create opportunities for Council and staff to share information about City operations and developing issues ❖ Engage a wide diversity of community organizations and stakeholders in City goal setting processes ❖ Tell the Oshkosh Historical Story Planning documents considered for goal congruency ❖ Operating Budget ❖ Five Year Capital Improvement Program ❖ Annual Audit ❖ City Manager Goals ❖ Comprehensive Plan ❖ Storm Water Management Plan ❖ Parks Plan ❖ Police Department Strategic Plan ❖ Fire Department Strategic Plan ❖ Library Action Plan ❖ Visioning Study ❖ Transit Plan ❖ Sustainability Plan ❖ Bike and Pedestrian Plan ❖ Mayor's Gateways Committee Report ❖ Municipal Parking Lot Assessment Plan ❖ Inflow and Infiltration Study ❖ City Ordinances ❖ Individual Components of the Strategic Plan ❖ Business Plans for CHAMCO, Inc. the Oshkosh Industrial Development Corporation and OAEDC, the Oshkosh Area Economic Development Corporation W§§ an d § §2 )) z &- > as Z. �§ 2§ )) jk k7 LD k� he §_- � -WEE 0 z b= d § q ) B 2 §\ ON - �z Q2 0 z &- > as Z. �§ 2§ )) jk k7 LD k� he §_- K§� -WEE { \) f)! � §. §� §\ �` \\ B ) »C5 +_ }- �| c e § & : ! §�§ k) \) § ©§ O L CL O U as s 0 cn c 'a c 41 i G7 V C 3 C m to Ch v O C H U 7 CL O t 41 00 u L CL G � L.6 0 a ❖ v_, QJ o O _ o_q 1-4 oNo s ;, O O O O O O N 0 CL E O O O O O C '— a — O C) O ,•..., p N , N N N N O > N N • - rn Zi U L m W ct. 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E — C c m � -J O O c- O � E c c ra a ° c N fa a tf} i W fo � O L V) = i Ln 4J !) c O E fo OJ 47 N c CJ E m _0 O ° o -0 rro �� J c a0)IA O fo a� ra = - o c o wm c� � c- C1 O fn c 4-J ca — 'E 0 U u = 4-j ra CL O O_ 4 aJ M L- O — O L fo w L tE3 O a-J fU O O QOl c O 4-J 4-J _ — CL Ln .;. O L U E MEMORANDUM DATE: August 5, 2010 TO: Honorable Mayor and Members of the Common Council FROM: Mark A. Rohloff, City Manager RE: Engineering Services Agreement Amendment — Storm Sewer System Modeling for Various Street Reconstruction Projects in Association with the Capital Improvements Program / AECOM Technical Services. ( AECOM) In July, 2009, a contract was awarded to AECOM to conduct storm sewer system modeling for various street reconstruction projects in association with the Capital Improvements Program (CIP). This contract was previously amended in February and May of 2010. Through the course of performing these services, the number of options and alternatives analyzed was increased beyond the original scope of services. These additional options and alternatives were required in order to determine the best course of action for the watersheds being analyzed. The amount of this contract amendment is $14,800. This will raise the total contract amount not to exceed $145,940. Funding for these services is available in the Storm Water Utility. Section 12- 10(D)(5) of the Municipal Code provides that professional services of a specialized nature, including engineering services, may be approved by the City Manager without the use of formal, sealed quotes. In accordance with 12 -10(E) of the Code, I am hereby submitting this report regarding this contract award. Please contact me if you have any questions concerning this contract amendment MAR/j er I:\ Engineering\James \CIP\20I0\Memo from Mark R 2010 CIP Storm Sewer Page I of 1 Modeling Amendment 08- 05- 10.doc ( 0 Of HKO H ON THE WATER MEMORANDUM DATE: August 5, 2010 TO: Honorable Mayor and Members of the Common Council FROM: Mark A Rohloff, City Manger RE: Award of Water Distribution System Hydraulic Model and Planning Study The water distribution system consists of approximately 300 miles of underground pipes that provide water to industrial, commercial, and residential customers, as well as fire protection for the city. The last comprehensive study of the water distribution system was completed in December of 1990. The recommendations that were implemented as a result of that study were the addition of a water tower on the north side at Fernau Avenue and a separate pressure zone including a tower and booster station to serve the southwest portion of the city. A number of changes have occurred since the last study was completed including the new Water Filtration Plant, upgrades to high lift pumping with the most recent project, and replacement of numerous water mains with CIP projects. A new study needs to be done to provide a comprehensive understanding of the current water distribution system, which is necessary for the evaluation of system upgrades and planning for water service to areas of future growth. A proposal for a Water Distribution System study was provided by CH2M HILL, the engineering consultant on the recently completed Water Filtration Plant Project. CH2M HILL has collected information for a number of study elements though their previous work on other city Water Utility projects, which will assist them in providing effective and efficient use of resources in the completion of the study. The cost of this study is not to exceed $170,100 and is funded through the Water Utility operating fund budget. Section 12- 10(D)(5) of the Municipal Code Provides that professional services of a specialized nature, including engineering services, may be approved by the City Manger without the use of formal sealed quotes. In accordance with 12 -10(E) of the Code, I am hereby submitting this report regarding this contract award. Please advise me if you have any questions concerning this contract award