This year's budget is 318 pages. I have tried to distill the budget into a short and meaningful review to enable the general public to see the primary figures. Any perceived bias for or against any department is just that, perceived. Due to the fact that personnel costs are by far the largest single expenditure, I feel it’s important to focus more attention on those figures. The only sector of City government I personally take issue with is the “recreational” sector which spends tens of millions on public leisure while we continue to go deeper into debt and lack the ability to even build a school without substantial federal grants.
Page 2 of the budget describes the cover photo and gives the general philosophical aim of the City and budget (which I think is a bit odd). However, what concerns me is the apparent mindset that our City leaders have, that of thinking the relatively prosperous times we have enjoyed thus far will continue indefinitely. On the page it declares that Murfreesboro is a city with a progressive mindset and that we have "adopted [the] ideology" espoused by American City Planner Danial Burnham who said, "Make no little plans; they have no magic to stir men's blood and probably themselves will not be realized. Make big plans; aim high in hope and work."
While it's true we need to plan for the future and that we need to work very hard to accomplish our goals (or dreams), to me it underlines the disturbing trend I mentioned above. Cities hit hard times, and thankfully we have been lucky. What City planners seem to forget however, is that to achieve their big plans and high aims, it must be paid for. And to pay for it, they must tax us and/or borrow money which we will still be paying off up to a decade from now - including the 10 year old child alive today who had no say in whether or not we spent millions on new tennis courts and yet will be paying for them the moment he or she gets a job or buys property.
My continual refrain is priorities, and until we re-evaluate them I will continue to talk about the issue.
- Implementing the transition from First Responder to Basic Life Support medical service provided by the Fire & Rescue Department
- Continuing to move forward the relocation of the Police Department to a new headquarters on Highland Avenue
- Opening Overall Creek, a new elementary school east of Veteran’s Parkway
- Beginning construction of the Stones River Greenway extension to Barfield Crescent Park
- Begin the transition to new Police and Fire & Rescue radio communications system
- Building a public safety training facility on the Coleman Farm
- Maintaining the existing level of effective property tax rate, which is the 16th consecutive year without a property tax increase. The tax rate after reappraisal will be $1.2015, down from $1.2703
- Contributing to Middle Tennessee State University’s Science Building
- Moving to a new health insurance provider that will save almost $800K without a change in benefits to employees, their families or the City’s retirees
- Building an indoor tennis complex in conjunction with Middle Tennessee State University
- Constructing Joe B. Jackson Parkway, Veterans Parkway & Middle Tennessee Boulevard
- Replacing the legacy system currently used for financials & human resources information systems
- Renovating Sports*Com and McKnight Park
- Fund step increases and longevity pay for full‐time personnel
- Begin project to construct new headquarters for Rover
- Repaving $2 million in City streets from State gasoline taxes
This year's budget contains $122,543,147 in spending, which is an increase of 4.5% over FY 2014. Expenditures are $127,397,620, an increase of 4.3%. This gives us yet another year of planned deficit spending. Thankfully, the true amount of revenues and spending each year has prevented us from actually adding $5 million in deficit related debt each year (revenues tend to come in higher and spending doesn't rise to the budgeted amount). However, with the official budgets, the City is saying as a matter of policy, that it plans on spending more than it brings in year after year.
Once again the City also approved a 3.5% pay increase for City employees which equals $1.1 million.[pg. 12] The City has given pay increases that total a 14% pay raise since 2011 and a cost of $5.1 million. For comparison, per capita income for residents only grows 2.1% annually. The City also brags about giving higher raises than other cities, including Chattanooga and Memphis - both cities have larger populations and far larger budgets. Every municipality says their employees are "the best", but I have no doubt that Murfreesboro City employees really are doing a great job. The problem is the only way they get a pay increase is if the City takes money from you and I. I'm not aware of many private sector jobs that give an annual 3.5% raise and fund 97% of retirement packages as well.
The IT Dept. has created a 5-year computer replacement program, anticipating replacing 20% of City computers each year.[pg. 67]
The cost per capita of Parks & Recreation is 11% higher than the state-wide average.[pg. 269]
As mentioned, budgeted revenues are $122,543,147, an increase of 4.5% over the budgeted revenues for FY 2014.[pg. 45] The largest revenue sources are from property taxes (29.6%) and sales taxes (29.3%). State and federal grants make up around 4.4% of revenues which equals ~$5,392,000.[pg. 54]
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Revenues from FY 2009 to FY 2014 have increased 28.6% while expenditures have increased 33.1%. For a more specific breakdown of revenues, see pages 42-44 of the budget.
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Department changes since FY 2014 budget.
General & Administration +6.5% Parking Garage -36.3%
Legal +1.9% Parks & Rec +8.4%
Human Resources +6.6% Public Golf Courses -4.2%
Planning & Engineering +6.7% Solid Waste -1%
Engineering +39% Senior Citizens Dept. +2.8%
Street Aid +/- no change Community Development +45.7%
Transportation -20% Drug Fund +25%
Information Technology +17.7% City Schools +/- no change
Communications +0.6% Other Gov. Agencies +3.3%
Building +3% Chamber of Commerce +8.8%
Judicial +3.6% Other Tourism +/- no change
Police +4.1% Debt Service Fund -2.4%
Urban Environment -0.1%
Civic Plaza +11.4%
Personnel costs equal 47% of expenditures ($59,876,881), while operating costs equal 23% ($29,301,452).[pg. 57] Murfreesboro has the lowest personnel costs per full-time employee than the other 8 benchmark cities used in various studies to determine compensation, benefits, etc.[pg. 256]
Some minor funds will not be described below, however, any departments and funds with employees will be described.
The average total personnel cost (salary plus benefits) per employee figure is derived by taking the total amount of employee payments and dividing it by the total number of employees (including part-time employees). For some departments, I'll try to divide the two groups. The figure is only meant to give a general idea of the amount each employee is getting, obviously some will make more and others much less than this average figure.
Benefits include, Social Security, medical & dental insurance, pension plan, retirement, life insurance, and workers’ compensation.
The list of "various expenses" is not an all inclusive list of department expenditures.
General Administration [pgs. 59-66] - budget is $4,621,589, with $2,068,835 in personnel costs, $2,530,404 in operating costs, and $22,350 for capital expenses. For the department, $889,067 goes to medical & dental expenses and $425,000 goes to retirement administration. The department has 34 employees which gives an average of $60,848/employee (salaries & benefits). Personnel costs equal 44.7% of the budget.
Various expenses: $93,710 for office supplies and postage, $190,000 for utilities and phone, $26,700 for mileage and meals, $80,000 for association dues, and $42,000 for Christmas gift cards (for all eligible employees, not just the 34 GA employees).
Information Technology [pgs. 67-72] - budget is $1,789,835, with $935,995 in personnel costs, $668,300 in operating costs, and $185,540 for capital expenses. The department has 13 employees which gives an average of $71,999/employee. Personnel costs equal 52.2% of the budget.
Various expenses: $135,640 for computer replacements, $75,400 for G.I.S, $30,000 for utilities, $16,000 for office supplies, and $293,400 for IT consulting.
Communications Department [pgs. 73-78] - budget is $733,502, with $552,669 in personnel costs, $145,633 in operating costs, and $35,200 for capital expenses. The department has 8 employees which gives an average of $69,083/employee. Personnel costs equal 73.3% of the budget.
Various expenses: $28,350 for supplies, $3,600 for utilities, $1,700 for travel & meals, and $19,000 for video streaming and archiving.
Accomplishments: there were over 1 million visits to the City's website, and 68,000 views of live streamed or archived videos (council meetings etc.).
Legal [pgs. 79-82] - budget is $825,663, with $755,083 in personnel costs, $69,550 in operating costs, and $1,000 in capital expenses. The department has 7 employees which gives an average of $107,869/employee. Personnel costs equal 91.4% of the budget.
Human Resources [pgs. 83-87] - budget is $973,282, with $696,906 in personnel costs, $259,050 in operating costs, and $17,326 in capital expenses. The department has 9 employees which gives an average of $77,434/employee. Personnel costs equal 71.5% of the budget.
This department also oversees the administration of the City's employee wellness program, "Boro-Fit". In 2014, 741 employees and dependents participated and the program identified 12 "critical care" cases.
Judicial [pgs. 88-91] - budget is $474,774, with $393,024 in personnel costs, $68,250 in operating costs, and $13,500 in capital expenses. The department has 6 employees which gives an average of $65,504/employee. Personnel costs equal 82.8% of the budget.
Police [pgs. 92-99] - budget is $26,145,249, with $21,107,755 in personnel costs, $4,832,194 in operating costs, and $205,300 in capital expenses. The department has 322 employees (285 full-time, 37 part-time) which gives an average of $65,552/employee. Personnel costs equal 80.2% of the budget. The department has 232 sworn officers, an increase of 3 officers over last year. There are also 53 civilian employees (including 25 dispatchers).
Various expenses: $8,000 for radios, $6,000 for guns, $65,000 for ammunition, $199,000 for office equipment, $15,000 for K-9, $140,000 for mobile data terminals (dash computers), $689,364 for fuel, $261,603 for uniform cleaning, $382,437 for insurance costs, $545,800 in utilities, and $900,000 for the red light camera program (a 34% increase over FY 2012).
2013 Accomplishments: Part I crimes fell by 2%. Homicides, rapes, robberies, assaults, and motor vehicle crimes are also down; larcenies and arsons increased. They responded to 101,940 calls (280/day), completes 29,084 official police reports, initiated 11,965 criminal charges, and issued 37,749 citations (15,442 violations and 22,307 warnings. The Office of Professional Responsibility completed 26 internal affairs investigations, processed 98 off duty jobs, and provided 1,110 copies of in-car video to officers, defense attorneys, and citizens.
Fire & Rescue [pgs. 100-107] - budget is $16,527,475, with $14,941,163 in personnel costs, $1,475,112 in operating costs, and $111,200 in capital expenses. The department has 190 employees which gives an average of $78,637/employee. The department has 188 full-time positions, 171 of them regularly fight fires, the rest being administration etc. Personnel costs equal 89.6% of the budget.
Various expenses: $266,110 for the fleet, $198,200 for uniforms & clothing, $136,620 for fuel, $274,900 for utilities, $83,652 for training, $51,500 for Hazmat testing, and $5,522 for medical equipment.
2013 Accomplishments: The Fire & Rescue Department has a Class 2 rating placing the department in the top 1% of fire protection agencies in the United States. In 2013, the department responded to 10,313 calls. Through "Project SAFE" the department installed 164 smoke alarms. Throughout 2013, the estimated property value saved by the department was $7.5 million.
Building & Codes [pgs. 108-112] - budget is $1,863,256, with $1,720,095 in personnel costs, $129,961 in operating costs, and $13,200 in capital expenses. The department has 23 employees giving an average of $74,787/employee. Personnel costs equal 92.2% of the budget.
Accomplishments & notes: In FY 2014, the department reviewed 650 commercial plans and revisions for permit issue. There has been a 46% increase in residential single-family permits and a 40% increase in commercial construction permits between FY 2012-14. This rise is expected to continue and the department expects an increase in revenues of $465,108 for this year (giving a total revenue of $2,365,508).
Planning [pgs. 113-118] - budget is $964,388, with $618,088 in personnel costs, $332,200 in operating costs, and $14,100 in capital expenses. The department has 7 regular employees giving an average of $88,298/employee. Personnel costs equal 64% of the budget.
Various expenses: $45,900 for supplies, $10,400 for travel & meals, and $250,000 for surveys and studies.
FY 2014 accomplishments: reviewed 154 site plans, 165 preliminary & final subdivision plats, and 48 rezoning applications. The department also completed 13 annexation studies, attended 12 neighborhood meetings, and published 43 agendas for the appropriate boards & commissions.
Transportation [pgs. 119-126] - budget is $2,338,997, with $1,357,881 in personnel costs, $865,305 in operating costs, and $115,791 in capital expenses. The department has 28 employees (18 full-time and 10 part-time) which gives an average of $48,496/employee. Personnel costs equal $58% of the budget.
Various expenses: $155,185 for Rover bus fuel, $4,000 for advertising, $14,225 in utilities, $176,425 in contract expenses (Relax & Ride, MCHRA), $200,000 for traffic signals, and $45,000 for street lights.
Stats & Accomplishments: The City operates 138 signalized intersections and adds roughly 4 more each year. Of the 138, eighty are interconnected and accessible from the City's Traffic Operations Center. And, 32 are coupled with CCTV cameras. This department also oversees the City's Rover Bus system which consists of 7 fixed routes.
For FY 2014, the department continued expanding the Relax & Ride program from 16 to 31 daily trips, and began to retrofit traffic lights, replacing incandescent bulbs with LED's.
Public transportation operations funding is generally split on a 50% federal 25% state, and 25% local cost basis. Capital funding on the other hand is split 8-% federal, 10% state, and 10% local.
Engineering Department (divided into Engineering Division & Street Division).[pgs. 127-137]
The total budget is $7,633,371, with $2,959,817 in personnel costs, $4,640,354 in operating costs, and $33,200 in capital expenses. The department has 51 employees (44 full-time, 7 part-time) which gives an average of $58,035/employee. The department added 12 positions for FY 2015, 6 full-time and 6 part-time. Personnel costs equal 38.8% of the budget.
- Engineering Division [pgs. 127-130] - The total budget for the year is $3,200,646 and is detailed under the Street Division's budget. The grant funded portion of road projects is included in the Engineering Department’s budget below.
This division's budget break down is: $1,096,996 in personnel costs and $2,103,650 in operating expenses. The division has 13 employees which gives an average of $84,384/employee, with personnel costs equaling 52.1% of the budget.[pgs. 134-136]
Goals: make improvements to Middle Tennessee Blvd between Main St. and Greenland Ave. For FY 2015, the City budgeted $1.2 million in grant funded expenditures for the project. The City anticipates receiving 80% of the cost from federal dollars.
Extend Cherry Lane which will become a 5-lane connector between State Route 840 and Memorial Blvd. Total cost of the project over 5 years will be $29,915,000, of which $25,263,000 (83.4%) will come from borrowing or current funds. For FY 2015, $600,000 in federally funded expenditures is budgeted.
Widen 2.1 miles of Bradyville Pike to a three-lane section with sidewalks, bike lanes, and transit shelters. Total cost is expected to be $7,378,400, of which the City's contribution is $366,880. For FY 2015, $71,200 is included in the budget.
Various expenses: $27,300 for fuel, $17,400 for utilities, $40,800 for travel & meals, $40,000 for landfill gas management, and $1,871,200 for road projects.
Accomplishments: reviewed 160 site plans, 120 preliminary & final plats, and 8 annexation requests. The department also processed 320 fence applications and 100 pool & fence applications. They also reviewed permits for approx. 520 additions and reviewed 700 lots for new home construction.
- Street Division [pgs. 131-137] - budget is $4,432,725, with $1,862,821 in personnel costs and $2,569,904 in operating & capital costs. The department has 38 employees which gives an average of $49,022/employee. Personnel costs equal 41.9% of the budget.
Various expenses: $222,976 for the fleet, $142,237 for fuel, $25,600 for office supplies, $45,800 for utilities, and $1,845,800 for street lighting costs.
FY 2014 accomplishments: maintained 593 linear miles of City streets and State Routes; collected 877 tons of leaves & yard waste; completed 48 stormwater projects; and cleared 108 linear miles of roadway during each of five winter events.
State Street Aid [pgs. 138-140] -budget is $2,800,350, all of which is under operating costs.
Various expenses: $85,000 for traffic signals, $185,000 for street markings, $2,050,000 for street paving & construction, and $75,000 for traffic lights.
The State Street Aid Department includes funding from the State's Fuel Tax Allocation to the City, which is based on population. The Engineering Department oversees maintenance projects funded by this department and covers expenditures to maintain state streets located within the City limits.
Urban Environmental [pgs. 144-148] - budget is $1,111,133, with $882,405 in personnel costs, $201,453 in operating costs, and $27,275 in capital expenses. The department has 15 employees which gives an average of $58,827/employee. Personnel costs equal 79.3% of the budget.
Various expenses: $61,100 for agricultural services, $$12,785 for fleet maintenance, $26,367 for fuel, $47,000 for utilities, and $2,000 for a computer tablet.
This department is responsible for the overall beauty of the City which includes landscaping and other primarily arboricultural projects. It manages 50 City owned properties and 2.2 million square feet of turf and landscaped areas.
Civic Plaza [pgs. 149-151] - budget is $76,781, with $41,512 in personnel costs, $33,769 in operating costs, and $1,500 in capital expenses. The department has one groundskeeper with personnel costs equaling 54% of the budget.
Since Rutherford County owns a portion of the plaza, the maintenance costs are shared: 58.5% City and 41.5% County. The Plaza is maintained by the Urban Environmental Dept.
Parking Garage [pgs. 152-154] - budget is $117,490 with no employees.
Various expenses: $5,400 for sweeping and $106,000 for electricity.
The parking garage (under Civic Plaza, City Hall and the library) is also jointly funded, with 68.5% coming from the City and 31.5% County.
Parks & Recreation [pgs. 155-166] - budget is $12,697,529, with $6,227,150 in personnel costs, $2,572,975 in operating costs, and $3,897,404 in capital expenses. The department has 341 employees (74 full-time and 267 part-time) The salaries (excluding benefits) for full-time employees average $40,138, and the wages for part-time employees average $6,643. The total salary & benefit average when divided by all employees comes to $18,264/employee. Personnel costs equal 48.6% of the budget.
Various revenues: $1,556,471 from recreation activity income and $1,638,474 from greenway grants.
Various expenses: $288,305 for lawn maintenance, $39,240 for advertising, $73,443 for fuel, $1,072,990 for utilities (nearly 65% is electricity costs), $7,300 for park movies, $36,720 for Sports*Com, $39,145 for Patterson Community Center, $650 for an iPad, $400 for a TV, $200 for an Xbox 360 console, and $146,800 for various tennis facility expenses.
Stats & Accomplishments: Parks & Rec maintains approx. 1,115 acres worth of parks and greenways and $150 million in assets, which includes 28 sites and 74 buildings. According to the budget, the tournaments held in Murfreesboro which use public facilities have an estimated economic impact of $28 million/year. In FY 2013 there were an estimated 55,345 paid rounds of golf played.[pg. 285]
Senior Citizens Dept. [pgs. 167-171] - budget is $955,660, with $631,246 in personnel costs, $309,414 in operating costs, and $15,000 in capital expenses. The department has 19 employees (9 full-time, and 10 part-time) which gives an average of $33,223/employee. Personnel costs equal 66% of the budget.
Notes & Accomplishments: The Senior Citizens Department operates the St. Clair Street Senior Center. In FY 2013, around 3,260 individual seniors visited the Center and in FY 2014, 223 volunteers put in 12,293 hours of service.
Public Golf Course Dept. [pgs. 178-189] - the combined budget of all three golf courses (Old Fort, VA, and Bloomfield) is $1,974,268, with $1,288,649 in personnel costs, $664,919 in operating costs, and $20,700 in capital expenses. There are 55 employees (14 full-time, and 41 part-time). Full-time salaries are $683,981 (an avg. of $48,856/employee) and part-time wages are $267,646 (an avg. of $6,529/employee). Total salary & benefits for all employees averages out to $23,430/employee, with personnel costs equaling 65.2% of the budget.
The total budget breakdown for each golf course is: $1,606,594 for Old Fort, $309,831 for the VA course, and $57,843 for Bloomfield.
Various expenses: $62,535 for operations & maintenance, $91,000 for agricultural supplies, $10,000 for advertising, $73,600 for utilities, and $232,500 for purchases for resale.
Solid Waste Dept. [pgs. 190-195] - budget is $4,532,159, with $2,392,130 in personnel costs, $2,128,029 in operating costs, and $12,000 in capital expenses. The department has 42 employees (41 full-time, 1 part-time) which gives an average of $56,955/employee. Personnel costs equal 52.6% of the budget.
Various expenses: $1,091,123 for fleet operation & maintenance, $511,471 for fuel, $133,360 for vehicle insurance, $66,000 for utilities, and $175,000 for disposal carts.
FY 2014 Accomplishments: The Department services 42,500 households and 6,000 businesses, with more than 50,000 trash cans being serviced weekly. The department logged 381,945 miles, and picked up 66,376 tons of garbage and yard waste, of that, 16,780 pounds (7.6 tons) was hazardous waste.
Health, Education, and Welfare [pgs. 196-198] - budget is $2,227,919 with no listed employees. The key expenditure breakdown is: $1,356,287 for "other government", $239,750 for economic development, $518,992 for tourism, and $112,890 for outside agencies.
- Other government - $11,000 to the Health Dept, $51,000 to the TN Rehab. Center, $783,174 to Linebaugh Library, $106,780 to Myrtle Glanton Library, $68,500 to Animal Control, $2,500 for soil conservation, and $333,333 to MTSU.
- Tourism - $358,992 to the Chamber of Commerce, $25,000 for TSSAA, $20,000 to Discovery House, $37,500 to Main Street, $7,500 for the Murfreesboro Youth Orchestra, $10,000 for the Murfreesboro Symphony, $15,000 to the Oaklands Association, and $2,000 to the Area-16 Special Olympics.
- Outside Agencies - $5,000 to Crime Stoppers, $10,000 to the Hope Clinic, $10,000 to Meals on Wheels, $2,500 to the Boys & Girls Club, $19,890 to the Child Advocacy Center, $10,000 to Special Kids, and $2,000 for Second Harvest.
Fund Transfers [pgs.199-201] - These transfers are movements of funds between City departments. The total for this year is $31,307,698, with $26,397,595 going to Debt Service, $4,810,103 to City Schools, and $100,000 to the Drug Fund.
Debt Service Fund [pgs. 206-214] - budget is $30,151,444 with $5,375,816 going to interest payments (up 6.4% over last year).
The City has a credit rating of AA from Standard & Poor's and Aa2 from Moody's, both of which are very good ratings.
In FY 2014, the City issued $29.35 million in fixed rate bonds at a rate of 2.67% interest. The bonds will mature in 15 years. For FY 2015, the City plans to issue $35 million in new debt, primarily to support the remodel of the new Police headquarters on Highland Ave.
The City currently has $264,480,057 in long-term debt, a net increase of $17,634,632 over last year. Of that, $207,604,585 is projected to be subject to the City's debt limit. The City's projected debt limit for this year is $453,646,832 (which is based on a fixed percentage of assets by law), which means the debt would be 54.24% of the debt limit.
Every time the issue of new debt arises, the discussion usually ends up like this, "we should go ahead and borrow more because 91% of our debt will paid off in 10 years." This has caused a fair amount of confusion among the average citizens of Murfreesboro. What the City means by that is, 91% of the debt we currently hold will be paid off in 10 years. Any new debt will be paid off 10-15 years from the day it is borrowed. Simply put, our City leaders plan on us always having debt and on always borrowing.
Airport Fund [pgs. 215-221] - budget is $4,210,291, with $204,296 in personnel costs, $1,324,175 in operating costs, and $2,681,820 in capital expenses. The department has 7 employees (6 part-time, 1 full-time) which gives an average of $29,185/employee. Personnel costs equal 4.8% of the budget.
Various revenues: $376,243 from hangar rentals, $2,662,230 from state grants, and $1,086,258 from fuel sales & fees. The airport receives all of its funding from its own operations and grants, it does not come from other City funds.
Various expenses: $14,951 for supplies, $45,350 for utilities, $4,600 for travel & meals, $898,372 for purchases that will be resold, $2,362,840 for runway extension, and $318,980 for other improvements.
Drug Fund [pgs. 222-224] - budget is $316,600, with $110,000 in personnel costs, $152,700 in operating costs, and $53,900 in capital expenses. There are no stand-alone employees as this fund is directed by the Police Dept.
Various revenues: $100,000 from court fines, $100,000 fund transfers, and $100,000 from seizures.
Various expenses: $20,000 for the fleet, $9,000 for a drug dog, $2,000 for office supplies, $19,800 for utilities, $70,000 for undercover operations, $10,000 for employee training, and $35,000 for a new truck.
The Drug Fund accounts for revenue from drug fines and confiscated property seized by the
Murfreesboro Police Department. The fund is used to support additional drug enforcement activities by the Police Department and to provide anti‐drug education programs in local schools.
Risk Management Fund [pgs. 234-237] - budget is $3,607,863, with $295,609 in personnel costs, $3,310,754 in operating costs, and $1,500 in capital expenses. The department has 3 full-time employees which gives an average of $98,536/employee. Personnel costs equal 8.2% of the budget.
Various expenses: $9,100 for supplies, $2,109,802 for claims, $1,400 for utilities, $568,633 for fund transfers, $45,000 for legal services, and $80,000 for computer software.
Risk Management is responsible for maintaining the City’s self‐insured programs in property, liability and workers’ compensation insurance and for procuring special and excess risk insurance in key areas.
Fleet Services [pgs. 238-342] - budget is $2,373,865, with $948,092 in personnel costs, $1,403,523 in operating costs, and $22,250 in capital expenses. The department has 13 full-time employees which gives an average of $72,930/employee. Personnel costs equal 39.9% of the budget.
Various expenses: $34,124 for supplies, $78,000 for utilities, $730,000 for parts, $60,000 for lubricants, $305,000 for vendor services, $150,000 for tires, and $12,000 for computer software.
The Department manages over 730 pieces of rolling stock.
Job Classification & Compensation PlanFrom budget pages 311-316.
The City has 806 full-time employees, an increase of 15 from last year. Total personnel costs equal $59,876,881 which is an increase of 1.8% over last year. Simply using the number of employees and total personnel costs, the average pay per employee would be $74,289 (benefits included).
The City’s compensation plan is divided into nine steps, with Step 1 being the lowest. The top pay grade is the City Manager at $169,591/yr (at maximum level), and the lowest is $21,000/yr for the night watchman in the Solid Waste Dept. (entry level).
To view the budget you can visit the City's webpage for it. The budget listed in the proposed budget, however it was passed with very few changes.