10/17/2005 BWS - 6076. Y .
Memo to: The Mayor and Council �(�
From: William W. Burns, Ci t y Mana ger,� Cc
Subject: Budget Work Session
Date: 10-1405
I'm asking that we meet on Monday night at 6:00 p.m, to consider the following list of budget
issues and review items. The items and the staff members responsible for them are listed below.
1. Budget Overview..... Rick Pribyl
A. All Funds Expenditure Surnmary
B. Revenues, Expenditures and cash fund balances
C. The 2006 Tax Levy
2. Personal Services Issues
A. Cost of Living Adjustments ..... Deb Dahl
B. Health Insurance ..... Deb Dahl
C. Market Rate Adjustments ..... Deb Dahl
D. PERA Increases ... ... Deb Dahl
E. The additiona.l firefighter ..... John Berg
F. The police IT consultant ..... Don Abbott
G. The pawn shop investigator ..... Don Abbott
3. Capital Outlay Items
A. The rescue unit ..... John Berg
B. The paver/trailer ..... Jon Haukaas
C. The cable equipment conversion ..... Brian Strand
4. Utilities .. ... Rick Pribyl
A. MCES charges
B. Utility rate increases.
5. Alexandra House ... .. See October newsletter article
Other Comments
The overall increase of more than 5% to General Fund expenditures is substantial when you
consider that the SNC budget was removed from the General Fund for 2006. If the $327,095 for
the SNC were included, the overall expenditure increase would be around 7 to 8%. Most of the
explanation for this sizeable increase of about $1,000,000 lies in personnel costs. These include
the costs of salary increases, the cost of PERA increases, the cost of market rate adjustments,
increases for employee health insurance and the costs associated with the additional firefighter
and the 56 hour firefighter work week. Even in the "other services and charges" category, most
I � ►
of the cost increase is attributable to personal items. These include the cost of additional contract
building inspection, an IT consultant for the Police Department and contract increases for the
City Attorney and the City Prosecutor.
Notwithstanding these additional personnel costs, the 2006 budget provides for substantially the
same service levels and the same employee work force that we have had in 2005. To the extent
tha.t there have been any personnel additions, they have been in the public safety area..
On Monday Council will have the opportunity to review these items with the department
managers. I believe that Deb Dahl will also have representatives of our health insurance
consultants there to answer your questions.
If there is additional information that you would like to have, please let me know before the
meeting on Monday. I'll try to have it there.
��
To: William W. Burns, Crty Manager ,_�w
J
From: Richard D. Pribyl, Finance Director
Date: October 14, 2005
Re: The 2006 Budget
The budget document presented at the public hearing on August 22, 2005, has not had any changes to it
other than the MCES disposal charge that has been provided to us. Council has some items that they will
be discussing on Monday evening that could change the document. The information presented below is
more of a recap of what was provided to the City Council.
Revenues and Exuenditures
ALL FUNDS EXPENDITURE SUMMARY
cnan e
2005 Bud et' 2006 Bud et Amount °�
General Fund $12,411,344 �13,026,082 $614,738 4.95%
Special Revenue 1,015,272 1,508,679 493,407 48.60°10
Capitallmprovement 3,010,000 3,589,000 579,000 19.24°/a
Agency Fund (Six Cities) 6,20o s,2oo 0 0.00%
TOtc11 $16,442,816 $18,129,961 $1,687,145 10.26%
This is the recap of expenditures for all funds that are budgeted within our budget resolution. A recap is
shown below that provides a comparison of both the revenues and expenditures and cash/fund balance
projections for those major funds that the city relies on for the bulk of its funding.
2.s�io
Assumption for Rev & Exp Increases
10/14/05
GENERALFUND
Beg Fund Balance
Revenues
Expenditures
End Fund Balance Before Transfers:
CASH/FUND BALANCE PROJECTIONS
2005 2006 2007 2008 2009
Budget Budget Estimete Estimate Eslimate
$4,163,836 $4,152,327 $3,831,852 $3,148,488 ,$2,238,874
11,165,061 11,446,438 11,732,599 12,025,914 12,326,562
12.414,853 13.026.082 13.351,734 13.685.527 14.027.666
$2,914,044 $2,572,683 $2,212,717 $1,488,874 $537,771
Transfers From Other Funds
Liquor Fund 500,000 500,000 500,000 500,000 500,000
Closed Bond Fund 250,000 250,000 250,000 250,000 250,000
Police Activity Fund 488.283 509.169 185.771 0 0
Total Transfers: $7,238,283 $1,259,169 $935,771 $750,000 $750,000
Ending Fund Balance $4,152,327 $3,831,852 $3,148,488 a2,238,874 a7,287,771
Change: ($320,475) ($683,364) (a909,613) ($957,104
J
CAPITAL IMPROVEMENT FUND
Beg Cash Balance
Revenues
Expenditures
Ending Cash Balance
Change:
$7,207,891 $6,780,928
1,408,037 1,011,705
1,835.000 989,000
$6,780,928 $6,803,633
$22,705
$6,803,633 $6,626,963 $6,662,434
722,330 717,471 718,447
899,000 682,000 748.000
$6,626,963 $6,662,434 $6,632,881
($176,670) $35,471 ($29,553)
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LIQUOR FUND
Beg Cash Balance $898,328 $895,661 $913,582 $944,451 $988,592
Revenues 6,045,176 6,045,176 6,196,305 6,351,213 6,509,993
Expenditures 5,547,843 5,527,255 5,665,436 5,807,072 5,952,249
Transfer To Gen Fund 500.000 500.Od0 500,000 500.000 500.000
Ending Cash Balance $895,661 $913,582 $944,451 $988,592 $1,046,336
Change: $17,921 $30,869 $44,141 $57,744
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CLOSED BOND FUND
Beg Cash Balance $5,962,413 $5,861,473 $5,758,010 $5,651,960 $5,543,259
Interest Income (2.5%) 149,060 146,537 143,950 141,299 138,581
Transfer To Gen Fund 250.000 250.000 250.000 250.000 250.000
Ending Cash Batance $5,861,473 $5,758,010 $5,651,960 $5,543,259 $5,d31,841
Change: ($103,463) ($106,050) ($108,701) ($111,419)
Sotal Ending Balance Memorandum Only: $17,690,389 $17,307,077 $16,371,862 $15,433,160 $14,398,829
Total Change: ($383,372) ($935,215) ($938,703) ($1,034,331)
The following information relates to the tax impact that the budget actions will have on the levy. The
information provides details on the calculation of the property tax levy.
7/19/05 Explanation of 2006 Levy
2005 2006
GENERAL. CAPITAL & AGENCY FLTND LEVY 7,792,949 8,304,805
6.57°!0
MARKET REFERENDUM BASED LEVY
Springbrook Nature Center
BONDED INDEBTEDNESS
2005A GO Improvement Bonds (Streets 2005)
275,000 282,700
2.80%
0 169,683
$7,792,949 2005 Levy
1.028 Inflation factor
8,011,151 Subtota{
293•654 2005 LGA lost
8_304.805 TOTAL
(275,000 X 1.028% = 282,700).
GRAND TOTAL $.067.949 $.757.188 8,587,505 Without Bonds
Difference = 5689,239 5519,556
% Change = 8.5% 6.4%
This summarizies the impact if the LGA was NOT cut and we didn't need to levy back for it.
8,757,188
LGA Loss 293 654
8.067.949 8.463.534 8,293,851 Without Bonds
Difference = 5395,585 E225,902
% Change = 4.9% 2.8%
Tax Impact on the Average Homeowner
With some of the estimated values that we have from Anoka County we are estimating that the average
homeowner would see an increase in the city portion of their taxes in the amount of $52.00. This home has
an estimated market value of $214,000.
Utilitv Funds
The only change that has been made in the area of the utility funds has been the inclusion of the actual
charge that MCES will be charging the City of Fridley for disposal charges for 2006. This number is now
$2,601,933, which is approximately $80,000 higher that originally budgeted.
We are proposing at this time to adjust the utility rates by 2.8% which will change the rates as follows.
Keep in mind that should the Charter Amendment be approved to exclude utility rates, staff would then
recommend an increase of 9% for each of the utilities.
Annual Increase at Annuallncrease at 9%
2.8%
Water $2.16 $ 7.20
Sewer $5.04 $15.86
Storm Water $0.36 $ 1.12
Total $7.56 $24.16
��
emo
��
To: William W. Burns, City Manager �
From: Deborah Dahl, Human Resources Director �
Date: October 14, 2005
Re: 2006 BUDGET W(JRK SESSION
This memo is to provide further information and background related to the items 2006 proposed budget
regarding personnel services.
COST OF LIVING ADJUSTMENTS
The proposed budget has planned for a 3% cost of living adjustment for a11 groups, including labor unions
in 2006. Note, however, the fire union is the only group that has settled for 2006. The overall cost for the
3% increase is expected to be$249,317 to the General Fund, which includes a11 benefits, taxes, and
overtime.
My research has shawn the trend for cost of living adjustments in other metro area cities is 2.95-3%.
PERA INCREASE
Due to changes voted in at the legislature this year, PERA contributions will be significanfly increased
beginning Jan. 1, 2006. The proposed budget includes an increase of $74,826 in the General Fund, which
amounts to an overall increase of 16.01 %. The employer's contribution for the Coordinated Fund will go
from 5.53% to 6% and the Police and Fire Fund will go from 9.3% to 10.5%.
SUMMARY OF INSURANCE CHANGES
1) Health Insurance
In anticipation of a 13% increase in health insurance premiums for the coming year, I included a 15%
increase to the proposed budget. Because of our high utilization, however, HealthPartners quoted us a 22%
increase in our renewal. Bids from other carriers provided no reduction, so we modified the plan design
slightly and received a final renewal rate of 15.1%. As a result, there will be further adjustment needed to
the proposed budge�
Page 1
Upon Council approval, the current contribution levels will remain the same for 2006, which is 100% of
the single monthly premium on the base plan, and 80% of the family premium. With the increase in
premiums and City contributions, and the addition of the new employees projected in the budget, including
those switching between plans, I ha�e estimated the increase to be $114,754 or 20.73% in 2006.
As a third option this coming year, we will be offering an option for employees to participate in a
consumer-driven healthcare plan called the Healthcare Reimbwsement Account (HRA) or VEBA. The
theory behind these plans is that they will engage the consumer in making better decisions about how their
health care money is spent. Ultimately, if the employee spends their money more wisely, they may save
money, reduce utilization, reduce premiums, and in turn reduce the City contributions. Employees will
ha�e the option to enroll in a high deductible plan, similar to how car insurance works, where the higher the
deductible, the lower the monthly premiums. Participants will still receive the same contribution level
from the City as with the other plans, but they will be able to put the monthly premium savings into a trust
accowit to be used toward future healthcare expenses. At the end of the plan year, however, the employee's
account continues to roll forward into the ne� year.
I have attached the three (3) plan options for your information along with a price chart (see attachments).
2) DentalInsurance
The renewal rates for dental insurance are e�ected to increase approximately 5% for 2006. No increase is
proposed in the City's contribution towards dental insurance.
The City is currently researching comparable dental plans in the market to detemiine if there is any
potential for rate reductions. At the time of this meeting, no information was available to report any price or
plan changes.
3) Cash Option
With the increases to the health insurance contribulion of the single premium, I have included an increase
to the cash option for those who opt out of health insurance, which will amount to an increase in the
General Fund budget of $34,371 or 37.17% increase for 2006. This benefit has traditionally been 80% of
the single contribution rate and will go from $267 per month to 333.16.
4) Life Insurance
Our insurance consultants have researched the market place on life insurance products and have found a
competitive in��ra„ce plan through Standard, which will provide equal coverage to our employees and
result in a 10% reduction in premiums as well as provide for a three year rate guarantee. (This amounts
to a sa�ings of nearly $3,000 over the next three years.)
� Long-Term Disability
As a new benefit option in 2006, I am proposing that the City offer a new voluntary long-teim disability
benefit through Assurant for active and full-time employees. It will not cost the City any additional money
to administer (with the exception of sta.ff time to promote, bill and keep records). Employees would pay
100% of the premiums and the cost to the employee would be reduced dramatically (nearly 75°lo for the
average 38 year old). Employees have requested we e�lore options for a better long-teim disability
Page 2
program than the one we have through Hartford. After a careful review of the cutrent plan and market
research, I am exited to provide this new opporlunity.
� Employee Assistance Program
After careful consideration of our Employee Assistance Program through HealthPariners, I am
recommending we discontinue this program. Over the last two years that we ha�e offered this program,
only a handful of employees (less than six) have consulted with the program. The cost of the program is
approximately $3,000 to administer and offer.
Recommendation•
I am recommending Council approval on the plan changes and contribution levels as summarized above
and proposed in the 2006 budget.
COMPENSATION PLAN ADJUSTMENTS
An effective compensation plan, similar to other forms of infrasstructure, nceds a solid foundation and
periodic maintenance to stay in working order, to stay in compliance with applicable laws, as well as to
attract and retain high quality employees. In the fa11 of 2004, I received approval from you and the City
Council to conduct a study and spend up to $40,000 in the 2005 budget to make adjustments in the cwrent
pay plan.
The City has contracted with the compensation consulting fiim of Riley, Dettmann & Kelsey to assist us
on this s�tudy. The focus of the four month sludy was to: 1) To conduct the required job evaluations and pay
analysis; 2) to assist us with Pay Equity compliance and reporting; 3) to assist in the market comparisons;
and 4) to provide additional guidance regarding policies, FLSA compliance, and other legal requirements.
Prior to the study, I estimated the City would nced $40,000 in 2005 and an additional$33,000 in the 2006
General Fund budgets for a total of $73,000. Because the study was not implemented until mid-year,
adjustments were delayed until the conclusion of the study.
Background•
The following factors conhibuted to the need for a s�tudy and the proposed adjustments:
1) A comprehensive study on our compensation plan has not been conducted since 1991 and needed
to be updated and compared to market rates.
2) Budget limitations in recent years have hindered the ability to study and make improvements to the
compensation system.
3) Preliminary analysis showed tha.t while the union and hourly employees were remaining
competitive with the market, our supervisory and upper management positions were significantly
and consistently trailing behind comparable positions in the marketplace by up to 12%.
Page 3
4) As the hourly and wuon employees continued to keep pace with the market and the upper level
positions remained the same, we started to see our professional positions begin to bump into the
upper level positions, causing a significant compression of pay at the top of the range.
5) All Miiuiesota public sector organizations are required to comply with Pay Equity and Comparable
Worth laws, which means the City is required to create equitable compensation relationships
between male and female job classes by assuring that the compensation for female dominated
classes are not consistently paid below the compensation for male dominated classes of
comparable work value.
Organizations must complete a regular job and pay analysis and report into the state every three
years to comply. Fridley's next report is due in January of 2007 for 2006 wages. The City was in
compliance during the last reporting period, however, a current analysis shows we are seeing some
significant issues, which could potentially expose us to serious fines, back pay, or litigation.
The job analysis evalua.tion system Fridley used in the past to comply with Pay Equity, is no longer
being supported by PDI, forcing us to find an alternative method to evaluate our positions and pay.
During this compensation study, we have switched to the evaluation sys�tem created by our
compensation consultant and will use it to analyze all of our jobs and report in the future.
6) The adjustments to the plan will address a number of inconsistencies such as aligning a11 pay
classes for non-union employees. One example, the maintenance union decertified in 2000 and
needs to be incorporated into the main compensation plan along with other non-union employees
so that they are paid on the same schedule and rate system as others.
In addition, the current pa.y system has not allowed exempt staff to receive the same number of
increases as hourly employees. Non-exempt or hourly employees are allowed to reach seven ('�
steps in 10 years, while the exempt and upper management staff are only allowed to reach step
four (4) in two and one-half (2.5) years, with few market adjustments made thereafter.
'� Finally, the compensation study helped us to do a market comparison on all classifications to
determine if we nceded a new plan or just make adjustments to the current plan. It was detennined
that the cwrent pay plan would be sufficient and match up with the market nicely if the entire rarige
was used, rather than creating a new pay system.
Cost:
1) In order to wait for the compensation study to be completed, we tlid not use the $40,000 earmarked
for adjustments. The cost of the study was $16,000, which will leave a balance of $27,000 this
year. The proposed 2006 budget has included another $32,365 in adjustments, for a total of
$60,000 necessary for adjustments between the two years.
2) The study recommends market adjustments be made to approximately 22 classifications (see
attachment) at total cost in wages of $101,234 or $41,234 over the 200512006 plan. The study
also called for 14 other adjustments to be made to positions, which will realign job classes to
different pay codes but no significant changes to clurent pay.
Page 4
Summarv
In conclusion, while I know that this is an additional expense as proposed in the 2006 budget, it is my
recommendation and the recommendation of our compensation consultant that we update and improve our
current compensation system to comply with applicable laws, to retain quality employees and remain
competitive, and most importantly, to treat employees fairly and consistently.
Again, I believe our employees are our greatest assets and I see our compensation plan as an essential part
of our infi�stnicture that needs to be maintained and operated systematically, similarly to our streets,
waterways or vehicles. If we neglect maintaining it our keeping pace with technology or current trends, it
will crumble and cost more to repair the damage in the end.
While the requested amount is a large amount unto itself, it is a sma11 proportion in comparison to the
overall personnel services budget of over $9.4 million (1 %).
I would be willing to explore other options to spread this cost over a two ar thee year period; however, I
would recommend we consider making these adjustments at one time. The danger in any delay is that it
may affect our ability to remain compliant with Pay Equity or expose us to discriminatory claims in the
future.
Once the Council has decided on these recommendations, I will bring back a resolution incorporating any
changes to the current policy and a final plan for your review approval.
I will be available at Monday's meeting to provide any further information and answer questions you or the
Council may have. Thank you for your consideration.
� �
Page 5
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OFFICER
p°L °� Memorandum
City Manager Bill Burns�('�
Capt. Bob Rewitzer
a e. 10/14/OS
Re: Police Topics for October 17, 2005 Budget Work Session
Fridley Police Department
To:
From:
Dt�
The Police Department has two budget proposals for Council consideration:
Implementation of Outsourcing of Information Techn�lo�v Functions
The Police Department has fifty-two computer workstations plus peripheral hardware such as
printers and scanners. In addition, the Department utilizes an array of specialized software
applications beyond the typical Microsoft Office suite. Information technology (IT) support
functions in the City are provided by the Finance Department through dedicated Information
Services (I.S.) staff who provide general coordination and support for most, but not all, of the
Police Department's desktop workstation and networking needs. Sixteen mobile wireless
computer workstations, used for critical patrol operations in the iield, are supported by police
officers with I.S. involvement limited to addressing problems outside the scope of the officer's
knowledge base.
Beyond the immediate operational needs of hardware and software maintenance and network
connectivity, the Department has identified a number of IT goals which are considered crucial to
effective service delivery in the future. Development of web based access to public records,
integration of the City Prosecutor's Office into the records management system, automated
linkage of the Police Reporting System and the County-wide records system, and
implementation of an automated citation system are but a few of the objectives requiring
significant IT management.
The I.S. staff has provided substantial support to police Department operations. The web-based
Police Reporting System application, which greatly enhances officer efficiency and maximizes
time spent in the community, took over 200 hours to develop and implement. In addition, 22% of
I.S. staff time is presently devoted to responding to acute needs within the Police Department.
I.S. staff must necessarily respond to the needs of the entire City, particularly in support of the
Finance Department's accounting infrastructure, and is not well positioned to provide the level of
support required to move the Police Department towards achievement of its IT goals. Likewise,
the ability of police officers to remain first responders and, at the same time, address the rapidly
changing and increasingly complex IT environment has become much more limited. In excess of
one full time equivalent (FTE) police officer position is spent addressing current infonnation
technology issues and needs — often attemptin ab 1 teais n uffi cent, external expertise can more
way. Where it is apparent that our internal cap y
appropriately meet our growing IT needs.
The Police Department has identified the following reasons for outsourcing some of its IT
functions:
�
e
To: William W. Burns, City Manager.,� ��i �
�� _.
From: John Berg, Fire Chief
Date: October 14, 2005
Re: Additional Firefighter and Replacement Rescue Vehicle
ADDITIONAL FIREFIGHTER
The Fire Chief is recommending the addition of one full-time firefighter in the year 2006
with the future goal of having three firefighters on each shift. Currently the fire
department staffs with only two firefighters. While there are many benefits to the City
the key points are as follows.
• An increase in commercial inspections would identify hazards, increase revenue
from permitted processes and provide emergency responders with preplanned
information. This would benefit the City by providing a greater level of safety for the
public and emergency responders.
• Additional full-time staff would reduce reliance on paid-on-call firefighters to fill
vacant shifts especially during day time hours and summer vacations when staff
availability decreases.
• Additional staff would bring the Fire Department closer to meeting the National Fire
Protection Association recommendations for staffing and emergency response
times to fire calls. The LMC is recommending that fire departments meet these
standards. The benefit would be reduced response times and adequate staffing for
response to fires and other emergencies.
• Increased staffing would reduce the number of times personnel would be called
back. The benefit would be reduced response times, decreased liability of
firefighters responding from home, and possibly a reduction in overtime spent for
calling firefighters back.
It is understood that the revenue and cost savings will not offset all of the cost of hiring
another full-time firefighter. It is very difficult to put a price on public safety but tit is
believed that the benefits in productivity and those described above will provide for a
greater level of public safety.
Memo to William W. Burns
October 14, 2005
Page 2
REPLACEMENT RESCUE VEHICLE
The Fire Department's goals, objectives and method of providing service have changed
through the years. Along with that, the technology has changed to provide better
service and greater safety to the firefighters. The plan for the Fire Department vehicles
also reflects this. The Fire Department is reducing the number of vehicles with vehicles
better suited to our mission. The Fire Chief is recommending replacement of a 1984
"Heavy Rescue" with a medium size rescue vehicle that can carry four or five
firefighters, medical/rescue equipment and firefighting protective clothing. This vehicle
would fill a void in vehicle seating left by the replacement of a pumper and aerial ladder
with the "quint" in 2005. It would also provide a rescue vehicle that would have
adequate compartment space for SCBA and firefighter proteetive equipment to respond
to a fire scene and equipment. Cost of the vehicle reflects a larger chassis and a"box"
that will accommodate the required equipment.
City of Fridley
TO: William W. Burns, City Manager �
�� �
FROM: Jon li'liaukaas, Public Works Director
DATE: October 13, 2005
SUBJECT: Purchase of Self Propelled Paver and Trailer
PW05-055
The Public Works Department Capital Outlay requests for 2006 include the purchase of a powered
asphalt paver with trailer to replace our aging truck mounted paver at a cost of approximately
�125,000.
Our existing paver is a 1979 Layton Paver. This type of paver is mounted on the back of a dump
truck and the size of paving we can do is limited by the amount of asphalt the truck can hold.
To pave larger areas, the paver must be detached and another truck full of asphalt is hooked up
to continue the patch. This is not only time consuming and inefiicient, but leads to seams in the
patch and an overall lower quality repair. This machine is over 25 years old. Parts are no longer
availabte for it and we are experiencing breakdowns every year. Much of the steef body is worn
thin due to years of asphalt and gravel scraping over its surfaces.
The requested paver is a 2006 Gilcrest Model 813RT self propelled paver. This machine has
tracks to allow it to move across the patch area and a hopper that can be continuously fed with
asphalt to create a single smooth surface. This will allow us to repair our street much faster and
more efficiently. We wili be able to do all of the larger patches with our own forces that we
currently must hire contractors to do.
The trailer is required to haul this paving machine to and from the job site as it is not approved
for road travel. The paver"s maximum speed is about 2 mph.
Jt111:cz
Attachment
pr;ortty � 1
Department
A�count I •
No.
CITY OF FRIDLEY
Attachment D
Capital Outlay�Request Form
�.
$ubmittgd by Jef f Jensen g��t yp,� 2006
Division �
2006 Gilcrest 813RT
paver ,
' j Descxiption of Purchase:
Doifar
Amount
2006 Gilcrest Mode1 813RT Self-propelled truck
paver with options � � •
Ta�c
', ; Add'itional CostslTrade-in (Conversion costs� accessories� set-up
� cflsts� trade-in descxiption. etc):
,
�
City Manager's
Recommendabon
Council's
Decision
E.stimated Cast
Unit
Cost Qu
98,500.00 �
6,400.00
Estimated
Unit
Cost Q
Total
104,900.00 �
Total
I I I
I Justificat+on. ;
i
Replaces 4�779 - 1979 Layton Paver. Will allow Street Department to do a better job on �
paving and also do more and larger jobs to save money from contractors and have more
improved street maintenance.
-�
PflOrih/1� 2
Departme�t
Aa�unt I �
� No.
CfTY OF FRIDLEY
Attachment D
Capital Outiay�Request Form
�.
Submitted by Jeff Jensen gudget Year 2006
2006 Quipnet
Qt - 20 Trailer
' �escription of Purchase:
Division
Doliar
Amou�t City Manager's
equested Recommendation
2006 Quipnet QT-20 trailer with hydraulic ramps
for paver
Tax
�dditional CostslTrade-in (Conversion oosts. acoessories, set-up
oosts� trade-in description. etc):
Unit
Cost
18,500.00
1,202.00
1
Counai's
Decision
Total
19,700.00
Estimated CosUT�ade-In
' Unit
Cost Quantity Total
' ustificafion:
This will be a new trailer that will be the only trailer that can haul our new paver
to the job sites.
r
Memorandum
TO: WILLIAM BURNS CITY MANAGER ��
� �
FROM: BRIAN STRAND, CABLE ADMINISTRATOR
DATE: OCTOBER 13, 2005
RE: CABLE EQUIPMENT 2006
I met with two consultants and received estimates for consultant services to help with the
digital upgrade of the municipal cable television system. The consultants' base estimates
were $25,000-$28,000. I have chosen to forgo the cost of a consultant and try this myself.
I am suggesting $185,000 in equipment upgrades and installation for 2006.
The upgrade will begin in 2006 and be complete in 2008 or 2009. The first year will be
the most costly due to the fact that we currently only have one piece of digital equipment,
which is a camcorder. The first year will include cameras, council monitors and related
equipment in the council chambers, a digital switcher, VCRs and related equipment in the
control room, a new playback system for the municipal channel and a new edit system.
The second year will include an Ethernet routing system to record digital from all in-
house locations to one central location, on location equipment, maybe web cast
equipment and new lighting in the council chambers. Year three will be used to tie up
loose ends and, if the prices come down, possibly replace the council chambers projectors
with very large, flat, wall mount TVs.
I will use the current playback system for the public access channel.
I have researched equipment and prices on manufacturer's websites. To the extent that
prices were available, I used the manufacturer's recommended prices. Prices not
available on the internet come from either suppliers' prices, Time Warner's consultant's
prices or prices of similar products. Tax and estimated shipping costs are built in to the
price.
Edit S, s�em:
Final Cut Studio by Apple, Power Mac computer and hardware, monitor $8,500
Sony DVCAM half-rack Digital VCR $5,000
Pla. bY ack Svstem
360 System 2000 server with 100 hours of storage capacity and Leightronix Plus Bus
controller, Scala bulletin board, or similar products. There are two other comparable
systems to consider, one is a local company (Tight Rope), and the other is a new
Leightronix system. I will be attending a seminar on the Leightronix system on
November 4th. $15,000
Sharp "20 LCD Monitor $1,500
One JVC 3-in-one video recorder. (Mini DV, DVD, Hard Drive) $2,000
One Pioneer 300 disk DVD Juke Box for Public Access playback $1,500
Council Chambers Equipment
We will continue to use the two Panasonic cameras and add two more Panasonic cameras
of the next generation.
Cameras, SDI cards, video boards, Fuji motor drive lens Panasonic pan tilt heads and
mounting hardware $34,000
Two Sony dome cameras for overhead document cameras $5,500
Eight - 13" LCD Sharp flat Monitors for council and staff. These monitors
have multiple inputs including cable TV tuners, computer inputs and
video inputs. $5,500
Two Extronlx6 VGA distribution amps for monitors $1,500
One digital scan converter to convert the laptop signal to a video signal $3,000
One Bockler Pointmaker PVI 83 (Circle me Bert) $5,500
Control Room
Ross Synergy 100 MLE production switcher
Two Marsha114 monitor racks
Two 13" LCD Sharp Flat Screen Monitors
One JVC 3-in-one video recorder. (Mini DV, DVD, Hard Drive)
1 Panasonic DVC PRO Recorder/Player and Video Card
One Knox lx8 Video Distribution Amp
One black burstl sync generator
Installation, as-builts, extras
Installation including wire, connectors and drawings
Things I missed and parts or equipment needed to make these things
work that cost extra. (Money saved by not hiring a consultant)
$13,200
$7,400
$1,400
$2,000
$9,000
$3,000
$3,000
$35,000
$20,000